GREEN BELT SIX SIGMA

							                        GREEN BELT SIX SIGMA
                                               SGC-A0149-2009-3-W

INTRODUCTION

General Electric (GE) Six Sigma methodology on organization change and improvement, was so successful that it was
copied from a GE’s internal program to a globally quality improvement methodology. It was well adopted by lots of
multi-national organizations for more than 10 years now.
The knowledge and skill of Six Sigma project leading and coaching becomes an important skill of many professions. A
person trained with Six Sigma project leading skill is recognized by most of the organizations as an important personal asset
and quality. It is believe that Six Sigma DMAIC or DFSS methodology will enhance a person’s ability in problem solving and
general skill on management.
The Six Sigma Green Belt (GB) and Black Belt (BB) title becomes a proven qualification of a change agent. Green Belt and
Black Belt qualified persons are the leaders of change and improvement projects in an organization. A good GB and BB in
an organization is regarded as a key successful factors contributing the success of Organization Improvement and Culture
Change initiates.
Craneville Management Consulting (CMC) was established aiming at providing organization quality improvement,
leadership and management skill uplift related training and consultation services. Founded by GE Six Sigma Quality
Leaders and Organization Psychological experts, CMC has been serving China, HK and multi-national organizations in
Asia Pacific. The Six Sigma GB program developed by CMC has been well implemented and adopted by organizations in
Asia Pacific. The GB training program will equip the participants with the “Six Sigma way” of improvement. Concepts and
tools including Six Sigma deployment practices, project development, and the DMAIC problem-solving approach will be
transferred in the program.

OBJECTIVES
Upon the completion of this workshop, participants will
- have good understanding of Six Sigma project methodology and all the related problem-solving tools used in the
  process
- be able to identify the key successful factors of Green Belt Project
- be able to use the tools of Six Sigma methodology in problem solving and analysis
- earn the key skill of Change Management and its application in project coaching
- be able to lead a Green Belt project on his/ her own
- be certified as a Green Belt (after fulfilling the requirement of the examination and submission of a Six Sigma project)

DESIGNED FOR
-   Anyone wanting to learn the Six Sigma project skills to lead and facilitate improvement projects.
-   Business Leaders, Manager, Six Sigma Champions, who sponsor or lead Six Sigma projects and champion.

AWARD OF CERTIFICATE
A particiapnt who has:
1. maintained a minimum of 70% attendance of total lecture hours: and
2. passed the continuous assessments; and
3. passed the final project
will be awarded a “Certificate in Green Belt Six Sigma”.

DATES & TIME                                                   DEADLINE FOR APPLICATIONS
Tuesdays                                                       18 August 2009
25 August;
1, 8, 15, 22, 29 September                                     VENUE
6, 13, 20, 27 October 2009
                                                               The Hong Kong Management Association
7:00 pm - 10:00 pm
                                                               3/F Management House
                                                               26 Canal Road West
FEE
                                                               Wanchai
HKMA Member:         HK$2,850                                  HONG KONG
Non-member:          HK$3,050
                                                               LANGUAGE MEDIUM
METHODOLOGY
                                                               Cantonese (supplemented with English terminology)
Lecturing with classroom exercises                             Course manuals will be in English
 CONTENTS
 I.     What is Six Sigma?                                      -
                                                                -     Type of Data Collection Method
 -
 -      History of Six Sigma                                    -     Statistical Data Descriptive tools
 -
 -      How Six Sigma contribute the continuous                 -     Sampling technique and handling sample
        improvement, customer satisfaction, organization              differences
        culture shaping and management                          -     Measure System Usage and Analysis
 -
 -      Comparisons and integration between Six Sigma           -     Cause and Effect Diagrams
        Programs and other quality improvement programs,        -     Establishing Process Capability Baseline
        such as TQM, ISO 9000, and 5S                           -     Sources of Process Variation
 -
 -      Success Stories and their models                        -     Process Performance graphical analysis and
 II.    How Six Sigma projects are initiated?                         interpretation
 -
 -      Roles and Responsibilities of Business Leaders,         VI. ANALYZE: Causal and Correlation Relationship
        Quality/ Change Leaders, Department Heads, Black              Identification
        Belt and Green Belt                                     -
                                                                -     Regression Analysis
 -
 -      Introduction of Organization performance metrics        -     Linear Model
        and Dashboards                                          -     Scatter Diagrams
 III.   DEFINE: Project Definition                              -
                                                                -     Hypothesis Testing introduction: ANOVA,
 -
 -      How to structure and define your improvement areas            Chi-square, etc.
        with Project Charters                                   VII. ANALYZE: Lean Tools Usage
 -
 -      How to link the purpose of to change to customers       -
                                                                -     Define and describe concepts such as value chain,
        and define their needs                                        flow, pull, perfection, etc
 -
 -      Resource planning and identification                    -
                                                                -     Operation Value-stream mapping
 -
 -      Project direction alignment activity to department      -
                                                                -     Lead Time and Velocity
        and organization                                        -
                                                                -     5 Strategies of “Faster”
 -
 -      Improvement effort Scoping tool, e.g. SIPOC…            -     Spaghetti Diagrams
 -
 -      Process Mapping                                         -     5S
 -
 -      Matrix Diagrams                                         VIII. IMPROVE: Tools
 IV.    DEFINE: Change Management Methodology                   -
                                                                -     Improvement Opportunities Prioritization tools
 -
 -      Stakeholder Analysis for mapping the                    -     Tools to Define New Process Flow
        organizational drivers and metrics                      -     Tools to Define and Mitigate Failure Modes – such
 -      Successful Strategies to initiate Changes                     as FMEA
 -      Understanding and leverage on different team roles      -
                                                                -     Preventing Failures
        of a Green Belt as facilitator or project leaders       -     Reference to Tools for Defining New Process
 -      Change/Resistance identification and Overcoming               Levels
        method                                                  XV. CONTROL: Tools
 -      Team facilitation and coaching tools for Green Belt     -
                                                                -     Selection and application of Control tools
        as project facilitator or leader                        -     Control Plans formation template and technique
 -      Making Six Sigma Project ready for Knowledge            -     Design of Training for successful implementation
        transfer, maintenance and organization learning         -
                                                                -     Measuring Improvement
 -      X and Y Matrix                                          XVI. Overall Project Management Key Successful
 V.     MEASURE: Tools                                                Factors to Ensure Success of Projects
 -
 -      Operation Definition                                    XVII. Case Study
 -
 -      Flowcharting
 -
 -      Type of data and their measurement


LECTURER
Mr John Chu, Executive Director - Management Consultation, is a Founder of Craneville Management Consulting. He has
developed and implemented successful Six Sigma and quality improvement programs in service and manufacturing
applications for over 15 years.
Mr Chu was the Quality Director - Asia Pacific of GE responsible for Six Simga methodology implementation and
organization development in Asia Pacific. After leaving GE, he starts his role as a Six Sigma and organization development
consultant helping multi-national organizations in China, Hong Kong and Asia Pacific implementing programs of
Organization Development, Six Sigma and Change Leader Development. Other than serving organizatiions, he is the guest
lecturer in The Polytechnic University teaching Six Sigma and Change Management methodology, and Management Skills
in The Baptist University. Before Six Sigma, he had been working on other quality methodologies including ISO 9000 and
TQM programs. Academically, Mr John Chu owns a MBA Degree and a Master degree on Engineering Business Management.
He is currently working in the area of Organization Psychology exploring the areas of how thinking style can enhance
people’s motivatiion, and success at work.

ENQUIRIES
For course enquiries and reservations, please call Customer Service Department on 2774-8501 or via fax 2774-8503.
For course details, please contact Ms Shirley Chan on 2774-8569; or visit the HKMA website: www.hkma.org.hk/seminar.
Career Development Certificate Course
Green Belt Six Sigma SGC-A0149-2009-3-W
25 August - 27 October 2009
FEE: HKMA Member: HK$2,850 / Non-member: HK$3,050
                                                  *Applicants should include their HKID card number and fill in all details in block letters,
ENROLMENT FORM                                    otherwise no MDCU will be given. The Association will issue certificates based on the details
                                                  and name format as given in this form.

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         Signature:                                                                            Date:
This form together with a crossed cheque payable to The Hong Kong Management Association should be returned to:
Director General, The Hong Kong Management Association, 16/F Tower B Southmark, 11 Yip Hing Street, Wong Chuk Hang, Hong Kong.
Registration must be made on the Enrolment Form provided and returned to the Association before the programme commencement date (Not less than 5 days) with full fee.
Acceptance is subject to the discretion of the Association.
Applicants will be notified by telephone to confirm receipt of the application form and full programme fee. An official receipt will be sent to you within two weeks.
Applicants are expected to attend the course at the place and time specified in the brochure unless otherwise notified.
When a programme is over-subscribed, additional classes may be started in some cases. Applicants may then be notified of the new time, dates and place of meetings
when necessary.
For ENROLMENT and ENQUIRIES please call 2774-8501 (Customer Service Department) during normal office hours or fax 2774-8503.
No refund will be made after payment, but participants can arrange to have their places substituted should they be unable to attend the programme by notifying the
Association at least 2 days prior to programme commencement.
Fax reservations are welcome but are subject to confirmation by payment in full within 10 days of the date the reservation is made or 5 days prior to programme commencement,
whichever is sooner.
Applications, upon full payment, will be processed on a first-come first-served basis.
Before classes/examinations commence, if the Observatory announces that Typhoon Signal No.8 or above/Black Rainstorm Warning is in force; or Typhoon Signal No.
8 or above will be hoisted within 2 hours, no classes/examinations will be held. Replacement classes and remedial examinations will be arranged. (All classes will be held
as scheduled if Typhoon Signal No.8 or above/Black Rainstorm Warning is lowered at or before 7:00 am; 2:00 pm classes and examinations thereafter will be held as
scheduled if Typhoon Signal No.8 or above/Black Rainstorm Warning is lowered at or before 12:00 noon; 6:00 pm classes and examinations thereafter will be held as
scheduled if it is lowered at or before 4:00 pm.)
When Typhoon Signal No.8 or above is in force during classes/examinations, all classes and examinations will be dismissed immediately. Replacement classes and remedial
examinations will be arranged. When Black Rainstorm Warning is in force during classes/examinations, all classes and examinations will be held as scheduled.
The HKMA reserves the right to make alterations regarding the details. For course details, please contact Customer Services Department on 2774-8501 or
Ms Shirley Chan on 2774-8569. Website: WWW.HKMA.ORG.HK Mobile Website: WWW.M.HKMA.ORG.HK
Personal data will be used for the purposes of market research, programme development and direct mailing.
The HKMA supports the equal opportunities policy, without discriminating against any person on the grounds of gender, disability, family status or any other basis.