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Overview of Our Learning Events
Interested in attending one of these classes?
Contact Teri at 937.229.4632 or by email at firstname.lastname@example.org.
- How to Develop New Metrics in a Lean Culture
- Human Error Reduction: Root Cause Analysis
- Cultural and Cultural Changes Through Leadership and Employee Involvement
- Managing Projects in a LEAN or lean six sigma Environment
- Project Management for Professionals (PMP)
- Lean Employee Involvement
Overview of Our Lean Learning Events
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, but you will learn how to ask the right questions, and determine what information and measures are needed to support the lean triad: supply chain, people/processes, and the customer.
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 Toyota Company and the Toyota Production System were founded and operate today from a total systems view of the organization. The total systems view creates the culture - the day to day way the people work, solve problems, create success and continuously sustain and improve their daily tasks. All the parts of the organization are interrelated. There are no silo work groups.
Do traditional project management practices apply in a LEAN Environment? This one-day, practical workshop is targeted toward developing LEAN or lean six sigma process improvement project leaders. 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.
The study of the structure, techniques, and application of project management including mathematical models, decision-making, styles of management, and communications. The participant will be expected to perform an analysis of and conduct an oral report on the project management purpose, process, and problems, including solutions. The participant will be assigned to a team for preparation, execution and presentation of the results, both oral and written.
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.
Overview of Our Six Sigma Learning Events
The Yellow Belt class focuses on continuing the learner’s journey into Lean Six Sigma. During our time together we will follow the Define, Measure, Analyze, Improve, and Control or DMAIC Model approach to resolving variation problems. The role of the Yellow Belt team member will be reviewed through the model as it is the critical factor found in all Lean Six Sigma projects. We will dive deeper through exercises and examples of the key areas a Yellow Belt will function and perform.
The Green Belt class focuses on continuing the learner’s journey into Lean Six Sigma. During our time together we will follow the Define, Measure, Analyze, Improve, and Control or DMAIC Model approach to resolving variation problems. The role of the Green Belt team member will be reviewed through the model as it is the critical factor found in all Lean Six Sigma projects. We will dive deeper through exercises and examples of the key areas a Green Belt will function and perform. The course focuses on:
The Center’s Black Belt Program is the final program that leads an individual to mastering Black Belt level Lean Six-Sigma Projects. This particular program is a two-part program comprising of seven (7) days of intense training integrated with the individual high-end Lean Six-Sigma identified project. This program continues the learning by focusing on studying the full applications of the DMAIC model and developing their advanced Lean Six-Sigma process skills. In addition our Master Black Belt Facilitator will provide the student practiced skills required to identify, evaluate, select and manage a Lean Six-Sigma project(s).
The Center’s Executive Champion Program is where the path begins. This two hour overview focuses on providing executive leadership the full breadth of the principles and benefits of Lean Six Sigma and to equip them with the ability to provide leadership, understanding, coaching and support for future short and long-term changes necessary to implement and sustain a quantified Lean/Lean Six Sigma culture.