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Six Sigma Yellow Belt
Computer-Based Training
Six Sigma Yellow Belt CBT is designed for those who need broad familiarity with the overall Six Sigma process and the basic tools associated with the process. This CBT will cover the very basics of Six Sigma Problem Solving, allowing the student to gain general knowledge and understanding of the process.
Six Sigma Yellow Belt CBT Overview:
Click on the items below to see an expanded explanation.
Over the years, the term 'Six Sigma' has been used to describe a wide variety of programs and initiatives as companies adapted it to their needs. The Six
Sigma process starts with strategic and annual business goals and targets. To accomplish those goals, the right projects must be selected. Then the correct
people must be trained to work on those projects. Improvement plans must be developed and implemented by the teams. Operations must be managed to achieve
excellence. Finally the gains must be sustained. If all of this can be accomplished then the output of the process will be achieving the set goals and targets.
Most companies effect process improvement at some level. However, progress is often at an evolutionary rate. This sections provides some over
information on Kaizen, PDCA, and 8D.
A continuous flow of good Projects is the lifeblood of a Six Sigma Program. Without this flow, a Six Sigma Program will soon fail. Any Six Sigma
project must directly address three factors: improved customer satisfaction, improved bottom line, and directly support the companies strategic critical
success factors.
Teams are established to accomplish something within a timeframe. Energizing and focusing the creativity of all employees on accomplishing the most
important issue the company needs to do is the strength of Six Sigma. This section explains the roles and responsibilities of a Six Sigma team.
Sometimes referred to as Process Flow Diagramming, Process Mapping is used to document the movement of products or services through the organization's
manufacturing or support process. Special attention should be taken to document redundant activities, for example, the number of manager approvals that are
needed before a decision can be implemented.
Senior leaders must constantly manage the balance of satisfying Customer needs while meeting the shareholder / stakeholder needs of constantly
increasing the value of the organization. By having both of these needs clearly identified and defined, the Six Sigma Team can optimize the use of the
Six Sigma process to maximize the benefits to the customers and shareholders / stakeholders.
What gets measured gets managed! When the problem is quantified and measured mathematically, you can use the powerful Six Sigma statistical tools to
give managers insights into problems that cannot be seen using any other process. It is the power of statistics that enable managers to make bolder, more
informed decisions that accelerate the rate of positive improvement in their organizations.
The old saying "garbage in, garbage out" is very true. If the measuring system itself produces a significant amount of variability
into the data, any decisions made based on that data carries a high risk of being a bad decision. Measurement systems analysis assesses the quality of
a measurement system to ensure that the measurement system being used is appropriate for the application.
Collecting data provides the information needed to solve problems. Sampling or sample sizes are determined by the acceptable risk that an
organization can endure. The lower the acceptable risk the larger the sample sizes required to mitigate that risk.
Control plans are developed to inspect products or characteristics for features that have some probability of being incorrect. There is no
reason to have a control plan if all critical and significant characteristics are mistake-proofed.
Work instructions are the extension of any item from a control plan or special control and identify the "Best Practice" on how to
perform a function. They should be detailed enough to allow the operator, or user of the instruction, to follow it and complete the task with a very
low probability of making an error. It must be as visual as possible and preferably on one sheet of paper.
A powerful, simple tool that makes a distinction between Common and Special Causes of Variation and helps to determine whether a process
is running within established control limits.
Estimated material review time - 45 minutes
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