DPA’s one and two-day lean leadership training programs, offered virtually or in-person, help companies to engage in discussions on improvement efforts that could be made across the enterprise or within individual departments. For some companies, the one-day training has been a first step in planning specific Kaizen events to improve a situation that emerged as a result of the training.

• Lean Overview
• Value Stream Mapping
• Simulation
• Workplace Organization – 5S
• Poke Yoke Mistake-Proofing
• Visual Controls
• Standard Work
• Kaizen Event
• Lean Roadmap
• Change Management
• SMED Set-Up Reduction
• Predictability and Consistency
• Total Productive Maintenance (TPM)
• Lean Daily Management
• Communication

Duration: 1 or 2 full-day training sessions
Participants Per Session: Maximum of 18

Contact Daniel Penn Associates to schedule your one-day Lean Leadership Training Program.

Looking to upgrade skills with eLearning courses? Check out these on-demand options.

If problems were always easy to solve, there wouldn’t be any problems. And if problems were always the same, the same approaches to finding the underlying cause would work. But problems aren’t easy to solve, and they are seldom the same.

Daniel Penn Associates’ onsite and virtual root cause analysis (RCA) workshops offer participants robust knowledge of root cause analysis techniques – and instruction on when and how to use these techniques.

The workshops apply RCA within the Ford 8-D Problem-Solving approach structure.

Participants per workshop (onsite or virtual): Maximum of 15

Virtual Root Cause Analysis (RCA) Workshop

The virtual RCA workshop includes five sessions of two to three- hour learning periods.

Outline
Virtual Session 1 – Why RCA and 8-D Problem Solving Process (overview and first steps)
Virtual Sessions 2 and 3 – Root Cause Analysis
Virtual Session 4 – Prevent Recurrence (Mistake-Proofing)
Virtual Session 5 – Completing the Effort and Wrap-Up

Onsite Root Cause Analysis (RCA) Workshop

We offer the onsite RCA Workshop in either two-day training-only sessions, or three-day train-then-do sessions that help participants apply RCA to the company’s problems as they learn the techniques.

Outline

What Is Root Cause Analysis?

How does Root Cause Analysis fit into Lean and Continuous Improvement

8-D Problem Solving Process (for organizations selecting the application approach, these topics are intertwined with facilitated workshops where participants work on their assigned problems)

Become Aware of Problem

Step 1 – Use Team Approach

• Team Roles
• Team Ground Rules

Step 2 – Describe the Problem

• Problem Statement

Step 3 – Interim Containment

Root Cause Analysis

Step 4 – Define Root Causes

• Planning out the root cause analysis approach
• Performance change versus performance improvement
• Systemic versus Specific causes
• Review of toolbox
  ► Tools to define the process
  ► Data collection tools
  ► Data analysis tools
  – Breaking down the data
  – Typical
  – Advanced
• How do you know which tool to use?
• Root Cause question

Preventing a Recurrence

Step 5 – Define Corrective Actions

• Mistake-Proofing (Poka Yoke)
• Mistake-Proofing Outcomes and Techniques
  ► Forced Control
  ► Shutdown
  ► Warning
  ► Sensory Alert

Completing the Effort

Step 6 – Implement Permanent Corrective Actions

• Action Plan
• Training

Step 7 – Prevent Recurrence

• Verify Effectiveness of Actions
• Documentation
• Transfer Knowledge
• Audits

Step 8 – Congratulate the Team

Wrap-Up

We were taught in school and on the job that if we wanted to experiment on a process, we should just change one variable at a time. But this is actually the most time and cost-intensive approach to experimentation – especially with the tens or hundreds of variables that we have in most processes.

Design of Experiments, with a history of over 80 years of application, is a more efficient and cost-effective approach to understanding and improving our processes. This family of techniques will help us identify the Power Factors, those variables most critical to the output of the process, and can show us how to use the Power Factors to optimize the process output.

Design of Experiments Outline

• Why Design of Experiments?
• The History of DOE
• DOE Sequence of Use
• Language of DOE
• Basic stats and probability concepts for DOE
• Measurement system analysis
• Tests of Significance, Risks, & Hypothesis Testing
• How to Plan and Run DOEs
• Full Factorial Experiments
• Screening Experiments
  • Plackett-Burman Screening Designs
  • Taguchi Screening Designs
• Overview of Response Surface Analysis
• Mixture Experiments (if appropriate)
• How to Handle Missing Data
• DOE Application at Your Facility
• Wrap-Up

Virtual Course

2-4 hour slots

Session 1 – What is DOE and why use it over the one-at-a-time approach we learned before? DOE terminology.

Sessions 2 and 3 – Background statistics for DOEs (the concept of variation, basic stats and probability, measurement system analysis, tests of significance)

Session 4 – How to plan and then run a good DOE

Session 5 – Full-Factorial experiments

Session 6 – Fractional-Factorials and Screening experiments

Session 7 – Response Surface Analysis, EVOP, and Mixture experiments as appropriate for the organization

Session 8 – When things go awry, facilitation for planning out your DOEs, and wrap-up

On-Site Training

Three days for the recommended workshop including hands-on experimentation with facilitation from a DPA trainer/consultant. The use of software can be incorporated into the training. The workshop can be extended to actually run DOEs on company processes and then analyze them.

Yellow Belt training provides an overall insight into the techniques of Lean Six Sigma, its metrics, and basic improvement methodologies. A Yellow Belt must know how to integrate Lean Six Sigma methodologies for the improvement of production and transactional systems to better meet customer expectations and bottom-line objectives of the organization. A Yellow Belt typically has a basic knowledge of Lean Six Sigma but does not lead projects without support from a Green or Black Belt. Yellow Belts participate as core team members on improvement project teams. Yellow Belt training can help employees better understand and more effectively support Lean Six Sigma concepts and practices in their day-to-day work activities.

Yellow Belts could receive a certificate of attendance or could be formally certified. Certification would be dependent on attendance at the training, successfully passing an exam and participation on a project team.

Who should participate in Yellow Belt training?
Individuals who will actively participate in Lean Six Sigma improvement project teams should participate in Yellow Belt training. Other individuals who might apply the tools to improve their daily jobs could also participate.

The Yellow Belt training schedule
Yellow Belt training is 32 hours, taught in full-day sessions. It can be offered as a block of 4 days in one week or as part of employees’ progression from a Yellow Belt to a Green Belt program.

Software requirements
Yellow Belt exercises can be done by hand or using Microsoft Excel. This can be at the discretion of the trainee’s employer.

Participants per Yellow Belt training program: 20

Lean Six Sigma Green Belts are change agents who lead and support efforts to improve the effectiveness and efficiency of an organization. They facilitate teams to identify and implement changes in the operation aimed at reducing waste, cost, time, and variation while increasing customer and client satisfaction. Lean Six Sigma Green Belts apply the tools they learn through their daily work and initiate improvement projects. Green Belt training prepares individuals for these responsibilities.

Certification as a Lean Six Sigma Green Belt requires 100% attendance at training, passing an exam, and successful completion of an implementation project.

Who should participate in Green Belt training?
Green Belt training is for people who are expected to lead Lean Six Sigma improvement projects in the organization, typically within the Green Belt’s department.

The Green Belt training schedule
Green Belt training is 80 hours. It is typically offered in two one-week blocks separated by about four weeks. This allows time for the Green Belts to apply the first week of learning to their projects.

Software Requirements
Computers are required for Green Belt training exercises. Microsoft Excel can be used for all exercises. For Lean Six Sigma tools that cannot be done directly in Excel, DPA consultants provide templates (macros) for the students, enabling them to use the tools easily. The material can also incorporate standard statistical software packages, specifically Minitab.

Participants per Green Belt training program: 16

Lean Six Sigma Black Belts are change agents who lead and support efforts to improve the effectiveness and efficiency of an organization. They facilitate teams to identify and implement changes in the operation aimed at reducing waste, cost, time, and variation while increasing customer and client satisfaction. Lean Six Sigma Black Belts apply the tools they learn through their daily work and through the improvement projects they lead. Black Belt training prepares individuals for this responsibility. Black Belts are able to apply more advanced statistical techniques on their projects and in their work.

Certification as a Lean Six Sigma Black Belt requires 100% attendance at training, passing an exam, and successful completion of an implementation project.

Who should participate in Black Belt training?
Black Belt training is for people who are expected to lead Lean Six Sigma improvement projects in the organization. The projects can be within the Black Belt’s department or cross-functional in nature. Black Belt candidates should have an aptitude (and need) for the design of experiments and modeling.

The Black Belt training schedule
Black Belt training is 160 hours. The first two weeks are identical to Green Belt training. The remaining two weeks are typically offered as two 1-week blocks separated by about 4 weeks. This allows time for the Black Belts to apply the learning to their projects.

Software Requirements
Computers are required for Black Belt training exercises, and statistical software must be used. Minitab is a commonly used software package.

Participants per Black Belt training program: 12