Six Sigma Yellow Belt

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Introduction
Course Details
Course Content
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A Quick Glance

Management skills that helps in getting high performance
Be the valuable Yellow Belt
Risk assessment skills that helps identify risks
Yellow Belt principles and methodologies

Performance is the powerful strength of an organisation. There is a wasteful use of resources during the implementation of the project. There is a need of a management approach that eliminates waste from project environment. Six Sigma is a management approach used for reducing waste by eliminating process variations. To improve your organisation’s performance, gain Six Sigma skills.

Our Six Sigma Yellow Belt course is inspired from successful Six Sigma business environments. It provides a basic understanding of Six Sigma concepts. You can start by gaining the following skills that the successful business environment has:

It implements Six Sigma principles: The success of the business relies on the implementation of these principles during project execution. You should gain deep knowledge on them.
It eliminates eight kind of Waste: Six Sigma is the management approach that removes waste from project environment.

Who should take this course

This training is designed for the following candidates:

Project Managers
Those willing to remove waste from their project environment

Prerequisites

Six Sigma Yellow Belt course has no prerequisites.

What Will You Learn

The purpose of this course is to acquaint you:

With Six Sigma Concepts
To identify risks in project environment

Tutor Support

Courseware

Manual

Refreshment

Course Overview

Six Sigma is a data-driven method for eliminating defects from manufacturing to transactional processes. This Six Sigma Yellow Belt course is designed to provide knowledge about DMAIC. It is Define, Measure, Analyse, Improve, and Control. You will get knowledge about project planning and management of risks in project environments.

Course Content

An Introduction to Six Sigma

What is Six Sigma as a Management philosophy?
Six Sigma Steps, Rules, and its Metrics
Define Effective teamwork
Related Case Study

Define Phase

What are Problem Statements?
Define Voice of the Customer (VOC)
Define Kano
Identify Critical to Quality

Measure Phase

What are measurement challenges?
What is the baseline of Process Performance?
Define Process Mapping and Value Stream Mapping

Analyse Phase

What is Exploratory Data Analysis?
Define Value Analysis
What are various types of waste?
The 5 Why’s of Root Cause Analysis and the Ishikawa diagrams

Improve Phase

Evaluating Improvement Solutions
Define Ease & Effect Matrix
An Overview of Risk Management

Control Phase

Improvement Maintenance
Measuring Ongoing process
An Overview of Statistical Process Control (SPC)

Conclusions

What is an example of Yellow Belt improvement?
Case Study (Financial Services)

Six Sigma

What is Six Sigma?

Six Sigma means a degree of quality that tries for near excellence. Six Sigma is a disciplined, data-driven tactic and practice for removing defects in any process – from manufacturing to transactional and from product to service.

The term Six Sigma created from terminology connected with arithmetical demonstrating of manufacturing processes. The maturity of a manufacturing process can be defined by a sigma rating specifying its harvest or the fraction of defect-free products it generates. A six sigma procedure includes 99.99966% of all likelihoods to yield some piece of a part are statistically likely to be free of flaws. Motorola set a goal of six sigma for all of its industrial processes, and this goal suited a by-word for the management and engineering performs used to attain it.

Methodologies:

DMAIC:

The DMAIC project procedure has five phases:

Define the system, the voice of the customer and their supplies, and the project goals, exactly.
Measure key features of the current process and gather pertinent data then compute the Process Competence.
Examine the data to examine and confirm cause-and-effect relationships. Regulate what the relationships are, and try to guarantee that all factors have been measured. Pursue out root reason of the defect under examination.
Improve or enhance the current process created upon data analysis using methods such as the design of trials, poka yoke or mistake proofing, and normal work to make a new, future state process. Set up pilot runs to finding process competence.
Control the future state process to confirm that any nonconformities from the target are modified before they result in flaws. Implement control systems such as arithmetical process control, manufacture boards, visual workplaces, and unceasingly monitor the process. This process is recurrent until the wanted quality level is gotten.

DMADV:

Define design aims that are steady with customer stresses and the enterprise plan.
Measure and classify CTQs, measure product competencies, production processability, and measure risks.
Examine to develop and design substitutes
Design a better substitute, best right per examination in the previous step
Confirm the design, set up pilot runs, appliance the production process and hand it over to the process owner.

Implementation Roles:

Six Sigma classifies some key roles for its successful implementation.

Executive Leadership contains the CEO and other members of top management. They are accountable for setting up a vision for Six Sigma operation. They also authorise the other role containers with the freedom and resources to travel new ideas for advanced developments by exceeding departmental fences and overwhelming inherent confrontation to change.
Winners take accountability for Six Sigma operation across the organisation in a combined manner. The Executive Leadership lures them from the upper organisation.
Master Black Belts act as in-house trainers on Six Sigma. They offer 100% of their time to Six Sigma. They help Champions and guide Black Belts and Green Belts. Separately from arithmetical errands, they devote their time on confirming the reliable application of Six Sigma across various functions and sections.
Black Belts work under Master Black Belts to smear Six Sigma practice to precise projects. They offer 100% of their valued time to Six Sigma. They primarily emphasis on Six Sigma project execution and special leadership with special errands, whereas Champions and Master Black Belts focus on classifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma execution along with their other job tasks, working under the direction of Black Belts.

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About Chorley

Chorley is located in Lancashire, England. It is situated 11 miles north-west of Bolton and 8.1 miles north of Wigan. The wealth of this country is due to the cotton industry.

History:

In 1970, this city had factory chimneys but now they are destroyed. According to 2011 census, this area had a population of 34,667. It did not get its place in Domesday Book even as it is considered as twelve Berewicks in Leyland hundred. In mid-thirteenth century, it appeared in historical records around 1250.

St Laurence’s Church is the oldest building in Chorley. It has appeared in historical records after its creation. In the 12th century, the people believe that the church is named after Saint Laurence who was an Irish Saint. The bones of Saint Laurence were given to the church by Sir Rowland Standish. The industry revolution helps it to gain wealth like other Lancashire towns. This city had various cotton mills till the 20th century. During the period of the 1950s and 2000s, the mills were demolished. In 20th0s2009, the last mill named as Lawrence’s Mill which stops producing textiles. During Second World War, this town played a major role, and it was home to Royal Ordnance Factory.

Economy:

The mining was the first industry in Lancashire, and its evidence can be seen by on outskirts of town. The Anglezarke Quarry mining is located between Horwich and Chorley. Remnants of mining include old railway bridge from Duxbury Mine on Wigan Lane. Later on, the Mining industry was replaced by Cotton Mills. Truck manufacturing was initiated from the neighbouring town of Leyland. During the Second World War, factory on Pilling Lane created military vehicles and tanks. Through the 20th century, Chorley lost much of its manufacturing capacity. Also, it lost its complete disappearance of coal, textiles, armaments industries and motor vehicles.

Companies that are located in Borough are: