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Lean Six Sigma: Green Belt

COURSE TYPE

Intermediate

Course Number

3992

Duration

Multiple*

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The business world is highly focused on process improvement through reducing costs, increasing speed, and improving quality or customer satisfaction. This is true for virtually all business practices, including contract negotiation, purchasing, selling, marketing, and production. Launch yourself into this corporate world with a Lean Six Sigma Green Belt certification from Thayer School of Engineering at Dartmouth.

Your Lean Six Sigma skill set will include root cause analysis, process mapping, statistical process control, design of experiments, and a variety of other useful process calculations, allowing you to bring expertise to any field or discipline. The PhD professors offer practical experience in guiding students through this workshop, assisting with the attendee case-study assignment.

Training accredited by Thayer School of Engineering at Dartmouth:

Professional certification is a process in which a person proves that he or she has the knowledge, as a basis, for performing a specific job. The proof comes in the form of a certification earned by passing quizzes, an exam, case studies, actual case or some combination of these items that are provided by an accredited organization. Accreditation is recognition that an educational institution has a certain standard of quality that other reputable organizations will honor. Without accreditation the certification provider may not provide the participant lasting value. Therefore, it is imperative that you receive your certification from a trusted, accredited institution. Dartmouth College, founded in 1769, is accredited by the Commission on Institutions of Higher Education (CIHE) of the New England Association of Schools and Colleges (NEASC). Accreditation is a non-governmental, non-profit, self-regulatory, peer review process based on rigorous standards.

Workshop Schedule:

*10 – (4-hour sessions); (2 sessions per week for 5 weeks), sessions run 10:00 am to 2:00 PM Eastern Time (approximately 40 hours of training) plus you must do one LSS case study, (approximately 40 hours homework). Please review the PDF for the Schedule options: Lean Six Sigma Green Belt Schedule

You Will Learn How To

  • Apply lean and six sigma tools within the context of DMAIC
  • Manage root cause analysis
  • Identify and eliminate waste through process mapping
  • Apply statistical analysis techniques
  • Improve team dynamics

Important Course Information

Who would benefit from this training?

Those individuals who can use basic statistics to assist a project team. This hands-on workshop is designed for Lean Six Sigma project team members.

Prerequisites

Participants are expected to have basic algebra capability. Yellow belt certification is not a requirement.

Course Materials

Students are highly recommended to have a copy of the Green Belt Course Manual, in either Paper or PDF copy, to use as reference.

Students will be provided with a PDF of the class materials.

All sessions are recorded, placed in a dropbox, and provided to participants for download to a computer in the event of a missed class or for review in the future.

Homework

Students must choose one case study (from manufacturing, financial, or healthcare) and complete it within 10 days of the last class (approx. 40 hours of homework). You will receive all case studies before the workshop begins, and will work on it over the duration of the training.

Software/Hardware

Minitab is used in this workshop. Minitab is available for free 30-day trial and must be run on a Windows PC.

A headset with microphone is required, as using built-in speakers/microphone causes echo issues. Headsets give participants complete interaction with the instructor and other students.

Exam Information: This take home exam is required. You must show your own original work on the exam and must work independently. Contact the instructor for help and guidance; do not contact other participants. You must complete the exam and email it to the instructor within 5 business days of the last session on day 10. Those who do not return the exam within 5 business days will not be eligible for the LSS Green Belt Certificate (NO EXCEPTIONS).

This is an open notes exam so you can use all of the material that the instructors have provided to you. The exam will be primarily question and answer format with some of the math that you have learned during the course. The exam should be completed in 8 to 12 hours. It is a pass/fail exam.

Certification Information

Dartmouth College, Thayer School of Engineering, will issue a certificate of completion, in PDF format, to participants who successfully complete the case study and pass the take home quiz.

Course Outline

  • Day 1

The Process / The Customers

  • What is a Process?
  • What Do Our Customers Want
  • Management, Core & Support Processes

Lean

  • Origins of Lean
  • What is Lean?
  • The 7 Wastes of Lean
  • Value Analysis
  • The Lessons of Lean
  • Analysis Tool: “Value-Add” Assessment
  • Takt Rate Analysis
  • Visible Workplace

Six Sigma Section

  • Six Sigma History
  • What is Six Sigma?
  • How Capable are your Products & Services
  • Why 99% Yield is Not Good Enough
  • Six (6) Causes of Variation

Lean Six Sigma Integration Section

  • What is Lean Six Sigma?
  • Why Combine Lean & Six Sigma?
The DMAIC Methodology (Define, Measure, Analyze, Improve, Control)
  • Funnel-Down Many Variables to the Critical Few!
  • High Level DMAIC Approach

Define

  • Define Activities and Tools
  • Project Charter Elements
  • Building an Opportunity or Problem Statement
  • Opportunity or Problem Statement Example #1
  • Opportunity or Problem Statement Example #2
  • Creating the SIPOC Map and Developing Metrics
  • Define Phase Completion Check
  • Day 2

The DMAIC Methodology (Continued) Measure

  • Measure Activities and Tools
  • Value Steam Map Example
  • Value Stream Map Symbols
  • Measure – What gets measured?

Analyze

  • Analyze Activities and Tools
  • Cause and Effect Diagram
  • How to Build a Cause and Effect Diagram
  • Cause and Effect Diagram Example
  • Pareto Chart

Improve

  • Improve Activities and Tools
  • Solution Plan
  • Solution Plan Example
  • Improve Completion Checks

Control

  • Control Activities and Tools
  • What is a Control / Response Plan?
  • Control / Response Plans Questions?
  • Control Completion Checks

Review & Questions

  • Day 3

Lean in Detail

Identifying & Evaluating Waste

  • Seven wastes
  • 5S
  • POKA YOKE

Flow

  • Definitions & Simulations
  • One-Piece Flow
  • Batch or Batch Processing
  • Considering Set-up & Machine Downtime

Level Loading

  • What is it?
  • How might you achieve level loading?

Push/Pull Systems/Lead Times

  • Push Definition and Example
  • Pull Definition and Example
  • Establishing Lead Times and setting Goals

Layout the Workflow

  • Functional Layout
  • Product Layout
  • Dedicated Work Cells

Sustaining Continuous Improvement

  • Day 4

Value Stream Mapping

Visual Management

  • Gemba

Types of Maps

  • Flowcharts (process maps)

Value Stream Mapping (VSM) Overview

  • What is a VSM?
  • When do you use a VSM?

VSM: Methods & Implementation

  • Symbols (Icons)
  • Steps to the Present State Map
  • The Data Box
  • Using Little’s Law
  • Push, Pull, KANBAN, FIFO
  • Steps to the Future State Map
  • Putting VSM to Work
  • Day 5

Math

  • Basic Algebra in Brief – A short refresher

Statistics Refresher & Minitab Introduction

  • Six Sigma symbols
  • Common and special cause variation
  • Variation and the normal curve
  • Day 6

Statistics Refresher & Minitab Introduction (continued)

  • Types of Data (Attribute, Variable (continuous))
  • Measures of Central Tendency
  • Concept of Standard Deviation
  • Process Capability: Cp and Cpk
  • Working with Minitab
  • Day 7

Statistics for Lean Six Sigma

Purpose(s) of Using Statistics

  • To Define a problem objectively and precisely
  • To make an inference about the population from a sample
  • To control a process
  • Learning to think statistically

Variation and the Normal Curve

  • The Concept of Variation
  • The Normal Curve
  • Population vs Sample
  • Central tendency
  • Poisson Distribution
  • Bi-nomial Distribution

Data and Variation

  • Drawing and using Histograms
  • Calculating cell intervals
  • Histogram analysis (random, capable, centered, acceptable process)
  • Day 8

Statistics for Lean Six Sigma

Measures of Central Tendency

  • Arithmetic Mean (average)
  • Media
  • Mode

Standard Deviation

  • Definition
  • The formula

Confidence interval of the mean

  • Numerous exercises
  • Hypothesis testing
  • Numerous exercises
  • Day 9

Statistical Process Control (SPC)

What is SPC and why use it?

  • Definition
  • Expected Variation (common cause)
  • Unexpected Variation (special cause)
  • Precision & Accuracy
  • Gage R&R analysis
  • SPC Charts
  • Purpose of a control chart
  • The control chart elements
  • X-bar charts (example)
  • R-bar charts
  • X-bar R charts
    •  UCL/LCL
    •  USL/LSL
  • Building an X-bar R chart (examples)
  • Interpreting a control chart
    • Shewhart Rules
  • Types of Data (attribute, variable)
  • Pareto Charts
  • Six Sigma (+/-6 standard deviations)
  • Why is standard deviation important (Cp & Cpk)?
  • Day 10

Introduction to Design of Experiments (DOE)

  • What is DOE and why use it?
  • DOE Size
  • Steps to Conducting a DOE
  • DOE Example(s) and Exercises using Minitab
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Training Hours

10 half day sessions (two 4hr sessions per week, for five weeks); 10:00 am - 2:00 pm Eastern Time

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