Program One

Process Improvement

 

 

  

Anchored by highly disciplined Lean and Six Sigma Certification courses, ATAC’s Process Improvement Program provides valuable tools for properly collecting, analyzing, and using data to improve quality, reduce waste, decrease costs, and increase productivity. Interactive sessions are designed to focus on challenging case studies and skill-building content. Many courses offer professional certification opportunities.

 

This program is most popular with engineers, manufacturers,

and healthcare providers.

Working Together

Lean Leadership

Boot Camp

 

Student paying attention

Six Sigma

Yellow Belt

 

Working Together on Project

8-Step 

Problem Solving

Female Pharmacist

Lean Healthcare

Series

Certification

Meeting

Six Sigma

Green Belt 

Certification

Engineering Class

TWI Series

Job Instruction

Engineers at work

Improvement Kata

Coaching Kata

Writing With Marker On Glass

Six Sigma

Black Belt 

Certification

ATAC Works in Manufacturing

Green Belts know

how to solve complex problems 

 
Factory

Lean Leadership Boot Camp                                       
CERTIFICATION

About the Course

 

Lean is a systematic approach to eliminating waste and creating flow within an organization to improve overall customer value. The foundation for success with lean is a problem-solving culture, based on coordinated process improvement and people development. Leaders from manufacturing, to service industries, to medical organizations have benefited from the techniques pioneered by Toyota. This series of classes teaches not only the tools of lean, but also offers proven leadership techniques for implementing lean in your organization, managing culture change, and developing continuous improvement engagement throughout your workforce. This training will assist companies in saving time, money, and precious resources by creating the most efficient team possible. Benefits of implementing these techniques include coaching and developing team members who actively pursue improvement in safety, quality, productivity, and intentional employee engagement.

Agenda

Monday–Thursday 8:00 a.m.–4:30 p.m.

Friday 8:00–11:30 a.m

Monday | Creating a Foundation of Stability, Leading through Lean, and Value Stream Mapping (VSM)

 

The leader’s role in using fundamental lean principles is demonstrated and reinforced using a hands-on Buzz factory simulation. Value Stream Mapping is introduced to enable one to grasp the current condition and develop breakthrough challenges aligned with the company vision and goals. The foundation of Lean is standardization and stability. The 8 wastes are introduced coupled with lean tools & countermeasures. Value Stream Maps provide the Plan in the PDCA improvement cycle. Value-stream mapping gives leaders a picture of the entire production process, both value and non-value-creating activities. The VSM process consists of identifying value streams/product groups, mapping the current state of material and information flow, assessing waste in the process, and designing the desired process.

Tuesday | Kata—Improvement & Coaching and Intro to DiSC

On day two, focus shifts to the application of the Toyota Kata discipline to drive continuous improvement, focusing on habits, rapid PDCA (Plan, Do, Check, Adjust) cycles, and sustainability of Continuous Improvement initiatives utilizing the Buzz simulation. Teambuilding exercises reinforce the improvement Kata process and the communication skills essential for the Coaching Kata. The DiSC Profile allows one to know their preferred style and how to more effectively communicate interpersonally and with teams. Leaders need the dual ability to improve processes and develop people to create and sustain a culture of improvement. A Kata is a discipline through which the lean leader serves as a coach/mentor to develop team members. This training introduces the Improvement & Coaching Katas. In the Improvement Kata, participants follow a four-step, scientific pattern that challenges team members to strive for improvement. Through the Coaching Kata, participants learn to follow a mentoring methodology that develops a leader’s skill to coach while simultaneously developing team members’ knowledge. The Kata process is based on the Plan-Do-Check-Act (PDCA) scientific method through which actions are planned, tested, measured, and adjusted towards the achievement of a target condition. The DiSC profile assessment is used for participants to better understand behavioral and communication preferences within themselves and among others.

Wednesday | Leading & Sustaining with Eight-Step Problem Solving

Day three utilizes a lean management framework and incorporates eight-step problem solving along with exercises in problem solving and teambuilding. Leading and Sustaining Lean involves a framework of strategic alignment, disciplined culture, and operational transparency. The Lean Management System is comprised of elements including visual systems, process metrics, leader standard work, A3 problem solving, accountability boards, suggestion systems, and Gemba walks. This training is designed to teach a disciplined process to foster a problem-solving culture, to build accountability, and to reinforce PDCA thinking and management. Combining the Kata process with the Leading and Sustaining Lean system builds the disciplined structure for successful lean implementations.

Thursday | Importance of Standards, Five S, TWI Job Methods & Job Instruction

Day four uses a Quick Changeover Simulation to stress the importance of stability & standardization as the foundation for problem-solving. The foundation of continuous Improvement is Stability & Standardization. Before a problem—a gap from a standard—can be identified, a standard must be in place. Utilizing a stamping press simulation, participants use the TWI Job Methods questioning process to break down the changeover. Stability is introduced via the 5S methodology (Sort, Set-In-Order, Shine, Standardize, and Sustain). PDCA Kata iterations are used to improve towards the target conditions.

Friday | TWI JI & Lean Culture

Day five features Four-Step Job Instruction and a systems perspective approach to people processes.

The Four-Step Job Instruction is demonstrated stressing important steps, key points & reasons for key points as the standard for consistency in training methods. Sustaining continuous improvement efforts requires defining the company culture and developing team members. The lean philosophy and process must be systematically aligned with the organization's core values in order to seamlessly cultivate a problem-solving culture. Lean Culture exposes the participants to the systems necessary to prepare lean leaders, to foster the sustained process of continuous improvement, and permeate continuous improvement throughout the organization.

Hospital Hall

Lean Healthcare Series                                       
CERTIFICATION

 

About the Course

 

Our Lean Healthcare Excellence Certificate Series is designed as an intense 4-day course focused on the role of the lean leader, a vision for improvement, and a strategy for effectively implementing.

Lean healthcare certification instruction is based on learning the tools and concepts of Lean through the three primary phases of Lean implementation:

  • Stabilize patient-care processes as well as non-patient-care processes before anything else. This will allow for a solid foundation upon which to use the Lean tools.

  • Standardize the processes. This will allow best practices to be determined and improvements will be easier for future events.

  • Simplify the process. This will allow continuous improvement to be a way of life through efficient scheduling and leveling, visual controls, error proofing, metrics, and coaching.

The vision of the Lean Healthcare Excellence Certificate Series is to equip senior leadership, department managers, nurses, physicians, supervisors, and trainers with the skills and knowledge to create a healthcare system that has no harm to the patient and staff, no waiting, an engaged and excited workforce, and low cost.

Lean Healthcare Topics

 

Benefits of This Training

  • Engage Team Members in Increasing Efficiency

  • Reduce Patient Wait Times & System Costs

  • Create Stabile & Repeatable Processes

  • Create an Organizational Culture of Problem Solving and Daily Operational Improvement to Increase Quality & Customer Satisfaction

 

You Will Learn

  • Lean Healthcare Principles & Tools

  • Leading & Sustaining Continuous Improvement and using the Plan, Do, Check, Adjust (PDCA) process

  • Eight-Step Problem Solving

  • A3 Thinking

  • Value Stream Mapping

  • Coaching, Mentoring & Team Building

  • Training Within Industry (TWI)

  • People-Centric Leadership

  • Accountability & Culture

 

Agenda

 

NOTE: While this daily agenda describes the course content, the instructors have the flexibility to change the order of the presentation during facilitation.

Day 1

The leader’s role in using fundamental lean principles and tools are demonstrated and reinforced using a hands-on Emergency Department simulation. 

 

Detailed Description 

The foundation of Lean is stability and standardization. The 8 wastes are introduced coupled with lean tools & countermeasures. Participants learn the tools of continuous improvement and apply them through hands-on simulation exercises with an emphasis on visual workplace organization, quality at the source, batch reduction, standardization, and continuous flow. The Toyota Kata discipline is introduced to drive improvement following the PDCA (Plan, Do, Check, Adjust) method to improve the patient experience.

Day 2 

Utilizes a lean management framework and incorporates 8-step problem solving along with exercises in problem solving and teambuilding. 

 

Detailed Description 

Leading and Sustaining Lean involves a framework of strategic alignment, disciplined culture, and operational transparency. The Lean Management System is comprised of elements including visual systems, process metrics, leader standard work, A3 problem solving, accountability boards, suggestion systems, and Gemba walks. This training is designed to teach a disciplined process to foster a problem-solving culture, to build accountability, and to reinforce PDCA thinking and management. Combining the Kata process with the Leading and Sustaining Lean system builds the disciplined structure for successful lean implementations.

Day 3 

Value Stream Mapping is introduced to enable one to grasp the current condition and develop countermeasures toward an organizational challenge toward a Vision. The importance of Standards stresses the importance of stability & standardization as the foundation for problem-solving by going in-depth on some of the Lean tools. The DiSC Profile allows one to know their preferred style and how to more effectively communicate interpersonally and with teams.

Detailed Description

Value Stream Mapping gives managers and executives a picture of the entire healthcare process, both value, and non-value-creating activities. The VSM process consists of identifying process groups, mapping the current state of person/material and information flow, assessing waste in the process, and designing an improved process. Value Stream Maps enable one to grasp the current condition in a process using Training Within Industry (TWI) Job Methods and then, develop improvement targets aligned with a Kata challenge.

In the Importance of Standards course, participants dive deeper into 5S and Visual Control to gain process stability. The training focuses on the 5S methodology (Sort, Set In Order, Shine, Standardize, Sustain) and implementing 5S in a healthcare environment. The Training Within Industry (TWI) Job Instruction method is presented and demonstrated that will improve patient safety.

Team Building with DiSC trains in communication essential for the Coaching Kata by going through team-building exercises. The DiSC Profile allows one to know their preferred style and how to more effectively coach and communicate interpersonally and with teams.

Day 4

Leading a Lean Culture takes a systems perspective approach to people processes using a People Centric Leadership Model.

 

Detailed Description

Leading a Lean Culture focuses on the people side of Lean and developing a culture of continuous improvement with its philosophy, processes, and people aligned to cultivate problem-solving. Participants will be exposed to a People Centric Leadership model where people can realize their talents, go home fulfilled and the healthcare system is enhanced. In addition, participants are exposed to the systems used to drive toward developing people to the fullest potentia

Financial Graphs

Improvement Kata
Coaching Kata                                     

 

 

 

About the Course

 

Organizations face many daily challenges from larger project-scaled challenges to smaller individual-related challenges. Much of your work will likely revolve around minimizing or solving those problems as quickly and efficiently as possible.

After the Toyota Kata training, you will be able to face work challenges head on with new and creative insight on how to tackle the issue. Based on the teachings from Toyota Kata by Mike Rother, this training will teach you the steps of the Improvement Kata to help you develop the skills necessary for effective problem-solving.

Topics

Four Major Steps

  1. Planning for the future

  2. Understand the current situation

  3. Define the target situation

  4. Discover and confront obstacles as you move toward the target situation

Math Notebook and Calculator

Six Sigma Yellow Belt                                   
 

 

About the Course

 

Gain a broad understanding of Lean, Six Sigma, and Quality tools. By utilizing lean and basic statistical tools, you will learn how to create a culture of problem-solving. In the class, we share stories and examples that help you learn what tools to use and when to use them.

Only 40% of the class is lecture-based with the rest of the class focused on the application of knowledge through interactive, hands-on simulations with real-world data. In these simulations, you will be broken into improvement teams where you will learn the importance of data collection and data analysis. By learning in a team environment, you will be better prepared to work with Green Belts and Black Belts back at your company.

Our Six Sigma Yellow Belt curriculum aligns with the ASQ Six Sigma Yellow Belt Body of Knowledge. This ensures that you will be prepared for an ASQ Yellow Belt certification. By the end of this class, you will be able to provide meaningful assistance in the areas of data collection, data analysis, and correct tool selection.

 

Yellow Belt Topics

  • Understand the key principles of Six Sigma

  • Identify improvement opportunities in your organization

  • Understand and use the DMAIC methodology

  • Use the basic tools and techniques

  • Understand the role of Yellow Belts in Lean Six Sigma projects

  • Be able to run small improvements in their day-to-day work processes

 

Course Agenda

  • Introduction to Process Improvement Approaches

  • Process Definition and Process Mapping

  • Understanding Variation

  • Collecting Data and Measuring Process Outputs

  • Collecting Data to Prove Cause and Effect

  • Practical problem solving using Data

Invoices

Six Sigma Green Belt
CERTIFICATION

 

About the Course

The Green Belt class focuses on basic project management skills, with the addition of more detailed analysis of data, experimental techniques, and decision making. The Green Belt class requires about 60 hours of work, about 28 hours pre-work before class, and 36 in class (5 day class) . Although the material requires only basic math skills, familiarity with using a calculator, looking up data in tables, and choosing the correct formulas are critical to success. An open book exam covering the pre-work and class work material completes the week. A project is not required for the Green Belt, but many organizations require their team members to complete a project in-house. Project coaching is available upon request.

Green Belt classes are highly interactive, using multiple simulations and examples to teach the concepts and keep class interesting and applicable to common business challenges.

Green Belt Topics

  • The Role of Six Sigma & Lean

  • Defining Six Sigma Projects in alignment with organizational goals

  • Quality Techniques- FMEA, Design for Six Sigma

  • Managing Six Sigma Projects and Teams

  • Process analysis and Documentation

  • Probability, Distributions and basic statistical calculations

  • Measurement and Sampling of Processes and Capabilities- Gage R&R, Cp, Cpk

  • Analysis of data

  • Hypothesis testing

  • Design of Experiments

  • Statistical Process Control

  • Project Control

Six Sigma classes are offered multiple times each year in an open enrollment format at various locations around the state of Alabama. We also offer on-site classes for companies that have enough students for a full class. Companies sometimes host open-enrollment classes at their facilities if there is enough local interest.

Invoices

Six Sigma Black Belt
CERTIFICATION

 

About the Course

Six Sigma training creates a special infrastructure of people within the organization (''Green Belts'' ''Black Belts'') 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 (e.g. cost reduction or profit increase). Black Belts are the people trained to lead and manage these often extensive and sometimes complex projects.

Our Six Sigma Black Belt training course has two distinct parts: The in-class portion and a project. The in-class portion is two non-consecutive weeks and consists of lectures, exercises, and team-learning competitions.

Black Belt Topics

Week One: 

  • Confirmation Review of Green Belt Skills

  • Hypothesis Tests

  • Non-Parametric Test

  • Multiple Regression

  • Logistic Regression

  • Design of Experiments- Randomized, Blocked, Factorial, Fractional Factorial, Taguchi, and Mixed

Week Two:

  • DOE Continued

  • Tolerances

  • Statistical Process Control- Attribute and Variable Techniques

  • Quality Costs

  • Financial Analysis

  • Enterprise Deployment of Six Sigma

  • Design for Six Sigma

Project

A Black Belt indicates the ability to lead process improvement teams and activities along with the advanced statistical analysis capabilities required in the DMAIC process. All of the statistical and quality tools needed to successfully complete a Black Belt project will be thoroughly presented so that the student can return to his/her facility and readily apply them. A Black Belt project must demonstrate mastery of the five DMAIC phases as well as the leadership skills involved in team-based improvement activities. The successful completion of a Black Belt project is a vital part of the Black Belt training because in order to become certified by the American Society for Quality, the applicant must demonstrate competence. The course instructor will coach the Black Belt student through the project.

Business Graphs

8-Step Problem Solving

 

About the Course

 

Solving problems with sound critical thinking is a highly in-demand quality of business 

leaders today. This course introduces and demonstrates Toyota’s proven 8-step method for identifying, 

approaching, and working through a myriad of different types of problems that organizations struggle with 

as they grow. Students learn and apply techniques to real case studies and game-changing 

problems organizations face today. 

Tools

TWI Series
Job Instruction

 

About the Course

You have invested in Lean training for your employees. You have undertaken serious efforts to implement continuous improvement within your organization. Training Within Industry (TWI) is the next link in creating and sustaining a Lean Enterprise. This three-component program is the ideal process for training people within your industry who are responsible for training others in job skills, monitoring, and effectively managing continuous improvement initiatives, and doing so with consistent and proven results.

  • TWI has proven results in manufacturing, medical services, hotels and restaurants, and construction.

  • Some benefits of TWI include:

    • 86% of companies increased production by at least 25%,

    • 100% reduced training time by more than 35%, 

    • 55% reduced scrap by at least 25%.

  • TWI is recommended for anyone who is responsible for teaching another person a job or method, improving a job or method, and/or dealing with other employees.

 

TWI Modules

TWI includes four modules of training that teach basic skills to help supervisors and other employees make the transition from hierarchical "command & control" organizations to flatter, team-oriented organizations. These courses/modules are comprised of Job Instruction, Job Methods, Job Relations, and Job Safety.

Overview

 

Job Instruction teaches supervisors how to quickly train employees to do the job correctly, safely, and conscientiously.

The objective of the course is to train employees how to teach someone a job or method. Knowing how to do something does not mean that we know how to teach someone else how to do it. The method emphasizes preparing the operator to learn, giving a proper demonstration while identifying the Important Steps and the Key Points of the job, having the operator perform a trial run, and tapering off coaching while continuing to follow up. Well-trained employees have less scrap, rework, rejects and equipment damage and fewer accidents.

 

Agenda

The Job Instruction course is broken into five two-hour sessions.

 

First Session

  • Explain the five needs of good supervisors

  1. Knowledge of the Work

  2. Knowledge of Responsibilities

  3. Skill in Leading People

  4. Skill in Improving Methods

  5. Skill in Instructing

  • Importance of JI training to production and safety

  • The ability to train others is a personal asset

  • Demonstration of faulty instruction

  • Demonstration of correct instruction

  • Introduce the Four-Step Method for Correct Instruction: 

  1. Prepare the Worker 

  2. Present the Operation 

  3. Try-out Performance

  4. Follow up

 

Second Session

  • Two participant-instruction demonstrations from their workplace

  • Class review of how they applied the four-step method to reinforce class learning

  • Class practice on how to make Job Breakdowns for training purposes

  • The four things a trainer must do to “get ready” to train others: 

  1. Make a Timetable

  2. Break down the Job

  3. Get everything ready

  4. Arrange the worksite

 

Third Session

  • Teach class how to construct and use a Training Timetable

  • Three participant-instruction demonstrations from their workplace

  • Class review of how they applied the four-step method to reinforce class learning

 

Fourth Session

  • Four participant-instruction demonstrations from their workplace

  • Class review of how they applied the four-step method to reinforce class learning

 

Fifth Session

  • Remaining participant workplace instruction demonstrations facilitated to be correct

  • Importance of starting to use good Job Instruction “right away” for production and safety

  • Create conviction for using the Job Instruction Plan on a continuing basis