Project Management Training (2 days)

Project Management Training
Venue : Pearl View Hotel, Prai , Penang
Time : 9.00am~5.00pm
Date : 25 & 26 September 2007

Duration : 2 days

PLS CONTACT TONY 012-4921811 or email to proqual_training@yahoo.com.my for registration.

Overview – Project Management Training
In today’s fast-paced business world, organizations that practice sound project management principles secure competitive advantage over those that run the projects by experience alone. Project management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to successfully meet predetermined project requirements.

In this 2 days session, you will be introduced to the best practices of project management. With hands-on activities, you'll go from novice to expert and learn how to effectively manage all phases of a project. This course uses the structured project management framework of initiation, planning, execution, control, and formal closing, teaching you the steps that ensure project success. The course focuses on practical tools and techniques you can use immediately back on the job. Through class exercises and realistic simulations, attendees learn how the principles of project management are put into practice.

Course objectives
Upon completion of this course, the participants will be able
-Define basic terminology of project management
-Identify the project management life cycle
-Understand the project management knowledge areas
-Build a business case for project initiation
-Define project scope and stakeholder expectations
-Define roles and responsibilities for project stakeholders
-Build an effective project schedule
-Identify, analyze, quantify, mitigate, and manage risks
-Create project management plans
-Manage project change through formal change control processes
-Close a project

Who Should Attend?
Anyone seeking a structured project management method
Project managers/engineers currently experiencing difficulty keeping projects on the track.
Executives and supervisors who want a better understanding of the project management process.
Course Outline
Day 1 (9.00am-5.00pm)
1. Fundamental of Project Management
· What is a Project Management?
· Life Cycles
· Project Management Processes
· Project Management Terminology
2. Initiating
Project Scope Management
· Initiation
· Scope Planning
· Scope Definition
· Scope Verification
· Scope Change Control
Five Steps of Project Initiation
Stakeholder Analysis
Project Roles and Responsibilities
Sign-Off Process
Video examples – initiating the project successfully
3. Planning
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Workshop


Day 2 (9.00am ~ 5.00pm)
4. Controlling and Closing
Project Controls
The Constraints Quartet
Focus on Past and Future
Project Meeting Tips
Key Principles for Control
Challenges
Activity Analysis
Expectations
Stakeholder Expectations
Project Environment
Expectation Control Elements
Project Manager vs. Expectation Gap
Organizational Style
Why do Projects Fail?
5. Closing Processes
6. Case Studies
7. Workshops


Trainer profile
Mr Roshidi Mat Rejab
Master of Mechanical Engineering
(Old Dominion University, Norfolk, U.S.A in 1987)
Roshidi has spent more than 16 years in world leaders manufacturing environment as key person of project management team. Besides working in major international companies in Malaysia, he has also worked abroad; for instance worked as project manager at Intel,Phoenix plant, Arizona, U.S.A.(1988~1992).
Experiences and educations gained abroad lifted up his way of thinking towards a more global manner, as demonstrated in his performance at work.
Over the past four years, he has facilitated more than 100 practical workshops in Asia Pacific region dealing with principles of Project Management, Lean manufacturing, overall equipment effectiveness, value stream mapping, visual factory, Genba Kaizen, kanban systems, setup reduction, and total productive maintenance (TPM).

Six Sigma Black Belt Training

How to redefine your company quality strategy? Part II

2.0 Interpreting Control Charts

2.1. Check for Instability

2.1.1 If the process is stable, leave it alone

2.1.2 If the process is unstable, check the chart pattern and find the assignable causes.

Tony Lim 24-Aug-07 Malaysia

How to redefine your company quality strategy? Part I

With technology and globalization changing the business environment at whiplash inducing speeds, quality strategy redefinition is a necessity. But before you take any action, you should find out your company’s existing strengths and capabilities.
Here some of areas for your consideration:
1.1 Study your existing SPC implementation :
Here are 5 levels of SPC implementation
Level 1 - SPC as wallpaper only, without proper training
Level 2 - SPC on X’s or Y’s with fully trained operators. Operators will understand the signals, but management will not empower them to stop for investigation. Operators will learn to ignore or disconnect the warning signals once production becomes the #1 priority.
Level 3 - SPC, with Corrective Action = Inspection. Short term containment equals auditing or 100% inspection.
Level 4 - SPC, with Corrective Action = Equipment Flag. Process is stopped or equipment automatically shuts down, so that defects will not move forward.
Level 5 - SPC, with Corrective Action = Countermeasure. Improvements are made so that defect cannot occur again.
Where are you ? Are at the best (level 5) or the worst (level 1).

1.2 SPC - should apply on procuss inputs instead of outputs
Most companies apply SPC to finished goods (Y’s) rather than process characteristics (X’s).
The full power of SPC methods to improve quality, increase productivity, and reduce cost can only be realized if the process inputs become the focus of our effort.

Tony Lim 23-Aug-2007

Part II - Response Optimization

In order to optimize the responses (Coil Res & Coil Mass), we should set the inputs at :

Coil Diameter 0.1975

Winding Tension 263.25

Tony Lim 20-Aug-2007 Malaysia

DOE - How to optimize the setting for two parameters? Part I

Case Study
•Mr John wants to determine the optimum setting for the wire diameter and winding tension.
•His goal is to achieve the target values of the two main responses, coil resistance and coil mass.
•Given spec are
–coil resistance, max spec is 5.985 ohm ,min spec is 5.415 ohm and target value is 5.80 ohm
–Coil mass, max spec is 0.4692 g , min spec is 0.4508 g and target value is 0.4650 g

How to optimize the setting for both inputs (wire diamtere and winding tension) in order to achieve the target values of responses?

Guideline (using Minitab):
•Stat>DOE>Factorial>Create Factorial Design
–2 factors, 2 levels
–Enter the data for both responses (Coil res & Coil mass)
•Stat>DOE>Factorial>Analyze Factorial Design
•Stat>DOE>Factorial>Response Optimizer
–Click Setup.
–Goal for both responses should be “target”.

Tony Lim 17-Aug-2007 1pm

Lean Road Map

How to optimize your sales ?

1. Increase the number of customers

2. Increase the value of sales.

3. Increase the frequency of sales.

If you can improve all the above 3 items by 10%, then the sales turnover will be increase by at least 30%.

For example, if your existing sales data are:

No of customer = 20

Value of sales (average) =$1000

Frequency of sales = 10

Your existing sales turnover

= No of customer *Value of sales*Frequency

= 20*1000*10

=$200,000.

If you can improve all the three items by 10%:

Your sales turnover will be

=21*1100*11

=$266,200. (30% increase)

Tony Lim 14-August-2007

Type of Waste:

Type of waste:
1)Overproduction
-Producing more than is needed before it is needed
2)Inventory
- Maintaining excess inventory of raw materials, parts in process, or finished goods
3)Transportation
-Wasted effort to transport materials, parts, or finished goods into or out of storage
4)Motion
- Any wasted motion to pick up parts or stack parts
- Also wasted walking
5)Over-processing
- Doing more work than is necessary
6)Correction
- Repair or Rework
7)Not fully utilize human resources
- Not using operators to their maximum ability
8)Loss Opportunities
- Failed to launch product on time / capture the market share
- Loss the sales

Tony Lim 13-Aug-2007 Malaysia

Why we need Lean Manufacturing?

Why we need Lean Manufacturing?

-Stronger competitive environment
-Due to price erosion, all manufacturing industries face continuous pressure to reduce price and to remain competitiveness in the market
-Need to lower the operational costs in order to sustain the profit margin
-In an effort to become more profitable many companies are turning to lean manufacturing.

What is Lean Manufacturing?
•Lean is a manufacturing philosophy that recognizes WASTE as the primary driver of cycle time, and employs techniques to continually drive out the waste in processes
•Lean is reducing the time from customer order to manufacturing and delivering products by focuses on eliminating non value added activities in the production stream
•Lean production is not about eliminating people

Lean is about doing more with less resources:
–Less time
–Less inventory
–Less space
–Less money.
Lean is about speed and getting it right the first time.

What is waste?
•VALUE: Any activity that changes the shape of a product to meet customer needs
•WASTE: Activities that consume time, resources and space, but does not change the form of the product OR “Anything that adds Cost to the product without adding Value”
According to Fujio Cho, Toyota, Waste - “anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product.”
•How to determine a non-value added activity? A good test is “would my customer be willing to pay for this activity?”

Tony Lim 10-Aug-2007 Malaysia

How to improve your process capability?

Capability analysis study is a set of calculations used to assess whether a system is statistically able to meet a set of specifications or requirements.

The objective of a capability analysis is to understand how the process is performing relative to the desire goals
•How is the process performing today?
•How much does it need to improve to reach the goals?
Example - product performance compared to customer specifications.

How to improve your process capability?

Steps :

Step 1. Gather data on your existing parts.

Step 2. Analyse the data.

Step 3. Formulate the improvement plan based on findings from step 2.

Paired t test

Case Study - to detect the changes of diameter

Method: use paired t test to analyse the size of Diameter(After Turning, Hardened, Tumbling & Passivation)

Step 1: Data collection

Process Flow are :

Turning => measure the diameter =>Hardening=>measure the diameter=>Tumbling=>measure the diamter=>Passivation=>measure the diameter.

All samples are labelled.

Step 2: Data Analysis (Paired t test)