Six Sigma Business Improvement Plan Online Bundle, 5 Certificate Courses

Learn The Skills You Need To Implement A Six Sigma Business Improvement Plan

Six Sigma Business Improvement Plan Online Bundle, 5 Certificate Courses

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Get a Better Understanding of How to Improve Business Process - 5 Courses in this Bundle

  1. Six Sigma Business Improvement Plan

  2. Six Sigma and Lean Process

  3. Lean Process Improvement

  4. Process Improvement with Gap Analysis

  5. Business Process Management

1. Six Sigma Business Improvement Plan: Learn The Skills You Need To Implement A Six Sigma Business Improvement Plan

This course will give you the skills you need to implement a Six Sigma business improvement plan to your business. You will learn what Six Sigma is and different methods to apply in a practical sense by using a set of tools. You will then wrap things up with a consideration of managing relationships with your customers, both internal and external.

Once you complete Six Sigma: Entering the Dojo your skills in this practical area of business improvement will be prepped and practiced enough to apply them in the real world. You are going to learn about the basics of Six Sigma and about various improvement tools. You will follow that up with a look at management tools for generating ideas. A look at continuous improvement is next on the agenda and the course concludes with a consideration of customer relationships.

Key Learning Objectives

  • Understand the Basics of Six Sigma.
  • Describe the seven quality tools to solve process problems.
  • Describe the various quality management tools.
  • Describe incremental and breakthrough improvements and understand the methodologies of continuous improvement projects.
  • Describe the importance of customer relationships in a quality organization.

2. Six Sigma and Lean Process: Lean Process and Six Sigma Online Certificate Course

The Lean Process and Six Sigma Online Certificate Course provides an introduction to the two of the most popular business process methodologies being employed by corporations across the globe. Our Six Sigma Online courses introduces the different concepts and philosophies that has helped eliminate defects and waste in business processes.

Key Learning Objectives

  • Develop a 360 degree view of Six Sigma and how it can be implemented in any organization
  • Identify the fundamentals of lean manufacturing, lean enterprise and lean principles
  • Describe the key dimensions of quality - product features and freedom from deficiencies
  • Develop attributes and value according to the Kano Model
  • Understand how products and services that have the right features and are free from deficiencies can promote customer satisfaction and attract and retain new customers
  • Describe what is required to regulate a process
  • Give examples of how poor quality affects operating expenses in the areas of appraisal, inspection costs, internal failure costs and external failure costs
  • Using basic techniques such as DMAIC and how to identify Six Sigma Projects
  • Use specific criteria to evaluate a project
  • Discover root causes of a problem
  • Design and install new controls to hold the gains and to prevent the problem from returning

3. Lean Process Improvement: Learn Lean Principles To Help You Become Successful

Toyota, Boeing, and Nike are just a few organizations that have used Lean principles to help them become successful. You, too, can incorporate Lean process improvement techniques into your corporate culture to minimize waste and maximize value.

Lean principles have come a long way over the past 300 years. From Benjamin Franklin’s early ideas, to Henry Ford’s work in the 1920’s and the Toyoda precepts in the 1930’s, to Jeffery Liker’s publication of The Toyota Way in 2004, Lean processes have evolved from a simple concept to a set of widely used best practices.

This course will give participants the foundation to begin implementing Lean process improvement tools in their workplace. The first part of the course will explore the foundations of Lean through the Toyota precepts and the five critical improvement concepts (value, waste, variation, complexity, and continuous improvement). The second part of the course will give participants tools to perform continuous improvement in their organization, including 5S, 5W-2H, PDSA, DMAIC, Kaizen, Genchi Genbutsu, and various Lean data mapping methods

Key Learning Objectives

  • Define Lean and its key terms.
  • Describe the Toyota Production System and the TPS house.
  • Describe the five critical improvement concepts.
  • Use the Kano model to understand, describe, analyze, and improve value.
  • Identify and reduce various types of waste.
  • Create a plan for a more environmentally Lean organization.
  • Use the PDSA and R-DMAIC-S models to plan, execute, and evaluate Lean changes.
  • Use Lean thinking frameworks, including 5W-2H, Genchi Genbutsu and Gemba.
  • Prepare for and complete a basic 5-S.
  • Describe the key elements of Kaizen events, particularly a Kaizen blitz.
  • Gather, analyze, and interpret data using flow charts, Ishikawa (fishbone) diagrams, SIPOC diagrams, and value stream maps.
  • Go back to your organization with a plan to begin incorporating Lean into your corporate culture.

4. Process Improvement with Gap Analysis: Improve Organizational Processes Through Gap Analysis

Gap analysis is a useful tool to improve processes in an organization or business. It will help you reveal and bridge process gaps. Gap analysis can be used in various facets of a business and in many ways to get to the desired end result.

You will learn how to embrace Process Improvement with Gap Analysis during this course which provides you with the knowledge of what gap analysis is, examples, templates, and the guidance to implement an analysis in your situation.

Key Learning Objectives

  • Define the term “gap analysis.”
  • Identify different types of gap analyses.
  • Perform all stages of the gap analysis process.
  • Create a gap analysis report.

5. Business Process Management: Improve Organizational Processes Through Gap Analysis

Gap analysis is a useful tool to improve processes in an organization or business. It will help you reveal and bridge process gaps. Gap analysis can be used in various facets of a business and in many ways to get to the desired end result.

You will learn how to embrace Process Improvement with Gap Analysis during this course which provides you with the knowledge of what gap analysis is, examples, templates, and the guidance to implement an analysis in your situation.

Key Learning Objectives

  • Define the term “gap analysis.”
  • Identify different types of gap analyses.
  • Perform all stages of the gap analysis process.
  • Create a gap analysis report.

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  6. You can study from home or at work, at your own pace, in your own time
  7. Certificates

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Courses are accessed online via our learning management system by any device including PC, MAC, tablet or Smart Phone.

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The courses offered by Courses For Success are unique as they are taught in a step-by-step process enabling students to complete them quickly and easily, so that you can obtain your qualification sooner. All students who complete the course receive a certificate of completion. CoursesForSuccess is committed to high completion rates and therefore 100% student satisfaction.

Receive Lifetime Access to Course Materials, so you can review it at any time

The Six Sigma Business Improvement Plan 5 Course Bundle includes the following courses, below is a summary of each course: 

Course 1 - Six Sigma Business Improvement Plan Online Certificate Course

Session 1: Course Overview

  •     Learning Objectives
  •     Pre-Assignment

Session 2: Six Sigma Basics

  •     Introduction
  •     DMAIC and DMADV?

Session 3: Improvement Tools

  •     Check Sheets and Flowcharts, Part 1
  •     Check Sheets and Flowcharts, Part 2
  •     Check Sheets and Flowcharts, Part 3
  •     Check Sheets and Flowcharts, Part 4
  •     Scatter Diagrams and Histograms, Part 1
  •     Scatter Diagrams and Histograms, Part 2
  •     Pareto Analysis
  •     Control Charts
  •     Cause-and-Effect Diagrams
  •     Improvement Tool Activity

Session 4: Management Tools for Generating Ideas

  •     Brainstorming and Affinity Diagrams, Part 1
  •     Brainstorming and Affinity Diagrams, Part 2
  •     Making Connections
  •     Other Idea Generating Techniques, Part 1
  •     Other Idea Generating Techniques, Part 2

Session 5: Continuous Improvement

  •     Continuous Improvement
  •     How to Carry Out a Six Sigma Continuous Improvement Project, Part 1
  •     How to Carry Out a Six Sigma Continuous Improvement Project, Part 2
  •     Making Connections

Session 6: Customer Relationships

  •     Customer Satisfaction
  •     Obtaining Customer Feedback, Part One
  •     Obtaining Customer Feedback, Part Two

A Personal Action Plan

  •     Starting Point
  •     Where I Want to Go
  •     How I Will Get There

Course 2 - Six Sigma and Lean Process Online Certificate Course

 Module One - Getting Started

Module Two - Understanding Lean

  • About six sigma
  • About lean
  • History behind lean
  • Toyota production systems
  • The toyota precepts

Module Three - Liker's Toyota Way

  • Philosophy
  • Process
  • People and partners
  • Problem solving

Module Four - The TPS House

  • The goals of TPS
  • The first pillar - Just in time (JIT)
  • The second pillar - Jidoka (Error-free production)
  • Kaizen (Continuous improvement)
  • The foundation of the house

Module Five - The Five Principles of Lean Business

  • Value
  • Value Stream
  • Flow
  • Pull
  • Seek perfection

Module Six - The First Improvement Concept (Value)

  • Basic characteristics
  • Satisfiers
  • Delighters
  • Applying the Kano model

Module Seven - The Second Improvement Concept (Waste)

  • Muda
  • Mura
  • Muri
  • The new wasters

Module Eight - The Third Improvement Concept (Variation)

  • Common cause
  • Special cause
  • Tampering
  • Structural

Module Nine - The Fourth Improvement Concept (Complexity)

  • What is complexity?
  • What causes complexity?
  • How to simplify?

Module Ten - The Fifth Improvement Concept (Continuous Improvement)

  • The PDSA cycle (Plan, Do, Study, Act)
  • The DMAIC method

Module Eleven - The Improvement Toolkit

  • Gemba
  • Genchi Genbutsu
  • Womack's Principle
  • Kaizen
  • A roadmap for implementation

Module Twelve - Wrapping Up

Course 3 - Lean Process Improvement Online Certificate Course

Session 1: Course Overview

  • Learning Objectives
  • Pre-Assignment

 Session 2: Understanding Lean

  • Defining Lean
  • The History of Lean
  • The Automobile Industry
  • The Toyoda Precepts
  • Modern Thinkers
  • Six Sigma and Lean
  • Lean Six Sigma
  • Pre-Assignment Review
  • A Lean Glossary, Part One
  • A Lean Glossary, Part Two

 Session 3: The Toyota Production System

  • Overview of the Liker Pyramid
  • Parts of the Pyramid, Part One
  • Parts of the Pyramid, Part Two
  • Exploring the Philosophy
  • Considering the Processes, Part One
  • Considering the Processes, Part Two
  • Understanding People and Partners
  • Problem Solving Tools
  • The Problem Solving Model
  • Asking the Right Questions

 Session 4: The Toyota Production System House

  • Model Overview
  • The Roof
  • The Pillars
  • The Core
  • The Foundation

 Session 5: The Five Critical Improvement Concepts

  • Key Ideas
  • Waste
  • Variation
  • Complexity
  • Continuous Improvement
  • Case Study
  • Task

 Session 6: Understanding Value with the Kano Model

  • The Kano Model
  • Breaking Down the Model
  • Example: New Car

 Session 7: Types of Waste

  • The Three Categories
  • Making Connections

 Session 8: Creating a Lean Enterprise

  • Going Green with Lean
  • The Characteristics of a Lean Organization

 Session 9: The Plan, Do, Study, Act (PDSA) Cycle

  • Model Overview
  • Plan
  • Do
  • Study (also called Check)
  • Act

 Session 10: Using the R-DMAIC-S Model

  • R-DMAIC-S Model
  • R-DMAIC-S and PDSA, Part One
  • R-DMAIC-S and PDSA, Part Two

 Session 11: Lean Thinking Tools

  • 5W-2H
  • Genchi Genbutsu and Gemba
  • Performing a 5-S
  • Preparing for 5-S

 Session 12: Kaizen Events

  • About Kaizen and Kaizen Events
  • Typical Kaizen Blitz Workflow
  • Visualizing the Workflow
  • Personal Reflection

 Session 13: Data Gathering and Mapping

  • Flow Charts
  • Types of Symbols, Part One
  • Types of Symbols, Part Two
  • Creating the Flow Chart
  • Sample Flow Chart
  • Ishikawa (Cause and Effect) Diagrams
  • Creating an Ishikawa Diagram
  • SIPOC Diagrams
  • The Right Tools for the Job
  • Value Stream Maps
  • Sample Value Stream Map
  • Tips for Effective Data Analysis
  • Making Connections

 Session 14: A Plan to Take Home

  • Roadblocks and Pitfalls
  • Making Connections
  • Common Problems
  • Creating a Successful Organizational Structure
  • Process Overview
  • Breaking Down the Model
  • Where To Get Started?
  • A Plan for Success

 Session 15: A Personal Action Plan

  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 4 - Process Improvement with Gap Analysis Online Certificate Course

Session 1: Course Overview

  •     Learning Objectives
  •     Pre-Assignment

Session 2: What is Gap Analysis?

  •     Defining Gap Analysis
  •     Where Gaps Occur
  •     The Business Case for Gap Analysis
  •     Types of Gap Analyses
  •     Making Connections

Session 3: The Gap Analysis Process

  •     Process Overview
  •     Recording the Data
  •     Step One: Identify the Future State, Part One
  •     Step One: Identify the Future State, Part Two
  •     Step Two: Identify the Current State, Part One
  •     Step Two: Identify the Current State, Part Two
  •     Step Three: Measure the Gap, Part One
  •     Step Three: Measure the Gap, Part Two
  •     Step Four: Create an Action Plan
  •     Step Five: Implement and Follow Up
  •     Making Connections
  •     Task

Session 4: Supporting Tools

  •     The McKinsey 7S Model
  •     The 7S Framework
  •     About the Elements
  •     SWOT Analysis
  •     Sample SWOT
  •     The Five Whys Technique
  •     Example
  •     The Fishbone Diagram
  •     About the Diagram
  •     Making Connections, Part One
  •     Making Connections, Part Two
  •     Task One
  •     Task Two
  •     Task Three

Session 5: Creating a Gap Analysis Report

  •     Essential Elements of a Gap Analysis Report
  •     Extra Elements

Session Six: Test Driving

  •     Pre-Assignment Review
  •     Toolbox
  •     SWOT Analysis
  •     Five Whys

Session 7: A Personal Action Plan

  •     Starting Point
  •     Where I Want to Go
  •     How I Will Get There

Course 5 - Business Process Management Online Certificate Course

Session 1: Course Overview

  • Learning Objectives
  • Pre-Assignment

 Session 2: The Fundamentals of Business Process Management

  • What is Business Analysis?
  • How Do I Conduct A Business Analysis?
  • What is Enterprise Content Management?
  • Defining Content
  • Defining Enterprise Content Management
  • Enterprise Content Management Model
  • The Role of ECM in Business Process Management
  • What is Business Process Re-Engineering?
  • Case Study
  • About Business Process Re-Engineering
  • Role of BPR in Business Process Management
  • Business Process Re-Engineering Model
  • Breaking Down the Model

 Session 3: Defining Business Process ManagementTitle

  • What is Business Process Management?
  • What are Processes?
  • Layers of Business Process Management
  • The Management Level
  • The Process Level
  • The Implementation Level
  • Brief History of Business Process Management
  • What are the Benefits of Business Process Management?
  • BPM Benefits
  • Summary

 Session 4: Reflecting on Processes

  • Pre-Assignment Review

 Session 5: The Business Process Life Cycle

  • Introduction
  • The Business Process Life Cycle
  • Breaking Down the Model

 Session 6: The Vision Phase

  • Creating a Vision and Seeing the Big Picture
  • What is a Vision?
  • Creating a Vision
  • Focusing on the Future
  • Preparing for Change
  • Sharing Your Vision
  • Benefits of a Shared Vision
  • Dreaming Big

 Session 7: The Design Phase

  • Gathering Information
  • Amount of Human Interaction with Technology
  • Level of Automation
  • Case Study
  • Role of Content
  • Volume of Work
  • Complexity of Process
  • Defining Your Problem
  • Rephrase the Problem
  • Rephrasing in Action
  • Expose and Challenge Assumptions
  • Use Facts
  • Grow Your Thinking
  • Shrink Your Environment Temporarily
  • Mini Case Study
  • Practice Multiple Perspectives
  • Turn it Upside Down
  • Frame the Problem Purposely and Positively
  • Summary
  • Introduction
  • Identify Your Future State
  • Analyze Current State
  • Steps to Bridge Gaps
  • Summary
  • About Process Mapping
  • What is Process Mapping?
  • Steps for Creating a Process Map
  • Tips and Important Points
  • Benefits of Process Mapping
  • Symbols and Their Meanings
  • Creating a Process Map with a Flow Chart
  • Digital Process Map
  • Making Connections
  • Creating a Process Map with a Swimlane Diagram
  • Sample Swimlane Process Map
  • Map it Out
  • Defining Improvements
  • Why is it Important to Define Improvements?
  • Case Study
  • Establishing Functions and Identifying Function Leaders
  • Identifying Function Leaders
  • Considerations when Choosing a Leader

 Session 8: The Modeling Phase

  • Performing What-if Analysis
  • Steps to Performing a What-If Analysis
  • Sample Guidelines
  • Second Step in Performing a What-If Analysis
  • Third Step in Performing a What-If Analysis
  • Case Study
  • Test Driving
  • Questions
  • Testing the Design
  • What Does it Mean to Test the Design?
  • Steps for Design Testing
  • Breaking Down the Model
  • Benefits of Iterative Design
  • Summary

 Session 9: The Execution Phase

  • Implementing Processes
  • Exploring Automation
  • Automating Processes
  • Benefits of Automation
  • Potential Pitfalls of Automation
  • Steps to Automate a Process
  • Summary
  • Understanding Business Rules
  • Making Connections
  • Benefits of Business Rules
  • Things to Watch Out For
  • The Role of Business Rules in Workflow Engines
  • Case Study
  • The Importance of Business Rules
  • Choosing Software
  • Making Connections
  • The Role of Workflow Engines
  • The Workflow Model
  • What is a Workflow Engine?
  • Making Connections
  • Workflows and Business Rules
  • Case Studies
  • Steps to Implement a Workflow Engine
  • Breaking Down the Model

 Session 10: The Monitoring Phase

  • Implementing Measures
  • Implementing Measures
  • Building Your Approach
  • Employee Feedback
  • What is Business Activity Monitoring (BAM)?
  • Making Connections
  • Benefits of Business Activity Monitoring
  • Purpose of Business Activity Monitoring
  • The Role of KPI’s
  • The Balanced Scorecard
  • Where Does BPM Fit?
  • Balanced Scorecard Example
  • Benefits of the Balanced Scorecard
  • Creating a Balanced Scorecard
  • Task
  • Scorecard Template
  • Identifying Gaps with Process Mining
  • Benefits of Process Mining

 Session 11: The Optimizing Phase

  • What It’s All About
  • Case Study
  • Case Study
  • Business Process Improvement
  • Six Steps of Business Process Improvement
  • Breaking Down Steps One to Five
  • Benefits of a Pilot
  • The Final Step
  • Introduction to Lean
  • The Toyoda Precepts
  • The Toyota Production System House
  • The Roof
  • The Pillars
  • The Core
  • The Foundation
  • The Seven Wastes
  • Summary
  • Making Connections
  • Cut Out the Waste
  • Task
  • Introduction to Six Sigma
  • The Six Sigma Approach
  • DMAIC Model
  • Breaking Down the Model
  • A Look at the Numbers
  • Sample Analysis
  • A Look at the Numbers
  • A Look at the Numbers
  • Summary
  • Tie It All Together
  •  A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Entry requirements

Students must have basic literacy and numeracy skills.

Minimum education

Open entry. Previous schooling and academic achievements are not required for entry into this course.

Computer requirements

Students will need access to a computer and the internet. 

Minimum specifications for the computer are:

Windows:

  • Microsoft Windows XP, or later
  • Modern and up to date Browser (Internet Explorer 8 or later, Firefox, Chrome, Safari)

MAC/iOS

  • OSX/iOS 6 or later
  • Modern and up to date Browser (Firefox, Chrome, Safari)

All systems

  • Internet bandwidth of 1Mb or faster
  • Flash player or a browser with HTML5 video capabilities(Currently Internet Explorer 9, Firefox, Chrome, Safari)

Students will also need access the following applications:

Adobe Acrobat Reader

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About this Course

Get a Better Understanding of How to Improve Business Process - 5 Courses in this Bundle

  1. Six Sigma Business Improvement Plan

  2. Six Sigma and Lean Process

  3. Lean Process Improvement

  4. Process Improvement with Gap Analysis

  5. Business Process Management

1. Six Sigma Business Improvement Plan: Learn The Skills You Need To Implement A Six Sigma Business Improvement Plan

This course will give you the skills you need to implement a Six Sigma business improvement plan to your business. You will learn what Six Sigma is and different methods to apply in a practical sense by using a set of tools. You will then wrap things up with a consideration of managing relationships with your customers, both internal and external.

Once you complete Six Sigma: Entering the Dojo your skills in this practical area of business improvement will be prepped and practiced enough to apply them in the real world. You are going to learn about the basics of Six Sigma and about various improvement tools. You will follow that up with a look at management tools for generating ideas. A look at continuous improvement is next on the agenda and the course concludes with a consideration of customer relationships.

Key Learning Objectives

  • Understand the Basics of Six Sigma.
  • Describe the seven quality tools to solve process problems.
  • Describe the various quality management tools.
  • Describe incremental and breakthrough improvements and understand the methodologies of continuous improvement projects.
  • Describe the importance of customer relationships in a quality organization.

2. Six Sigma and Lean Process: Lean Process and Six Sigma Online Certificate Course

The Lean Process and Six Sigma Online Certificate Course provides an introduction to the two of the most popular business process methodologies being employed by corporations across the globe. Our Six Sigma Online courses introduces the different concepts and philosophies that has helped eliminate defects and waste in business processes.

Key Learning Objectives

  • Develop a 360 degree view of Six Sigma and how it can be implemented in any organization
  • Identify the fundamentals of lean manufacturing, lean enterprise and lean principles
  • Describe the key dimensions of quality - product features and freedom from deficiencies
  • Develop attributes and value according to the Kano Model
  • Understand how products and services that have the right features and are free from deficiencies can promote customer satisfaction and attract and retain new customers
  • Describe what is required to regulate a process
  • Give examples of how poor quality affects operating expenses in the areas of appraisal, inspection costs, internal failure costs and external failure costs
  • Using basic techniques such as DMAIC and how to identify Six Sigma Projects
  • Use specific criteria to evaluate a project
  • Discover root causes of a problem
  • Design and install new controls to hold the gains and to prevent the problem from returning

3. Lean Process Improvement: Learn Lean Principles To Help You Become Successful

Toyota, Boeing, and Nike are just a few organizations that have used Lean principles to help them become successful. You, too, can incorporate Lean process improvement techniques into your corporate culture to minimize waste and maximize value.

Lean principles have come a long way over the past 300 years. From Benjamin Franklin’s early ideas, to Henry Ford’s work in the 1920’s and the Toyoda precepts in the 1930’s, to Jeffery Liker’s publication of The Toyota Way in 2004, Lean processes have evolved from a simple concept to a set of widely used best practices.

This course will give participants the foundation to begin implementing Lean process improvement tools in their workplace. The first part of the course will explore the foundations of Lean through the Toyota precepts and the five critical improvement concepts (value, waste, variation, complexity, and continuous improvement). The second part of the course will give participants tools to perform continuous improvement in their organization, including 5S, 5W-2H, PDSA, DMAIC, Kaizen, Genchi Genbutsu, and various Lean data mapping methods

Key Learning Objectives

  • Define Lean and its key terms.
  • Describe the Toyota Production System and the TPS house.
  • Describe the five critical improvement concepts.
  • Use the Kano model to understand, describe, analyze, and improve value.
  • Identify and reduce various types of waste.
  • Create a plan for a more environmentally Lean organization.
  • Use the PDSA and R-DMAIC-S models to plan, execute, and evaluate Lean changes.
  • Use Lean thinking frameworks, including 5W-2H, Genchi Genbutsu and Gemba.
  • Prepare for and complete a basic 5-S.
  • Describe the key elements of Kaizen events, particularly a Kaizen blitz.
  • Gather, analyze, and interpret data using flow charts, Ishikawa (fishbone) diagrams, SIPOC diagrams, and value stream maps.
  • Go back to your organization with a plan to begin incorporating Lean into your corporate culture.

4. Process Improvement with Gap Analysis: Improve Organizational Processes Through Gap Analysis

Gap analysis is a useful tool to improve processes in an organization or business. It will help you reveal and bridge process gaps. Gap analysis can be used in various facets of a business and in many ways to get to the desired end result.

You will learn how to embrace Process Improvement with Gap Analysis during this course which provides you with the knowledge of what gap analysis is, examples, templates, and the guidance to implement an analysis in your situation.

Key Learning Objectives

  • Define the term “gap analysis.”
  • Identify different types of gap analyses.
  • Perform all stages of the gap analysis process.
  • Create a gap analysis report.

5. Business Process Management: Improve Organizational Processes Through Gap Analysis

Gap analysis is a useful tool to improve processes in an organization or business. It will help you reveal and bridge process gaps. Gap analysis can be used in various facets of a business and in many ways to get to the desired end result.

You will learn how to embrace Process Improvement with Gap Analysis during this course which provides you with the knowledge of what gap analysis is, examples, templates, and the guidance to implement an analysis in your situation.

Key Learning Objectives

  • Define the term “gap analysis.”
  • Identify different types of gap analyses.
  • Perform all stages of the gap analysis process.
  • Create a gap analysis report.

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  6. You can study from home or at work, at your own pace, in your own time
  7. Certificates

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The courses offered by Courses For Success are unique as they are taught in a step-by-step process enabling students to complete them quickly and easily, so that you can obtain your qualification sooner. All students who complete the course receive a certificate of completion. CoursesForSuccess is committed to high completion rates and therefore 100% student satisfaction.

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The Six Sigma Business Improvement Plan 5 Course Bundle includes the following courses, below is a summary of each course: 

Course 1 - Six Sigma Business Improvement Plan Online Certificate Course

Session 1: Course Overview

  •     Learning Objectives
  •     Pre-Assignment

Session 2: Six Sigma Basics

  •     Introduction
  •     DMAIC and DMADV?

Session 3: Improvement Tools

  •     Check Sheets and Flowcharts, Part 1
  •     Check Sheets and Flowcharts, Part 2
  •     Check Sheets and Flowcharts, Part 3
  •     Check Sheets and Flowcharts, Part 4
  •     Scatter Diagrams and Histograms, Part 1
  •     Scatter Diagrams and Histograms, Part 2
  •     Pareto Analysis
  •     Control Charts
  •     Cause-and-Effect Diagrams
  •     Improvement Tool Activity

Session 4: Management Tools for Generating Ideas

  •     Brainstorming and Affinity Diagrams, Part 1
  •     Brainstorming and Affinity Diagrams, Part 2
  •     Making Connections
  •     Other Idea Generating Techniques, Part 1
  •     Other Idea Generating Techniques, Part 2

Session 5: Continuous Improvement

  •     Continuous Improvement
  •     How to Carry Out a Six Sigma Continuous Improvement Project, Part 1
  •     How to Carry Out a Six Sigma Continuous Improvement Project, Part 2
  •     Making Connections

Session 6: Customer Relationships

  •     Customer Satisfaction
  •     Obtaining Customer Feedback, Part One
  •     Obtaining Customer Feedback, Part Two

A Personal Action Plan

  •     Starting Point
  •     Where I Want to Go
  •     How I Will Get There

Course 2 - Six Sigma and Lean Process Online Certificate Course

 Module One - Getting Started

Module Two - Understanding Lean

  • About six sigma
  • About lean
  • History behind lean
  • Toyota production systems
  • The toyota precepts

Module Three - Liker's Toyota Way

  • Philosophy
  • Process
  • People and partners
  • Problem solving

Module Four - The TPS House

  • The goals of TPS
  • The first pillar - Just in time (JIT)
  • The second pillar - Jidoka (Error-free production)
  • Kaizen (Continuous improvement)
  • The foundation of the house

Module Five - The Five Principles of Lean Business

  • Value
  • Value Stream
  • Flow
  • Pull
  • Seek perfection

Module Six - The First Improvement Concept (Value)

  • Basic characteristics
  • Satisfiers
  • Delighters
  • Applying the Kano model

Module Seven - The Second Improvement Concept (Waste)

  • Muda
  • Mura
  • Muri
  • The new wasters

Module Eight - The Third Improvement Concept (Variation)

  • Common cause
  • Special cause
  • Tampering
  • Structural

Module Nine - The Fourth Improvement Concept (Complexity)

  • What is complexity?
  • What causes complexity?
  • How to simplify?

Module Ten - The Fifth Improvement Concept (Continuous Improvement)

  • The PDSA cycle (Plan, Do, Study, Act)
  • The DMAIC method

Module Eleven - The Improvement Toolkit

  • Gemba
  • Genchi Genbutsu
  • Womack's Principle
  • Kaizen
  • A roadmap for implementation

Module Twelve - Wrapping Up

Course 3 - Lean Process Improvement Online Certificate Course

Session 1: Course Overview

  • Learning Objectives
  • Pre-Assignment

 Session 2: Understanding Lean

  • Defining Lean
  • The History of Lean
  • The Automobile Industry
  • The Toyoda Precepts
  • Modern Thinkers
  • Six Sigma and Lean
  • Lean Six Sigma
  • Pre-Assignment Review
  • A Lean Glossary, Part One
  • A Lean Glossary, Part Two

 Session 3: The Toyota Production System

  • Overview of the Liker Pyramid
  • Parts of the Pyramid, Part One
  • Parts of the Pyramid, Part Two
  • Exploring the Philosophy
  • Considering the Processes, Part One
  • Considering the Processes, Part Two
  • Understanding People and Partners
  • Problem Solving Tools
  • The Problem Solving Model
  • Asking the Right Questions

 Session 4: The Toyota Production System House

  • Model Overview
  • The Roof
  • The Pillars
  • The Core
  • The Foundation

 Session 5: The Five Critical Improvement Concepts

  • Key Ideas
  • Waste
  • Variation
  • Complexity
  • Continuous Improvement
  • Case Study
  • Task

 Session 6: Understanding Value with the Kano Model

  • The Kano Model
  • Breaking Down the Model
  • Example: New Car

 Session 7: Types of Waste

  • The Three Categories
  • Making Connections

 Session 8: Creating a Lean Enterprise

  • Going Green with Lean
  • The Characteristics of a Lean Organization

 Session 9: The Plan, Do, Study, Act (PDSA) Cycle

  • Model Overview
  • Plan
  • Do
  • Study (also called Check)
  • Act

 Session 10: Using the R-DMAIC-S Model

  • R-DMAIC-S Model
  • R-DMAIC-S and PDSA, Part One
  • R-DMAIC-S and PDSA, Part Two

 Session 11: Lean Thinking Tools

  • 5W-2H
  • Genchi Genbutsu and Gemba
  • Performing a 5-S
  • Preparing for 5-S

 Session 12: Kaizen Events

  • About Kaizen and Kaizen Events
  • Typical Kaizen Blitz Workflow
  • Visualizing the Workflow
  • Personal Reflection

 Session 13: Data Gathering and Mapping

  • Flow Charts
  • Types of Symbols, Part One
  • Types of Symbols, Part Two
  • Creating the Flow Chart
  • Sample Flow Chart
  • Ishikawa (Cause and Effect) Diagrams
  • Creating an Ishikawa Diagram
  • SIPOC Diagrams
  • The Right Tools for the Job
  • Value Stream Maps
  • Sample Value Stream Map
  • Tips for Effective Data Analysis
  • Making Connections

 Session 14: A Plan to Take Home

  • Roadblocks and Pitfalls
  • Making Connections
  • Common Problems
  • Creating a Successful Organizational Structure
  • Process Overview
  • Breaking Down the Model
  • Where To Get Started?
  • A Plan for Success

 Session 15: A Personal Action Plan

  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Course 4 - Process Improvement with Gap Analysis Online Certificate Course

Session 1: Course Overview

  •     Learning Objectives
  •     Pre-Assignment

Session 2: What is Gap Analysis?

  •     Defining Gap Analysis
  •     Where Gaps Occur
  •     The Business Case for Gap Analysis
  •     Types of Gap Analyses
  •     Making Connections

Session 3: The Gap Analysis Process

  •     Process Overview
  •     Recording the Data
  •     Step One: Identify the Future State, Part One
  •     Step One: Identify the Future State, Part Two
  •     Step Two: Identify the Current State, Part One
  •     Step Two: Identify the Current State, Part Two
  •     Step Three: Measure the Gap, Part One
  •     Step Three: Measure the Gap, Part Two
  •     Step Four: Create an Action Plan
  •     Step Five: Implement and Follow Up
  •     Making Connections
  •     Task

Session 4: Supporting Tools

  •     The McKinsey 7S Model
  •     The 7S Framework
  •     About the Elements
  •     SWOT Analysis
  •     Sample SWOT
  •     The Five Whys Technique
  •     Example
  •     The Fishbone Diagram
  •     About the Diagram
  •     Making Connections, Part One
  •     Making Connections, Part Two
  •     Task One
  •     Task Two
  •     Task Three

Session 5: Creating a Gap Analysis Report

  •     Essential Elements of a Gap Analysis Report
  •     Extra Elements

Session Six: Test Driving

  •     Pre-Assignment Review
  •     Toolbox
  •     SWOT Analysis
  •     Five Whys

Session 7: A Personal Action Plan

  •     Starting Point
  •     Where I Want to Go
  •     How I Will Get There

Course 5 - Business Process Management Online Certificate Course

Session 1: Course Overview

  • Learning Objectives
  • Pre-Assignment

 Session 2: The Fundamentals of Business Process Management

  • What is Business Analysis?
  • How Do I Conduct A Business Analysis?
  • What is Enterprise Content Management?
  • Defining Content
  • Defining Enterprise Content Management
  • Enterprise Content Management Model
  • The Role of ECM in Business Process Management
  • What is Business Process Re-Engineering?
  • Case Study
  • About Business Process Re-Engineering
  • Role of BPR in Business Process Management
  • Business Process Re-Engineering Model
  • Breaking Down the Model

 Session 3: Defining Business Process ManagementTitle

  • What is Business Process Management?
  • What are Processes?
  • Layers of Business Process Management
  • The Management Level
  • The Process Level
  • The Implementation Level
  • Brief History of Business Process Management
  • What are the Benefits of Business Process Management?
  • BPM Benefits
  • Summary

 Session 4: Reflecting on Processes

  • Pre-Assignment Review

 Session 5: The Business Process Life Cycle

  • Introduction
  • The Business Process Life Cycle
  • Breaking Down the Model

 Session 6: The Vision Phase

  • Creating a Vision and Seeing the Big Picture
  • What is a Vision?
  • Creating a Vision
  • Focusing on the Future
  • Preparing for Change
  • Sharing Your Vision
  • Benefits of a Shared Vision
  • Dreaming Big

 Session 7: The Design Phase

  • Gathering Information
  • Amount of Human Interaction with Technology
  • Level of Automation
  • Case Study
  • Role of Content
  • Volume of Work
  • Complexity of Process
  • Defining Your Problem
  • Rephrase the Problem
  • Rephrasing in Action
  • Expose and Challenge Assumptions
  • Use Facts
  • Grow Your Thinking
  • Shrink Your Environment Temporarily
  • Mini Case Study
  • Practice Multiple Perspectives
  • Turn it Upside Down
  • Frame the Problem Purposely and Positively
  • Summary
  • Introduction
  • Identify Your Future State
  • Analyze Current State
  • Steps to Bridge Gaps
  • Summary
  • About Process Mapping
  • What is Process Mapping?
  • Steps for Creating a Process Map
  • Tips and Important Points
  • Benefits of Process Mapping
  • Symbols and Their Meanings
  • Creating a Process Map with a Flow Chart
  • Digital Process Map
  • Making Connections
  • Creating a Process Map with a Swimlane Diagram
  • Sample Swimlane Process Map
  • Map it Out
  • Defining Improvements
  • Why is it Important to Define Improvements?
  • Case Study
  • Establishing Functions and Identifying Function Leaders
  • Identifying Function Leaders
  • Considerations when Choosing a Leader

 Session 8: The Modeling Phase

  • Performing What-if Analysis
  • Steps to Performing a What-If Analysis
  • Sample Guidelines
  • Second Step in Performing a What-If Analysis
  • Third Step in Performing a What-If Analysis
  • Case Study
  • Test Driving
  • Questions
  • Testing the Design
  • What Does it Mean to Test the Design?
  • Steps for Design Testing
  • Breaking Down the Model
  • Benefits of Iterative Design
  • Summary

 Session 9: The Execution Phase

  • Implementing Processes
  • Exploring Automation
  • Automating Processes
  • Benefits of Automation
  • Potential Pitfalls of Automation
  • Steps to Automate a Process
  • Summary
  • Understanding Business Rules
  • Making Connections
  • Benefits of Business Rules
  • Things to Watch Out For
  • The Role of Business Rules in Workflow Engines
  • Case Study
  • The Importance of Business Rules
  • Choosing Software
  • Making Connections
  • The Role of Workflow Engines
  • The Workflow Model
  • What is a Workflow Engine?
  • Making Connections
  • Workflows and Business Rules
  • Case Studies
  • Steps to Implement a Workflow Engine
  • Breaking Down the Model

 Session 10: The Monitoring Phase

  • Implementing Measures
  • Implementing Measures
  • Building Your Approach
  • Employee Feedback
  • What is Business Activity Monitoring (BAM)?
  • Making Connections
  • Benefits of Business Activity Monitoring
  • Purpose of Business Activity Monitoring
  • The Role of KPI’s
  • The Balanced Scorecard
  • Where Does BPM Fit?
  • Balanced Scorecard Example
  • Benefits of the Balanced Scorecard
  • Creating a Balanced Scorecard
  • Task
  • Scorecard Template
  • Identifying Gaps with Process Mining
  • Benefits of Process Mining

 Session 11: The Optimizing Phase

  • What It’s All About
  • Case Study
  • Case Study
  • Business Process Improvement
  • Six Steps of Business Process Improvement
  • Breaking Down Steps One to Five
  • Benefits of a Pilot
  • The Final Step
  • Introduction to Lean
  • The Toyoda Precepts
  • The Toyota Production System House
  • The Roof
  • The Pillars
  • The Core
  • The Foundation
  • The Seven Wastes
  • Summary
  • Making Connections
  • Cut Out the Waste
  • Task
  • Introduction to Six Sigma
  • The Six Sigma Approach
  • DMAIC Model
  • Breaking Down the Model
  • A Look at the Numbers
  • Sample Analysis
  • A Look at the Numbers
  • A Look at the Numbers
  • Summary
  • Tie It All Together
  •  A Personal Action Plan
  • Starting Point
  • Where I Want to Go
  • How I Will Get There

Entry requirements

Students must have basic literacy and numeracy skills.

Minimum education

Open entry. Previous schooling and academic achievements are not required for entry into this course.

Computer requirements

Students will need access to a computer and the internet. 

Minimum specifications for the computer are:

Windows:

  • Microsoft Windows XP, or later
  • Modern and up to date Browser (Internet Explorer 8 or later, Firefox, Chrome, Safari)

MAC/iOS

  • OSX/iOS 6 or later
  • Modern and up to date Browser (Firefox, Chrome, Safari)

All systems

  • Internet bandwidth of 1Mb or faster
  • Flash player or a browser with HTML5 video capabilities(Currently Internet Explorer 9, Firefox, Chrome, Safari)

Students will also need access the following applications:

Adobe Acrobat Reader

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Course Summary

Course ID: CFS03SSETD5CB
Delivery Mode: Online
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Time: Study at your own pace
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