Why Attend This Training Course?

Six Sigma (Green Belt) approach is considered as a strategic modern management philosophy, and designed method to achieve high quality improvements in performance and organizations effectiveness at different types and fields, reaching the maximize customer satisfaction through providing free defects and deviations services to realize customer loyalty. 
Six-Sigma is a data-driven approach for eliminating defects and waste in any business process. You can compare Six Sigma with turning your water faucet and experiencing the flow of clean, clear water. Reliable systems are in place to purify, treat, and pressure the water through the faucet. That is what Six Sigma does to business: it treats the processes in business so that they deliver their intended result.
Six Sigma philosophy is based on a set of steps and mechanisms and statistical tools that have been prepared in order to be a systematic strategy aimed at evaluating and improving performance and improve quality.

What Is The Training Course Methodology?

This training course methodology depends on enabling participants to interact and exchange experiences, explore their competencies and achieve their career aspirations, using forward-thinking training arts, such as theoretical lectures and/or open discussion to exchange opinions and experiences, scenarios, innovative thinking brainstorming. Participants will receive an agenda including training material as a reference, in addition to some extra notes and booklets. 

Who Should Attend This Training Course?

This training course is designed for all managers in various administrative, managerial, and leadership positions and officials in quality departments and divison processes management, R&D units and those who are developing performance standards, improving and enhancing productivity of organizations.

What Are The Training Course Objectives?

• Identify the modern concepts of the Six Sigma approach as a tool for improving organizational performance

•  Develop a 360-degree view of Six Sigma and how it can be implemented in any organization

• Identify the fundamentals of lean manufacturing, lean enterprise, and lean principles

• Describe the key dimensions of quality – product features and freedom from deficiencies

• Develop attributes and value according to the Kano Model

• Understand how products and services that have the right features and are free from deficiencies can promote customer satisfaction and attract and retain new customers

• Describe what is required to regulate a process

• Give examples of how poor quality affects operating expenses in the areas of appraisal, inspection costs, internal failure costs, and external failure costs

• Using basic techniques such as DMAIC and how to identify Six Sigma Projects

• Use specific criteria to evaluate a project

• Discover root causes of a problem

• Design and install new controls to hold the gains and to prevent the problem from returning

• Discussion on applying the Six Sigma approach, which can be through performance appraisal and enhancement, and to make improvements and substantial quality

• Highlight the necessary practices to implement the (Six Sigma) Strategy and targets

What Is The Training Course Curriculum?

Comprehensive Concepts of the Strategic Dimensions of Six Sigma Approach

• Understanding Lean: About Six Sigma

• Relation between the (Six Sigma) approach and TQM and process re-engineering as a new managerial approach to achieve high performance improvements

• Scientific concept of the (Six Sigma) approach as a modern managerial strategy

• Its role in eliminating defects and procedures complications and work systems at organizations

• How to achieve performance quality through an impressed client, more qualified employees, less costs, no mistakes or deviations

• Concept of governmental low-quality service, their measuring and improving methods

• Success story of General Electric

Methods for Evaluating and Developing Procedures and Work Systems by Six Sigma Approach

• Determine the strategic objectives of the organization by senior management and a final agreement about it

• Determine the operational objectives and the central implementation procedures to achieve them

• Application of modern methods of measurement using the (Six Sigma) to assess the efficiency and effectiveness of these measures

• Case study (I)

Fundamentals and Application of Six Sigma - Green Belt Approach

• Tools for application in various activities

• How to achieve and activate quality in governmental services and public institutions

• How to get rid of defects as the most important dimensions to achieve quality and improve performance

• Identify the key dimensions of quality that concerns the outside customer

• Methods of controlling costs elements and how to work on the reduction and limitation

• Case study (II)

 The Five Principles of Lean Business

• Value

• Value stream

• Flow

• Pull

• Seek perfection

• Five improvement concepts

  • First improvement concept (Value)

  • Basic characteristics

  • Satisfiers

  • Delighters

  • Apply the kano model

• Second improvement concept (Value)

  • Muda

  • Mura

  • Muri

  • The new wastes

• Third improvement concept (Variation)

  • Common Cause

  • Special Cause

  • Tampering

  • Structural

• Fourth improvement concept (Complexity)

  • What is complexity?

  • What causes complexity?

  • How to simplify?

• Fifth improvement concept (Continuous Improvement)

  • The PDSA Cycle (Plan, Do, Study, Act)

  • The DMAIC Method

Measurement Stage in Accordance with Six Sigma Approach

• Collecting data to analyze the indications of problem and its signs

• Setting appropriate standards for measuring performance and quality purposes and to identify measurement obstacles

• Use of modern statistical methods in the measurement (Barreto map - Flow map) for the correct measurements

• Some cautions which must be observed and avoided during measuring

• How to choose the right methods for measuring procedures

• Process measurements, quality satisfaction cycle of time and cost

• Case study (III)

Analysis Stage and Application of Contemporary Methods

• Use the brainstorming method to determine the possible causes of the poor quality problem

• When and how to use the method (cause and outcome) in the analysis of the source causes of quality problems

• Modern tools to solve the problems of quality management

• Tables of relationships between variables and outcomes

• Priorities tables

• Business networks charts and mutual relations

Module 6: Stage of Improvement and Elimination of Quality Defects

• How to obtain alternative solutions during the analysis stage

• Short list the alternative solutions by evaluation to reduce the possible alternatives

• Choose the best alternative with the best chances of the application

• Setting a the complete framework and the integrated design of the suggested enhancements

• Setting the final application plan of the proposal, which has proven efficacy in eliminating proceedings

• Case study(IV)

Application Stage and Improvements Control to Assess and Develop Quality

• How to develop a system for following up application of the proposed improvements

• Analyze and follow-up data and measurements to make sure that the improvements have achieved the application goal

• Develop the necessary mechanism to ensure that improvements are continuous entrusted responsibilities of the application teamwork

• Black and Green belt

• Final assessment of success outcomes in implementing improvements in the light of the Six Sigma approach

• Practical application