Six Sigma Green Belt-1

SQC UNIT, BANGALORE , GREEN BELT PROGRAM
THE MANY FACETS OF SIX SIGMA
S  Metrics
I  Benchmark
X  Vision
 Philosophy
S  Method
I  Tool
G
 Symbol
M
 Goal
A
 Value
2
WHAT IS THIS SIX SIGMA ?
• A Philosophy • make fewer mistakes in all that we

do.
• A Statistical Measurement • helps gage adequacy of product,

process and services
• A Metric • A measuring system
• A Business Strategy • good quality reduces cost
3
THE PARADIGM SHIFT
Speed Quality
+ Changing paradigm
Cost
Speed
+
Quality Cost
Quality the cause not the effect

4
SIGMA RATING AND PPM ARE CORRELATED
Sigma Rating PPM
2 308,537
3 66,807
4 6,210
5 233
6 3.4
Process Defects per
Capability Million Opportunities
SIGMA RATING A PERFORMANCE MEASURE
5
THE GOALS OF SIX SIGMA
• TO REDUCE VARIATION
• TO REDUCE DEFECTS
• TO IMPROVE YIELD
• TO ENHANCE CUSTOMER SATISFACTION
• TO IMPROVE THE BOTTOMLINE
6
THE FOCUS OF SIX SIGMA
Y = f(X)
• Y • X1, X2, …….., Xn
• Dependent variable • Independent variable
• Output of the process • Input to the process
• Effect • Cause
• Symptom • Problem
• It is monitored • It is controlled
To get results should we focus on Y or X?
7
THE SIX SIGMA PROBLEM SOLVING

APPROACH
AIC
Identification &
Measure
M
Identification
of CTQ D
Project
Identification D
6 SIGMA: A rigorous analytical process for Problem

Solving
8
PROCESS OWNER
– Worries about overall process health

– Has responsibility and authority to manage and
improve a process
9
HOW THIS WORK GETS DONE

Master
Leadership Team Black Belt Team Leader Team Members
Select project
Draft charter
Discuss/revise charter
Review &
approve charter
10
PROJECT ROLES & RESPONSIBILITIES

Before During After
Project Project Project
• Review purpose • Manage schedules •See that documentation
statement with • Lead meetings is completed and
sponsor(s) lessons captured
Black • Coordinate
Communication •Monitor implementation
Belts • Draft rest of charter if appropriate
• Serve as liaison with
MBB, champion(s), and •Use improved methods
• Select team members stakeholders
• Keep records
• Lead team’s work
• Participate in meetings •Use improved methods

• Carry out assignments
• Help with team tasks
Green
and logistics
Belts
• Contribute knowledge
and expertise
• Learn necessary skills
and methods
11
PROJECT ROLES & RESPONSIBILITIES

Before During After
Project Project Project
• Assist Team Leader • Provide expert guidance • Provide guidance as

and coaching to team needed
leader and members on
Master • Help draft charter skills and methods
Black • Help the team gather
Belt and interpret the data
• Help sponsor(s) prepare
for reviews
• Identify goals • Provide direction and •Provide ongoing support

Champion • Select Black Belt/Green guidance for implementation
Belt • Review team progress •Ensure monitoring
• Assign MBB • Run interference •Preserve lessons
• Draft purpose statement • Control budget learned
12
DMAIC PROJECT SELECTION CRITERIA

• Projects will likely have greater success if…
– The problem
– The problem is linked to a clearly defined
process (you can identify the starting and
ending points).
– You can clearly identify what a defect is and
count its occurrence
– The champion cares about this work and
wants to make it happen
– The champion has the authority to
commit time and resources 13
COMMON PROBLEMS AND
RECOMMENDATIONS
• Many projects encounter one or more of the
following problems:
– Not relevant to customers or to business needs
– Project scope too large; won’t have authority to
commit time/resources or to make changes in the
process; can’t easily identify starting and ending
points
– Relevant data hard to collect or too much data
– Can’t define what a defect is
– Process doesn’t cycle often enough
– Problem written as solution
– Recent changes in the process
14
IMPORTANCE OF TEAM CHARTERS

• A team charter is a written document and works as an
agreement between management and the team about
what is expected.
• The charter:
– Clarifies what is expected of the team.
– Keeps the team focused.
– Keeps the team aligned with organizational priorities.
– Transfers the project from the champion(s) to the
project team.
15
ELEMENTS OF A TEAM CHARTER

– Project Description
– Scope
– Goals and Measures (indicators)
– Expected Business Results
– Team Members
– Support Required
– Expected Customer Benefits
– Schedule
16
PROCESSES
• All activity takes place in terms of a process.
Shocking lessons
-#1: Most people do not think in terms of
processes. They would rather think in terms of
isolated events.
– #2: When convinced of the value of thinking in
terms of processes, most people still don’t think
in terms of processes.
– #3:The word “process” generates fear and
resistance.
17
WORK AS A PROCESS
S C
U U
P S
P T
L Inputs Process Outputs O
I M
E E
R R
S S
– Applies to all kinds of work, whether repetitive in nature

or “one-of-a-kind.”
– Having a high-level view of a process helps to:
• define project boundaries (starting and ending points);
• describe where to collect data.
18
SIPOC: INPUTS
Ideas Process
19
SIPOC: HIGH-LEVEL PROCESS VIEW
Process
– A high-level view is often captured as a top-level

flowchart
Step 1: Step 2: Step 3: Step 4:

Bottling Labeling Inspecting Packaging
20
SIPOC: OUTPUTS
Process Information
21
SIPOC EXAMPLE
Suppliers Inputs Process Outputs Customers
Manufacturer Copier Copies You
Office Supply
Company Paper File
Toner Making a Others

photocopy
Yourself Original
Power Company Electricity
Process Steps
Remove
Put original Adjust Press
Close Lid originals
on glass Settings START
and copies
22
HOW TO CREATE A SIPOC MAP

– Name the process.
– Clarify the start and the stop (boundaries) of the

process.
– List key outputs and customers.
– List key inputs and suppliers.
– Identify, name, and order the major process

steps.
23
TRANSLATING VOC/VOB INTO CTQs

VOC/VOB CTQ (CTC/CTB)Tree
CTQ
CTQ
I want CTQ
need CTQ
CTQ
CTQ
CTQ
CTQ
• (CTQ = Critical to Quality)
24
EXAMPLE: CTQ TREE

Need Drivers CTQs
PRODUCT OTD
DE#LIVERY
SPARE Availability
TO IMPROVE
Any Motor with Noise>65db.
CUSTOMER Noise
SATISFACTION
Any motor with more than

Current Specified Current
Price Any quote more than bench

mark
25

Six Sigma Green Belt-1

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Six Sigma Green Belt-1

Uploaded by

Copyright:

Available Formats

SQC UNIT, BANGALORE , GREEN BELT PROGRAM

THE MANY FACETS OF SIX SIGMA

WHAT IS THIS SIX SIGMA ?

• A Philosophy • make fewer mistakes in all that we

• A Statistical Measurement • helps gage adequacy of product,

• A Metric • A measuring system

• A Business Strategy • good quality reduces cost

THE PARADIGM SHIFT

Quality the cause not the effect

SIGMA RATING A PERFORMANCE MEASURE

THE GOALS OF SIX SIGMA

THE FOCUS OF SIX SIGMA

To get results should we focus on Y or X?

THE SIX SIGMA PROBLEM SOLVING

6 SIGMA: A rigorous analytical process for Problem

– Worries about overall process health

HOW THIS WORK GETS DONE

PROJECT ROLES & RESPONSIBILITIES

• Participate in meetings •Use improved methods

PROJECT ROLES & RESPONSIBILITIES

• Assist Team Leader • Provide expert guidance • Provide guidance as

• Identify goals • Provide direction and •Provide ongoing support

DMAIC PROJECT SELECTION CRITERIA

IMPORTANCE OF TEAM CHARTERS

ELEMENTS OF A TEAM CHARTER

– Applies to all kinds of work, whether repetitive in nature

SIPOC: HIGH-LEVEL PROCESS VIEW

– A high-level view is often captured as a top-level

Step 1: Step 2: Step 3: Step 4:

Toner Making a Others

Power Company Electricity

HOW TO CREATE A SIPOC MAP

– Clarify the start and the stop (boundaries) of the

– List key outputs and customers.

– List key inputs and suppliers.

– Identify, name, and order the major process

TRANSLATING VOC/VOB INTO CTQs

• (CTQ = Critical to Quality)

EXAMPLE: CTQ TREE

Any motor with more than

Price Any quote more than bench

You might also like