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Statistical Analysis for Six Sigma - Minitab

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	Lean Manufacturing Masters Program

	Lean Manufacturing Level 1 - Primer Course SSA's Lean Manufacturing Course - "Lean Manufacturing Masters Program" is structured under the framework of RMAOR ® methodology (Recognize - Map & Measure - Analyze - Optimize - Repeatable) which is a Thought Leadership of SSA to give a cook-book structure to lean manufacturing principles to make it more easier for the organization to adopt and apply the most complex Lean manufacturing tools in a very systematic manner for attaining best results. This Course aims to create Lean Transformation Agents who will be able to spear-head Lean Implementation in their organization. • The course is designed to cover lean principles in Manufacturing as well as Service Industry Introduction and Changing Business Scenario History and Evolution of Lean Lean evolution Toyota philosophy Traditional thinking Lean thinking Lean Manufacturing Case Study Lean Principles Value Value stream Flow Pull Perfection Lean Building Blocks 7 wastes Little's law Pull system WIP PCE Approach to Lean Process Lean design Lean manufacturing tools Introduction to iGrafx Overview of iGrafx Introduction to value stream mapping with iGrafx 1.1 Learning Outcome To understand business relevance of Lean in the current market scenario both in service & manufacturing industry To understand how Lean evolved and difference between traditional and lean thinking To understand principles of Lean To learn and understand concepts like Little's law, Pull system, Process cycle efficiency and WIP To learn about Lean design and Lean tools To be learn about iGrafx and understand how it can be used for Value Stream Mapping To do a small project in his/her function, this involves identification of non-value adding & value-adding activities and re-engineering the process
	Lean Manufacturing Level 2 - Foundation Course Introduction Introduction to Lean Manufacturing and Lean Management History and evolution of Lean Recognize Phase Identify burning platforms Identify value streams Identify Lean opportunities Map and Measure Phase Value Product Family Matrix Process Mapping As-is Value Stream Mapping Lean Charter VSM data Identity waste Value/Time Analysis Baseline Lean capability measures Analyze Phase Interpretation of CS VSM Phase Push and Pull Systems Flow Creating continuous flow Optimize Phase Cell Design Kaizen House Keeping Poka Yoka Standard Work Visual Management Total Productive Improvement Single minute exchange of dies Risk Assessment using FMEA Introduction to iGrafx Repeatable Phase Benefit Analysis Table Standard Operating Procedures Monitoring Mechanism Response Chart for Variables Control Charts for Attributes Response Plan KPI Monitoring SMED, etc Learning Outcome Upon successful completion of the program, the participants will be able To identify the pain areas in the organization and prioritize selected projects to be taken for improvement To quantify the current baseline capability of the process in scope of project identified To perform time and value analysis To use the concepts of pull system and create a flow To learn end to end Lean application through this course which will enhance their skills for covering entire enterprise Control Charts for Attributes
	Lean Manufacturing Level 3 - Masters Course Foundations & Stability Lean thinking history, critics & evolution Five lean principles; Value & Waste Relevance of Lean Manufacturing to Service Operations systems thinking Lean frameworks Policy Deployment Accounting for Lean and Flow accounting Introduction to Factory Physics Improvement & Systems Definitions of quality The views of the quality “ gurus ”, especially W Edwards Deming on „ Profound Knowledge‟ TQM – concepts, and criticism Overview: Variation, mistakes and complexity. Techniques for quality: the 7 tools, review of SPC, Failsafing, Understanding variation: common and special causes Six sigma methodology (DMAIC) and various six sigma tools 5S concepts Standard work TWI methods – demonstration and practical skills of job instruction and practice at developing job breakdown charts Kaizen – both point kaizen and flow kaizen methods Service Quality – the importance of the customer, moments of truth, service profit chain, service gaps, retention & referrals, mapping service quality: blueprinting, cycle of service Introduction to design of experiments (DOE) Introduction to Design for Six Sigma (DFSS) Layout, and TPM (Total Productive Maintenance) Layout and Ergonomics: Location considerations Frameworks for Layout Types of Layout Servicescape concepts and office layout considerations Systematic Layout Planning Plant layout Cell Design – including participation and 3P Workstation Design Line balancing – various types including work balance board and „bucket brigade‟ Material handling considerations Ergonomic principles and considerations, including standards and safety TPM Asset Reliability Self Assess Exercise Sources of Information (step 1) OEE Exercises (step 2) 1st Manuf‟ Floor Visit: Criticality Assessment 2nd Manuf‟ Floor Visit: Condition Appraisal Ex Whose Job? Exercise - 6 x Loss Assessment Exercise 3rd Manuf‟ Floor Visit; Refurbishment Plan + Future TPM Asset Care (step7) BPR Single Point Lessons (step 8) + Problem Solving Ex (step 9) Cultural Issues, Team Working & Facilitating + A wider perspective of OEE including Overall Professional Effectiveness (OPE) Launching & Sustaining TPM Top Down & Bottom-up Audit and Reviews Pillar Champions - Roles & Responsibilities TPM & Lean Leadership Success Factors Does TPM Pass the „So What ?‟ test Demand, Capacity, and Flow – Part 1 Frameworks for Scheduling and Planning Types of Demand Influencing Demand Different types of scheduling environments and their characteristics: VAT analysis Capacity Considerations and Management in Manufacturing and Service Flow as a central concept in Lean Queues: Arrival variation, process variation, Load and Capacity Sales and Operations Planning Inventory basics Traditional MRP and MRPII Forecasting in a lean environment Managing demand and capacity Master Scheduling Pull systems: types and when is pull not pull? One Piece flow, mixed model scheduling and Kanban variations Heijunka operations (box, pitch, waterspider, etc.) Batch sizing in a lean environment Introduction to Factory physics CONWIP (Constant WIP) and Factory Physics Demand Management Frequency analysis to distinguish appropriate buffering Make to stock (MTS) and the Order Level Make to Order (MTO) and time buffering How to deal with MTS and MTO across the same production resources Production Planning Frequency of Issue of plan Development of plans Issue to line methodology & why this is not required in Kanban Production Control What happens when things go wrong What do with problems & how fast are they dealt with How do know if up to date Material Handling Kanban processes Raw material delivery Runner Routes Demand, Capacity, and Flow – Part 2 The need to map: the systems context Different approaches to Mapping Limitations of traditional value stream mapping Types of Map: Spaghetti, and detailed process activity maps. Drawing and analyzing the current state, especially information flows Developing the future state Developing and implementing the Action Plan Demand Analysis, and demand type classifications Information flows and IT aspects Mapping for Lean accounting Capacity and Lead Time analysis Leadership and Change Change process models, change leadership and dealing with resistance Intervention theory Facilitating effective organisational change The Need and Why for Change Lean Leadership theories People‟s behaviours and reactions to change – being correct vs. having people‟s buy-in Psychological and behavioural aspects lean transformation OD/OB aspects of transformation framework and sustainability Converting theory to practice TWI JR Pitfalls of change management Systems Laws and change Lean leadership and leader standard work Decision making Supply Chain Supply Chain models How to map, analyse and improve the extended supply chain Supply chain dynamics Supplier associations Supply Chain accounting Network sourcing Understand the structure of the supply chain both in bound & outbound Understand the key features of customer demand and demand dynamics within the supply chain Fundamental structures & techniques for analysis of supply chain Role of SCM function within organisation Supply chain risk Forecast errors Visibility in SCM Innovation, New Product Introduction and Policy Deployment What is innovation? The Lean Design process A re-visit of the Policy Deployment process including its relevance to new product introduction. Toyota Design Principles General Design Principles including Design 3P Process 3P Production 3P TRIZ: Systemic interactions and control of multiple projects Ideal Final Result Understanding customers and innovation The TRIZ matrix TRIZ case studies New Product Introduction Lean Service Design overview Lean Manufacturing Design including Set based design Concurrent engineering The Chief Engineer role The "3 P‟ Process Practical Skills: Systems and TWI History of TWI Job analysis and breakdown sheet The four steps of JI Use of the skills matrix Practice and repeat practice each step of JI Capstone demonstration of JI Purpose Measures System conditions Achieving flow