Curriculum & Structure of Learning Management System
Course Curriculum
The LMS is structured around 28 Chapters of Lean-Six Sigma OD (LSSOD) content. Learners can progress from Yellow Belt to Green Belt, and from Green Belt to Black Belt as they work through the Chapters. Here is an outline of the curriculum. Note that;
C1. Intro & Learners Guide – What are the Benefits of the Study Guide? Why the emphasis on OD? Certification and how Lean & OD is focused for the service and Public Sector Organisations - Design of the learning process. Course Design & Your Career Profile - Change Management for the New Age – Yellow Belt as confident change agents - Yellow Belt assignments
C2. Origins of LSS & OD - Foundations of LSS - History of Lean - The Journey to LSS - The Birth of LSS - Lean and OD Evolving together - Breaking away from the traditional understanding of LSS
C3. How LSS and OD Improves Performance – Typical Projects and Case Studies
C4. Critical Issues you need to know in Change Management - Key Issues That Drive Change - 10 Core Elements Vital to Change – Leadership begets behaviour – Start with the end in Mind – Just Imagine & Scope your Projects – Self Confidence in driving change – Simplicity, Banish Bureaucracy – Set up for Culture Improvement Teams – Design & Deliver Honest Credible Communication on LSSOD – Manage Resistance to Change – Manage Teams across Silos & Boundaries – Manage Flow across the Organisation - Customer Focus
C5. DMAIC & the selection of Tools & Techniques of Lean Six Sigma OD - general introduction and review for Yellow Belts and those engaged 'face to face 's problem solving processes
C6. Lean Change – Charting & Measurement – Visual Display, Rework and Costs of Non Conformance, Quality Tools - assessing valuable tools for those in the service and the public sector. Key Performance Measures and assessing ROI and SROI
C7. Business Statistics – and introduction and examples for assessing variation, collecting, displaying and analysing data. Central Tendency & Measures of Dispersion, Regression and Correlation, and how Six Sigma evolved
C8. Vital elements of the Yellow Belt assignments and the Mini Project - objectives and structure of preparing a potential Mini Project in one's area of work - key elements of managing the Mini Project - milestones on the route to Green & Black Belt project expectations
C9. Green Belt Project – ‘Start with the end in Mind’ – Critical aspects of Project Choice – Using Assignments as Building Blocks to the Green Belt Project– Undertaking a GB Project reflects your sector and your Organisation - GB Projects Outline and Template
C10. The DMAIC & DMADV Processes – detailed analysis of these action learning processes . Using this LMS for Green belt projects – Introduction to DMAIC, key issues in DMAIC stages – 7 habits & Superior facilitation Skills – What is DMADV and when should we use it? Lean Six Sigma Glossary A –Z
Ch11. The Define Stage – LSSOD Projects – Criteria for Project choice – Voice of the Customer & Stakeholder Analysis – Core Factors central to DEFINE – Team Behaviour and Project definitions – Methodologies and Tools that support Project Definition – Risk Analysis and FMEA
C12. The Measure Stage – Capturing data flow, Control Charts, data Collection – Process Capability – Reworking and the Costs of service Delivery (For Green belts) – Measuring the Internal Customer – Supplier Process – Moments of Truth – Theory of Constraints
C13. The Analyse Stage – Pareto Analysis - House of Quality – Theory of Constraints – Force Field Analysis as a diagnostic tool – EFQM Model as a strategic analytic tool for LSSOD
C14. The Improve Stage – Improvement strategies- Deming Cycle & PDCA – rapid Improvement and Continuous Improvement events
C15. The Control Stage – Control Plans – Appraisal of Lean Six Sigma Projects – Measures & Balanced Scorecard – O.R.P.I. Checklist – Project close down and hand overs
C16. Project Scoping – Quantitative & Qualitative Research - Key quantitative approaches - importance of objectivity, reliability, precision - qualitative research tools and methods - typical qualitative tools and how to use them in the service and public sector
C17. Managing Green Belt Projects in the real world – Facilitating Team Progress – Making Projects work and assessing progress
C18. Business Statistics – Introduction to a variety of statistical tools measuring variation, SPC, Time Series, Central Tendency & Measures of Dispersion and applying to the DMAIC/DMAVD processes - use of regression and correlation in core projects and assignments
C19. De-mystifying Six Sigma and the use of advanced statistics in problem solving and resolution - developing preventative culture - change does not happen over-night - winning support to the change agenda
C20. Methodology & Tools in OD - Key Stages in the Organisation Development (OD) Process - Key behavioural changes - define and agree expectations with the Client - formulate a psychological contract with sponsors, change agents, stakeholders, the target audience and those who have to manage and sustain the change
C21. Process & Value Stream Mapping – analysis and implementation - measuring flow across the organisation - Critical to Quality and Customer processes - Managing internal capability across the value stream - Silo management
C22. Work-Out, Continuous Improvement Processes and Kaizen - how to create a CI strategy and sell it to the management Team - Designing processes of Continuous Improvement - Measuring Progress on Implementation - Communicating success and Best Practice - Transferability of learning across the organisation
C23. Black Belt Assignments & Projects - objectives structure, templates, key criteria for certification, scoping projects, winning senior management approval and gatekeeping the projects, ownership of implementation - Focus on implementation of major change rather than theory - expectations of ROI of Black Belt projects
C24. Lean, OD and Change Acceleration & Rapid Improvement at a strategic and operational level - Integration of OD with LSS – key Stages in Strategic Change Acceleration – Managing Key Actors in the Change Process - Managing Political motives and expectations
C25. Hoshin Planning & Quality Function Deployment - organisational challenges and strategic direction - translating strategic vision into yearly, quarterly, functional goals - House of Quality
C26. Managing Readiness for and Resistance to Change - partial, sub optimal and strategic change - managing resistors, formulating OD strategies to increase the acceptance of change
C.27 Key Issues in Group Problem Solving – Corrective and preventive action and firefighting cultures – ownership for change and problem solving – structure and approaches to problem solving
C28. Advanced Facilitation Skills - The Politics of Change - Power or Influence - The Art of Persuasion - Change Mastery and the ability to Coach & Persuade - How to develop real confidence as a Facilitator or Consultant Black Belt - Influencing Strategies for Facilitators - Core Competencies for Lean Six Sigma OD Facilitators
Visit our Lean website - if you would like to talk further why not email Philip Atkinson
The LMS is structured around 28 Chapters of Lean-Six Sigma OD (LSSOD) content. Learners can progress from Yellow Belt to Green Belt, and from Green Belt to Black Belt as they work through the Chapters. Here is an outline of the curriculum. Note that;
- Chapters 1 - 8 is for those Learners pursuing Yellow Belt Certification
- Chapters 9 – 18 for Green Belt Certification and
- Chapters 19 - 28 for Black Belt Certification
C1. Intro & Learners Guide – What are the Benefits of the Study Guide? Why the emphasis on OD? Certification and how Lean & OD is focused for the service and Public Sector Organisations - Design of the learning process. Course Design & Your Career Profile - Change Management for the New Age – Yellow Belt as confident change agents - Yellow Belt assignments
C2. Origins of LSS & OD - Foundations of LSS - History of Lean - The Journey to LSS - The Birth of LSS - Lean and OD Evolving together - Breaking away from the traditional understanding of LSS
C3. How LSS and OD Improves Performance – Typical Projects and Case Studies
C4. Critical Issues you need to know in Change Management - Key Issues That Drive Change - 10 Core Elements Vital to Change – Leadership begets behaviour – Start with the end in Mind – Just Imagine & Scope your Projects – Self Confidence in driving change – Simplicity, Banish Bureaucracy – Set up for Culture Improvement Teams – Design & Deliver Honest Credible Communication on LSSOD – Manage Resistance to Change – Manage Teams across Silos & Boundaries – Manage Flow across the Organisation - Customer Focus
C5. DMAIC & the selection of Tools & Techniques of Lean Six Sigma OD - general introduction and review for Yellow Belts and those engaged 'face to face 's problem solving processes
C6. Lean Change – Charting & Measurement – Visual Display, Rework and Costs of Non Conformance, Quality Tools - assessing valuable tools for those in the service and the public sector. Key Performance Measures and assessing ROI and SROI
C7. Business Statistics – and introduction and examples for assessing variation, collecting, displaying and analysing data. Central Tendency & Measures of Dispersion, Regression and Correlation, and how Six Sigma evolved
C8. Vital elements of the Yellow Belt assignments and the Mini Project - objectives and structure of preparing a potential Mini Project in one's area of work - key elements of managing the Mini Project - milestones on the route to Green & Black Belt project expectations
C9. Green Belt Project – ‘Start with the end in Mind’ – Critical aspects of Project Choice – Using Assignments as Building Blocks to the Green Belt Project– Undertaking a GB Project reflects your sector and your Organisation - GB Projects Outline and Template
C10. The DMAIC & DMADV Processes – detailed analysis of these action learning processes . Using this LMS for Green belt projects – Introduction to DMAIC, key issues in DMAIC stages – 7 habits & Superior facilitation Skills – What is DMADV and when should we use it? Lean Six Sigma Glossary A –Z
Ch11. The Define Stage – LSSOD Projects – Criteria for Project choice – Voice of the Customer & Stakeholder Analysis – Core Factors central to DEFINE – Team Behaviour and Project definitions – Methodologies and Tools that support Project Definition – Risk Analysis and FMEA
C12. The Measure Stage – Capturing data flow, Control Charts, data Collection – Process Capability – Reworking and the Costs of service Delivery (For Green belts) – Measuring the Internal Customer – Supplier Process – Moments of Truth – Theory of Constraints
C13. The Analyse Stage – Pareto Analysis - House of Quality – Theory of Constraints – Force Field Analysis as a diagnostic tool – EFQM Model as a strategic analytic tool for LSSOD
C14. The Improve Stage – Improvement strategies- Deming Cycle & PDCA – rapid Improvement and Continuous Improvement events
C15. The Control Stage – Control Plans – Appraisal of Lean Six Sigma Projects – Measures & Balanced Scorecard – O.R.P.I. Checklist – Project close down and hand overs
C16. Project Scoping – Quantitative & Qualitative Research - Key quantitative approaches - importance of objectivity, reliability, precision - qualitative research tools and methods - typical qualitative tools and how to use them in the service and public sector
C17. Managing Green Belt Projects in the real world – Facilitating Team Progress – Making Projects work and assessing progress
C18. Business Statistics – Introduction to a variety of statistical tools measuring variation, SPC, Time Series, Central Tendency & Measures of Dispersion and applying to the DMAIC/DMAVD processes - use of regression and correlation in core projects and assignments
C19. De-mystifying Six Sigma and the use of advanced statistics in problem solving and resolution - developing preventative culture - change does not happen over-night - winning support to the change agenda
C20. Methodology & Tools in OD - Key Stages in the Organisation Development (OD) Process - Key behavioural changes - define and agree expectations with the Client - formulate a psychological contract with sponsors, change agents, stakeholders, the target audience and those who have to manage and sustain the change
C21. Process & Value Stream Mapping – analysis and implementation - measuring flow across the organisation - Critical to Quality and Customer processes - Managing internal capability across the value stream - Silo management
C22. Work-Out, Continuous Improvement Processes and Kaizen - how to create a CI strategy and sell it to the management Team - Designing processes of Continuous Improvement - Measuring Progress on Implementation - Communicating success and Best Practice - Transferability of learning across the organisation
C23. Black Belt Assignments & Projects - objectives structure, templates, key criteria for certification, scoping projects, winning senior management approval and gatekeeping the projects, ownership of implementation - Focus on implementation of major change rather than theory - expectations of ROI of Black Belt projects
C24. Lean, OD and Change Acceleration & Rapid Improvement at a strategic and operational level - Integration of OD with LSS – key Stages in Strategic Change Acceleration – Managing Key Actors in the Change Process - Managing Political motives and expectations
C25. Hoshin Planning & Quality Function Deployment - organisational challenges and strategic direction - translating strategic vision into yearly, quarterly, functional goals - House of Quality
C26. Managing Readiness for and Resistance to Change - partial, sub optimal and strategic change - managing resistors, formulating OD strategies to increase the acceptance of change
C.27 Key Issues in Group Problem Solving – Corrective and preventive action and firefighting cultures – ownership for change and problem solving – structure and approaches to problem solving
C28. Advanced Facilitation Skills - The Politics of Change - Power or Influence - The Art of Persuasion - Change Mastery and the ability to Coach & Persuade - How to develop real confidence as a Facilitator or Consultant Black Belt - Influencing Strategies for Facilitators - Core Competencies for Lean Six Sigma OD Facilitators
Visit our Lean website - if you would like to talk further why not email Philip Atkinson
