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Our Master Black Belts

Our Master Black Belts

Master Black Belts are more than just skilled technologists. The cornerstone for success of a quality accelerated technology training provider is the instructor’s ability to translate complex technical theories into understandable concepts and applied knowledge.

In addition to delivering our courses, our instructors are also consultants for major organisations worldwide. Every day, they acquire more extensive real-world experience which is reflected in the courses they teach and the books they write.

PEEC Training instructors are cross-certified industry professionals – ranging from renowned authors to senior information technology consultants, with extensive real-world knowledge.  Every PEEC Training Instructor:

  • Is certified in their chosen subject (in the case of Minitab training we only employ Minitab Certified Trainers)
  • Has many years of experience in a senior consulting role
  • Provides accelerated instruction and guidance, covering fundamentals and hands-on concepts, and demonstrating real-world scenarios to solidify your understanding

The PEEC Master Black Belts deliver the curriculum, provide leadership, coach students to ensure successful information comprehension and retention as well as certification. Instructors provide group instruction and individual assistance with a keen ability to cater to every aptitude and background.

Lean Six Sigma Why Learn Hypothesis Testing?

To identify sources of variability using historical or current data:

  • Passive: a process is sampled or historic sample data is obtained
  • Active: a modification is made to a process and then sample data is obtained

Provides objective solutions to questions which are traditionally answered subjectively

Works for differences in means, or Variances (Standard Deviations), or proportions

Lean Six Sigma and Value Stream Mapping

§The current state VSM was created in the Review Phase and is analysed in the Investigar Phase for improvement opportunities.
§There are many lean tools & techniques which can be used but the majority of these are outside the scope of EGB training (see EBB Session 2).
§However, the majority of Lean tools & techniques are common sense improvements that become obvious after modelling the whole value stream.
§Potential improvements opportunities are represented as Kaizen Bursts (call-outs) on the VSM, at the appropriate place within the value stream.
§Kaizen is Japanese for improvement.

new KPI TEEP in Lean Six Sigma

World Class OEE is generally accepted as >85%

The world class OEE performance of 85% is comprised of:

Availability = 90%

Performance = 95%

Quality = 99.9%

Research indicates that average OEE for manufacturing plants is 60%

How does your organisation compare against the ‘best in class’ performance?

Imagine what a 40% improvement in OEE (going from 60% to 85%) could do for your organisations competiveness and profitability!

Organisations are now factoring in how often the equipment is used throughout the year (24/7) – this is called the Loading.  For example if the equipment is used for 40 hours in a week (168 hours) the loading is 40/168 = 23.8%

This can be factored into the relatively new KPI – Total Effective Equipment Performance (TEEP) metric as follows TEEP = Loading x OEE

Design of Experiments Lean Six Sigma

Y = f(x)

DOE was originally developed in 1930’s by Sir Ronald Fisher to improve agricultural methods Fisher used DOE to maximise the yield of agricultural crop (Y) by changing the key process inputs; fertilizers & seed type (x’s) he DOE approach allowed Fisher to understand the main effects of the inputs, and the interactions between the inputs which impact the process output

The objective is to logically organise changes to 2 or more input variables (x’s) and evaluate if any variable, or any combination of the variables, significantly affect the output (Y)

What is Design of Experiments?

A DOE is a set of tests on the process output with at least 2 process inputs, each set at 2 or more levels

The key principle behind the DOE technique is to create a perfectly balanced design which includes an equal combination of process settings

Consider the example below with 3 key process inputs, each set at the high end (1) and low end (0) of their respective specification (or process variation) limits

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Ist Prozess Lean Six Sigma

” Go-Look-See „ ist der erste Schritt um einen Prozeß zu verstehen:

” Go-Look-See ” stellt sicher, dass das Team das Problem beobachtet und es aus erster Hand erfährt

” Go-Look-See „ ist auch als „walk the process” bekannt.

Berücksichtigen Sie im As-IS Prozess gewerkschaftliche und  Arbeitsvereinbarungen.

 

Prozesslandkarte wird oft durch Flussdiagramme erstellt;

komplizierte Prozesse abbilden.

Abläufe sichtbarer machen

Zusammengesetzt aus Formen, Text und Pfeilen

Kritische Faktor: seien Sie konsequent bei der  Verwendung von  den Symbolen

Diese 4 Symbole sind das Minimum das benötigt wird, um ein Flussdiagramm für einen Prozess zu erstellen

Andere Symbole können verwendet werden, aber vermeiden Sie zu viel komplexität

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Six Sigma: Schwankungen zu reduzieren

Six Sigma Ziel ist, zu messen und “Prozessschwankung” zu reduzieren.

Sigma ist ein Maß der Schwankung, und Six Sigma ist eine auf Daten und Fakten basierende Methode zur Reduktion von Fehlern in Prozessen.

Wenn ein Prozess davon befreit wird, fehlerhafte Artikel zu erzeugen, vergrößert das seine Kapazität und/oder reduziert seine Durchsatz zeit.

An jedem Schritt im Prozess Rechtzeitig und in Qualität zu liefern, wird Kostenperformance außerordentlich unterstützen.

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Black Belt training during the summer in Würzburg

during the months of July and August there will be several green and black belt session for Lean Six Sigma; all events will be held in the Maritim Hotel in Würzburg.

Zentral und unweit des Hauptbahnhofs erwartet das stilvolle Maritim Hotel Würzburg seine Gäste. Direkt am Mainufer gelegen, bietet es einen herrlichen Ausblick auf die Festung Marienberg, die hoch über der Stadt thront. Die barocke Innenstadt mit ihren zahlreichen Sehenswürdigkeiten lässt sich bequem zu Fuß erkunden. Elegantes Ambiente, verbunden mit herzlicher Gastfreundschaft, und der direkte Anschluss an das Congress Centrum Würzburg schaffen ideale Voraussetzungen für jeden Reisezweck.

 

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Lean in Engineering

Two dimensions of Lean in Engineering
Lean in Engineering / Product Development deals primarily with information as the material to its processes
It goes beyond Lean in Manufacturing in so far as the product is not yet defined

Thus there are 2 dimensions to Lean in Engineering / Product Development:

1.Process dimension:
–mastering processes to meet the time, quality, and cost expectations of the markets
–making processes manageable and measurable
–providing as much space for knowledge and creativity to unfold as possible
2.Product dimension:
–finding the best solutions to a given problem
–changing less in detail phase

Generally, mastering the process dimension is the prerequisite for mastering the product dimension

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Lean Development in Lean Six Sigma

The 13 Lean Development principles are:

  1. Establish customer value
  2. Front-load the Product Development process
  3. Levelled Product Development process flow
  4. Rigorous standardisation
  5. A Chief Engineer System to integrate development
  6. Balance functional and cross-functional expertise
  7. Towering technical competence in Engineers
  8. Integrate suppliers into the PD system
  9. Build in learning and continuous improvement
  10. Build a culture to support excellence and relentless improvement
  11. Adapt technology to fit your people and processes
  12. Align the organisation through visual communication,, ensuring problems are visible
  13. Enable organisational learning
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