The content of this training course is divided following the DMAIC approach proposed by Lean Six Sigma. This acronym summarizes the steps to be followed for the realization of a continuous improvement project. Each day covers one step in the process: Define - Measure - Analyze - Innovate - Control.
This training also focuses on the application of concepts to a real-life case. After each day's training, participants will be given practical work to put the concepts into practice. This will enable them to carry out an improvement project over the duration of the training, allowing them to experience each notion learned in concrete terms.
The content of each day is divided as follows:
Day 1: Define ("D") phase
On this first day, participants are first introduced to the Lean and Six Sigma approaches. Then, they are introduced to all the concepts needed to properly define and plan the project to be carried out. Topics covered :
- What a successful continuous improvement project looks like: a concrete example;
- How to explain the importance of continuous improvement in organizations;
- The history of Lean and Six Sigma;
- What are the essential elements of Lean and Six Sigma?
- How to develop a culture of improvement in organizations;
- What roles are essential for a project to run smoothly?
- How to plan all stages of an improvement project;
- What questions to ask and activities to carry out at each stage of the project;
- How to define the objectives of an improvement project;
- How to select the process to be worked on and the problem to be solved;
- How to set objectives for the project;
- How to monitor the project throughout its implementation.
After the first day, there's some practical work to do. This allows us to synthesize the concepts we've learned, by defining the responsibilities associated with the project, choosing the process to be worked on, the problem to be solved and the objectives to be achieved. All these elements are summarized in a project charter, a document that synthesizes the project's definition.
Day 2: Measuring phase - part 1 ("M")
Participants will cover a first part of measurement tools. These make the problem visible by combining mapping and field observations. Measurement allows us to better understand the scope of the problem and begin to see what's causing it. The following topics will be covered:
- What are the different measurement tools and when to use them;
- How to choose the right level and the right mapping tool for your project;
- How to get an overview of operations with FIPEC (SIPOC);
- How to illustrate a sector's overall activities using step and sub-step mapping;
- How to illustrate a transactional process with cross-functional flow (swimlane)
- How to choose the right version of a process when dealing with a variety of cases;
- How to observe tasks to better understand their efficiency.
After this second day, a practical task is to be carried out: participants must use one of the mapping tools in their professional project.
Day 3: Measuring phase - part 2 ("M") and Analyzing phase ("A")
Participants will see the rest of the measurement tools, then move on to the analysis tools that help identify the cause of the problem so that it can be solved once and for all. The following topics will be covered:
- How to identify the other data required to understand the scope of the problem;
- How to collect and exploit this data for our project;
- How to quantify a qualitative situation (such as giving a service);
- How to differentiate between actions/tasks that are valuable and those that are not;
- What are the main sources and causes of delays in processes;
- How to find potential causes and the root cause of a problem.
At the end of the third day, participants are asked to draft a questionnaire to help them define the scope of the problem to be solved. They must then collect and collate the data gathered. Participants are also asked to choose a root cause tool that will be useful in their project.
Day 4: Innovate ("I") phase
Participants will be introduced to all the tools needed to design innovative solutions to the causes of a problem. Both how to facilitate these tools and the tools themselves will be covered, including:
- What are the benefits of involving employees in solving a complex problem?
- How to rally employees in a workshop to solve the identified problem;
- How to prepare for and run a Kaizen workshop;
- What are typical solutions for improving processes or solving a complex problem?
- How to adapt a process to different situations;
- How to significantly reduce process delays;
- How to reduce process lead times:
o How to create a "just in time" flow;
o How to model process input ("demand");
o How to design a continuous flow;
o How to identify and model the bottleneck in a process;
o How to use Kanban to manage process work-in-process;
o How to use SMED to reduce changeover times between productions;
o How to manage the employee versatility required in a smoother process;
- How to generate ideas for process improvements;
- How to create winning conditions for quality work;
- How to reorganize a workstation using the 5S method;
- How to avoid process errors.
After the fourth day, participants must select and apply a method for developing solutions to the problem at hand.
Day 5: Control phase ("C")
This fifth day covers the rest of the tools needed to complete the project. Once solutions have been identified, they need to be implemented. Participants cover all the steps and tools needed to ensure smooth implementation of solutions and their long-term success.
-How to ensure smooth implementation of identified solutions:
o manage the transition between the new process and the current one;
o help employees adopt the change;
o manage communications, training and all other actions required to implement the change;
- How visual management can help ensure the long-term success of solutions;
- How to present information effectively;
- How to integrate solution follow-up into the daily routine of operations managers;
- How to set up a caucus meeting (scrum) to monitor solution implementation;
- How to implement the solution progressively, by iteration.
After the fifth day, participants are asked to design a deployment plan for their solution. They must also identify how they are going to track the gains
generated by solution implementation, and how to maintain them over the long term.
Day 6: Project presentation
On the sixth day of training, participants present the project they have completed and the approach they have used. This exchange between participants enables them to deepen their learning even further. As each project uses only some of the tools covered during the training, they can see how the other tools have been used in other projects. They can also appreciate how the tools have been used in different contexts.
This project presentation enables the participant to obtain the Lean-Six Sigma Green Belt certification.
