The Yellow Belt Lean Six Sigma Body of Knowledge is an assembly of a comprehensive set of topics and subject matters that are intended to be representations of the universally and commonly accepted, minimum competencies and core proficiencies requisite of Lean Six Sigma Yellow Belts.
This well-established knowledge is diversely recognized as a relevant and practical version of the knowledge expectations of Lean Six Sigma Yellow Belt. It consists of the primary sections of Define, Measure, Analyse, Improve and Control, which are each broken down into sub-categories consisting of individual subject matter topics.
This program is designed to enable participants to learn Six Sigma fundamentals, and to use it in a practical situation such as Research and Development, Process Optimization and other possible applications.
Here are the learning objectives for the two days training program; after completing this program, participants will be able to:
- Understand the benefits and implications of a Six Sigma program, and relate Six Sigma concepts to the overall business mission and objectives
- Think about your organization as a collection of processes, with inputs that determine the output.
- Use the concept of a Sigma Level to evaluate the capability of a process or organization
- Recognize the five-step D-M-A-I-C model used to improve processes
- Recognize the organizational factors that are necessary groundwork for a successful Six Sigma program.
Who Must Attend
Process Engineers, R & D Engineers/Scientist, and another technical based individual, working on process improvement.
5 DAYS COURSE SYLLABUS
MODULE 1: THE BASICS OF SIX SIGMA
i) Meanings of Six Sigma
ii) General History of Six Sigma & Continuous Improvement
iii) Deliverables of a Lean Six Sigma Project
iv) The Problem Solving Strategy Y= f(x)
v) Voice of the Customer, Business and Employee
vi) Six Sigma Roles & Responsibilities
MODULE 2: THE FUNDAMENTALS OF SIX SIGMA
i) Defining a Process
ii) Critical to Quality Characteristics (CTQ’s)
iii) Cost of Poor Quality (COPQ)
iv) Pareto Analysis (80:20 rule)
v) Basic Six Sigma Metrics including DPU, DPMO, FTY, RTY Cycle Time
MODULE 3: SELECTING LEAN SIX SIGMA PROJECTS
i) Building a Business Case & Project Charter
ii) Developing Project Metrics
iii) Financial Evaluation & Benefits Capture
MODULE 4: THE LEAN ENTERPRISE
i) Understanding Lean
ii) The History of Lean
iii)Lean & Six Sigma
iv) The Seven Elements of Waste Overproduction, Correction, Inventory, Motion, Overprocessing, Conveyance, Waiting.
v) 5S - Sort, Straighten, Shine, Standardize, Self-Discipline
MODULE 5: PROCESS DEFINITION
i) Cause & Effect / Fishbone Diagrams
ii) Process Mapping, SIPOC, Value Stream Map
iii) X-Y Diagram
iv) Failure Modes & Effects Analysis (FMEA)
MODULE 6: SIX SIGMA STATISTICS
i) Basic Statistics
ii) Descriptive Statistics
iii) Normal Distributions & Normality
iv) Graphical Analysis
MODULE 7: MEASUREMENT SYSTEM ANALYSIS
i) Precision & Accuracy
ii) Bias, Linearity & Stability
iii)Gage Repeatability & Reproducibility
iv) Variable & Attribute MSA
MODULE 8: PROCESS CAPABILITY
i) Capability Analysis
ii) Concept of Stability
iii)Attribute & Discrete Capability
iv) Monitoring Techniques
a) Lean Controls
b) Control Methods for 5S
d) Poka-Yoke (Mistake Proofing)
SIX SIGMA CONTROL PLANS
a) Cost Benefit Analysis
b) Elements of the Control Plan
c) Elements of the Response Plan
Combination of classroom learning, group activities to reinforce learning concepts and a scriptless role play to test team dynamics, leadership and problem-solving skills.
Senior Technical Trainer
Bachelor Engineering B.Eng. (Hons) U.M
Six Sigma Black Belt by Motorola University
Project Management Professional PMP©
Mr Venu has been working in Quality and Analytics field for about 12 years. Started is a career after completed his higher education in University Malaya majoring in Material Engineering, with Motorola Semiconductor in 2006. He is practicing Six Sigma Black Belt, with more than 15-year experience.
Obtaining is six sigma training with Motorola, he was not only well versed in the theoretical concept but the hands-on approach in solving complex problems, driving process improvement activities, and quality across an organization. In later part of his career, he was involved in Big data Analytics, and spend considerable time, on implementing Analytics Concepts, such as Artificial Intelligence on the Manufacturing process, automated decision making and predictive concept manufacturing. He is one of the chosen team to drive Industry 4.0 in Western Digital when the concept started in 2012.
His tenure in Western Digital marked the time where manufacturing process going through automation and data-driven decision making and relying less on human dependent manual labor. His participation in the Industrial 4.0 core team was instrumental to drive this change across an organization. His team was actively involved creating and implementing artificial modelling to reduce effort spend to find the root cause. This much relieved the engineers to focus more on actual improvement and another task instead of firefighting to find root causes.
In his working experience he was exposed to many real-life case studies in engineering and manufacturing. A part of his career, he has been involved actively in training organization in six sigma, process improvement, analytics and other related subjects for the last seven years. He is well versed in his subject matters and deeply passionate about sharing his knowledge with everyone. As a trainer, he truly understands the need for both quality and analytics and how to make both works supplementing each other to bring organization to the new industrial age.
Beside process improvement and analytics, he has also been actively involved in the ISO standard implementation and audit. He is familiar and working with ISO 9001, IATF 16949, ISO 45001, ISO 14001 and ISO17025. He has been a core tool adviser for IATF16949 during his work experience in automotive semiconductor and precision parts for manufacturing to automotive parts. He has been a risk management advisor for many ISO implementation in a various organization he served and his consulting role later.
In the non-technical area, he has been actively involved in the EICC committee, which later transformed as RBA and Business Social Compliance Initiative (BSCI). His in-depth knowledge in understanding the manufacturing process, able to translate into the insight on how to comply with the social requirement of the manufacturing process
List of clienteles:
- ST Micro
- Mitsubishi- include participants from Automotive