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| Author : | Leita Hart-Fanta, CPA |
| Status : | Production |
| CPE Credits : | 7.5 |
| IRS Credits : | 0 |
| Price : | $90.00 |
| Passing Score : | 70% |
| Course Type: | NASBA QAS - Text - Technical - NASBA Registry |
| Primary Subject-Field Of Study: | Auditing (Governmental) - Auditing (Governmental) for Course Id 1112 |
| Description : |
Even for those familiar with it, Lean Six Sigma can mean different things to different people depending on the situation.
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| Usage Rank : | 0 |
| Release : | 2020 |
| Version : | 1.0 |
| Prerequisites : | None. |
| Experience Level : | Overview |
| Additional Contents : | Complete, no additional material needed. |
| Additional Links : |
Lean Six Sigma For Government GoLeanSixSigma com
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| Advance Preparation : | None. |
| Delivery Method : | QAS Self Study |
| Intended Participants : | Anyone needing Continuing Professional Education (CPE). |
| Revision Date : | 29-Aug-2020 |
| NASBA Course Declaration : | Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam. |
| Approved Audience : | NASBA QAS - Text - Technical - NASBA Registry - 1112 |
| Keywords : | Auditing (Governmental), Lean, Six, Sigma, Concepts, Tools, Auditors, Accountants, Yellow, Book, Series, cpe, cpa, online course |
| Learning Objectives : |
Course Learning Objectives
Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 |
| Course Contents : | Chapter 1: Lean Six Sigma For Accountants--Introduction Introducing and Demystifying Lean Six Sigma What Is It? The Accounting Focus TOP TEN Factors That Make Accountants Ideal Users of Lean Six Sigma: 1.Accountants and auditors see more. 2.Accountants and auditors have the data. 3.Accountants are often players in strategic planning or should be. 4.Accountants and auditors naturally value accuracy, timelines, and CONTROL! 5.Accountants and auditors are good at structure. 6.Accountants and auditors like the fact that Lean Six Sigma is bottom-line driven. 7.Accountants end up getting involved anyway. 8.Accountants and auditors will appreciate the holistic approach. 9.Accountants and auditors are increasingly held to non-financial performance metrics. 10. Accountants and auditors sometimes need an image makeover. Lean Six Sigma at Work A Universitys Experience Why Is It Called Lean Six Sigma? What does Lean Six Sigma do? Is it really breakthrough? Motivation via a burning platform Is Your Platform Burning? C A Starting Point for Using Lean Six Sigma for Improving a Process How Strong Are Your Controls? (Or, How good is your process?): An example Do You Want to Be a McDonalds? Working with My Favorite Professor--Lean Six Sigma in Action Lean Six Sigma and Breakthrough--Some More Examples The Internal Revenue Service Bank One Lean Six Sigma and You Whats in the Rest of This Book? Study Questions for Chapter 1 Answers to the Study Questions for Chapter 1 Chapter 2: Defining Lean Six Sigma Some Background Context Sibling Rivalry Origins of Lean Six Sigma Lean and Six Sigma--Comparative Attributes Standing on the Shoulders of Giants--the Pioneers Sometimes the Engineers Ran into Snags That Accountants Had Caused! How Can You Use Lean Six Sigma? How Lean Six Sigma Makes a Difference, or at Least, a Good Story The Taxonomy of Lean Six Sigma Drilling down Through Four Levels: Philosophy, Attributes, Toolset, Methodology Lean Six Sigma Defined: The Philosophy Lean Six Sigma Defined: The Attributes Lean Six Sigma Defined: The Toolset Lean Six Sigma Defined: The Methodology PDCA and DMAIC Models Compared The OESH MODEL STEP 1: Organizing STEP 2: Executing STEP 3: Sustaining STEP 4: Honoring What Lies Ahead? Study Questions for Chapter 2 Answers to the Study Questions for Chapter 2 Chapter 3: Basic Lean Concepts Core Concept: Value-Added and Non-Value Added Activities Value The Customer Determines Value Adding value Core Concept: Waste Core Concept: The Value Stream and Flow The Shorter the Stream, the Better Flow Study Questions for Chapter 3 Answers to the Study Questions for Chapter 3 Chapter 4: Basic Six Sigma Concepts Core Concept: Variation How Do You Control Variation? Core Concepts: Standardization and Consistency Core Concepts: Capability and Stability Core Concepts: Common Cause and Special Cause Core Concepts: Metrics and Measurement Study Questions for Chapter 4 Answers to the Study Questions for Chapter 4 Chapter 5: The Top 13 Lean Six Sigma Tools 1. Brainstorming 2. Benchmarking 3.Process Map or Flow Chart 4.Value Stream Map 5. Check Sheet 6. Pareto Charts 7. 5 Whys 8. Cause and Effect Diagram--a.k.a. Fishbone Diagram 9. Impact/Effort Matrix 10. Spaghetti diagram 11.The 5 Ss 12.FMEA (Risk Assessment Matrix) 13. Documentation Study Questions for Chapter 5 Answers to the Study Questions for Chapter 5 Chapter 6: The Dmaic Process The DMAIC Phases 1.DEFINE 2.MEASURE 3.ANALYZE 4.IMPROVE 5.CONTROL USING DMAIC--A Scenario Study Questions for Chapter 6 Answers to the Study Questions for Chapter 6 Chapter 7: Understanding Kaizen Development of Kaizen Rapid Improvement Benefits of Kaizen within Lean Six Sigma Cross-Functional The Timeline KAIZEN EVENT--DEFINE Define the Project Identify the Kaizen Leader and the Team--Team Preparation Management Buy-in and Support Map the Process Compare Current and Future States KAIZEN EVENT--MEASURE What to Measure Where It Comes From KAIZEN EVENT--ANALYZE Looking for Gaps and Non-value added (NVA) Midpoint Executive Review KAIZEN EVENT--IMPROVE Choose Improvements That Can Be Accomplished Immediately Test and Implement KAIZEN EVENT--CONTROL Observe and Adjust Establish standards Maintaining Improvements Celebrate and Recognize Communicate Study Questions for Chapter 7 Answers to the Study Questions for Chapter 7 Chapter 8: Making Lean Six Sigma Work Project or Program Select the RIGHT SPONSOR Select the RIGHT PROJECT Select the RIGHT TEAM Select the RIGHT METRICS Why Change Fails There Are Even More Reasons Why Change Is Hard to Sustain Recommendations for Overcoming Resistance to Change Your Role in Lean Six Sigma Its the Process, Not the People Study Questions for Chapter 8 Answers to the Study Questions for Chapter 8 Afterword References Glossary |
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