GS044 Green Belt Flyer AW - AMRC Training Centre...2. Lead project teams and meet objectives on time and in full as defined. 3. Recognise the need to sustain project results and practical

Continuous Improvement Green Belt

Engineering the Next Generation

A fi ve day open or bespoke course designed to build upon the continuous improvement skills developed in the introduction and Yellow Belttraining programmes.

Find out more. For further information please contact:T: 0114 222 9958 E: [email protected] W: www.amrctraining.co.uk

EUROPEAN UNIONInvesting in Your FutureEuropean RegionalDevelopment Fund 2007-13

5 DAYCOURSEOr Bespoke

Continuous Improvement Green Belt

Delegates will gain new core skills in statistical knowledge and learn how to apply the existing and new skillset within the framework of DMAIC.

This comprehensive training programme will allow you to develop your key employees to lead all aspects of the change management programme and generating real ‘bottom line’ savings. This enhanced learning will develop the leadership skills of the delegates so that they can support the programme champion in the continued drive for focusing the business on the needs of the customer.

T: 0114 222 9958 E: [email protected] W: www.amrctraining.co.uk

Who Should AttendDirectors, senior managers, supervisors, functional leaders and front line employees who wish to develop both leadership/management skills and mastery over the technical techniques by leading ‘day to day’ DMAIC projects with cross functional teams.

Individuals successful at this level should be seen as the future leaders of the organisation as they are able to demonstrate defined cross functional projects that have developed results as defined.

Course AimsThis five-day class based course has been developed to provide practitioners with practical tools and techniques to make immediate changes to the issues that impact them directly.

The goals for this training are to:

1. Understand DMAIC and how to manage structured projects within this framework methodology.

2. Lead project teams and meet objectives on time and in full as defined.

3. Recognise the need to sustain project results and practical tools to ensure that they are controlled.

4. Prepare the delegates for project leadership by ensuring they have the knowledge, skills, experience and behavioural competencies needed to deliver the full range of continuous improvement activities within the business.

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Overview

• Hard and soft management skills related to change management

• Lean and Six Sigma tools and techniques to be applied within the DMAIC methodology

• Case study to demonstrate practical use of tools and techniques

Management andleadership skills

• Differences between management and leadership

• Recognising change and the stages of change

• Organisational roadblocks and how to manage them

• Stakeholder management and how to recognise power and infl uencers

• Managing meetings

• Team management - Formation - Motivation - Time management - Performance evaluation

• Need for gate review and monitoring of progress

Enterprise wide deployment

• History of continuous improvement

• Value and foundations of Lean and Six Sigma and how they integrate

• Value of Theory of Constraints and how it mirrors other methodologies

• Value of PDCA

• Critical to quality (CTQ) requirements

• Value stream mapping (VSM)

Defi ne phase

• VOC and VOP

• What constitutes a Lean Six Sigma project – Selecting projects

• Project charter

• Project tracking

• Time management

• SIPOC

• Business case

• 8 wastes

• Risk analysis and mitigation

• Dashboard reporting – KPI’s

• Critical lean defi nitions

• GEMBA

Measure phase

• Process mapping

• PGA – histograms, Pareto’s law and how to analyse

• Data collection – visual and tools

• Measurement System Evaluation (MSE)

• Basic statistics

• Process capability

• Affi nity diagrams, spaghetti diagram & product families analysis

• 8D analysis

Analyse phase

• Root cause analysis – 5 whys, fi shbone

• Failure modes and effects analysis (FMEA)

• Single minute exchange of dies (SMED)

• Hidden factory – RFT %

• Production levelling

Control phase

• Control plans

• Statistical process control (SPC)

• Control chart section

• Control chart analysis – ImR, xbarR etc.

• Sampling sizes

• Lessons learned

• Training plan

• Gate reviews

• Visual factory

• Importance of transferring ownership

• Financial and on-going reviews

How to apply skills developed

• Recognise team and how to infl uence stakeholders

• Balance between people and process

• Value of hoisin planning

• Overview on making the program successful

Learning outcomes

• How to lead projects allocated by champion

• Provide ‘hard’ and ‘soft’ skills to create and manage a cross functional team with the focus of meeting the objectives of the project charter

• Understanding of SPC and how to react to ‘in control’ or ‘out of control’ conditions

• Practical demonstration of how to apply the tools and techniques by you and your teams

AMRC Training CentreAdvanced Manufacturing ParkOff Highfi eld SpringRotherham, S60 5BL

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Find out more. For further information please contact:T: 0114 222 9958 E: [email protected] W: www.amrctraining.co.uk

Engineering the Next Generation

GS044

• Executive Introduction to Continuous Improvement

• Yellow Belt

• Value Stream Mapping

• Introduction to Lean Thinking

• Measurement System Evaluation (MSE)

• Programme Champion/Sponsor

• Kaizen Facilitators

• Finance for Non-Finance Staff

Other Continuous Improvement courses