{"id":450,"date":"2015-10-15T02:52:10","date_gmt":"2015-10-15T02:52:10","guid":{"rendered":"http:\/\/ieomsociety.org\/ieom2016\/?page_id=450"},"modified":"2015-12-04T20:10:04","modified_gmt":"2015-12-04T20:10:04","slug":"lean-six-sigma-green-belt-training","status":"publish","type":"page","link":"http:\/\/ieomsociety.org\/ieom2016\/?page_id=450","title":{"rendered":"Lean Six-Sigma Green Belt Training"},"content":{"rendered":"

Lean Six-Sigma Green Belt Training<\/span><\/h1>\n

Two Day Workshop <\/span>
\nMarch 7-8, 2016 (Monday and Tuesday)<\/span>
\nJW Marriott Hotel Kuala Lumpur<\/span><\/h2>\n

Introduction<\/strong>
\nMost 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 \u201cGreen Belt Certificate\u201d for the preliminary training and \u201cBlack 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.<\/p>\n

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.<\/p>\n

Certification has three elements: Attending the training, passing the final exam, and completing a Six Sigma DMAIC project (If required). Certification is from\u00a0 Industrial Engineering and Operations Management (IEOM) Society.<\/p>\n

DAY I: March 7, 2016 (Monday)<\/span><\/strong>
\n1. Introduction of participants<\/p>\n

2. Pre-Test and Evaluation of Lean and Six-Sigma Concept<\/p>\n

3. Understanding Lean Manufacturing Management and Lean Business Principles<\/strong><\/p>\n

\u2022 The role of corporate and organizational leadership in Lean Manufacturing Management implementation
\n\u2022 Waste Identification and Elimination
\n\u2022 Traditional 7 types of Waste proposed as part of the Toyota Production System by Taiichi Uhno, previously a Chief Engineer at Toyota Motor Company.
\n\u2022 Other Types of Waste<\/p>\n

4. Understanding Six Sigma<\/strong>
\n\u2022 Describe the objectives of Six Sigma
\n\u2022 Describe the relationship between variation and sigma
\n\u2022 Recognize some Six Sigma concepts
\n\u2022 Recognize the Six Sigma implementation model (DMAIC)
\n\u2022 Describe your role and responsibilities in Lean Six Sigma (LSS)<\/p>\n

5. Describe the relationship between Lean and Six-Sigma and the importance of their co-existence within operations and in other business processes.<\/strong><\/p>\n

6. Define and explain Lean Six Sigma<\/strong><\/p>\n

7. Selecting Projects<\/strong>
\n\u2022 Utilize a structured approach to select projects
\n\u2022 Refine and Define the problem into a Project Charter
\n\u2022 Make an initial estimate of your project\u2019s benefits<\/p>\n

8. Mini Group Exercise (Project) \u2013 Proposed by the group, completed and presented to Class<\/strong><\/p>\n

DAY II: <\/strong><\/span>March 8, 2016 (Tuesday)<\/span><\/strong>
\n9. Lean Six Sigma Fundamentals<\/strong>
\n\u2022 Describe what is meant by \u201cProcess Focus\u201d
\n\u2022 Describe the importance of VOC, VOB, and VOE, and CTQ\u2019s
\n\u2022 Explain COPQ
\n\u2022 List and explain Lean Six-Sigma Tools
\n\u2022 Describe the Lean Six Sigma metrics
\n\u2022 Explain the difference between DPU and DPMO<\/p>\n

10. Lean Six-Sigma Implementation<\/strong><\/p>\n

\u2022 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.
\n\u2022 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
\n\u2022 Importance of Project Charter, GEMBA, Lean Six-Sigma Training prior to Lean Six-Sigma implementation
\n\u2022 Generate a Process and Value Stream Map ( From Morning Session)
\n\u2022 Statistical Tools required for Lean Six-Sigma
\n\u2022 Importance of Data Collection and Analysis
\n\u2022 How to determination of Defects per Unit (DPU)
\n\u2022 How to determine Defects per Million of Opportunities (DPMO)
\n\u2022 Utilization of current and future states of the system to show process or system\u2019s improvement.
\n\u2022 Lean Six-Sigma Project presentation and closure<\/p>\n

11. Final Group Exercise Lean Six Sigma mini Project \u2013 Proposed by each group<\/strong><\/p>\n

12. Final Test and presentation of Certificates<\/strong><\/p>\n

Workshop Speaker<\/span><\/h2>\n
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Dr. Joseph M. Ogundu, MBB<\/span><\/span><\/h1>\n

\"Ogundu\"<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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President and CEO \u2013 Emerald Global Consulting Inc.<\/span>
\n West Bloomfield, Michigan, USA<\/span><\/h3>\n

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.<\/p>\n

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.<\/p>\n

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.<\/p>\n

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.<\/p>\n

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.<\/p>\n

Contact: info@ieomsociety.org<\/a>.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Lean Six-Sigma Green Belt Training Two Day Workshop March 7-8, 2016 (Monday and Tuesday) JW Marriott Hotel Kuala Lumpur Introduction 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 […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-450","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/pages\/450"}],"collection":[{"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=450"}],"version-history":[{"count":7,"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/pages\/450\/revisions"}],"predecessor-version":[{"id":624,"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=\/wp\/v2\/pages\/450\/revisions\/624"}],"wp:attachment":[{"href":"http:\/\/ieomsociety.org\/ieom2016\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=450"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}