Dear Wendy,
It was a pleasure to learn the Green belt from you and you made the whole learning process enjoyable and very easy to take in.
The black belt exam is tomorrow, and again it has been an absolute pleasure to be taught by Michele.
Once again, thankyou.
Yours
Sean
Hi Yong
Just a quick note to let you know I have been thrown straight into (MSA) Gauge R&R. I do have an opportunity to carry out a full DMAIC project and I am managing to utilise some of the training you gave me.
Just thought you might be interested and I will keep you informed of my progress
Best regards
Bill
Bill Nelson
Production Manager
aerospace tooling LIMITED
Baldovie Industrial Estate
Dundee
A Lean product development process typically has four phases:
Role of a Lean Six Sigma Master Black Belt
Who should attend?
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.
In Lean Six Sigma the word Supermarket is used to describe a central location for a group of products often held in Kanbans that are collected by a customer.
The obvious analogy is a retail Supermarket that has a range of food, electrical or clothing products held in one large store so customers do not need to visit many different locations. A constant product flow is something you might get in the chemical industry where they use pipes.
Although we aim to make things flow, in most industries constant flow is not possible; we need supermarkets. Basically a supermarket is a store; parts in the supermarket are there because supply cannot be linked directly to demand.
Supermarkets are a group of centrally located Kanbans;
the central location is to allow ‘customers’ the time saving benefit of one stop shopping and supplier consolidation In Lean thinking, supermarkets are a necessary evil;
they should be located as close as possible to the customer(s) and not confused with a buffer stock that may be held within the production chain.
The art of war by Sun Tzu, is governed by five constant factors, to be taken into account in the field when laying plans. These are: (1) The Moral Law; (2) Heaven; (3) Earth; (4) The Commander; (5) Method and discipline. Which suits fine the need for Vision, Skills, Incentives, Resources and Methodologies.
Lean Six Sigma programs are not just an ‘one-off‘, to keep the Culture of Continual Improvement, the constant presence of the methodology is essential.
Tu Yu quotes Wang Tzu as saying: “Without constant practice, the officers will be nervous and undecided when mustering for battle; without constant practice, the general will be wavering and irresolute when the crisis is at hand.”
The Lean Six Sigma approach was first introduced and developed at Motorola in late 1980s. Later in the mid-nineties, it was adopted by General Electric and Allied Signal. To maintain a critical mass one should keep up a 2% Black Belt and a 10% Green Belt of its company‘s popluation. Six Sigma is now adopted by many other reputed companies.
The success of any Lean Transformation depends on a few key factors.
In the “Art of War” of Sun Tzu, one can define 3 factors that will determine the outcome of a battle:
what is needed to win a battle? What is the profit to be delivered from the process? VOB
Sun Tzu’s three conditions helps determine the success of a business:
If you understand the needs of your customers, What is the customer experience to be delivered? VOC
If you know the capabilities of your own business but do not understand the needs of your customers or the strengths of your competitors, for every increase in sales revenue you will reduce profits and lose market share. VOP
If you do not know the needs of your customers, the strengths of your competitors nor the capabilities of your own business, you will succumb to market forces and eventually lose everything.
The process for creating a high performance organization must start with a business knowing the limits of its own capabilities . The company must define and understand its current state before it can develop a plan to determine where it must improve its processes to create a future state. However, defining the future state cannot happen until the business understands the needs of its customers and the strengths of its competitors. Once a business has clearly defined these 3 factors it can develop a future state that serves its customer and is in a stronger position to compete in the market place. One way to do this effectively is to follow the “10 Steps to become a Lean Enterprise” model.
What Old Cheese are we holding on to in our organisation?
When working out our Lean Transformation approach through the Lean Six Sigma methodology, we often give our sponsors the booklet written by Spencer Johnson.
Who Moved My Cheese? is the best-selling business book on transformation and change. It’s has been translated into 42 languages. People have relied on it to get them through changes big and small.
You can put those same principles to work in your organization. Whether you are reacting to changes around you or there are changes you would like to make happen, we can help you harness the ideas in the book to get results.
Progress in productivity constitutes a significant source of increased standard of living. In the long run, increases in real hourly earnings are tied to productivity gains. The European economy has been able to produce more goods and services over time, not by requiring a proportional increase of resources such as labour, but by making production more efficient. The overall performance of any company, operating in any industry, is comprised of at least seven key criteria: