Hi, guys. Welcome to course. Wrap up key learnings and takeaways. I'm Catherine MacGyver. And today we're gonna do a review of the lean Six Sigma Yellow Belt key learnings.
So congratulations, you are done. You have managed to get through all of this content, and there's been a lot of content that we've gone through in a very short amount of time. So our next few slides are going to be a power walk through that. If any of these things seem unfamiliar,
you should probably go back to the modules on this and review those specific concepts. So
first thing off, Now that you are a lean six sigma trained professional, you remember the lean principles where you're going to identify value map the value stream, which for the sake of this course, was our current in our future state process mapping.
You're going to create flow and established pole and how your processes work and you're going to seek perfection.
You are also able to identify the eighth deadly waste. So you remember a pneumonic downtime which stands for defects, overproduction, waiting, non utilized talent, transportation, inventory motion and extra processing. And you remember that some people think of these
as the seven deadly waste because we also threw in
non utilized talent.
You are able to complete just do it and quick hit projects. So remember, just do it. Projects are just that. Just do it. Their common sense there things where you see the problem and you know the solution so you do it.
If you're doing a quick hit project, you're using the P. D. C. A cycle, or you're going to be doing five s in your workplace or you're going to be identifying a waste and coming up with solutions to get rid of it. So remember, with a quick hit project,
you're going to want to document at least the problem statement the intervention in the outcome. But if you do a P D. C. A. It is perfectly appropriate to use the P the plan of the Do the check in the act as your framework because you want to make sure that you know why you did this six months or a year down the road.
I have a short memory, so probably six months
you can understand the DM AIC cycle. We have spent a lot of time on this. So you remember, define measure, analyze, improve and control And you know, within those define is really about getting clarity on what the problem exactly is and what we want out of it.
Measure is about developing a repeatable and reproducible data collection plan and getting our baseline. So where are we actually working at
as compared to where we're perceiving that we're working at an are defying face, Analyze. We're going into depth about the details on the information that we've gathered or, and we're going to start developing some ideas about the relationships between our independent and are dependent variables
and improve. We know what our independent are dependent variables are, and we've done quite a bit of analysis on it,
including root cause analysis. And now we're going to develop our solutions, and we're going to start. We're going to start with a future state process map, and we're going to implement some visual management and
mistake proofing to make sure that we get there and we're gonna pilot it to know that the solutions that we have impact our objective statement from our defined phase, and then we're going to control that we're going to give it to the process owner on. We're going to go back, and we're gonna re measure it to make sure that all of the work that we did is in fact
still going to keep our process on track. And there we haven't regressed towards the mean, and we haven't started doing it the way we always have done it.
You also know quite a bit about root cause analysis in business case and problems statement development. You know that when you want to talk about your problems, deem it you're gonna pull it out from your business case
and your problem statements going to be an old school reporter where it's the who, what, when, where and why. In your business case is the state of the department address
and why it is that your sponsor cares about doing work in this area and root cause analysis is where you're going to look at all of these different variables and try and figure out what are the independent variables that are driving You're dependent variables. So you know that you have three tools.
You have the five wise, which tends to be the go to for lean and six Sigma projects
you, which where you ask the question to get down to the root cause you have the fish bone diagram like the one that's up here on our screen, which I still don't see the fishing. But that's cool. Where we're looking at what are the different categories and we're brainstorming What are the different things within those categories that could be causing the problem that we're seeing?
And you have affinity diagrams,
which is another way of doing root cause. But it's has having to do with brainstorming and then bringing ideas together with similar themes.
You also know about teams. So in addition to being able to support any team you participate on, you have been empowered to lead teens. You understand how to establish norms and clarify rolls,
and you understand the team development cycle and how to modify your management style based off of where your team members air functioning.
To get them to that, performing the level of team development,
you have completed your prerequisites for your green belt training, So if you decide that you want to continue with your lean six Sigma learning journey, you have done that first step. So congratulations.
So with that, I want to thank you guys for your attention in your detail and, most importantly, your interest in this topic. At the beginning of this course, I promised you that even if you never do anything with your lean six Sigma certification and you don't necessarily become a practitioner,
you will become a better employees. Because you are savvy, you have started understanding. What are the key drivers in the process is you understand
team dynamics and how how people work together in some of the hiccups that you see. When it comes to that, you understand decision making and prioritization. So how do we take our organizational goals from our strategic planning and decide what we're going to do with it Based off of that information
so completely? Aside from any of the lean Six Sigma tools,
you have become empowered to be on that manager style track employee because you're starting to look at that larger picture and your predecessors and your successors and what are the things that really drive your business? So with that, our next module is about getting certified as
alien 16. My yellow belt