【General Content】
【1st Day】PART 1 Lean 6σ and Business Competitiveness
PART 2 Basis of Modern 6σ Approaches
【2nd Day】PART 2 Basis of Modern 6σ Approaches
(continued)
GROUPING GAME:
Finite Communication Test
PART 3 Process Improvement with DMIAC Approaches
PART 4 Process Innovation with DMEDV Approaches
【3rd Day】PART 5 Lean Process Approaches in Changing Era
GROUPING GAME:
Perception & Interpretation to Manufacturing Industry
of & by Lean 6σ.
PART 6 Lean 6σ Strengthening and deepening
PART 7 Interaction, Discussion and Encouragement
【Detailed Content】
【1st Day】
PART 1 Lean 6σ and Business Competitiveness
1 What is Lean 6σ?
Meanings and goals Team building Plan
Fast response to external and internal requirement
Basic knowledge
Deviation
6σ meaning in math, physics, manufacturing on site and business
management and operation
2 “IRON Triangle” in manufacturing industry
Pick-Any-Two
3 “Golden Triangle” in lean 6σ
Process Improvement DMIAC
Process Innovation DMEDI
Lean Process
Lean 6σ based on skills
Lean 6σ based on process
4 Ways of learning lean 6σ
Different ways of thinking in team between West and East
A glance to industry change era
The precise understanding to process, management and operation
Ways of thinking based on process
Ways of thinking based on knowledge and experience
The Go Technique the best practice the benchmark
Business structure in today’s IT era
What is a real PDCA circle.
PART 2 Basis of Modern 6σ Approaches
According to the client business situation and the trainees requirement, we will interpreter the lean 6σ knowledge and skills in a way of carpet bombing, along with the related weak area in the class
We recommend the following, where we are also pleasure to adjust the content ahead of the training and in the class discussion.
5 Whys
Analysis of variance
General linear model
ANOVA Gauge R&R
Regression analysis
Correlation
Scatter diagram
Chi-squared test
Axiomatic design
【2nd Day】(PART 2 continuous)
Business Process Mapping/Check sheet
Fishbone or Ishikawa diagram
Control chart/Run charts
Cost-benefit analysis
CTQ tree
Design of experiments/Stratification
Histograms/Pareto analysis/Pareto chart
Pick chart/Process capability/Rolled throughput yield
Quality Function Deployment (QFD)
Enterprise Feedback Management (EFM) systems
Root cause analysis
SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
COPIS analysis (Customer centric version/perspective of SIPOC)
Taguchi methods/Taguchi Loss Function
Value stream mapping
GROUPING GAME: Finite Communication Test
Q&A examples:
What can I do for the lean 6σ improvement, and in a certain lean 6σ improvement project team?
What shall I have done 3 years later from now in the lean 6σ business? Where is my position in a in a given lean 6σ improvement project team?
Is my communication in team in a good condition, in terms of logical and imaginal thinking, as well as IQ and EQ？
PART 3 Process Improvement with DMIAC Approaches
1 DMIAC interpretation
2 DMIAC beginning pointing action
Contingency Management
Top Priority
Bottleneck Management
Bottleneck shift
3 DMIAC case in practice
The case could be provided either by David(龘衛) team or from the
actual business in the client company.
PART 4 Process Innovation with DMEDV Approaches
1 DMEDV interpretation
2 DMEDV beginning point in practice
Foundation of product development
Base of process innovation
APQP FMEA DFMEA PFMEA
Interaction：What kind of internal business relationship between the
product engineers and the operators in flowshop?
Case discussion：Why an operator become an product engineer in
another company?
3 DMEDV case in practice
The case could be provided either by David(龘衛) team or from the
actual business in the client company.
【3rd Day】
PART 5 Lean Process Approaches in Changing Era
1 OEEE
Was I forging data in the past?
The hardest-hit area of forged data in business
Team reengineering and rebuilding What is our goals?
OEEE case for class discussion
2 Lean 6σ based on approaches
Necessary and unnecessary activities
Silver bullet: A skill to quick recognize the actual lean 6σ situation on
site with 30 minutes.
What is Waste?
Five dimensions Three kinds Seven types
Love your flowshop Style on Site/気風がある
Team energy, to turn over every brick in flowshop and lean to see.
3 Lean 6σ based on process
Capabilities Bottle management, the key process in processes
Time and takt Pull and push
Kanban
Inventory, an interesting indicator in performance system
Production leveling Single piece production
Blind area, error area and minefield in JIT
GROUPING GAME:
Perception & Interpretation to Manufacturing Industry of & by Lean 6σ.
PART 6 Lean 6σ Strengthening and deepening
1 Supply chain integration and optimization
Product development purchase production customer
Vertical integration(M&A)
Feasible/optical/optimized solution
Data/model/solver
2 Concurrence Engineering
Concurrent planning
Concurrent planning and execution
3 Value chain Engineering
Video: Monopoly cross industries
4 Matrix management
What is a challenge team? What is the Challenge system?
The Rule of the trouble point responsibility
Discussion: The informal group in organization
PART 7 Interaction, Discussion and Encouragement
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