Process Management International

Lauren Miles

Our Certified Lean Six Sigma Green Belt teaches the best Process Improvement, Lean, and Six Sigma tools and methods and their application, using our powerful Improvement Cycle.

Welcome

This workbook is intended to help you plan and execute a successful green belt project along side your on-demand video lessons. It should be used as a guide during all phases of a project from selecting a priority to reviewing the project.

 

Shown below is the PMI Improvement Cycle that forms the basis of this workbook.  This cycle is the overarching methodology for project based improvement.

DOWNLOAD: Lean Six Sigma Green Belt Supporting Project Workbook

<h3>In this folder you'll find: </h3>

<ul>
	<li>Cause &amp; Effect Diagram template</li>
	<li>Customer &amp; Results Measures Matrix Template</li>
	<li>Data Collection Sheet Template</li>
	<li>Flowchart - Integrated Templates</li>
	<li>GB Project Timing Plan Template</li>
	<li>PMI Standard Poster Set</li>
	<li>Problem Context Diagram Template</li>
	<li>Project Charter &amp; Contract Template</li>
	<li>Project Update Report Template</li>
	<li>Quick Reference Card - Data analysis package</li>
	<li>Results &amp; Process Measures Matrix Template</li>
	<li>SIPOC Template</li>
	<li>Skills Matrix Template</li>
	<li>SOP Template</li>
	<li>Stakeholder Analysis Matrix Template</li>
</ul>

DOWNLOAD: All PMI Green Belt Supporting Templates

Since 1993, The Process Manager has been helping users to organise their work and ensure it meets customer needs. This revised and extended edition, The Process Manager Plus, now includes fifty tools to help you understand your work processes, organise improvement, and optimise results across the whole organisation.

eBOOK: Process Management Plus eBook

This lesson focuses on an Introduction to Improvement and aims to answer these four key questions:

<ul>
	<li>How does 'firefighting' limit process performance?</li>
	<li>What is the link between assumptions, the decisions we make and the outcomes we get?</li>
	<li> How did Lean Six Sigma come about, and why is it effective at creating improvement?</li>
	<li>Where can Lean Six Sigma be applied? 
	 </li>
</ul>

Introduction to Improvement

This lesson focuses on an Introduction to Deming’s System of Profound Knowledge and aims to answer these four key questions:

<ul>
	<li>What is Deming's model "The System of Profound Knowledge" (SoPK)?</li>
	<li>What are the four elements that make up SoPK?</li>
	<li>What is the scientific model for achieving systematic and sustainable improvement?</li>
	<li>Where are the biggest risks to successful change? 
	 </li>
</ul>

Introduction to Deming's System of Profound Knowledge

This lesson focuses on how you set up for success with your Improvement activity and aims to answer these four questions:

<ul>
	<li>What roles are needed to manage and implement improvement effectively?</li>
	<li>What are the phases of the ‘PMI’ improvement cycle?</li>
	<li>Why are tools useful in Lean Six Sigma?</li>
	<li>How do you define the benefits of a project?</li>
</ul>

Setting up for Improvement

This lesson focuses on an Selecting a Priority for your Green Belt and aims to answer these four questions

<ul>
	<li>What are the criteria for a good Green Belt Project?</li>
	<li>How can I understand the context of the problem that needs to be solved?</li>
	<li>How can I ensure there is a sensible scope to the project, and appropriate team to undertake it?</li>
	<li>How can I get a clear understanding of the impact of this problem on the business, and clarity about the benefits achievable by solving it? 
	 </li>
</ul>

Selecting a Priority

This lesson focuses on Chartering a Project and aims to answer these four questions:

<ul>
	<li>Why should a project be meaningful, manageable, and measurable?</li>
	<li>What are the key elements of the project charter?</li>
	<li>What is the initial priority and scope of the project?</li>
	<li>Why is it important to avoid defining a solution in the charter?</li>
</ul>

Charting a Project

Chartering a Project

This lesson focuses on the key principles of Forming a Team and aims to answer these four key questions:

<ul>
	<li>Who and how many should be on the team?</li>
	<li>How will the team work together?</li>
	<li>What are the modes of operation for the team?</li>
	<li>How will decisions be made? 
	 </li>
</ul>

Forming a Team

This lesson focuses on Defining a process using SIPOC and aims to answer these four key questions:

<ul>
	<li>What is a SIPOC?</li>
	<li>Why use a SIPOC?</li>
	<li>How is a SIPOC constructed?</li>
	<li>What data is needed to understand the size and scope of a problem? 
	 </li>
</ul>

Defining a process using SIPOC

This lesson focuses on Contracting a Project and aims to answer these four key questions:

<ul>
	<li>How is the scope of a project agreed?</li>
	<li>How is the goal performance established?</li>
	<li>What is meant by team contracting?</li>
	<li>How much money, time and effort does a project require? 
	 </li>
</ul>

Contracting a Project

This lesson focuses on Flowcharting a Process and aims to answer these three key questions:

<ul>
	<li>What are flowcharts, and why should I use them?</li>
	<li>How do I construct different types of flowcharts?</li>
	<li>What are quality concerns and how should they be captured when flowcharting?</li>
</ul>

Flowcharting a Process

This lesson focuses on Identifying Waste in a Process and aims to answer these three key questions:

<ul>
	<li>What is "waste"?</li>
	<li>Why is it important to be systematic in looking for waste?</li>
	<li>What are the different types of waste? 
	 </li>
</ul>

Identifying Waste in a Process

This lesson focuses on Streamlining and the Initial Standardisation of a Process and aims to answer these four key questions:

<ul>
	<li>Why is it useful to establish a common baseline for a process before trying to improve it?</li>
	<li>What is the method by which processes are streamlined?</li>
	<li>How can ideas be evaluated to ensure that they are quick wins?</li>
	<li>How is the “best known way” for doing the work established? 
	 </li>
</ul>

Streamlining and initial Standardisation of Process

Streamlining and initial Standardisation of a ProcessS

This lesson focuses on Gathering the Voice of the Customer and aims to answer these three key questions:

<ul>
	<li>What different types of customers are there?</li>
	<li>How can I understand what the customer values?</li>
	<li>How do I capture the voice of the customer? 
	 </li>
</ul>

Gathering the Voice of the Customer

This lesson focuses on Measuring Performance and aims to answer these four key questions

<ul>
	<li>Why are operational definitions important?</li>
	<li>What are the different types of measures and how are they used?</li>
	<li>How can measures be categorised to better understand process performance?</li>
	<li>How can customer requirements be measured? 
	 </li>
</ul>

Measuring Process Performance

INFOGRAPHIC: Implementing & Planning Visual Management & Performance Huddles

This lesson focuses on Data Collection and Initial Analysis and aims to answer these four key questions:

<ul>
	<li>What are the key things to consider when collecting data?</li>
	<li>How do I ensure that my data is representative?</li>
	<li>How should Run Charts be used to understand process performance?</li>
	<li>In what ways can histograms help to understand process performance? 
	 </li>
</ul>

Data Collection & Initial Analysis

This lesson focuses on Setting up and Understanding Control Charts and aims to answer these four key questions:

<ul>
	<li>How is Centre and Spread used to understand process performance?</li>
	<li>What are ImR Charts?</li>
	<li>How can Control Charts be used to understand variation?</li>
	<li>What are Control Limits?</li>
</ul>

Setting up & Understanding Control Charts

DOWNLOAD: PMI Data Analysis Package

This lesson focuses on Using Control Charts for Improvement and aims to answer these four key questions:

<ul>
	<li>What is the process for responding to assignable causes?</li>
	<li>How can I spot if my process Centre or Spread has changed?</li>
	<li>When should I recalculate my control limits?</li>
	<li>What is the purpose of a Control Chart in the different phases of the Improvement Cycle? 
	 </li>
</ul>

Using Control Charts for Improvement

Using Value Stream Mapping for Improvement (Part 1)

Part 2 of Using Value Stream Mapping for Improvement. You have two lessons on Value Stream Mapping for Improvement, those lessons aim to answer these four key questions:

•    What are the 5 Principles of Lean? 
•    Why and how should I map a Value Stream 
•    What is the impact of unevenness, “Mura”, on flow? 
•    What is the impact of overburden, “Muri”, on flow?

Using Value Stream Mapping for Improvement (Part 2)

Using Value Stream Mapping for Improvement

This lesson focuses on Deploying and sustaining 5S for Workspace Organisation and aims to answer these four key questions:

<ul>
	<li>What is 5S?</li>
	<li>Where can 5S be deployed?</li>
	<li>Which roles in an organisation are responsible for 5S? </li>
	<li>How is 5S deployed and sustained? 
	 </li>
</ul>

Organising your workspace (5S)

This lesson focuses on Eliminating errors through Mistake Proofing and aims to answer these four key questions:

<ul>
	<li>What is Mistake Proofing?</li>
	<li>Where can Mistake Proofing be deployed? </li>
	<li>What are the different levels of Mistake proofing?</li>
	<li>What are the steps to deploy Mistake Proofing? 
	 </li>
</ul>

Mistake Proofing

This lesson focuses on Calculating the Capability of your process and aims to answer these four key questions:

<ul>
	<li>What is a Capable Process?</li>
	<li>How to calculate Cp and what are its limitations?</li>
	<li>How to calculate Cpk and interpret the results</li>
	<li>Why is “on target with minimum variation” the best possible outcome for a process? 
	 </li>
</ul>

Calculating the capability of your process

This lesson focuses on Techniques for investigating sources of common cause variation and aims to answer these four key questions:

<ul>
	<li>How can I use ‘Cause and Effect’ and Iterative ‘5 Whys’ to identify root causes?</li>
	<li>What is the process for verifying theories of root causes?</li>
	<li>How to identify the “vital few” from the “trivial many” categories?</li>
	<li>Where can I see if there might be a causal relationship between two variables? 
	 </li>
</ul>

Techniques for investigating sources of common cause variation

This lesson focuses on Measurement as a source of variation and aims to answer these four key questions:

<ul>
	<li>Why is it important to understand the variation in a measurement system?</li>
	<li>What do “precision” and “accuracy” mean for a measurement system?</li>
	<li>What are the criteria for a precise and accurate measurement system?</li>
	<li>What strategies are available for testing a measurement system? 
	 </li>
</ul>

Measurement as a source of variation

DOWNLOAD: Cause & Effect Diagram Template

This lesson focuses on Generating, testing &amp; studying theories on improvement and aims to answer these four key questions:

<ul>
	<li>What is the approach for testing and studying solutions?</li>
	<li>How can we generate a good set of solution ideas?</li>
	<li>What is an effective way to select what theories to test first?</li>
	<li>How do we link PDSA and Control Charts to ensure our solutions are evaluated effectively? 
	 </li>
</ul>

Generating, testing and studying theories on improvement

This lesson focuses on Managing the implementation of an Improvement Project and aims to answer these four key questions:

<ul>
	<li>Why set up project reviews?</li>
	<li>What are the two types of review?</li>
	<li>When should formal stage gate reviews be conducted?</li>
	<li>What final checks should be made before formally starting the project? 
	 </li>
</ul>

Managing the Implementation

This lesson focuses on Standardising the Change &amp; Review the Learning and aims to answer these four key questions:

<ul>
	<li>What is standardisation?</li>
	<li>What should be avoided when standardising?</li>
	<li>What should Standard Operating Procedures consist of?</li>
	<li>How should the project be evaluated, and what is the process to hand back to operations?</li>
</ul>

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