NOTE: Proceeds from ticket sales for this workshop go to Lean Portland in support of our volunteer efforts with nonprofits. Whether you work for a manufacturing company, work in an office,
NOTE: Proceeds from ticket sales for this workshop go to Lean Portland in support of our volunteer efforts with nonprofits.
Whether you work for a manufacturing company, work in an office, or provide customer service, Six Sigma can help you solve important and challenging problems within your organization, using a structured approach and data analysis.
In this Six Sigma primer we’ll address:
– How the DMAIC model and analysis tools increase the chance of solving problems
– The different Six Sigma belt certification levels (Yellow, Green, Black and Master Black Belt)
– Popular analysis tools such as graphical tools, designed experiments (DOE), measurement studies, statistical process control, regression analysis and statistical software
– How Six Sigma compares to Lean
– Examples of Six Sigma applied to sustainability (environmental and social)
– Exercises for measuring time and conducting experiments
Join Brion Hurley from Business Performance Improvement to better understand how Six Sigma can be integrated into your organization.
Roots of Six Sigma
In 1986, engineers Bill Smith & Mikel J Harry introduced Six Sigma within Motorola, as a way to improve business performance, and make it easier for employees to utilize effective quality improvement tools.
Why did Motorola come up with this program? It all began in the late 1970s, when a Japanese firm took over a Motorola factory that manufactured television sets in the United States. The Japanese promptly set about making drastic changes to the way the factory operated by reducing the variation from product to product. The factory was soon producing TV sets with 1/20th the number of defects they had produced under Motorola management, and this translated to fewer warranty claims and customer complaints.
Six Sigma refers to the ability of processes to produce a very high proportion of output within specification (without defects or errors). Processes that operate with “six sigma quality” over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities.
After Motorola achieved tremendous quality improvements, the popularity spread to other companies. Jack Welch, CEO of General Electric (GE) made it integral to his business strategy in 1995, requiring his managers to achieve Green Belt certification if they wanted to get promoted.
By the late 1990s, about two-thirds of the Fortune 500 organizations had begun Six Sigma initiatives with the aim of reducing costs and improving quality. Today, Six Sigma continues to be practiced and implemented within many manufacturing, banking, healthcare, service and financial organizations.
Lean Six Sigma Consultant
Business Performance Improvement LLC, Portland, Oregon
www.biz-pi.com | https://www.linkedin.com/in/brion-hurley-432192
Brion Hurley lean six sigma consultant portland oregon
Brion, a Lean Six Sigma Master Black Belt, teaches Six Sigma Green Belt and Lean classes, facilitates workshops and kaizen events, performs statistical analysis, and mentors and engages employees through improvement efforts in the manufacturing and office areas, with emphasis on environmental impacts within a company. In addition, he holds numerous sustainability certifications, and has experience driving sustainability efforts at both the corporate and regional level by applying process improvement techniques to reduce electricity and solid waste. He volunteers his time with nonprofits to teach and coach Lean concepts through an organization called Lean Portland. He is the author of the book, “Lean Six Sigma for Good.”