Lean Six-Sigma Green Belt Training
Two Day Workshop
March 7-8, 2016 (Monday and Tuesday)
JW Marriott Hotel Kuala Lumpur
Most business, management, supply chain, engineering, transportation and manufacturing processes in any organization has one or more issues or opportunities for improvement. It is practically impossible for leaders, to address every problem in an organization at the same time. Organizations need to develop or adopt structured processes for resolving the issues and improve their performances. Lean Six Sigma has become one of the methodologies which organizations have chosen to use as a structured business process system for resolving organizations issues that are anchored in performance improvement. Leaders that want to improve their business KPIs, encourage their employees to be trained in Lean Six-Sigma processes with the goal of making them effective contributors to the success of the organization. Employees that complete the training are awarded “Green Belt Certificate” for the preliminary training and “Black Belt Certificate for the advanced training. Those that participate in the training acquire logical and objective way to identify, measure, and eliminate those issues that plague the company through utilization of Lean Six-Sigma issues resolution (problem solving) tools.
Lean Six-Sigma is a blend of Lean Manufacturing Management and Six-Sigma tools. The combination of Lean Manufacturing Management (LMM) which is anchored in Waste Identification and Elimination and Six-Sigma which is anchored in the Design Measure Analyze Improve and Control (DMAIC) processes formed the base for Lean Six-Sigma (LSS) training. The practical application of the tools associated with both process methodologies coupled with data analysis techniques provide employees, at any level of the organization, with new ways to contribute to the bottom line. From executive leaders to front-line employees, Lean Six Sigma training enhances the way employees approach their day-to-day work. Strategical positioning Lean Six Sigma Black and Green Belts help to support effective project execution and the expansion of improvement potentials.
Certification has three elements: Attending the training, passing the final exam, and completing a Six Sigma DMAIC project (If required). Certification is from Industrial Engineering and Operations Management (IEOM) Society.
DAY I: March 7, 2016 (Monday)
1. Introduction of participants
2. Pre-Test and Evaluation of Lean and Six-Sigma Concept
3. Understanding Lean Manufacturing Management and Lean Business Principles
• The role of corporate and organizational leadership in Lean Manufacturing Management implementation
• Waste Identification and Elimination
• Traditional 7 types of Waste proposed as part of the Toyota Production System by Taiichi Uhno, previously a Chief Engineer at Toyota Motor Company.
• Other Types of Waste
4. Understanding Six Sigma
• Describe the objectives of Six Sigma
• Describe the relationship between variation and sigma
• Recognize some Six Sigma concepts
• Recognize the Six Sigma implementation model (DMAIC)
• Describe your role and responsibilities in Lean Six Sigma (LSS)
5. Describe the relationship between Lean and Six-Sigma and the importance of their co-existence within operations and in other business processes.
6. Define and explain Lean Six Sigma
7. Selecting Projects
• Utilize a structured approach to select projects
• Refine and Define the problem into a Project Charter
• Make an initial estimate of your project’s benefits
8. Mini Group Exercise (Project) – Proposed by the group, completed and presented to Class
DAY II: March 8, 2016 (Tuesday)
9. Lean Six Sigma Fundamentals
• Describe what is meant by “Process Focus”
• Describe the importance of VOC, VOB, and VOE, and CTQ’s
• Explain COPQ
• List and explain Lean Six-Sigma Tools
• Describe the Lean Six Sigma metrics
• Explain the difference between DPU and DPMO
10. Lean Six-Sigma Implementation
• Explain the importance of the different stakeholders including the senior executive team and the different roles they play in Lean Six Sigma project and system implementation.
• Explain the roles of Master Black Belts, Black Belts Green Belts and or Department managers, supervisors, team members and their roles in Lean Six-Sigma Implementation
• Importance of Project Charter, GEMBA, Lean Six-Sigma Training prior to Lean Six-Sigma implementation
• Generate a Process and Value Stream Map ( From Morning Session)
• Statistical Tools required for Lean Six-Sigma
• Importance of Data Collection and Analysis
• How to determination of Defects per Unit (DPU)
• How to determine Defects per Million of Opportunities (DPMO)
• Utilization of current and future states of the system to show process or system’s improvement.
• Lean Six-Sigma Project presentation and closure
11. Final Group Exercise Lean Six Sigma mini Project – Proposed by each group
12. Final Test and presentation of Certificates
Dr. Joseph M. Ogundu, MBB
President and CEO – Emerald Global Consulting Inc.
West Bloomfield, Michigan, USA
Dr. Joseph M. Ogundu is an experienced corporate executive and lean management and six-sigma consultant that brings fresh knowledge and perspectives to employers, government agencies and corporate clients. This executive and coach who works in the oil and gas, automotive and non-automotive industries has hands on experience in development and implementation of strategic management solutions based on lean business process, six-sigma and total quality management principles. Dr Ogundu has helped several companies develop, implement and improve their business process excellence, quality improvement, operational efficiency, cash flow and profitability using strategic business performance score cards to measure performance. He helped several companies to save millions of dollars through lean implementation and continuous improvement execution.
Dr. Ogundu has worked with companies in the oil and gas, automotive and non automotive industries to develop and execute turnaround and restructuring strategies including reengineering of business processes for maintaining competitive advantage and sustainment of organizational viability. Dr Ogundu was an employee or consultant for the following companies; General Motors Corporation, Ford Motor Company, Chrysler Corporation, Daimler Chrysler AG., Country Coach Inc., ESTG Inc., Park Ohio, General Aluminum Company, Argo Inc, Suncor Energy Inc, Nobel Automotive, Finer Cabinetry & Woodwork, Bend River Sash Door Company, Morgan Fine Finishing, Magna Corporation, Axis Manufacturing, Trim-X Technologies, Oakland University and Lawrence Tech University.
Dr. Ogundu is an expert in the areas of technical and business innovations, Lean Manufacturing Management, Lean Business Processes, Lean Six-Sigma, Total Quality Management, ISO/TS 16949, Supply Chain Management, Operations and Business Performance Score Cards. He has over 27 years of experience that span across several industries that included oil and gas, automotive, Recreational Vehicles, Manufacturing which included work in United States, Austria, Korea, Canada, Mexico, Germany and Nigeria. He has been adjunct professor at Lawrence Tech University and Oakland University. Dr. Ogundu directed and managed organizations and led diverse teams of corporate executives, engineers, managers and union workers. He has participated in development and construction of facilities and major infrastructure projects. He has coached and trained business executives and owners on the utilization of lean principles, six-sigma and business process excellence as strategic philosophies for improving profitability and for organizational viability.
Dr. Ogundu holds a Doctor of Engineering in Manufacturing Systems from Lawrence Technological University, Master of Business Administration (MBA) from Lawrence Technological University, Master of Science in Manufacturing Engineering from Wayne State University and Bachelor of Science Industrial/Systems Engineering from University of Tennessee, Knoxville.
Dr. Ogundu served on the board of the following Profit and Non-Profit organizations; Lawrence Technological College of Management Alumni, Chrysler African American Network, Institute of Industrial Engineers South Eastern Michigan/Ohio Zone, Finer Cabinetry and Woodwork Inc., World Igbo Congress, Rivers State Foundation.