Accelerated Six Sigma
Overview
- Standard Deviation
- Benefits of a Tight Distribution
- Impact of Various Sigma Levels
- DMAIC Process
- DMAIC Explained
- DMAIC Process Checklist
- Remarkable Leadership
- Lead Your Organization “Out of the Box” with Amplitude!TM
- Accelerating Six Sigma with Amplitude!TM
- The Full Implementation Process
- Ideal Way to Start
- Flexibility of Breakthrough Six Sigma
Breakthrough
- Business Strategy Drives Six Sigma
- What Is a Process?
- Four Levels of Business Processes
- Examples at Each Level
- Cost of Quality Iceberg
- Costs Magnify as They Go Downstream
- Some Parts of COQ Are Unavoidable
- Selecting the Process to Redesign
- Process Selection Grid
- How to Identify a Broken Process
- Select a Process That Is in Your Control
- Total Process Redesign
Define
- Facilitation Skills—A summary
- Team Charter
- Set Super Stretch Goals
- Example of a Team Charter
- “Voice of the Customer” (VOC)
- “Voice of Everyone” (VOE)
- Kano Model of VOC
- Customer Satisfaction Hierarchy
- Converting VOC to Critical-to-Quality’s (CTQs)
- Affinity Diagram
- VOC Tree Diagram
- Levels of Processes
- Flow Chart Symbols
- Macro Level
- Walk the Process
- SIPOC Diagrams
- Supplier Representations
- Creating Supplier Performance Measures
- Customer Report Card
- Everyone Is Both a Customer and a Supplier
- Advanced Define Tool: Quality Function Deployment (QFD)
- Customer Related Measures
- Additional Input, Process, and Output Variables
- Supplier Performance Measures
- Selecting Variables to Measure
Measure
- Flow Charting to Highlight the Cost of Quality
- Cost of Quality for a Process
- Calculating Quality Costs
- Detailed Process Mapping
- Functional-Activity Flow Chart
- Procedure for Making a Functional-Activity Flow Chart
- Identifying Frustrations and Creating the Idea Bin
- Sorting Through the Idea Bin
- Fishbone, Cause and Effect, or Ishikawa Diagram
- Checksheets
- Pareto Diagram
- Multivoting
- Fast Cycle Time
- Cycle Time Analysis
- Capturing Cycle, Process, and Wait Time
- Traveler
- Activity Based Costing Sheet
- Task and Procedure Flow Chart
- Task and Procedure Template
- Closed Loop Business System
- Discrete and Continuous Measures
- Measurement Process
- Stratified Sampling
- Gauge R&R
- Defects Per Opportunity
- Defects Per Million Opportunity
- What Is Meant by Six Sigma Products and Services
- Rolled Throughput Yield
- Project Story Board
Analyze
- Root Cause Analysis
- Logical Cause Analysis
- Finding Root Causes Requires Deep Thinking
- Narrowing Down the Root Causes
- Fast Cycle Time Causal Analysis
- Five Why Analysis
- Verify Root Causes with Data
- OFAT (one factor at a time) Design of Experiments (DOE)
- Process Variation Analysis
- Pareto Diagram
- Frequency Plots
- Domino’s Pizza Example
- Histograms
- Histogram Shapes You May Encounter
- Time Series Plot and Run Charts
- Scatter Plot
- Correlation Graph
Improve
- Creativity Crucial in Six Sigma
- Characteristics of Creative People
- Think Like a Genius
- Brainstorming
- Why Generate Many Ideas?
- Creativity-Conceiving the Ideal Process
- Sixteen Creativity Techniques for Designing the Ideal Process
- Thirty-Five Design Principles
- Lean Enterprise Approaches
- Failure Mode and Effects Analysis
- Make Wild Ideas Feasible and Design Preliminary Process Options
- Select Optimal Process
- Flow Chart Your New Final Process
- Develop a Proposal and a Plan
- Suggested Order in Which to Write Your Process Improvement Plan
- De-Risk Your New Process
- Implement Flexibly
- Implementation Options
Control
- Objectives of the Control Phase
- History of SPC
- Statistical Process Control and Control Charts
- SPC Philosophies
- Cautions in SPC—Don’t Make These Mistakes
- Code Values
- Variations Due To Non-Random Causes
- How To Measure a Variable
- Control Charts—An Introduction
- Using Control Charts
- Types of Control Charts for Various Situations
- Control Limits
- Choosing the Right Chart
- Process Capability—An Introduction
- Periodic Monitoring
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
- Facilitation Skills
- Flip chart reminders
Schedule
Day 1 — 8:00 a.m. – 4:30 p.m. Registration/Session
Day 2 — 8:15 a.m. – 4:30 p.m. Session
Day 3 — 8:15 a.m. – 3:15 p.m. Session
3:15 p.m. Yellow Belt Exam
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, as well as 21 PDUs.
jcorkery@exed.wisc.edu