Having graduate from the University of Twente (Enschede, The Netherlands) in 1994, Theisens (1969) developed his experience of process improvement as a consultant in the automotive and high-tech industry at Texas Instruments, Sensata Technologies, Thales and several other companies.
Meer over H.C. TheisensLSSA Lean (Six Sigma)- Green Belt Courseware
Paperback Engels 2023 1e druk 9789401810678Samenvatting
Besides the Lean Six Sigma Green Belt Mindset, Skill Set and Tool set (Reference book) and the Lean Six Sigma Green Belt Mindset, Skill Set and Tool set (exercise book), you are advised to obtain the corresponding publication Lean Six Sigma Green Belt courseware.
The Lean Six Sigma Green Belt training is often followed by project leaders, department managers, process owners, design engineers, process engineers and quality engineers.
After this training, participants look at processes in a different way. They can identify redundant activities and assess process performance more objectively. We cover all five levels of the CIMM framework. After this training, participants master the Lean techniques, with which processes can be organized more efficiently, as well as the Six Sigma techniques with which the variation in processes can be reduced. This leads to shorter lead times and fewer errors and rejections.
The recommendation is that the candidates have implemented or being part of an improvement project.
Specificaties
Lezersrecensies
Inhoudsopgave
PART I: Body of knowledge 9
INTRODUCTION 10
THEORETICAL ASSESSMENT CRITERIA 11
PRACTICAL ASSESSMENT CRITERIA 11
CONTINUOUS IMPROVEMENT MATURITY MODEL (CIMM)12
U1. WORLD CLASS PERFORMANCE 12
E1. Continuous Improvement 13
E2. Customer value (VOC & CTQ) 13
U2. Policy development and deployment 13
E1. Policy development 13
E2. Policy deployment 14
E3. Competence development 14
U3. Project Management 14
E1. Managing a project 14
E2. Process Improvement Roadmaps 15
U4. Creating a solid foundation 15
E1. Professional Work Environment 15
E2. Standardized work 15
E3. Quality Management 16
U5. LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE 16
E1. Visual management 16
E2. Performance management 16
E3. Basic Quality tools 17
U6. LEVEL III – CREATING STABLE AND EFFICIENT PROCESSES 17
DEFINE 17
E1. Process Mapping 17
MEASURE 17
E2. Performance metrics 17
E3. Basic statsics 18
ANALYZE 18
E4. Value Stream analysis 18
IMPROVE 18
E5. Reducing Muda (Waste) 18
E6. Reducing Muri (Overburden) 18
E7. Reducing Mura (Unevenness) 19
E8. Value Stream Improvement 19
CONTROL 19
E9. Process and Quality control 19
E10. Total Productive Maintenance (TPM) 20
U7. LEVEL IV – CREATING CAPABLE PROCESSES 21
MEASURE 21
E1. Statsical techniques 21
E2. Distributions 22
E3. Measurement Systems 22
ANALYZE 22
E4. Hypothesis Testing & Confidence Intervals .22
E5. Tests for means, variances and proportions 23
E6. Correlation and Regression 23
E7. Process Capability and Performance 23
IMPROVE 24
E8. Design of Experiments (DOE) 24
CONTROL 24
E9. Statstical Process Control (SPC) 24
Appendix A – Bloom's Taxonomy for Performance Criteria 24
Appendix B – Practical project assessment criteria 25
PART II: SLIDE DECK 28
PART II: SAMPLE EXAM 209
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan