Workshops and Services
We are able to provide workshops and consulting on the following topics:
- Cost of Quality
- Total Productive Maintenance
- Set up reduction
- Cellular manufacturing
- 5S Implementation
- Developing Standard Operating Procedures
- Time studies
- One piece flow and work balancing
- Quality Function Deployment
- Kaizen Design of Experiment
- Variability
- Statistical Process Control I
- Advanced Statistical Process Control
- Customer Focus
- Problem Solving/8D
- Team Development
- Managing the Improvement Process
- Measurement Analysis System
Lean Six Sigma Training
Executive Orientation Session
The Executive Orientation Session is a one day workshop that will focus on building client understanding of and commitment to Six Sigma as well as setting direction for how Lean Six Sigma will integrate and complement with other client initiatives. The delivery of the workshop will be interactive and designed to elicit input needed for critical decisions leading to critical success factors for the implementation of the initiative. Objectives of the EO Session include:
•
Education and overview on the Lean Six Sigma culture
Education and overview on the Lean Six Sigma culture•Methods to ensure business unit ownership and buy-in
Methods to ensure business unit ownership and buy-in •Role of the executive in successful implementation
Role of the executive in successful implementation•Definitions of Executive Champion levels in the Six Sigma program
Definitions of Executive Champion levels in the Six Sigma program•Methods to overcome obstacles to success
Methods to overcome obstacles to success•Linkage of projects to strategic business goals
Linkage of projects to strategic business goals •Criteria for selection, development and retention of Six Sigma Black Belts
Criteria for selection, development and retention of Six Sigma Black Belts•Reward and recognition programs
Reward and recognition programs•Communication planning
Communication planning•Calculating and assessing performance of the Six Sigma program
Calculating and assessing performance of the Six Sigma program Project Champion Training
This interactive workshop focuses on building a deeper understanding of Lean Six Sigma especially at the Deployment Champion and Project Champion levels of client management. A significantly more detailed perspective of the methodology is provided in this review. Objectives include:
•Develop deeper understanding of the Lean Six Sigma methodology, the results it can achieve, its language and its tools
Develop deeper understanding of the Lean Six Sigma methodology, the results it can achieve, its language and its tools•Demonstrate via a “simulation” exercise the systematic and disciplined approach behind Six Sigma to attaining and sustaining process improvement
Demonstrate via a “simulation” exercise the systematic and disciplined approach behind Six Sigma to attaining and sustaining process improvement•Develop an understanding of roles and responsibilities of leaders at all levels in the implementation of the client Six Sigma Program
Develop an understanding of roles and responsibilities of leaders at all levels in the implementation of the client Six Sigma Program•Select strategic improvement areas that align with business goals
Select strategic improvement areas that align with business goals•Identify projects and align projects to strategic improvement areas
Identify projects and align projects to strategic improvement areas•Provide a process for assessing the progress of client Six Sigma projects
Provide a process for assessing the progress of client Six Sigma projects •Identify how to effectively use “Voice of the Customer” data to drive client processes
Identify how to effectively use “Voice of the Customer” data to drive client processes•Identify and validate critical process measures that will be used to monitor project and business results
Identify and validate critical process measures that will be used to monitor project and business results•Establish specific criteria and process for selection of Black Belt candidates
Establish specific criteria and process for selection of Black Belt candidates•Identify specific champions for each project
Identify specific champions for each project•Establish a detailed schedule for implementation of the Six Sigma initiative
Establish a detailed schedule for implementation of the Six Sigma initiative•Identify the barriers to successful implementation and recreate plans to remove them
Identify the barriers to successful implementation and recreate plans to remove them•Agree on the communication plan for the implementation
Agree on the communication plan for the implementationBlack Belt Training and Coaching
CVGA recommends that a client initiating a Six Sigma program start with the Define-Measure-Analyze-Improve-Control (DMAIC) model for Six Sigma for improving existing processes. Upon successful implementation of DMAIC within the organization, the client can more expediently advance to Design for Six Sigma (DFSS) adoption and implementation.
DMAIC training is conducted over four weeks for client Black Belt candidates spread out, in general, over four months. CVGA’s training approach adopts a concurrent “learn-and-apply” principle under which the Black Belts execute the respective DMAIC phase tasks within their projects, in between the training weeks, prior to returning to training for the subsequent phases. We recommend that Black Belt Candidates be dedicated full time to their Six Sigma projects during this period. Significant project work takes place on those weeks the Black Belt is not in formal training sessions. CVGA will provide Coaching during and after the formal training modules because we find that’s where the most learning takes place. Such pre-planned Coaching will involve a comprehensive set of activities such as on-site review of project milestones by the Black Belt candidates, proper use of DMAIC tools, timely reinforcement the concepts taught during class and DMAIC expertise-driven guidance to help the Candidates march systematically toward time-bound project completion and results delivery. We also offer immediate coaching by telephone or e-mail for emergencies and shorter duration inquiries.
Green Belt Training and Coaching
Whereas Black Belts are the primary engines to effect change and deliver process improvements and results within Six Sigma, they need a strong cadre of support personnel to achieve these objectives. CVGA recommends that the client consider creating a cadre of Green Belts to effectively support BB projects and ensure the permeation of the Six Sigma culture throughout the organization in the long run. Management leaders, high-skilled SMEs and support personnel will be ideal candidates for GB positions. In order to impart essential coaching skills to BBs, it is recommended that new client Black Belts train and coach Green Belts as part of reinforcement of their new skills. Most clients base their decision on their intended number of Green Belts and their training schedule, which is better determined during the first wave of Black Belt training.
CVGA’s Green Belt training material is a subset of the more comprehensive Black Belt course described before. In general, the Week 3 Design of Experiments is excluded. A couple of different versions of Green Belt training can be offered to best suit client requirements.
•Standard 10-day Green Belt training program, spread over 2 – 3 weeks
Standard 10-day Green Belt training program, spread over 2 – 3 weeks•An abridged 7-day “Green-Belt Late” training, spread over 2 weeks
An abridged 7-day “Green-Belt Late” training, spread over 2 weeksProcess Change Management (Governance)
Key Training and Program Management materials included in this segment:
•Train-the-Trainer for Master Black Belts
Train-the-Trainer for Master Black Belts•Change Management Governance Procedure
Change Management Governance ProcedureSix Sigma’s seminal contribution to business process transformation is by changing and reorienting an organization’s behaviors from top to bottom, leadership to rank-and-file. Therefore, sustaining the gains achieved via Six Sigma over the long run requires a commitment to establishing effective mechanisms to govern the Change Management process. Such process change governance procedures usually include but are not restricted to such issues as creation of a leadership-level steering entity to continuously manage and direct the course of Six Sigma waves, new leadership/champion communication processes and HR policies regarding candidate selections, career path options, rewards and recognition and, finally, development of the client’s own Master Black Belts. The emphasis on such Process Change Management issues gains significance, in general, past the first wave of BB/GB project executions. CVGA will work with the client’s Six Sigma leadership to anticipate, identify and establish industry “best-practices” based governance procedures at appropriate milestones along the program deployment roadmap.
Lean Consulting and Training
Principles of Sigma Lean with Live Simulation
This dynamic and fun workshop combines lecture and short exercises to teach Lean Principles and tools with the added synergy of Six Sigma structure. Participants will gain hands-on experience through a live simulation that validates Lean and Six Sigma principles. You will simulate both transactional and manufacturing activities in a typical business setting, and spend the rest of the day applying Lean and Six Sigma principles to the simulation. Simple financial statements will show plainly how implementing lean principles impact a company’s bottom line.
Kaizen
A Kaizen event is used to continually improve a process by identifying small projects that will benefit in a quick win. A cross-functional team is formed and, for a 3-5 day period, they focus on resolving a problem. The event includes the following:
•A short burst of intense activity & effort (3 to 5 days only)
A short burst of intense activity & effort (3 to 5 days only) •Bias toward action over analysis; Focus on improving the value stream and achieving flow
Bias toward action over analysis; Focus on improving the value stream and achieving flow•Drive toward resolving a specific problem or achieving a specific goal
Drive toward resolving a specific problem or achieving a specific goal•Focus on a specific area or process (either plant or office)
Focus on a specific area or process (either plant or office)•Manage with daily reviews of progress
Manage with daily reviews of progress•Aim at achieving specific improvements in a short time
Aim at achieving specific improvements in a short time•Manage toward resolution
Manage toward resolutionLean Implementation
Lean production is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become more responsive to customer demand while producing error-free products and services in the most efficient and economical manner possible. Participants will learn and understand the techniques needed to change their process into one that has:
•No waiting time
No waiting time•No Inventory
No Inventory•Uses internal customer-pull instead of a push system
Uses internal customer-pull instead of a push system•Uses one-piece flow -- cut batch sizes
Uses one-piece flow -- cut batch sizes•Implements line balancing
Implements line balancing•Reduces cycle times.
Reduces cycle times.Lean Training
Principles of Lean with Simulation
Course Length: 8 hours
Course Learning Objectives:
•Recognize the purpose and need for Lean in the modern enterprise
Recognize the purpose and need for Lean in the modern enterprise•Describe the basic concepts of Lean
Describe the basic concepts of Lean•Recognize the basic requirements for teamwork
Recognize the basic requirements for teamwork This course combines lecture and short exercises to teach Lean Principles and introduce Lean tools. Participants will gain hands-on experience through a manufacturing simulation that validates Lean Manufacturing principles. You will simulate both transactional and manufacturing activities in a typical business setting, and spend the rest of the day applying lean principles to the simulation. Simple financial statements will show plainly how implementing lean principles impact a company’s bottom line.
Course prerequisites: None
5S Visual Workplace Course Length: 4 hours
Course Length: 4 hours Course Learning Objectives:
•Learn what 5S is
Learn what 5S is•Understand 5S concepts
Understand 5S concepts•Be able to apply 5S techniques
Be able to apply 5S techniquesThis course combines lecture, exercises and case studies to teach 5S concepts and the Visual workplace. The 5S workshop provides detailed training in the techniques of sort, set aside, shine, standardize and sustain. This workshop will provide you with specific strategies for making sustainable improvements in your work place so that you can take the strategies back to your company and begin implementing them immediately.
Course prerequisites: Principles of Lean with Simulation
Value Stream Mapping
Course Length: 4 hours
Course Learning Objectives:
•Learn what a Values Stream is
Learn what a Values Stream is•Understand how to construct Value Stream Map (VSM)
Understand how to construct Value Stream Map (VSM)•Be able to analyze a VSM
Be able to analyze a VSMThis course combines lecture, exercises and case studies to teach the concepts of Value Stream Mapping
Value Stream Mapping (VSM) gives you the tools to stand back and identify the waste in your business and to streamline processes to get rid of waste.
A value stream includes all activities required to bring a product from your vendors’ raw material into the hand of the customer. Waste is any part of the process that takes time and resources but adds no value to the product. Waste even includes something as small as taking extra footsteps to bring a product to another part of the factory for finishing. As much as 60% of operations in small and midsize manufacturing plants do not add overall value to the final product and can be eliminated.
With Value Stream Mapping, you scrutinize business processes from beginning to end and draw a visual representation of every process involved in the material and information flows. Then you draw a future state map to show how things should work for your best competitive advantage.
Course prerequisites: 5S Visual Workplace
Setup Reduction Course Length: 4 hours.
Course Length: 4 hours.Course Learning Objectives:
•Be able to identify identifiable elements of Setup Reduction techniques
Be able to identify identifiable elements of Setup Reduction techniques•Differentiate between elements of internal and external
Differentiate between elements of internal and external •Identify ways to decrease setup
Identify ways to decrease setup This course combines lecture, exercises and case studies to teach the concepts of Setup Reduction techniques. Participants will gain valuable experience through examples and cast studies that validate set-up reduction as a vital link in the chain of steps to becoming a lean manufacturer. The blend of case studies and lecture show you, the drastic difference set-up reduction can make on productivity and the bottom line. You will learn the key concerns to crafting a set-up reduction plan. At this workshop, you will understand what you can do offline to make set-ups/changeovers go even more efficiently.
Course prerequisites: Principles of Lean with Simulation
Total Productive Maintenance (TPM)
Course Length: 4 hours.
Course Learning Objectives:
•Be able to identify elements of Total Productive Maintenance system
Be able to identify elements of Total Productive Maintenance system•Differentiate between TPM and non value add maintenance
Differentiate between TPM and non value add maintenance •Identify the Six wastes of TPM
Identify the Six wastes of TPMThis course will teach the participant how to measure and analyze Overall Equipment Effectiveness (OEE). This not only helps diagnose problems, but also becomes the measurement to determine how successful TPM efforts are.
TPM then introduces the concept of Autonomous Maintenance, with machine operators as key members of the maintenance team. Historically, maintenance has been done by dedicated, highly skilled employees, not machine operators. But machine operators know their machines better than anyone. They can tell if their machine isn’t working perfectly, often from just the sound or feel. They can alert maintenance people and provide excellent information. Also, when they perform routine maintenance and lubrication, they become “process owners” while relieving skilled trades of simple yet time-consuming jobs.
Finally, TPM shows how equipment can be modified and preventative and predictive tools can be applied to make daily maintenance quick and easy, without tools or ladders.
Course prerequisites: Principles of Lean with Simulation Lean 101,201
Replenishment Pull System and Kanban
Course Length: 4 hours.
Course Learning Objectives:
•Be able to identify elements of Replenishment Pull
Be able to identify elements of Replenishment Pull•Differentiate between production pull and purchase pull
Differentiate between production pull and purchase pull •Identify the essential elements of Kanban scheduling
Identify the essential elements of Kanban schedulingThis course teaches the how the Kanban system simplifies the flow of material to the right place at the right time utilizing strategic buffers and the pull system to right size production based on customer pull signals or cards.
Course prerequisites: Principles of Lean with Simulation; Value Stream Mapping
Cellular Flow Course Length: 4 hours.
Course Length: 4 hours.Course Learning Objectives:
•Be able to identify identifiable elements of Cellular Flow production
Be able to identify identifiable elements of Cellular Flow production•Differentiate between value add and non-value add
Differentiate between value add and non-value add •Identify ways to link and balance operations for to implement continuous flow cells
Identify ways to link and balance operations for to implement continuous flow cellsThis course teaches the cellular/flow as a five-step process for connecting the manual and machine processes of similar operations in order to eliminate non-value adding (i.e., waste) activities. Participants learn how to link and balance manufacturing operations, then design and implement continuous flow cells.
Course prerequisites: Principles of Lean with Simulation; Value Stream Mapping
Error Proofing (Poka-Yoke)
Course Length: 4 hours
Course Learning Objectives:
•Be able to identify elements of Error Proofing
Be able to identify elements of Error Proofing •Differentiate between control approach and warning approach
Differentiate between control approach and warning approach •Identify ways to link errors and defects in a typical business setting
Identify ways to link errors and defects in a typical business settingThis course teaches the how Poka-Yoke Design focuses on designing products and processes that detect errors before they become defects, thereby improving total process productivity and reliability. Products, processes, tooling, and sensors can be designed in a mutually supporting fashion so that literally defect-free production is no longer an illusion-it’s a reality.
Course prerequisites: Principles of Lean with Simulation; Value Stream Mapping
Kaizen Principles and Practices
Course Length: 4 hours
Course Learning Objectives:
•Learn what a Kaizen Event is
Learn what a Kaizen Event is•Understand how to develop a Kaizen Blitz
Understand how to develop a Kaizen Blitz•Be able to participate in a Kaizen Event
Be able to participate in a Kaizen EventThis course combines lecture, exercises and case studies to teach the concepts of the Kaizen event or blitz. Kaizen Principles & Practices is designed to teach the skills needed to plan and run a Kaizen event in a manufacturing operation. Kaizen Blitzes are intense, highly focused continuous improvement activities, and can be used to launch Set-up Reduction/Quick Changeover and/or Cellular Flow implementation projects. Learn how to effectively plan and implement the systematic Kaizen approach and receive a number of useful tools.
Course prerequisites: Principles of Lean with Simulation; Value Stream Mapping; Total Productive Maintenance (TPM); Replenishment Pull System and Kanban; Cellular Flow; Error Proofing (Poka-Yoke)
Kaizen Design of Experiment
Course Length: 4 days w/ project
This Simplified Design of Experiment technique was developed after years of experimentation and study of both Kaizen techniques and experimental designs. It incorporates five of the seven basic quality tools used in Problem Solving/8D, graphical plots for the analysis of the relationship of several interactive process variables unique to a particular process or product characteristic. The Design Matrix allows high confidence without the use of statistics which makes this technique ideal for use in the office or on the production floor in a Kaizen environment. The hands-on workshop approach is designed to teach the techniques and implement an actual project simultaneously.
Course prerequisites: Problem solving
CVGA tools are ideal for organizations who have implemented LEAN or SIX SIGMA strategies but still need to benefit from the opportunities that will deliver the quick wins. The tools are based on simulations or “train and do” concepts. After years of consulting and training, we have found that learning is facilitated by teaching simple techniques which are practiced by the participant in a supportive environment.
Training can take many forms!
