Tag Archives | commitment

All the tools you give me will be a real help in my business.

By René Visser on October 19, 2012 in Lean Six Sigma, Uncategorized

Dear René,

First of all, I’d like to thank you for the session. It was very interesting and since the first day, I go on with my vision helped by the LSS tools for the project I’d like to achieve. I remarked that the scope was too big and that I have now to define a smaller scope to be more efficient (thank you for this advice).

All the tools you give me will be a real help in my business. I have to admit that you are fully right with the idea of TEAM WORK, Communication and change management (but I was already aware of those last two)

I have to say that the atmosphere of work was very good.

Thank you.

Regards,

pierrot

Pierre-Emmanuel Bourtembourg – Catering Procurement Back Office Manager

ISS Catering – Part of ISS Facility Services

Chemin du fond des coupes 4 – 5150 Floreffe

Summr Speed Course for Green Belt certification in 4 days

By René Visser on March 26, 2012 in Lean Six Sigma, Project Managment, Uncategorized

Speed Course for Green Belt Certification within 10 days.

Through the Skills and Knowledge on Process Performance Improvement , you as certified Green Belt will lead improvement projects, you will be able to coach and spread DMAIC methodology and improvement tools and you will lead & support process improvement initiatives as a facilitator. This special Summer offer is only applicable for the period indicated.

July & August in Aix en Provence

Role of a Lean Six Sigma Master Black Belt

By René Visser on March 19, 2012 in Lean Six Sigma, Uncategorized

Role of a Lean Six Sigma Master Black Belt

Training, mentoring and coaching everyone in the organization who is involved in Six Sigma.
Raising the level of organizational competency with respect to Six Sigma.
Being the highest level of technical expertise regarding Six Sigma in the organization.
Developing and conducting training sessions.
Transferring lessons learned.
Assisting upper management to drive change.
Leading large and complex projects.
Fostering an organizational culture of continuous improvement.

Who should attend?

The Six Sigma Master Black Belt program is intended for outstanding individuals who have the aptitude and desire to master the complexities of the training program and fulfill the role of the Master Black Belt.

Course Prerequisites

Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course. Candidates should have college level math skills and are required to utilize statistical analysis software.

Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.

Lean Six Sigma applies Takt Time and Line Balancing

By René Visser on March 4, 2012 in Lean Six Sigma, Uncategorized

Takt Time is the principle that all activity within a business is synchronised by a “drum beat”, set by the customer demand. This brings ‘calendar time’ into the equation.

Notice how neatly Takt time links with line balancing. You set the capacity of each process step to the demand of the customer.

Linking the internal value adding system directly to the customer may seem difficult but is necessary to allow the customer to pull value from the value adding system.

Each process link working in isolation at full speed will cause a mismatch between links. Some areas over-produce, some cannot keep up…

Where a Lean Six Sigma project selection and definition can go wrong.

By René Visser on January 10, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Where can a Lean Six Sigma project selection and definition go wrong…?

Starting with the solution:

You must go backwards to find the problem that your solution is trying to fix. Any improvement project including the words ‘implement’, ‘roll-out’, ‘harmonise’, ‘unify’, ‘consolidate’, ‘merge’ or similar are likely to be starting with a solution.

In these cases ask yourself: What is the problem that causes me to do this solution? What do I hope to achieve by implementing this solution?

Your replies will help you to answer the 3 key questions.

What is the problem that needs to be fixed?
Why is it important?
How will I know when I have succeeded?

Scope is too big and/or Timescale too long:

Lean Six Sigma projects are restricted to 6 -8 months for good reasons – they are more likely to succeed if they are a ‘manageable’ size. Try to reduce the scope of the project. Here are some possibilities: Focus on fewer products/product lines/sites/people.

Aim to achieve an earlier milestone in a longer project/program Reduce the number of objectives you are aiming to achieve. A note on the 6 month rule: implementation of the solution should be finished within 6 months, but it may take longer to be able to prove that your project delivered the results. This is OK.

Other dangers that will be covered during the sessions of the training, include:

Low sponsor commitment
Lack of time
No team, or too few on the team

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