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    Business Process Improvement Using Lean Six Sigma and Performance Metrics

    Learn about the quality improvement process, change management, and lean Six Sigma methodology

    Improve your organization's processes while earning AMA PRA Category 1 credits™. This course is also PMI and IIBA certified.

    This course was previously titled Accelerated Six Sigma. When you have successfully completed this course and its exam, you will be Six Sigma Yellow Belt certified.

    Are complex problems bogging down your business? Are redundant and inaccurate data systems making life miserable for you and your customers? Take the first step toward an integrated approach to complex business problem solving. This foundation course in Six Sigma uses a data-driven, scientific method-based, step-by-step approach that can create dramatic performance improvements for your organization. Case examples in service, healthcare, and manufacturing will be examined. 

    After completing this course and its exam, you will be Six Sigma Yellow Belt certified. Health care professionals: this course can be used as a CME activity.

    Work on your own Six Sigma project during class

    In this course, you will practice and use Six Sigma methods to help radically improve your own business processes so you will be able to go back and immediately implement breakthrough improvements in your own organization. Bring your quality, cost and response time challenges to this course and leave with the ability to successfully deal with those issues. We will break down the problem and work on it throughout the course.

    Who should attend?

    This course is helpful for both individuals and teams. Teams benefit from practicing together with the tools and techniques.

    • Department heads
    • Operations managers and supervisors
    • Business process improvement teams
    • Project managers
    • Business analysts 

    You’ll learn to:

    • Use Six Sigma tools to achieve breakthroughs in quality and cost reduction
    • Reduce or elliminate time-based inefficiencies in transactional processes
    • Achieve both bottom-line and “soft” cost savings
    • Gain a full understanding of what Six Sigma is and how to implement it through the DMAIC model
    • Learn methods to break down your most difficult processes and rebuild them with less variance and waste
    • Learn how to integrate Six Sigma with waste elimination, the basis of Lean models
    • Communicate the value of your Six Sigma process improvements to gain buy-in from both upper management and staff
    • Overcome the barriers to process optimization

    YOU are the course content!

    As soon as you register, start thinking about the processes you’d like to improve in your own organization. Bring these to the class…and leave with specific solutions in hand for immediate ROI.

    Agenda

    Overview
    • Examples of Six Sigma in action
    • What Is a Process
    • History of Lean Six Sigma
    • The DMAIC methodology
    • Belting levels: Yellow Belt, Green Belt, Black Belt
    • What makes for a good process improvement project
    • Project selection techniques
    • Where does organizational change management fit in the DMAIC

    Define

    • Project charter
    • Stretch goals
    • Voice of Customer (VOC) analysis
    • Converting VOC to Critical to Quality (CTQ) statements
    • Input, Output, Customer and Supplier Metrics
    • Process Mapping
    • SIPOC Diagrams
    • Swimlane diagrams
    • Gemba walks
    • Introduction to Lean waste identification
    • Cost of Quality (COQ)
    • Traps and pitfalls of the Define phase
    Measure
    • Multi-level process mapping
    • Capturing waste in process maps
    • Lead time, cycle time, and value creating time in maps
    • Value Stream Mapping (VSM)
    • Sources for data collection
    • Data types: discrete vs continuous
    • Sample size calculations
    • Operational definitions
    • Seven quality tools
    • Checksheets
    • Travelers
    • Pareto analysis
    • Fishbone diagrams
    • Introduction to the business statistics used in Lean Six Sigma
    • Variation, standard deviation, mean, median, mode
    • Distribution models and the normal curve
    • What's a sigma and is 6 sigma required for my process?
    • Defects Per Million Operations (DPMO)
    • Measurement plans
    • Traps and pitfalls of the Measure phase

    Analyze

    • Customer specifications and the normal curve
    • Process capability
    • Process baselining
    • Root cause analysis
    • 5-Why analysis
    • Cause and Effect diagramming
    • Process variation analysis
    • Confirming root causes with data
    • Additional statistical tools that can be used in the Analyze phase
    • Traps and pitfalls of the Analyze phase

    Improve

    • Creativity
    • Divergent to convergent idea generation
    • Brainstorming traps
    • Brainstorming ignitors
    • Idea float-downs
    • Lean techniques for improvement
    • Wait line considerations
    • Prioritizing and scoring the solution set
    • De-risking the solution set
    • Failure Modes Effects Analysis (FMEA)
    • Future state process mapping
    • Implementation options and plan writing
    • Where is project management in the implementation plan
    • Traps and pitfalls of the Improve phase

    Control

    • Tools to sustain gains other than Statistical Process Control (SPC)
    • Creating standard work plans
    • Developing training plans
    • Introduction to SPC - run and control charts
    • Types of control charts for various data and process environments
    • Review of organizational change management drivers that affect projects
    • Traps and pitfalls of the Control phase
    Putting it into Action
    • The Full Implementation Process
    • Piloting Your Six Sigma Effort
    • Change Leadership
    • How and Where Should We Start Our Six Sigma Effort?
    • Six Sigma Organizational Integration Questions
    • Concerns About Six Sigma
    • Barriers to Implementing Six Sigma and Process Redesign
    • Keys to Six Sigma Success

    Scott Converse

    Scott Converse is the director of project management and process improvement programs for the Wisconsin School of Business. He has developed courses for and has expertise in the areas of project management, portfolio management, technology project implementation, process improvement, Six Sigma, business statistics, data analysis, and data mining.

    TARGET AUDIENCE

    This program was designed to meet the needs of healthcare and other business professionals who serve as department heads, operations managers and/or supervisors, business process improvement teams, and/or project managers and are in a position to make decisions about and changes to current processes.

    OVERALL OBJECTIVE

    In this course, you will practice and use Six Sigma methods, tools, and techniques to help radically improve business (and other) processes so you will be able to go back and immediately implement breakthrough improvements in your own organization. Bring your quality, cost, and response time challenges to this course and leave with the ability to successfully deal with those issues. We will break down the problem and work on it throughout the course.

    LEARNING OBJECTIVES

    At the conclusion of this educational activity, participants should be able to:

  • Use Six Sigma tools to achieve breakthroughs in quality and cost reduction
  • Reduce or elliminate time-based inefficiencies in transactional processes
  • Achieve both bottom-line and “soft” cost savings
  • Gain a full understanding of what Six Sigma is and how to implement it through the DMAIC model
  • Learn methods to break down your most difficult processes and rebuild them with less variance and waste
  • Learn how to integrate Six Sigma with waste elimination, the basis of Lean models
  • Communicate the value of your Six Sigma process improvements to gain buy-in from both upper management and staff
  • Overcome the barriers to process optimization

    • ELEMENTS OF COMPETENCE

    This CME activity has been designed to change learner knowledge and competence focusing on the American Board of Medical Specialties areas of systems-based practice and practice-based learning and improvement.

    ACCREDITATION STATEMENT

    This activity has been planned and implemented in accordance with the Essential Areas and policies of the Accreditation Council for Continuing Medical Education through the joint sponsorship of the University of Wisconsin-Madison School of Medicine and Public Health and the University of Wisconsin-Madison School of Business. The University of Wisconsin School of Medicine and Public Health is accredited by the ACCME to provide continuing medical education for physicians.

    CREDIT DESIGNATION STATEMENT

    The University of Wisconsin School of Medicine and Public Health designates this live activity for a maximum of 19.5 AMA PRA Category 1 CreditsTM.  Physicians should claim only the credit commensurate with the extent of their participation in the activity.

    CONTINUING EDUCATION UNITS

    The University of Wisconsin-Madison, as a member of the University Continuing Education Association (UCEA), authorizes this course for 2.1 continuing education units (CEUs) or 21 hours.

    EDUCATIONAL REVIEWER

    George C. Mejicano, MD, MS
    Associate Dean of Continuing Professional Development
    School of Medicine and Public Health
    University of Wisconsin-Madison

    PLANNERS

    Scott Converse
    Director, Project Management, Business Analysis and Six Sigma Programs
    Wisconsin School of Business
    Madison, WI

    Teena Nelson, MHA
    University of Wisconsin School of Medicine and Public Health
    Office of Continuing Professional Development
    Madison, WI

    POLICY ON DISCLOSURE

    It is the policy of the University of Wisconsin School of Medicine and Public Health that the faculty, authors, planners, and other persons who may influence content of this CME activity disclose all relevant financial relationships with commercial interests* in order to allow CME staff to identify and resolve any potential conflicts of interest. Faculty must also disclose any planned discussions of unlabeled/unapproved uses of drugs or devices during their presentation(s). For this educational activity all conflicts of interests have been resolved and detailed disclosures are listed below:

    Name

    Financial Relationship Disclosures

    Discussion of Unlabeled/

    Unapproved Uses of Drugs/

    Devices in Presentation?

    Scott Converse

    No Financial Relationships to Disclose

    No

    Teena Nelson, MHA

    No Financial Relationships to Disclose

    No

    Patti Reigstad

    No Financial Relationships to Disclose

    No

    George Mejicano, MD, MS

    No Financial Relationships to Disclose

    No

    * The ACCME defines a commercial interest as any entity producing, marketing, re-selling, or distributing health care goods or services consumed by, or used on, patients. The ACCME does not consider providers of clinical service directly to patients to be commercial interests.