Classroom Training

TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance [The Big Idea – Getting operators involved in maintaining their own equipment, and emphasizing proactive and preventive maintenance will lay a foundation for improved production (fewer breakdowns, stops, and defects).] that strives to achieve perfect production. In addition it values a safe working environment. TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment. The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).

Lean manufacturing, Lean Enterprise, or lean production, often simply "lean", is a production philosophy that considers the expenditure of resources in any aspect other than the direct creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for. This concept has been popular in manufacturing, starting from Toyota with their Toyota Production System (TPS). The Lean approach has now been implemented also in service-oriented organization and/or in office set-up, where it has also created higher value of services, through elimination of "wastes".

Value Stream Mapping (VSM) is a technique that can be employed not only to provide a visual representation of a procedure, but also have the potential to identify significant savings in a way in which the process is organized and performed. It is a technique is often associated with Lean programs to identify opportunities for improvement in lead time, applicable in all industries or processes. It is used to analyze the flow of materials and information currently required to bring a product or service to a customer. The technique originated in Toyota, where it is known as "Material and Information Flow Mapping".

LSS Champions are higher managers and leaders within an organization implementing Lean Six Sigma. They understand the direction and objectives of the organization, set forth by organization executives. identify and prioritize LSS objectives and projects that are given to teams and LSS Black Belts, who will lead and implement projects for the Champions, as one of their primary project stakeholders.

Leverage the best of both worlds! The Process-Centric and Data driven approach in achieving operational excellence - Lean Six Sigma, and, Customer-Centric and Empathy driven design methodology - Design Thinking harmonized in one training course. Learn from our resource speakers who have actual and real-life implementation experience of these disciplines from global companies in the BPO/Services Industry such as IBM, Accenture, UHG, & Deutsche Bank, and, the Manufacturing Sector such as Motorola, International Refractories, Ford Motors, & Toshiba. LSS Black Belts are normally full-time practitioners of a Lean Six Sigma Program, who leads big transformational improvement projects for the organization. This training is ideal for existing Green Belts who need to learn more on the advance Lean and DMAIC tools and processes, and will also eventually lead and coach Green Belts and Yellow Belts in LSS projects.

LSS Greenbelt training is Ideal for Supervisors and Managers who can implement Transactional Improvements within their own department, by learning and applying Lean and DMAIC tools and process.

This is the first stepping stone of being a Lean Six Sigma practitioner. This course is ideal for all employees of organizations implementing a Lean Six Sigma program, regardless on which department one works for. A Yellow Belt will be able to implement small process improvements, by understanding the fundamentals Lean and DMAIC process.

The Design of Experiment (DoE) is a rigorous method, regarded as the most accurate and unequivocal standard for testing a hypothesis. A well-designed and constructed experiment will be robust under questioning, and will focus criticism on conclusions, rather than potential experimental errors. A sound experimental design should follow the established scientific protocols and generate good statistical data. As an example, experiments on an industrial scale can cost millions of dollars (or pesos). Repeating the experiment because it had poor control groups, or insufficient samples for a statistical analysis, is not an option. For this reason, the design phase is possibly the most crucial.

The 7 QC Tools were first assembled in Japan in the late 1950s and early ‘60s. Extensively used by the quality control industry to help solve problems in the workplace these tools have contributed dramatically towards business successes in the industrial era. In today’s competitive world, continuous improvement is imperative. These tools help you to not only solve complicated problems, but also to identify opportunities for improvement.

Quality function deployment (QFD) is a method to transform qualitative user demands into quantitative parameters, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems, processes or subprocesses, and ultimately to specific elements of the over-all end-to-end process. QFD is designed to help focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. The technique yields charts and matrices. QFD helps transform customer needs (the voice of the customer [VOC]) into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service.

Taguchi methods were developed to optimize processes and improve product quality. A defining approach in the Taguchi Methodology is the Robust Design wherein the thrusts are to address the noise factors in a process or product, and, costs of failure in order to ensure customer satisfaction. The methodology also introduces a technique for designing and performing experiments without having to tediously and uneconomically run the full experimental design process.The approach has gained appreciation from various industries such as manufacturing, engineering, biotechnology, marketing, services and advertising.

Eight Disciplines (8D) and Failure Mode & Effects Analysis (FMEA) methods of problem solving, are 2 of the most effective and powerful problem solving techniques best implemented together in solving a problem, and preventing the occurrence and recurrence of potential and existing root causes of a product, service or process. 8D is problem solving technique developed by US Department of Defense (DOD), which was later streamlined and commercially piloted by Ford Motors. This technique is utilized as a form/template, structured process and as the name implies, follows 8 disciplines: 1) Use a Team; 2) Define and Describe the Problem; 3) Develop Interim Containment Action; 4) Determine, Identify, and Verify Root Causes; 5) Choose and Verify Permanent Corrective Actions; 6) Implement and Validate Corrective Actions; 7) Take Preventive Measures; 8) Congratulate our Team. FMEA (Failure Mode and Effect Analysis) is a tool generally used in the planning of product or process design, and also ideally done in conjunction to the 8D process. The FMEA and 8D should reconcile each failure and cause by cross documenting failure modes, problem statements and possible causes. Each FMEA can be used as a database of possible causes of failure as an 8D is developed.

ISO 9001:2015 sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement). It can be used by any organization, large or small, regardless of its field of activity. In fact ISO 9001:2015 is implemented by over one million companies and organizations in over 170 countries. This standard is based on a number of quality management principles including a strong customer focus, the motivation and implication of top management, the process approach and continual improvement. Using ISO 9001:2015 helps ensure that customers get consistent, good quality products and services, which in turn brings many business benefits.

Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals.

Learn how to make sense of all the data you monitor and collect in operations, and use statistical techniques for analyzing them for your data-driven decision making.  Discover how to use the most powerful statistical software in your pursuit of improving quality and productivity in every aspect of the manufacturing or service operations. The training will not just cover the mechanics of using the tool but also real life applications of the statistical analyses (using Minitab Software).

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance.

The Factory Physics training program provides practical concepts and science of manufacturing and supply chain that anyone can use to improve performance. The concepts are based on operations science clearly describing the relationships between capacity, inventory, response time, variability, and demand.

Design Thinking is a methodology on user centric problem solving. It makes the end user the focal point, and by understanding better and empathizing with the end users pain points, needs and goals, the ideas generated are focused on giving the user a more delightful product or service experience. Design Thinking is a very collaborative way to idea generation and problem solving.