Lean 6σ Tactical Training Camp

【General Content】

  【1st  Day】PART 1  Lean 6σ and Business Competitiveness

                    PART 2  Basis of Modern 6σ Approaches

  【2nd Day】PART 2  Basis of Modern 6σ Approaches       

                    (continued)                     

                     GROUPING GAME: 

                     Finite Communication Test

                     PART 3  Process Improvement with DMIAC Approaches

                     PART 4  Process Innovation with DMEDV Approaches

  【3rd Day】PART 5  Lean Process Approaches in Changing Era

                     GROUPING GAME: 

                     Perception & Interpretation to Manufacturing Industry

                     of & by Lean 6σ.

                     PART 6  Lean 6σ Strengthening and deepening

                     PART 7  Interaction, Discussion and Encouragement

【Detailed Content】

【1st Day】

PART 1  Lean 6σ and Business Competitiveness

1 What is Lean 6σ?

   Meanings and goals   Team building Plan

   Fast response to external and internal requirement

   Basic knowledge

   Deviation

   6σ meaning in math, physics, manufacturing on site and business  

   management and operation

2 “IRON Triangle” in manufacturing industry

   Pick-Any-Two

3 “Golden Triangle” in lean 6σ

   Process Improvement  DMIAC

   Process Innovation  DMEDI

   Lean Process  

   Lean 6σ based on skills

   Lean 6σ based on process

4 Ways of learning lean 6σ

   Different ways of thinking in team between West and East

   A glance to industry change era

   The precise understanding to process, management and operation

   Ways of thinking based on process

   Ways of thinking based on knowledge and experience

   The Go Technique   the best practice    the benchmark

   Business structure in today’s IT era

   What is a real PDCA circle.

PART 2  Basis of Modern 6σ Approaches

According to the client business situation and the trainees requirement, we will interpreter the lean 6σ knowledge and skills in a way of carpet bombing, along with the related weak area in the class

We recommend the following, where we are also pleasure to adjust the content ahead of the training and in the class discussion.

       5 Whys

       Analysis of variance  

       General linear model

       ANOVA Gauge R&R

       Regression analysis

       Correlation

       Scatter diagram

       Chi-squared test

       Axiomatic design

【2nd Day】(PART 2 continuous)

       Business Process Mapping/Check sheet

       Fishbone or Ishikawa diagram  

       Control chart/Run charts  

       Cost-benefit analysis  

       CTQ tree  

       Design of experiments/Stratification  

       Histograms/Pareto analysis/Pareto chart  

       Pick chart/Process capability/Rolled throughput yield   

       Quality Function Deployment (QFD)   

       Enterprise Feedback Management (EFM) systems  

       Root cause analysis  

       SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)

       COPIS analysis (Customer centric version/perspective of SIPOC)

       Taguchi methods/Taguchi Loss Function   

       Value stream mapping  

GROUPING GAME: Finite Communication Test

Q&A examples:

What can I do for the lean 6σ improvement, and in a certain lean 6σ improvement project team?

What shall I have done 3 years later from now in the lean 6σ business? Where is my position in a in a given lean 6σ improvement project team?

Is my communication in team in a good condition, in terms of logical and imaginal thinking, as well as IQ and EQ？

PART 3  Process Improvement with DMIAC Approaches

1 DMIAC interpretation

2 DMIAC beginning pointing action

   Contingency Management

   Top Priority

   Bottleneck Management

   Bottleneck shift

3 DMIAC case in practice

   The case could be provided either by David(龘衛(wèi)) team or from the 

   actual business in the client company.

PART 4  Process Innovation with DMEDV Approaches

1 DMEDV interpretation

2 DMEDV beginning point in practice

   Foundation of product development

   Base of process innovation

   APQP  FMEA  DFMEA  PFMEA  

   Interaction：What kind of internal business relationship between the  

                        product engineers and the operators in flowshop?

   Case discussion：Why an operator become an product engineer in

                                another company?

3 DMEDV case in practice

   The case could be provided either by David(龘衛(wèi)) team or from the 

   actual business in the client company.

【3rd Day】

PART 5  Lean Process Approaches in Changing Era

1 OEEE

   Was I forging data in the past?

   The hardest-hit area of forged data in business

   Team reengineering and rebuilding   What is our goals?

   OEEE case for class discussion

2 Lean 6σ based on approaches

   Necessary and unnecessary activities

   Silver bullet: A skill to quick recognize the actual lean 6σ  situation on

                       site with 30 minutes.

   What is Waste?

   Five dimensions   Three kinds    Seven types

   Love your flowshop   Style on Site/気風(fēng)がある

   Team energy, to turn over every brick in flowshop and lean to see.

3 Lean 6σ based on process

   Capabilities    Bottle management, the key process in processes

   Time and takt    Pull and push

   Kanban

   Inventory, an interesting indicator in performance system

   Production leveling    Single piece production

   Blind area,  error area and minefield in JIT

GROUPING GAME: 

Perception & Interpretation to Manufacturing Industry of & by Lean 6σ.

PART 6  Lean 6σ Strengthening and deepening

1 Supply chain integration and optimization

Product development   purchase  production  customer

Vertical integration(M&A)

Feasible/optical/optimized solution

Data/model/solver  

2 Concurrence Engineering

Concurrent planning

Concurrent planning and execution

3 Value chain Engineering

Video: Monopoly cross industries

4 Matrix management

What is a challenge team? What is the Challenge system?

The Rule of the trouble point responsibility

Discussion: The informal group in organization

PART 7  Interaction, Discussion and Encouragement

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