Continuous Improvement and Six Sigma Training Course

Participants can convert customer and stakeholder needs into measurable quality requirements.

• Voice-of-customer collection through interviews, complaints, observations and service data
• Translating stated needs into measurable critical-to-quality requirements
• Kano analysis separating basic, performance and attractive service attributes
• CTQ trees linking customer needs to operational specifications and measures
• Operational definitions that make quality measurements repeatable between assessors
• Stakeholder analysis identifying process owners, customers, suppliers and project sponsors

Participants can visualise process flow, identify waste and locate performance constraints.

• SIPOC diagrams setting high-level process boundaries before detailed investigation
• Swimlane flowcharts exposing handoffs, decisions, queues and rework loops
• Value stream maps separating value-adding time from waiting and transport
• Process walk observations recording actual work rather than documented procedures
• Identifying bottlenecks using cycle time, queue length and resource utilisation
• Standard work analysis comparing task sequence, timing and expected output

Participants can establish reliable baseline measures for an improvement project.

• Operational measures for defects, yield, cycle time, throughput and cost
• Data collection plans specifying definitions, sources, sampling and responsibilities
• Measurement system analysis using repeatability, reproducibility and attribute agreement
• Baseline performance calculated with defect rates, DPMO and first-pass yield
• Run charts displaying process behaviour over time without control limits
• Data stratification by product, channel, shift, supplier and customer segment

Participants can interpret process behaviour and assess whether performance meets requirements.

• Descriptive statistics: centre, spread, distribution shape and outlier detection
• Histograms and box plots used to assess process distribution
• Control chart selection for variable, attribute and time-series data
• Interpreting control limits, trends, shifts and non-random process signals
• Process capability indices Cp, Cpk, Pp and Ppk interpreted correctly
• Distinguishing specification limits from statistically derived control limits

Participants can identify, test and prioritise causes of process failure.

• Pareto analysis focusing investigation on the vital few defect categories
• Cause-and-effect diagrams structured around people, methods, machines, materials, measurement
• Five Whys tracing symptom chains to testable causal hypotheses
• Scatter plots and correlation used without mistaking association for causation
• Stratified data analysis testing patterns by location, product and workload
• Failure mode and effects analysis ranking risk with severity, occurrence, detection

Participants can apply Lean methods to reduce waste, delays and predictable errors.

• Eight wastes identified in administrative, service and production processes
• 5S workplace organisation supporting visual control, safety and reliable flow
• Pull systems and Kanban signals controlling work-in-process and replenishment
• Takt time balancing demand rate against available production capacity
• Quick-changeover principles reducing setup time and batch-related delays
• Poka-yoke controls preventing predictable errors at the source

Participants can select, test and evaluate improvements before wider implementation.

• Generating countermeasures through root-cause evidence, constraints and stakeholder input
• Solution selection matrices comparing benefit, cost, risk and implementation effort
• Pilot plans defining hypotheses, measures, timeframes, responsibilities and decision criteria
• Design of experiments concepts for testing factor effects efficiently
• Standard work redesigned with error prevention, visual cues and handoffs
• Cost-benefit calculations estimating savings, avoided defects and payback periods

Participants can build controls that maintain gains after process changes are introduced.

• Control plans assigning measures, frequencies, limits, owners and response actions
• Reaction plans specifying escalation, containment and corrective action triggers
• Visual management boards making performance, abnormalities and priorities visible
• Standard operating procedures documenting critical steps, controls and acceptance criteria
• Audits verifying adherence, effectiveness and continued suitability of revised processes
• Benefits tracking validating financial, service and risk outcomes after implementation

Participants can organise improvement work, engage stakeholders and prepare a practical application plan.

• DMAIC tollgates reviewing evidence, decisions, risks and sponsor commitments
• Improvement portfolio prioritisation using strategic alignment, benefit and delivery confidence
• Team roles defined through RACI for sponsors, owners and practitioners
• Change impact assessment identifying affected roles, behaviours and communication needs
• Resistance management addressing concerns through involvement, training and visible leadership
• Personal application plans identifying a scoped workplace improvement opportunity