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₦6,000

₦6,000

A project charter is the most important document used to initiate and manage a Six Sigma project. It is treated as an informal contract between an organization and the Six Sigma team. The project charter articulates the business case for Six Sigma projects, specific problem that the Six Sigma team is going to work on, and the project's scope, goals, and objectives in very clear, specific, and measurable terms.

₦3,000

₦3,000

Design for Six Sigma (DFSS) is the methodology associated with the design of a process, product, or service, which results in Six Sigma output that satisfies both the external customer and internal business requirements. DFSS is an innovative strategy for the design or redesign of a process, product, or service from the ground up.

₦9,000

₦9,000

Six Sigma teams concluding the Analyze phase of DMAIC with a well-understood problem, strive to generate a powerful solution in the Improve phase. Design of experiments (DOE) is a controlled approach to experimentation that enables teams to systematically change the level of one or more input factors and observe the effects on the targeted response.

₦18,000

₦18,000

To improve the processes behind an organization's products and services, a Six Sigma Black Belt must measure them. Among the many Six Sigma tools, several are designed specifically to identify and prioritize process input and output variables and their importance relative to customer or business requirements. Using cause-and-effect matrices, Black Belts can determine which process inputs to target first.

₦9,000

₦9,000

Six Sigma is a data-driven improvement strategy that views all activities within an organization as processes. Process inputs can be controlled and adjusted to effect significant improvements in process outputs. Six Sigma uses a rigorous and systematic methodology known as DMAIC (define, measure, analyze, improve, and control) and a number of qualitative and quantitative tools. Its goal is to drive process, product, and service improvements for reducing variation and defects. Lean is also an improvement methodology, but with a different focus.

₦6,000

₦6,000

The success of Six Sigma deployment in an organization largely depends on the success of individual Six Sigma projects. Organizational stakeholders, including customers, suppliers, and employees, have a strong influence on the implementation of Six Sigma projects. In turn, these projects impact the organizational stakeholders by throwing many opportunities and challenges before them and requiring them to adapt to changes caused by improvements.

₦9,000

₦9,000

Forming an effective Six Sigma team for driving improvement projects throughout an organization is essential to Six Sigma success. Teams are vital to Six Sigma and Lean projects that have goals of improving an organization's existing quality, enhancing bottom-line performance, and reducing costs.

₦9,000

₦9,000

In the Analyze stage of the Six Sigma DMAIC process, project teams carefully analyze process output and input variables.

₦9,000

₦9,000

Ensuring a process is in control and it's behaving in the manner it was intended to is critical to any Six Sigma improvement initiative. In the Control phase of a Six Sigma DMAIC project, teams need to control the improved processes in order to sustain continuous gains.

₦18,000

₦18,000

Six Sigma deployments demand major investments of time, effort, and money on behalf of an organization.

₦6,000

₦6,000

In the Improve stage of Six Sigma DMAIC, Six Sigma teams design and conduct experiments to investigate the relationships between input variables and response variables. By controlling and changing the input variables and observing the effects on the response variables, a Six Sigma team gains a deep understanding of their relationships. After determining what and how much needs to be changed to gain the desired improvement, teams generate solution ideas.

₦18,000

₦18,000

The adequacy and accuracy of measurement systems is vital to the success of any data collection and analysis, and therefore critical to the overall success of any Six Sigma initiatives in an organization.

₦9,000

₦9,000

Lean is a continuous improvement initiative that streamlines processes and improves overall performance by reducing waste and cycle time.

₦9,000

₦9,000

Lean is a continuous improvement initiative that streamlines processes and improves overall performance by identifying and eliminating waste and non-value-added activities.

₦6,000

₦6,000

For a successful implementation of a Six Sigma improvement initiative the customer's preferences and business requirements must be captured. The Voice of the Customer is important for a project that aims to increase value and quality to the customers. The Voice of the Business is important when the project aims to improve internal efficiencies and productivity. The project selection process helps determine which projects are feasible and which provide the greatest benefit to the customer and the organization.

₦6,000

₦6,000

During the Improve stage of a project, specific tools allow a Six Sigma team to implement solutions to address the causes of an identified process issue. For example, a timely and productive application of kaizen allows an organization to eliminate waste, streamline processes, reduce costs, and create a Lean culture in the organization.
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