Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This presentation is for the novice, who knows nothing about Quality, forget Six Sigma Concepts and enables them to grasp the essentials of not only quality but the basic knowlwdge of Six Sigma.
Happy Learning!!
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Goal Setting using Zig Ziglar's Life WheelGoldie Joe
Motivational tips and goal setting strategies based on Zig Ziglar's Wheel of Life. Specific steps to take to identify your dreams, turn your dreams into goals, and make your goals a reality.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This presentation is for the novice, who knows nothing about Quality, forget Six Sigma Concepts and enables them to grasp the essentials of not only quality but the basic knowlwdge of Six Sigma.
Happy Learning!!
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Goal Setting using Zig Ziglar's Life WheelGoldie Joe
Motivational tips and goal setting strategies based on Zig Ziglar's Wheel of Life. Specific steps to take to identify your dreams, turn your dreams into goals, and make your goals a reality.
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
The ITI is one of the pioneers of Six Sigma training in the Middle East and offers Green and Black Belt certification
from the prestigious US-based International Quality Federation (IQF).
Vskills Six Sigma Yellow Belt certification is designed for Freshers or beginner who want to pursue a career in Six Sigma. This Certification provides good understanding of the basics of Six Sigma methods and prepared you to contribute in Six Sigma related projects.
Benchmark Six Sigmaoffers globally recognized Six Sigma training and certification(Six Sigma GB, Six Sigma BB, Six Sigma MBB,Lean Management) across eight Indian cities and also provides Six Sigma Consulting services on deployment of Six Sigma
Getting Unstuck: Enhancing Designer and Developer Collaboration for Mutual Su...goodfriday
Is your team mired in the goo and muck of old-school thinking? Are your designers and developers divided on their approach and about to throw in the towel? Are you dieing to move to a more agile, innovative approach? Attend the session, then participate in this panel discussion with formerly stuck experts.
As a passionate Agile professional, dedicated to Agile adoption, do you sometimes encounter resistance when talking to other departments in your company? Do they struggle to connect the dots between agile values, principles & practices and measurable business outcomes? Are perceptions of Agile being flabby and wasteful preventing people from tasting it? Would it help to complement Agile with a Lean Diet? Join George Tsai as he helps us explore Agile, Lean and if they might complement each other. This will be a provocative conversation so bring your curiosity and an open mind and prepare to be challenged.
six sigma in strategic Management studies.pptxSheenaAgarwal5
Six Sigma seeks to improve the quality of
process
outputs by identifying
and removing the causes of
defects.
Six Sigma approach is a collection of managerial
and statistical concept and techniques that
focuses on reducing variation in
processes and preventing deficiencies in product.
The concept of Variation states “NO two items
will be perfectly
identical.”
Similar to Free Lean Six Sigma Training (Yellow Belt Preview) by GoLeanSixSigma.com (20)
Webinar: Process Improvement in Government Using Lean Six SigmaGoLeanSixSigma.com
Have you struggled to bring Continuous Improvement into the public sector? Lean Six Sigma projects are strategic financial assets, but we don’t often talk about them that way in government. Completing a steady stream of high-impact Lean Six Sigma projects helps government organizations create a steady stream of savings benefiting everyone. Join us for a 1-hour webinar as we walk you through the steps of creating a “Money Machine” within your organization.
Learning Objectives:
At the end of this webinar, participants will be able to:
- Identify current challenges to successful Continuous Improvement within government
- Describe how to drive continuous savings
- Explain how the Lean Six Sigma Project approach—Money Machine—addresses the current challenges
- List the elements needed to maintain a Lean Six Sigma project approach to continuous savings
- Outline how to build a Money Machine in a government organization
Agenda:
- The Challenge: Accelerating quality and savings
- The Current Situation: Challenges of Lean Six Sigma in government vs business
- A Solution: Lean Six Sigma Project Approach—Projects as strategic financial assets
- Implementation: Building continuous savings—Money Machine
- How to Get Started
- Questions and Answers
Webinar: How to Create Predictable Cash Flow With Lean Six Sigma ProjectsGoLeanSixSigma.com
How do you describe the value of Lean Six Sigma projects? They are more tangible than receivables so clarifying their worth helps organizations plan for growth.
This webinar will discuss a proven strategy to create predictable cash flow from Lean Six Sigma projects. It will demonstrate how to build a project pipeline and engage a team of Black Belts to harness the full power of Lean Six Sigma.
Webinar: How Soldiers Receive 100% Funding for Lean Six Sigma CertificationGoLeanSixSigma.com
Are you an active member of the US Army? Do you want to learn a proven methodology for solving complex problems? Do you want to be equipped for life after the military? Our Lean Six Sigma courses will teach you practical problem-solving skills that will benefit you both in and out of the Army.
You’ll also become more attractive to future employers since Green Belt and Black Belt Training & Certification is a highly desired certification in both the public and private sector! In this webinar, we’ll review the benefits of Lean Six Sigma for members of the Army and how to utilize your Army Credentialing Assistance to receive 100% funding for your courses.
Webinar: 10 Tips for a Standout Lean Six Sigma Green Belt ProjectGoLeanSixSigma.com
Do you ever run into trouble with your Green Belt project? Do you wish someone had given you a heads up? After training and certifying hundreds of Lean Six Sigma Green Belts, retired UC San Diego and San Diego State instructor Jerry M. Wright, PE, MBA has seen what works and what doesn’t.
There is a clear distinction between successful projects and those that are lacking and Jerry has seen the trend repeat for decades. To help you avoid these traps, Jerry will cover the 10 most important tips to achieving a “right-first-time” Green Belt project. He will highlight crucial advice throughout each phase of the DMAIC method (Define, Measure, Analyze, Improve, Control). Come join us as Jerry lets us in on how to avoid the pesky pitfalls that can derail a project.
Webinar: How Army Soldiers Can Advance Their Careers With Green Belt Training...GoLeanSixSigma.com
If you’re in the Army, getting your Lean Six Sigma Green Belt Certification is the perfect way to advance your career.
Join our live webinar and you’ll get to connect with Active Duty Military Members, Veterans and Lean Six Sigma Experts to learn:
- What Lean Six Sigma is and why employers are searching for this skill
- How Lean Six Sigma gives you skills to advance your career
- How to get 100% funding for your Green Belt + Black Belt
Webinar: Going Remote - How Process Improvement Teams Collaborate VirtuallyGoLeanSixSigma.com
Ever since the outbreak of COVID-19, those of us in Continuous Improvement roles have had to rethink how we can continue on our improvement journey. For many of us, team collaboration in the same physical space has proven to be a very effective way to engage employees, surface problems, collaborate on the design of countermeasures, and drive buy-in. But in this new environment of physical distancing and remote workers, gathering all the parties in the same room is not an option for many organizations.
In this webinar, you’ll learn—and see examples of—how teams have effectively used Zoom in conjunction with Miro (a collaborative, virtual, workspace app) to drive participant engagement in activities such as Hoshin Kanri and Rapid Improvement (Kaizen) Events.
Attend this webinar and you’ll learn:
- What are the different types of team events & how they differ from each other (Kaizen / Rapid Improvement Events; Rapid Planning Events; Value Stream Mapping; Hoshin Kanri)
- What adjustments have been made in planning and facilitating these events during the pandemic
- How to use online collaborative tools to facilitate events with remote teams
- What are the benefits of online collaborative tools
- Q&A
Webinar: Remote Learning - How to Successfully Switch Lean Six Sigma Training...GoLeanSixSigma.com
Did the pandemic force you to re-think your Lean Six Sigma training approach? Are you interested in adapting to a virtual approach without losing effectiveness? Do you want to increase your rate of real-world application and get better process improvement results?
Then this webinar is for you! We’ll provide insights on how to successfully transition to a “Remote Learning” model by incorporating independent study, instructor-led training sessions and maximizing engagement.
Webinar: How Tax Preparers & Accountants Can Increase Their Profitability Usi...GoLeanSixSigma.com
Tax return preparation is increasingly becoming a commodity. Automation can help reduce the level of manual work required for return preparation, but if you automate a “bad process” you still won’t see an increase in profitability or improved client service.
Tax practices should apply Lean Six Sigma (LSS) before automating their tax workflows to optimize processes and automation, while still remaining in compliance with professional standards.
Attend this webinar and you’ll learn how to:
- Apply Lean Six Sigma to tax workflow
- Combine tax automation with value pricing
- Increase your practice’s profitability
Webinar: Remote Learning - How to Brainstorm Lean Six Sigma Improvement IdeasGoLeanSixSigma.com
Group Brainstorming has been debunked by countless studies, but including others in problem solving is essential. How do we address this paradox?
The science supports a completely different, and much better approach to coming up with solutions. Join us for this 1-hour webinar where we walk you through a new way to get more ideas, better solutions and essential group engagement in a remote world.
Webinar: How to Facilitate Successful Virtual Kaizen EventsGoLeanSixSigma.com
Given the challenge of the pandemic, organizations are seeking guidance on how to successfully conduct virtual Lean Six Sigma Kaizen Events. Social distancing can coexist with Continuous Improvement. We’re already doing it!
Our guest panelists have offered to share their recent experiences with navigating the new normal:
- Antonio Nava, UC San Diego
- Jaime Parker, Process Plus Results
- Jared Thatcher, Port of Seattle
Join us for this one-hour webinar to learn the best practices and avoid the pitfalls for conducting virtual Kaizen (Rapid Improvement) Events.
Webinar: Online Green Belt Workshop Information SessionGoLeanSixSigma.com
Want to enroll in our Online Green Belt Workshop, but still have questions? Ask the instructors! Join our Chief Innovation Officer, Tracy O’Rourke, and our Chief Learning Experience Officer, Elisabeth Swan, for a live 1-hour session and get the answers you need. Come and talk to our Master Black Belts about the Online Green Belt Workshop kicking off June 30th.
Want to get your Green Belt, but still have questions? Ask our CEO, Karlo Tanjuakio, and Chief Innovation Officer, Tracy O’Rourke, in a live 1-hour session and get the answers you need!
Agenda:
- What is Lean Six Sigma?
- What do Green Belts do and why are they so valuable?
- What should you look for in a training & certification provider?
Webinar: Going Virtual - How to Coach Problem Solvers on A3sGoLeanSixSigma.com
The A3 is a critical leadership tool to develop the analytical thinking and problem-solving muscles of employees. If leaders turn A3s into a critical part of the remote development process, problem solvers will follow suit.
Using A3s provides essential structure during virtual coaching sessions to build the employees' ability to properly think through process issues. Join us for this 1-hour webinar to learn how A3s can help leaders build armies of problem solvers.
Webinar: How to Manage Your Project to Completion Using the Project BuilderGoLeanSixSigma.com
Improving a process takes time and organization, but what if your project path was laid out for you? What if all the templates and examples were at your fingertips so you could focus your efforts on collecting data and digging to root cause?
That's the secret of the Project Builder. All the key tools and templates combined into one along with a progress tracker. It's a great guide and good way to share your hard work with colleagues and leadership. It's the ultimate all-in-one answer to Continuous Improvement!
https://goleansixsigma.com/webinar-how-to-manage-your-project-to-completion-using-the-project-builder/
Webinar: DMAIC: Common Challenges & How to Overcome ThemGoLeanSixSigma.com
Did you hit a few DMAIC speed bumps on your first test-drive? Did the journey sound easier than it turned out to be? We learn best from our mistakes, but sometimes it helps to get a little roadside assistance. Join us for an hour-long reflection on what can go wrong and how to avoid it on your next DMAIC road trip.
https://goleansixsigma.com/what-is-lean-six-sigma/
https://goleansixsigma.com/lean-six-sigma-online-training-certification-pricing/
https://goleansixsigma.com/
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
Improving processes is a just a piece of Process Management. Process Management is strategic work to help organizations identify value streams and core processes, align them to strategic goals and objectives, and measure what customers care about and prioritize improvement work to make the organization better. This 1-hour Introductory Webinar will help you understand what is involved in Process Management, besides process improvement, and how it can help organizations deliver better products and services.
Learning Objectives:
- Explain Process Management
- Describe some of the benefits of Process Management
- Outline the key components of Process Management
Agenda:
In this 1-hour Introductory Webinar we will cover:
- What Process Management is
- Why Process Management is important
- How it helps organizations deliver better products and services
- A basic understanding of the components of Process Management
The Fishbone (aka Cause & Effect or Ishikawa) Diagram is a seemingly simple method of conducting structured brainstorming around the root cause of a process problem. So why is it so hard to get it right? In this 1-hour Introductory Webinar we'll walk through some classic ways to build a Fishbone Diagram, we'll show you some of the common missteps and we'll provide examples of what they look like when they're properly executed. Join us for a guided tour of the Fishbone!
Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%GoLeanSixSigma.com
Think it's impossible to make a significant change in government? Well, it's not easy, but GoLeanSixSigmna.com Black Belt Pamela Kuehling made a real difference from the inside. She overturned countless "honest wrong beliefs" with facts and data by modeling the Lean Six Sigma approach in her work and won over the doubters.
Initially the overall procurement process was the focus, but when that proved to be too big, she scoped it down to a more manageable project that can now be the basis for an expanded improvement. Her improvement was meaningful, but a bigger victory was in bringing critical and logical thinking into an environment often impacted by less scientific influences!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Unveiling the Secrets How Does Generative AI Work.pdf
Free Lean Six Sigma Training (Yellow Belt Preview) by GoLeanSixSigma.com
1. !
Lean Six Sigma Yellow Belt Training
View the full interactive online version by signing up at
http://www.goleansixsigma.com/free-lean-six-sigma-training/
"
Copyright"2013"GoLeanSixSigma.com."All"Rights"Reserved.
ReproducAon"is"strictly"prohibited"without"prior"wriDen"consent."
1"of"467
2. !
1. Yellow Belt Online Training
1.1 Welcome to Yellow Belt Training
A
Notes:
Hello! Welcome to the Lean Six Sigma workshop for Yellow Belt candidates. This training will be an interactive
and engaging way to learn the fundamentals of Lean and Six Sigma.
!
As with other offerings from GoLeanSixSigma.com, the focus will be on making these concepts user friendly
and accessible. Enjoy!
!
"
Copyright"2013"GoLeanSixSigma.com."All"Rights"Reserved.
ReproducAon"is"strictly"prohibited"without"prior"wriDen"consent."
2"of"467
3. 1.2 What's Your First Name?
A
Notes:
Before we begin, please type your first name in the blue box below. We'll be using your name to address you
throughout the course, which will help make this more fun and interactive for you! When you're finished typing
your name, just click the green "Submit" button.
!
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5. 1.3 Yellow Belt Learning Objectives
A
Notes:
The Yellow Belt learning objectives are simple - as a result of this training you will understand:
!
• The basic tools and principles that underlie the Lean Six Sigma improvement methods
• How to identify opportunities to improve a process and how to establish goals
• How to plan for and collect data to uncover root causes of issues
• How to implement simple but effective improvements techniques and concepts
• How to sustain the gains of process improvements
!
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6. 1.4 Yellow Belt Modules
A
Notes:
This is a list of all the modules that are a part of this training. When you’re done with Yellow Belt Training, you
can get your Yellow Belt Certification. You can also opt to take the Green Belt Training and gain an even greater
mastery of the Lean Six Sigma toolkit.
!
We'll provide you with links to do either or both at the end of this Training, or you can click the Resources button
at the top of this slide and select Yellow Belt Certification or Green Belt Training from the menu.
!
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7. Lean Six Sigma Introduction (Slide Layer)
A
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8. 8 Wastes (Slide Layer)
A
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9. Lean Six Sigma Roles (Slide Layer)
A
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10. DMAIC Overview (Slide Layer)
A
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16. 1.5 Module: Introduction to Lean Six Sigma
A
Notes:
What is Lean Six Sigma? Let’s find out in these next few slides.
!
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17. 1.6 What is Lean Six Sigma?
A
Notes:
Lean Six Sigma is a combination of two powerful methodologies: Lean and Six Sigma. The Lean toolkit provides
ways to streamline processes by reducing Waste and the Six Sigma toolkit provides tools to reduce Defects by
conducting root cause analysis. Together, they provide the fastest, most effective way to improve processes.
!
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18. 1.7 What is a Lean Process?
A
Notes:
A Lean process is achieved by removing “Waste“, which is any activity not required to complete a process.
!
After removing Waste, the only steps remaining will be those required to produce a product or service that is of
value to a Customer.
!
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19. 1.8 What is a Six Sigma Process?
A
Notes:
A Six Sigma process is one that produces only 3.4 Defects per million opportunities (otherwise known as
DPMO). This means that Six Sigma can also be thought of as a goal where processes encounter close to zero
Defects, and do so consistently.
!
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20. 1.9 Where did Lean Six Sigma come from?
A
Notes:
Where did Lean Six Sigma come from?
!
Lean actually originated with Henry Ford and his invention of the assembly line. But it was perfected by Toyota
in Japan with the creation of the Toyota Production System.
!
Six Sigma originated at Motorola where they were able to bring their production of pagers up to Six Sigma
levels with close to zero Defects.
!
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21. 1.10 Why do organizations use Lean Six Sigma?
A
Notes:
Organizations use the powerful toolkits offered by Lean Six Sigma to increase revenue, decrease costs, improve
efficiency and develop effective people and teams.
!
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22. Increase Revenue (Slide Layer)
A
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23. Decreases Costs (Slide Layer)
A
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24. Increases Efficiency (Slide Layer)
A
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25. Effective People (Slide Layer)
A
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26. 1.11 Welcome to Bahama Bistro!
A
Notes:
At this point, we’d like to introduce you to our friends at the Bahama Bistro, a fictional tropical restaurant. We’ll
make frequent trips to Bahama Bistro in order to demonstrate the tools and techniques in each module.
!
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27. 1.12 Bahama Bistro: Naming Activity
A
Notes:
Before we continue, let's assign names to each of the people we'll meet at Bahama Bistro, which includes a
customer, a manager, a host, a server, a busboy, and a chef. Simply type in one name in each of the six blue
boxes below, and when you're finished, click the green "Submit Names" button.
!
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28. 1.13 Bahama Bistro: Meet the People
A
Notes:
Thanks for naming all the people at Bahama Bistro. Now, let's learn more about each of them by clicking on their
pictures.
!
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35. 2. Module: Roles
2.1 Module: Lean Six Sigma Roles
A
Notes:
In a typical organization, there are a number of roles that help ensure a robust rollout of Lean Six Sigma. Not all
organizations appoint individuals to each of these positions, but the following outlines the roles along with a
description of the responsibilities for each.
!
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36. 2.2 Lean Six Sigma Roles: Learning Objectives
A
Notes:
By the end of this module you will gain a better understanding of where different types of belts come from,
what they are, what the differences are between them and key roles that support the belts.
!
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37. 2.3 Lean Six Sigma Belt Levels
A
Notes:
The use of belt levels come from Karate and gives Lean Six Sigma some of the attributes of martial arts. People
don’t actually walk around in robes and belts as they would at your neighborhood dojo, but as in Karate, the
different belt colors indicate different skill levels.
!
Each level has corresponding implications for a person’s job description. Let’s take a look at what the differing
belt levels mean in the world of Lean Six Sigma.
!
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38. 2.4 Yellow Belt
A
Notes:
The title of Yellow Belt indicates that a person has a basic understanding of Lean Six Sigma concepts and can
help identify opportunities and participate in applying improvements to processes. They often work with Green
Belts or Black Belts who provide project leadership and training on additional tools and concepts when it makes
sense. Yellow Belts assist in projects on a limited basis which does not interfere with their normal job duties.
!
!
Obtaining a Yellow Belt through training and certification is a great place to start the Lean Six Sigma Journey.
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39. 2.5 Green Belt
A
Notes:
Green Belts receive a greater level of training than Yellow Belts and typically lead or participate as a member of
a process improvement team. They might dedicate 20% of their time to improvement projects while still
performing their normal job duties. Green Belts have a strong, tactical understanding of the most common Lean
Six Sigma tools and they can deploy simple, high-impact solutions with regularity. They are often a great source
of increased productivity and cost savings for typical organizations.
!
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40. 2.6 Black Belt
A
Notes:
Unlike Yellow Belts and Green Belts, Black Belts hold full-time positions in Lean Six Sigma organizations. They
are trained to lead improvement teams, Green Belts and Yellow Belts. They provide mentoring and support for
Green Belts who are leading their own teams and they provide advanced expertise on more complex processes
and projects.
!
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41. 2.7 Master Black Belt
A
Notes:
The Master Black Belt role is also a full-time position and in addition to mentoring Black Belts, they work with
leadership to strategically select and launch improvement projects. When they work as a project leader they
are often working on large, cross-departmental, complex processes. Master Black Belts receive the most
training of any of the Lean Six Sigma Roles.
!
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42. 2.8 Champion
A
Notes:
Champions have general understanding of Lean Six Sigma but their role is primarily to help select, support and
promote specific projects to completion. They hold leadership positions within the organization and are capable
of removing barriers and obtaining resources as needed by the project teams. Champions are often asked to
support a specific project or a suite of projects because they have what you might call, “skin in the game.” They
care about the outcome. Champions are essential to smoothing the way to a culture of process improvement.
!
2.9 Q&A #1: About Lean Six Sigma Roles
(Multiple Choice, 10 points, unlimited attempts permitted)
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43. A
Correct
Choice
Master Black Belt
Black Belt
X
Green Belt
None of the above
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
Notes:
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44. Time for Q&A: This Lean Six Sigma role applies DMAIC and Lean Six Sigma concepts while maintaining a
different full time position within a company. Please click on the correct answer.
!
Correct (Slide Layer)
A
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46. Try Again (Slide Layer)
A
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47. 2.10 Learning Objectives Summary
A
Notes:
So let’s recap:
!
The belt names originated in the martial art of Karate. Some are full time like Black Belts and Master Black Belts
and others are part time such as Green Belts and Yellow Belts.
!
!
And Champions are the critical sponsors of Lean Six Sigma projects.
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48. 3. Module: 8 Wastes
3.1 Module: The 8 Wastes
A
Notes:
Eliminating Waste is one of the underlying goals of Lean Six Sigma. You might imagine the Waste of uneaten
food that gets regularly thrown out at Bahama Bistro, but we’re actually talking about a much broader concept
of the word “Waste.”
!
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49. 3.2 The 8 Wastes Learning Objectives
A
Notes:
By the end of this module, you will gain a better understanding of each of The 8 Wastes of Lean. You will also be
introduced to examples of each type of Waste. And finally, you will understand what to do when Waste is
discovered.
!
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50. 3.3 Waste is a Waste
A
Notes:
Since Toyota, a japanese company, perfected Lean, you’ll notice that many tools and concepts have Japanese
names. “Muda” means Waste in Japanese.
!
It’s important to eliminate Waste in order to spend more time and resources on providing value to the
customer.
!
!
The more an organization can reduce Waste, the better!
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51. 3.4 Seeing with New Eyes
A
Notes:
Marcel Proust, Said “The real voyage of discovery consists not in seeking new lands, but seeing with new eyes.”
That is what happens when you learn The 8 Wastes. You’ll start to identify the Waste all around you.
Sometimes, we have been surrounded by Waste for so long, we become desensitized to it.
!
Seeing with new eyes means that you recognize Waste that previously went unnoticed at your workplace
everyday,. People are not a Waste, but their time might be focused on Wasteful activities. You may hear
coworkers complain about how there is too much to do, but many of the activities they’re engaged in are
probably not adding value. The goal is to identify and eliminate these non-value adding steps so people can
spend more time on activities that add and create value.
!
Some of the prevailing attitudes about process change can be summed up in the following expressions: “If it’s
not broken, don’t fix it.” or, “That’s the way we’ve always done it.” The result is that processes are never
questioned, never examined for improvement potential.
!
Applying new tools to the same old process can help people see with new eyes. Applying The 8 Wastes
provides this essential new perspective.
!
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52. !
!
3.5 Learning to See with New Eyes
A
Notes:
Sometimes we don’t see the Waste because it’s been ignored for a long time. Or maybe we didn’t realize it was
there in the first place.
!
Looking for The 8 Wastes is an easy first step to reducing Waste in an organization. It helps employees begin to
see with new eyes.
!
!
!
!
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53. 3.6 The 8 Wastes
A
Notes:
The acronym DOWNTIME is an easy way remember The 8 Wastes.
!
The 8 Wastes are Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion and
Extra Processing.
!
!
We’ll explore each Waste separately in the next few slides.
"
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54. 3.7 Bahama Bistro: 8 Wastes
A
Notes:
Now, let's learn how The 8 Wastes affects Bahama Bistro. Before we continue, let's hear what the Bahama Bistro
Shift Manager has to say. When you're ready, just click either the green button, or the next button.
!
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55. 3.8 Bahama Bistro: 8 Wastes & DOWNTIME
A
Notes:
Here are Bahama Bistro's 8 Wastes organized according to the "DOWNTIME" acronym. Click on each one to
learn more.
!
!
Defects
Defects mean something wasn’t created or completed correctly. Defects usually results re-work or re-do’s,
which means more time and money spent fixing and correcting.
!
Defects are usually defined by the customer. Customers don’t want to receive products or services with
Defects, nor do they want to engage in processes that cause Defects.
!
Defects will be different for each process. They can result in missing information, non-working products or
inadequate services.
!
Have you experienced a defect in a process recently? Did you get the wrong order at a restaurant? Was your
"
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56. flight cancelled? Were your hospital records inaccurate?
!
!
!
!
What are some examples of Defects that you’ve experienced as a customer?
Overproduction
Overproduction refers to producing something faster or in more abundance than needed.
In manufacturing this is sometimes done to keep a production line busy or provide insurance against an
unexpected increase in orders.
!
Think about meal portion sizes in restaurants, many times the portions are too large for one person. Most
people have to take the rest home, throw it out or leave the meal unfinished.
!
In administrative processes, an example of Overproduction could be producing or printing reports that very few
people read or use.
!
!
!
What are some of your examples of Overproduction?
Waiting
Waiting is one of most prevalent Wastes. Waiting refers to any time there is a delay and customers are Waiting
for goods or services. This also happens internally when one colleague is Waiting on another colleague for parts
or information in order to do their job.
!
And internal wait time eventually leads to delays for customers. Have you experienced a delay during visit an
emergency room? Going to the DMV? Checking out at a grocery store? These are all times when you probably
preferred not to wait.
!
Wait time occurs in a production environment as well. If you’re building a product, the unit is often sitting
Waiting to be worked on, Waiting for other parts to arrive, or Waiting to be assembled.
!
!
!
!
Can you think of a process that has significant amounts of wait time?
Non-Utilized Talent
Non-Utilized Talent is the Waste of intellectual capital.
This occurs when organization and/or managers fail to leverage people’s skills, talents, knowledge or
experience.
!
"
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57. Have you ever worked somewhere where your opinions and input were not valued?
!
Or maybe you’ve heard the saying, “don’t think, just do.”
Meaning someone else will make all the decisions and you are meant to just follow instructions.
!
People feel underutilized and underappreciated in this type of environment and the organization misses out on
critical talent and know-how. In the case where products or services lie Waiting for “experts”, the
underutilization of intellectual capital often leads to the Waste of “Waiting.”
!
!
!
!
Can you think of examples where people’s talents, creativity, or knowledge is being underutilized?
Transportation (TOUCHES)
Transportation or “touches” is a Waste that refers to the movement of materials or information.
This could be the result of poor layout or poor planning. In the service industry, Transportation can refer to
moving information and services between people or departments. The more people there are who have to
“touch” the unit whether it’s for review, approval or reporting, the more time the process takes and the more
opportunity there is for errors.
!
!
!
!
!
In manufacturing, Transportation can result in physical damage to the product or materials.
Whether it results in Defects or delays, Transportation is also a potential Waste of money.
Can you think of some examples of the Waste of Transportation or “touches”?
Inventory
Inventory is another potential Waste. There was a time when Inventory was considered an asset, but storing
and holding Inventory costs money and is now considered a liability.
!
Long lead times for receiving products or information can cause cash Flow issues, especially if there is a lot of
money tied up in Inventory. The more Inventory you have, the more you have to count it, move it, clean it, and
store it. There are carrying costs to having too much Inventory. There is also the risk of obsolescence and
damage.
!
Inventory Waste also applies to ordering office supplies, such as having too many printer cartridges on hand or
having a year’s supply of paper. These might not be the right order quantities and could be adjusted to the
“right” amount.
!
Organizations such as car manufacturers and technology companies have adopted the Just-In-Time concept,
They order just the right amount at just the right time.
"
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58. !
!
!
What are some examples of Inventory Waste?
Motion
The Waste of Motion refers to excessive movement involved in a given task. People can get confused between
the Waste of Transportation and the Waste of Motion.
!
Transportation is when the unit going through the process is moved around too much. Motion is when the
people that do the process move around too much.
!
Nurses provide a good example. On average, nurses walk 7-8 miles per day in their job. Significant
organizational efforts have been made by certain healthcare facilities to allow them to spend more time with
patients instead of walking around looking for supplies, wheelchairs or other needed items to do their job.
!
Workstation analysis helps identify the best way to organize the nursing station in order to minimize
unnecessary movement for nurses.
!
In general, excess Motion indicates that people are spending more time moving around and less time adding
value to their customers.
!
!
!
What are some other examples of the Waste of Motion?
Extra-Processing
The final Waste is excessive processing. This is most prevalent in administrative or non-manufacturing
processes.
!
Have you ever experienced a process that seemed overly complicated and thought to yourself, “There’s got to
be an easier way!”
!
!
Complex processes often have unnecessary and redundant steps that do not add value.
Processes are like junk drawers in the kitchen. If you don’t make a focused effort to clean it up every so often, it
just fills up with “stuff”. It’s the same for our processes. If we don’t make an effort to “spring clean” our processes
every once in a while, the process just gets bigger and messier.
!
!
What are some examples of the Waste of Extra-Processing?
"
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67. 3.9 Once Waste Is Identified
A
Notes:
Once identified, there are 4 things you could do with Waste:
!
• Eliminate the cause of the Waste where possible
• Simplify the process or step that is creating the Waste
• Streamline - especially with complex processes
• And lastly, minimize the amount of Waste in the process
!
Working with a team to identify and reduce Waste can be a way to build confidence with quick wins for
improving processes.
!
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68. 3.10 Eliminating Waste At Bahama Bistro
A
Notes:
Back at Bahama Bistro, the Chef has learned how to eliminate a specific type of Waste. When you're ready to
learn more, click the green button or the next button.
!
"
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69. 3.11 Bahama Bistro Motion Waste: Before & After
A
Notes:
Let’s eliminate Waste at Bahama Bistro!
!
In this example, the team at Bahama Bistro has discovered the Waste of Waiting and the Waste of Motion from
moving back and forth from the stockroom. After assessing which were the high-volume items, the team laid
out the ingredients more strategically in order to reduce their movement. Now, sandwiches are produced faster
and customers have a shorter wait!
!
"
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70. After (Slide Layer)
A
3.12 Q&A: About Wastes
(Multiple Choice, 10 points, unlimited attempts permitted)
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72. Notes:
Time for Q&A: Which Waste is it when the people that do the process move around too much? Please click on
the correct answer.
!
Correct (Slide Layer)
A
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74. Try Again (Slide Layer)
A
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75. 3.13 The 8 Wastes: Learning Objectives Summary
A
Notes:
So let’s recap. You know the definitions of all 8 Wastes, or “muda” as the Japanese say. You can identify Waste in
the workplace, and you have new ways to go about eliminating each of The 8 Wastes. You can see with new
eyes!.
!
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76. 4. Module: DMAIC Overview
4.1 Module: DMAIC Overview
A
Notes:
The 5 Phase method that underlies Lean Six Sigma is called DMAIC which stands for Define, Measure, Analyze,
Improve and Control. We’re going to look at each of these Phases in detail and learn about the tools and
techniques involved within each Phase.
!
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77. 4.2 Learning Objectives
A
Notes:
By the end of this module, you’ll gain a better understanding of where and when DMAIC can be applied to a
process. You’ll learn what DMAIC stands for, and you’ll get a bird’s eye view of the different Phases and their
activities.
!
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78. 4.3 Why DMAIC?
A
Notes:
Since DMAIC is used to uncover the root cause of problems, it’s not the right method for implementing obvious
solutions to obvious problems. But if the cause of the problem is not entirely clear then DMAIC is a great choice.
It provides a step-by-step approach to investigate root causes to problems.
!
!
It’s a good choice in situations that require robust solutions to long-standing problems.
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79. 4.4 DMAIC Methodology
A
Notes:
DMAIC is the Six Sigma methodology used to conduct root cause analysis.
!
This methodology is a variation of the original PDCA or “Plan, Do, Check, Act” methodology created by Walter
Shewhart and Edward Deming.
!
!
DMAIC stands for Define, Measure, Analyze, Improve & Control.
During the Define Phase, the problem is outlined and scoped. It’s critical to define exactly which problem is
being addressed. Once the issue is defined, the customer requirements are clarified and a high-level map of the
process provides a picture of the basic process steps.
!
During the Measure Phase, the process is assessed for how well it meets the customer requirements outlined in
the Define Phase. Data collection is carefully planned and carried out so the process can be better understood.
!
Data analysis and process analysis characterize the main efforts of the Analyze Phase where the focus is
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80. uncovering the root causes of Defects and other forms of Waste. The use of detailed Process Maps and different
methods of charting and graphing provide ways to develop and test hypotheses.
!
Once the root causes are identified, the project can move into the Improve Phase where solutions target the
Waste uncovered in the Analyze Phase. The goal is to improve the process Flow, remove root causes, mistakeproof the process and provide increased value to the customer.
!
The fifth Phase, Control, is critical to maintaining the gains achieved in the Improve Phase. Ongoing monitoring
and Documentation ensure that the DMAIC project continues to be a success.
!
!
!
!
!
4.5 DMAIC Roadmap
A
Notes:
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81. Here is a high level roadmap of each DMAIC Phase. This shows the actions, tools and deliverables for each
Phase from a Yellow Belt perspective. As a Lean Six Sigma practitioner moves through each of the belt levels,
the number of tools used within each Phase increases.
!
Define (Slide Layer)
A
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85. Control (Slide Layer)
A
4.6 Q&A #1: About DMAIC
(Multiple Choice, 10 points, unlimited attempts permitted)
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86. A
Correct
Choice
X
Decrease the time between date of customer order and actual order delivery
Design a process for getting and screening sales leads
Deploy a customer relationship management software system
Develop a new compression technology for storing music
!
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
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87. Notes:
Time for Q&A: The DMAIC methodology is best suited for applying to which of the following project ideas?
Please click on the correct answer.
!
Correct (Slide Layer)
A
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89. Try Again (Slide Layer)
A
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90. 4.7 Learning Objectives Summary
A
Notes:
So let’s recap: DMAIC is the structure for Lean Six Sigma problem solving. DMAIC stands for Define, Measure,
Analyze, Improve and Control. The method starts with the critical Define Phase since that determines the focus
of an improvement team’s efforts. The Define module is next!
!
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91. 5. Module: Define Phase
5.1 Module: Define Phase
A
Notes:
The Define Phase for Yellow Belts includes modules that cover what goes into the Project Charter, how to
understand the Voice Of The Customer and how to build a high-level map of the process.
!
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92. 5.2 Learning Objectives
A
Notes:
By the end of this module, you’ll gain a better understanding of the Define Phase, the tools and activities used to
initiate projects, and what kinds of barriers a project team might run into.
!
!
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93. 5.3 DMAIC Roadmap: Define Phase
A
Notes:
Define is the first Phase of DMAIC. The main purpose of Define is to gain clarity around the problem and process
that the team is looking to improve.
!
!
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99. 5.4 Overview of Define Phase
A
Notes:
The 3 modules for the Define Phase are: Project Charter, Voice Of The Customer and SIPOC.
!
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100. 5.5 Why a Define Phase?
A
Notes:
The function of the Define Phase is to clearly establish the focus of the improvement project. It’s important to
spend time up-front to ensure that everyone involved in the project agrees on the issue, the goal and what
exactly is being addressed.
!
Just like the trajectory of a rocket ship - a lack of direction up front will lead the project off course down the
road.
!
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101. 5.6 Sub-module: Project Charter
A
Notes:
Let’s learn about the Project Charter.
!
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102. 5.7 Project Charter: Learning Objectives
A
Notes:
By the end of this module you’ll gain a better understanding of why Project Charters are essential to good
projects, the key parts of a charter and how it becomes something called a “living document” throughout the life
of the project.
!
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103. 5.8 What Is a Project Charter?
A
Notes:
The Project Charter provides the opportunity to put down on paper exactly what’s going to be addressed, who’s
going to address it, what they estimate they’ll achieve and when they plan to achieve it.
!
You may not have all of the answers up front, but you’ll be able to fill some of that information throughout the
life of the project since the charter is a changeable, “living document.”
!
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104. 5.9 Elements of a Project Charter
A
Notes:
This is a list of the charter contents, and we’ll go into depth on some of the key elements.
!
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105. 5.10 Project Charter: Business Case
A
Notes:
By answering this list of questions, it’s relatively easy to build a strong business case for a project.
!
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106. 5.11 Business Case Example at Bahama Bistro
A
Notes:
The business case should make it clear, as this one at Bahama Bistro does, that this is a worthwhile project.
!
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107. 5.12 Project Charter: Problem Statement
A
Notes:
As we mentioned earlier, if the root cause and solution are clear then there is no need for DMAIC. This would be
considered a “just do it” project. The problem statement should provide a clear picture what is happening,
when it began along with the magnitude and consequence of the problem.
!
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108. 5.13 Problem Statement: Travel Example
A
Notes:
This second problem statement gives critical specifics that help clarify that this is a worthwhile project.
!
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109. 5.14 Problem Statement Examples at Bahama Bistro
A
Notes:
Again, the specifics of the second statement make it clear that this issue is important to address.
!
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110. 5.15 Project Charter: Goal Statement
A
Notes:
The rollout of the employee recognition program is a classic example of a solution that is pre-determined. The
second statement provides specific and measurable information. The team with a goal statement similar to this
one would have a good sense of what would make them successful.
!
!
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111. 5.16 Project Charter Definitions
A
Notes:
In a moment we’ll take a look at a completed charter where you can see other aspects of the Project Charter,
listed here, that help clarify the project.
!
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112. 5.17 Updating the Charter Throughout DMAIC
A
Notes:
As we mentioned, the Project Charter is a “living document.” This means that as we study the process and make
discoveries, we will continue to update the Project Charter to reflect our expanded understanding of the
process and the project. The Project Charter is also a great communication tool since there are bound to be
others interested in the progress of the project.
!
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113. 5.18 Project: Reducing the Cycle Time at Bahama Bistro
A
Notes:
As you can see, the Bahama Bistro team is ready to start solving the food delivery problem. Click on the "Click to
read" button for each section to learn more. When you're finished, click the "Next" button at the bottom right to
continue.
!
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114. Problem Statement (Slide Layer)
A
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115. Goal Statement (Slide Layer)
A
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116. Scope In/Out (Slide Layer)
A
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117. Business Case & Benefits (Slide Layer)
A
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118. Preliminary Plan / Timeline (Slide Layer)
A
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119. Team Members (Slide Layer)
A
5.19 Q&A: Lean Six Sigma Project Charter
(Multiple Choice, 10 points, unlimited attempts permitted)
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120. A
Correct
Choice
Project Scope
Preliminary Plan
X
Business Case
Problem Statement
!
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
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121. Notes:
Time for Q&A: Which of these Project Charter elements describes the importance and the reason for doing the
project? Please click on the correct answer.
!
Correct (Slide Layer)
A
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123. Try Again (Slide Layer)
A
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124. 5.20 Project Charter: Learning Objectives Summary
A
Notes:
So let’s recap. The Project Charter is an important, living document that helps to define the project. You are now
clear on the Project Charter elements but there is more information available if you’re interested. Check out the
Resources button on the top right of this player!
!
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125. 5.21 Sub-module: Define Value: Voice Of the Customer
A
Notes:
This next module explores the idea of the Voice Of The Customer.
!
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126. 5.22 Voice Of the Customer: Learning Objectives
A
Notes:
By the end of this module, you will gain a better understanding of what we mean by the “Voice Of The
Customer”, how we define “customers”, how they differ from stakeholders and how to quantify the customer
requirements.
!
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127. 5.23 Have you ever experienced a defect at a restaurant?
A
Notes:
Have you ever experienced a defect at a restaurant? At Bahama Bistro, an example of a defect would be a
customer who received a cup of decaf instead of a cappuccino. But even if the customer got what they ordered,
if they had to wait more than 20 minutes for a cappuccino that would also be a defect.
!
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128. 5.24 What is the Voice Of the Customer?
A
Notes:
The Voice Of The Customer is critical because it helps an organization decide where to focus improvement
efforts. By evaluating key drivers of customer satisfaction, an organization can measure whether or not they are
meeting their customer requirements.
!
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129. 5.25 Who Are Your Customers?
A
Notes:
Before we can identify our customers, we must first be clear on what we mean by customer.
!
There may be different types of customers for a given process and there may be internal customers of a
process. Internal customers are different from paying customers since they are our colleagues, but they are still
customers of the process.
!
!
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130. 5.26 What Are Customer Requirements?
A
Notes:
Once you determine who receives the goods and services of a specific process, it’s time to determine what the
customer cares about. Customer concerns are general categories of requirements, as seen here. These are
examples of common customer concerns.
!
!
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131. 5.27 Voice Of The Customer Example at Bahama Bistro
A
Notes:
Once the Voice Of The Customer is identified, continue to better understand the customer requirements by
converting comments or “cues” into requirements. In other words, make the comment measurable. Quantify in
numbers what the customer requirement is for that particular process.
!
For example, many processes have a customer requirement of Cycle Time, but for each process, the Cycle Time
requirement might be different.
!
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132. 5.28 Who Are Your Stakeholders?
A
Notes:
Why is it important to know who the process stakeholders are? Stakeholders are not the customers of the
process, but you need their support and buy-in in order to ensure the success of your project.
!
It’s important to think about who might be impacted by changes you could make to the process and to reach
out to those groups and individuals to discuss the project plans. Stakeholders often have valuable input and
engaging them can help build their sense of ownership about eventual process improvements.
!
Some projects can fail due to a lack of internal acceptance. A little communication goes a long way toward
success!
!
!
!
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133. 5.29 Q&A #1: Voice Of the Customer
(True/False, 10 points, unlimited attempts permitted)
A
Correct
Choice
True
X
False
!
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
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134. Notes:
Time for Q&A! True or False: The customer is the same as a stakeholder.
!
Correct (Slide Layer)
A
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136. Try Again (Slide Layer)
A
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137. 5.30 Voice Of the Customer: Learning Objective Summary
A
Notes:
So let’s recap:
!
Customers can be internal or external and listening to their voice helps us understand the requirements they
have of the process. These requirements are the focus of the problem statement and resulting goal of each
project.
!
Stakeholders are different from the customers of the process and consist of groups or individuals who might be
impacted by changes made to the process. Ensuring they are engaged in our project is critical in order to ensure
the acceptance and ultimate success of each project.
!
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138. 5.31 Sub-module: SIPOC
A
Notes:
This next module explores the high-level map known as a SIPOC.
!
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139. 5.32 SIPOC: Learning Objectives
A
Notes:
In this module you’ll gain a better understanding of why the high level map is important, the key parts of the
map and how to build one.
!
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140. 5.33 What is a SIPOC?
A
Notes:
The SIPOC is a high level Process Map. It might sound something like the “Son of Spock”, but it’s actually an
acronym that stands for Suppliers, Inputs, Process, Outputs, and Customers. It’s a one page map that outlines
what comes into and out of the process, who supplies inputs and who receives the goods and services as a
result.
!
!
We will use the SIPOC througout the project as we build our understanding of the process.
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141. 5.34 SIPOC Example at Bahama Bistro:
Lunch Order to Delivery
A
Notes:
In this high-level map of Bahama Bistro we can see a lot of suppliers, but if we follow the first one, it’s the
patrons who supply orders as inputs to the process.
!
Once the order is placed there are six high-level steps that take place. A member of the staff takes the order, it’s
delivered to the kitchen, the order is prepped and cooked, then it’s packaged or plated and finally it’s delivered.
The delivered lunch order is the output and it’s received by the patron.
!
There are other suppliers to the process such as the grocery or the vendors providing food ingredients. And
there are the sources of paper plates and other packaging products.
!
At the lower right you can see the customer requirements of the lunch order including how fast they expect
delivery, how hot they’d like the soup and that they want the order they asked for. Having this information on
one page provides key information to the project team.
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142. !
5.35 Creating a SIPOC: Questions to Consider
A
Notes:
These are key questions to consider when building your own high-level map.
!
5.36 Q&A: SIPOC
(Multiple Response, 10 points, unlimited attempts permitted)
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143. A
Correct
Choice
X
SIPOCs are a good method of defining the scope of a project
SIPOCs are a detailed view of the process
SIPOCs stand for Standards, Inputs, Process, Outcomes, and Concerns
X
The outputs of a SIPOC are received by customers of the process
!
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
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144. Notes:
Time for Q&A. Which of the following are true regarding a SIPOC?
!
!
Please click on all the correct answers.
Correct (Slide Layer)
A
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146. Try Again (Slide Layer)
A
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147. 5.37 Other Fun Maps
A
Notes:
There are other forms of maps created within the DMAIC process depending on the type of project. These are
examples of a few of the different ways to map a process that are outlined in Green Belt Training.
!
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148. 5.38 SIPOC: Learning Objectives Summary
A
Notes:
So let’s recap:
!
The SIPOC is a simple but powerful high-level map that puts the end-to-end process on one page. There are a
clear set of questions that help Yellow Belts build a SIPOC for each project, and SIPOCs include the high-level
steps, the process outputs along with the key customer requirements of those outputs.
!
!
We’ll revisit the SIPOC throughout the DMAIC Phases.
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149. 5.39 Update the Project Charter: Reducing the Cycle Time at Bahama
Bistro
!
A
Notes:
After Completing Define, the Bahama Bistro team had some updates to their Project Charter.
!
1. The estimated date to complete Define was January 14th. The team finished on January 18th, so the team
updated the date on the Project Charter. The team is on track to start Measure.
2. The team forgot to include a host and a busboy as part of the team. The team lead updated the team
members on the Project Charter.
3. Voice Of The Customer indicated that the Goal Statement should change in order to reflect the customer
requirement. The original goal was to deliver lunch orders in under 35 minutes. Now, that Voice Of The
Customer data has been gathered, it’s clear that customers prefer to have salads, sandwiches, and soups in
under 16 minutes and entrees in under 20 minutes. We have updated the Project Charter to reflect the true
customer requirements.
4. In terms of scope, the chef asked if we were going to be looking at our food vendors processes or delivery
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150. schedule and the team decided that at this time, supplier processes and delivery schedules are out of scope.
5. It’s also a good practice to document the project progress by Phase. The team should document the Define
Phase work, so that they have the raw material for developing the project Storyboard.
!
Problem Statement (Slide Layer)
A
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151. Goal Statement (Slide Layer)
A
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152. Scope In/Out (Slide Layer)
A
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153. Business Case & Benefits (Slide Layer)
A
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154. Preliminary Plan / Timeline (Slide Layer)
A
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155. Team Members (Slide Layer)
A
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156. 5.40 Define Phase Challenges
A
Notes:
In each Phase of DMAIC there are a few areas that might require more effort. Make sure you have a clear
commitment from the project sponsor and the team members to work on the project. Make sure everyone is
agreed on the charter and that no one is using the project as a way to implement their pre-conceived notion of
a solution.
!
You may need more people on the team than initially thought, but if it’s more than 6 or 7 it starts to resemble a
sports team so be careful not to over pack. It’s also okay to work the project on your own, just make sure you
reach out to your stakeholders and subject matter experts as soon as possible for support.
!
!
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157. 5.41 Checklist: Define Phase
A
Notes:
Every Phase of DMAIC ends with a checklist. This represents the action items to be completed for the Phase.
Take a look at what’s left to do on your project.
!
5.42 Q&A: Define Phase
(Multiple Choice, 10 points, unlimited attempts permitted)
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158. A
Correct
Choice
To determine which solution to implement
To clarify what the process stakeholders want
X
To outline the issue and process to address
To obtain extra resources
!
Feedback when correct:
That's right! You selected the correct response.
Feedback when incorrect:
You did not select the correct response.
!
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159. Notes:
Time for Q&A! Which of the following best describes the focus of the Define Phase?
!
!
Please click on the correct answer.
Correct (Slide Layer)
A
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161. Try Again (Slide Layer)
A
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162. 5.43 Define Phase: Learning Objectives Summary
A
Notes:
So let’s recap:
!
Define is the foundational Phase of an improvement project where the problem or opportunity is clarified, the
customer and their requirements are defined, and the SIPOC provides a high-level view of the process to be
improved. Like the initial trajectory of a rocket ship, it’s key to get the project outlined and scoped properly up
front so that the project goes in the right direction.
!
!
Once we have the project defined, it’s time to move on to the Measure Phase!
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163. 6. Module: Measure Phase
6.1 Module: Measure Phase
A
Notes:
The Measure Phase for Yellow Belts includes modules that cover how to select the right things to measure, how
to define the measures, how to collect the data and then establish a baseline measure for the project.
!
!
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164. Thank you for previewing GoLeanSixSigma.com's
Lean Six Sigma Yellow Belt Training
You can view the full interactive online version by signing up at
http://www.goleansixsigma.com/free-lean-six-sigma-training/
!
What’s Next?
Get Your Yellow Belt Certification:
http://www.goleansixsigma.com/lean-six-sigma-certification-yellow-belt/
Start Your Green Belt Training:
http://www.goleansixsigma.com/lean-six-sigma-training/
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