New Lean Six Sigma Champion and Lean Six Sigma Executive Qualifications
The newest additions to the STUK portfolio of Lean Six Sigma training programmes now available are Champion and Executive.
These short courses can be taken as an ad-on to our IASSC accredited Black Belt programme, or can be completed independently for those already holding Black Belt certification. They are designed to support the next stages in career skills development post Black Belt completion.
Champions play a pivotal role in a successful Lean Six Sigma initiative. They serve as mentors to project teams and act as a bridge between Black Belts and organisational management. Champions are typically members of the senior management team or leadership group who sponsor projects and mentor teams working on those projects.
Executives represent the most senior level of leadership within the Six Sigma hierarchy. With the most training and experience, Executives are best equipped with the leadership skills to establish strategies and to focus the Six Sigma program in accordance with an organisation’s specific culture and goals.
Lean Six Sigma Champion
Project Reviews & Coaching:
The Tollgate review process in six sigma is a project progressive definition based on a planned and standardised evaluation at the end of each phase. A Gate, or Tollgate, is a standardised control point where the projects phase is reviewed and/or audited and approved (or not) to continue with the next phase. In Six Sigma project deployment Tollgates can be used after each of the five stages of the DMAIC (Define, Measure, Analyse, Improve, Control) process to ensure each has been satisfied fully before progression to the next and to retain control. In terms of project coaching the models that are most widely used and that are referenced in the training are the GROW and OSCAR models.
Building a House of Quality:
House of Quality is a process for product, process and service development that is inspired by customer desires for the innovation and progression of such, and anchored by the capabilities and resources of the organisation seeking to meet those desires. The benefits of building a House of Quality include: Provides a collaborative team environment, increases the focus and attention on customer requirements and design characteristics, and provides a consistent approach for analysing & prioritising customer requirements against design characteristics.
Theory of Creative Problem Solving (TRIZ):
TRIZ is a systematic approach for understanding and solving any problem and a catalyst for innovation and invention. Through enabling clear thinking and the generation of innovative ideas, TRIZ helps you to find an ideal solution without the need for compromise. However it is not a Theory - it is a big toolkit consisting of many simple tools - most are easy to learn and immediately apply to problems. This amazing capability helps us tackle any problem or challenge even when we face difficult, intractable or apparently impossible situations. TRIZ helps keep detail in its place, to see the big picture and avoid getting tripped up with irrelevance, waylaid by trivial issues or seduced by premature solutions. It works alongside and supports other toolkits, and is particularly powerful for getting teams to work together to understand problems effectively, collectively generate ideas and innovate.
Failure Mode Avoidance:
FMA is a pragmatic quality methodology that focuses on finding design failures early in the development process. Applying proper countermeasures to fix the failure modes and intelligent verification testing ensures that they do not escape into the field. Counter measures are assessed based on theoretical data generation during the development and experimentation phases.
It is a proactive approach (prevention) rather than waiting until the failure modes are naturally observed in the physical state (reaction) later in the process during the launch phases, or through customer feedback.
Total Productive Maintenance:
TPM is a strategy that operates according to the idea that everyone in a facility should participate in maintenance, rather than just the maintenance team.
This approach uses the skills of all employees and seeks to incorporate maintenance into the everyday performance of a facility. It is the process of using machines, equipment, employees and supporting processes to maintain and improve the integrity of production (be that the provision of product or service) and the quality of systems.
Experimentation & Optimisation:
Design of experiments (DOE) is defined as a branch of applied statistics that deals with planning, conducting, analysing, and interpreting controlled tests to evaluate the factors that control the value of a parameter or group of parameters. Project optimisation can be defined as finding the solution, from the available alternative options, with the most cost effective or highest achievable performance under the given constraints, by maximising desired factors and minimising undesired ones. Tools explained in this session include Monte Carlo Theory, Discrete Event Simulation, Balanced and Unbalanced Designs, and General Linear Modelling.
Lean Six Sigma Executive
Business Strategy Development:
A strong business development strategy is the roadmap that instructs your team how to find and generate high-value leads to support your long-term goals. Without a strategy, your team may struggle to find qualifying prospects or, at worst, spend months developing a relationship with prospects who don't convert. Tools referenced in these session include; Ansoff’s Growth Matrix , BCG Growth Share Matrix, GE McKinsey Matrix, PESTLE, and Business SWOT Analysis.
Organisational Policy Deployment:
Hoshin Kanri Policy Deployment is a method for ensuring that the strategic goals of an organisation drive progress and action at every level within that organisation. This eliminates the waste that comes from inconsistent direction and poor communication. It is a 7-step process in which goals are communicated throughout the organisation and then put into action. The key principle is that all colleagues work together, and all effort is driven towards achieving a singular objective. This helps drive a Lean culture. Also covered is this session are the principles of establishing and maintaining organisational wide Lean practices and culture.
Culture Change Management & Change Planning Models:
An organisation's culture defines the proper way to behave within said organisation. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviours and understanding. Managing change is critical in achieving acceptance of new process to benefit the organisation. This session addresses how opportunities for change can be identified and managed efficiently and effectively. Models referred to in this session include; The McKinsey 7-s Model, Lewin’s Change Management Model, ADKAR Model, Kotter’s 8-Step Change Model, The Deming Cycle, Bridges Transition Model.
Gaining influence in a team can help you work together more effectively. Gaining influence in a supervisory position can make you more respected and appreciated. Gaining influence in a meeting can make your voice more likely to be heard and acknowledged. Influence has countless advantages but gaining that influence, like learning a skill, takes time and effort. Fortunately, there are many strategies you can use to cultivate this characteristic. This session teaches seven key influencing strategies to help senior leaders deliver effective change.
Creative Thinking Tools:
Creative Thinking is an approach to looking at problems or situations from a fresh perspective that suggests unorthodox solutions, which may potentially look unsettling at first. The approach can be stimulated both by an unstructured process such as brainstorming, and by a structured process such as lateral thinking. This session introduces several key techniques to promote creative thinking including; Affinity Diagrams, Challenging Assumptions, Solution Mapping, Mind Mapping, Six Thinking Hats Technique, Lateral Thinking, and the use of Pugh Matrices.
Operational Excellence is a well established management philosophy. It is a methodology based on Leadership, Teamwork and Problem Solving, resulting in Continuous Improvement throughout the organisation. It focuses on the needs of the customer, empowering employees, and optimising existing activities in the process. If taken from a leadership point of view Operational Excellence is defined as an element of organisational leadership that puts emphasis on the application of certain principles, systems and tools toward sustainable and Continuous Improvement of key performance metrics of the organisation. This session discusses the ten core principles that the delivery of Operational Excellence is based upon.