Lean Six Sigma Course Training Part 15

Lean Six Sigma Course Training Part 15

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  1 Lean-Insight.com Lean Six SigmaTraining Part 15 Training Centers: Bangalore, Chennai and Hyderabad
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  2 Mistake proofing (Categoriesof Poka-Yoke) A detection device signals the user when a mistake has been made, so that the user can quickly correct the problem EG: The U.S. Consumer Product Safety Commission has recorded 105 deaths that were caused by wheelchairs rolling away from the person. The response? A mistake-proofing device that locks the wheelchair when no one is sitting in it. An unlocking lever on the handle allows the wheelchair to be moved when empty. Eliminate unnecessary or duplicate steps Use flow charts to visualize the process Keep it simple You don’t have to spend a lot of money Use many Poka-Yoke devices in a process There isn’t a quota on how many you can use Lean-Insight.com
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  3 Action Workout (AWO)…TheChange Process •AWO is the Kaizen or change process to apply the lean tools…target waste •Not traditional Workout…Intense Focus on “Action” and Speed •Key Concept: Try storm (Vs Brainstorm) •New ideas are tried quickly, observe results •Quick iterations: try-observe-improve…repeat •No Money…it’s about creativity, not $ solutions Hands on…Turn Ideas into Action! Lean-Insight.com
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  4 A lean eventis a process Present3 Wks Prior 2 Wks Prior AWO Week1 Wk Prior4 Wks Prior Conduct Analysis to further define Scope Kickoff Meeting Define Project; CTQs; VOC Goals & Objectives LEAN EVENT Finalize Setup Needs; Finalize Analysis Follow-up with Kaizen Newspaper Items Continuous Training and Information Sharing/Updates; Team Meetings Gathered Data and define Hi-level process map; Set initial target sheet; D DM AI ICM A The AWO event is the “I” in DMAIC The AWO Lean-Insight.com
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  5 Culture and Leadership Cultureand Leadership Lean-Insight.com
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  6 The Investment Required New Technical Thinking Change Culture Dollars It’snot about spending Money… “Retooling” the way people think is the Key Lean-Insight.com
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  7 “Retooling” The Culture…Leadership Leadership Leader Supporter Blocker StatusQuo Inconsistent Sustainable Lean-Insight.com
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  8 Leaders Self Assessment Blocker Supporter Leader •No Engagement • We’re “Already Lean” • “It Will Go Away” • Superficial Knowledge • Allows AWO’s • Grass Roots Effort • “Wait & See” • Passionate • Knows the Tools • Allocates Resources • Sets Expectations • Goes to the Shop • Retools Processes: - HR - P&E - Metrics Lean-Insight.com
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  9 Getting Started •Be aChange Agent •Get some Knowledge (See resources) •Map your Value Streams…identify waste •Prioritize Plan of attack…consider Model approach •Do an AWO…implement improvements •Develop an AWO plan and implement Lean-Insight.com
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  10 Change Management Objective People’sperceptions of a change process follow a predictable pattern. The goal of change management is to “manage” the emotional cycle and even out the peaks and valleys. This does not mean that change management eliminates “fear,” it simply manages it. Lean-Insight.com
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  11 Lean-Insight.com If you arelooking for Lean Six Sigma Course training in Bangalore / Bengaluru along with certification visit: http://lean-insight.com/six-sigma-training-bangalore/