This seminar
is for those
associates who are responsible for implementing SPC in their
area and for leading or overseeing process improvement project
teams. Usually, at least one associate from each
department is trained as a facilitator.
This is a two-week seminar with one
month in between the weeks to allow each participant to work on a
process improvement project. It includes the software SPC for
MS Excel (for a 20 person class, this represents $3,360 if the software
was purchased individually). There is a
one-day follow up after the second week for the participant to present
the results of his/her project.
Objective: To teach participants in the technical and people skills required
to
successfully implement SPC
Module 1: Introduction to
Facilitator Training
This module introduces the seminar and tells
participants what to expect over the next two months.
It includes an introductory exercise to help people feel more at
ease and to get to know each other better.
The attendees will learn:
 | Why SPC works. |
| An
overview to the Process Management Model (define, standardize,
measure, improve and control). |
| Case
study examples of how process management and SPC have helped other companies. |
Module 2: Process/Project Selection and
Startup
Selecting an appropriate process/project is the
first step in successfully completely any improvement.
This module describes how to select an improvement process/project and how
to put together the team to work on the project.
The participants will learn:
| The
criteria for selecting a process/project. |
| How
to apply the criteria to select an appropriate process/project. |
| How
to select team members to work on the process/project. |
| How
to identify the process by using process flow diagrams and SIPOC
(suppliers, input, process, output, customers). |
Module 3: Teamwork
Teamwork is essential for projects to be
successful. This module is
designed to give you the skills you need to help build and maintain
teamwork. This module looks
at how to build a healthy team by balancing task (getting the job done)
and maintenance (ensuring everyone feels unique and appreciated).
Consensus decision-making is critical to a team’s success.
This module introduces how consensus decisions are made.
A survival exercise is used to practice the consensus
decision-making technique. In
this module, participants will learn:
| The
stages of team development. |
| What
the task and maintenance roles are. |
| How
to make consensus decisions. |
Module 4: Variation
This module is designed to develop an understanding
of variation. A process is
defined as well as why it is necessary to focus on the process for projects to be successful. Variation
is introduced. This includes
examining how variation has been viewed in the past and how it is viewed
in process improvement. Variation as coming from two distinct sources:
special cause and common cause variation.
Both of these sources of variation are examined in detail.
The concept of consistency and predictability (statistical
control) is also introduced in this module.
Two exercises (the red beads and the measurement of thumbs) help
drive home the key concepts of the module.
In this module, participants will learn:
| What
a process is and why the focus should be on the process.
|
| The
prevention and detection modes of operation.
|
| The
definition of variation.
|
| Why
variation must be traced back to its source.
|
| How
variation has been handled in the past.
|
| The
definition of common and special causes.
|
| The
Shewhart approach to handling variation.
|
| The
lessons of the red beads.
|
Module 5: Standardization
This module teaches how to standardize the process. A
standard represents the best known method of operating the
current process. It is important that the best way to
operate an existing process be agreed upon and used day in and
day out. This makes it much easier to judge when changes
to the process have actually improved a process. In this
module, participants will learn:
| How to use process flow diagrams to construct a micro
picture of the process. |
| How to write standard operating procedures and job work
instructions where required. |
| How to audit a process for performance to the standard. |
Module 6: Team Leadership Skills
Team meetings are required to complete
projects. This module
teaches participants the knowledge they need to have successful
meetings. To be successful,
team meetings must be planned properly.
In addition, behavior during team meetings must be managed to
ensure that team synergy is achieved.
This module teaches attendees how to do this.
In this module, participants will learn:
| The
role of the leader, members, minute taker and facilitator |
| The
active listening skills required for a team leader to be successful |
| How
to prepare for a team meeting. |
| How
to lead a team meeting. |
| What
to do between meetings. |
Module 7: Measurement
In this module, participants are introduced to critical to
quality (CTQ) metrics, critical to customer (CTC) metrics and critical
to schedule (CTS) metrics. Measurements
are taken on a process to know where the process is operating and if a
change has had an effect. Measurement
systems must be accurate and precise.
Process capability is used to determine if a metric is capable of
meeting specifications.
In this module, participants will learn:
| How
to develop CTQ, CTC and CTS metrics. |
| How
to determine if the measurement system is accurate and precise. |
| How
to determine process capability. |
Module 8: The Basic Tools
This module introduces the basic tools used to
analyze a process. The check
sheet is used to collect data. The
Pareto diagram is used to separate the vital few from the trivial many.
A histogram provides a snapshot in time of the variation in a
metric. Control charts
indicate whether the metric is consistent and predictable.
Four types of control charts are covered.
Cause and effect diagrams are used to find the causes of a
problem. Scatter diagrams
are used to show the relationship between two variables.
In this module, participants will learn how to construct and
interpret:
|
Check sheets |
|
Pareto diagrams |
|
Histograms |
|
Control Charts |
|
p Chart |
|
c Chart |
|
Individuals Chart |
|
Xbar-R Chart |
|
Cause and Effect Diagrams |
|
Scatter Diagrams |
Module 9:
Motivation
To be successful, there must be openness in the way
we communicate. This module
looks at what motivates people and how the brain operates.
Understanding how the brain operates is the first step to
understanding how people are motivated.
In this module, participants will learn:
| What
extrinsic motivation is. |
| What
intrinsic motivation is. |
| Mazlow’s
Hierarchy of Needs. |
| Herzberg’s
Motivation – Hygiene Theory. |
| How
the brain functions and why this is important to SPC and process
improvement. |
Module 10: The Seven Management and Planning Tools
This module introduces management and planning
tools that can be used individually or collectively to help analyze
processes. The affinity
diagram gathers large amounts of information and quickly organizes it
into groupings of similar relationships.
The interrelationship digraph graphically shows the logical
relationships between variables. The
tree diagrams are used to determine what needs to be accomplished to
reach a goal. The
prioritization matrices prioritize tasks based on known, weighted
criteria. The matrix diagram
shows the relationship between each idea in one group of items with each
idea in another group of items. The
process decision program chart maps out every possible event that occurs
when moving from problem statement to solution.
Last, the activity network diagram is used to plan complex tasks.
In this module, the participants will learn when to use and how
to use each of the following:
| Affinity
Diagram |
| Interrelationship
Digraph |
| Tree
Diagram |
| Prioritization
Matrices |
| Matrix
Diagram |
| Process
Design Program Chart |
| Activity
Network Diagram |
Module 11:
Advanced Analysis Tools
This module introduces several advanced tools to
help analyze processes. These
statistical tools allow the comparison on means to determine if there is
a difference as well as using the analysis of variance to look for
significant differences. Regression
techniques allow one to model a process.
In this module, participants will learn to use:
| Confidence
intervals |
| Analysis
of variance |
| Regression |
Module 12:
Change, Creativity, and Paradigms
Today, changes in business are occurring at
break-neck speed, and it sometimes feels as if approaches are scattered,
vision is blurred and a true sense of direction unclear.
It is a challenge to stay motivated, keep operations moving and
the lines of communication open. This
module introduces some ideas and skills that are needed to develop and
used to help the organization deal with the changes ahead.
Creativity and innovation are introduced.
Learning to think differently, to work smarter - not harder, is
the key to improvement. In
this module, attendees will learn:
| To
understand change and how they can use it to their advantage. |
| To
challenge their creativity. |
| To
learn the four paradigm principles. |
| To
show how paradigms affect how we view the world. |
| Demonstrate
how understanding paradigms can help us prepare for the future. |
Module 13:
Experimental Design Techniques
Experimental design techniques are the cornerstone
of the improve step in process management. Designed
experiments are used to determine what factors have a significant impact
on a variable. The focus of
this module is on two level factorials and screening designs.
In this module, attendees will learn:
| How
experimental design techniques work |
| How
to design experiments |
| How
to analyze two level factorial designs |
| How
to analyze screening designs |
Module
14:
Team
Styles
Are there people you are able to work with easily,
that you often know what they are going to say (even before they say
it), how they will respond, and what it will take to get them satisfied?
Conversely, are there people you have a hard time relating to,
that you are surprised by what they say, puzzled by how they react, and
uncertain about how to satisfy them?
Cultivating and maintaining good working relationships with our
internal co-workers is imperative to our success.
How well we work together has a definite impact on the service we
give our external customers. Key
to good working relationships is knowing our own team style as well as
the team styles of others around us.
This module teaches attendees how to determine their own style as
well as those of their co-workers and customers.
In this module, attendees will learn:
| How
team styles can help us. |
| How
we tend to look at behavior. |
| The
three dimensions of behavior: Assertiveness, Responsiveness
and Versatility. |
| The
team styles quadrant. |
| How
to identify team styles |
| The
team styles sub quadrants |
Module 15:
FMEA/Mistake Proofing
This module introduces two tools that help improve
the process. The Failure
Mode and Effects Analysis examines all the possible ways that a process
can fail and using a risk priority number to determine the most likely
causes of process failure. Mistake
proofing is a methodology that determines how to prevent mistakes from
occurring in the first place. In this module,
participants will learn how and when to us:
| Failure
Modes and Effects Analysis |
| Mistake
Proofing |
Module 16: Team Styles – Flexibility and Stress
It is not enough just to be able to identify a
person’s team style. To
enhance teamwork and customer service, you must be able to flex to that
person’s style. This
module teaches attendees how to flex to all the styles.
Under stress, each team style has a predictable pattern of
behavior under stress. Knowing
this helps you understand the actions of team members and customers
under stress. In this
module, attendees will learn:
| How
to flex to other styles. |
| The
fight or flight mechanism. |
| Characteristics
of each style under stress (back-up behavior) |
| Show
each style’s predictable behavior pattern under increasing levels
of stress - “Z
pattern” |
Module 17: Control
This module shows how you control the process after
the improvement. At the heart of this process is the control plan.
The control plan lays out in detail how the gains will be
maintained. It usually
involves continual data collection in the form of a control chart.
In this module, the participant will learn:
| How
to design and implement a control plan |
| The
role control charts play in the control plan. |
Module 18: Implementing
SPC Company-Wide
Often, a key task the SPC facilitators
have is to assist in the implementation of SPC company
wide. This module helps the facilitators plan this
implementation. This module shows how you can use Gantt charts and
other project management tools to manage the progress of SPC
implementation and projects.
In this module,
participants will learn:
| The
role of leadership in SPC implementation |
| How to implement SPC |
| How
to track SPC implementation and projects |
For more information on this seminar, please
contact us
(training@spcforexcel.com)
  
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