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 Six ( 6 ) Sigma Courses Training Malaysia Australia Hong Kong Pakistan Bangladesh U.S.A Afghanistan Bahrain Bhutan Burma Cambodia

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Posts : 19
Join date : 2012-08-14

PostSubject: Six ( 6 ) Sigma Courses Training Malaysia Australia Hong Kong Pakistan Bangladesh U.S.A Afghanistan Bahrain Bhutan Burma Cambodia   Sat Jul 06, 2013 6:11 pm

In House Consultants / Services / Training Provider ( Customized / Tailored / Request / Enquiry / Quotations / Proposals ) - Public ( Corporate / Commercial / Company / Government ) Sectors Top / Popular / New / Latest / Best Training Programs / Workshop / Seminars / Courses / Conferences Organized Throughout Malaysia / Sabah / Sarawak

Kuala Lumpur / KL, Johor bahru / JB, Melaka / Malacca, Pulau Pinang / Penang / George Town, Kuala Terengganu, Kuantan / Pahang, Kelantan / Kota Bahru, Seremban / Negeri Sembilan, Kedah / Alor Setar, Ipoh Perak, Kangar / Perlis, Shah Alam, Selangor, Labuan, Kota Kinabalu / KK, Sandakan, Tawau, Kuching, Bintulu, Samarahan, Sarikei, Miri

List of Companies That Joins Our Training Programs

Production, Manufacturing, Industries, Management, Sales & Marketing, Human Resource, Hotels,
Construction, Motor Vehicle Manufacturer, Banks, Chemical, Department Stores, Electronic
Company, Energy, Media, Oil & Gas, Retail, Refinery, Steel, Telecommunications,
Food & Beverage, Factory & Engineering

We also do provide In - House Training Programs In Asia

Phillipines, Brunei, Indonesia, India, China, Australia, Hong Kong, Pakistan, Bangladesh, U.S.A ( United States Of America ), Afghanistan, Bahrain, Bhutan, Burma, Cambodia, Iran, Iraq, Japan, Jordan, Kazakhstan, North Korea, South Korea, Kuwait, Kyrgyzstan, Laos, Lebanon, Macau SAR of China, Maldives, Mongolia, Nepal, Oman, Qatar, Taiwan, Saudi Arabia, Singapore, Sri Lanka, Syria, Tajikistan, Thailand, Turkmenistan, United Arab Emirates, Uzbekistan, Vietnam, Yemen

Six ( 6 ) Sigma Overview

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.

A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.

To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects ( errors ) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ( "Black Belts", "Green Belts", etc. ) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets ( cost reduction and/or profit increase ).

The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects ( 3.4 defects per million ). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.

Overall Training Benefits

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.


Champions Level Training
Yellow Belt Level Training
Green Belt Level Training
Black Belt Level Training
Management Awareness Level Training
Lean Six Sigma Black Belt Step-up Training


Statistical Analysis Tools in Six Sigma (SATSS)
Supplier Development Programme (SDP)
Operational Cost Reduction Programme (OCRP)
Project Management with Six Sigma (PMSS)
Introduction to Statistics
Basic Statistics
Statistical Quality Analysis (SQA)
Factorial Designs
Design of Experiments (DOE)
Process Excellence Quality Training (PEQT)


Project Identification Sessions
Project Selection Sessions
Project Coaching Sessions
Project Tollgate Sessions


Lean Enterprise Training Programme
Value Stream Mapping (VSM Current & Future State)
7 QC Tools & QCC / QIT
Root Cause Analysis Programme (RCA)
Lean Operations Management
Total Productive Maintenance (TPM)
Quick Changeover / SMED & Poka-Yoke
5S and 8 Wastes in Kaizen
Problem Solving Tools
Toyota Production System (TPS)
Cellular Manufacturing
Overall Equipment Effectiveness (OEE)
Statistical Process Control (SPC)
Failure Mode and Effects Analysis (FMEA)
Measurement Systems Analysis (MSA)
Total Quality Management (TQM)
Effective Purchasing, Inventory & Store Management
Quality Function Deployment (QFD)
Lean Innovation Workshop
Lean Transformation Programme (LTP)

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