9 hours 53 minutes

Video Transcription

Hi guys. Uncapher, Mc Iver and this is your lean six sigma green belt were still on our victory lap. So in our last module, we went over your core competencies. So we talked about the things that you were really good at. Now that you were a green belt
in this module, we're going to talk about your core tools. And I'm going to remind you that a lot of these tools are multi purpose, so you can apply them in different places.
So the first tool of is your sigh pock tool. We do this in our defying phase, and it stands for supplier input, process output customers and I always add the are on because the requirements are things that are going to be drivers in our current state in our future state process map.
So we use them in our current state to make sure that the process is now
median requirements, or most likely not. And we use them in our future state to make sure that we account for these when we're devising and developing our wonderful future state. So your sigh pock tool You like this as a green boat because it develops common understanding of the process.
So you have a team of people in front of you that you have been very mindful in selecting.
Now you're going to use this to frame your scope and bring everybody to the same place that you are. So you want to identify your stakeholders? You want to make sure you identify your customers, those key drivers, those inputs and the outputs that are the process part of your sigh pox. So the i p. O
you want to make sure you capture your suppliers because these are people that you're gonna want to be have accounted for in either your voice of the customer or your voice of the business.
You're definitely gonna want to know who your internal and external customers are because you're gonna use them in your voice of tools.
Your project charter. You're gonna be really, really good at this. And you're gonna be really grateful that you did this because rather than this being another set of paperwork, this is going to be your guiding document. So this document is going to help your team stay on track,
commit keep the commitments that you made
solve the actual problems that you said, and it's going to be the way that you're going to keep scope creep at bay because you're going to be able to go back and say, Nope, this is what we said we were gonna work on. If we want to do something else that's cool will add it to our project. Prioritization matrix. You remember that your project charter
is going to be your best friend. You're validating what your objectives are. You're talking about what your timeframes are.
At the end of the day, you're reminding yourself constantly what the problem statement is, so you don't get out there in the process and see all of these other things that you want to fix
your data collection plan. So if you remember, your culture of paisan is based off of three things, it's going to be based off of employee engagement, customer requirements and data driven decision. In orderto have data driven decisions, you have to collect data
so you, as a Greenville are really good at determining what is your data type.
So are we working with continuous or discrete? And you know that because they're different, you have to have different data collection plans. You know how you're gonna pull your project objectives. So if you are looking at something that is time bound in your problem statement, you're going tohave a time bound out a collection plan your all. You also know
that it is so important to validate your data collection plan.
So you're gonna will be looking for interim intra operator errors. So making sure that your data collection plan is robust enough toe actually collect data, and that is because your data collection plans shows up everywhere you do it, not only in your defining measure phases
you do it when you use it when you're piloting to make sure that the solutions that you are testing
are in fact impactful. You use it when you are re measuring your benefits after your project is done. So you know that you need to invest a lot of time and being very detailed and meticulous in your data collection plan. And you know, it's OK to go back to the drawing board if the 1st 1 wasn't great.
But you understand that that pulls the whole project back, which is why you want to spend a lot of time on it.
Early on,
you are so good at root cause analysis. You do root cause analysis in your sleep. You know that you have your tools, so and you know that each tool has its strengths and weaknesses. You know that your greenbelt root cause analysis tools are your five wise and you know how to facilitate them.
Your fish phone or your issue. Coward diagrams. You know that these were going to be good when you need set categories
in your affinity diagrams or when you need a little bit of freeform space. But you know that they can be good and bad, depending on your project team and your project objectives. You also remember that these air done free standing
they can be part of your Just do. It's your quick hits or your dough makes, or you can do them in your analyzed phase.
You can do them in your improved phase. You could do miss part of your statistical process control if you choose to do it. It's a very, very versatile tool. And really, I think that this would be something if you chose one tool out of here that you did weekly I'd love for it to be root cause analysis, because I think it's going to be most helpful
for you and your organization.
You're so good a graphical analysis like You know how to tell a story like nobody's business. You know how to draw hissed A Grams and Peredo charts and scatter plots. And if you're feeling brave, control charts. But you know that each one of those tells you something different.
History Grams tell you how your data performs, especially if you're looking at ranking like customer satisfaction.
Peredo charts are excellent for helping decide which of your customer complaints you're gonna invest time in, because then you can see where the majority of your resource is air going. Scatter plots teach you about relationships. They tell you if X. Then why
that it's going to be so helpful if you're looking at like you're OK. Cupid profile
Control charts are your time studies. They tell you how your process evolves over time, kind of like your yearbook photos. You can see where you started and what you're trends look like, but in the end of the day, all of this tells your story visually
and intuitively so. that your project stakeholders get the most bang for the amount of work that you've put into this.
You know how to use regression analysis. You understand that this gives us your magnitude of relationship between variables. So you wanna What you're using here is studying your independent and dependent variables. You know that because you've done regression analysis and you've built models, you can use this for prediction.
If I move x one unit, why will move
X number of units or whatever the number of units are, so you can use it both for prediction and for determining relationships of regression. Analysis is one of your favorite hypothesis tool hypothesis, testing tools.
You're really good at quick hits
like, you know, that the domestic project is great, but it can be a really big production. So instead, you're gonna do your quick hits as things that can be done within a month that are within one department. But still you want to document the benefits from it
you can you can do. This is part of your root cause analysis from your larger projects, or you can do it on your own independently
within your department or wherever you've been asked to facilitate. But you know that quick hits give you an opportunity to implement identified solutions, and you're comfortable using your PDC a model. So your plan do check act within a larger domestic project or independently on its own.
You know that control plans are super helpful for you because they're going to make sure that all of the hard work that you've done sticks around and that you're going to continue to see your solutions in your improvements. So you do. This is a support tool. You understand that SPC. Can be used as a control plan, but can be not
on. You didn't get distracted by that because you remember that standardization and throughput
is how you select what type of control plan you use, whether or not you use and a checklist, or whether or not you use Spc. Or whether or not you do self reporting those types of things with your control plans. So you know that these air very effective for you.
So with that today, we went over the major tools in your greenbelt to okay, so what I mean by that is is thes air. The tools that you were going to use most frequently. We went over several other tools within the course, and you know that there's a lot out there that you're still growing into that will cover in your black belt.
But from a
greenbelt facilitated project, these air the tools that I expect to see in every single project or being used independently as they're supporting that culture of kaizen
So with our next video is about what to expect if you're planning on getting certified. If you are not planning on getting certified, congratulations, you have finished all of the content.

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Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association