BLACK BELT LEAN SIX SIGMA OPEN ONLINE WORKSHOP RESERVE YOUR SEAT. Cost of Training: December 14, 2017 April 12, 2018 Cost of Certification:

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2 LEAN SIX SIGMA BLACK BELT RESERVE YOUR SEAT OPEN ONLINE WORKSHOP Cost of Training: December 14, 2017 April 12, 2018 Cost of Certification: 20 online, self-paced learning hours One 30-minute introductory live webinar Eight 60-minute live webinars (28.5 hours total) Overview Being indispensable in today s competitive workplace only happens when you continually enhance your skills. Students will learn Lean techniques and principles, as well as the Six Sigma DMAIC methodology that, when properly applied, can dramatically improve an organization s overall efficiency and effectiveness. Lean Six Sigma Black Belt candidates will participate in an online interactive training program with live webinar sessions. Juran s blend of online learning and live webinar training contains self-paced instructional modules, as well as reading assignments designed to reinforce what has been learned in the module. Workshop Objectives 1. Preparing to lead multiple complex Lean Six Sigma DMAIC projects. 2. Mastering the Lean and DMAIC methods for improvement. 3. Mastering both graphical and statistical tools that enable the Lean and DMAIC methods. 4. Obtaining in-depth understanding of the Lean Six Sigma philosophy, theory, strategy, tactics, and quality management tools. 5. Applying methods and tools to real quality and performance problems. 6. Applying skills to lead, facilitate, and manage teamwork. 7. Learning leadership roles to support executive management in the deployment of Lean Six Sigma initiatives and selection and chartering of the most significant projects. Workshop Materials: 1. elearning online modules 2. Access to templates and tools 3. Informational live webinars with a certified Juran Instructor 4. Access to a Juran live instructor during training $1,750 $2,000 (certification)* Registration deadline is December 13, 2017 schedule is subject to change. Prerequisites: Participants should be managerial level or technical specialists and usually assigned full-time responsibility to implement Lean Six Sigma, multi-functional improvement projects within a business unit. Minitab should be installed and operational before workshop begins. Certification Requirements:* 1. Complete all online modules and attend all live webinar sessions with active participation (see training agenda). 2. A passing score on the Black Belt Exam. 3. Satisfactory presentation and oral review of a successful and approved Black Belt project by a Juran Master Black Belt Certifier. Juran is authorized by the International Association for Continuing Education and Training (IACET), to offer IACET CEUs for this program under the ANSI/IACET Standard. *Certification is optional and entails additional fees associated with the project review. A Juran professional will review the manager-approved project prior to your first session.

3 LEAN SIX SIGMA BLACK BELT PROJECT COACHING (If certification option is selected) The success or failure of all improvement projects is largely based on the effectiveness or shortcomings of their project management. We consider effective and robust project management to be absolutely critical to the success of an improvement project. While training is essential for obtaining the knowledge around Lean Six Sigma, coaching makes sure that the learning is applied in the correct way throughout your project. We believe that project coaching highly increases the probability of getting a project completed and in a timely manner. Typical problems our coaches help combat after training: Project Selection - Individuals have a hard time scoping their project and determining what impact it can have on their organization. Disengagement - Individuals lose steam on their project due to getting stuck and need help pushing their project forward. Tool Selection - There are various tools used in the DMAIC process, and individuals typically have a difficult time selecting which one to use and when. Accountability - Coaches provide a summary after each session with concerns, next steps, and achievements to keep the project on track, and to setup success for the next session. Juran recommends eight hours of coaching per project. More hours are available for purchase if needed. RESERVE YOUR SEAT

4 Agenda December 14, min., 2:00 pm ET Live Webinar: Introduction The Need for Change (Intro) Create a culture to improve quality and excellence. Apply the Lean Six Sigma DMAIC to solve real problems that link to your organization s strategy. a. Business Challenges b. The Juran Trilogy c. Breakthrough d. Lean Six Sigma DMAIC Model e. Achieving Quality Project by Project Thinking About Quality Describe the two key dimensions of quality from a customer s perspective. a. Two key dimensions of Quality b. External Customers c. Internal Customers d. The Triple Role Improving Quality Define the methods of Lean and Six Sigma. Become familiar with Cost of Poor Quality (COPQ) and Eight Typical Process Wastes. Explain the Lean Concepts of Value vs. Non-Value as seen by the customer. a. Define Lean and Six Sigma b. Cost of Poor Quality c. Eight Typical Process Wastes d. Value Added vs. Non Value Added Developing an Infrastructure Become familiar with the organizational roles and responsibilities for successful completion of projects. Understand why projects require management support to make them successful, and the need for a supportive system and infrastructure to assure projects are aligned with the business strategy. a. Performance Excellence Framework b. Key Roles c. Project Support from Management d. Project Alignment with Strategy

5 Agenda Continued 60 min. self-paced January 18, 2018 January 18, 2018 Identify and Select Projects Understand the methodology for selecting projects. Identify must criteria for selecting projects. a. Identifying and Selecting Projects b. Obtain Data c. Evaluate Potential Projects d. Create a Project Charter e. Determine Team Project Selection Use a project selection matrix to prioritize projects. Create a project charter. a. Methods for Selecting Projects b. Criteria for Selecting Projects c. Project Selection Matrix d. Project Charter e. Cost of Poor Quality Define the Project Y Define the Y of Y = f(x) in words, reflecting the voice of the customer. a. High-Level Process Mapping b. Develop a SIPOC c. Plan for VOC Data Collection d. Collect Voice of the Customer e. Translate VOC to CTQs Define Continued Define the as-is process at a high level. a. Stakeholder Analysis b. Critical to Quality Projects c. SIPOC

6 Agenda Continued January 18, 2018 January 18, 2018 January 18, min. self-paced January 18, 2018 February 1, 2018 Measure the Project Ys (part 1) Use Juran s Pareto Analysis to focus on the vital few. Learn how to define the Y in numbers. a. Diagnose the Cause b. Determine Baseline Performance c. Pareto Diagrams Measure the Project Ys (part 2) Develop a data-collection plan. Establish baseline performance level and variability. Create and interpret detailed process maps. a. Data Collection Plans b. Process Mapping c. Graphs and Charts Measure Continued Use the key elements of demand to measure value. Demonstrate how to use Value Stream Mapping (VSM). a. Value Stream Map b. Spaghetti Diagrams c. Calculating Demand and Capacity d. Implementing 6S e. Calculating Process Sigma Introduction To MSA Understand what measurement system error is and how it affects production operations. a. Explain what measurement system error is and how it affects operations. b. Analyze measurement systems to determine their adequacy and capability for a given application c. Assure measurement systems are consistently adequate and capable for product quality control applications

7 Agenda Continued February 1, 2018 February 1, 2018 February 15, 2018 February 15, min. self-paced Measurement System Analysis Analyze measurement systems to determine their adequacy and capability for a given application. a. Determine if there is a calibration issue with your measurement Tool b. Use Gage R&R to determine the usability and sustainability of your measurement system c. Use the Juran Gage R&R Excel Spreadsheet Tool to evaluate your measurement System. d. Complete measurement system analysis using categorical data Process Capability and Calculating Process Sigma Calculate Sigma Level. Explain the relationships between Sigma Level, DPMO, and yield. Define process capability with continuous data. a. Recognize different types of Defects b. Calculate the Sigma Level of Categorical Data c. Specify the importance of Rolled throughput yield d. Identify when to perform a Process Capability study e. Calculate the sigma level and process capability of continuous data f. Explain the difference between long term and short term capability Analyze the Data Identify sources of variation that can cause the Y. a. Analyze Symptoms b. Stratification c. Histograms d. Scatter Diagrams e. Root Cause f. Formulate Theories g. Test Theories

8 Agenda Continued February 15, min. self-paced February 15, 2018 March 1, 2018 March 1, 2018 March 1, 2018 March 1, 2018 Analyze Continued Identify potential Xs that may contribute to the Y. a. Identify Potential Causes of Y b. Analyze data c. Process Analysis d. Identify the Vital Few Introduction to Hypothesis Testing Analyze data to prove root causes. Understand how to build null and alternative hypotheses. a. List the steps in hypothesis testing b. Formulate Null and Alternative Hypotheses c. Explain the Significance of P Value Testing Hypotheses With Categorical Data Prove statistically significant root causes when Y is categorical. a. Compare one proportion to a target using a one proportion test b. Use a two proportion test to compare two proportions c. Determine if your Y is independent of your X using the Chi-Square test for Independence Testing Hypotheses (Y Continuous, X Categorical) Prove statistically significant root causes when Y is continuous and X is categorical. a. Compare the mean of a population to a target b. Compare the means of two populations c. Perform 1-sample and 2-sample t Tests

9 Agenda Continued March 15, 2018 March 15, 2018 March 15, min. self-paced March 15, 2018 March 29, 2018 Analysis of Variance Prove statistically significant root causes when Y is continuous and multiple levels of categorical X. a. Describe why you would use ANOVA b. Explain the ANOVA Method c. Use One-Way ANOVA in an improvement Project Testing Hypotheses with Continuous Data Prove statistically significant root causes when both Y and X are continuous. Create prediction equations based on significant correlations. a. Build and use Scatter Diagrams to Interpret Your Data b. Use Correlation and Regression tools to narrow your list of continuous input variables c. Perform Correlation and Regression Analysis Nonparametric tests Apply nonparametric tests when data are ordinal and/or not normal. a. Levene's Test b. 1-Sample Wilcoxon Test c. Kruskal-Wallis Test d. Chi-Square Test e. Mann-Whitney Test f. Mood s Median Test Improve Know the five steps to selecting solutions. Demonstrate effectiveness of the solution through testing and piloting. a. Tasks Required to Improve b. Alternative Solutions c. Design Solutions d. Pilot Test e. Implementing Solutions

10 Agenda Continued March 29, 2018 March 29, 2018 April 12, 2018 April 12, 2018 April 12, 2018 April 12, 2018 Improve Continued Itemize the requirements for implementing a solution. Develop a plan for resistance to change. a. Select Appropriate Solutions b. Lean Techniques and Principles c. Rapid Improvement Events d. Implementation and Communication Plan Control to Hold the Gains Know how to identify Control Subjects and develop Feedback Loops. Create control plans and prepare necessary documentation. a. Control Plan b. Control Charts c. Mistake-Proof Solutions d. Ensure Effectiveness of Solutions Control Define Statistical Process Control (SPC) and how it impacts controlling process performance. Identify Out-Of-Control conditions and use control charts. a. Select Appropriate Control Charts b. Out of Control Conditions c. Mistake Proofing SPC Identify various control charts and their applications. Calculate control chart limits from data. Document and Replicate and Teamwork Develop clear and accurate process instructions. Finalize project financial results. Provide permanent records of the project for future owners of the process. a. Create Project Documentation b. Four Stages of Team Dynamics c. Team Decision Making

11 Agenda Continued April 12, 2018 April 12, 2018 Document and Replicate and Teamwork Continued Recognize the characteristics of effective teams. Understand the three types of decision-making used in quality improvement. a. Create Project Documentation b. Four Stages of Team Dynamics d. Team Decision Making

12 Live Webinar Agenda one 30-minute introductory live webinar, eight 60-minute live webinars December 14, min., 2:00 pm ET January 18, 2018 February 1, 2018 February 15, 2018 March 1, 2018 March 15, 2018 Welcome Introduction to Workshop Workshop Q&A Technical Q&A Project examples of the module content being covered Introduction to Minitab Project examples of the module content being covered Project examples of the module content being covered Project examples of the module content being covered Project examples of the module content being covered

13 Live Webinar Agenda one 30-minute introductory live webinar, eight 60-minute live webinars March 29, 2018 April 12, 2018 Project examples of the module content being covered Project examples of the module content being covered

14 MEET YOUR BLACK BELT COAC H is a Senior Consultant with Juran. In this capacity, he specializes in Continuous Process Improvement, Lean Management and delivering a variety of quality programs to corporate clients. Mr. Stamp has over 25 years of experience and is an outstanding change agent who can identify opportunities, develop focus and provide strategic and tactical business solutions. Mr. Stamp s core competencies include Process Improvement, Operational Streamlining, Data Science, Special Project Management, Training & Coaching, Cost Reduction, Multi-Site Operations, Quality Control/Assurance, Policy & Procedure Development, Leadership Development & Culture Transformation and Statistics. Contact Info: Vice President mstamp@juran.com RESERVE YOUR SEAT