Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement

KAIZEN EVENT (Using Six Sigma to Deliver Rapid Results) – 3 DAYS

Why This Seminar?

This seminar is designed so that students can learn Lean Six Sigma in a 3-day Kaizen Event format with hands-on exercises and case studies in which the most successful tools of the Lean Six Sigma methodology are applied. Students will learn from a certified Lean Six Sigma Master Black Belt Instructor. This training is intense. Students will be under constant time pressure, just as in an actual Kaizen Event. In a simulated case study, students will be challenged to transform a company that is failing to meet customer needs and losing money into a business that meets customer needs and sustains a profit.

Audience

Leaders: Executives, Deployment Champions, and Project Sponsors who want to learn the Lean Six Sigma (LSS) in just 3 days. We will not PowerPoint you to sleep; you will learn by doing. Change Agents: Six Sigma Green Belts, Black Belts, and Master Black Belts seeking to add Lean and Kaizen Team Facilitation to their existing skill set. Students: Engineers, Business Management, Operations Management, and entrepreneur students seeking to add real business skills to your resume – skills that are in the highest demand by almost every business internationally.

Learning Outcomes

Upon completion, students will learn, by practice, how to:

• Participate as effective team members in Kaizen Events;
• Define team member roles and responsibilities within a LSS Kaizen Event;
• Use LSS terminology; • Use of common LSS tools and methods in a Kaizen Event, including DMAIC;
• Create a Kaizen Charter, including a problem statement that is linked to the Voice of the Customer;
• Develop visual tools to identify process input and output measures;
• Develop current state quality, speed, and financial metrics on a Value Stream Map;
• Build team buy-in and implement Quick Wins, under time pressures;
• Facilitate Value-Added Analysis, linking root causes to the process issue, with prioritization;
• Identify and implement solutions (Pilot and Full Implementation Plans) ;
• Write Process Control/Response/Escalation Plans;
• Use methods such as 5s, Setup Reduction, SIPOC, Takt Rate, Process Cycle Efficiency, Setup Reduction, Poka Yoke, Value-Add Analysis, A3 Reports, Voice of the Customer, Value Stream Maps, and more.

Outline

Day 1

8:00-8:30am: Welcome and Introductions
8:30-9:00am: Introduction to LSS Kaizen Event
9:00-9:30am: LSS Kaizen Event – Role Assignments
9:30-10:00am: LSS Kaizen Event – The Scenario
10:00-10:15am: Break
10:15-10:30am: LSS Kaizen Event – Test Round
10:30-11:00am: LSS Kaizen Event – The Current State
11:00-11:30am: LSS Kaizen Event – Baseline Metrics
11:30-12:00pm: LSS Kaizen Event – Define Phase
12:00-12:30pm: Lunch
12:30-1:00pm: LSS Kaizen Event – Define Phase (Continued)
1:00-1:30pm: Voice of the Customer (Team Prep)
1:30-2:00pm: Voice of the Customer (Role Play)
2:00-2:15pm: Break
2:15-2:45pm: LSS Kaizen Event – Measure Phase
2:45-3:00pm: Value Stream Map (Pre-work)
3:00-4:00pm: Value Stream Map (Current State Gemba)
4:00-4:15pm: Break
4:00-4:45pm: Process Constraints & Quick Wins
4:45-5:00pm: Wrap-up / B’s & C’s / Parking Lot
5:00-6:00pm: (Optional) Q&A with Master Black Belt

Day 2

8:00-8:30am: Debrief Day 1 (Q&A)
8:30-8:45am: LSS Kaizen Event – Quick Wins (Simulation)
8:45-9:00am: LSS Kaizen Event – Quick Win Results
9:00-9:45am: LSS Kaizen Event – Analyze Phase
9:45-10:00am: Break
10:00-11:00am: Value Stream Map – Value Added Analysis
11:00-11:30am: LSS Kaizen Event – Improve Phase
11:30-12:00pm: LSS Kaizen Event – Brainstorming Exercise
12:00-12:30pm: Lunch
12:30-1:30pm: LSS Kaizen Event – Implementing Change (Future State)
1:30-2:00pm: LSS Kaizen Event – Pilot (Simulation)
2:00-2:15pm: Break
2:15-2:45pm: LSS Kaizen Event – Full Change Implementation (PDCA)
2:45-3:00pm: LSS Kaizen Event – Implementation (Simulation)
3:00-4:00pm: LSS Kaizen Event – Improve Results
4:00-4:15pm: Break
4:00-4:45pm: LSS Kaizen Event – Control Phase
4:45-5:00pm: Wrap-up / B’s & C’s / Parking Lot
5:00-6:00pm: (Optional) Q&A with Master Black Belt

Day 3

8:00-8:30am: Debrief Day 2 (Q&A)
8:30-10:00am: LSS Kaizen Event – Overview
10:00 – 10:15am: Break
10:00-12:00pm: LSS Kaizen Event – Facilitation
12:00-12:30pm: Lunch 12:30-2:00pm: LSS Kaizen Event – 5Ss and Quick Wins
2:00-2:15pm: Break
2:15-3:00pm: LSS Kaizen Event – Pull Systems
3:00-4:00pm: LSS Kaizen Event – Value Steam Maps – Value Added Analysis
4:00-4:15pm: Break
4:00-4:30pm: LSS Kaizen Event – Team Facilitation Tools
4:30-5:00pm: Certificates / Wrap-up / B’s & C’s / Parking Lot

Handouts

• LSS Kaizen Event Certification showing 24 education hours and 2.4 Continuing Education Units that may be used toward university course credits or professional re-certifications, signed by your Master Black Belt Instructor
• Training Presentations:
–– The DMAIC Methodology (135 slides) ;
–– Kaizen Event Overview (58 slides) ;
–– Kaizen Event Line Balancing (48 slides) ;
–– Kaizen Event Pull Systems (60 slides) ;
–– Kaizen Event Team Facilitation (88 slides) ;
–– Kaizen Event Set-up Reduction (130 slides) ;
–– Kaizen Event Value-Added Analysis (40 slides) ;
–– Kaizen Event Value Stream Mapping (52 slides) ;
–– Kaizen Event 5Ss and Quick Wins (56 slides) • Tollgate Templates:
–– Define Phase (32 slides) ;
–– Measure Phase (38 slides) ;
–– Analyze Phase (32 slides) ;
–– Improve Phase (41 slides) ;
–– Control Phase (27 slides) ;
–– Executive Overview Case Study Report-out (13 slides).
• 100 Excel/Word/PowerPoint Kaizen Tool Templates
Takt Rate Calculator; Kaizen Event Lean Assessment; A3 Report; Kanban Calculator; Value Stream Map Plan; 8D Problem Solving Report; Set-up Reduction Forms; 5s Forms; Kaizen Budget Calculator; Communication Plan; Data Collection Plan; Control Charts; Multi-Generational Project Plan; Pareto Chart; RACI Template; Stakeholder Analysis; Influence Strategy, and many more.

 

Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement