ToC 206
Why Six Sigma with an emphasis on Lean & the Theory of Constraints?  First, it is a Six Sigma Black Belt certification program. But foremost, we have incorporated a significant addition that provides a viable approach for problem solving in any for-profit organization in either manufacturing or service organizations, large or small. Six Sigma and lean principles and all the processes and tools are introduced and emphasized throughout our program.
 
The real advancement of these two philosophies and meshing them into one is another critical ingredient to make a firm truly successful. That important ingredient is presently called the Thinking Processes (TP) or the Theory of Constraints (TOC) which, among its many contributions, provides the financial, accounting, and productivity measuring needed for a successful integration of the Six Sigma and Lean programs.
 
Modules:
 
1. Introduction
The Philosophy
Why Six Sigma, Lean, TOC as One?
History of the Quality Improvement Initiatives
What Went Wrong?
The 12 Axioms
The Importance of a System Management Focus
Why Our Present Company Structures of Line Responsibilities
Impede Progress and Change
Today's Focus Is on the Customer, but Not Really?

2. The Breakthrough in Improvement;
Quality Initiatives
Deming and Profound Knowledge
The Management to Leadership Conversion
The Critical Measuring Paradigm
The Receivables, Inventory, Payables Impediments
Excess Capacity Measuring and Overproduction
The Truth About Retooling
Constant Improvement?Kaizen
Just-in-Time and Lean
The Lean Paradigm?Eliminating All Waste, Muda
Cellular Concepts
The Constraints in a System
The Red X Theory
Kaizen-Six Sigma Projects

3. Problem Resolution
What Is a Problem?
How to Define a Problem
Benchmarking
A Problem Exercise, Both Internal and External Problems
Taguchi Design Concept

4. The Six Sigma Approach
Process or System?
DMAIC
DMADV
SIPOC
The Operation Process
The Design Contribution
The Control Decisions

5. Define
Baseline Measuring
The Charter
The Roles of the Team
Tollgates
Voice of the Customer (VOC)
The Kano Model
The Discovery Sheet
The Current Reality Tree
The Evaporating Clouds
Quality Function Deployment?House of Quality
The Flow Chart
CPM, PERT, Gantt
7M Tools
Stakeholder Analysis
The Completion Checklist
Hidden Factory 6. Measure
Root Mean Square Deviation
Root Mean Standard Deviation
The SPC Tools
The Pareto Diagram
Check Sheets
The Ishikawa Diagram?Fishbone
Histograms
Stem and Leaf
Scatter Diagrams
Flow Charts
Control Charts
Box Plots
Stratification
Brainstorming
  A. Conventional
  B. Unconventional
  C. 5-3-1
Easy-to-Understand Labs
Sampling
Sampling Techniques
Confidence Intervals
Hypothesis Testing
Control Charts
Correlation Analysis
Regression Analysis
Design of Experiment
Analysis of Variance
Threads of Similarity

7. Analyze
Failure Modes
Statistical Results and Analysis
Capability Measure
Yield Measurements
Six Sigma Measuring
  A. Basic
  B. Advanced
EWMA Charts
Process Capability Analysis
Rolled Throughput Yield
Normalize Yields and Sigma Level
Scatter Plots
Chi-square
Regression Models

8. Improvement
The Buy-in Dilemma
Update Charter
Management Support
FMEA
Design of Experiment
Prerequisite Trees
Future Reality Trees
SMED

9. Control?To Hold the Gains
Standard Operating Procedures
Updates
Team Leaders
Project Teams
Self-Inspection
Sensory Inspection
Total Preventive Maintenance (TPM)
Total Production Maintenance (TPM)
5S Revisited
Registration
Please Call: 435.225.3700
Control-Point-Technologies.com