PIT Program Drives Process Improvement

PROCESS IMPROVEMENT TEAMS
PROGRAM
1
PIQC
Gener ati ng
P r oducti vi ty
Impr ovements

What is “Process Improvement Teams
(PIT)?
PIT is a comprehensive and flexible program that trains
employees and production staff special improvement tools
to achieve, improve, sustain, remove waste and reduce
costs.
What makes PIT Different From Other
Programs?
PIT is uniquely driven by a close understanding of internal
and external customer needs, disciplined use of facts, data
analysis, and diligent attention to managing, improving, and
reinventing business processes.
The PIT methodology is based on the concept that "process
variation (defects, rejects and unnecessary costs)“ can be
reduced using a combination of lean improvement tools.
These are the 7 most effective tools used by top
manufacturing companies in the world today.
GENAXIS SDN BHD 2
Cost Reduction & Performance Driven Productivity
PIQC
Teaching PIT To Identify & Select The Right Projects
Before beginning any process improvement project, it’s vital that you choose
projects that are good candidates for improvement. A good project for
improvement:
1. Has an obvious problem and not achieving production targets
2. Has the potential to result in increased revenue, reduced cost
or improved efficiency
3. Has high defect/reject rates
4. Has high cost of production

Learning Competencies for PROCESS IMPROVEMENT TEAMS
(PIT) Program
Learning and applying PIT in the workplace will develop and enhance the following key
competencies and soft skills:
1. Leadership
2. Change Management
3. Project Management
4. Conflict Resolution
5. Coaching
GENAXIS SDN BHD 3
How PIT Achieves Kirkpatrick Model Level 4
In PIT training, ROI is mandatory for every participant. They must ;
1. Identify a project ,
2. Develop effective solutions,
3. Implement process/product or service improvements
4. Resolve key result area (KRA) or key performance indicator (KPI) requirements
5. Ensure cost savings and cost reduction or financial improvements
PIQC
LEVEL DESCRIPTION
4.
Results
Results evaluation is the effect on the business or environment resulting
from the improved performance of the trainee - it is the acid test.
Measures would typically be business or organisational key performance
indicators, such as:
Volumes, values, percentages, timescales, return on investment, and other
quantifiable aspects of organisational performance, for instance; numbers of
complaints, staff turnover, attrition, failures, wastage, non-compliance,
quality ratings, achievement of standards and accreditations, growth,
retention, etc.

4
LEAN 6 SIGMA BLACK BELT PROGRAM
1. Improving line balancing
2. Eliminating production waste
3. Improving process downtime
4. Reducing documentation errors
5. Increasing operator/individual productivity
6. Intensifying production start-up times
7. Eliminating “rework” culture and thinking
8. Reducing operator error
9. Ensuring Just In Time processing
10.Developing & Improving visual factory effectiveness
11.Speeding up customer complaints reports
12.Enhancing (internal and external) customer satisfaction
13.Reducing material preparation errors
14.Improving machine up-time
15.Streamlining/standardisation of improvement
application for similar processes
16.Reducing unnecessary overtime costs
16.Improving process cycle times
17.Developing better machine maintenance
responsibility
18.Reducing bottle necks along critical processes
19.Improving line operator responsibility
20.Ensuring 5S /6S & 7S culture
21.Reducing material wastage
22.Improving time & motion in the factory
23.Strengthening group motivation
24.Reducing bank statements processing & delivery time
25.Reducing the errors in money transfer
26.Improving accuracy, timeliness and completeness of
customer communication
27.Developing new products (timeliness, business
potential)
28.Improving market share of existing banking products
29.Improving the branch banking processes
Examples of PIT Projects
PIQC

ABOUT GREEN BELT
WHY
WHAT
BENEFITS
WHO
METHOD
MIDDLE LEVEL STAFF
TIME & PRODUCTIVITY EFFICIENCY;
FRONT END - BACK END ALIGNMENT
ELIMINATE RECURRING PROBLEMS;
REDUCE HIGH COSTS OVERRUN
IMPROVES DEPARTMENTAL EFFICIENCY
PROJECT BASED PROGRAM
(9 DAYS OVER 2 - 3 MONTHS);
HIGHER LEVEL STATISTICS &
PROCESS ANALYTICS
CULTURE OF MANAGEMENT
ACCOUNTABILITY;
COST REDUCTION /PROCESS IMPROVEMENT
SAVINGS OF RM50,000 TO RM250,000 PER
PROJECT COMPLETED
LEAN 6 SIGMA
WHY
WHAT
BENEFITS
WHO
METHOD
ABOUT BLACK BELT
MID TO HIGHER MANAGEMENT LEVELS
IMRPOVES OVERALL END TO END
OPERATIONS & PROCESSES;
LONGER TERM STRATEGIC IMPROVEMENTS
EMPHASIS ON COSTS AND OPTIMISATION
OF RESOURCES
STRATEGIC BUSINESS DIRECTIONS
PROJECT BASED PROGRAM
(12 DAYS OVER 3 - 4 MONTHS);
ADVANCED LEVEL STATISTICS;
PROCESS & BUSINESS ANALYTICS
TOP MANAGEMENT ACCOUNTABILITY;
BOTTOM LINE DRIVEN
SAVINGS OF RM250,000 UPWARDS PER
PROJECT COMPLETED
PIQC

LEAN 6 SIGMA
Training Methodology
Define
What problem would you like to fix? The Define Phase is the first phase of the Lean Six Sigma improvement process.
In this phase, the leaders of the project create a Project Charter, create a high-level view of the process, and begin to
understand the needs of the customers of the process. This is a critical phase of Lean Six Sigma in which your
teams define the outline of their efforts for themselves and the leadership (executives) of your organization.
6
Measure
How does the process currently perform? Measurement is critical throughout the life of the project and as the team
focuses on data collection initially they have two focuses: determining the start point or baseline of the process and
looking for clues to understand the root cause of the process. Since data collection takes time and effort it’s good to
consider both at the start of the project.
Analyze
What does your data tell you? This phase is often intertwined with the Measure Phase. As data is collected, the team
may consist of different people who will collect different sets of data or additional data. As the team reviews the data
collected during the Measure Phase, they may decide to adjust the data collection plan to include additional
information. This continues as the team analyzes both the data and the process in an effort to narrow down and
verify the root causes of waste and defects.
PIQC

LEAN 6 SIGMA
7
Improve
How will you fix the problem? Once the project teams are satisfied with their data and determined that additional
analysis will not add to their understanding of the problem, it’s time to move on to solution development. The team is
most likely collecting improvement ideas throughout the project, but a structured improvement effort can lead to
innovative and elegant solutions.
Control
How do you sustain the newly achieved improvement? This phase is a mini version of process management. The team
has been building a form of infrastructure throughout the life of the project, and during the Control Phase they begin
to document exactly how they want to pass that structure on to the employees who work within the process.
PIQC

LEAN 6 SIGMA
Overall Training Structure
To ensure and inculcate the application of learned Lean Six Sigma (LSS) principles, each participant is required to identify and
select a “live” project which will be improved and worked on during the course of the program.
Classroom Training
 Each program begins with 2 days of classroom training.
 Participants are required to identify a suitable project for ‘On-going ‘ development
 Participants will identify problem or potential for improvement issues
 Participants will learn LSS tools, methodology and required skills
Group Coaching On Projects
 Generally there will be a 1 to 2 weeks break before coaching sessions.
 Coaching sessions are conducted after participants have submitted their projects online for review
 Participants are required to present their projects with relevant information and data
 Consultant will provide and value add project outcome and deliverables
 Group feedback for individual and overall group enhancement
Project Submission – Online
 Participants are to submit their project online for consultant’s feedback and review
 Participants will then re-work and improve their projects based on consultant’s feedback and comments
 Participants may once again be required to resubmit online for a second review after having updated their project status
GENAXIS SDN BHD
8
PIQC

LEAN 6 SIGMA
DAY
1 & 2
DAY
3 & 4
DAY
5 & 6
LEAN SIX SIGMA PROGRAM DELIVERY – GREEN BELT
1
Day
Coaching
1
Day
Coaching
1
Day
Coaching
PIQC

GREEN BELT
PHASE Activity / Task Name
1 & 2 DEFINE & MEASURE : DAYS 1 & 2
Submission of reports / review / revise
Group Coaching Session : DAY 3
3 ANALYSE/EXPLORE : DAY 4 & 5
4 & 5 IMPROVE/CONTROL : DAYS 7 & 8
Final Submission Of Project (Online)
Certification
LEAN SIX SIGMA PUBLIC PROGRAM SCHEDULE – BEGINNING 22ND JUNE 2015

GREEN BELT
4 & 5 IMPROVE/CONTROL : DAYS 7 & 8
Certification
LEAN SIX SIGMA PUBLIC PROGRAM SCHEDULE – BEGINNING 29TH JULY 2015

DAY
1 & 2
DAY
3 & 4
DAY
5 & 6
DAY
7 & 8
LEAN SIX SIGMA PROGRAM DELIVERY – BLACK BELT
1
Day
Coaching
Day
Coaching
Day
Coaching
1
Day
Coaching
12
PIQC

BLACK BELT
4 IMPROVE/DEVELOP : DAYS 7 & 8
5 CONTROL/IMPLEMENT: DAYS 10 & 11
Certification
LEAN SIX SIGMA PUBLIC PROGRAM SCHEDULE BEGINNING 25TH MAY 2015

BLACK BELT
Certification
LEAN SIX SIGMA PUBLIC PROGRAM SCHEDULE BEGINNING 22ND JUNE 2015

BLACK BELT
Certification
LEAN SIX SIGMA PUBLIC PROGRAM SCHEDULE BEGINNING 29TH JULY 2015

GENAXIS SDN BHD 16
BILL TEOH
CEO
GENAXIS SDN BHD
TRAINER’S PROFILE
Bill is the CEO of Genaxis Sdn Bhd, an International consultancy and training corporation with affiliates in 8
countries worldwide and has more than 25 years of in-depth consultancy and training experience.
As early as 1996, Bill had been key speaker for many management conventions organized by the ASLI,
IQPC, SIDC, MIM and Marcus Evans. He is a Six Sigma Deployment Expert, certified Black Belt and
management trainer by Crestcom, USA for multiple management program as well as certified ISO 9000
Lead Assessor (IRCA/QSA-QA 68).
To-date, Bill’s has more than 30 years of corporate experience. He begin with Rahim & Co., a real estate
and property company and later joined the management team of international manufacturing corporations
such as ROCHE, TIME Inc., and ELECTROLUX (now known as LUX). His consultancy and training
exposure covers an extremely wide berth of service and manufacturing industries ranging from government
authorities, municipalities, law enforcement (police), automotive, electronics, electrical, pharmaceutical,
food, oil & gas, shipping, port authority & services, banking & finance, rubber products, insurance, trading,
telecommunications, chemical, and plantations.
Bill has trained more than 500,000 employees from our 5,000 plus clients to-date.
PIQC

PROGRAM FEES (RM)
GREEN BELT 10,900
BLACK BELT 17,900
NOTE: 100% HRDF claimable
VENUE: PJ HILTON, Petaling Jaya
For More Information Or Confirmation, Contact:
B I L L T E O H
0 1 6 2 1 2 6 7 6 9
b i l l @ p a r t n e r s - i n - q u a l i t y. c o m
b i l l @ g e n a x i s . c o m . m y
GENAXIS SDN BHD 17
PIQC

PIT Program Drives Process Improvement

Recomendados

Recomendados

Mais conteúdo relacionado

Semelhante a PIT Program Drives Process Improvement

Semelhante a PIT Program Drives Process Improvement (20)

Último

Último (20)

PIT Program Drives Process Improvement

Notas do Editor