Courses & Workshops tailored to your needs!

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Quality and Environmental Training

One of the most important factors in maintaining your management system is conducting effective internal audits. G3 Solutions offers many options for Internal Auditor Training including 2-, 3- or 4-day courses that provide your employees with the knowledge and skills necessary to understand and audit your company’s ISO-based Management System.

G3 Solutions, IncThe 3- and 4-day courses reinforce the classroom concepts by having the participants conduct hands-on audits with some of the company’s actual procedures. When the optional audit day is combined with the classroom instruction, the result is a trained internal audit team that is ready to apply sound auditing principals and provide value-added audits to your organization’s management system.

The 4-day option includes an overview of the Core Tools (PPAP, APQP, MSA, SPC, and FMEA) for IATF 16949 along with discussion of applicable customer-specific requirements and various case study audits. (This 4-day course satisfies the requirements for Internal Auditor Qualifications for General Motors Customer Specific Requirements, Ford Customer-Specific Requirements, and Fiat Chrysler Automobiles (FCA) Customer-Specific Requirements)

Course highlights include:

  • An understanding of the principals of ISO 19011-Guidelines for Quality and/or Environmental Management Systems Auditing
  • An overview and summary of the appropriate ISO-based standard (ISO 9001, IATF 16949, ISO 14001, etc.)
  • Explanations and examples of Customer Oriented Processes along with Support and Management Oriented Processes\
  • Instruction on how to reference and utilize company process documentation along with policies, procedures and any associated work instructions
  • Attendee participation in various hands-on exercises and case study audits
  • Discussion of questioning techniques and “how-tos” for conducting audits
  • Instruction on planning an audit and development of audit materials
  • Understanding the differences between and importance of internal, second- and third-party audits


A specially designed course for companies that plan to implement or transition to ISO/TS16949:2002. This course covers the basic principals of the following Core Tools:

  • Advanced Quality Planning (APQP)
  • Production Part Approval Process (PPAP)
  • Failure Modes and Effects Analysis (FMEA)
  • Statistical Process Control (SPC)
  • Measurement Systems Analysis (MSA)

ISO/TS 16949 requires, at a minimum, a basic understanding of the Core Tools in order for an organization to fully implement both the standard and OEM Customer Specific Requirements. This one-day workshop provides a basic understanding of APQP, PPAP, FMEA, SPC, and MSA.

Participants for this workshop should include top management, management representatives, QMS team members, and internal auditors who need to have an entry-level understanding of these subjects. Although this course provides an overview of the core tools, it is not designed for personnel who need to use and apply or work with these subjects on a daily basis. For this reason, G3 Solutions offers one- and/or two day courses in each of these core tool subjects.


Before a quality management system or environmental management system standard can be effectively implemented, top management and the implementation team must have a thorough understanding of the requirements and how they can be applied.

These one-day overview workshops describe in detail the requirements of the chosen standard and will have class participants examine case studies, participate in hands-on exercises and have a chance to be a part of a question and answer session.


  • ISO 9001
  • ISO 14001
  • ISO/TS 16949
  • AS 9100
  • ISO 17025
  • ISO 13485
  • ISO 15189
  • And Others

COURSE: Advanced Product Quality Planning(APQP)

APQP The purpose of this course is to help create or revise an APQP system, with ideas for tools to make it simple and effective.


  • Elements of APQP
  • Tools Used in APQP
  • Value of Integrating APQP with the Product Development Process
  • List the Factors Which Inhibit the Implementation of APQP
  • Identify Elements Which Contribute to the Success of APQP
  • Factors that Contribute to the Success of APQP
  • Integrating APQP with Product Development


The purpose of the Production Part Approval Process is to determine if all customer specification requirements are properly understood and that processes have the potential to produce products meeting these requirements. The workshop covers the PPAP requirements as established by Daimler Chrysler, Ford and General Motors.

Course Outline:

Participants will understand the steps, submission levels (1-5) and documents necessary for completing and submitting the PPAP, including

  • PPAP Linkage to Other Documents
    • Design and Process FMEAs
    • Control Plan
    • Preliminary Process Capability Studies and Product Samples
    • Preliminary Dimensional, Material, Appearance and Performance Studies
  • PPAP Components
    • Cover Report
    • Auxiliary Drawings and Sketches
    • Customer Identified Characteristics
    • Appearance Approval Report
    • Dimensional Result Report
    • Material Test report
    • Performance Test Report
  • Other Requirements
    • Required Sample Sizes
    • Documentation Retention
    • Extra Approvals
    • Retention/Shipment of Samples


This is an interactive course that addresses how failures occur; the effect, causes and severity of the failure; the likelihood that the cause will result in the failure; mechanisms to detect failure; reliability of the detection mechanisms and the risk associated with the failure. Some classroom activities include process mapping, process analysis and creating a PFMEA.

Participants will be involved with team exercises and analyze how processes can fail to produce the desired results. They will be able to document their analysis using the PFMEA format. In addition, students will be able to use the document to improve the process by reducing or eliminating potential failures. They will also learn how to use the document for continuous improvement of processes.


  • FMEA Concepts and Benefits
    • Critical Success Factors
    • Value of FMEA in the Design Process
    • Value of FMEA in the Manufacturing Process
  • Developing a Process FMEA
    • Product Function
    • Steps in Conducting a PFMEA
    • PFMEA checklists
  • PFMEA Process
    • Ways in Which Failures Can Occur
    • Effect and Severity of a Failure
    • Mechanisms to Detect Failure
    • Reliability and Risk
    • Detection Mechanisms
    • Prioritization of Failures for Corrective Action
    • Action Items


This workshop presents the role of control plans in the product development process and relationship of APQP documents along with the basic concepts related to process variation and process control.

Participants will be able to determine where controls are needed in a process and be able to document the controls to be used. They will also be able to participate in team exercises that will generate control plans.

Course Outline:

  • Introduction to Control Plans
    • What is a Control Plan?
    • When to Use a Control Plan
    • Types of Control Plans
  • Control Plan Methodology
    • Process Analysis Inputs
    • Process Documentation Inputs
    • Fishbone Diagram Linkage


Statistical Process Control (SPC) is widely used in manufacturing to control and ensure quality products. Statistical methods are reviewed and concepts of probability and variation are introduced. Attribute and variables control charts are constructed and then interpreted for in-control and out-of-control conditions. A heavy emphasis is placed on interpreting control charts.

Attendees will be able to construct and interpret a variety of control chart types and determine when action must be taken for out-of-control conditions.

Course Outline:

  • The Use of Statistics in the Manufacturing Environment
    • What is Statistical Process Control?
    • Prevention vs. Detection
  • Basic Concepts
    • Understanding Variation
    • Concept of Probability
    • Confidence Intervals
  • Data Collection
    • Importance of Data Collection
    • Sampling Techniques & Sample Size
    • Importance of Measurement
    • Guidelines for Collecting Data
  • Control Charts
    • Approaches to Variation
    • The Necessity & Benefits of Control Charts
    • Control Charts vs. Histograms
    • Variables Charts and Attributes Charts
    • Interpreting Control Chart Patterns


This workshop presents the basic concepts related to reducing measurement variability. During the workshop participants will perform analytical work to evaluate the effectiveness of gages brought to the workshop. Forms for performing gage R&R studies and sample parts will be supplied as part of the course.

Participants will have an understanding of gage calibration and will be able to conduct gage repeatability and reproducibility studies. They will be able to interpret the results to tell if the gage is sufficient for ensuring part quality.

Concepts Examined:

  • Metrology
  • Measurement Standards
  • Terms and Definitions
  • Bias/Accuracy
  • Precision
  • Gage Stability
  • Linearity
  • Gage Repeatability
  • Gage Reproducibility
  • Gage Repeatability and Reproducibility Studies
  • Attribute Gage Studies


The Reliability and Maintainability (R&M) workshop is based on the Reliability and Maintainability Guideline to Machinery and Equipment published by the Society for Automotive Engineers (SAE).

Manufacturers of machinery and equipment that utilize the fundamental principals of Reliability, Maintainability and Availability are able to provide their customers with products that can consistently produce high-quality parts at lower costs and higher output levels. Also, other costs that cover operation and support of equipment can be significantly reduced by incorporating R&M concepts in the design and development phase of producing machinery and equipment.


  • Key Concepts and Definitions of Reliability and Maintainability
    • Reliability
    • Maintainability
    • Availability
    • Durability
    • Infant Mortality (Premature Failure)
    • Life Cycle Costs (LCC)
    • Mean Time To Repair (MTTR)
    • Mean Time Between Failures (MTBF)
  • Five Phases of Manufacturing Machinery and Equipment Life Cycle
    • Concept and Proposal
    • Design and Development
    • Build and Install
    • Operation and Support
    • Conversion/Decommission


Process capability studies are used to determine the probable defect rate for processes. Process capability is based on statistical concepts that are used, in a formal and structured way, to determine process capability. Once process capability is established, techniques are covered for reducing variation and centering the process.

Participants will have an understanding of process capability and will be able to make adjustments to the process and quantify improvements by re-running the process capability study.

Course Outline:

  • Introduction to Process Capability
    • Process Capability Concepts
  • Review of Basic Statistics
    • Descriptive Statistics
    • Basic Probability Concepts
    • Distributions
    • Statistical Inference
    • Control Charts
  • Process Capability Data, Calculations and Interpretation
    • Relationship of Process Control and Process Capability
    • Specification Limits vs. Control Limits
    • Estimating Process Parameters from Variable Data Charts
    • Process Capability for Normal Distributions including Cp Ratios, Cr Ratios, Cpk Ratios
    • Process Capability for Non-Normal Distributions
  • Improving Process Capability
    • Reduction of Process Variability
    • Centering the Process
    • Potential vs. Performance Capability


This workshop will introduce the concepts of the Business Operating System (BOS) by outlining the major steps required to implement an efficient system of measuring performance. The workshop also covers the review process that ensures performance goals are being met.

Each participant will be able to define the process required to establish performance metrics, describe the eight steps required to ensure that the BOS system functions properly and describe the tools required to support the Business Operating System. They will also be able to quickly interpret performance data and determine if goals are being met.

Course highlights include:

  • Key Measures
    • How to develop metrics
    • Linking the overall strategy to tactics
    • Documenting continuous improvement
  • Tools
    • Trend, Pareto and Paynter Charts
    • Team Problem Solving
    • Scheduled review meetings and reaction plans
  • Deployment
    • The implementation
    • Horizontal and vertical alignment
    • Closed-loop communication system
  • Formal BOS Reviews
    • Purpose and function of the BOS Review
    • Frequency of review meetings
    • Meeting minutes and action item lists
  • Visual Management
    • How to create a visual management system
    • Proven methods of visual management


In today's complex business environment, finding the root cause of a problem is often a very difficult task. While a single individual might sometimes be able to solve certain problems by themselves, often the complex, multi-function problems confronting the business are better addressed by a team using the eight disciplines (8-D's) of problem solving. Through Team Problem Solving, each member of the group brings their varied perspectives and experience to bear on the task of getting at the root of a problem. This workshop teaches the structured eight-step methodology used to speed up the entire process of finding a root cause, determining how to fix the problem permanently, and preventing recurrence.

Each participant will develop the necessary skills to solve problems using the team approach while enabling them to readily apply this training to their specific job. They will learn the appropriate tools used to identify and describe the problem, factors which impact the success of the team, a standard reporting format used for tracking the progress of the team and its efforts and how to transform quick fixes into permanent solutions.

Examination of 8-D Concepts Include:

  • Step 1: Establish the Team
    • Select Champions, Team Leaders and Team Members
    • Establish Goals and Ground Rules
  • Step 2: Describe the Problem
    • Development of the Problem Statement
    • Tools for Problem Description
  • Step 3: Contain the Symptom
    • Determine when and how to contain the symptom of a problem
  • Step 4: Find and Verify the Root Cause
    • Tools for discovering the True Root Cause
    • Data collection for finding the Root Cause
  • Step 5: Choose Corrective Actions
    • Methods for choosing corrective actions (Decision Making)
  • Step 6: Implement Corrective Actions
    • Implementation plans including verification methods
  • Step 7: Prevent System Problems
    • Implement steps to prevent recurrence
    • Update Documentation
  • Step 8: Congratulate the Team
    • Document Lessons Learned and Determine Appropriate Recognition


Companies responding to cost pressures must understand how lean principles and techniques can improve operations, reduce costs and increase profit margins. Lean Manufacturing can be an invaluable tool for keeping an organization running effectively while maintaining profitability.

In this workshop, each participant will understand the 7 forms of waste, non-value added activity, the steps associated with cellular manufacturing and the importance of 5S and value stream mapping.

Concepts Covered:

  • JIT Inventory Management
    • Pull vs. push systems
    • Traditional manufacturing promotes inventory stock piling
    • Lean manufacturing removes excess inventory
    • Quickly respond to customer demands
  • Value Stream Mapping
    • Identify value-added activities in the production stream
    • Determine:
      • What processes add value
      • What processes are essential
      • What processes do not add value and can be eliminated
  • Product Grouping and Cell Development
    • Single piece workflow manufacturing processes
    • Product grouping to minimize floor space
    • Flexible cells for variable production rates and inventory control
  • Identifying and Eliminating the 7 Areas of Waste
    • Rework or error correction, overproduction, excess inventory, extra processing, motion, wait time and transportation
    • Visual Workplace
    • Maximizing communication through visual imagery
  • 5S - Creating a Productive Workplace
    • Sorting, Simplifying, Systematic Cleaning, Standardizing, Sustaining
  • Standardization
    • Develop robust processes
    • Establish written and followed procedures
  • Self-Managed Work Teams
  • TPM - Total Predictive Maintenance
  • Poke-A-Yoke (Error/Mistake Proofing)


Mistake Proofing is a fundamental part of Continuous Improvement when process "meets" product. Defects, errors and accidents are all results of either a "poor" process or product design. Mistake proofing techniques provide the strategy to improve both project and process performance while taking into account all the traits of human interaction.

The objective of this workshop is to allow participants to experience Mistake Proofing as a fundamental part of their Continuous Improvement efforts. They will learn how to identify where the fault lies in the system without "finger pointing" and "fire-fighting." They will learn about error detection and prevention as well as the Mistake Proofing techniques and strategies that improve performance.

Content Covered:

  • What Is Poka-Yoke (Error/Mistake Proofing)?
    • Zero Defects
    • Are Errors Unavoidable?
    • Overview of Strategies for Achieving Zero Defects
    • Importance of Team Work & Team Problem Solving
  • Types of Poka-Yoke Systems
    • Eliminating Errors by Design
    • Detecting Errors with 100% Inspection
    • Immediate Feedback of Detection of Errors
  • Poka-Yoke in Action
    • Design of Error and Defect Prevention Methods
    • Action Plans


Experiments are used in manufacturing to design robust products and processes. Designed experiments rely heavily on statistical methods to determine variation within trials and between trials. Variation is the key to determining if two or more trials show significantly different results. This course includes a basic review of statistics and then covers the more common experiment designs. In the manufacturing environment, proficiency at Design of Experiments allows optimal settings of process parameters.

Participants will gain an understanding of statistics as applied to Design of Experiments and will know how to set up and conduct an experiment.

Course Outline:

  • Introduction
    • Why Experiment/Alternatives to Experimentation
    • Concept of Variation
  • Planning
    • Brainstorming/Cause & Effect Diagram
    • Selecting Factors and Levels
  • Design
    • Orthogonal Arrays
    • Linear Graphs
    • Types of Orthogonal Arrays
    • Assigning Factors to the Orthogonal Array
  • Execution
    • Measurement Techniques
    • Organizing Experimental Runs
    • Collecting Samples
  • Analysis
    • Response Tables
    • Calculating Main Effects
    • Interpreting Interaction Effects
    • Calculations, Tables, and Interpretations
  • Implementation
    • New Parameters
    • Controls
    • Continuous Improvement


Geometric Dimensioning & Tolerancing is an engineering tool used to accurately describe parts and manufacturing tolerances. GD&T symbols are introduced and then used during the course to describe part forms and datums. Tolerance specification for form, orientation, location and runout are presented.

Your company can furnish engineering drawings to be used in the course. Participants will know how to create part drawings using the GD&T symbols and techniques. People who use the drawings for part manufacture and inspection will understand how to interpret the drawings, resulting in higher quality products.

Course Outline:

  • General Tolerance and Related Principles
    • Definitions
    • Units of Measure
    • Methods for Expressing Tolerances
    • Basic Fits of Mating Parts
    • Symbols Used with Dimensions
  • Key Concepts of GD & T
    • Symbols and Abbreviations
    • Form Control, Datums, and Rules
  • Form Tolerances
    • Flatness, Straightness, Circularity, and Cylindrically
  • Orientation Tolerances
    • Perpendicularly, Angularity, and Parallelism
  • Location Tolerances
    • Position, Concentricity, and Symmetry
  • Runout Tolerances
    • Circular Runout
    • Total Runout


Process mapping is an easily understood visual representation of a process. The process map is used to analyze the flow of events through the process and to identify where improvements can be made. Frequently, a process map is used in a Team Problem Solving setting to assist in analyzing a process and determining where error or defects may occur. Process map symbols also identify the types of activities and events that are a part of the process. This course includes a section on how to use a process map to analyze and improve processes.

Participants will be able to examine a process and construct a process map. They will also be able to use the process map as a tool for process analysis and process improvement.


  • Introduction
    • What is a Process?
    • Why Focus on Processes?
    • What is Process Mapping?
    • Process Mapping vs. Process Re-Engineering
    • Process Management
    • The Concept of Value
  • "How To" Process Map
    • Process Input/Output Evaluation
    • Process Hierarchy
    • Tools used to construct & analyze process maps
  • Process Mapping for Continual Improvement
    • Plan for Process Improvement
    • Define the Process
    • Analyze the Process
    • Streamline the Process
    • Measure Process Performance
    • Identify Opportunities and Implement Solutions
  • Implementing Change
    • The Change process
    • Your role as a change agent
    • Establishing plans for change


This course is designed to present to managers, directors and professionals an understanding of the concepts of Six Sigma and what it can achieve. During the session, participants will be exposed to the tools used in various phases of Six Sigma and case studies about the companies that achieved significant bottom-line results from the process.

Course objectives include:

  • Understand how the achievement of Six Sigma can help achieve significant improvement
  • Assess organizational readiness for Six Sigma
  • Recognize the difference between Six Sigma and other quality initiatives
  • Identify the cultural changes required to support the process

Course Content:

  • What is Six Sigma?
  • Why Implement Six Sigma?
  • Setting Business Metrics
  • Examples of Successful Implementation
  • Understanding the DMAIC Process
  • The Basic Tools of Six Sigma
  • Measuring and Calculating Sigma Levels
  • The Role of Process Management
  • Roles and Responsibilities of Key Players
  • Selecting Six Sigma Projects
  • Sustaining Six Sigma
  • Implementing Six Sigma
  • Evaluating Organizational Readiness
  • The Role of Project Management
  • Required Documentation
  • Types of Support Required for Successful Implementation
  • Developing the Implementation Plan

Professional Development

Professional Development


Teams are the way we do things. Building effective teams is essential to our success.

Through the use of workshops and small group activities, supervisors will understand their role in the modern organization and will learn to apply the basic skills needed to help the organization and their team to succeed.

The full two-day seminar is appropriate for new teams. Existing teams will find value in Part II, Team Dynamics. Part I is presented on the first day of the seminar, and Part II is presented on the second day.


Part I Team Development

  • Teams and Their Uses
    • Types of Teams and When to Use Them
    • Area Improvement Teams
    • Key Elements of a Successful Team
  • Team Roles
    • The Team Sponsor
    • The Team Leader
    • Team Member Roles
    • Your Role - What do you bring to the Team?
  • The Stages of Team Development
    • Forming
    • Storming
    • Norming
    • Performing
    • Defining the Team's Purpose and Mission

Part II Team Dynamics

  • Developing the Team Culture
    • Defining the Ground Rules
    • Developing Team Goals
    • Reviewing Team Performance
    • Making Team Decisions
  • Team Communication
    • Task Communication
    • Process Communication
    • Effective Team Communication
    • Giving and Receiving Feedback
    • Barriers to Communication
    • Overcoming Barriers
  • Addressing Team Challenges
    • Dysfunctional Team Behavior
    • Inspiring Behavior Change
    • Managing Team Conflict
    • Harnessing Multicultural Teams
    • Improving Leadership Effectiveness
  • Conducting Effective Team Meetings
  • Team Problem Solving
    • Problem Solving Steps and Tools


Much of an employee's time is typically spent in meetings. This seminar will investigate methods to make your meetings more effective and value-added.

Participants will learn proven techniques for planning, organizing and conducting effective meetings. Participants will also examine how to handle problems that frequently arise in meetings.

Course Content:

  • To Meet or Not to Meet
    • Determining when a Meeting is Needed
    • Defining the Purpose of the Meeting and Desired
    • Outcomes
    • Routine or Special Meetings
    • Meeting Opportunity Costs - The Real Cost of Meetings
    • Alternatives to Meetings
  • Planning Your Meeting
    • Who Needs to be There?
    • Assigning a Meeting Champion
    • Group Dynamics
    • Setting the Length
    • Where and When
    • The Meeting Agenda
  • Preparing for the Meeting
    • Identifying Points to Clarify
    • Research
    • Preparing for Opposition
  • Holding the Meeting
    • Meeting Roles
    • Meeting Objectives
    • Setting Ground Rules
    • Setting the Time Limit
  • Meeting Challenges and How to Handle Them
    • Latecomers
    • Common Interruptions and How to Handle Them
    • Destructive Criticism
    • Decision-making
  • Closing the Meeting
    • Summarizing Actions
    • Evaluating the Meeting
    • Meeting Minutes