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Six sigmayellowbelt part1
1.
Six Sigma Yellow
Belt – Part I © 2014 6sigmastudycom. All rights reserved
2.
© 2014 6sigmastudycom.
All rights reserved 2 Six Sigma Yellow Belt – Part I Index Evolution of Six Sigma What is Six Sigma? Goals of Six Sigma Six Sigma Approach Why do organizations adopt Six Sigma? Six Sigma –Mathematical Interpretation Roles in Six Sigma Organization Key Stakeholders DMAIC Methodology
3.
3 The concept
of Six Sigma evolved progressively over a period of two decades in step with the concerns of the organizations worldwide for quality, value-creation and customer delight. The phases of this evolution can be identified as being concurrent with emphasis on some of the critical business parameters. The timelines can be approximately summarized as follows: Evolution of Six Sigma DefectElimination CostReduction ValueCreation 1980 1990 2000 © 2014 6sigmastudycom. All rights reserved
4.
4 What is Six
Sigma? Six Sigma is a data driven, customer focused, and result oriented methodology which uses statistical tools and techniques to systematically eliminate the defects and inefficiencies to improve processes. Six Sigma methodology has the following characteristics: • Customer centric • Process focused • Data driven/ factual • Breakthrough performance gains • Structured improvement deployment • Validation through key business results © 2014 6sigmastudycom. All rights reserved
5.
5 Reduction in
variation Elimination of defects Improvement in yield Enhancement in customer satisfaction Strengthening of the bottom line Example: GE’s Medical System division (GEMS) used Six Sigma design techniques to create a breakthrough in medical scanning technology. Patients can now get a full body scan in half a minute, versus three minutes or more with previous technology. Hospitals can increase their usage of the equipment and achieve a lower cost per scan, as well. Goals of Six Sigma © 2014 6sigmastudycom. All rights reserved
6.
Six Sigma
approach is to find out the root causes of the problem, symbolically represented by Y = F(X). Here, Y represents the problem occurring due to cause (s) X. 6 Six Sigma Approach © 2014 6sigmastudycom. All rights reserved
7.
Organizations embrace
the Six Sigma way as this methodology systematically and measurably enhances the value of the organizations by making them competitive, quality-conscious, customer-centric, and forward-looking. Some of the benefits that the organizations derive from the Six Sigma initiatives are: • Waste prevention • Defect reduction • Cycle time reduction • Cost savings • Market share improvement 7 Why do Organizations Adopt Six Sigma? © 2014 6sigmastudycom. All rights reserved
8.
8 Six Sigma –
Mathematical Interpretation Sigma, represented by the Greek alphabet ‘σ’, stands for standard deviation from the ‘mean’. ‘Six Sigma’ represents six standard deviations from the mean*. USLLSL T + 6σ- 6σ • USL - Upper specification limit for a performance standard. Any deviation above this is a defect. • LSL – Lower specification limit for a performance standard. Any deviation below this is a defect. • Target – Ideally, this will be the middle point between USL and LSL. Mean: It is the simple average of data. Standard deviation: It is a measure of variability of data. * Details will be provided in our Six Sigma Black Belt and Green Belt course. © 2014 6sigmastudycom. All rights reserved
9.
9 Six Sigma –
Mathematical Interpretation Process standard deviation (σ) should be so minimal that the process performance should be able to scale up to 12σ (6 Sigma each on either side of the origin on the X-axis) within the customer specification limits*. * Details will be provided in our Six Sigma Black Belt and Green Belt course. © 2014 6sigmastudycom. All rights reserved
10.
10 Six Sigma –
Mathematical Interpretation Sigma Level Defect % Resultant Situation for different industries 3 6.6807% 7 hrs of no power supply/month 15 minutes of unsafe drinking water/month 4 0.6210% 500 in-correct surgical operations/week 20,000 in-correct medical prescriptions/year 5 0.0233% 1 wrong landing of airplane/month 200 of mails lost/day 6 0.00034% 1 minute of unsafe drinking water supply every seven month 1 hour of no power supply once in 34 years 1.7 in-correct surgical operations/week 68 in-correct medical prescriptions/year 10 mails lost/month Please note: As the sigma level increases, the defect percentage decreases, which improves the efficiency of the process. © 2014 6sigmastudycom. All rights reserved
11.
11 Roles in Six
Sigma Organization Executive Leadership Champion Master Black Belt Black Belt Green Belt Project Team Team Member Team Member Team Member © 2014 6sigmastudycom. All rights reserved
12.
12 Roles in Six
Sigma Organization Executive Leadership - Executive Leadership includes project sponsors and process owners. They create the Six Sigma vision for an organization. They are responsible for ensuring that everyone in the organization understands the vision and all work with unity of purpose to realize it. Champions - Champions are selected by Executive Leadership or Senior Champions. They organize and direct the initiation, deployment, and implementation of Six Sigma throughout the organization. They ensure that Six Sigma is properly implemented in all the business activities of the organization. Champions can be either Deployment Champions or Project Champions. © 2014 6sigmastudycom. All rights reserved
13.
13 Roles in Six
Sigma Master Black Belts - Master Black Belts are in-house experts selected by Champions. They manage project selection and human resource training with the help of Champions. They train Black Belts and Green Belts in Six Sigma implementation. Black Belts - Black Belts are those who apply the tools and techniques and knowledge of Six Sigma principles to a given project of an organization. They are responsible for accomplishing the tasks entrusted to them by Champions and Executive leadership. They dedicate all of their work hours on Six Sigma implementation. © 2014 6sigmastudycom. All rights reserved
14.
14 Roles in Six
Sigma Green Belts - The Green Belts are those employees of an organization who implement Six Sigma while discharging their other assigned duties. Green Belts have fewer Six Sigma responsibilities compared to Black Belts and Master Black Belts. They dedicate only a part of their work hours on Six Sigma implementation. Project Team - They are the employees who work on the Six Sigma project. It includes the Project Manager as well. Project team members need not be a Green Belt or Black Belt. © 2014 6sigmastudycom. All rights reserved
15.
15 Key Stakeholders Customers
– they are very important stakeholder whose requirements have to be considered. Employees – they are the people involved in the six sigma initiative in the organization. Suppliers - they are people who provide inputs to the process. End users – they are people who actually use the product or service. End users can also be customers. © 2014 6sigmastudycom. All rights reserved
16.
16 DMAIC Overview DMAIC
is a data-driven Six Sigma methodology for improving existing products and processes. The DMAIC process should be used when an existing product or process requires improvement to meet or exceed the customer’s requirements. This initiative should be consistent with the business goals of the organization. Companies using DMAIC Methodology: GE, Motorola, etc. • GE – Reduces invoice defects and disputes by 98%, speeds up payment, and creates better productivity. © 2014 6sigmastudycom. All rights reserved
17.
17 DMAIC Overview D
– DEFINE the problem M – MEASURE the outcome (Y) to determine the current process performance (baseline) and validate the measurement system A – ANALYZE, identify X’s (root causes of the defects, variation sources) I – IMPROVE the process by eliminating the defects C – Control X’s for sustained performance © 2014 6sigmastudycom. All rights reserved
18.
18 Define* Tools Organization hierarchy High
level process maps High level Pareto charts Idea generation and categorization tools Outputs Project Charter Established metrics Problem Statement Roles and Responsibilities Inputs Need for Six Sigma project Executive Management Sponsorship Core team identified *The Inputs, Tools and Outputs are covered in more detail in our Six Sigma Green Belt and Black Belt course. © 2014 6sigmastudycom. All rights reserved
19.
19 Measure* Tools Data Collection
Tools and Techniques Detailed process maps Cause and Effect Diagrams Flowcharts Brainstorming Statistical Distributions Probability Gauge R&R study Outputs Well-defined Processes Baseline Process Capabilities Process parameters affecting CTQ Cost of Poor Quality (COPQ) Measurement Systems Inputs Project Charter Roles and Responsibilities Problem Statement Stakeholder Requirements Established metrics *The Inputs, Tools and Outputs are covered in more detail in our Six Sigma Green Belt and Black Belt course. © 2014 6sigmastudycom. All rights reserved
20.
20 Analyze* Tools Failure Mode
and Effects Analysis Data Analysis Hypothesis Testing Outputs Important causes of defects Performance gaps Special and common causes of variation Costs and benefits of proposed solutions Points of Failure Inputs Well-defined Processes Baseline Process Capabilities Process parameters affecting CTQ Cost of Poor Quality (COPQ) Measurement Systems *The Inputs, Tools and Outputs are covered in more detail in our Six Sigma Green Belt and Black Belt course. © 2014 6sigmastudycom. All rights reserved
21.
21 Improve* Tools Solutions Design Matrix
Design of Experiments Taguchi Robustness concepts Response Surface Methodology Outputs Costs and Benefits of different solutions Process Capability of proposed solutions Selection of solutions for implementation Implementation Plan Inputs Important causes of defects Performance gaps Special and common causes of variation Costs and benefits of proposed solutions Points of Failure *The Inputs, Tools and Outputs are covered in more detail in our Six Sigma Green Belt and Black Belt course. © 2014 6sigmastudycom. All rights reserved
22.
22 Control* Tools Data Collection Methodology
Control Chart 5S Kaizen Kanban Total Productive Maintenance Cycle Time Reduction Measurement System Reanalysis Outputs Implemented Solutions Revised Measurement Systems Control Plans for Sustaining Benefits Improved Process Capabilities Lessons Learned Inputs Costs and Benefits of different solutions Process Capability of proposed solutions Selection of solutions for implementation Implementation Plan *The Inputs, Tools and Outputs are covered in more detail in our Six Sigma Green Belt and Black Belt course. © 2014 6sigmastudycom. All rights reserved
23.
23 Define Phase The
Define Phase is used to identify the areas of improvement and define goals for the improvement activity and ensures that resources are in place for the improvement project. The Define Phase will focus on a customer requirement and identify project CTQ’s (Critical to quality). A CTQ is a product or service characteristic that satisfies a customer requirement or process requirement © 2014 6sigmastudycom. All rights reserved
24.
24 Measure Phase The
Measure Phase evaluates the process to determine the current process performance, that is, the baseline. It uses exploratory and descriptive data analysis to help in understanding the data. The Measure phase allows you to understand the present condition of the process before you attempt to identify improvements. The inputs to the measure phase are the outputs of the Define phase © 2014 6sigmastudycom. All rights reserved
25.
25 Analyze Phase The
Analyze phase is used to identify few vital causes from a list of potential causes obtained from the Measure phase, actually affecting project outcome using six sigma methodologies. The data collected in the Measure phase are examined to determine a prioritized list of the sources of variation. © 2014 6sigmastudycom. All rights reserved
26.
26 Improve Phase The
improve phase of Six Sigma is used to improve the system to do things better, cheaper or more rapidly by finding optimum solution for Y, implement the new approach and validate using statistical methods. The main objective of the improve phase is to improve the process by eliminating defects. © 2014 6sigmastudycom. All rights reserved
27.
27 Control Phase The
control phase of Six Sigma is used to develop and implement process control plan to ensure sustenance of the improved process. The major activities in the control phase are to validate measurement system, verify process improvement and develop control mechanism. So far we have identified the best settings for each of the vital ‘X’. The key now is to ensure that the X’s don’t fluctuate away from the targeted setting. Process control is an important tool to ensure that the Six Sigma project delivers lasting benefits. © 2014 6sigmastudycom. All rights reserved
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