Details of Our Learning Events
Interested in attending one of these classes?
Contact Teri at 937.229.4632 or by email at theresa.stemley@udri.udayton.edu.
Lean
- Introduction to the Lean Tools
- How to Develop New Metrics in a Lean Culture
- Strengthening Your Business Services using LEAN Tools
- Cultural Changes Through Leadership, Employee Development and Engagement
- Managing LEAN Sigma Projects
- Managing an Efficient Supply Chain
- Lean Equipment Management: The Foundations of TPM
- Advanced A3: A Decision-Making Problem Solving Tool
- Standardizing and Documenting Your Processes: a "How To" Workshop
- Process Error Elimination: Prevention & Correction
Click here for information regarding our Get Lean Certification Program
Lean Six Sigma
Details of our Lean Learning Events
Introduction to the Lean Tools
What you Can Expect from this Seminar
This workshop will define the many tools of lean and Lean Six Sigma and place a perspective on how they are used in the workplace. Too often there is confusion on the meaning and use of a particular tool and especially on where they apply. This workshop draws from the many cases across many industries of lean and Lean Six Sigma application by the instructor. Bring your questions to the class and they will be addressed and resolved before you leave.
Seminar Content
- The History of Lean
o Henry Ford
o W. Edwards Deming
o Taichii Ohno
o The Toyota Family - 5S/ Visual Management
o Principles Behind 5S
o Visual Workplace: Why, When, and the Benefits - Standardized Work
o Takt Time
o Cycle Time
o Standard Work Layouts
o Standard Work Combination Table
o The Simple Elegance Behind the Tool - Kanban
o Push vs. Pull
o Benefits
o Inventory (The Positive and Negative) - Cellular Flow
o Why One Piece Flow Works
o Counter Clock Wise
o Lead Time - Problem Solving
o Fish Bone
o DMAIC - Setup Reduction (SMED)
o History of SMED
o How to Identify the Internal and External Elements of SMED
o Benefits of SMED - Total Production Maintenance (TPM)
o What is TPM
o Reactive, Preventative, Predictive
o OEE and How to Measure - Value Stream Mapping
o Current State
o Future State
o The Plan to Get There - Lean Six Sigma
o History
o Green Belts
o Black Belts
o When to Use the Tool - ISO
o Theory and History
o Why be an ISO Company
o Elements of ISO
o Pitfalls and How to Avoid Them - Kaizen Blitz
o What is Kaizen
o The Difference between a Blitz and Daily Kaizen Culture - Lean Leadership
o How to Lead in a Lean Environment
Who Should Attend
Lean Champions, company trainers, human resource personnel, operations management at all levels, manufacturing engineers, Lean Six Sigma green and black belts and all who are confused about lean and Lean Six Sigma.
About the Seminar Leader
Mike Fedotowsky is the Lead Consultant for the University of Dayton Center for Competitive Change. Mike has over twenty-four years of consulting experience in helping companies improve quality and productivity, through Leadership Coaching, Lean Lean Six Sigma and Innovation. Prior to founding Customer Focused Technologies (CFT), Mike was Executive Manager at Qualtec Quality Services, where he was the primary consultant for Procter & Gamble’s Total Quality initiatives. Mike has a Masters Degree in Nuclear Physics and was a recognized leader in helping Florida Power & Light win the Deming Prize in 1988. Mike is a Six Sigma Master Black Belt. Mike is currently working with the University of Dayton’s Center for Competitive Change in the area of Lean Six Sigma and Innovation. Mike is also helping Procter & Gamble improve the throughput and quality of their R&D efforts.
Price: $395.00
How to Develop New Metrics in a Lean Culture
What you Can Expect from this Seminar
Many traditional performance metrics are obsolete in a lean enterprise, relying on flow technology, flexible and integrated systems, shared management, and information at the point of use. This seminar not only teaches you the science of developing lean metrics that deal with the cultural change in an organization. You’ll learn how to ask the right questions, and determine precisely what information and measures are needed to support the lean triad: supply chain, people/processes, and the customer. Do you need action triggers? Monitoring mechanisms? Performance mechanisms? Decision facilitating displays? This hands-on workshop lets you work in teams to develop lean metrics for review and critique by other teams and the seminar leader. You’ll leave with the skills needed to revamp your own measurement systems so you can break away from outdated financial measurements and move your company to a higher level of performance and excellence.—Anthony Mangione, Seminar Leader
Seminar Content
- Contemporary vs. traditional management
- Time: the Ultimate currency
- Organizational Structure transformation
- Cost reduction trap
- The lean enterprise and metrics
- Process centered organization
- Metrics as a measure of the core business
- Status reporting vs. decision making
- Lean transformation
- Displaying metrics visually
- Traditional vs. lean accounting
- Changes in measurements
- Examples: lean management and metrics
- Supply chain/ customer measures
- Financial measurements
- Performance measures defined
- Workshop: applying the morning training
- Teams develop metrics addressing company priorities related to performance and strategic direction
- Teams use the Interrelationship Matrix to determine which metrics affect others, and how to provide a balanced, interactive picture, and identify potential pitfalls
- This highlights the operational paradox where the cost incurred is greater than the benefit planned
- Teams present metrics for discussion
- Metrics: Targets and Goals
Who Should Attend
Presidents, vice presidents of finance, marketing, human resources, information technology, operations, lean champions and managers, cost accounting, operations, and IT manufacturing.
About the Seminar Leader
Anthony Mangione helps companies implement lean management techniques. At General Motors Corp., he has instilled an entrepreneurial spirit, innovative thinking, and futuristic approaches to operations and planning. At other companies, Mangione has led business turnarounds and transformed operations. His client list includes injection molding, sheet-metal stamping, die casting, electromechanical assembly and chemical operations companies.Price: $395.00
Back to TopStrengthening Your Business Services using LEAN Tools
What you Can Expect from this Seminar
This seminar will provide a valuable educational experience for service management. The Lean process has been evolving over the last thirty years and it has a very important role in the service industry.
This seminar will provide the tools to overcome the major issues associated with eliminating waste in the Service Value Stream. The “Customer Demand for Service to Cash” value stream will be used to show the improvements that can be achieved using the LeanService method.
The Lean Service methodology and lean tools will improve all Service Operations:- Office and Administration
- Logistics
- Purchasing
- Inventory
- Order Processing
- Design Services
- Field Service
- Technical Support
- Call Center
- Service Parts and Logistics
- Service Employee Development Programs
- Service Sales
- Product Repair
The proper application of Lean Tools and Processes in the service industry will create a culture of continuous improvement along with sustainment that improves: quality, customer satisfaction and new growth and profits.
Seminar Content
- How to define, create and develop the LeanService Structure
- Define the Service Value Stream
- Demonstrate the application of Lean Service processes utilizing participants Lean Service opportunities
- Define and demonstrate the LeanService process using “A” (Acceptance) Tools
- Define and demonstrate the LeanService process using “T” (Technical) Tools
- Define and demonstrate BPI (Business Process Improvement) Process used to ensure success and sustainment
- The role of Surveys, Metrics and Benchmarks
Who Should Attend
Customer service employees, university service employees, hospital service employees, Factory Customer Service Employees, Directors of Service Areas, District and Branch Service Managers, Service Support Supervisors (Help Desk, Technical Support, Logistics Support, Dispatch, Invoicing and Service Agreement Administration) and all “Change Agents” within the organization that affect service operations.
About the Seminar Leader
Al has been in the service industry for over 45 years, starting out as an electronics technician in the U.S. Navy. He has over 30 years experience as a senior service executive in both Europe and the U.S. He has been a dedicated and active member of AFSMI (Association for Field Service Managers International) for over 25 years and a 2005 recipient of the AFSMI President's Club award. Al was vice president of MainStream LLC, where he worked in the Crisis Management and Liquidation/Recovery of Assets Group, and with the MainStream Consulting Team, where he was responsible for developing "Service Business" Lean Service Consulting operations. He has his own consulting business where his primary focus is on Service Management, Service Operations Improvement and Training. He is a senior fellow at the Center for Competitive Change at the University of Dayton. Al has a B.S. in Business Administration.
Price: $795.00
Back to TopCultural Changes Through Leadership, Employee Development and Engagement
What you Can Expect from this Seminar
Toyota leadership knew from the beginning that learning and adopting the lean tools through employee selection and training was actually the long term view that supported and produced long term results. Results happen every day in the short term but the continuous application results in a long term process that develops the Toyota culture. The Toyota leadership strategy cascades down the organization from the long term view and long term goals to developing competent people at all levels and engaging them in the process of identifying and solving problems on a continuous basis. Roles of all members of the organization have to be identified, a standard method of instruction, rotation and communication in place, problem identification and problem solving methods in use and documenting and sharing best practices throughout the entire organization. Small day to day improvement is the backbone of how the Toyota Production System works and how Toyota Leadership insures the long term view of the company is perpetuated. This workshop describes this process.
Seminar Content
- Learn the TOP TEN problems with attempts at Lean Transformation…and what to do about them
- Learn why “delegating lean” doesn't work, and may actually hurt your bottom line
- Learn how to establish a culture of trust and continuous improvement
- Understand why simply focusing on “cost cutting” during these challenging times is the wrong approach
- Hoshin Kanri - Learn a system that enables every single employee from top management down to share the vision and participate in its management
- Understand the difference between “Management by Objective”(MBO) vs Hoshin Kanri
- Connect the company strategies to daily activities and address current business needs
- Learn the role of leadership, management, supervisors and workers
- Understand the partnership between an organization and its employees
- Respect for people and continuous improvement – a “no blame environment”
- Learn how to unleash the potential of all your employees in improving their work toward the common purpose of your organization
- Identify the role of Standardized Work and Job Instruction
- PDCA (Plan-Do-Check-Act) in daily work and 3 stages of problem solving for all levels in the organization
- Review communication and work teams: daily huddles and the floor management development system
Who Should Attend
This seminar is recommended to those who are responsible for directing change efforts along with those who must carry out the changes: executives, managers, supervisors and technical leaders. The shared experience realized in this seminar will enable the organization to accelerate its progress and increase profitability of long-term success.
About the Seminar Leader
Mike Hoseus is Executive Director for an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share lean quality philosophy and human resource practices with education, business and community organizations. Mike brings both manufacturing operations and specialization in Human Resources. Current projects with Toyota include new hire selection and training process, team leader and group leader post promotion training, quality circle leader and manager training, and global problem solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program and senior fellow with the University of Dayton Center for Competitive Change. Mike is co-author with Dr. Jeffery Liker (Author of “The Toyota Way”) of “Toyota Culture: The Heart and Soul of the Toyota Way.”
Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing. Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Toyota Certified Trainer in Global Problem Solving and Waste Reduction, Standardized Work and Kaizen Events.
Mike is a senior associate with the Center for Competitive Change at the University of Dayton. He has degrees in Business and Psychology from Xavier University and a Masters of Arts in Counseling from Asbury Theological Seminary.
Price: $495.00
Managing LEAN Sigma Projects
What you Can Expect from this Seminar
It builds on the foundation of LEAN and Lean Six Sigma basics that participants should have prior to the workshop. Students will be asked to bring a “live” process improvement project and we will develop a clear project definition and get a great start on an actual project. We will look at the differences between traditional project management and project management in a LEAN environment, pitfalls to avoid when creating a LEAN culture and examples of great success in organizations in our area.
Seminar Content
- How are LEAN and Lean Six Sigma projects different from other projects?
- Organizational goals and LEAN or Lean Six Sigma projects - The project selection process
- Identifying and capturing the Voice of the Customer - Using the SIPOC
- Translating feedback into requirements – CTQ (Critical to Quality)
- Developing the project charter and problem statement
- Defining the project scope
- Defining team roles and responsibilities for a LEAN or Lean Six Sigma project
- Project planning
- Project risk analysis
- Communication techniques and documentation
- Project execution – monitoring and controlling
- Transition Planning
- Project Close Out
Who Should Attend
Anyone who is or wanting to lead lean and/or Lean Six Sigma projects; Quality Manager/Directors; Lean /Lean Six Sigma Project Leads; Technology Project Directors/Managers
About the Seminar Leader
Pam Nintrup, PMP, CSSMBB, CCP is a certified project and process management professional with over 25 years of experience and a Certified Coach Practitioner. Her experience encompasses all facets of implementing project management practices and process improvement in organizations as well as leading Program Management Offices from inception through full operation. Pam has delivered training on a variety of topics. Sample topics include: preparation for Project Management Professional exams; basic project management; tools and techniques; project management soft skills – communication, managing change, relationship/team building, conflict management, stress management, motivation and negotiation; process improvement; Six Sigma and ITIL. Pam has held senior management positions for several large corporations including P&G, American Financial Group, GRE Insurance and US Shoe. In addition to responsibility for all project management methodologies and practices, in these positions Pam was responsible for coaching and mentoring project managers with a wide range of experience levels and developing them to full potential. She was most recently Practice Director for Program and Project Management with Technology Management Partners.Price: $395.00
Back to TopManaging an Efficient Supply Chain
What you Can Expect from this Seminar
The five principles of lean thinking and the methods of kaizen are applied to each stage of supply chain management, including establishing linkage and flow within the supplier network, elimination of transaction costs, use of visual communication, methods of standard work, and reduction of procurement lead time and inventory queues. Practical methods for identifying and eliminating wasted cost, unnecessary delays, and excess inventory are presented, along with recommendations for building an integrated supply chain through the use of Internet-based “e-management,” and strategies for exploiting B2B marketplaces and auction sites. Each concept is reinforced by practical workshop exercises designed to speed implementation.
Seminar Content
- Fundamentals of Supply-Chain Management
- Sources of Waste and Opportunities for Improvement
- The Five Principles of Lean Thinking
- Kaizen Methods
- Exception Management
- Transaction Costs
- Lean Partnerships
- Outsourcing Issues
- Cost of Carrying Inventory
- Time Batches and JIT Information
- Standard Work Methods
- Urgency-Based Network Coordination
- Internet-Based Information Sharing (Extranets)
- Establishing Linkages and Flow
- Testing for Value in Transactions
- Visual Communication and Control
- The “Reservation System”
- The Integrated Materials Team
- Standard Work Methods/Templates
- TAKT Time and Pull Signals
- The Lean Make-vs.-Buy Approach
- Visual Communication
- Lessons from information and Queuing Theory
Who Should Attend
Purchasing and supply chain professionals, materials managers, finance and cost personnel, manufacturing managers, product and supplier quality personnel, and improvement champions.
About the Seminar Leader
Douglas Carlberg is the Managing Director of a firm that specializes in lean enterprise management, purchasing, supply chain and materials related consulting and training.
Douglas has over thirty years of industrial experience, including positions as Purchasing Manager, Material Manager, Quality Manager, Program Manager, Vice President of Operations and President, with such companies as General Electric Company, Hughes Aircraft Company, Tracor Aerospace, Harris Corporations and M2 Global, Inc.
Previously, Mr. Carlberg served as senior vice president of worldwide operations of Harris Corporation’s Microwave Communications Division. Under Mr. Carlberg’s leadership, the division’s San Antonio operation earned numerous awards and recognitions including the 1996 Shingo Prize for Excellence in Manufacturing, the 1996 Texas Business of the Year Award, the Organizational Excellence Award by the Association for Quality and Participation, and Clemson University’s 21st Century Organizational Excellence Premier Award. In both 1996 and 1998, the San Antonio, operation was selected by Industry Week as one of the Top 25 Best Plants in North America.
Douglas is a senior associate with the Center for Competitive Change at the University of Dayton. Douglas is a graduate of the University of Arizona’s Executive Program and a graduate of the Defense Systems Management College and holds degrees in Mechanical and Aerospace Engineering. His published works include a commentary on utilizing organizational diversity that appeared in Target (the journal of the Association for Manufacturing Excellence) in 1999, a case history on managing change in The Journal for Quality and Participation in 1999, a case history on implementing a team-based management system in the National Productivity Review in 1996, and research performed while serving on the National Research Council on Rapid Prototyping in 1989.
Price: $795.00
Back to TopLean Equipment Management: The Foundations of TPM
What you Can Expect from this Seminar
Total Productive Maintenance (TPM) is a data-based equipment performance and reliability improvement strategy employed by companies in all types of industries all over the world. What makes TPM truly different from other “maintenance improvement” processes is that it engages everyone who affects the equipment in your plant or facility. This seminar will address how to use the six basic pillars of TPM to achieve fast, focused and sustainable results. Operability and maintenance improvement is the art and science of TPM. Putting the critical information ON the equipment and empowering teams with standards where needed can truly make work easier and more accurate- relying less on memory or trial-and-error methods- and improving equipment performance and reliability.
—Robert M. Williamson, Seminar Leader
Seminar Content
Day 1- TPM: what is it and why it works
- Video case studies: TPM in American business
- TPM for American plants: basic elements
- Targeting major losses
- Involving operators in daily maintenance
- Training to improve skills/knowledge
- Teamwork
- Using TPM to focus on bottom-line results
- Business cases for improving equipment effectiveness
- Preventive maintenance in a TPM work culture
- Visual systems for improving equipment effectiveness
- NASCAR racing: model for equipment reliability/teamwork
- Elements of TPM
- Linking NASCAR successes to business
- TPM issues and barriers; benefits and opportunities
- Selecting/ developing initial TPM pilot areas
- Building a business case for TPM
- TPM action items: where to go from here
Who Should Attend
Operations and maintenance managers/supervisors, manufacturing/production managers, operators, plant engineers, Total Quality staff, lean champions/facilitators, and those involved in reliability/maintenance improvement.
About the Seminar Leader
Robert M. Williamson is an internationally known educator, consultant, and writer on the subjects of Total Productive Maintenance (TPM) and Lean Equipment Management, specializing in the people-side of world-class manufacturing and maintenance. He has consulted with and trained in over 400 company or plant locations in 43 different industry types over the past 38 years. Since 1996 he has been an associate of the University of Dayton, Center for Competitive Change in Dayton, Ohio. He is an associate of the Maintenance and Reliability Center (MRC) at the University of Tennessee-Knoxville. In 2005 he was invited to be the “Lean and TPM” affiliate with PIT Instruction & Training, a nationally-known motorsports pit crew training center located in Race City, USA (Mooresville, North Carolina) owned by the legendary crew chief and racing sportscaster Jeff Hammond and race team owner Tom Deloche. Much of Robert’s teaching is based on his decade long study of NASCAR Winston/Nextel Cup race teams and the modern pit crew practices – where failure is not an option. Robert learned the proven principles of TPM from Seiichi Nakajima, the author and “father of TPM” at the Japan Institute of Plant Maintenance in 1990. He has written for Maintenance Technology Magazine since 1988, and is currently the contributing editor for the monthly Uptime column in the magazine. His work is documented in over 100 “client news anonymous” articles. Robert is a senior associate at the Center for Competitive Change at the University of Dayton. His educational experience includes Vocational Technical Administration (LDP) graduate studies at the University of Michigan; a BS Degree in Trade Technical Teacher Education and Tooling Design from Ferris State College; and Competency‑Based Education certification from the State of Michigan, Department of Education. The Association for Facilities Engineering (AFE) certified him as a Plant Maintenance Manager (CPMM). Robert has recently published Lean Machines for World-Class Manufacturing & Maintenance (a definitive guide for improving equipment operability and maintainability through applied visuals and minor modifications, 2006).
Price: $795.00
Advanced A3: A Decision-Making Problem Solving Tool
What you Can Expect from this Seminar
In a lean culture, leaders do not give solutions to their people, they coach a systematic process in order to reach a desired condition. This method needs to be practiced and coached on a daily basis in order to prepare your organization to create your competitive advantage for the challenges you face today and tomorrow. John Shook in the helpful book, “Managing to Learn,” talks about A-3’s as the currency of a Lean organization. The lean organization is a learning organization and the methodology that is used is PDCA. The process to initiate, guide, communicate, coach and develop this learning is the A-3. Leaders in a lean organization are sometimes reluctant to utilize the A-3 because it may be new and unfamiliar. This workshop is meant to go beyond introduction and lecture and into giving leaders practice and feedback in using the A-3 process.
Seminar Content
- Plan-Do-Check-Act process and thinking
- A-3 process and tool as a “story”
- A-3 as a dialogue and communication tool
- Hoshin Kanri and the “Strategy A-3”
- Project Management and the “Status A-3”
- Change Management and the “Proposal A-3”
- Presenting an A-3
- “Bashing” several A-3’s (from past participants and actual A-3’s from your organization)
- Coaching and giving feedback to an A-3
- Creating your new and improved A-3
Who Should Attend
- Any manager who wishes to lead and manage his or her organization more effectively
- Change agents, lean promotion office managers, and lean champions
- HR and OD professionals who wish to seek more effective means to deeply improve the thinking, behavior, alignment, and performance of their organization and the people in it
- Senior executives who wish to improve their abilities to lead and manage
- Anyone who wishes to improve his or her critical lean thinking
About the Seminar Leader
Mike Hoseus is Executive Director for an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share lean quality philosophy and human resource practices with education, business and community organizations. Mike brings both manufacturing operations and specialization in Human Resources. Current projects with Toyota include new hire selection and training process, team leader and group leader post promotion training, quality circle leader and manager training, and global problem solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program and senior fellow with the University of Dayton Center for Competitive Change. Mike is co-author with Dr. Jeffery Liker (Author of “The Toyota Way”) of “Toyota Culture: The Heart and Soul of the Toyota Way.” Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing. Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Toyota Certified Trainer in Global Problem Solving and Waste Reduction, Standardized Work and Kaizen Events. Mike is a senior associate with the Center for Competitive Change at the University of Dayton. He has degrees in Business and Psychology from Xavier University and a Masters of Arts in Counseling from Asbury Theological Seminary.
Price: $495.00
Standardizing and Documenting Your Processes: a "How To" Workshop
What you Can Expect from this Seminar
This course will introduce an accelerated approach to standardizing and documenting “best practices” yielding results that you can apply in any venue seeking or needing harmonization,increased efficiency and consistent process implementation. By the end of the session you will have mastered a proven “step-wise” flow-chart and matrix-based approach that is both flexible and inter-connective. The methodology allows for scalable content from the very broad to the very detailed and synthesizes points of view which otherwise may be opposing. This approach to standardization and documentation also clearly differentiates and defines responsibility versus authority in such a way that performance parameters are set and points of cooperative interaction highlighted.
Seminar Content
- Handout: Each participant will get a copy of the step-by-step “HOW TO” process.
- Talk-through: Introduction to the “HOW TO” process
- Walk-through: Step by step practice of the “HOW TO” process
- Application 1: Construction of a complete work standard document based on an in-class example and supported by in-class coaching.
- Application 2: Independent construction of a complete work standard document based on participants actual work experience with minimal supervision.
- Take-away: Participant competence and confidence in their ability to apply the methodology to the needs of their organization
Who Should Attend
The person in your organization most likely to facilitate your process standardization and documentation effort. Familiarity with Visio or other flow-charting software is a bonus. Since good writing and word-smithing skills are a plus, the minimal writing skill level should be equivalent to that of a newspaper. Experience in group facilitation is also helpful. Ideally persons attending would know the expectations of their management with regard to capturing and standardizing the internal processes of their organizations. Realistically some attendees may have already been part of a failed or, at least, stalled process documentation effort.
About the Seminar Leader
George and Jeanette Hummel provide a combined 50+ years of applied work in training, coaching and auditing with a proven track record of success.
Working primarily with business, community and educational institutions, George Hummel has extensive knowledge and experience in the field through his membership with the American Society for Quality (ASQ), the Dayton Area Chamber of Commerce Board of Trustees and various boards within the Trotwood and Vandalia city councils. Some of his more recent experience comes from his work on the US Technical Advisory Group (TAG) and the US ISO 9001 Interpretations Team. As a member of TAG and ISO, he works with other members to develop ISO standards for quality terminology, systems and technology. Currently, George is the Managing Partner of Global Certification-USA’s Dayton office, which is affiliated with GlobalGROUP in the UK. In addition, George is a Lead Assessor for ISO 9001, ISO 13485, ISO 14001, ISO17025, ISO 18001 and GMA-SAFE, which deals with food safety.
Jeanette Hummel trains her clients to implement better techniques that will give them a more positive outcome in their quality management systems. Despite working with a wide variety of clients, who manufacture products ranging from truck head lamps to beverage cans, Jeanette is committed to helping her clients build a better basic business infrastructure via ISO 9001. She has a long history of training and educating not only clients, but also students of all ages, working at public and private schools, the University of Dayton and Wright State University. More notably, Jeanette was the first certified Master Trainer for the Plexus Corporation, which has close ties to the automotive industry. As a Master Trainer, she is qualified to deliver training in automotive standards to clients.
As Founder and President of IQC, respectively, George and Jeanette have co-authored the official industry training for ISO/TS 16949 and the Automotive Core Tools (APQP/PPAP, FMEA, MSA and SPC).Process Error Elimination: Prevention and correction
What you Can Expect from this Seminar
There are many methodologies for preventing and correcting process problems. This seminar provides an overview of some of the most effective and frequently used techniques. With each, examples and exercises will be used to address the topic. Participants will come away with a greater understanding of what will work in their organization and how to implement what will work.
Seminar Content
Methods to avoid problems –
- Management Systems
- Preventive Action
- SPC
- FMEAs
- Mistake-proofing
- Standardized Work
- Layered-process Auditing
Methods to solve problems –
- Problem-solving tools: Pareto, Fishbone
- Root-cause Analysis: 5-Why's
- 6-Step Problem Solving
- Advanced methodologies
Who Should Attend
Top executives, quality professionals, managers & supervisors, trainers.
About the Seminar Leader
George and Jeanette Hummel provide a combined 50+ years of applied work in training, coaching and auditing with a proven track record of success.
Working primarily with business, community and educational institutions, George Hummel has extensive knowledge and experience in the field through his membership with the American Society for Quality (ASQ), the Dayton Area Chamber of Commerce Board of Trustees and various boards within the Trotwood and Vandalia city councils. Some of his more recent experience comes from his work on the US Technical Advisory Group (TAG) and the US ISO 9001 Interpretations Team. As a member of TAG and ISO, he works with other members to develop ISO standards for quality terminology, systems and technology. Currently, George is the Managing Partner of Global Certification-USA’s Dayton office, which is affiliated with GlobalGROUP in the UK. In addition, George is a Lead Assessor for ISO 9001, ISO 13485, ISO 14001, ISO17025, ISO 18001 and GMA-SAFE, which deals with food safety.
Jeanette Hummel trains her clients to implement better techniques that will give them a more positive outcome in their quality management systems. Despite working with a wide variety of clients, who manufacture products ranging from truck head lamps to beverage cans, Jeanette is committed to helping her clients build a better basic business infrastructure via ISO 9001. She has a long history of training and educating not only clients, but also students of all ages, working at public and private schools, the University of Dayton and Wright State University. More notably, Jeanette was the first certified Master Trainer for the Plexus Corporation, which has close ties to the automotive industry. As a Master Trainer, she is qualified to deliver training in automotive standards to clients.
As Founder and President of IQC, respectively, George and Jeanette have co-authored the official industry training for ISO/TS 16949 and the Automotive Core Tools (APQP/PPAP, FMEA, MSA and SPC).Details of Six Sigma Program Events
Lean Six Sigma White Belt
Seminar Description
About Lean Six Sigma: The Center’s Six-Sigma learning curriculum intention is to provide Six-Sigma training to corporations and organizational resources for the advancement of knowledge, skill and work performance. All of the Center’s programs are based on learning performance exercises, facilitator practicing experiences and knowledge to assist and cultivate the learner’s abilities.
As one of many business efficiency and measurement tools, the Center’s Lean Six Sigma incorporates top level facilitator skills and experiences with the participants learning. Six-Sigma is here to stay and is having a huge impact on continuous improvement based organizations. The names may change by industry; in healthcare, Black Belts are often called Guides, and the US Military has committed tremendous amounts of energy and resources to bringing together the best of Lean and Six-Sigma tools. Many business services companies and application development organizations are using Lean Six Sigma tools as a required tool for strength and competitiveness.
As companies strive to become better, and operate faster, Lean Six Sigma makes more sense in helping companies and resources identify costs, waste and inefficiencies. It has become a universal methodology to attack these negative causes in business processes through accurate measurement of errors and point to venues for elimination. Any process, shop floor, back office or corporate leadership can be a target for improvement; the ability to measure errors and remove them is a universal theme.
Seminar Content
This course is designed to provide a broad understanding of Lean Six Sigma improvement methodologies, concepts, and language. The course includes an overview of Lean Six Sigma concepts, required infrastructure, expected benefits, enterprise level metrics, the DMAICmethod for achieving breakthroughs in performance, project selection, and project management.
The course focuses on:
- Understanding Lean Six Sigma and compatible or complimentary tools
- Understanding the benefits and implications of a Lean Six Sigma program, and relate Lean Six Sigma concepts to the overall business mission and objectives
- Thinking about your organization as a collection of processes, with inputs that determine the output
- Understanding and recognizing the five-step DMAIC model used to improve processes
- Recognizing the organizational factors that are necessary groundwork for a successful Lean Six Sigma project
- Using the concept of a Sigma Level to evaluate the capability of a process or organization
What will you take home?
Upon successful completion you will be able to:- Have a Knowledge and understanding between waste, variation and process
- The ability to reference examples and outline the DMAIC model used to improve processes
- Have a Knowledge, understanding and differentiation between Theories of Constraint, ISO, Lean and Lean Six Sigma
- Understand how you fit into the Lean Six Sigma initiative at your company
- Upon the successful completion of the course, earn a White Belt Certificate
Price: $49.00
Lean Six Sigma Yellow Belt
Seminar Content
About Lean Six Sigma: The Yellow Belt class focuses on continuing the learner’s journey into Lean Six Sigma. During our time together we will follow the Define,Measure, Analyze, Improve, and Control or DMAIC Model approach to resolving variation problems. The role of the Yellow Belt team member will be reviewed through the model as it is the critical factor found in all Lean Six Sigma projects. We will dive deeper through exercises and examples of the key areas a Yellow Belt will function and perform.
The course focuses on:
- Recap Six Sigma history and compare to other similar tools such as: ISO, Lean, Design of Experiments, and Theories of Constraint
- Clearly understand the DMAIC Methodology and the Yellow Belt Role & Responsibility
- Understand how to identify a Six Sigma Project, set up, data collection, and artifact validation
- Understand the business need to identify and eliminate variation in production, work, back office, supply chain, leadership, almost all aspects of the business enterprise
- Understand support the Six Sigma Team in selecting of solution and implementation, validation for long-term success
What will you take home?
Upon successful completion of the program you will be able to:
- Demonstrate the ability to differentiate between Six Sigma, other process, and waste tools along with why you would use each one
- Demonstrate how to use Six Sigma results and transfer to the appropriate “tool” to implement solutions
- Demonstrate an understanding of the DMAIC Methodology & 7-step Improvement Approach
- Demonstrate ability to identify and support the Six Sigma Team
- Pass the Six Sigma Yellow Belt Final Examination at 70% or higher
- Obtain Six Sigma Yellow Belt Certification
DMAIC-Yellow Belt
|
Prerequisites |
Length |
|
None |
One Day |
Price: $199.00
Lean Six Sigma Green Belt
Seminar Content
The Green Belt class focuses on continuing the learner’s journey into Lean Six Sigma. During our time together we will follow the Define, Measure, Analyze, Improve, and Control or DMAIC Model approach to resolving variation problems. The role of the Green Belt team member will be reviewed through the model as it is the critical factor found in all Lean Six Sigma projects. We will dive deeper through exercises and examples of the key areas a Green Belt will function and perform.
The course focuses on:
- Provide full understanding of the Six Sigma Tool Set; history, methodologies, concepts and language
- Complete several simple, and complex performance learning exercises using each tool & concept of the Lean/Six Sigma tool set
- Provide a full and complete understanding of the DMAIC method
- Provide a full and complete understanding of graphical analysis tools
- Practice identifying appropriate tools & how to implement into organization or individual work
What will you take home?
Upon successful completion of the program you will be able to:
- Perform a failure mode, effects analysis, and a variance of analysis
- Select relevant Six Sigma projects
- Develop a basic Six Sigma project implementation plan
- Apply core statistical methods for collecting and analyzing data
- Apply the DMAIC model to selected Green Belt level projects
- Green Belt Certification
DMAIC-Green Belt
|
Prerequisites |
Length |
|
Yellow Belt Certification |
Two Days |
Price: $999.00
Lean Six Sigma Executive Champion
Program Overview
About Lean Six Sigma: The Center’s Six-Sigma learning curriculum intention is to provide Six-Sigma training to corporations and organizational resources for the advancement of knowledge, skill and work performance. All of the Center’s programs are based on learning performance exercises, facilitator practicing experiences and knowledge to assist and cultivate the learner’s abilities.
As one of many business efficiency and measurement tools, the Center’s Lean Six Sigma incorporates top level facilitator skills and experiences with the participants learning. Six-Sigma is here to stay and is having a huge impact on continuous improvement based organizations. The names may change by industry; in healthcare, Black Belts are often called Guides, and the US Military has committed tremendous amounts of energy and resources to bringing together the best of Lean and Six-Sigma tools. Many business services companies and application development organizations are using Lean Six Sigma tools as a required tool for strength and competitiveness.
As companies strive to become better, and operate faster, Lean Six Sigma makes more sense in helping companies and resources identify costs, waste and inefficiencies. It has become a universal methodology to attack these negative causes in business processes through accurate measurement of errors and point to venues for elimination. Any process, shop floor, back office or corporate leadership can be a target for improvement; the ability to measure errors and remove them is a universal theme.
Seminar Content
The Center’s Executive Champion Program is where the path begins. This 1-day program focuses on providing executive leadership the full breath of the principles and benefits of Lean Six Sigma and to equip them with the ability to provide leadership, understanding, coaching and support for future short and long-term changes necessary to implement and sustain a quantified Lean/Lean Six Sigma culture.
The course focuses on:
- Providing a brief review/understanding of the Lean/Six Sigma Tool Set; history, methodologies, concepts and language
- Providing techniques and tools for management of Six Sigma within the organization and company
- Providing tools that can be used by leadership to guide and assist in selecting business areas/activities the student continuing in the Yellow, Green and Black Belt journeys for their project work
- Understand Six Sigma and why it should be implemented
- Explain Organizational Roles and a deeper understand of the DMAIC Road Map
- Recognize the benefits of Project Qualification and Selection processes as well as Metrics and Management Reviews
What will you take home?
Upon successful completion of the program you will be able to:
- Verbalize the structure and value of a Lean/Six Sigma Program
- Participate with a team and manage the selection of relevant Lean/Six Sigma projects
- Facilitate selection of the levels of roles and responsibilities for individuals within the organization
- Establish metrics for effective reporting/reviews
- Effectively participate and coach project reviews
|
Prerequisites |
Length |
|
Leadership Team Member + Lean Six Sigma Green Belt Candidate |
One Day |
Lean Six Sigma Black Belt
Program Overview
About Lean Six Sigma: The Center’s Six-Sigma learning curriculum intention is to provide Six-Sigma training to corporations and organizational resources for the advancement of knowledge, skill and work performance. All of the Center’s programs are based on learning performance exercises, facilitator practicing experiences and knowledge to assist and cultivate the learner’s abilities.
As one of many business efficiency and measurement tools, the Center’s Lean Six Sigma incorporates top level facilitator skills and experiences with the participants learning. Six-Sigma is here to stay and is having a huge impact on continuous improvement based organizations. The names may change by industry; in healthcare, Black Belts are often called Guides, and the US Military has committed tremendous amounts of energy and resources to bringing together the best of Lean and Six-Sigma tools. Many business services companies and application development organizations are using Lean Six Sigma tools as a required tool for strength and competitiveness.
As companies strive to become better, and operate faster, Lean Six Sigma makes more sense in helping companies and resources identify costs, waste and inefficiencies. It has become a universal methodology to attack these negative causes in business processes through accurate measurement of errors and point to venues for elimination. Any process, shop floor, back office or corporate leadership can be a target for improvement; the ability to measure errors and remove them is a universal theme.
Program Objectives
The Center’s Black Belt Program is the final program that leads an individual to mastering Black Belt level Lean Six-Sigma Projects. This particular program is a two-part program comprising of ten (10) days of intense training integrated with the individual high-end Lean Six-Sigma identified project. This program continues the learning by focusing on studying the full applications of the DMAIC model and developing their advanced Lean Six-Sigma process skills. In addition our Master Black Belt Facilitator will provide the student practiced skills required to identify, evaluate, select and manage a Lean Six-Sigma project(s).
The Black Belt Program completes the students learning as it applies specifically to:
- Having a full, complete understanding of the Lean/Six Sigma Tool Set
- Understand from executing several simple and complex projects/exercises using appropriate tools
- Having the ability to use the DMAIC method & coach others in providing inputs
- Having an advanced understanding of graphical analysis tools
- Practice identifying projects, appropriate tools & how to implement for business gains
Our format followed is for two weeks of training in class integrated with projects defined by student and coach. The projects are broken into two pieces, one during the class and one onsite. Complexity of second project will determine length.
What will you take home?
Upon successful completion of the program you will be able to:
- Perform a failure mode, effects analysis, and a variance of analysis
- Select relevant advanced Six Sigma projects
- Develop a Six Sigma project implementation & resource plan with measures
- Apply core statistical methods for collecting and analyzing data
- Apply the DMAIC model to selected advanced projects
- Black Belt Certification (after successful completion of second project)
DMAIC-Black Belt
|
Prerequisites |
Length |
|
Completion of Lean Six Sigma Green Belt |
Two Weeks plus Project |