Lean-Six Sigma Dmaic Green Belt Certification
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Wangari Maathai
WANGARI MAATHAI Throughout Africa (as in much of the world) women hold primary responsibility for tilling the fields, deciding what to plant, nurturing the crops, and harvesting the food. They are the first to become aware of environmental damage that harms agricultural production: If the well goes dry, they are the ones concerned about finding new sources of water and who must walk long distances to fetch it. As mothers, they notice when the food they feed their family is tainted with pollutants or impurities: they can see it in the tears of their children and hear it in their babies’ cries. Wangari Maathai, Kenya’s foremost environmentalist and women’s rights advocate, founded the Green Belt Movement on Earth Day 1977, encouraging farmers (70 percent of whom are women) to plant “greenbelts” to stop soil erosion, provide shade, and create a source of lumber and firewood. She distributed seedlings to rural women and set up an incentive system for each seedling that survived. To date, the movement has planted more than fifteen million trees, produced income for eighty thousand people in Kenya alone, and has expanded its efforts to more than thirty African countries, the United States, and Haiti. Maathai won the Africa Prize for her work in preventing hunger, and was heralded by the Kenyan government—controlled press as an exemplary citizen. A few years later, when Maathai denounced President Daniel Toroitich arap Moi’s proposal to erect a sixty-two-story skyscraper in the middle of Nairobi’s largest park (graced by a four-story statue of Moi himself), officials warned her to curtail her criticism. -
Green Belt Movement of Kenya : a Gender Analysis
Lakehead University Knowledge Commons,http://knowledgecommons.lakeheadu.ca Electronic Theses and Dissertations Retrospective theses 2000 Green Belt Movement of Kenya : a gender analysis Wakesho, Catherine http://knowledgecommons.lakeheadu.ca/handle/2453/1672 Downloaded from Lakehead University, KnowledgeCommons The Green Belt Movement of Kenya: A Gender Analysis BY CATHERINE WAKESHO DEPARTMENT OF SOCIOLOGY LAKEHEAD UNVERSITY THUNDER BAY, ONTARIO A Thesis Submitted to the Faculty of Graduate Studies and Research in Partial Fulfillment of the requirements For the Degree of Masters of Arts ® Catherine Wakesho, 2000 ProQuest Number: 10611456 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. Pro ProQuest 10611456 Published by ProQuest LLC (2017). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106 - 1346 ABSTRACT The Green Belt Movement of Kenya is an environmental conservation movement that began in 1977 as a project of women planting trees. It has since grown into a popular movement in Kenya expanding its goals of environmental rehabilitation to include broader socio-political issues in the Kenyan context. To date the GBM has been the subject of studies, which have analysed various phases of its development. -
Achieving Total Quality Management in Construction Project Using Six Sigma Concept
International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 05 Issue: 06 | June 2018 www.irjet.net p-ISSN: 2395-0072 Achieving Total Quality Management in Construction Project Using Six Sigma Concept Dr.Divakar.K1 and Nishaant.Ha2 1Associate Professor in Civil Engineering, Coimbatore Institute of Technology, Coimbatore-641014 2Assistant Professor in Civil Engineering, Kumaraguru College of Technology, Coimbatore-641049 ---------------------------------------------------------------------***--------------------------------------------------------------------- Abstract - A Six Sigma approach is one of the most Low Sui Pheng and Mok Sze Hui (2004) examined the efficient quality improvement processes. In this study, six strategies and concepts of Six Sigma and implemented sigma concepts were applied in construction scheduling those concepts in construction industry. A. D. Lade et.al. process to avoid delay as well as to maintain the quality of (2015) analysed the quality performance of Ready Mix the construction activities. Detailed schedule of the building Concrete (RMC) plant at Mumbai, India, using the six was analysed & also the updated schedule was verified. At sigma philosophy had been evaluated using various this stage, DMAIC (Define, Measure, Analyse, Improve and quality tools and sigma value was calculated. According to Control) principle was implemented. The variation in the the sigma level, recommendations were given for the scheduling due to delay of the activities was noted down. improvement. Seung Heon Han et.al. in their study they Delay reasons and their impacts in the whole project were developed a general methodology to apply the six sigma calculated. All delayed activities were considered as principles on construction operations rather than “Defects”. DPMO (Defects Per Million Opportunities) was construction materials in terms of the barometers to calculated. -
Revised ASQ 711 THEORY of CONSTRAINS JUNE 13 2017
THEORY OF CONSTRAINTS Presented by CHHANUBHAI (C.G.) MISTRY JULY 19, 2017 ASQ 711 THEORY OF CONSTRAINTS AGENDA Introduction Basics of Theory of Constraints TOC The Thinking Process Throughput, Inventory and Operating Expenses Different types of Constraints TOC, Lean and Six Sigma ASQ 701 6/13/2017 2 THEORY OF CONSTRAINTS INTRODUCTION Book: The GOAL Author: Dr. ELiyahu M. Goldratt • What to change---find and use the leverage point • What to change to---create the simple, practical solutions • How to cause the change---build a secure and stable improvement environment. ASQ 701 6/13/2017 3 THEORY OF CONSTRAINTS INTRODUCTION Every process has a constraint (bottLeneck) and focusing improvement efforts on the constraint is the fastest way to improved profitability. TOC heLps to prioritize the improvement activities. TOC heLps to improve bottom Line profits. It heLps to focus on rapid improvements. TOC heLps to identify constrains in compLex systems. ASQ 701 6/13/2017 4 THEORY OF CONSTRAINTS BOTTLENECK ASQ 701 6/13/2017 5 THEORY OF CONSTRAINTS BASICS OF THEORY OF CONSTRAINS • TOC – It is a methodoLogy used to identify the factor most responsibLe for not aLLowing the achievement of throughput at maximum efficiency and output. • It is a scientific approach to continuous improvements • TOC uses Management tooL - Thinking Process. ASQ 701 6/13/2017 6 THEORY OF CONSTRAINTS THINKING PROCESS When reaL constrain is poLicy or practice, Thinking process is very heLpful: • What to change: What core problem bedeviLs the organization • What to change to: What action wiLL provide a breakthrough soLution • How to create the change: Actions needed to create the desired environment and how they can be executed. -
Six Sigma Certification
ABOUT INTERPRO Interdisciplinary and Professional Programs SIX SIGMA (InterPro) develops and delivers programs and services that enable engineers, managers, and CERTIFICATION technical professionals to be more effective, productive, and competitive. InterPro extends Learn to Use Six Sigma to Improve and enhances the programs, capabilities, and Effi ciency, Customer Satisfaction, relationships of the faculty and affi liates of the and Your Bottom Line College of Engineering by offering graduate degree programs, distance learning, non-credit public short courses, professional certifi cation programs, and conferences. Professional development short courses Graduate degree programs currently and certifi cation programs include: offered include: Toyota Kata Automotive Engineering online Lean-Six Sigma Certifi cation Design Science Lean Manufacturing Certifi cation Energy Systems Engineering online Lean Product Development Certifi cation Engineering Sustainable Systems Lean Offi ce Certifi cation Entrepreneurship Lean Healthcare Certifi cation Financial Engineering UNIVERSITY OF MICHIGAN COLLEGE OF ENGINEERING Lean Supply Chain for Healthcare Global Automotive and Manufacturing Certifi cation Engineering online Lean Supply Chain & Warehouse Integrated Microsystems Management Certifi cation Manufacturing Engineering online Lean Pharmaceutical Certifi cation Pharmaceutical Engineering SIX SIGMA FROM THE CHOOSE FROM ONLINE OR Michigan Human Factors Engineering Robotics and Autonomous Vehicles Short Course LEADERS AND BEST CLASSROOM OPTIONS online Indicates programs with an online delivery option. Emerging Automotive Technologies At the University of Michigan, you’re taught by Transactional Service/Operations Hybrid and Electric Vehicles Graduate Certifi cates of Advanced Studies Green Belt and Black Belt Online internationally respected industrial engineering Financial Management for Engineers in Engineering (CASE) are also available in Manufacturing Green Belt and Dynamics of Heavy Duty Trucks some of the programs. -
LSS Green Belt Projects Planned Versus Actual Duration
VOLUME 31, NUMBER 1 January through March 2015 Abstract / Article Page 2 LSS Green Belt References Page 14 Projects Planned versus Actual Duration Authors: Dr. Chad Laux Dr. Mary Johnson Mr. Paul Cada Keywords: Lean Six Sigma, Green Belt, Critical Success Factor, Project Duration The Journal of Technology, Management, and Applied Engineering© is an official publication of the Association of n Technology, Managment, PEER-REFEREED PAPER PED AGOGICAL PAPERS and Applied Engineering, Copyright 2015 ATMAE 275 N. YORK ST Ste 401 ELMHURST, IL 60126 www.atmae.org VOLUME 31, NUMBER 1 The Journal of Technology, Management, and Applied Engineering JANUARY - MARCH 2015 Dr. Chad Laux is an Assistant Professor in the Technology Leadership LSS Green Belt Projects & Innovation Department at Purdue University. Dr. Laux’s research focuses on Lean Six Planned versus Actual Duration Sigma, food security, and international quality management systems. He earned his BS and MS in Industrial Technology from Purdue University and PhD in Dr. Chad Laux, Dr. Mary Johnson and Mr. Paul Cada Industrial and Agriculture Technology from Iowa State University. Prior to joining academia, he worked in the transportation industry and was a quality and training manager. Chad is a Six Sigma Black Belt from General Electric, Caterpillar, and the American Society A bstract for Quality and teaches LSS courses to students and industry. Chad is also T he purpose of this paper was to research the timeliness of completing Lean Six Sigma Green an ATMAE Senior Certified Technology Manager. Belt DMAIC projects. The purpose of this study was based on a descriptive study of internal company data of Lean Six Sigma projects. -
Lean Six Sigma for Dummies‰
Lean Six Sigma FOR DUMmIES‰ 2ND EDITION by John Morgan and Martin Brenig-Jones A John Wiley and Sons, Ltd, Publication Lean Six Sigma For Dummies®, 2nd Edition Published by John Wiley & Sons, Ltd The Atrium Southern Gate Chichester West Sussex PO19 8SQ England www.wiley.com Copyright © 2012 John Wiley & Sons, Ltd, Chichester, West Sussex, England Published by John Wiley & Sons, Ltd, Chichester, West Sussex All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmit- ted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC1N 8TS, UK, without the permission in writing of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, England, or emailed to [email protected], or faxed to (44) 1243 770620. Trademarks: Wiley, the Wiley logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc., and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book. -
A Concise Literature Review on Comparison Between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors
Proceedings of the International Conference on Industrial & Mechanical Engineering and Operations Management Dhaka, Bangladesh, December 26-27, 2020 A Concise Literature Review on Comparison between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors Nafiz Afsan, Md. Abdul Aziz and A.R.M. Harunur Rashid Department of Mechanical and Production Engineering (MPE) Islamic University of Technology (IUT) Boardbazar, Gazipur, Dhaka, Bangladesh [email protected], [email protected], [email protected] Abstract Lean Manufacturing heavily focuses on reducing waste in order to maximize production. Six Sigma is largely identical to Lean Manufacturing fundamentals, but its main focus is to produce high quality output in consistent manner. Though both methodologies aim at improving manufacturing processes and creating efficiencies, they have their unique set of characteristics that might be best suited when implemented separately. But in the long run, companies have identified the combined implementation of Lean Manufacturing and Six Sigma as the way forward, as it helps to take the advantage of the strengths of both the strategies while providing a comprehensive, effective and suitable solution to various issues related to the improvement of processes and products. This paper focuses on a comparative exploration of lean manufacturing and six-sigma in terms of their different types of applications to various industries. From our study, it has been observed that, Lean Manufacturing and Six Sigma methodologies are actively being implemented in conjunction and thus have coined themselves together as the Lean Six Sigma strategy. Keywords Lean Manufacturing, Six Sigma, Lean Six Sigma, TQM. -
Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes
Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes Jim Ellis Certified Master Black Belt J&J Process Excellence Director – US Sales Strategic Accounts [email protected] Intent: Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes The purpose of this presentation is to share with the attendees my experience over the past 5 years using the DMAIC Process how to determine what Lean and/or 6 Sigma tools is the best to use when for assuring successful outcomes of your projects. Learning Objectives: 1.) Clear understanding of DAMIC Process 2.) Clear understanding of which common Lean and 6 Sigma Tools are best used in what stage of DMAIC 3.) Clear understanding of how to assess success for a project and know if you have achieved it. After Attending the attendees will: 1.) Know what the DMAIC process is and how it is applied in project planning 2.) Understand which Lean and 6 Sigma tools are used in what sequence to assure successful project outcomes © 2008 Ortho Clinical Diagnostics The Driving Forces of Change Today’s Healthcare Delivery Challenges… Declining Resources $29.9 Space Vacancy Capital Funds billion Skilled Labor Rates Medicare/Medicaid Reimbursement Laboratory Techs 5.9% Shortfall Imaging Techs 5.9% Pharmacists 8.1% RNs 8.1% Inpatient Admissions2 ED Visits2 Volume New Technology Market Pressures Increasing Pressures © 2008 Ortho Clinical Diagnostics Why are labs changing? “I need to transform my lab!” Why? • 2X Volume • ½ the -
The Benefits of London's Green Belt
The benefits of London’s Green Belt The main benefit of London’s Green Belt is to do Two thirds of Green Belt land is in agricultural Future proofing As London grows into a higher with the reason it was put in place – to stop use – not surprising given its proximity to density city, so more people come to rely on London sprawling into the surrounding potential markets in the city. This is a vital protected green spaces for the many benefits countryside. economic resource for food security and soil they provide. Government recognises that Green protection. Belt land may be, and in fact stipulates that they As the poet Andrew Motion said: “Since about should be, enhanced to provide more benefits in 1940, the population of Los Angeles has grown Recreation, sport, health Green Belt protection future. at about the same rate as the population of has ensured Londoners enjoy open land and London. Los Angeles is now so enormous that if countryside in and near the city. Many areas of It is at times when cities grow that land you somehow managed to pick it up and plonk Green Belt are country parks or playing fields, protection policies are most critical. At these it down on England, it would extend from they support sport and recreation, tourism and times land protections should be strengthened Brighton on the south coast to Cambridge in health – including reducing stress by providing rather than weakened or abandoned. the north-east. That’s what happens if you peaceful, breathing spaces and 9,899km of don’t have a green belt.” public rights of -
Green Belt and Road Strategy
Green Belt and Road Strategy UN Environment Programme 1. Background In 2013, Chinese President Xi Jinping announced China’s intention to develop The Silk Road Economic Belt and the 21st Century Maritime Silk Road (known as the Belt and Road Initiative) to expand the ancient trade routes in geographic and thematic scope. Through the Initiative, China will enhance economic development and inter-regional connectivity focusing on - policy, infrastructure, trade, finance and people – across six economic corridors: a China- Mongolia-Russia corridor, a New Eurasian Land Bridge linking China’s coastal cities to Rotterdam in the Netherlands, a China-Central Asia-West Asia corridor, a China-Indochina Peninsula corridor, a China-Pakistan corridor, and a Bangladesh-China-India-Myanmar corridor. The Initiative will involve trillions of dollars of investments, largely in transportation, energy, and telecommunications infrastructure, industrial capacity, and technical capacity building. Some of this investment will come from two new financing mechanisms, the Silk Road Fund and the Asian Infrastructure Investment Bank (AIIB). The US$40 billion Silk Road Fund will invest in infrastructure, resource extraction and industrial and financial cooperation. The Fund’s shareholders include China’s State Administration of Foreign Exchange, the China Investment Corp, the Export-Import Bank of China and the China Development Bank. The Fund welcomes participation from domestic and overseas investors, such as the China-Africa Development Fund and the Asian Infrastructure Investment Bank. The Asian Infrastructure Investment Bank is to complement and cooperate with existing multilateral development banks to address infrastructure needs in Asia. The Bank focuses on the development of infrastructure, energy, transportation, telecommunications, rural infrastructure, agricultural development, water supply and sanitation, environmental protection, urban development and logistics. -
Review Paper on “Poka Yoke: the Revolutionary Idea in Total Productive Management” 1,Mr
Research Inventy: International Journal Of Engineering And Science Issn: 2278-4721, Vol. 2, Issue 4 (February 2013), Pp 19-24 Www.Researchinventy.Com Review Paper On “Poka Yoke: The Revolutionary Idea In Total Productive Management” 1,Mr. Parikshit S. Patil, 2,Mr. Sangappa P. Parit, 3,Mr. Y.N. Burali 1,Final Year U.G. Students, Mechanical Engg. Department,Rajarambapu Institute of Technology Islampur (Sangli),Shivaji University, Kolhapur (India) 2,P.G. Student, Electronics Engg. Department, Rajarambapu Institute of Technology Islampur (Sangli), Shivaji University, Kolhapur (India) Abstract: Poka-yoke is a concept in total quality management which is related to restricting errors at source itself. It deals with "fail-safing" or "mistake-proofing". A poka-yoke is any idea generation or mechanism development in a total productive management process that helps operator to avoid (yokeru) mistakes (poka). The concept was generated, and developed by Shigeo Shingo for the Toyota Production System. Keywords— Mistake-proofing, Total quality management, Total productive management. I INTRODUCTION In today’s competitive world any organisation has to manufacture high quality, defect free products at optimum cost. The new culture of total quality management, total productive management in the manufacturing as well as service sector gave birth to new ways to improve quality of products. By using various tools of TQM like KAIZEN, 6 sigma, JIT, JIDCO, POKA YOKE, FMS etc. organisation is intended to develop quality culture.[2,6] The paper is intended to focus basic concept of poka yoke, types of poka yoke system, ways to achieve simple poka yoke mechanism. It also covers practical study work done by various researchers .