Operations Excellence succeeds the foundation of Total Quality Management by driving customer-focused organizations may it be manufacturing or service to continually improve and innovate customer experience through process standardization, monitoring, enhancement and reengineering. In the fast-paced movement of industries today, diverse models are proven to be robust frameworks towards optimization, following the likes of Six Sigma pioneered by Motorola and Lean by Toyota. This paves the tendency of creating an irony of clarity and confusion; more like ebony and ivory, or a yin and a yang. The delight is manifested on the thought that holistic approaches are already available however, the ebony side may not be disregarded. Where there is variety of best practices to use comes the complexity of where to begin or even, what to choose. How do I start building my Quality Management Program? What is the difference with compliance audits and optimization models? Is it a battle between Lean, Six Sigma or something else?
Building EXCELLENCE should start somewhere
Understanding the Fusion of Operations Excellence Models
Course Code: GQ-004, Duration: 1 Day
Training Date: February 03, 2010
Operations Excellence Models should be realized as an integral part and not a sole basis for organizational undertakings. It is not a magic wand. Hence, it is imperative to build inter-linkage of all these models in realizing the intended change to the bottom line. The course intends to provide a hawk’s eye view of these frameworks to equip the professional with the right knowledge of assessing the quality maturity of an organization and be able to design an appropriate quality program for governance. The course shall commence with knowing the value of quality management system standards and synergize it with optimization methodologies; running through the well-used in the business arena: PDCA-Kaizen Projects, Six Sigma, Lean, Lean Sigma, DFSS, TRIZ and Balanced Scorecard. This course aims to build professionals the Championship role of diagnosing the right Quality Pathway that will affect largely the organization’s commitment to customer satisfaction and further be translated to the bottom line.
Leading and Managing in a Six Sigma World
Course Code: GQ-007, Duration: 1 Day
Training Date: February 04, 2010
Six Sigma is MORE THAN A METRIC, it is a PROBLEM SOLVING METHODOLOGY or, a STRATEGIC IMPROVEMENT PROGRAM. This course aims to demystify Six Sigma overriding its statistical rigors with the logical rationale of the model. The objective of the course is to diminish the impression that Six Sigma is a statistical course, there is DEFINITELY more to it. The course shall walk-through the evolution of the model and the roadmap towards problem solving: Define-Measure-Analyze-Improve-Control. This will answer the most frequently asked questions against Six Sigma, the likes of Do I need to use all the tools? What is the difference of Six Sigma Green Belt and Black Belt? How is it compared with other Operations Excellence Models? Is Six Sigma a Kaizen Project? More so, this course puts emphasis on the sponsor’s Role in properly identifying the right projects, getting it right the first time.
Can I complete Six Sigma Project without calculating the Sigma Level? Yes, you can.
Taking LEAN to Manufacturing and Service
Course Code: GQ-008, Duration: 1 Day
Training Date: February 16, 2010
Lean’s philosophy defies Machiavelli’s principle the end justifies the means. This course will provide the thought process of having Lean as a process optimization model by identifying and removing wastes in the processes---the likes of multiple approvals in the system, work balancing issues, several reworking loops, identifying process bottlenecks, redundant processes and more. Pioneered by Toyota, the course aims to bring Lean’s usability beyond the confines of manufacturing and lay down its applicability towards service function. Also, the course will include Fundamentals of Value Stream Mapping – Lean’s well known tool towards “Learning to See”, which will administer proper identification of Wastes and from there apply Lean’s tools and Techniques for continual improvement.
Building an Effective Metrics System
Course Code: GQ-005, Duration: 1 Day
Training Date: February 23, 2010
Garbage IN Garbage OUT. A metrics system that is designed improperly will be meaningless to provide signal against capability of achieving customer requirements. Thus, this course is focused on providing framework in building reliable metrics that will be reflective of how you meet the needs of the customer and controlling your process performance. This course will go through formulation of metrics, diagnosing current metrics reporting scheme, calculating right sample size and designing a data collection plan. Moreover, this course will also walk you through the right ways of calculating for commonly used metrics on: Delivery Performance & Timeliness, Accuracy, Quality Yields, Rate of Production, Manpower Utilization, Non-compliance and Complaint Incidences and Cost of Poor Quality (CoPQ).
Root Cause Analysis & Risk Management Techniques
Course Code: GQ-007, Duration: 1 Day
Training Date: February 15, 2010
The missing link between a problem symptom and the solution is the mere questioning of WHY. This course provides the thought process that solving a problem is not tantamount to putting a bandage now and be at mercy that it will not recur. This course puts emphasis towards that missing link: Root Cause Analysis. This will provide ways of understanding how to identify right process-centric root causes, separating them from grievances and administering teams to provide relevant and unbiased insights towards the source of the problem. Moreover, the course will also cater to cases where there is minimal to no room for failure. In such case, risk management is proper to identify potential failure mode just before the process has started. Thus this course will equip the individuals the foundation as to how to react before the problem begins and when it begins.
Graphical Toolbox for Data Interpretation and Analysis
Course Code: GQ-008, Duration: 1 Day
Training Date: February 16, 2010
Have you ever fell into the pit of graphing several trends in one chart that resulted to a glary analysis or, been presented with multiple bar graphs that only conveys one thing?
These and more are the common signals of being in the Graphical Limbo---being at lost towards what graphical tool to use to effectively aid in data interpretation and how to suitably use them most especially in factor comparisons (e.g. Productivity per Shift, Quality Yield per Staff, Timeliness per Work Difficulty). This course shall walk through the mechanics of commonly used Graphical Tools and how they should be suitably used respective of data sets. It will also discuss the don’ts of graphical tools resulting towards poor data presentation and reporting.
Statistical Process Control: Detecting Process Variation and Capability
Course Code: GQ-006, Duration: 3 Days
Training Date: February 24, 25 and 26, 2010
Fulfilling customer requirements is more than taking the average and compare it with the target. Oftentimes, this result towards false alarm improvements---taking actions to situation that is influenced only by few incidences pulling the behaviour up or down, thus they are called outliers. This course shall provide the foundation towards understanding process trending and knowing when or when not to react based on the movement of the process. It will also run through basic analysis of looking into out-of-control points, process shifts, trends, cyclicality or even detecting measurement errors in the process. This is vital towards metrics segmentation such as Productivity or Timeliness Trend, looking into Quality per day or per staff, & counts of complaint incidences. Also, this course will provide the proper way towards calculating how the process is capable against the customer needs. This includes calculating capability ratios, yields and also, walk through the individuals on the rationality of sigma level. As part of the synthesis, this course will further link process variation against capability. What if the average is within the target but there are lots of outliers, can we still say that we are capable? Which one should I address first, consistency of behaviour or meeting the target? This course will take you through this.