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Transcript of [Learn Six Sigma Green Belt for Beginners in a Nutshell
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Six Sigma
Green Belt
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Introduction
I. Six Sigma Green Belt Program
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Introduction
to Six Sigma
1. What is Six Sigma?
2. Evolution of Six Sigma
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What is
Six Sigma
1. Method to achieve defect level of 3.4 PPM
2. Method to achieve breakthrough improvements
(10X or 10 times improvements in terms of Cost,
Quality and Delivery)
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In 1980 ,Motorola -Survival problem - with fierce
Japanese competition
CEO Bob Gelvin determined not to loose parental
company Motorola !!
Evolution of Six Sigma
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Motorola
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Evolution of Six Sigma
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Motorola
Bill Smith gave a solution reduce defects from
30,000 ppm to 3 ppm (in 8 years )
Goal of 68 % improvements for every employee
every year in all units of Motorola ( for 10 fold
improvements every 2 years )
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Evolution of Six Sigma - Motorola
Actions taken at Motorola
Strong emphasis on training with 300 million $
budget ( Return was 800 million $ within 2 years)
Global Benchmarking
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CEO Jack Welch (in 1995 ) had goal of 10 fold
improvements within a year
Six Sigma was adopted as Philosophy
Evolution of Six Sigma - GE
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A structured Approach to continuous Improvement
A Philosophy
A Statistical Measurement
A Metric
A Business Strategy
A measuring system
Make fewer mistakes in all
we do
Helps gauge adequacy of
product, process and services
Good quality reduces cost
What is Six Sigma?
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20,000 lost articles of mail per hour
Unsafe drinking water almost 15
minutes each day
5,000 incorrect surgical operations per
week
2 short or long landings at most major
airports daily
200,000 wrong drug prescriptions each
year
No electricity for almost 7 hours each
month
Seven lost articles of mail per hour
One minute of unsafe drinking water
every seven months
1.7 incorrect surgical operations per
week
One short or long landing at most
major airports every five years
68 wrong drug prescriptions each
year
One hour without electricity every 34
years
Power Of Six Sigma
Introduction to Six Sigma?
The Classical View of Quality
99% Good (3.8s)
The Six Sigma View of Quality
99.99966% Good (6s)
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Introduction to Six Sigma?
One sigma
Two sigmaThree sigma
Four sigma
Five sigma
Six sigma
170 misspelled words per page in a book
25 misspelled words per page in a book
1.5 misspelled words per page in a book
1 misspelled word in 30 pages (about one chapter)
1 misspelled word in a set of encyclopedias
1 misspelled word in all the books in a small library
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Sigma Spelling
A Practical Example
Three Sigma = 93.32% Four Sigma = 99.38% Six Sigma = 99.99966%
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Key Role ResponsibilitiesChampions
Sponsors
Sponsors the project
Business process owner
Primary responsibility is to remove road block for team from achieving the goal
Responsible for making major decisions during the improve stage
Master Black
Belts
Full time member of the team
Responsible for providing detail technical consultation internally, if necessary
Six sigma content professor
Black Belts Full time member of the continues improvement / quality team Responsible for leading the management of the team and project
Official content owner
Green Belts User of the process(es) and functional organization being improved Responsibilities are identical to those of a black belt but maintains a full time
position in the functional departmentDeployment Team Individual members responsible for executing specific tasks
Usually gets selected based on technical background and closeness of his/her
position to the identified quality process.
Roles in Six Sigma Journey
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ASQ Certification
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ASQ Certification
1. Six Sigma Green Belt Certification - CSSGB
2. ASQ Certification Requirements
3. ASQ Body of Knowledge
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Certification is formal recognition by ASQ that an individual has
proficiency within, and a comprehension of, a specified body of
knowledge.
1. Each certification candidate is required to pass a written
examination that consists of multiple choice questions that
measure comprehension of the Body of Knowledge.
2. The Six Sigma Green Belt Certification is a four-hour, 100 multiple-
choice question examination.
3. Examinations are conducted twice a year, in June and December, by
local ASQ sections and international organizations.
4. All examinations are open-book. Each participant must bring his or
her own reference materials.
Six Sigma Green Belt Certification
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The Six Sigma Green Belt requires three years of work
experience in one or more areas of the Six Sigma
Green Belt Body of Knowledge.
Certification Requirements
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I. Overview: Six Sigma and the Organization (15 Questions)a) Six sigma and organizational goals
b) Lean principles in the organization
c) Design for Six Sigma (DFSS) in the organization
II. Six Sigma Define (25 Questions)
a) Process Management for Projects
b) Project management basics
c) Management and planning tools
d) Business results for projects
e) Team dynamics and performance
ASQ Body of Knowledge
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III. Six Sigma Measure (30 Questions)a) Process analysis and documentation
b) Probability and statistics
c) Collecting and summarizing data
d) Probability distributions
e) Measurement system analysis
f) Process capability and performance
IV. Six Sigma Analyze (15 Questions)
a) Exploratory data analysis
b) Hypothesis testing
V. Six Sigma Improve & Control (15 Questions)a) Design of experiments (DOE)
b) Statistical process control (SPC)
c) Implement and validate solutions
d) Control plan
ASQ Body of Knowledge
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I. Overview: Six Sigma and the Organization (15 Questions)
a)Six sigma and organizational goalsi. Value of six sigma
ii. Organizational drivers and metrics
iii. Organizational goals and six sigma projects
b)Lean principles in the organizationi. Lean concepts and tools
ii. Value-added and non-value-added activities
iii. Theory of constraints
c) Design for Six Sigma (DFSS) in the organizationi. Quality function deployment (QFD)
ii. Design and process failure mode and effects analysis (DFMEA &
PFMEA)
iii. Road maps for DFSS
I. Overview: Six Sigma and the Organization
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II Six Sigma Define (25 Questions)
A. Process Management for Projectsi. Process elements
ii. Owners and stakeholders
iii. Identify customers
iv. Collect customer data
v. Analyze customer datavi. Translate customer requirements
B. Project management basicsi. Project charter and problem statement
ii. Project scope
iii. Project metricsiv. Project planning tools
v. Project documentation
vi. Project risk analysis
vii.Project closure
II. Six Sigma Define (25 Questions)
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II Six Sigma Define (25 Questions)
C. Management and planning tools
D. Business results for projects
i. Process performance
ii. Failure mode and effects analysis (FMEA)
E. Team dynamics and performance
i. Team stages and dynamics
ii. Six sigma and other team roles and responsibilities
iii. Team tools
iv. Communication
II. Six Sigma Define (25 Questions)
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III. Six Sigma Measure (30 Questions)A. Process analysis and documentation
i. Process modeling
ii. Process inputs and outputs
B. Probability and statistics
i. Drawing valid statistical conclusions
ii. Central limit theorem and sampling distribution of the mean
iii. Basic probability concepts
C. Collecting and summarizing data
i. Types of data and measurement scales
ii. Data collection methods
iii. Techniques for assuring data accuracy and integrity
iv. Descriptive statistics
v. Graphical methods
III. Six Sigma - Measure
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III. Six Sigma Measure (30 Questions)
D. Probability distributions
E. Measurement system analysis
F. Process capability and performance
i. Process capability studies
ii. Process performance vs. specification
iii. Process capability indices
iv. Process performance indicesv. Short-term vs. long-term capability
vi. Process capability for attributes data
III. Six Sigma - Measure
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IV. Six Sigma Analyze (15 Questions)
A. Exploratory data analysis
i. Multi-vari studies
ii. Simple linear correlation and regression
B. Hypothesis testing
i. Basics
ii. Tests for means, variances, and proportions
iii. Paired-comparison tests
iv. Single-factor analysis of variance (ANOVA)
v. Chi square
IV. Six Sigma -Analyze
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V. Six Sigma Improve & Control (15 Questions)
A. Design of experiments (DOE)
i. Basic terms
ii. Main effects
B. Statistical process control (SPC)i. Objectives and benefits
ii. Rational sub grouping
iii. Selection and application of control charts
iv. Analysis of control charts
C. Implement and validate solutions
D. Control plan
V. Six Sigma Improve & Control
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ASQ BOK Section 1:
Overview Six Sigma and the Organization
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Overview - Six Sigma and the Organization
1. Six Sigma and organizational goals
2. Design for Six Sigma (DFSS) in the organization
3. Lean principles in the organization
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ManagementProcess Management
Six Sigma Methodology
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Step 5:
CONTROL
Step 2:
MEASURE
Step 1:
DEFINE
Step 4:
IMPROVE
Step 3:
ANALYZE
D-M-A-I-C-Approach for Sustainable Improvements
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Control
Improve
Analyse
Measure
Define
Define the problem
Define the customer(s) and the requirements
Define the current capability Define the key processes that will have the greatest impact on customer
Identify the statistical measures to monitor the key process
Set up the data collection plan
Measure the process
Determine the analysis tools and methods to be used
Summarize the data measured
Run the analysis and determine the root causes, effects, etc.
Improve = Innovate and Implement
Focus on developing process/technology to improve the root cause
Test the method on sample process and validate the improvement
Standardize and document the process and implement the plan
Monitor the process and feedback the results back to the
process for continuous improvement
DMAIC Methodology
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Define - Determine Project Objectives,
Scope, Resources, Constraints, Etc.
Measure - Determine CTQs,
Obtain Data To Quantify
Process Performance
Improve - Intervene In The Process
To Improve Performance
Control - Implement A Control System
To Maintain Performance Over Time
DMAIC DMADV
Define - Similar
Measure - Determine CTQs
Analyze - Analyze Data To Identify
Root Causes Of Defects
Analyze - Develop Design Concepts,
And High-Level Design
Design - Develop Detailed Design,
Implementation and Integration
Verify - Check Completed Design,
Transition to Customer
DMAIC And DMADV Phase By Phase
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Lean is all about waste elimination
A principle driven, tool based philosophy that
focuses on eliminating waste so that all
activities/steps add value
from the customers perspective.
Lean Thinking
What is Lean Thinking ?
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1. Specify the value
2. Map the value stream
3. Establish flow
4. Implement pull
5. Work to perfection
Lean Principles
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