SIX SIGMA AND LEAN SIX SIGMA Programme Director U Dinesh Kumar 9 - 11 August, 2011 Six Sigma is a problem solving methodology. Six Sigma provides a systematic framework for understanding the problems faced by corporate and generating solutions to either solve or reduce the impact of these problems by improving the underlying processes. A recent study by DynCorp has revealed that Six Sigma has clearly emerged as the most effective quality improvement technique in the history. Six Sigma helps you to manage process variations through a set of tools and techniques and work systematically towards reducing the defects in the process. Although Six Sigma originated in the manufacturing industry to reduce the wastes due to manufacturing process deficiencies, it is now used by almost all the industries including service industries such as health care management. Pioneered at Motorola in the mid-1980s, Six sigma targeted the production processes with an objective to eliminate waste. Motorola became the one of first companies to win the prestigious Malcolm Baldrige National Quality Award 1988 for its contribution to Quality. In the mid-1990s, Jack Welch, the then Chief Executive Office of the General Electric (GE) proclaimed that GE was making great savings through Six Sigma strategy. During the first five years of the program, the company increased its productivity gains by over 266% and improved operating margins from 14.4% to 18.4%. Other major American firms then became Six Sigma devotees. Impressive business performance was achieved by companies like Motorola, General Electric, Black and Decker, Honeywell, ABB and Bombardier can be attributed to Six Sigma strategy. The concept of lean thinking ensures reduction of wastage in the process by eliminating non-value adding activities. The synergy between Six Sigma and makes the process efficient and effective. Implementation of Six Sigma and Lean Six Sigma requires extensive knowledge on quantitative techniques and management strategies. Based on the Six Sigma skill level, resource persons in Six Sigma are called Six Sigma Green Belt, Six Sigma Black Belt and Six Sigma Master Black Belt. The objective of this course is to provide Six Sigma Green Belt training and Lean Six Sigma. Green Belts play a crucial role in Six Sigma projects to improve business processes. Objectives • The course is designed to develop Six Sigma Green Belt skills among partici- pants. Specific objectives of the course include: • To provide overview of Six Sigma Methodology and its applications to various industries. • Improving business performance through Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC methodology.) • Introduce tools and techniques required for Six Sigma Green Belt. • Apply Six Sigma tools to real life problems to achieve performance improvement. • Ensure that the participants acquire skills required for Six Sigma Green Belt. • Introduce the concept of Design for Six Sigma and its application to new product development. • To provide an overview of lean Six Sigma. Contents • Fundamental concepts in Six Sigma. • Six Sigma and process capability. • Concept of Yield, Defects Per Million Opportunities (DPMO), and Sigma Quality Level. • Six Sigma Methodology: Define, Measure, Analyze, Improve, and Control (DMAIC) Procedure. • Six Sigma Project Selection and Project Planning. • Process Performance Metrics. • Six Sigma Tool Box • Basic quality tools. • Cost of poor quality (CoPQ). • Process mapping and SIPOC. • Voice of customer and Qu ality Function Deployment. • Analytic Hierarch Process. • Failure Modes Effects and Criticality. • Root Cause Analysis and 5 Whys • Data Mining tools (multiple regression and logistic regression) • TRIZ • Implementation of through DMAIC methodology. • Design for Six Sigma (DFSS). • DMADV methodology. • Lean Six Sigma. • Value stream mapping. • Roles and Responsibilities of Six Sigma Green Belt. Target Participants’ Profile Management executives responsible for business process improvement. Engineers and technicians empowered with improving effectiveness of manufacturing and service business processes. PROGRAMME DIRECTOR U Dinesh Kumar Quantitative Methods and Information Systems Group Professor Dr. U Dinesh Kumar is a Professor in Quantitative Methods and Information Systems at Indian Institute of Manage- ment Bangalore. He is currently the chairman of Research and Publications at IIM Bangalore. U Dinesh Kumar holds a Ph.D. in Mathematics from IIT Bombay and M.Sc. in Applied Sciences (Operations Research) from P.S.G. College of Technology, Coimbatore. Dr Dinesh Kumar has over 11 years of teaching and research experience. Prior to joining IIM Bangalore, Dr Dinesh Kumar has worked at several reputed Institutes across the world including Stevens Institute of Technology, USA; University of Exeter, UK; University of Toronto, Canada; Federal Institute of Technology, Zurich, Switzerland; Queensland University of Technology, Australia; Australian National University, Australia and the Indian Institute of Management Calcutta. Dr. U D Kumar’s research interests include Business Analytics, Defence logistics, Reliability, Maintainability, Logistics support, Spare parts provisioning, Six Sigma, supply chain architecture, decision making and systems thinking. Dr Dinesh Kumar has written two books and over 50 articles in refereed International journals. Dr Dinesh Kumar is the Associate Editor of the Journal OPSEARCH, the Journal of Operational Research Society of India. He is also the editorial member of the Journal Risk and Reliability published by the Institution of Mechanical Engineers (IMechE), UK and ad-hoc referee for several International journals in Operations Research and Systems Engineering. Dr. U D Kumar serves as an academic council member of Anna University Trichy and member of board of studies of MBA programme of Anna University, Trichy. Dr Dinesh Kumar was awarded the best young teacher award by the Association of Indian Management Schools for the year 2003. Email: [email protected] EXECUTIVE EDUCATION PROGRAMMES IIMB EXECUTIVE EDUCATION PROGRAMME Pedagogy Using interactive lectures and case discussions the participants will be introduced to basic concepts in Six Sigma and its role in business process improvement. The pedagogy is designed to provide depth and breadth of Six Sigma Green Belt tool set.
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SIX SIGMA AND LEAN SIX SIGMAProgramme DirectorU Dinesh Kumar
9 - 11 August, 2011
Six Sigma is a problem solving methodology. Six Sigma provides a systematic framework for understanding the problems faced by corporate and generating solutions to either solve or reduce the impact of these problems by improving the underlying processes. A recent study by DynCorp has revealed that Six Sigma has clearly emerged as the most effective quality improvement technique in the history. Six Sigma helps you to manage process variations through a set of tools and techniques and work systematically towards reducing the defects in the process. Although Six Sigma originated in the manufacturing industry to reduce the wastes due to manufacturing process deficiencies, it is now used by almost all the industries including service industries such as health care management.
Pioneered at Motorola in the mid-1980s, Six sigma targeted the production processes with an objective to eliminate waste. Motorola became the one of first companies to win the prestigious Malcolm Baldrige National Quality Award 1988 for its contribution to Quality. In the mid-1990s, Jack Welch, the then Chief Executive Office of the General Electric (GE) proclaimed that GE was making great savings through Six Sigma strategy. During the first five years of the program, the company increased its productivity gains by over 266% and improved operating margins from 14.4% to 18.4%. Other major American firms then became Six Sigma devotees. Impressive business performance was achieved by companies like Motorola, General Electric, Black and Decker, Honeywell, ABB and Bombardier can be attributed to Six Sigma strategy.
The concept of lean thinking ensures reduction of wastage in the process by eliminating non-value adding activities. The synergy between Six Sigma and makes the process efficient and effective. Implementation of Six Sigma and Lean Six Sigma requires extensive knowledge on quantitative techniques and management strategies. Based on the Six Sigma skill level, resource persons in Six Sigma are called Six Sigma Green Belt, Six Sigma Black Belt and Six Sigma Master Black Belt. The objective of this course is to provide Six Sigma Green Belt training and Lean Six Sigma. Green Belts play a crucial role in Six Sigma projects to improve business processes.
Objectives• The course is designed to develop Six
Sigma Green Belt skills among partici-pants.
Specific objectives of the course include:
• To provide overview of Six Sigma Methodology and its applications to various industries.
• Improving business performance through Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC methodology.)
• Introduce tools and techniques required for Six Sigma Green Belt.
• Apply Six Sigma tools to real life problems to achieve performance improvement.
• Ensure that the participants acquire skills required for Six Sigma Green Belt.
• Introduce the concept of Design for Six Sigma and its application to new product development.
• To provide an overview of lean Six Sigma.
Contents• Fundamental concepts in Six Sigma.
• Six Sigma and process capability.
• Concept of Yield, Defects Per Million Opportunities (DPMO), and Sigma Quality Level.
• Six Sigma Methodology: Define, Measure, Analyze, Improve, and Control (DMAIC) Procedure.
• Six Sigma Project Selection and Project Planning.
• Process Performance Metrics.
• Six Sigma Tool Box
• Basic quality tools.
• Cost of poor quality (CoPQ).
• Process mapping and SIPOC.
• Voice of customer and Qu ality Function Deployment.
• Analytic Hierarch Process.
• Failure Modes Effects and Criticality.
• Root Cause Analysis and 5 Whys
• Data Mining tools (multiple regression and logistic regression)
• TRIZ
• Implementation of through DMAIC methodology.
• Design for Six Sigma (DFSS).
• DMADV methodology.
• Lean Six Sigma.
• Value stream mapping.
• Roles and Responsibilities of Six Sigma Green Belt.
Target Participants’ ProfileManagement executives responsible for business process improvement. Engineers and technicians empowered with improving effectiveness of manufacturing and service business processes.
PROGRAMME DIRECTOR
U Dinesh KumarQuantitative Methods and Information Systems Group
Professor Dr. U Dinesh Kumar is a Professor in Quantitative Methods and Information Systems at Indian Institute of Manage-ment Bangalore. He is currently the chairman of Research and Publications at IIM Bangalore. U Dinesh Kumar holds a Ph.D. in Mathematics from IIT Bombay and M.Sc. in Applied Sciences (Operations Research) from P.S.G. College of Technology, Coimbatore. Dr Dinesh Kumar has over 11 years of teaching and research experience. Prior to joining IIM Bangalore, Dr Dinesh Kumar has worked at several reputed Institutes across the world including Stevens Institute of Technology, USA; University of Exeter, UK; University of Toronto, Canada; Federal Institute of Technology, Zurich, Switzerland; Queensland University of Technology, Australia; Australian National University, Australia and the Indian Institute of Management Calcutta.
Dr. U D Kumar’s research interests include Business Analytics, Defence logistics, Reliability, Maintainability, Logistics support, Spare parts provisioning, Six Sigma, supply chain architecture, decision making and systems thinking. Dr Dinesh Kumar has written two books and over 50 articles in refereed International journals. Dr Dinesh Kumar is the Associate Editor of the Journal OPSEARCH, the Journal of Operational Research Society of India. He is also the editorial member of the Journal Risk and Reliability published by the Institution of Mechanical Engineers (IMechE), UK and ad-hoc referee for several International journals in Operations Research and Systems Engineering.
Dr. U D Kumar serves as an academic council member of Anna University Trichy and member of board of studies of MBA programme of Anna University, Trichy. Dr Dinesh Kumar was awarded the best young teacher award by the Association of Indian Management Schools for the year 2003.
Email: [email protected]
EXECUTIVE EDUCATION PROGRAMMESIIMB
EXECUTIVEEDUCATION PROGRAMME
PedagogyUsing interactive lectures and case discussions the participants will be introduced to basic concepts in Six Sigma and its role in business process improvement. The pedagogy is designed to provide depth and breadth of Six Sigma Green Belt tool set.
The Indian Institute of Management Bangalore (IIMB) has been recognized as the No. 1 Business School in Central Asia by Eduniversal, a French Consultancy Group for three consecutive years. IIMB has obtained the European Quality Improvement System (EQUIS) accreditation awarded by the European Founda-tion for Management Education (EFMD). Established in 1973, IIMB today offers a range of post-graduate and doctoral level courses as well as executive education programmes. With a faculty body from amongst the best universities worldwide, IIMB is fast emerg-ing as a leader in the area of management research, education and consulting. IIMB’s distinctive feature is the strong focus on leader-ship and entrepreneurial skills that are necessary to succeed in today’s dynamic business environment.
Executive Education at IIMBExecutive Education at IIMB is designed to offer “Next Generation” programmes focused on the development of practicing managers and professionals. Our programmes seek to enhance competence in critical thinking, analysis, decision making and communication in a global business environment. In order to provide sharp focus, IIMB Executive Education Programmes are consciously designed only for executives and managers in senior and middle level management. A certificate of participation will be awarded by IIMB to participants attending these programmes.
To cater to the needs of industry and practicing managers, IIMB offers a variety of programmes:
Open Programmes, which are a mix of general management and specialized programmes based on faculty research and expertise across various disciplines. These are open to participants from different organizations. General management open programmes are designed to integrate knowledge from diverse functional areas
into overall organizational strategy and develop the participant’s general management skills. Specialized programmes focus on updating and refining the skills of functional specialists. In open programmes, participant diversity contributes significantly to cross-learning and provides continuing networking opportunities beyond the classroom. These programmes are held at IIMB campus.
For more information on IIMB Open Programmes, please write to [email protected]
Customized Programmes offered by the Institute are designed to meet the specific training needs of client organizations. The Institute partners with client organizations to understand their needs and designs courses specific to them. ‘Action Learning’ is one of the distinctive elements of the programmes we design and conduct for corporate partners, in which company personnel study live challenges facing the company and generate solutions under the guidance of the institute faculty. The purpose of Action Learn-ing is to achieve simultaneous individual as well as organizational learning with a view to make things happen post-training.
For more information on IIMB CustomizedProgrammes, please write to [email protected]
International Programmes are open / customized programmes that provide a platform for experiential learning and interaction in a global milieu. These programmes are offered by IIMB in partnership with leading international schools and many provide the opportunity to study abroad, providing diversity as well as access to global manag-ers.
For more information on our InternationalProgrammes, please write to us [email protected]
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