Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
To
THE
Six Sigma Yellow Belt
Program
Transforming Life…
TRAINING GROUND RULES
) If you have any questions --ask! Someone else may need to have additional
explanations also!
)Listen as an ally --How can I use this tool or apply this concept?
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TRAINING GROUND RULES
)Adult learning theory: You are responsible for your own learning,this requires
experience.
)Accelerating the need to use the lessons is a key way to assure that we
really learn!
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Course Content
OBJECTIVES
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Quality
What is Quality
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Quality Policy - MNYL
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The MNYL Quality Journey QUALITY
And
BUSINESS
EXCELLENCE
Consolidation
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Quality & Business Excellence Model
CUSTOMER PERSPECTIVE
Listening Posts (CSAT / ASAT)
CONTINUOUS IMPROVEMENT
Six Sigma / Project Management
PROCESS EXCELLENCE
BPMS – ISO Audits/ Process and dashboard orientation
CULTURE BUILDING
People Engagement & Empowerment – MyKontribution, Training, ISO, Six Sigma
Recognition & Rewards, Communication
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The MNYL Quality Structure
Gary Bennett - CEO
Sunil Sharma – COO
Rajesh Sud – Distribution
Sanjeev Mago – Ops & S
Rajit Mehta – HR
Sunil Kakar – Finance
Business Quality Amit Kumar – IT
Council Vineet Sharma – Business
Excellence & Quality
Improvement Team
Members
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WIFM
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Certification Process
The Yellow belt certification program is a simple 5- Step process:
STEP 2 : Participate in the Two day Yellow Belt program post invitation
from Q-Team.
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Let`s know little
bit more about
Six Sigma
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Evolution of SS What is 6σ
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Why we chose Six Sigma
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What is 6σ
Six Sigma
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Let us Start with …. What is 6σ
É The vast majority of the tools were developed more than 50 years
ago
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What is New Strategically ? What is 6σ
¾ Accountability
9 Metrics
• Activity based
• Outcome based.
¾ Executive Selection Of :
9 Champions to manage Projects
9 Projects formation
9 Belts to execute projects
• Green
• Black
• Master Black
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What is New Tactically? What is 6σ
¾ Dedicated Resources.
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Advantages of This Type of Approach
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Common Language Z Value
7
6
5
4
ε DPMO
3
On one condition : 3.4
233
Calculate the defects and
estimate the opportunities 6210
in the same way...
66810
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Need for Z Value Z Value
Process Performance
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Character of 6σ Why 6σ
Market Share
Market Share
Sales Growth
Sales Growth • Output
Profitability
• Output Profitability Variables
Variables
Manage the inputs; respond
Manage the outputs. to the outputs.
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Six Sigma Co-travelers
Motorola Toshiba
Allied Signals Canon
ABB Hitachi
GE J P Morgan Chase
Texas Instruments Seagate
Citibank Tata Steel
Sony ISPAT
Honda WIPRO
Polaroid AT & T
Sun Microsystems Whirlpool
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6 SIGMA DEFINITION What is 6σ
•LAYMAN’S DEFINITION
6 SIGMA MEANS ONE PIN HEAD UNCLEANED
AREA OF 1500 SQ FOOT CARPET AREA
6
STATISTICAL DEFINITION
•3.4 DEFECTS / MILLION ( 1.5 SIGMA SHIFT)
OR 2 DEFECTS / BILLION ( 0 SHIFT)
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What are the Statistics What is 6σ
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Focus on defects
Optimization (DMAIC)
Average Four
Processes Sigma 6210
Low
Three Sigma 66807 Hanging
Seven Basic tools
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What are the Statistics What is 6σ
4 6,210 99.37900
• 1.5 misspelled words per page in a
book
3 66,807 93.33190
• $6.7 millions indebtedness per $100
millions assets
2 308,537 69.12300
• 24 days per year
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Paradigm Shift Why 6σ
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Paradigm Shift Why 6σ
Six Sigma: An Ambitious Objective?
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Paradigm Shift Why 6σ
Comparing 6σ with 3σ
• Spends 15~25%of sales dollars on cost • Spends 5%of sales dollars on cost of failure
of failure
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6σ as the Biz Strategy What is 6σ
1. It is a statistical measurement.
It tells us how good our products, services, and processes really are.
6σ helps us to establish our course and gauge our pace in the race for total
customer satisfaction.
2. It is a improvement tool.
It’s a full packaged tool applying to design, manufacturing, sales & SVC.
3. It is a business strategy
It can greatly help us gain a competitive edge
As you improve the σ rating of a process, the product quality improves and costs go
down. Naturally, the customer becomes more satisfied as a result.
4. It is a philosophy.
This is one of working smarter, not harder.
Also it makes fewer and fewer mistakes in everything we do.
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What is New Strategically ? What is 6σ
¾ Accountability
9 Metrics
• Activity based
• Outcome based.
¾ Executive Selection Of :
9 Champions to manage Projects
9 Projects formation
9 Belts to execute projects
• Green
• Black
• Master Black
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What is New Tactically? What is 6σ
¾ Dedicated Resources.
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AIM of 6σ the Activity What is 6σ
Shift to
Precise but not Accurate Target Shifting to Target &
Reducing Variation
T
T USL USL Object
Object
USL USL
of
of6σ
6σisis
μ
μ Accurate but not Precise Shift
Shiftto
to
Target
Target
T
USL USL Reducing
Reducing
variation
variation
μ
Reducing
Variation
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Variation Need ?
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What is Variation What is 6σ
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What is Variation What is 6σ
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Variation Exercise
The Necessity of Training Farm Hands for First Class Farms in the
Fatherly Handling of Farm Live Stock is Foremost in the Eyes of
Farm Owners. Since the Forefathers of the Farm Owners Trained the
Farm Hands for First Class Farms in the Fatherly Handling of Farm
Live Stock, the Farm Owners Feel they should carry on with the
Family Tradition of Training Farm Hands of First Class Farmers in
the Fatherly Handling of Farm Live Stock Because they Believe it is
the Basis of Good Fundamental Farm Management
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Six Sigma Methodologies
Six Sigma
DMAIC DFSS
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Six Sigma Team Roles &Responsibilities
Sponsor Champion
Define Big Ys of Project Define Project
Define Strategic Business Objectives Select Team Members
Select MBB & BBs Clear Project Roadblocks
Select & Sponsor BB & GB Projects Orient Team
Review Progress Review Progress
Approve Project Definition & closure Project Speaker
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How to do 6σ ?
CONTENTS
DMAIC Approach
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The DMAIC Approach How to do 6σ
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Why DMAIC Approach How to do 6σ
Lo to t
Statistical Analyze
ve his
W Ju art
e
Problem Phase
to P
m
Statistical Improve
p
Solution Phase
Practical Control
Solution Phase
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The DMAIC Approach How to do 6σ
DEFINE
•Define Customers & their
MEASURE
expectations
• Develop Data Collection
•Define Scope (Start & End
Plan for each Metrics
of Process) defined
CONTROL
•Define Present and • Collect Data from many
• Control Improvements
to keep the Process on Futuristic Process Map sources to determine type
the New Course •Define Deliverables & of defects
(Sustaining on the gains) Time Frames • Compare this with Voice of
Customer-Survey Result
• Develop how Progress will
be measured
ANALYZE
IMPROVE
• Determine Root Cause of
• Design Creative Solution Defects & Opportunities of
to fix & prevent problem Improvement
using technology (mistake
• Identify Sources of Variation
proofing) and discipline
• Identify Resource Required
• Study & Analyse Micro
& Cases what could cause
Level Activities which are
change to fail (Failure
creating Variation
Modes)
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The Focus of Six Sigma
Y= f( X)
To get results ,should we focus our behavior on the Y or X?
Y Xi……….Xn
Dependent Independent
Output Input- Process
Effect Cause
Symptom Problem
Monitor Control
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D-M-A-I-C
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Road Map : Define
DMAIC
DMAIC Transforming Life…
Case Study 6σ Common term
Goal Statement: Reduce (verb) the TAT from 30 days (From) to 15 days
(goal) by August 30 2003 (deadline).
PROCESS:
Input Output
Supplier Process Customer
Time : 10 Minutes
Scoping
Lateral
Longitudinal
Starts after receipt of Proposal
Form from the customer
Ends at the despatch from HO
Lateral
Despatches for a Particular Zone
All despatches during shift A
Despatch through transporter X
Discrete
Average (Mean)
Mode
(Centre)
Range
Standard Deviation
(Variation)
Variance
CONTENTS
Histogram
Scatter Plot
Pie Chart
Pareto
Pareto Chart
300 100
80
200
Percent
Count
60
40
100
20
0 0
rs
Defect D1 D2 D3 D4 D5 D6 D7 he
Ot
Count 80 60 50 45 20 17 15 9
Percent 27.0 20.3 16.9 15.2 6.8 5.7 5.1 3.0
Cum % 27.0 47.3 64.2 79.4 86.1 91.9 97.0 100.0
Process Performance
Customer Service
) 82% rated 4 or 5 on responsiveness
Supplier Delivery
) 95 % on-time delivery
7
6
5
4
ε DPMO
3
On one condition : 3.4
233
Calculate the defects and
estimate the opportunities 6210
in the same way...
66810
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DPU/DPO/DPMO 6σ Common term
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CTQ 6σ Common term
Sigma: 5.61
IN PROCESS
PROCESS OUT
. . . in theory
Pencil stand
Paper
Pad
Wire
Ring Pens
Recall..One
picture is
better than
1000 words
Time
X
X
XXX
X XXXX
XXXXXXX X
XXXXXXXXXX defects
X XXXXXXXXXXXXXX
Target
Understanding Variability & Customer Specification
Is The Essence of Continuous Process Improvement
Predefined
Start, End Activity
• Look for
Re-evaluate, Remake, Redo, Recall, Recheck, Rework,
Repeat, Redesign, Revise, Reject, Retest, Reship, Return,
Reissue, Re-measure, Retype
Team Exercise
9 List General Process steps & Major customer key Output variables
(CTQ)
9 Identify Value added (VA) & non-value added (NVA) steps in
process
9 Show CTQ at each process step.
9 CARES (Combine, Add, Re-arrange ,Eliminate, Simplify)
In any case. . .
X function
unction
Y
MEASUREMENT
Machine
Service function
unction
other
This Time
Time
Product Nex
t Ti
me
Material
MACHINE MATERIAL
ENVIRONMENT
Y = f( lots of x’s)
DMAIC Transforming Life…
Source & Type of Variations
MAN
MACHINE P
Source of Variations-6Ms R
MATERIAL
O
C
METHOD
E
S
MOTHER NATURE
S
MEASUREMENT
Type Definition Names
Common No undue influence by one of Expected, Normal,
Cause the 6Ms Random
Special Undue influence of the one of Unexpected,
Cause the 6Ms Abnormal, Non-
Random
Y = f ( X1,X2,X3…,Xn)
2. Why did manufacturing build the products to a different specification than that of sales?
- Because the sales person expedites work on the shop floor by calling the head of manufacturing
directly to begin work. An error happened when the specifications were being communicated or written
down.
3. Why does the sales person call the head of manufacturing directly to start work instead of following
the procedure established in the company?
- Because the "start work" form requires the sales director's approval before work can begin and
slows the manufacturing process (or stops it when the director is out of the office).
4. Why does the form contain an approval for the sales director?
- Because the sales director needs to be continually updated on sales for discussions with the CEO.
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5 Why Analysis (Examples)
Problem Statement: You are on your way home from work and your
car stops in the middle of the road.
5. Why did you lose your money in last night's poker game?
- Because I'm not very good at "bluffing" when I don't have a good
hand
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Road Map : Improve
Generate &
Implement Solutions
Select Solutions
Deliverables : Deliverables :
¾ Statistically Propose ¾ Proposed Solution
Solution which will meets or exceeds the
meet or exceed the Quality improvement
quality improvement Goal.
goals.
Synthesize Ideas
(Build potential
FILTER Solutions)
Refine, Evaluate & Select Pilot
(Select Best Solutions)
Develop
Solution
“Proposal “
• Improved Solution
• Improved Implementation
• Lower Risk of failure
• Confirm Expected Result & Relationship
• Ability to better predict financial saving from proposed
Solution
• Increased Opportunity for Feedback
• Increased Buy-In.
• Get early version of a Solution out quickly to a particular
segment.
FMEA
voting
Effect
Severity
Risk Action
Process / Product Failure
Cause Priority Plan
Characteristics Mode
Number
Occurrence
Control
Detectability
• Rating Scale:
• Rating Scale:
FMEA Table
Deliverables : Deliverables :
¾ Monitor Process Stability, ¾ Implement Process
Process capability & Process control system &
control after implementing Project Closure
solution on a ongoing basis.
What is a DashBoards?
Process Input
Input
Input
Output
Input
What do they think is critical to their using your product to get their job done?
Become an advocate…….
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Transformation due to Six Sigma
Customer Focus
Ro
e
icl
bu
eh
st
V
Pr
ge
oc
an
es
Ch
e
ess
ur
Te
lt
Cu
am
ta
ing
Da
Financial Gains
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.
THANK YOU
FOR YOUR TIME
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Z Value 6σ Common term
Definition of Z Value Concept of Z Value
* Normal distribution : As bell shaped distribution, left side is same as right side by axis mean(μ)
** Standard normal distribution : mean is “0”, standard deviation is “1” normal distribution
*** USL : Upper Spec Limit / LSL : Lower Spec Limit
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Visualizing the Answer Sigma & Cp
20
25 30
Process Average
(15 seconds)
Design width
(30 seconds)
Since this is a one sided specification (upper limit only) we are only
concerned with the right side of this diagram. There are 3 units of
standard deviation between the process average and the closest
specification limit. Therefore, this is a 3 sigma process.
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Calculating the Answer Sigma
Z= USL - X
σ
Z = 30 - 15 = 3
5
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Great Truths about
Six Sigma
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Always listen to the market
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Use check-lists for testing
ears
neck
feet
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Select significant attributes for your forecaster
Which one
Is mine?
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Support! different situations by specific tools
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Look for efficient solutions
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What suits one customer might not suit the next
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Forecasting and optimization are complex
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Not every presentation is successful
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Simulation expertice helps
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Get Better or Get Beaten....
Deadline is deadline !
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Maths is not everything
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