Exam Preparation
CSSGBشهادة الحزام الأخضر في 6 سيجما
التقييم:
الإنجليزي
متوسط
وجهاً لوجه
التدريب في الموقع
تدريب مباشر عن بعد
تدريب
التدريب
والإرشاد
السرعة الذاتية
تدريب
اختر تاريخ
لتحميل الكتيب
نبذة عن الدورة التدريبية
Six Sigma Green Belt is one of the most recognized business management trategies focusing on quality and process improvement. It is widely used across industries and it includes the utilization of a variety of business process improvement tools, including Statistical Tools.
Variability and variations are a source of loss of productivity, customer dissatisfaction with the product/service, increased cost and delays in delivery hence Six Sigma is a customer driven top management which leads the battle against variability and variations of all types using the DMAIC (Define, Measure, Analyze, Improve, and Control) methodology. This standardized approach, if applied throughout the organization, can lead to substantial reduction of variability and variations by creating sensitivity for noticing, analyzing and reducing variability and variations to a predetermined standard for the organization (the Six Sigma scale). It inculcates the approach of economic and innovative solutions by involving all the concerned persons, with appropriate training and teamwork.
The Six Sigma Green Belt operates under the supervision of a Six Sigma Black Belt, analyzes and solves quality problems and is involved in quality improvement projects. A Green Belt is someone with adequate work experience wants to demonstrate his or her knowledge of Six Sigma tools and processes.
Variability and variations are a source of loss of productivity, customer dissatisfaction with the product/service, increased cost and delays in delivery hence Six Sigma is a customer driven top management which leads the battle against variability and variations of all types using the DMAIC (Define, Measure, Analyze, Improve, and Control) methodology. This standardized approach, if applied throughout the organization, can lead to substantial reduction of variability and variations by creating sensitivity for noticing, analyzing and reducing variability and variations to a predetermined standard for the organization (the Six Sigma scale). It inculcates the approach of economic and innovative solutions by involving all the concerned persons, with appropriate training and teamwork.
The Six Sigma Green Belt operates under the supervision of a Six Sigma Black Belt, analyzes and solves quality problems and is involved in quality improvement projects. A Green Belt is someone with adequate work experience wants to demonstrate his or her knowledge of Six Sigma tools and processes.
المخرجات الرئيسية
1
Understand Six Sigma Approaches and Methodologies (DMAIC).
2
Learn to apply a wide range of Quality Management Tools & Techniques.
3
Provide competitor differentiation in the market & get a world class standard.
4
Achieve reduced total defects and cycle times and be able to Drive productivity and growth.
5
Understand how to get Improved Quality And Efficiency throughout the whole organization
The American Society for Quality
The American Society for Quality (ASQ) is the world’s leading authority on quality. With more than 80,000 individual and organizational members, this professional association advances learning, quality improvement, and knowledge exchange to improve business results, and to create better workplaces and communities worldwide. Today, ASQ has become a global organization, with members in more than 140 countries. ASQ now has service centers in Mexico, China, and India, and has established strategic alliances with numerousorganizations to promote ASQ products and training. A rich history and bright future; we are ASQ, the Global Voice of Quality™. LEORON is an official educational partner for ASQ for number of EMEA countries.
محتوى الدورة التدريبية
I. Overview: Six Sigma and the Organization
I. Overview: Six Sigma and the Organization
A. Six sigma and organizational goals
1. Value of six sigma
2. Organizational goals and six sigma projects
3. Organizational drivers and metrics
B. Lean principles in the organization
1. Lean concepts
2. Value-streaming mapping
C. Design for six sigma (DFSS) methodologies
1. Road maps for DFSS
2. Basic failure mode and effects analysis (FMEA)
3. Design FMEA and process FMEA
1. Value of six sigma
2. Organizational goals and six sigma projects
3. Organizational drivers and metrics
B. Lean principles in the organization
1. Lean concepts
2. Value-streaming mapping
C. Design for six sigma (DFSS) methodologies
1. Road maps for DFSS
2. Basic failure mode and effects analysis (FMEA)
3. Design FMEA and process FMEA
II. Define Phase
II. Define Phase
A. Project identification
1. Project selection
2. Process elements
3. Process inputs and outputs
4. Owners and stakeholders
B. Voice of the customer (VOC)
1. Customer identification
2. Customer data
3. Customer requirements
C. Project management basics
1. Project charter
2. Project scope
3. Project metrics
4. Project planning tools
5. Project documentation
6. Project risk analysis
7. Project closure
D. Management and planning tools
1. Affinity diagrams,
2. Interrelationship digraphs,
3. Tree diagrams,
4. Prioritization matrices,
5. Matrix diagrams,
6. Process decision program charts (PDPC),
7. Activity network diagrams.
E. Business results for projects
1. Process performance
defects per unit (DPU),
• rolled throughput yield (RTY),
cost of poor quality (COPQ),
defects per million opportunities (DPMO),
• sigma levels,
• process capability indices.
2. Communication
F. Team dynamics and performance
1. Team stages and dynamics
2. Team roles and responsibilities
3. Team tools
4. Team Communication
1. Project selection
2. Process elements
3. Process inputs and outputs
4. Owners and stakeholders
B. Voice of the customer (VOC)
1. Customer identification
2. Customer data
3. Customer requirements
C. Project management basics
1. Project charter
2. Project scope
3. Project metrics
4. Project planning tools
5. Project documentation
6. Project risk analysis
7. Project closure
D. Management and planning tools
1. Affinity diagrams,
2. Interrelationship digraphs,
3. Tree diagrams,
4. Prioritization matrices,
5. Matrix diagrams,
6. Process decision program charts (PDPC),
7. Activity network diagrams.
E. Business results for projects
1. Process performance
defects per unit (DPU),
• rolled throughput yield (RTY),
cost of poor quality (COPQ),
defects per million opportunities (DPMO),
• sigma levels,
• process capability indices.
2. Communication
F. Team dynamics and performance
1. Team stages and dynamics
2. Team roles and responsibilities
3. Team tools
4. Team Communication
III. Measure Phase
III. Measure Phase
A. Process analysis and documentation
B. Probability and Statistics
1. Basic probability concepts
2. Central limit theorem
C. Statistical distributions
D. Collecting and summarizing data
1. Types of data and measurement scales
2. Sampling and data collection methods
3. Descriptive statistics
4. Graphical methods
E. Measurement system analysis (MSA)
F. Process and performance capability
1. Process performance vs. process
specifications
2. Process capability studies
3. Process capability (Cp, Cpk) and process performance (Pp, Ppk) indices
4. Short-term vs. long-term capability and sigma shift
B. Probability and Statistics
1. Basic probability concepts
2. Central limit theorem
C. Statistical distributions
D. Collecting and summarizing data
1. Types of data and measurement scales
2. Sampling and data collection methods
3. Descriptive statistics
4. Graphical methods
E. Measurement system analysis (MSA)
F. Process and performance capability
1. Process performance vs. process
specifications
2. Process capability studies
3. Process capability (Cp, Cpk) and process performance (Pp, Ppk) indices
4. Short-term vs. long-term capability and sigma shift
IV. Analyze Phase
IV. Analyze Phase
A. Exploratory data analysis
1. Multi-vari studies
2. Correlation and linear regression
B. Hypothesis testing
1. Basics Distinguish between statistical and practical significance.
2. Tests for means, variances, and proportions
1. Multi-vari studies
2. Correlation and linear regression
B. Hypothesis testing
1. Basics Distinguish between statistical and practical significance.
2. Tests for means, variances, and proportions
V. Improve Phase
V. Improve Phase
A. Design of experiments (DOE)
1. Basic terms
2. DOE graphs and plots
B. Root cause analysis
C. Lean Tools
1. Waste elimination tools (pull systems, kanban, 5S, standard work, and pokayoke).
2. Cycle-time reduction (continuous flow, setup reduction).
3. Kaizen and kaizen blitz
1. Basic terms
2. DOE graphs and plots
B. Root cause analysis
C. Lean Tools
1. Waste elimination tools (pull systems, kanban, 5S, standard work, and pokayoke).
2. Cycle-time reduction (continuous flow, setup reduction).
3. Kaizen and kaizen blitz
VI. Control Phase
VI. Control Phase
A. Statistical process control (SPC)
1. SPC Basics
2. Rational subgrouping
3. Control charts
B. Control plan
C. Lean tools for process control
1. Total productive maintenance (TPM)
2. Visual factory
1. SPC Basics
2. Rational subgrouping
3. Control charts
B. Control plan
C. Lean tools for process control
1. Total productive maintenance (TPM)
2. Visual factory
على من يجب الحضور؟
This highly practical and interactive course has been specifically designed for
This course is designed for individuals from diverse organizational functions-operations, quality, logistics, finance, production, engineering and other staff functions.
Participants are normally process owners or leaders and are well versed in technical aspects of their jobs and have worked on project teams.
الدورات ذات الصلة
أسئلة شائعة
ما هي لغة التدريس في الدورات التدريبية؟ وما هو مستوى اللغة الإنجليزية المطلوب للمشاركة في برامج ليورون؟
تُقدَّم معظم الدورات العامة لدينا باللغة الإنجليزية. لذا، يُشترط في المشاركين أن يكونوا متمكّنين من اللغة الإنجليزية لضمان المشاركة الفعالة في ورش العمل والتفاعل مع باقي المشاركين. أما بالنسبة للدورات الداخلية (In-house)، فلدينا القدرة على تقديم التدريب باللغات العربية والهولندية والألمانية والبرتغالية.
هل الدورات العامة التي تقدّمها ليورون معتمدة من أيّ جهة رسمية؟
يتعاون معهد ليورون مع أكثر من 20 جهة ومنظمة دولية، كما يمنح ساعات التطوير المهني المستمر (CPE/PDUs) من خلال الهيئات التالية: 1. الرابطة الوطنية لمجالس المحاسبة في الولايات المتحدة (NASBA) 2. وحدات PDUs لمعهد إدارة المشاريع 3. اعتمادات المعهد البريطاني للأوراق المالية والاستثمار (CISI) 4. اعتمادات الرابطة العالمية لمدراء المخاطر (GARP) 5. اعتمادات إعادة التصديق من المعهد الأمريكي للموارد البشرية (HRCI) 6. اعتمادات إعادة التصديق من منظمة SHRM.
ما هو الموعد النهائي للتسجيل في الدورات العامة؟
الموعد النهائي للتسجيل في الدورات العامة هو 14 يوماً قبل بدء الدورة. يرجى ملاحظة أنه في بعض الحالات، قد يتم قبول التسجيلات المتأخرة، ولكن ذلك يتطلب موافقة مدير المشروع التدريبي، أو مكتب التسجيل الذي يمكن التواصل معه عبر رقم الهاتف +1071 4 1075 5711 أو البريد الإلكتروني [email protected].
ما الذي تشمله رسوم الدورة؟
تشمل رسوم الدورة تجربة تدريبية متميزة في فندق 5 نجوم، والمواد التعليمية، ووجبات الغداء والمرطبات، بالإضافة إلى رسوم الشهادات والانضمام إلى الهيئات المعتمدة في بعض الدورات.
هل تقدّم ليورون خصومات؟
نعم، يمكننا تقديم خصومات على الحجوزات الجماعية، ويسعدنا التحدث معك إذا كنت ترغب في مناقشة الحصول على خصم على مستوى الشركات.
التعليقات
- عرض:CSSGB Certified Six Sigma Green BeltEnlightening courseThanks a lot Goran Mihajlovski, CSSGB and Klint Kendrick, PhD, SPHR also thanks for LEORON Institute and to the amazing group that we share our experience together and finished it up with more valuesWaleed Al SakakerHR & Admin Manager
- عرض:CSSGB Certified Six Sigma Green BeltEnlightening courseThanks Tyrone Butler, for this informative and enlightening course which I enjoyed throughout the training, also thanks to LEORON Institute for making the On-distance experience an engaging one.Mousa AlshahraniProduction Pharmacist, SaudiBio
