Full course description
Lead participants through the define phase of an LSS process or product design or improvement project.
It’s impossible to improve anything if you can’t first define what it is that you want to grow and why. The definition is often one of those things that everyone is sure they know what it is, and yet everyone involved defines differently. Without structured approaches to the description of an opportunity or a problem, nine people in a room will start with nine different definitions (albeit, often unarticulated) and end the project with nine different ideas of what constitutes the completion of the effort or if that met any meaningful goals. All opportunities and problems require definition first, or the efforts are doomed to failure. In this course, learn how to do that successfully. The skill with which you do that will reflect directly on the quality of what you accomplish.
Why Take This Course
This course takes you through a structured methodology to not only define what it is you want to tackle but whether or not tackling it is of any real value and how to recognize quantitatively when you reach your project goals. The Definition phase of process improvement opportunities and problems is the “base-camp” of problem-solving. You will travel the Project Definition journey together with your classmates and the instructor for a project initiative of your choosing to assure its relevance to you.
This course will serve you proudly even if you never take another process or product improvement course again. It is fundamental to thinking logically and making any kind of quality decision. However, if indeed, your goal is to continue training in Lean, Six Sigma, or any other process improvement methodology, you will need and want to start here.
What You Will Learn
- Learn project selection
- Practice the Problem Statement, Proposal and Is/Is Not scope.
- Implement the Current State Process and the SIPOC diagram.
- Review the Critical Ys and Xs and the concept of Y = f(X).
- Discuss process improvement metrics and plans.
- Review the Force Field and Stakeholder Analysis for project and program success.
You will leave this course with
- The skill to recognize, quantify and communicate a process or product improvement opportunity and a proposal to secure the opportunity.
- A project definition for the project you elect to work on for your LSS certification or another initiative.
- A plan for a project to close the gap identified in your problem statement including the metrics to measure achievement of the goal and metrics to determine the drivers of the opportunity or problem.
- A preliminary strategy of how to roll-out your project.
- A strategy for how to assure its success.
- A plan for socializing the project.
Who Should Attend
- Anyone who aspires to continue their training and certification in LSS.
- Anyone who wants to become a skill in identifying and defining process or product improvement opportunities.
- Required for LSS Yellow Belt, Green and Black certification candidates.
Course ScheduleDay 1: 8:00 a.m.- 4:30 p.m. Tuesday, August 11, 2020
Course Location: OSU Portland Center, 555 SW Morrison Street, Portland, OR 97204
Managing Partner and Co-Founder NWCPE
Steve Zagarola is a Six Sigma Executive Master Black Belt certified by Mikel Harry – a co-founder of the Six Sigma methodology. Steve has more than 25 years’ experience in the application of statistical and modern structured approaches to the optimization of manufacturing and transactional processes, quality systems, and R&D. He has worked with and provided training and consulting for industries ranging from apparel manufacturing, advanced semiconductors, food and beverage, plastics molding, and wind energy in both the manufacturing and service and administration sectors. He has worked to improve manufacturing operations for global organizations on six continents and in English, Spanish, and German. Steve also served Six Sigma Program and Quality Manager at Vestas Wind Systems and as Director of Quality for Cascade Microtech and as a Senior Manufacturing Manager at The Coca-Cola Company. He provided technical editing for the 2012 edition of Six Sigma for Dummies for John Wiley & Sons. Steve is fluent in English, Spanish, Italian, and German. He earned a BS in Mechanical Engineering from Georgia Tech and completed post-graduate studies in Psychology and Statistics at Georgia Tech and Georgia State University and with Dr. Douglas Montgomery.
Principal and Co-Founder NWCPE
Tom has been teaching leadership, kaizen, and Lean Systems for over thirty years in a wide range of industries, including health care, automotive, aerospace, and food processing. He is the President and founder of Lean Manufacturing Tools, co-founder of the Northwest Center for Performance Excellence. He received his original Lean training from first-generation experts including Dr. Shigeo Shingo (co-architect of The Toyota Production System), Hiroyuki Hirano (author and noted JIT expert), Dr. Ryuji Fukuda (member of The Sigma Project in Japan and winner of the Deming Prize), and TPM experts from Japan Institute of Plant Maintenance. Tom has authored several books on Lean, including Lean Tooling, The Five Keys to Lean in Healthcare, 5S for the Office, The Lean Primer, and Value Stream Management. Current and former clients include Multnomah County Clinics, Capsa Solutions, Gerber Blades, Cascade Microtech, Eaton Corporation, Ford Motor Company, Wells Fargo, Lee Blake Precision Tooling, Oregon Department of Corrections, Oregon Department of Transformation, Stanley Tools, Regence Blue Cross Blue Shield, Oregon Primary Care Association, Dana Cancer Institute, Lane County (OR) Medical Clinics, OHSU Internal Medicine and Family Medicine Clinics, Saint Luke’s Medical Center, Hexcel Corporation 7-Up Bottling Company, Gleason Cutting Tools, and Komet America. Tom holds an undergraduate engineering degree from Tufts University, an M.Ed., and a Law Degree. That said, his greatest passion is getting out on the front line and helping people remove obstacles in their daily work life.