December 2003



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August 2006 | Lean Division eNewsletter

“An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” –Stephen Covey

CONTENTS

• Quality Drives Lean Conference

• The Impending Talent Crisis . . . Six Sigma and Lean to the Rescue by Tim Noble

• Integrating Communication with Lean Manufacturing by Adam Spisak

• Featured Lean Definition, Flow Rack

• Mastering Self-Leadership by Christopher P. Neck and Charles C. Manz, a Book Review

• Featured Web Site, Accel

• Ask the Expert, Measuring R&D

• Online Supply Chain Management Certificate Program

• The Effect of ED Physician Scheduling on Patient Throughput and Patients: On-Demand Webcast

• Managing Patient Flow: On-Demand Webcast

• Creating a Culture of Lean Discipline: On-Demand Webcast

• Submit an Article

• Lean Reads

• Lean Seminars & Certificates – Upcoming Seminar Dates

• Six Sigma Seminars

• Feedback

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Quality Drives Lean Conference

The highly popular IIE Lean Management Solutions Conference will join forces with ASQ’s Southeast Quality Conference in October for the new IIE/ASQ Lean and Quality Conference and Exposition. By joining forces, the conference will be able to provide participants with an expanded selection of presentations and tracks on lean and quality applications.

The two-day conference will feature tracks in Six Sigma, healthcare, quality management, quality systems, quality engineering, lean enterprise and integrated supply chain, lean methods, and lean tools. Two-day post-conference workshop sessions are focused on two of the hottest tools in productivity management: value stream mapping and kaizen.

The new conference will be held October 30-31 in Atlanta. The pre-conference workshops take place October 29 and the post-conference workshops take place November 1-2.

Keynote speakers are:

• James A. Tompkins, Ph.D., President of Tompkins Associates

• Craig Estep, Vice President of Operations for Cessna Aircraft Company

• Tom Guthrie, Vice President of Operations for Cox Communications

• Patrick Stamm, Vice President of Operations for Golden Rule Insurance Company.

Pre- and Post-Conference Workshops include:

• Rate-Based Planning Simulation – The Secret to Building a Lean Supply Chain

• Does Your Company Culture Support High Performance?

• Leading Enterprise Change

• Measurement System Analysis (MSA)

• WhiteCollar™ Kaizen: Rapid Improvement for Service, Administrative and Knowledge-Worker Environments

• Value Stream Mapping – EMS Wireless

For more detailed information, please visit the conference site .

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The Impending Talent Crisis … Six Sigma and Lean to the Rescue

by Tim Noble

“Talent Wars” and “Brain Drain” are not the latest must see horror movies due out this summer, but U.S. business leaders might want to sit-up and take notice of an emerging crisis that could play-out frightening results for their organizations in the coming decade.

As 77 million U.S. Baby Boomers begin to retire over the next decade, there are only 46 million Gen-X’ers available to backfill the Boomers’ retiring ranks. Even with a modest two percent economic growth rate over the next 15 years, demand for critical talent could increase by as much as a third, creating a “war” for critical talent. For some companies the crisis may be even more immediate. One recent study of the nation’s 500 largest companies reported that they expect to loose half of their senior management over the next five years. Additional studies suggest that up to 85 percent of major companies surveyed have no formal program or process in place to deal with this impending crisis.

In the past few years companies have been so transfixed on downsizing to contain costs that they have largely neglected this looming threat to their competitiveness. There is no doubt that over the next decade or so, demand for talent will ebb and flow with the economy, however there is no denying this demographic shift and the potential impact it will have on U.S businesses. Too many companies continue to drive their human resource processes blindly, assuming the road ahead has not changed. These companies may be in for a rude awakening when they are unable to achieve even the most modest of business goals due to drastic staffing and talent shortfalls.

A less visible but no less dangerous problem is the loss of knowledge, or “brain drain,” resulting from senior workers departing the organization without passing on their expertise to others. This lack of knowledge management will place many companies in a position to repeat prior mistakes and expose businesses to additional financial and operational risks. Worse yet, if no action is taken, some organizations could be headed for a point of no return with the complete loss of process knowledge in a few years.

Companies that rely solely on a strategy of outsourcing as a potential solution may be in for a shock as well, as existing sources of talent from offshore labor pools, such as India, Mexico and China, dry up as these countries recognize their own needs and provide incentives to retain talent in order to support their own local economic business objectives.

Given this looming demographic shift, the time for corporate leaders to act is now; however, companies must resist the urge to rush ahead without a well-balanced and deliberate approach to managing and leveraging their human capital. Part of the solution may lie with such tools as Six Sigma and Lean. With their focus on process discipline, variation reduction and waste elimination, these tools are well-suited to help companies address this impending crisis.

Six Sigma has long been utilized by organizations to transform manufacturing and transactional processes from art to science by defining and validating key process variables to gain process control and eliminate variation. A key part of this methodology is the capture, transfer and validation of knowledge from process owners, thus making Six Sigma an essential part of any action plan to deal with the dangers of organizational “brain drain.” Companies need to not only view Six Sigma as a tool to drive productivity and service, but also as an essential methodology for critical knowledge management within their organizations. Six Sigma has a built-in tool set that lends itself very nicely to capturing and validating critical process knowledge that may otherwise be lost when key talent departs an organization.

The Lean tool kit can also play an important role in aiding organizations as they deal with this imminent crisis. Lean has a built-in methodology with such tools as “value-stream-mapping” and “standardized work” that can help organizations identify and eliminate non-value-added processes that waste human capital. Lean, with its focus on waste elimination, is ideal for helping organizations to free up human capital for redeployment. However, Lean will need to move beyond its stereotype as a tool set for only manufacturing and be accepted and applied to transactional processes in order to be an effective tool to mitigate the effects of this impending crisis.

Six Sigma and Lean are only part of the potential solution, providing a proven set of tools that can be part of a broader business talent management strategy. Business leaders will first need to recognize that the short-term solutions of the past will not work and accept that the landscape for talent management will dramatically change, requiring a more balanced and comprehensive solution in order to remain competitive in the coming decades.

About the Author

Tim Noble is the managing principal of The Avery Point Group, a leading national executive search firm providing functional expertise and executive search focus in the areas of Six Sigma, Lean, plant management, operations management, supply chain management and distribution management. .

Copyright 2006 The Avery Point Group. Reprinted by permission

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Integrating Communication with Lean Manufacturing

by Adam Spisak

To create a clear line of sight between every employee’s actions and business priorities – although a noble goal, companies rarely harness the power in this statement due to the fact that daily crises of the moment often divert actions from planned business objectives. What is rarely discussed is an absolute solution for this endless crisis management circle. The right solution involves creating a management system which takes into account the “fires” that surface daily, and still allows an organization to operate in one uninterrupted direction. During Lean process implementation, the identification of savings using value streams is often a challenging undertaking. Sustaining a high level of urgency and performance in the continuing months and years can prove even more difficult. Daily business operations are often at the root of this sustainment problem – while in continuous operation, daily focus shifts away from lean manufacturing goals and towards daily crisis management.

It is a rarity today to discover an organization which is unfamiliar with Lean Manufacturing Principles. However, within the execution of Lean and other best practices hides a fatal flaw. Lean implementation is often termed an “event”. The mindset surrounding an event is that there is a determined beginning and end. With this in mind, considering Lean as an event is contradictory to the continuous improvement culture organizations strive to obtain. Additionally, today’s business climates are dependent on individuals who have more responsibilities than ever before. In fact, there is a very high likelihood that you reading this article have more on your plate today than you did six months ago.

The key to successfully creating a continuous improvement environment founded on Lean principles lies in developing a process based management approach. The cornerstone of a process based management approach is a robust communication system which uses business scorecards to promote a high degree of business focus (including programmatic targets) throughout all aspects of operations. Process based management becomes the visible and auditable way an organization operates creating a system to integrate Lean principles (or other programs) throughout all organizational levels and functions. It harnesses the energies and talents of all employees in a way that focuses individual and team actions on business priorities.

Fundamental to a process based management solution is to create a cascading scorecard process coupled with an action register system integrated with a routine communication process. Cascading scorecards link all departments to pre-determined key focus areas based on organizational strategy and priorities. Additionally, to maintain urgency and long-term focus on initiatives and programs they too must be reflected on scorecards. Programs integrated into these key focus areas are then reviewed on a regular basis with all department members providing the consistent visibility necessary to translate intention into reality. The goal is to increase connectivity between departments by developing scorecards which measure direct performance against targets, reflecting the department’s specific contributions to the overall organization’s vision.

Yet, the mere presence of a performance tracking tool does not change performance – how the tool is discussed and how accountability is driven against performance does. To ensure outcomes include more than pure analysis, every review of the scorecard must end with specific actions affecting business goals. Used in this capacity, the scorecard creates a culture where every decision is driven by business data. This culture is supported by the visibility and focus achieved by making the scorecard and action register the center of routine communication. Outcomes of this methodical review include (but are not limited to): consistent efforts driving towards root cause problem identification, equitable workload distribution and sharing/documentation of best practices. As an added bonus, this framework provides organizational leaders the ability to address both performance achievements as well as areas for improvement with concrete data making performance management easier and less subjective. Performance management based on visible data reduces the emotions and uncertainty traditionally involved in an exchange but also prevents performance issues in the first place by creating a more disciplined, proactive culture.

Prioritization of all daily activities should center on performance metrics reflected on the scorecard. The utilization of this strategy is applied during a regularly occurring meeting. However, this regular meeting must be brief, business focused and outcome driven. Let me share a quick illustration of how one company, Company XYZ, reinforces meeting urgency. As I paint this picture, there are two pieces of information that you must know. First, each employee at Company XYZ wears a badge/swipe card. Secondly, each conference room is equipped with a digital clock. When employees enter the conference room for a meeting each participant swipes in at the beginning and out at the end. At the end of this meeting, in addition to sharing how long the meeting lasted the clock also displays a monetary readout calculating the salaries of each meeting participant over the allotted time. When meetings last several hours and figures reach thousands of dollars the question is asked, “Did we advance the business by this value?” Company XYZ is looking for the return on their investment. The emphasis of the meeting is to make sure that everyone is educated about the current reality of the business and then determine where to spend time (using documented actions) between now and the next performance check.

To promote an entirely value-added session, specific meeting agenda elements must be in place. First, the scorecard must be visible when meeting participants enter the room. “Red” is used to indicate below target performance and “green” is used to indicate above target performance. These color indicators immediately set the tone for the meeting. As the meeting begins, the meeting opens with an action register (old) review focusing on commitments from the previous meeting. The initial review focuses on actions that have not been completed by determined target dates as well as upcoming issues that may impact current actions still open. Completed actions should be closed and moved into a completed action file. The scorecard then becomes the focus of the meeting. Discussions focus on “red” performance and it is non-negotiable that any scorecard objective which is performing below the target has a corrective action plan documented on the action register. With companies operating using Lean principles, “red” scorecard performance often serves as an area where a value stream needs to be completed. As the meeting continues, actions should be continuously documented and then finalized during the action register (new) review closing at the completion of the meeting. Finally, participants ask the question, “Did this meeting advance the business?” If necessary, changes are made to create a greater return on investment. Consistent application of these tools promotes a business-focused, outcome driven meeting.

World class organizations are continuously redefining effective practices to ensure the highest levels of quality and productivity. With adoption of the latest best practices, such as Lean, a process based management system becomes critical in ensuring both the optimal utilization of set practices and to ensure an organization can respond to changing demands in a timely and comprehensive manner. Process based management is an approach that provides clarity and connectivity for all organizational levels and functions on both initiatives and daily operational requirements.

About the Author

Adam Spisak is a senior consultant with Competitive Solutions Inc. (CSI) an international consulting firm based in Raleigh, NC. He presented two sessions at the Annual IIE Conference in May of 2006. Adam can be contacted by email at aspisak@competitive- or by phone at 800-367-6993 or 800-246-8694.

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Featured Lean Definition

Flow Rack

A rack in which items are replenished from one end of the rack and gradually move to the other end on sloping wheels (gravity flow rack) or powered rollers where a lift truck, person or other device picks up the items.

To view the IIE resource library visit:



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Mastering Self-Leadership: Empowering Yourself for Personal Excellence

by Christopher P. Neck and Charles C. Manz

Mastering Self-Leadership: Empowering Yourself for Personal Excellence is a guide for self-management. The book begins with a quote from Agnes Repplier, “It is not easy to find happiness in ourselves, and it is not possible to find it elsewhere”. This quote lays the foundation for the framework of the book. The book presents methods to enable you to learn to lead yourself so that you can then effectively lead others. The methods explored include self-assessment, self-reward, self-talk, self-punishment, mental imagery, and teamthink among others.

The content of the book is as follows:

Chapter 1: The Journey

Chapter 2: Mapping the Route

Chapter 3: Rough Roads, Detours, and Roadblocks

Chapter 4: Scenic Views, Sunshine, and the Joys of Traveling

Chapter 5: Travel Thinking

Chapter 6: Travel Thinking Continued…

Chapter 7: Team Self-Leadership

Chapter 8: Reviewing Travel Tales of Previous Journeys

Chapter 9: The Destination

Chapter 10: Fitness and Self-Leadership

Chapter 11: Finding the Path to Uniqueness

Chapter 12: The Journey Completed

Mastering Self-Leadership is an easy to read book which provides interesting exercises to achieve personal goals. This is a good resource for anyone in a leadership position.

To find out more about Prentice Hall visit:



Or visit the book site:



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Featured Web Site

Accel

Improving the effective utilization of human and other resources

The objective of Accel is “to assist managements to obtain the best use of the three main organizational factors in producing goods or services,

• manpower,

• plant,

• machinery and materials

to improve productivity.”

To learn more about the Accel and work design visit:



To view more IIE reviewed web sites visit:



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Ask the Expert, Measuring R&D

Question:

My department primarily deals with work measurement and cost reduction for our food processing plants. Our area of expertise is the measurement of the short-cycled, highly repetitive jobs of the production lines.

I have been asked to provide assistance to our corporate laboratory and research services department in assessing their staffing levels. The labs are staffed with chemists and microbiologists who perform a wide variety of research and analytical testing. Are there any guidelines or assessment tools to evaluate laboratory staffing?

Answer:

This is a challenging problem and one that does not have a cut-and-dried answer. One of the issues is that there is a lot of planning and other cognitive work that is hard to observe. Additionally, there is generally a lot of variability in the time it takes to do lab work. But standards are still good for measuring and managing performance and improvement.

To develop standards for expense and indirect labor, which includes lab work, many companies use work sampling methods and then either apply them directly or use simulation techniques to develop confidence intervals for expected times. If you know how to apply these techniques, you can get started right away. If not, you may want to take a short course or get some professional assistance. You may also be able to get help from a local university with students in need of a project for their work measurement or senior design course.

MARC RESNICK

IIE's Ask the Expert program produces solutions you can use. Take a look at some recent questions and answers or ask your own question at:



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Online Lean Supply Chain Management Certificate Program

The Online Lean Supply Chain Management Certificate Program is a 9-module program that provides participants with a comprehensive overview of Lean Thinking and its application. The program also outlines and demonstrates the essential lean tools and practices that can be applied to your business in order to achieve significant savings to your bottom line.

Features of Lean Supply Chain Management Certificate:

• Certified by the Institute of Industrial Engineers

• Structured study program (12 weeks) designed by Senior Instructional Designers and Lean Experts

• In-depth lessons in Lean available to the student

• Phone/email contact with a 'Leading Edge Group' Lean Mentor throughout the study period

• On-line forum available to discuss Lean Supply Chain Management issues with fellow learners and Lean Experts

• Articles to complement lessons summarized by our Lean Practitioners and provided to students

• Free access to relevant case studies to reinforce learning provided

Lean Supply Chain Management Certificate: Program Outline:

|Week 1 |Understanding the Supply Chain |

|Week 2 |Lean Thinking |

|Week 3 |Introducing Lean to the Supply Chain |

|Week 4 |Lean Supply Chain Tools & Practices |

|Week 5 |Review Exam administered by Lean Experts |

|Week 6 |Value Stream Mapping |

|Week 7 |Kaizen |

|Week 8 |5S |

|Week 9 |Review Exam administered by Lean Experts |

|Week 10 |Ancillary & other Lean Tools for the Supply Chain |

|Week 11 |Roadmap to Lean Implementation |

|Week 12 |Pre-Final Exam administered by Lean Experts - Detailed Feedback |

To learn more about IIE’s Online Lean Supply Chain Management Certificate Program visit:



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The Effect of ED Physician Scheduling on Patient Throughput and Patients

Speaker: Jeffrey S. Desmond, M.D.

Learn how and why the University of Michigan Health System created a simulator

• What University of Michigan Health System did with some staffing questions

• Results of simulations that helped University of Michigan Health System justify additional staffing in the ED

Dr. Desmond wanted to understand queuing and apply it in health care. The University of Michigan Health System developed a scientific, prospective model for bed and staffing needs in their Emergency Department.

Dr. Desmond sponsored a team whose project objective was to eliminate delays and ensure complete and accurate discharge of ED patients from the medical provider's decision to discharge the patient until the room is ready for the next patient. A lean team was put together who reviewed the current state value stream map, drafted the ideal future state value stream map, and developed an implementation plan.

Jeffrey S. Desmond, M.D., is Clinical Assistant Professor, Service Chief Emergency Medicine, University of Michigan Health System.

PDF of Powerpoint file | Click here to view this webcast

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Managing Patient Flow

Speaker: Christine L. Martin, RN

ED overcrowding is a national problem that has been getting a lot of attention over the last few years.  ED overcrowding is a hospital problem, not just an ED problem.  The focus of this presentation is hospital thru-put from admission through discharge with special emphasis on areas that have worked for my hospital.  As a UHC hospital, Harborview Medical Center has participated in a thru-put collaborative.  They were better performers in areas of organizational commitment, admission and discharge.  Initiatives implemented will be explained as well as other strategies to reduce length of stay and ED length of stay.

Christine L. Martin, RN, is the Administrative Director of Emergency Services at Harborview Medical Center in Seattle, Washington. Chris has responsibility for the Emergency Department, which includes a Level 1 Trauma Center serving Washington, Alaska, Montana and Idaho. She also supervises the Urgent Care Center and Emergency Department Observation Unit; the Crisis Triage Unit; the Community CareLine; the Admitting and Hospital Registration Departments; Medcon; and the Transfer Center. She chairs Harborview’s Disaster Management Committee and co-chairs the Trauma Council. As an expert in innovative E.D. systems and a leader in bioterrorism preparedness, Chris has published numerous articles, spoken at dozens of conferences around the country, and appeared on national television and radio.  

PDF of Powerpoint file | Click here to view this webcast

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Creating a Culture of Lean Discipline

Understanding lean manufacturing practices

Free IIE Desktop Briefing

Web conference

Speakers:

Doug Rabeneck, Business Development Manager, H. B. Maynard and Company, Inc.

Jim Wilk, Business Development Manager, H. B. Maynard and Company, Inc.

Register at

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Submit an Article

The Lean Division of the Institute of Industrial Engineers is continuously searching for new material to provide to its membership. If you would like to contribute and see your articles in the newsletter and on the website, please submit your article to Elizabeth.Cudney@umr.edu.

Articles should be approximately two to three pages in length. It should be single-spaced, 12 point, Times New Roman and in Word format. Graphs, diagrams, pictures and charts can also be included. Please also include a one or two sentence biography. Contact information can be included at your discretion.

The Lean Division Board of Directions strongly believes the newsletter and website provide a valuable service to our membership. By continuously providing current and relative articles in the areas of Lean and Six Sigma, we can continuously improve our service to our customers. I hope that you will be able to help us achieve this goal.

Sincerely,

Beth Cudney, Ph.D., ASQ-CQE, SSBB

President, Lean Division, IIE

Elizabeth.Cudney@umr.edu

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Lean Reads

[Lean] Knowledge is Power!

Continuing education is what the Institute of Industrial Engineers is all about. To improve the lean processes at your company and increase your professional development, the board members of the lean division have strongly recommend some “Lean Reads” that we have found quite helpful on the journeys to the lean enterprise.

To learn more visit:



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Lean Seminars & Certificates

IIE Offers Two Green Belt Courses 

The Institute of Industrial Engineers now offers two Six Sigma Green Belt courses: Six Sigma for Process Improvement and Six Sigma for ASQ Certification.

IIE's Six Sigma Green Belt for Process Improvements

En Español

IIE continues its leadership role in demonstrating the value of the basic six sigma process analysis strategy in understanding and managing process variation. This three day program provides the participant with proven skills that permit the IIE Six Sigma Green Belt Certificate holder to immediately have an impact on the organization.

Excellent overview of tools that help with implementation of a Six Sigma program

"I was delighted with this course and I found it very informative and practical. This course gave me another perspective to look at the statistics and definitely it will help to implement the six-sigma methodology to the projects we undertake."

"{The Greenbelt training} was a great learning experience and I hope to continue with this learning experience and also implement not only in our software development/work place, but also our client's to achieve improved processes. I will certainly be looking forward for the next level of the training."

This course is also available online.

Master the use of the Six Sigma approach to quantify the critical quality issues in your company. Once the issues have been quantified, statistics can be applied to provide probabilities of success and failure. Learn how to integrate principles of business, statistics, and engineering to achieve

tangible results.

Six Sigma methods increase productivity and enhance quality. This seminar will give you a thorough understanding of Six Sigma and its focus on eliminating defects through fundamental process knowledge. As a Six Sigma Green Belt, you will be equipped to support and champion Six Sigma implementation in your organization.

Come away from this seminar with the knowledge you need to:

|• Identify and implement improved strategic and operational |• Improve quality, productivity, and responsiveness in your |

|processes |operation |

|• Discover ways to better serve your customers |  |

Prior registrants have reported the following savings from their course projects:

|• A financial services organization saw a quarterly cost |• A web developer increased annual profits by 10% by cutting cycle |

|reduction of $128,000 by reducing the rework during |time |

|transaction processing | |

|• A transportation company reduced turnover costs in excess |• A state agency reduced project cost over-runs by 28% |

|of $875,000 per year by improving the employee communications| |

|process | |

|• A painting operation saved over $197,000 annually by |• A wave solder operation saw defects reduced by half and costs |

|increasing first pass acceptance by reducing errors |reduced by $60,000 per year |

Six Sigma offers a wealth of tangible benefits that, when skillfully applied, can:

|• Reduce cost by 50 percent or more through a self-funded |• Reduce the waste chain |

|approach to improvement | |

|• Afford a better understanding of customer requirements |• Improve delivery and quality performance movements rapidly using |

| |internal resources |

Who Should Attend

|• Managers |• Engineers |

|• Front-line supervisors |• Quality team leaders |

|• Process improvement professionals |• Production and logistics managers |

|• Financial analysts |• Sales and marketing staff |

Benefits of Attending

After completing this course, participants should understand:

|• Descriptive statistics |• Process flow charting |

|• Basic analysis tools |• Variability measurements |

|• Control charts |• Process capability |

|• Cause and effect analysis |  |

Course Highlights

Six Sigma recognizes a correlation among the number of defects, wasted operating costs, and the level of customer satisfaction. The common measurement index in Six Sigma is defects per million opportunities. That can include anything from a component, piece of material, or line of code to an administrative form, time frame, or distance.

Six Sigma emphasizes identifying and reducing variation. Six Sigma changes the discussion of quality from one in which quality levels are measured in percentages (parts per hundred) to a discussion of parts per million or even parts per billion. Because organizations are built around people and their knowledge, the success of the Six Sigma quality improvement strategy depends on individuals who are properly trained. The Six Sigma strategy involves a series of steps that are specifically designed to lead the organization through the gauntlet of process improvement. These major steps include definition, measurement, analysis, improvement, and control.

Green Belt Certificate

How will you know that you've mastered these concepts? Upon completion of this training, participants must pass a three-hour written examination before the Green Belt is granted.

Dates

Registration Fee

IIE Member: $1195 | Non-member: $1345

Course Details

3 days | 2.1 CEUs

NOTE: Individuals taking the Green Belt Program should NOT also register for the Yellow Belt Program.

IIE’s Six Sigma Green Belt for ASQ Certification

The American Society for Quality has announced its new Certified Six Sigma Green Belt certification. For those individuals interested in earning this new certification IIE offers an expanded version of its Six Sigma Green Belt for Process Improvement course. Individuals who complete this course will be well positioned to sit for ASQ’s certification exam.

In addition to the classroom seminar presentations, exercises, simulations, and group exercises, the participants will be expected to complete assigned readings and evening practice exercises.

Topics covered include

• Six sigma and organizational goals including

o Value of six sigma

o Organizational factors influencing six sigma

• Lean enterprise principles

• Design for six sigma

o DFSS-DMADV

o QFD

o FMEA

• Process management

o Customer focus

o SIPOC

• Process analysis

• Introduction to probability and statistics

o Probability distributions

o Inferential statistics

o Tests of hypothesis

o Statistical analysis

▪ Graphical

▪ Analytical

• Measurement systems analysis

• Project management basics

• Management planning tools for root cause analysis

• Business results for projects

• Team concepts

• Data analysis

o Correlation

o Regression

• Statistical process control

• Design of experiments

o ANOVA

o Factors

o Levels

o Treatments

 

At the conclusion of both courses participants will sit for IIE’s Six Sigma Green Belt Examination. Those individuals who pass the exam will be awarded the recognized IIE Six Sigma Green Belt Certificate.

 Those individuals who desire to seek the ASQ Green Belt certification may find additional information at

 Dates

Registration Fee

$1750 (special pricing)

Course Details

5 days | 3.5 CEUs

Go to to register now!

To view a list of upcoming Lean seminars visit:



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Six Sigma Seminars

IIE offers several courses on Six Sigma Concepts, Six Sigma Green Belt, and Six Sigma Black Belt.

Six Sigma Yellow Belt

Excellent overview of tools that help with implementation of a Six Sigma program

Learn the basics of Six Sigma and how it can immediately impact your organization. This one-day introductory seminar gives you an overview of the basic philosophy, organization, and methodology for Six Sigma quality. Demystify this topic with this seminar that includes a discussion of the Define-Measure-Analyze-Improve-Implement-Control (DMAIIC) methodology. This practical overview is an introduction to the basic Six Sigma topics of variation, process capability, and root cause analysis.

Powerful case studies and examples drawn from service, business process, and manufacturing applications will give you a simple but effective overview of Six Sigma.

At the end of this seminar, you will be able to:

|• Understand the Six Sigma methodology |• Understand the benefits and implications of a Six Sigma |

| |program and relate Six Sigma concepts to the overall business |

| |mission and objectives |

|• Think about your organization as a collection of |• Use the concept of a Sigma Level to evaluate the capability |

|processes, with inputs that determine the output |of a process or organization |

|• Recognize the six-step DMAIIC model used to improve |• Recognize the organizational factors that are necessary |

|processes |groundwork for a successful Six Sigma program |

|• Define a plan for implementing Six Sigma in your |  |

|organization | |

To view upcoming dates visit:

Registration Fee

IIE Member: $395 | Non-member: $545

Course Details

1 day | .7 CEUs

To learn more visit:



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Feedback

We welcome your input. Please send submissions and feedback to Beth Cudney at Elizabeth.Cudney@umr.edu. Please include "Lean e-Newsletter" in the subject line of your message.

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You are receiving this message because you are a member of this Division. If you'd rather not receive e-mail messages from IIE, please send a note to IIE Member and Customer Service cs@. Be sure to include your name and IIE member number (if applicable).

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