Details of our Lean Learning Events

How to Develop New Metrics in a Lean Culture

What you Can Expect from this Seminar

Many traditional performance metrics are obsolete in a lean enterprise, relying on flow technology, flexible and integrated systems, shared management, and information at the point of use. This seminar not only teaches you the science of developing lean metrics that deal with the cultural change in an organization. You’ll learn how to ask the right questions, and determine precisely what information and measures are needed to support the lean triad: supply chain, people/processes, and the customer. Do you need action triggers? Monitoring mechanisms? Performance mechanisms? Decision facilitating displays? This hands-on workshop lets you work in teams to develop lean metrics for review and critique by other teams and the seminar leader. You’ll leave with the skills needed to revamp your own measurement systems so you can break away from outdated financial measurements and move your company to a higher level of performance and excellence.

—Anthony Mangione, Seminar Leader

Seminar Content

  • Contemporary vs. traditional management
  • Time: the Ultimate currency
  • Organizational Structure transformation
  • Cost reduction trap
  • The lean enterprise and metrics
  • Process centered organization
  • Metrics as a measure of the core business
  • Status reporting vs. decision making
  • Lean transformation
  • Displaying metrics visually
  • Traditional vs. lean accounting
  • Changes in measurements
  • Examples: lean management and metrics
  • Supply chain/ customer measures
  • Financial measurements
  • Performance measures defined
  • Workshop: applying the morning training
  • Teams develop metrics addressing company priorities related to performance and strategic direction
  • Teams use the Interrelationship Matrix to determine which metrics affect others, and how to provide a balanced, interactive picture, and identify potential pitfalls
    • This highlights the operational paradox where the cost incurred is greater than the benefit planned
    • Teams present metrics for discussion
    • Metrics: Targets and Goals

Who Should Attend

Presidents, vice presidents of finance, marketing, human resources, information technology, operations, lean champions and managers, cost accounting, operations, and IT manufacturing.

About the Seminar Leader

Anthony Mangione helps companies implement lean management techniques. At General Motors Corp., he has instilled an entrepreneurial spirit, innovative thinking, and futuristic approaches to operations and planning. At other companies, Mangione has led business turnarounds and transformed operations. His client list includes injection molding, sheet-metal stamping, die casting, electromechanical assembly and chemical operations companies.

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Cultural Changes Through Leadership, Employee Development and Engagement

What you Can Expect from this Seminar

Toyota leadership knew from the beginning that learning and adopting the lean tools through employee selection and training was actually the long term view that supported and produced long term results. Results happen every day in the short term but the continuous application results in a long term process that develops the Toyota culture. The Toyota leadership strategy cascades down the organization from the long term view and long term goals to developing competent people at all levels and engaging them in the process of identifying and solving problems on a continuous basis. Roles of all members of the organization have to be identified, a standard method of instruction, rotation and communication in place, problem identification and problem solving methods in use and documenting and sharing best practices throughout the entire organization. Small day to day improvement is the backbone of how the Toyota Production System works and how Toyota Leadership insures the long term view of the company is perpetuated. This workshop describes this process.

Seminar Content

  • Learn the TOP TEN problems with attempts at Lean Transformation…and what to do about them
  • Learn why “delegating lean” doesn't work, and may actually hurt your bottom line
  • Learn how to establish a culture of trust and continuous improvement
  • Understand why simply focusing on “cost cutting” during these challenging times is the wrong approach
  • Hoshin Kanri - Learn a system that enables every single employee from top management down to share the vision and participate in its management
  • Understand the difference between “Management by Objective”(MBO) vs Hoshin Kanri
  • Connect the company strategies to daily activities and address current business needs
  • Learn the role of leadership, management, supervisors and workers
  • Understand the partnership between an organization and its employees
  • Respect for people and continuous improvement – a “no blame environment”
  • Learn how to unleash the potential of all your employees in improving their work toward the common purpose of your organization
  • Identify the role of Standardized Work and Job Instruction
  • PDCA (Plan-Do-Check-Act) in daily work and 3 stages of problem solving for all levels in the organization
  • Review communication and work teams:  daily huddles and the floor management development system

Who Should Attend

This seminar is recommended to those who are responsible for directing change efforts along with those who must carry out the changes: executives, managers, supervisors and technical leaders. The shared experience realized in this seminar will enable the organization to accelerate its progress and increase profitability of long-term success.

About the Seminar Leader

Mike Hoseus is Executive Director for an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share lean quality philosophy and human resource practices with education, business and community organizations.  Mike   brings both manufacturing operations and specialization in Human Resources. Current projects with Toyota include new hire selection and training process, team leader and group leader post promotion training, quality circle leader and manager training, and global problem solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program and senior fellow with the University of Dayton Center for Competitive Change.  Mike is co-author with Dr. Jeffery Liker (Author of “The Toyota Way”) of “Toyota Culture: The Heart and Soul of the Toyota Way.”

Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing. Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Toyota Certified Trainer in Global Problem Solving and Waste Reduction, Standardized Work and Kaizen Events. 

Mike is a senior associate with the Center for Competitive Change at the University of Dayton. He has degrees in Business and Psychology from Xavier University and a Masters of Arts in Counseling from Asbury Theological Seminary.  

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Managing LEAN Sigma Projects

What you Can Expect from this Seminar

It builds on the foundation of LEAN and Lean Six Sigma basics that participants should have prior to the workshop. Students will be asked to bring a “live” process improvement project and we will develop a clear project definition and get a great start on an actual project. We will look at the differences between traditional project management and project management in a LEAN environment, pitfalls to avoid when creating a LEAN culture and examples of great success in organizations in our area.

Seminar Content

  • How are LEAN and Lean Six Sigma projects different from other projects?
  • Organizational goals and LEAN or Lean Six Sigma projects - The project selection process
  • Identifying and capturing the Voice of the Customer - Using the SIPOC
  • Translating feedback into requirements – CTQ (Critical to Quality)
  • Developing the project charter and problem statement
  • Defining the project scope
  • Defining team roles and responsibilities for a LEAN or Lean Six Sigma project
  • Project planning
  • Project risk analysis
  • Communication techniques and documentation
  • Project execution – monitoring and controlling
  • Transition Planning
  • Project Close Out

Who Should Attend

Anyone who is or wanting to lead lean and/or Lean Six Sigma projects; Quality Manager/Directors; Lean /Lean Six Sigma Project Leads; Technology Project Directors/Managers

About the Seminar Leader

Pam Nintrup, PMP, CSSMBB, CCP is a certified project and process management professional with over 25 years of experience and a Certified Coach Practitioner. Her experience encompasses all facets of implementing project management practices and process improvement in organizations as well as leading Program Management Offices from inception through full operation.  Pam has delivered training on a variety of topics. Sample topics include: preparation for Project Management Professional exams; basic project management; tools and techniques; project management soft skills – communication, managing change, relationship/team building, conflict management, stress management, motivation and negotiation; process improvement; Six Sigma and ITIL. Pam has held senior management positions for several large corporations including P&G, American Financial Group, GRE Insurance and US Shoe. In addition to responsibility for all project management methodologies and practices, in these positions Pam was responsible for coaching and mentoring project managers with a wide range of experience levels and developing them to full potential. She was most recently Practice Director for Program and Project Management with Technology Management Partners.

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Human Error Reduction: Root Cause Analysis 

What you Can Expect from this Seminar

This seminar explains the underlying reasons why humans make errors and how you can prevent these errors. As professionals, we have the opportunity to observe our work environment so human errors do not occur. We have the ability to create effective policies for managing human reliability, thus decreasing the risk of human error in our workplace. Research has shown that about 76% of workers’ human errors occur in the groups that have not been introduced to human error reduction. More than 7,000 professionals have benefited from taking this seminar.
The techniques learned in this seminar will enable you and your workforce to reduce human errors in the workplace. When fewer errors are made, you will spend less time (by as much as 20 days per year) correcting errors and responding to consequences of errors. Instead, you will become more productive and happier in your job. 
—Steve Eisenhart, seminar leader

Seminar Content

• 28 types of human errors
• 10 Human error traps in the work place
• 10 Supervisory skills to reduce human errors
• Human error traps to removal (Field Surveillance)
• Standards reinforcement
• Accountability
• Review and Verification
• Pre-Job Briefing
• Complacency mitigation
• Problem solving
• Command and control
• Communication and coordination
• Turnover
• Skill-based error reduction techniques
• Distraction management
• Time pressure management
• Rule-based error reduction techniques
• Feedback and reinforcement
• Communication error reduction
• Knowledge-based error reduction
• Over-confidence avoidance
• Interactive review and verification

Who Should Attend

Managers, Supervisors, Maintenance and Reliability Professionals, Engineers, Production Control, Quality, Accounting and Purchasing, Managers of HR and Continuous and Lean Coordinators

About the Seminar Leader

Steve Eisenhart is an expert in equipment reliability and failure analysis, human error prevention, detection, and correction, specializing in equipment and systems failure diagnosis, design, operation, and maintenance and in human error events including industrial safety accidents. He is a qualified Senior Investigator for all types of equipment failures and human error events including industrial safety accidents. He has conducted more than 3000 root cause investigations of equipment failures caused by human error utilizing various methodologies and more than 120 assessments involving management and programmatic failures. He often testifies as an expert witness and was the lead investigator for the California Energy Market Manipulation Investigation (ENRON) and the San Francisco Blackout event for the California Public Utilities Commission and the California Attorney General. He has published research and technology papers on human error reduction, safety culture, management and organizational structures.
Steve is a senior associate at the Center for Competitive Change at the University of Dayton. He is a graduate of Virginia Commonwealth University/Medical College of Virginia and holds degrees in Physics/Mathematics and is a certified paralegal/investigator.

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Standardizing and Documenting Your Processes: a "How To" Workshop

What you Can Expect from this Seminar 

This course will introduce an accelerated approach to standardizing and documenting “best practices” yielding results that you can apply in any venue seeking or needing harmonization,increased efficiency and consistent process implementation. By the end of the session you will have mastered a proven “step-wise” flow-chart and matrix-based approach that is both flexible and inter-connective. The methodology allows for scalable content from the very broad to the very detailed and synthesizes points of view which otherwise may be opposing. This approach to standardization and documentation also clearly differentiates and defines responsibility versus authority in such a way that performance parameters are set and points of cooperative interaction highlighted.

Seminar Content

  • Handout: Each participant will get a copy of the step-by-step “HOW TO” process.
  • Talk-through: Introduction to the “HOW TO” process
  • Walk-through: Step by step practice of the “HOW TO” process
  • Application 1: Construction of a complete work standard document based on an in-class example and supported by in-class coaching. 
  • Application 2: Independent construction of a complete work standard document based on participants actual work experience with minimal supervision. 
  • Take-away: Participant competence and confidence in their ability to apply the methodology to the needs of their organization

Who Should Attend

The person in your organization most likely to facilitate your process standardization and documentation effort. Familiarity with Visio or other flow-charting software is a plus. Experience in group facilitation is also helpful. Ideally persons attending would know the expectations of their management with regard to capturing and standardizing the internal processes of their organizations. Realistically some attendees may have already been part of a failed or, at least, stalled process documentation effort.

About the Seminar Leader

George and Jeanette Hummel provide a combined 50+ years of applied work in training, coaching and auditing with a proven track record of success. 

Working primarily with business, community and educational institutions, George Hummel has extensive knowledge and experience in the field through his membership with the American Society for Quality (ASQ), the Dayton Area Chamber of Commerce Board of Trustees and various boards within the Trotwood and Vandalia city councils. Some of his more recent experience comes from his work on the US Technical Advisory Group (TAG) and the US ISO 9001 Interpretations Team. As a member of TAG and ISO, he works with other members to develop ISO standards for quality terminology, systems and technology. Currently, George is the Managing Partner of Global Certification-USA’s Dayton office, which is affiliated with GlobalGROUP in the UK. In addition, George is a Lead Assessor for ISO 9001, ISO 13485, ISO 14001, ISO17025, ISO 18001 and GMA-SAFE, which deals with food safety.

Jeanette Hummel trains her clients to implement better techniques that will give them a more positive outcome in their quality management systems. Despite working with a wide variety of clients, who manufacture products ranging from truck head lamps to beverage cans, Jeanette is committed to helping her clients build a better basic business infrastructure via ISO 9001. She has a long history of training and educating not only clients, but also students of all ages, working at public and private schools, the University of Dayton and Wright State University. More notably, Jeanette was the first certified Master Trainer for the Plexus Corporation, which has close ties to the automotive industry. As a Master Trainer, she is qualified to deliver training in automotive standards to clients.

As Founder and President of IQC, respectively, George and Jeanette have co-authored the official industry training for ISO/TS 16949 and the Automotive Core Tools (APQP/PPAP, FMEA, MSA and SPC).  

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Lean Improvement Techniques

What you Can Expect from this Seminar 

Participants in this one-day course will learn vital Lean improvement techniques. Lean tools and techniques reduce non value added work (waste).  In turn, costs are reduced and profitability is increased.  These concepts produce significant impact to Lean Six Sigma Projects. This course is available both on-site and publicly at UD. The objective of this course is to understand when and how to use some of the most commonly used Lean tools and techniques.  The purpose of these tools is to reduce non value added work or waste. 

This course is primarily devoted to manufacturing, but many of the concepts can be applied to all industries. Note: If you have attended UD's Green Belt Course, the concepts may be redundant. However, in this course, we dive deeper and discuss practical application through activities and case studies. 

Seminar Content

  • Introduction to Lean Six Sigma
  • Basic Lean Tools and Techniques including
    • Mistake Proofing – Poka Yoke
    • 5 S – Kaizen Events
    • Total Productive Maintenance
    • Quick changeover 0r SMED
    • Kanban Methods
  • Advanced Lean Tools and Techniques:
    • Pull Production
    • Work Cells
    • Takt Time
    • Value Stream Mapping
  • Visual Management
  • Lean Leadership

Who Should Attend

Lean champions, company trainers, human resource personnel, operations management at all levels, manufacturing engineers, six sigma yellow belts and all those confused about Lean and Six Sigma.

About the Seminar Leader

Mike is the Lead Consultant for the University of Dayton Center for Competitive Change.  Mike has over twenty four years of consulting experience in helping companies improve quality and productivity through Leadership Coaching, Lean Six Sigma and Innovation. Prior to founding Customer Focused Technologies (CFT), Mike was Executive Manager at Qualtec Quality Services, where he was the primary consultant for Procter & Gamble’s Total Quality initiatives.

Mike has a Masters Degree in Nuclear Physics and was a recognized leader in helping Florida Power & Light win the Deming Prize in 1988. Mike is a Six Sigma Master Black Belt and Industry Certified Lean Champion.

Mike is currently working with the University of Dayton’s Center for Competitive Change in the area of Lean Six Sigma and Innovation. Mike is also helping Procter & Gamble improve the throughput and quality of their R&D efforts.

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Project Management for Professionals (PMP)

What you Can Expect from this Seminar 

This four-day course studies the structure, techniques, and application of project management.  This includes mathematical models, decision-making, styles of management, and communications.  By working in teams, participants will have the opportunity to conduct an oral and written report on project management’s purpose, process, projects and solutions.  *This class satisfies the first of three (3) qualifying requirements by the Project Management Institute for achieving PMP certification.  Participants receive 2.6 CEU’s.

Seminar Content

  • To gain understanding of the project management tools, philosophy, purpose and process
  • To use project management effectively in managing application and general project activities
  • To prepare and present PM scenarios, charter/dashboard and general project setup
  • To learn to identify and establish the project team roles & responsibilities, including team/project budgets
  • Ability to demonstrate understanding of the tools of PERT/CPM, looking at variances and project scope creep
  • To learn to execute a simple project as a member and team or project manager

Who Should Attend

This course is designed for project managers and those interested in leading and managing projects.  It is also designed for anyone interested in Project Management Certification.

About the Seminar Leader

Lonnie Franks is a senior associate with the Center for Competitive Change.  He graduated with a B.A. in Mathematics from the University of Northern Iowa.  After nine years with the U.S. Air Force, Lonnie joined NCR.   In his 20 years with NCR, Lonnie became NCR’s Director of Engineering in Dayton and the General Manager of the NCR St. David’s facility in Scotland.  For the last 12 years, he has been an executive consultant on more than 20 major IT projects.  Lonnie joined PMI in 1989 and ASQ in 1990 and focuses his consulting on project management and quality management.   Lonnie teaches classes in project management, quality management and function point analysis.

Paul Piechota is the Director for the Center for Competitive Change.   As director, he leads the university’s outreach center focused on supporting organizational excellence from leadership to operations within such diverse groups as manufacturing, healthcare, education, government, banking and finance.  Before coming to UD, Piechota held many positions ranging from senior vice president of a small business to a successful 14-year career with NCR.  Piechota has authored over 50 publications and most recently published the text entitled, Keeping Your Business in the U.S.A.: Profit Globally While Operating Locally, founded on the studies of over 300 U.S. based companies.  

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Lean Employee Involvement

What you Can Expect from this Seminar 

Most organizations embarking on a lean journey soon become frustrated with improvement events and isolated projects that yield great short-term results but have no sustainability and no major innovation. They are searching for something more: the culture that goes beyond “just managing” continuous improvement. Success in today’s world of constant change requires leadership to leverage all employees in increasing value to their customer. Learn how Toyota uses standardization, problem solving, suggestions systems, quality circles and daily management in order to get 100% of your employees making improvement and solving problems on a daily basis and as a result, outdistance your competition

Seminar Content

  • Design cascade of Key Performance Indicators to each level
  • Create visual management models for Hoshin Focus items, key project and cross functional problems, and daily issue resolution
  • Implement a working team member suggestion system, connected to company performance
  • Utilize the daily development management systeme to involve all members in problem solving
  • Link to performance management, evaluation, and company performance
  • Leadership accountability and PDCA

Who Should Attend

Executive Leaders, General Managers, Lean Leaders, and anyone facilitating change within your organization who understand the importance of going beyond tools to creating effective management systems and processes in order to set the basis for creating a sustainable lean culture.

About the Seminar Leader

Mike Hoseus is Executive Director for an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share lean quality philosophy and human resource practices with education, business and community organizations.  Mike brings both manufacturing operations and specialization in Human Resources. Current projects with Toyota include new hire selection and training process, team leader and group leader post promotion training, quality circle leader and manager training, and global problem solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program and senior fellow with the University of Dayton Center for Competitive Change.  Mike is co-author with Dr. Jeffery Liker (Author of “The Toyota Way”) of “Toyota Culture: The Heart and Soul of the Toyota Way.”

Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s
Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing. Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Toyota Certified Trainer in Global Problem Solving & Waste Reduction, Standardized Work and Kaizen Events.

Mike is a senior associate with the Center for Competitive Change at the University of Dayton. He has degrees in Business and Psychology from Xavier University and a Masters of Arts in Counseling from Asbury Theological Seminary.  

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Details of Six Sigma Program Events

Lean Six Sigma Yellow Belt

Seminar Content

This one-day course is designed for all employees who want to learn basic problem solving.  Participants will gain the basic knowledge and skills to be an effective team member on a Lean Six Sigma (LSS) problem solving team. They will learn tools such as SIPOC, Pareto, Cause and Effect and Flow Charts. With this knowledge, they will be equipped and ready to help solve the most critical problems within the organization. This course is available both on-site and publicly at UD. It is a prerequisite for the two-day Green Belt course. 

COURSE CONTENT

  • History of Lean Six Sigma
  • LSS Structure & Principles
  • Introduction to DMAIC five-step problem solving process including:
    • Define the problem
    • Measure the problem
    • Analyze root causes
    • Implement solutions
    • Maintain the gains
  • Overview of basic tools used at each step of the problem solving process
  • Lessons learned from past LSS project teams

COURSE OBJECTIVES

  • To gain the basic knowledge and skills to be an effective team member on a Lean Six Sigma project team
  • To understand the five-step Lean Six Sigma problem solving process known as DMAIC
  • To know when and how to use some of the most commonly used Lean Six Sigma tools and techniques

Who Should Attend?

  • All members of a Lean Six Sigma project team
  • Individuals interested in receiving Lean Six Sigma certification
  • Anyone interested in learning problem solving tools and techniques. 

Yellow Belt Tools & Techniques

Yellow Belt Tools & Techniques




Lean Six Sigma Green Belt

Prerequisite: Lean Six Sigma Yellow Belt 

Seminar Content

This two-day course is designed for supervisors and managers. Participants will gain the knowledge and skills to lead Lean Six Sigma (LSS) project teams.  They will understand the five-step LSS problem solving process and advanced problem solving tools.  Participants learn their role in implementing LSS as a management system and actually launch a project.  In most cases, this project results in improvements that affect the bottom line.  This course is available both on-site and publicly at UD. 

COURSE CONTENT

  • Recap of history, structure and principles of Lean Six Sigma
  • Definition of Lean and Six Sigma – why the combination of the two is optimal
  • DMAIC five-step problem solving process:
    • Define the problem
    • Measure the problem
    • Analyze root causes
    • Implement solutions
    • Maintain the gains
  • Tools used in the problem solving process including: Project Charter, SIPOC Diagram, Voice of Customer, Affinity Diagram, Running Meetings, Team Dynamics, Histograms, Control Charts and Scatter Plots
  • Lessons learned from past LSS project teams

COURSE OBJECTIVES

  • To gain the knowledge and skills to lead a LSS project team
  • To understand the five-step LSS DMAIC problem solving process in detail
  • To know when and how to use advanced LSS tools and techniques
  • To be equipped to launch a LSS project with a defined charter and appropriate team members 

Who Should Attend?

  • Leaders of a LSS project team who have completed the Yellow Belt course
  • Individuals interested in receiving LSS certification
  • Supervisors and Managers 

Green Belt Tools & Techniques

Green Belt Tools & Techniques

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Lean Six Sigma Black Belt

Prerequisite: Lean Six Sigma Green Belt 

Seminar Content

This seven day course builds on the Yellow and Green Belt courses. Green Belt certification is a prerequisite for this course.  It is designed for those responsible for a company-wide Lean Six Sigma initiative.  Since the information is applied to the workplace, the session consists of three parts; one session of three days and two non-consecutive two-day sessions. Participants receive the skills necessary to coach Yellow and Green Belts, oversee the company initiative and practice working with both groups. Participants will be able to identify, evaluate, select and manage a Lean Six Sigma initiative.  Daily homework assignments are designed to be applied within the organization. 

COURSE CONTENT

  • Review Green Belt Body of Knowledge
  • How to develop customer surveys
  • How to use Minitab to perform advanced statistical analysis
  • How to implement a Balanced Scorecard
  • How to select a Black Belt project
  • Train the Trainer
  • How to use Lean improvement techniques
  • Change Management
  • How to teach Yellow Belts

COURSE OBJECTIVES

  • To provide the knowledge and skills to lead more advanced Lean Six Sigma project teams and coach Team Leaders (Green Belt level projects).
  • To understand how to use some of the more sophisticated LSS tools through the use of Minitab.
  • To provide the knowledge and skills to train “Team Members/Yellow Belts” in your organization. 

Who Should Attend? 

  • Leaders of a Lean Six Sigma company-wide initiative who have completed the Green Belt Course
  • Individuals interested in receiving Lean Six Sigma certification.   
  • Individuals interested in becoming a Lean six Sigma Expert

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Leading the Lean Six Sigma Overview

Seminar Content

Effective Lean Six Sigma (LSS) programs begin with the understanding and support of decision makers.  This two hour overview provides the information necessary for executives to take the first steps. 

COURSE CONTENT

The Center’s Leading the Lean Six Sigma Transformation is where the path begins.  This half-day course focuses on providing executive leadership with the full breadth of the principles and benefits of Lean Six Sigma.  It is designed to equip participants with the ability to provide leadership, understanding, coaching and support for changes necessary to implement and sustain a Lean Six Sigma culture. This course focuses on:

  • Providing an understanding of LSS history, methodologies, concepts and language
  • Defining Leadership within a LSS culture
  • Setting the course for the LSS initiative including:
  • Providing the focus for all improvement & standardization activities
  • Ensuring that all employees are trained in the LSS tools and techniques
  • Helping teams implement their improvements as well as reward them for their LSS contributions

COURSE OBJECTIVES

  • To gain an understanding of LSS principles, structures and tools
  • To gain an understanding of leadership’s role in implementing LSS as a business strategy
  • To select and charter three LSS projects which are critical to the organization

Who should attend?

  • The president/owner and direct reports within small companies
  • The vice president and direct reports within large companies

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