DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) (pronounced də-MAY-ick) refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to drive Lean Six Sigma projects. However, DMAIC is not exclusive to Lean Six Sigma and can be used as the framework for other improvement applications.
The program “DMAIC Lean Six Sigma Yellow Belt (4 days)” is designed for CLIENT AAAA to provide members of AAAA have knowledge and technical of Lean Six Sigma Tools and How to use Minitab software to collect data, analyze data and decision on data fact. To help CLIENT AAAA identify variation in quality of products and process then find out the optimal solution to improve and control better then in future.
The training course is designed to support participants how to get knowledge and necessary skills to selected and application of statistical tools, will bring significant benefits in reducing costs, improving productivity and quality.
As foundation step for deployment of Lean Six Sigma system in the future. According to DMAIC roadmap to do Lean Six Sigma project. Program length: 4 days’ conduct 01 day/week. Through 04 weeks the participants can apply what they learned in actual work. In this way participants can learn more about project management skills, role and responsibility to help and support improvement team member.
With Minitab software all the statistical tools you need to improve quality in one package, an assistant that guides you through your analysis, graphs that is easy to make, edit, update, and export data and report …
Construct full theory education program, included of Theory, Example, Exercise, Question & answer
Divide session by each phase and time for training equal with morning and afternoon section
The main objectives of the program can be provided and training in classrooms, besides that participants will be understood the practical problems and potential solution through actually application Lean Six Sigma project in their workplace. Key objectives are described below:
- Step by step become to Lean Six Sigma Yellow Belt level, know how to manage, lead team, responsibleforyourself implementationandsuccessofimprovementproject.
- Apply Lean Six Sigma toolsonspecific situation and usingsoftware of statisticalas Minitab, Process mapping as Visio, Planningandproject management as MS
Detail of Course Outline:
Please, see details table below.
|Overview and Recognize|
|Lean Six Sigma Break Thought Strategies||• Lean Six Sigma Storyboard (D-MAIC)||Day 1|
8:30 – 12:00
|Recognize Phase||• Identifying Improvement Opportunities|
• Value Stream Mapping
|Define Phase||• SIPOC and IPO Diagram|
• Clearly define what the customers care about.
• Define the Lean Six Sigma Project:
• Problem Statement (using measures of customer care-about)
• The project plan
|The Power of Data||• Why Use Data / The Role of Statistics|
• Variable Data / Continuous Data
• Attribute Data / Discrete Data
• Levels of Knowledge
13:30 – 16:30
|Continuous Data||• Descriptive versus Inferential Statistics|
• Characterizing Data Sets: Shape of Distribution
• Central Tendency (Mean, Median, Mode)
• Variation (Range, Standard Deviation, Variance)
• Dotplots / Histograms / Boxplots
• Normal Distribution
|Measure Phase (cont’)|
|Discrete Date||• Defects versus Defective Items|
• Counting Defective Items
• Counting Number of Defects
• Defects per Million Opportunities (DPMO) / Defects per Unit (DPU)
• Parts per Million (PPM)
• Rolled Throughput Yield (RTY)
8:30 – 12:00
|Data Collection Plan||• Determining What to Measure|
• What is Data? Why is Data Collection Important?
• Sampling Strategies
• Collecting Data Effectively
• Creating a Checklist
• Graphing the Data and Graphical Toolbox
• Pie Chart, Stacked Bar Chart, Pareto Diagram, Pareto Chart Interpretation, Time Series Analysis
|Pareto Analysis||• What is a Pareto Diagram?|
• Constructing a Pareto Diagram / Interpreting a Pareto Diagram
• Uses of Pareto Diagrams
13:30 – 16:30
|Measuring Process Behavior||• Extracting Knowledge from Data|
• Understanding Types of Variation
• Process Behavior Charts for Variable Data:
• I & mR Chart / X Bar and R Chart
• Process Behavior Charts for Attribute Data:
• p Chart; u Chart
• Interpreting Process Behavior Charts
|Sigma Level||• When evaluating current level (baseline) of how well the process meets customer care-about.|
• To quantify Improvement in the process performance
8:30 – 12:00
|Process Capability||• What is Process Capability|
• Process Capability from Variable Data
• Estimating Percentage Beyond Specification Limits
• Cp, Cpk Indices
• Process Capability from Attribute Data
|Analyze cause and Effect C&E and C&E Matrix||• 5 why / Comparing the C & E Diagram and the C & E Matrix|
• What is a Cause and Effect Diagram?
• Conducting Cause and Effect Analysis Using the Diagram
• Constructing a Cause and Effect Matrix
• Verifying Causes / Evaluating KPIVs
13:30 – 16:30
|Optimize Process Flow||• “To Be” Process Map; Improve Phase Roadmap|
• Takt and Pitch Calculation; Buffer and Safety Resources
• 5S / Continuous Flow
• Update future Value Stream Mapping
8:30 – 12:00
|Aplly Lean Tools||• Total Productive Maintenance (TPM) focus on Planned Maintenance|
• Poka-Yoke (Mistake Proofing)
• Kanban and FIFO; Standardized Work; Work Balancing
• Leveling; Capacity Leveling; Visual Management for Leveling
|Control Plan||• What is a Control Plan? Control Plan Strategy|
• What to Control? Identifying KPIVs
• Why Use a Control Plan?
• Developing a Control Plan
• Choosing the Right Level of Control
• Components of a Control Plan
• Control Plan Worksheet
Afternoon 13:30 – 16:30
|Review and Finish|
|Review and examination||• Question and answer|
• Review Lean Six Sigma knowledge
• Examination and Certificate
Lean/IE team, QA and QC Team, Engineering and Production Team
Who are responsible for adopting, implementing, maintaining and developing continuous improvement in company; Who are selected to become Lean Implementer or Green Belt / Black Belt Lean Six Sigma
Program Cost: Contact for Quotation
Note: This cost is including Accommodation, Travel, Training material, Certificate.
Number of participant:
Number of participant should be not excess 25 people.
Introduction Consultant Profile:
MBB. PHAM THANH DIEU – LEAN6SIGMA, SCM, BSC, LeanERP CONSULTANT
Telephone: 098. 8000. 364, email: email@example.com, Master Black Belt and Lean6sigma group leader (Lean6sigma Vietnam Network) www.lean6sigma.vn , Owned forum, www.leansigmavn.com , Chairman and Director of Continuous Improvement Consulting JSC; www.cicc.com.vn . With more than 15 years fulltime working, training and consulting in field of continuous improvement Lean, LeanTPM, Six Sigma, Lean6sigma, Supply Chain and Balance Scorecard and LeanERP system.
Besides he was a collaborator Lean6Sigma network bulletins, the magazine of Vietnam Supply Chain Insight, The Saigon Times, and numerous magazine and other online forums. Some customer Dieu has been consulting and training for application and deployment Six Sigma, Lean, LeanTPM, Lean6sigma such as ANZ VN Bank, Bunge VN, YKK VN, HYOSUNG, KOTOBUKI VN, CS Wind VN, SPi Global, Posco VN, Spatronic VN, Kimberly Clark VN, Nitto Denko VN, Vinamilk, Trung Nguyen Coffee, Olam Café VN, Chantelle VN, Datalogic Scanning VN, Pepperl-fuchs VN, Rang Dong Plastic, Crucialteck Electronic, Thanh Nhon JSC, HUDA Beer, Vinh Khanh Cable-Plastic, Saigon Cable, Tan Tien Packaging, Kosvida, Van Nga Packaging, SOVI Packaging, Starprint VN, Vinh Long Food, and many other clients can refer www.cicc.com.vn for detail.
Dieu has extensive experience in coaching, training & implementation Lean6Sigma and other continuous improvement tools. Flexibility, enthusiasm and patience is the virtue of his to help organization introduce and promote better understanding of the theory and application Lean6Sigma and organizations enables to manage and operate an effective the production of their business. He has very deep understanding of the principles Lean6Sigma and change management system from traditional manufacturing and services to Lean6Sigma production services. He approached Lean, Six Sigma, Supply Chain, and Balance Scorecard from sitting in a chair at the school and pursued until now. Dieu has practical experience working on large Lean6Sigma global company as: Mr. Dieu worked at Samsung Electronics Corporation in 2002 – 2004, the company specializes in electrical and electronic products owner by Korea have successfully applied the Six Sigma management system since 1997, at that time Mr. Dieu has responsible for improving the full time in Six Sigma department, he has completed the program Green Belt and Black Belt at Samsung. In 2004-2005 he joined the group’s fourth-largest wholesaler Metro Cash & Carry, he was responsible for the assessment and selection of suppliers and ensure quality of goods imported into the Metro Store for non-food products bearing its own brand of Metro, and he has completed courses in Supply Chain Systems here and some soft skill else.
From 2005 – 2007 he joined the Johnson Control Corporation, is a rich and powerful corporations in the Top 100 U.S. entrepreneurs are specialized inside, interior systems and batteries for cars, in this time Mr. Dieu is the head of continuous improvement department, is responsible for establishing and maintaining system improvement through the introduction and implementation of Lean6Sigma, he has completed extensive training courses on application deployment Lean6Sigma in Malaysia, completion Study Master Black Belt.
From 2007 – 2009 he spent so much time to research the application of continuous improvement in Viet Nam enterprise with Lean6Sigma during the time he worked for FPT corporation, where he was responsible for research and introducing Lean6Sigma for the whole group, formulate strategies and implement plans Lean6Sigma, recruitment, training and advice to member companies in the group, building structure and standards to guide improvements continue. From 2009 – 2010 he joined in Government Organization is Quality and Testing Center 3, he is Head of Lean6sigma Department.
Up to now, Dieu and other consultants established and build up the Continuous Improvement Consult Joint Stock Company (www.cicc.com.vn ), he is a Chairman and Deputy Director. His Company becomes a partnership with Hirayama Japan, American Society for Quality (ASQ-AUTO), Robinson Consulting Group (USA), URS (Korea) Micon Thailand, Lean6sigma Vietnam Network, and Supply Chain Insight.