Feedback & Pictures
Six Sigma Conference
Job opportunities for Lean SSGBs/SSBBs
More and more jobs are in Analytics, Big data &
is Six Sigma?
Six Sigma is a rigorous and disciplined methodology that uses
data and statistical analysis to measure and improve a company's operational
performance by identifying and eliminating "defects" in manufacturing and
service-related processes. Commonly defined as 3.4 defects per million
opportunities. Six Sigma can be defined and understood at three distinct levels:
metric, methodology and philosophy.
Six Sigma is a customer focused, data driven methodology for
achieving real break through success in business. Six Sigma is a comprehensive
and flexible system and can be applied to reduce defects, improve designs and
Performance Level (99.73%)
is not enough?
A three Sigma level company is
not good enough, because a 3Sigma level performance means,
* 200,00 lost articles of mail per hour.
* No electricity for almost 7 hours, each month.
* 2 short or long landings at major airports, each day.
* 200,000 wrong drug prescriptions each year.
* Unsafe drinking water almost 15 minutes each day.
* 5000 wrong surgical operations per week.
(The above information is based on a survey conducted in US.)
Now, can anyone afford to stop at 3Sigma level performance? If a company
performs even at 3Sigma level, (that is 99.73% result fall with in the control
limits) the above defects are possible. Because of the above cited huge loses,
generally many companies go for Six Sigma Implementation Programs/Certification.
need to do Six Sigma?
Six Sigma can cut waste and save money. Consider how much money could be
saved by eliminating potential defects and the resulting scrap and warranty
returns. Time and money may be wasted in corrective actions and delays. Also
consider the image those results from product failures for the customer. In
order to determine the waste, you need to understand what adds value to your
product and what does not.
One way to know how good you are doing is to compare your
operation to similar ones elsewhere, as a benchmark. If there are similar
operations in your organization, then bench marking will be easier.
Six Sigma Costs and Savings:
One cannot expect to significantly reduce costs and increase
sales using Six Sigma without investing in training, organizational
infrastructure and culture evolution. It is sure you can reduce costs and
increase sales in a localized area of a business using the Six Sigma quality
methodology. For Example,
"Motorola adopted Six Sigma in1987. In 1988, Motorola won its
first Baldridge Award."
"Companies of all types and sizes are in the midst of a
quality revolution. GE saved $12 billion over five
years and added $1 to its earnings per share. Honeywell
(AlliedSignal) recorded more than $800 million in
"GE produces annual benefits of over $2.5 billion across the
organization from Six Sigma."
"Motorola reduced manufacturing costs by $1.4 billion from
"Six Sigma reportedly saved Motorola $15 billion over the
last 11 years."
CEOs, Presidents, Project Managers, Team leaders/Members,
Field Staff Members, Project Engineers, Design Engineers, Project Leaders and
Administrators, Industrial Engineers, Program Managers, Manufacturing Engineers,
Project Coordinators, Operating Managers, Functional Managers, Information
Technology Professionals, Software Developers, Quality & Testing Engineers,
Sales & Marketing professionals, Civil/Mechanical/Electrical engineers,
Procurement specialists, Event mangers, R&D Managers, others involved directly
or indirectly with Project Management, Quality assurance managers, BPO team
leaders, and Executive leadership from Finance, Training, Communications, Human
Resources and Quality who are interested in gaining a better understanding of
manufacturing processes and reducing process variability in order to improve
* Individuals who desire to enhance their professional
development with the skills necessary to support Six
* Employees of companies that have deployed Six Sigma, who
work with Black Belts, or who lead their own
improvement projects. Companies that want
to expand training across a wide range of employees to
reduce costs and improve performance
Course Structure (Classroom):
* This Lean Six Sigma Green Belt course is a PMI approved Classroom study.
* All classroom participants who are PMPs will earn 40
PDUs Certificate towards their CCR on the 4th day
through this PMI approved PDU course.
* All classroom participants will be given a CD of full Green Belt editable
project template for their use. The
CD contains DMAIC stages, simple
explanations, some situational case studies, useful templates and
Statistics Software. This software
useful to calculate sigma levels and to draw Excel charts.
ท Control Chart
ท Creating Control Charts Using Microsoft Excel
ท Editable Project Charter
ท Editable SIPOC Diagram
ท Project selection
ท QI-Statistics Software
ท Sample Size Calculator
ท Sigma Conversion Table
ท Six Sigma Sample Questions
ท Six Sigma Sample Project Report
Click here to
see current training schedule
* 4 Continuous days (Sat - Tue) 9.0 AM 6.0 PM (OR)
* 2 Week-ends (Sat / Sundays) 9.0 AM 6.0 PM
Course fee for
Lean Six Sigma GREEN BELT Certification - CLASS ROOM:
* Green Belt Certificate Only - Rs. 15,000 +15 % S.T.
only (for general professionals)
To See a
* Green Belt Certificate + 40 PDUs
Certificate - Rs. 19,000 + 15 % S.T. only (optional item for PMPs only)
To See a Sample
Earn 40 PDUs (PMI Approved) - Click here to see PMI
Lean Six Sigma
GREEN BELT Final Exam:
An open book paper based exam will be conducted on the final
day of the course. The exam is conducted to measure the knowledge gained by the
participants and to demonstrate the added confidence level out of this course.
Candidates have to secure 50% of marks to issue the Lean Six Sigma GREEN BELT
Please note that, the projects for improvement can be from
your own company (or) any other company. The projects can address the entire
company are small portion (or) part (or) division (or) a small process of a
business unit within the company. The candidates can also suggest project titles
from their company for the faculty / instructors or they can choose any one of
the projects available at IIPM. IIPM will facilitate the collection of data and
extend support staff services for the project period.
Lean Six Sigma Projects Guided
1. Case management in Microsoft,
Sutherland A Case study
- BPO Industry.
2. Reducing Turn Around Time
(TAT) of Production Support Request in Cambridge Solution
study - Manufacturing Industry.
3. Reduction of OLA Deviation in
CVS processing in SIFY A Case study
- Software Industry.
4. Reduction in Manufacturing of Flanges Production Turn
Around Time (TAT)-A Case study-
/ Fabrication Industry.
projects are below.
1) Registration process improvement.
2) Defects and improvements in Training.
3) Defects and improvement in online training .
4) customer Call registration Improvement.
5) Training course-ware quality improvement.
6) Admin and maintenance expenses improvement.
7) MARKETING EXPENSES IMPROVEMENT: RETURN ON INVESTMENT (ROI).
The participants can identify projects in their own
organization and implement the DMAIC methodology and show significant
improvement in organization. The Students shall review the projects with IIPM
on monthly basis. Any questions clarifications can be discussed during the
project is available for all Online/Classroom registered participants.
Useable, practical templates and tools are downloadable in
our Six Sigma course. These templates are editable and can be modified to suit
your companys requirements.
Recent job opportunities for Lean Six Sigma Green
Lean SIX SIGMA
CLASS ROOM COURSE CONTENTS
Introduction to Six Sigma
History of Six Sigma
How to work Six Sigma
Goals and Objectives
Benefits of Six Sigma
What is Quality
Gaps in Service
Achieving Six Sigma quality
Voice Of Customer
2. Basic Statistics
Mean, Median, Mode
Voice of customer
Six Sigma Data Type's
Organizational Structure and Roles
COPQ (Cost Of Poor Quality)
3. Six Sigma Methodologies
Six Sigma metrics
DPU & DPMO
How to calculate Sigma level
4. DEFINE Stage
Introduction to DEFINE Phase
Top level Process definition
Quality Function Deployment
5. MEASURE Stage
Introduction to MEASURE Phase
Why MEASURE phase needed
Key Performance Indicators (KPI)
Measurement System Analysis
Precision versus Accuracy
Value-added Non-Value-added activities
6. ANALYZE Stage
Introduction to ANALYZE Phase
Failure Modes and Effects Analysis
Value Stream Analysis
Analyzing Sources of Variation
Exploratory Data Analysis (EDA)
Cause and effect diagram
7. IMPROVE Stage
Introduction to IMPROVE Phase
Defining the New Processes
Design of Experiments (DOE)
Implementation and Verification
8. CONTROL Stage
Introduction about CONTROL Phase
Standardize on the New Methods
Measure Bottom line Impact
Standard Operating Procedure
Process audit system
9. Control Charts
I-MR charts (Moving range,
X bar R charts
X bar S charts
10. Introduction to DMADV
Design for Six Sigma
Lean Six Sigma
Purpose and guidelines of DMAIC
Checklist for DMAIC
Dos and Donts to DMAIC
12. Class Room Exercises
13. Case Study
14. Final Six Sigma Exam Open book / Group Test
15. Six Sigma CD Demo
16. Certificate Distribution
17. General Q&A