Lean/Six Sigma Intro Core Values Core Principles

Lean/Six Sigma

history and

background

Lean

Six Sigma

TOC

Flow

Efficiency

Lean 5 core values Continous

improvement

3M – 3 wasteful

practices

Process Respect and

Development

Phase 1 – History, Core values, and Principles

Identify Customers

and Specify Value

Identify and Map the Value

Stream

Create Flow by

Eliminating Waste

Respond to

Customer Pull

Pursue

Perfection

SIPOC

COPIS

VoC

QTQ

SWOT

Analysis

Brainstor

ming

Techniqu

es

VSM

current

state

VSM future

state

Ishikawa

diagram

Spaghetti

Diagram

Top Down

Chart

7 wastes

5 Whys

Root

Cause

Analysis

FMEA

Pugh

Analysi

s

Kano

Model

Andon

Poka-

Yoke

Kanban RACI

Diagram

Visual

Dashboard

Kaizen

Techniques

Flow Efficiency

Phase 2 – Tools for Lean Steps

Best Practices Other Tools CI Teams Practice CI Teams Program

Improvement

Opportunities

Obstacles and

mitigation

Introducing Lean

Lessons

Learned &

Success

stories

Lean/SS in

the industry -

benchmarks

Cost Of Quality

Business

Analysis

comparison

(BPM)

Stakeholder

Register

Project Charter

Quick Wins

analysis

Leadership

Motivational

model

Innovation,

creativity

CIT Advertising

Delegating

Measuring

Effectiveness

Meeting

Agenda

Setting priorities

while opening

Lean projects

Cooperation

between teams

Turning Ideas

into Projects

Project

Tracker

Saving

Counting

Formula

Functional

Deployment

Map

Phase 3 – Comparative tools & Best Practices

Lean/Six Sigma

Knowledge

Project Management Team Management Change Management/

Creativity

Phase 4 – Development Areas

Tra

inin

g P

lan

Lean/Six Sigma Intro Core Values Core Principles

Lean/Six Sigma

History/Backgro

und

Describe the history

and foundations of

Lean/Six Sigma

Lean 5 core

values

Identify

Customers and

Specify Value

Continous

improvement

• Challenge – decision based on far-reaching vision

• Kaizen – an improvement that brings a change for better

• Genshi Gembutsu – management by walking around

Lean

Six Sigma

TOC

Compare the 3

improvement

programs

Identify and

Map the Value

Stream

3M – 3 wasteful

practices

• Muda – any activity that doesn’t bring value to the customer

• Mura – unevenness in operation like the work pace that causes

the operator to hurry and then to wait

• Muri – overburdening of resources

Flow Efficiency Describe and

exemplify this core

notion, use charts or

workshops to present.

Create Flow by

Eliminating

Waste

Process • Process Flow – create a flow to unveil the problems

• Pull – create only the quality and quantity demanded by the

customer

• Heijunka – Level the time and quantity of production

• Jidoka – apply a system of detecting and informing about an

abnormal condition or stopping the process after a failure

• Standardization – standardize processes to expedite operation

• Visual Control – present important information visual

Respond to

Customer Pull

Respect and

Development

• Develop and train managers who understand the work and pass

the approach of the organization

• Develop leaders and teams who contribute to the strategy

• Respect your staff and partners to build trust

Pursue

Perfection

Phase 1 – History, Core values, and Principles

Identify

Customers and

Specify Value

Identify and Map

the Value Stream

Create Flow by

Eliminating

Waste

Respond to

Customer Pull

Pursue

Perfection

SIPOC

(COPIS)

Presentation +

Workshop

Brainstorm

ing

Techniques

Present

available

brainstorming

techniques.

Workshop.

7 wastes Present the 7

wastes in an

appealing

way

Kanban Describe the

kanban cards +

beer game

Kaizen

Techniques

Usage of

Kaize

incremental

steps,

importance of

Control after

the execution

VoC Client types,

questionnaires,

values and

numbers,

Measuring,

variation factors,

tolerance

VSM

current

state and

VSM future

state

Describe the method, present the scenarios,

workshop, focus points, match to other tools

(Ishikawa).

RACI

Diagram

Present the

tool, usage

scenarios

Flow

Efficiency

Describe and

exemplify this

core notion,

use charts or

workshops to

present.

CTQ Comparing

tolerance with

processes

capabilities

Ishikawa

diagram

Man, Material,

Machine,

Method,

Management,

Mother nature

FMEA

Pugh Analysis

Kano Model

Describe the

method +

workshop

Visual

Dashboard

Present

importance of

visual display

with examples:

Andon screens,

FIFO visuals etc.

Standards Control phase

and

Standarizatio

n techniques

(POT, SOP,

web 2.0

processes)

SWOT

Analysis

Strengths,

weaknesses,

Opportunities,

Threats

Spaghetti

diagram

Theoretical

description +

Workshop

5 Whys

Root Cause

Analysis

Presentation

on the tools

and workshop

Top Down

chart

Theoretical

description +

Workshop

Andon

Poka-Yoke

Compare

Andon, Poka

Yoke, Quality

Reviews

Phase 2 – Tools for Lean Steps

Best Practices,

Lessons Learned

Other Tools Continuous

Improvement Teams

Practice

Continuous

Improvement Teams

Program

Strategies for

defining

Improvement

Opportunities –

meeting with an

experienced

Lean/Six Sigma

practitioner

How to browse

the internal

processes to

find out

mudas/improve

ment scenarios.

Cost Of Quality Present the Cost

of Quality and

COPQ structure,

cost estimation,

counting

methods. Can be

followed by a

workshop.

Leading meetings

with the focus on

creative thinking

and enthusiasm.

Present creative

techniques,

brainstorming

options,

innovative

thinking

methods.

Setting priorities

while choosing,

opening Lean

projects

Present the

quick wins

analysis, Present

the FACTS-

BENEFITS-

VOIDANCE tool.

Most frequent

obstacles while

introducing

improvements and

mitigation scenarios

for them

Risks, issues,

obstacles during

Lean

incorporation –

presenter’s

choice.

FMEA

Pugh

Kano

Analysis

comparison

Present the

comparison

between those

three methods,

workshop

included.

Effective

teamwork, sharing

responsibilities and

motivation,

delegating tasks.

Effective team

leadership.

Cooperation

between gemba

specialists, macro,

training

committees.

Contact the

parties and

allow

cooperation

Beginning of the

Lean introduction –

sharing best

practices

Introducing

Lean (obstacles,

best practices)

– presenter’s

choice.

Communication

with Stakeholders

Stakeholder

Register

Present the

stakeholder

register

(workshop).

Measuring

effectiveness of the

actions – metrics,

indicators,

methods.

COPQ, Tracker,

Savings formula,

estimating,

workload

balancing.

Six Sigma tools

(Pareto,

Statistics)

How to effectively

push the

implementation of

the Lean ideas.

Present the

FACTS-

BENEFITS-

VOIDANCE tool

Sharing project

introduction success

stories/lessons

learned

Presentation of

internal best

practices –

presenter’s

choice.

Project Charter Show examples,

present the

rationale,

potential

workshop.

How to run an

effective CIT

meeting

Present the

agenda,

brainstorm

meeting

discussion

points.

Project Tracker Explain the

rationale, create

and open the

project tracker.

Lean/SS in the

industry – best

practices

Compilation of

best practices –

presenter’s

choice.

How to promote

CIT in the

department.

Motivational

criteria.

Functional

Deployment Map –

how to create

effectively

Guide/worksho

p through the

creation and

potential.

Phase 3 – Comparative Tools and Best Practices

Lean/Six Sigma

Knowledge

Project Management Team Management Change

Management/

Creativity

• These 4 pillars represent the major development areas for a Continuous Improvement Team Leader or Green Belt/Black Belt.

• Each trainings provided in Phases 1-3 fall into one or more of these categories however a dedicated training wave is recommended for each

pillar.

• This table should be individually completed by the trainee.

Phase 4 – Development Areas