e books on six sigma 1

Agenda and ObjectivesWelcome to the Champion training. The goal of this training is to increase yourknowledge and application of the six sigma tools to effectively lead your team of BlackBelts. The six sigma tools reviewed during this training will enable you to determinethe capabilities and current status of a given process as well as assist you in theselection of a Black Belt project. You will gain an understanding of your role andresponsibilities as a Champion leader.

Objectives

At the end of this training, you will be able to:• Identify Champion roles and responsibilities.

• Lead Black Belts, Green Belts and Yellow Belts in establishing an effective sixsigma culture.

• Describe the six sigma methodologies in the application strategy.

• Select six sigma projects that can be successful and productive.

Agenda• Overview of Six Sigma

• Roles and Responsibilities

• Certification Requirements

• The Successful Project

• Wrap-up and Summary

• Glossary

• Appendix

©1999-2001 Six Sigma Qualtec • SSQ Champion 385 • Version 3.1.0 00_Agenda • 1

Agenda

Agenda• Overview and Objectives

• Six Sigma Overview

• Six Sigma Philosophy

• How to Analyze Data?

• The Six Sigma Predictive Equation

• The Cost Perspective of Y = f(X)

• Why Use a Strategy?

• Six Sigma Methodology and its Success Strategy

• The Six Sigma Application Strategy

• The Six Sigma Success Approach

• Benchmarking Standards

• The Relationship Between Process Complexity and Process Capability

• What Would You Invest?

• Cost of Poor Quality (COPQ)

• Understanding Opportunities

• Six Sigma vs. Traditional Metrics

• The Process Learning Strategy

• Why Use Six Sigma?

• P-A-L Exercise

• Exercise: How Does Your Company Compare to Six Sigma Performers?

• Summary

©1999-2001 Six Sigma Qualtec • SSQ Champion 385 • Version 3.1.0 01_Overview • 1

Overview of Six Sigma

OverviewThis session provides an overview of the six sigma philosophy and success strategy,methodology and design for six sigma (DFSS). You will gain an understanding of theimpact of “lost opportunities” in your business environment due to the cost of poorquality (COPQ).

Objectives

At the end of this unit, you will be able to:• Identify elements of the six sigma strategy.

• Identify elements of the six sigma methodology; including the six sigma approachto:

■ Business strategy.■ Data-driven decision-making processes.■ Problem-solving.

• State the relevance of a process learning strategy in a business environment.

• State the variation in processes and COPQ.



Six Sigma OverviewSix sigma differs from traditional quality improvement programs by focusing oncontrolling inputs, as opposed to monitoring outputs. Six sigma incorporates strategicbusiness needs to meet customer requirements. While traditional process improvementmethods depend on measuring outputs and establishing control plans to shieldcustomers from organizational defects, a six sigma program demands that problems areaddressed at the input root-cause level. This eliminates the need for unnecessaryinspection and rework of output products or services.

Six sigma requires:

• Leadership Commitment

Achieving six sigma from a cultural point of view is not easy; it requires seriouscommitments in time, effort and resources. To be successful, the top executiveleadership in the organization must initiate such a commitment before theemployees are expected to practice it. This commitment is agreed upon and includedin the contract before Six Sigma Qualtec schedules its first session.

• Managing with Data

Running a business based on one's experience or “tribal knowledge” (discussed inmore detail later in this unit) is not enough. Businesses that base decision-makingon the typical “I think” and “I feel” or “In my opinion” practices have been aroundfor a long time. However, in the long run these decision-making procedures neverpay off.

Today's information economy makes data available to virtually everyone in theorganization-along with the tools to analyze it. Proper usage of data is used toMeasure, Analyze, Improve and Control* performance–forming the foundation of thesix sigma methodology. Adopting the six sigma philosophy leads to a possiblesupplement and/or modification of current data collection systems.

• Training and Cultural Change

Improved business performance generally will not happen automatically. If it does, itcannot be sustained for a long term. High-caliber training is required; followed bydisciplined implementation. The need for change in organizational behavior must beunderstood at all levels, while people go about doing their jobs. In short, whenimplemented correctly, new ways of thinking, communicating, and operating willpervade the entire organization over a period of time.



* Six Sigma Qualtec has designated the acronym “MAIC” to signify six sigmaperfomance tools: Measure, Analyze, Improve and Control.

Requirements of Business ChangeWhile not the “silver bullet”, the six sigma approach is a very powerful and provenapproach; an approach that, when deployed effectively will yield dramaticimprovements and change the organizational culture and profitability. What results isincreased customer satisfaction and a greater market share.

The right training, followed by disciplined implementation creates the change.Champions play a vital motivational role in the deployment of a successful businessculture change by communicating six sigma through the following techniques.

• Revelation: the dramatic disclosure of something previously not known.

• Inspiration: the effective stimulation of the emotions.

• Application: the act of putting something to special use.

• Transformation: the process of reconfiguring the nature of the way you dobusiness.

The Six Sigma Philosophy• The Goal: Support/serve customer requirements through transformation of

knowledge–enable capabilities and sustain continuous improvement ofperformance, processes, products, service, people and profit.

• The Vision: Drive organizations to design and offer products/services at increasingsigma levels of quality.

• The Strategy: Provide a data-driven structured approach that addresses causes fordefects; thereby, improving business processes that meet customerneeds.

• The Tools: Use process/product exploration and data analysis to solve the equationY = f(X) and translate this solution to practical applications.

The Goal of Six SigmaSince producing goods and services at a six sigma level is our targeted goal through adata-driven problem-solving approach, ultimately product/service performance has lessvariation and is more predictable.

• As the organization moves toward six sigma quality...■ Defects are eliminated.■ Production and development costs are reduced.■ Cycle times and inventory levels are reduced.■ Profit margin and customer satisfaction are improved.■ Significant increases in resource costs are not incurred.



The Purpose of an Organization

Six sigma works regardless of the type of business-a publicly held corporation, aprivate institution, discrete manufacturing, process or financial services firm-allorganizations share a common attribute that six sigma addresses very effectively. Thiscommon attribute is the presence of variation.

How Do We Create Value?

Once information is input, we react to it by applying our knowledge. Value dollars arederived when a product or service meets customers' requirements while returning areasonable profit to your stakeholder.

Knowledge

Information Value $Organization




How Does the Organization Deliver More Value to the Customer?

• Organizations are made up of two or more “systems” and generally, multiplesystems. The role of each system is to deliver a product based on the informationand knowledge being received.

■ Examples of Systems: manufacturing, human resource, accounting,information, sales and marketing, and so forth.

■ Inherent within each system is variation.

Champion

Knowledge


System

Control Chart



TamperingTampering is changing the operating parameters through the application of experience,intuition, feelings and conventional wisdom. We call this “tribal knowledge”.

Although we can graphically represent the variation inherent in the system throughthe use of control charts, the fact is that most organizations do not track thisvariation. Or, if they do, it is not with enough rigor that the measurements to actuallymean something. As a result, they are unable to distinguish between common causevariation and special cause variation. They only know that something is wrong. Mostorganizations, at this point, begin to tamper with the system. They treat all variationas if it were common cause.

Example: TamperingAn organization that is bridging orders from the field into their order entry systemexperiences a series of bad transactions from one customer. In order to address theissue and placate the customer, the organization institutes another inspection stationto screen bad orders to that one customer. Eventually, this fix becomes a regular partof the process and the cost associated with the fix becomes absorbed into the regularoperating expenses of the business. Instead of getting to the root cause of theproblem, the organization contains the problem and incurs the additional cost.

Control Chart

Control ChartBlack BeltsGreen BeltsYellow Belts

Champion

Knowledge


System

Processes

Task



What Happens When We Tamper?Tampering leads to increasing the size of your hidden organization.

Tampering leads to more tampering; you are never done.

Solution to Tampering: MAICThe six sigma methodology is the antithesis of tampering. In six sigma, you first seekto understand the practical problem by converting it to a statistical problem. Next,you solve the statistical problem by using statistical methods. Last, the statisticalsolution is converted to a practical solution. The approach is referred to as “MAIC”-anacronym for Measure, Analyze, Improve and Control.

• The six sigma goal is achieved by focusing on:■ Cost of poor quality (COPQ).■ Customer requirements that are critical to quality control (CTQ) in theirprocess control.

Long-Term PPM

1 158655.3 691462.52 22750.1 308537.53 1350.0 66807.24 31.7 6209.7

5 0.3 232.76 0.0 3.4

Sigma Level

Short-Term PPM

Short- term distribution

shifted by 1.5to obtain long -

term PPM.

σ

Practical Problem

Statistical Problem

Statistical Solution

Practical Solution

Measure

Analyze

Improve

Control

OvercompensationTampering Chaos

FrustrationAtrophyChaos



The Six Sigma Vision Champions build a positive vision for the future to motivate candidates who qualify aspotential Black Belts. Enlist the cooperation and enthusiasm of these potential BlackBelts to maintain the vision and ensure a successful six sigma cultural change.

A strong vision can be built by addressing the following questions during the “visionbuilding sessions” with Black Belts.

Vision Building• Where is the business today?

• Where is the culture today?

• How will we know when we get there?

Where...do we want to go?



The Six Sigma Success Strategy

ApplicationStrategy

MeasureAnalyzeImproveControl

ImplementationStrategy

ChampionsBlack BeltsProjectsReviews

6σ6σ



The Six Sigma Tools

Managing with DataAs mentioned earlier, business must be based on data versus the typical “I think,” “Ifeel,” or “In my opinion” practices. Data is available to virtually everyone in theorganization-along with the tools for analyzing those data. Properly using data toMeasure, Analyze, Improve, and Control (MAIC) performance forms the foundation ofthe six sigma methodology.

Data helps us understand and determine customer requirements. Data measurementenables a business to pinpoint the gaps between the current and desired levels ofsatisfaction. Data provides knowledge about our process.

What is Sigma?• Sigma: The value of the process standard deviation for any given process

characteristic. It is used to quantify the spread (around the mean) of a specific process or product characteristic.

• Sigma Level: The business metric used to indicate the performance of a process tosome specification-either internal or external.

• Sigma Score: Also referred to as “Z-scores” that are measurements of progress andcan be rolled up for related business processes.

1σ



Sigma Level

σσ11

σσ22

σσ11

LSLLSL USLUSL

• What is the sigma level of thischaracteristic?

• What happens to the level as theprocess sigma value decreased?Why?

• The sigma level of the distributionat the lower right is four.

• As the process standard deviationdecreases, the sigma level increases.

• This occurs because the sigma levelis a count of the number of standarddeviations to the nearestspecification.



Normal Distribution The Gaussian, or “normal” distribution is the most important frequency diagram instatistics. This bell-shaped curve is also known as the “normal curve”. Normaldistribution is a continuous frequency distribution. The frequency distributions of manyevents in nature closely approximate the normal curve. They are said to be “normallydistributed.” Throughout your forthcoming experiences as a Champion, you willencounter factors in processes that do not represent a normal distribution.

• Normal curves are symmetrical and Z-scores (sigma levels) are used to describe howfar away a value is from the center of the normal distribution. Normally distributeddata reflects common cause variation.

Probability of being within ± 3 standard deviations is 99.73%

Normal Distribution-Key Points• Results of processes are probabilistic not deterministic (i.e., time to drive to work

is about the same everyday-adding or subtracting some amount of variation).

• If the influences on the process are just normal random variation, the results willform a normal distribution when plotted in a histogram.

• Normal distributions have certain characteristics that are used to characterizethem: bell-shaped, symmetry, and so on.

3210-1-2-3

0.4

0.3

0.2

0.1

0.0

Z

Freq

Probability of being within ± 1 standard deviation is 68%

3210-1-2-3

0.4

0.3

0.2

0.1

0.0

Z

Freq

Probability of being within ± 2 standard deviations is 95%

Probability of being within ± 3 standard deviations is 99.73%



Using Sources of VariationThe sources of variation are unstable parts and materials, inadequate design margins,inappropriate measurement systems, and insufficient process capabilities. They are theareas where you will find the vital X's for the predictive equation Y = f(X).

Sources of variation are those areas of a business that produce defects with respect toa given specification.

Major Sources of Variation

1. Design

2. Parts and Materials

3. Process Capabilities

4. Measurement Systems

5. Organization (Infrastructure)

Major Sources of Variation

Six sigma focuses on addressing and significantly reducing the occurrences of rootcauses-inadequate design margins, unstable parts and materials, and insufficientprocess capabilities, measurement systems and organization infrastructure.

DesignMargins

ProcessCapabilities

Parts and

Materials

MeasurementSystems

Organization Infrastructure



Long and Short-Term VariationOver time, the process average will tend to shift the variation represented by chance inthe average value and is referred to as between subgroup variation.

The overall variation represents long-term data. This is mathematically calculated fromthe total sum of squares and accounts for both the within and between subgroupvariation.

LSL

USL

Between Subgroup Variation

Short- termWithin Group

Variation

Time 2 Time 3 Time 4Time 1 Time 5

Time

Outp

ut

Long - termVariation

1.5

1.5



Attacking the Sources of VariationWhat tools should we use?

Where is your organization? What kind of tools should you be using?

• The focus of six sigma is to identify causes for unpredictable variables and controlthe variables at a predictable level.

■ Process redesign is likely to occur when an organization sets their goal toincrease their current sigma level of quality.

■ Process knowledge increases when new tools are used.■ The process to develop a new product is called “design for six sigma (DFSS)”and is used to accomplish six sigma level of quality prior to itscommercialization.

1-2σ

3σ

4σ

5σ

6σ ToolsProduct Scorecard™

Design for Manufacturability

ToolsDesigned Experiments

Failure Modes and Effects

Multi-Vari Analysis

ToolsFishbone Diagrams

Pareto Diagrams

ToolsCommon Sense

6σ Tolerancing

Discrete Event Simulation

Process Mapping

Measurement Systems Analysis

Capability Studies

Brainstorming

SPC Charts

Tribal Knowledge



The Six Sigma Predictive EquationOur ability to make money (Y) is a function of customer satisfaction, inventory returns,rolled throughput yield and so forth. The more you truly know and understand aboutyour product and services, the less risk your organization takes.

• The fundamental equation that drives six sigma is:

• The output is a function of the inputs and process.

Y: Output (things important to the business)

f: function (how to treat and manage interrelationships)

X: Variables that must be controlled to consistently predict Y

The Cost Perspective of Y = f(X)

Z-score: Providesa common metricto understand theoverall processand/or productperformance.

Operating Dollars PPM: Internal defects, test rejects, rework, warranty costs.

Delivery delinquency rate: Units shipped late divided by total units shipped

Supplier Dollars Raw materials received late; forcing production planning changes.

Raw materials received defective.

Design Dollars Z - performance: Estimates of functionality.

Z - parts: Estimate of supplier quality.

Z - process: Estimate of manufacturing quality.

Design to unit production costs: Material cost plus labor cost plus work cost.

$ = f ( )Customer

Satisfaction

DeliveryPPM-defectsRolled Yield

Cycle Time

Productivity

Y = f(X) Y = f(X)



The Six Sigma Success Strategy

ApplicationStrategy

MeasureAnalyzeImproveControl

ImplementationStrategy

ChampionsBlack BeltsProjectsReviews

6σ6σ



Six Sigma Application StrategyBlack Belts strategically complete requirements in phases. Each phase entails specificactions that are necessary before they move on to the subsequent phase. Championssupport Black Belts with guidance during the completion of each phase.

1. Measure• Define the project scope.

• Map the process.

• Select the output characteristics (the Y's).

• Assess the performance specifications.

• Validate the measurement systems.

• Establish the initial capability (for the Y's).

2. Analyze• Define the performance objectives.

• Document the potential X's.

• Analyze the sources of variation.

3. Improve• Screen potential causes.

• Identify the appropriate operating conditions.

4. Control• Validate the measurement systems (for the X's).

• Implement the appropriate process controls.

• Document what has been learned.



Six Sigma Success Approach

Organizational Issues Traditional Approach Six Sigma Approach

Problem Resolution Fixing (Symptoms) Preventing (Causes)

Behavior Reactive Proactive

Decision-Making Experience-Based Data-Based

Process Adjustment Tweaking Controlling

Supplier Selection Cost (Piece Price) Capability

Planning Short-Term Long-Term

Design Performance Producibility

Employee Training If Time Permits Mandated

Chain-of-Command Hierarchy Empowered Teams

Direction Seat-of-Pants Benchmarking and Metrics

Manpower Cost Asset



Exercise1. Can you recall a situation within your business in which the company was reactive

to a problem? List the situation.

2. What was the solution to the problem? Did a similar problem reoccur? Why did thishappen in the first place?

3. What do you feel are the benefits of empowered teams vs. a hierarchy chain ofcommand?

4. How many times have you heard the phrase? “The last time we solved this problem,we…”



Common Six Sigma Tools

Benchmarking StandardsBenchmarking standards refer to the standard measure by which future DPO can bemeasured or judged. It is the initial measurement that is used to measure the degreeof success towards a shift to a six sigma level of quality.

Benchmarking an organization involves learning from the “best practices in theindustry”; studying that organization for a given process. However, benchmarking alsoinvolves learning about the customer's process and their requirements for quality.

Benchmarking Data• Identifying customer value.

• Defining the processes to deliver that value.

• Refining the value-delivery processes.

• Continuing improvement on the value-delivery processes.

Conc

ept

Prel

im D

esig

n

Deta

il De

sign

Test

ing

Prod

ucti

on

Capability Analysis

Process Mapping

FMEA

Gage R&R

Hypothesis Testing

DOEControl



The Relationship Between Process Complexityand Process Capability

4σσ toothpick manufacturer (assume one opportunity for a defect): Has an RTY of0.99379 (1) = 99.379%

4σσ mechanical pencil manufacturer (assume 10 opportunities for a defect): Hasan RTY of 0.99379 (10) = 93.961%

• The number of opportunities refers to “the frequency of mutually exclusive events(or occurrences of defects independent to each other) for a defect to occur” andalso represents the complexity of a process. This metric will allow us to standardizethe comparison process, when it relates to dissimilar goods and services across adivision or organization.

• The sigma level based on the opportunities, thus enables us to compare dissimilargoods or services.

• As the sigma level of quality improves, the RTY will improve for a constant level ofopportunities.

(Distribution Shifted ± 1.5σ)

Process Capability (Sigma Level)

Prod

uct

Com

plex

ity

(# o

f Op

port

unit

ies)

Rolle

d Th

roug

hput

Yiel

d (R

TY)

±3 Sigma ±4 Sigma ±5 Sigma ±6 Sigma1 93.319% 99.379% 99.977% 100.000%10 50.086% 93.961% 99.768% 99.997%80 0.396% 60.755% 98.156% 99.973%100 0.099% 53.638% 97.700% 99.966%150 0.003% 39.284% 96.570% 99.949%300 0.000% 15.432% 93.257% 99.898%1,200 0.000% 0.057% 75.636% 99.593%3,000 0.000% 0.000% 49.753% 98.985%

150,000 0.000% 0.000% 0.000%

Short-Term

60.042% Long-Term



What Would You Invest? • Achieving a cultural change in the way people behave through the successful

completion of six sigma projects.

• Applying the six sigma methodology, associated metrics and knowledge that willimprove the organization's ability to proactively prevent problems.

• Training for Champions to have a clear understanding of their commitments forsuccessful Black Belt projects before they begin leading their Black Belt teams.

• Improving plans and design, versus improving the product.

Improvement Ratios (Payback)

1000 : 1 100 : 1 1 : 110 : 1

ImprovePlan

ImproveDesign

ImproveProcess

ImproveProduct

Improve Ratios(Payback)



Cost of Poor Quality (COPQ)Expenses associated with finding and fixing defects are termed “COPQ” and mayinclude these hidden costs:

• Failing to meet customer expectations the first time

• Finding and fixing defects (tampering)

• Missing opportunities for increased efficiency

• Overlooking any potential for higher profits

• Accumulating losses in market share

• Increasing cycle time

• Paying labor associated with ordering replacement materials

• Resulting costs associated with disposing of defects (scrapping waste)

• Consuming time with “complaints” handling and non-value-added activities

COPQ often exceeds the profit margin and can be as high as 25-40% of sales for theaverage company.

COPQ becomes a hidden organization cost, when it is absorbed into the standardcosting structure.

Lost OpportunityLost Opportunity

Idle timeRework

InspectionOvertime

Defects

Lost Sales

Missed Commitments

Long Cycle Times

Expediting CostsInaccurate Reports

Traditional COPQTraditional COPQ

(less obvious)

(tangible)

Easily Identified, but only the

Lost Customer Loyalty

Redundant Processes

Cost of Capital

Excessive Planning

TIP of the ICEBERG

Can you name any additional COPQ?



Understanding Opportunities• Which product is performing better, the pencil or the calculator?

• Which product is performing better, the pencil or the calculator?

Note: Assumes the defects were collected in the long-term.

Understanding Opportunities-Key Points• Use defects per million opportunities (DPMO) only when comparing dissimilar

goods/services.

• Do not apply an opportunity count to any non-value-added operation.

• Maintain the consistency of the “opportunity” by institutionalizing its definition.

Mechanical Pencil Calculator

0.03097.04 %

0.18982.78%

Defects per Unit (DPU)

Rolled ThroughputYield (RTY)

Opportunities 15 97DPU/Opportunities 0.00200 0.00195

Product Sigma Level 4.378 4.386DPMO 2000 1948

RTY = e - dpu

ln(RTY) = - dpudpu = - ln(RTY)

Mechanical Pencil Calculator

0.03097.04 %

0.18982.78 %

Defects per Unit (DPU)

Rolled ThroughputYield (RTY)



Metrics• Which metric is the ideal one to run your business?

Metrics-Key Points• Traditional metrics do not have an acceptable predictability for the level of quality.

• Six sigma metrics have good predictability for profit and cost, based on the levelof quality.

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

0.825 0.85 0.875 0.9 0.925 0.95 0.975 1

Equipment Utilization

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

0.825 0.85 0.875 0.9 0.925 0 0.975 1

COPQ

Equipment Util. vs. COPQ

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

80.0% 82.5% 85.0% 87.5% 90.0% 92.5%

Test Yield

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

80.0% 82.5% 85.0% 87.5% 90.0% 92.5%

COPQ

Test Yield vs. COPQ

Traditional Metrics

Six Sigma Metrics

$-

$75,000

$150,000

$225,000

$300,000

$375,000

$450,000

0.00 30.00 60.00 90.00 120.00

COPQ

Cycle Time vs. COPQ

Cycle Time (Minutes)

$-

$75,000

$150,000

$225,000

$300,000

$375,000

$450,000

1.00 1.75 2.50 3.25 4.00 4.75 5.50

COPQ

Sigma Level vs. COPQ

Sigma Level



The Process Learning StrategyImprovement cannot occur prior to the gain of new knowledge.

Practical questions drive Champion leadership and Black Belt actions. Champions guideBlack Belts in identifying the answers to the most important question, “What is is thatI want or need to know?”

A clear concise answer must be found before the start of any project.

Questions to Begin Process LearningThe organization must learn and understand by collecting the appropriate data.

The more you know and understand your product and service-the less risk yourorganization, customers and suppliers encounter.

Action Plan Questions Implementation Action Questions 1. What do I want to know? 1. Where and how can I get his data?2. How do I want to see it? 2. What type of data does this tool

require?3. What type of tool produces

this picture?3. What type of tool produces this

picture?4. What type of data does this

tool require?4. How do I want to see it?

5. Where and how can I get this data?

5. What do I want to know?

Data Information Knowledge



Why Use Six Sigma?Many organizations ask themselves “Why use six sigma?” Your organization maycurrently be functioning at a four sigma level of quality with a low percentage ofdefective goods or services. Using six sigma will involve an investment of time andmoney supplemented by a serious commitment from all levels of the organization. Theanswer is simple.

Use six sigma because you want to:

• Improve customer satisfaction.

• Improve your profit margins and reduce cost.

• Reduce your cycle times.

• Improve the sigma level of the processes, products and services of yourorganization.

• Gain great predictability over your outputs.

• Become selective with suppliers based on the effect of their input on yourprocesses.



The Six Sigma ProductThe product offered is improvement. Through training, guidance and use of the sixsigma tools-the Master Black Belt maximizes potential, translates problems intosolvable equations, and in the process transform clients into Black Belts andChampions for improvement.

The methods and techniques taught and applied using the six sigma methodology arenot industry specific. They have been introduced to companies that represent a varietyof industries ranging from satellites to tennis balls-all with positive bottom-line resultsand performance.



Exercise

Purpose: Obtain the participant's impression of their organizations' business philosophy.

Agenda: • Complete each section of the survey. Check Yes or No for eachquestion.

• Take five minutes to complete the survey. A short discussion willfollow.

Limit: 5 minutes

My Business Philosophy SurveyDirections: Complete the business survey report for your business. Check Yes or No.

My Business Actions SurveyDirections: Answer each question. Check Yes or No.

Our organization… Yes No

1. Continually implements price reductions for current products.2. Has an increasing number of competitors.3. Spends 10–25% of sales dollars on repairing or reworking

a product before it ships.4. Does not know the best-in-class companies that have similar

processes, but run 100 times more productively.5. Believes zero-defect goals are neither realistic nor achievable.6. Has more suppliers required for running the business.7. Has 5–10% of its clients dissatisfied with the product, the sales

organization, or the service it has provided.8. Has customers who will not recommend that others purchase

goods or services from us.

Our organization’s business... Yes No

1. Uses only tribal knowledge; we do not use data.

2. Collects data simply to say: “We collect data.”

3. Collects data and sometimes look at the numbers.

4. Logically groups the data; we form charts.

5. Uses sample data along with basic statistics.

6. Uses sample data along with inferential statistics.

7. Quantifies processes via prediction equations.



ExerciseDirections: Complete each question. List your answer on the spaces provided.

1. Name the two elements of the six sigma methodology.

a)

b)

2. Name the four key elements in the six sigma success strategy.

a)

b)

c)

d)

3. Describe the process learning strategy.

4. Write four action planning questions that would be used in process learning.

a)

b)

c)

d)

5. Name three COPQ issues for your organization.

a)

b)

c)



Summary• The six sigma success strategy has four key phases. The are:

■ Measure■ Analyze■ Improve■ Control

• All four steps must be completed by the Black Belt and supported by theChampion.

• The six sigma approach deals with preventing causes vs. correcting problems.

• Solving the equation of Y = f(X) allows us to move from reacting to outputs toproactively controlling the inputs.

• The six sigma methodology contains two strategies.■ Application Strategy■ Implementation Strategy

• The implementation strategy involves the MAIC project reviews completed by theChampion and Black Belt. The completion of the project includes plans toimplement and sustain the change.

• The process learning strategy emphasizes that improvement can not occur withoutnew knowledge. The strategy begins with practical questions that drive Championleadership and Black Belt actions.

• The process learning strategy follows this sequence:

1. Data

2. Information

3. Knowledge

• Successfully applying the six sigma strategy requires that the Champion and BlackBelt build a positive vision by asking, “What is it that I need to know?”

• These questions can build a strong vision during the “vision building sessions”with Black Belts:

■ What data is needed?■ How should it appear?■ What are the tools required to obtain this data?■ What tool does this data require and where/how can the Black Belt access thisdata?




• Six Sigma■ Traditional Quality Program Implementation-Six Sigma Program ManagementApproach

■ Characteristics of Six Sigma■ Attitude Shift■ Building a Vision■ The Vision of Six Sigma Qualtec■ Exercise

• Who is the Champion?■ The Six Sigma Project Team Role Model■ Champion Roles and Responsibilities

• MAIC Detailed Roles

OverviewThe goal of this unit is to increase your knowledge of the management roles andresponsibilities of a Champion. You'll learn to effectively lead change and manage yourtraining deployment.

Objectives

At the end of this unit, you will be able to:• Identify the roles and responsibilities for a Champion.

• Identify the management action necessary to monitor Black Belt training andproject completion.

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 02_Roles & Respons. • 1

Roles and Responsibilities

Traditional Implementationvs. the Six Sigma Approach

Characteristics of Six Sigma• Leadership Commitment

Commitment must come first from the top executive leadership of the organizationbefore all employees practice it. Achieving six sigma requires serious commitmentin the form of time, effort and resources.

• Managing with Data

Properly using data to Measure, Analyze, Improve and Control performance formsthe foundation of the six sigma methodology. Adopting six sigma will lead to theenhancement of existing systems and the creation of new data collection systems.

• Training and Cultural Change

Improved performance does not and will not happen automatically. High-calibertraining is required, followed by disciplined implementation. Employees mustchange the way they perform their jobs at all levels. Cultural change will pervadethe entire organization's way of thinking, communicating and operating.

Champions play an important role as change agents by providing revelation andinspiration in the six sigma application and business transformation process.

Six Sigma Project ProgramManagement Approach

• Six sigma is rolled out the same wayas a potentially high-profit product.

• A project leader is identified.

• Project objectives, implementationschedule and milestones are defined.

• A project team is created: Champions,Black Belts and other team members.

• Initial application projects areidentified.

• Initial training is performed.

• Plans are reviewed and revised.

Tradional Quality ProgramImplementation

• The need for quality improvement isrecognized.

• Top management "buys in" to qualityimprovement.

• The implementation responsibility isturned over to a quality VP or leader.

• The CEO makes a statement of supportand expectation.

• All employees are trained in basicquality tools.

• Improvement is expected.



Attitude ShiftOne of the responsibilities of the Champion is to create a cultural attitude shift bycommunicating that defects can be eliminated. When the entire organization adjuststheir attitude and utilizes the six sigma methodology, a new expectation of zerodefects will result.

"When you pit a good performer against a bad process, the process will win."

-Rummler

• To a culture where:■ Defects can be eliminated.■ Causes are relentlessly pursued.■ Mistake-proofing tools areimplemented.

■ Sampling inspections areapproved/encouraged.

■ No defects are passed on to thecustomer.

• From a culture where:■ Defects are inevitable.■ People are blamed.■ Employees are frustrated withtime constraints that preventelimination of defects.

■ Inspections are added at the end.■ 100% inspection is performed.■ Customers receive defects.



Building a VisionBuilding a vision that will bring forth the desired business culture may begin with areview of the organization's foundational history and where it genuinely stands today.Having evaluated the business's environment, we can begin to layout a blueprint thatwill provide motivation and direction in the renovation.

Generally, people are trained to think in terms of responding appropriately tocircumstances. This often results in the unfortunate policy of limiting what one wantsto what seems realistic-forming a counter-creative habit.

Vision statements normally include:• A description of the organization's most desirable future.

• A declaration of what the organization needs to do to reach the envisioned future.Creating the vision may be deceptively simple; arriving there, profoundly complex.

Forming a vision requires the following actions:• Viewing the future with expected changes.

• Appealing to logic and intuition, while explaining the need for change.

• Setting milestone markers to chart the progress of change.

The Vision of Six Sigma QualtecExceed stakeholder expectations by:

• Offering clients knowledge transfer systems that produce irrefutably positiveresults.

• Providing employees an environment that makes SSQ the employer of choice.

• Earning shareholders enhanced returns through flawless execution of our businessplans.

• Being the best-managed company in the expanding global training industry for thebenefit of all stakeholders.



Exercise

Purpose: Present your company's six sigma business vision.

Agenda: • Think of your ideal business setting.

• List three to four facts indicating the present state of your company.

• List three to four details of where you would like to go with a six sigma initiative.

Record your answers on the space provided.

Limit: 5 minutes

My Business VisionPresent State of Business: Business Future:



Exercise: 90-Second Elevator Speech

Purpose: Develop a 90-second elevator speech that concisely captures your visionof six sigma for your organization.

Agenda: • Take 10 minutes to jot down ideas. Do not script this; the speech isto be delivered extemporaneously. Use the chart below to list yourideas.

• Divide into pairs.

• Give your speech to your partner.

• Exchange feedback.

Limit: 20 minutes

Possible Ideas Your Thoughts and Ideas

Economic

Security

Growth

Satisfaction

Stress reduction



Who is the Champion?A Champion is a member of the management team who is responsible for the logisticaland business aspects of the Black Belt program. The Champion is charged withensuring the systems within the organization function optimally. They directly orindirectly influence the amount of tampering within the organization, resulting ineither a higher or lower COPQ. Champions encourage each player in the six sigma teammust be a role model for the six sigma culture change.

The Six Sigma Project Team Role Model• Be tenacious.

• Be courageous.

• Make decisions based on fact.

• Think outside the box.

• Embrace change.

• Be enthusiastic-ready to celebrate success!

A Champion must be all of these and more.



Champion Roles and ResponsibilitiesThe Champion has several important functions as a leader and manager of the BlackBelts and their projects.

• Broad Function■ Coordinates a business roadmap to achieve six sigma.■ Selects projects, executes control, and eliminates roadblocks for the six sigmaprojects in their area of responsibility and implements improvement.

• Reporting Lines■ Is part of the functional organization and a direct report to the six sigmasponsor. The Champion is a member of the organization's six sigma leadershipteam (quality council and customer satisfaction).

• Black Belt Leadership■ Owns Black Belt selection.■ Is the direct boss to Black Belts during project activity.■ Owns the "execution" portion of Black Belt certification. Champions mustmonitor and lead Black Belt projects to ensure successful completion of allcertification requirements.

■ Provides rewards and recognition to Black Belts.■ Tracks the progress of six sigma related training for each Black Belt.

• Project Leadership■ Develops and executes a roadmap for a given business project.■ Selects projects, executes control, implements and realizes gains (the bottom-line linkage).

■ Drives cross-functional coordination of projects.■ Participates in all reviews of Black Belt projects.

• Time Commitment■ Spends 15 to 20 minutes each week reviewing the progress of the projectswith each Black Belt.



Important Facts to Know About Measure• The Goal of Measure

• The Steps to Complete the Measure Phase

• The Tools Used in Measure

• The Roadblocks That Can Occur

• The Champion Tools to Manage the Measure Phase

• The Champion Roles and Responsibilities

• Measure Deliverables

Measure Phase Overview - The GoalThe goal for the Measure phase is to assess the capabilities of the process, theeffectiveness of the measurement system and to identify possible variables that couldcause the problem. Measure is the discovery phase of the case or project. We aredetecting multiple unsolved crimes or defects. At the completion of measure you willhave several possible variables that could be the culprit to the crime of causingdefects.


Measure

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 • 9

Measure Phase Steps

Measure Phase - The RoadblocksRoadblocks can occur during each phase. Specific roadblocks for this phase mayinclude:

• No historical data exists to support the project.

• Team members do not have the time to collect data.

• Data presented is the best guess by functional managers.

• Primary metrics are not reflected in the data.

• Data are communicated from poor systems.

• Waste and defect data are not currently captured.

3. Measurement Verification

1. Project Selection(Refine the project scope)

4. Capability Assessment(Establish the initial capability – for the Y's)

2. Process Exploration(Select the output characteristics – the Y's)

Measure

• DPU• DPMO

• XY Matrix• FMEA• Process Map

• MSA• MSA R&R

• Capability Analysis• Basics Statistics

(Assess the performance specifications)


Measure

Measure Phase - Black Belt Action

Manufacturing Industry Service Industry• Engineers • Managers

• Supervisors • Customer Service Manager

• Managers • Engineer

• Design Engineers • Accountant

• Maintenance Engineers • Professional in the Business


Measure

Measure Phase - Champion Roles andResponsibilitiesThe Champion must provide the purposeful guidance necessary to ensure that the BlackBelt completes the Measure phase successfully. A robust plan is developed to influencestakeholders or functional barriers that could prevent success.

Measure Phase - Specific Champion Responsibilities• During Process "X" Exploration

■ Ensure team participation.

• During Process "X" Prioritization■ Ensure team participation.

• During Measurement Study Analysis■ Ensure resources are available for study.■ Remove barriers when study is outside of normal functional boundaries.■ Assist with removing barriers associated with improving the measurementsystems when necessary.

• During Capability Assessment■ Ensure data are available for assessment.

• Oversee informal and formal reviews of projects.

• Engage other key leaders in the project.■ Elevator speech■ Changing behaviors

• Provide coaching on leadership, facilitation and change management.

• Attend the first day of training for all Black Belt sessions.


Measure

Measure Phase - Champion ToolsThe Champion is a key individual in each phase of a six sigma deployment. TheChampion should maintain an active involvement in the project by holding informalreviews of the steps of the Measure phase, as well as complete the MeasurementReview Checklist to ensure that all the steps in Measure are completed.

• Measure Review Checklist■ Contains important questions to use in ensuring the Black Belts havecompleted all the important steps in Measure.

• Measure Tools Guide■ Provides a description of the tools and their use. It supplies the Championwith an easy reference while completing the Measure phase.

Measure Phase - Deliverables1. Process "X" Exploration

2. Process "X" Prioritization

3. Measurement Study Analysis (MSA)

4. Capability Assessment■ Process capability takes the practical problem and states it in terms of astatistical problem.

■ The statistical nature of the problem gives the team leader insight as to thetype of X's to be identified.


Measure

Measure Breakthrough Strategy

No. Scope Measure Activities Tools

1. Project Selection

(Refine the project scope)1. Focus on a problem statement.2. Identify management metric

(baseline, goal, projection).3. Form the team.

ProjStat.docMetric.xlsDPMODPU.xls

2. Process Exploration(Select the output characteristics – the Y's)

4.Process map with Xs and Y's.

5. XY Matrix.6.Preliminary process FMEA.7. List of response variables

(Y's).8. Implement adequate data

collection.

XY MatrixFMEAProcess/Flow Charter

3. Measurement Verification(Assess the performance specifications)

9.Attribute R&R.10. Variable R&R.

AttrR&RMinitab

4. Capability Assessment (Establish the initial capability – for the Y's)

11. Zst, Zlt, DPU, RTY, DPMO, etc.

12. Capability Analysis.

Minitab


Measure

Measure Checklist• The Champion can ensure the completion of the Measure phase by completing the

checklist for all four steps.

• Review the checklist questions with your Black Belt.

Measure Questions YES NOStep One

• What is your problem statement? Objective?• Who will benefit from this project when it is completed?• What are the benefits? • Have the benefits been quantified? It not, when will this be done?

Date: _________________________________________________• Who is the customer (internal/external)?• Has the controller’s office been involved in these calculations?• Who are the owners of this process?• Who are the members on your team? • Does anyone require additional training?• What is your primary metric?• What is your secondary metric?• Why did you choose these?• What are the defect categories on your Pareto charts?

Step Two• Do you have a process map?• Who was involved in its development?• Where are the data collection points?• Have you completed a fishbone diagram?• Have you completed a XY Matrix?• Have you completed a FMEA?• Who participated in these activities?

Step Three• What is your measurement systems analysis?• Where did you get your data?

Step Four• Do you have a histogram of your primary metrics?• What is the short - term and long- term capability of your process?

General Questions• Do you have any issues and barriers?• Do you have adequate resources to complete the project?• Have you completed your project status form?


Measure

Personal Deployment Planner Review• This portion of the planner reviews the required Champion actions needed for the

Measure phase.

• The suggested time frame is useful in planning the Champion's action itemstimetable.

MEASURE� Six months

three weeks before certification

� One week before the start of Session 1

� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Inform candidate of open- door policy.� (optional) Contract with candidate for your support.� Check with candidate’s supervisor as to release status.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan

to the organization.

MEASURE � Five months

before certification

� Three days after training

� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special

emphasis.� Inquire as to next actions.� Check with candidate for barriers—issues.� Resolve barriers and issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informally or formally.� Communicate with six sigma coordinator.

MEASURE� Four months


� One week before Session 2

� Review probing question for section on “Measure".� Review Champions manual.� Participate in read- out.� Meet with team members to discuss project.� Meet with MBB as to status and performance of

candidate.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.


Measure

Exercise: Measure PhaseDirections: Complete each question. Circle all that apply.

1. The purpose of the Measure phase:

a) Reduce the number of potential X variables to a few variables.

b) Eliminate X variables and to control the critical X's.

c) Identify the initial capability for the Y's.

d) Discover the cause-and-effect or the functional relationship between Y andX.

2. The roadblocks that may occur during Measure:

a) No historical data exists to support the project.

b) Primary metrics are not reflected in the data.

c) Team members do not have time to collect data.

d) Data presented is the best guess by functional managers.

3. The Champion leadership action during "Measurement Verification":

a) Remove barriers when study is outside normal functional boundaries.

b) Ensure resources are available.

c) Complete informal reviews of project.

d) Provide data for measurement.

4. Defectives are:

a) Countable failures associated with a single unit.

b) The portion of products that have been processed with zero defects.

c) The completed units that are classified as bad.

d) Counted when measuring COPQ.

5. The Champion tool(s) used to manage the Measure phase:

a) Measure Checklist

b) Experiment Strategy Plan

c) Black Belt Project Status Form

d) Personal Deployment Planner


Measure

Measure - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Measure phase. You learned about the Champion leadershipactions required during the various stages of the Measure phase. The steps and theirtools were reviewed to increase your knowledge of the process.

Measure Phase Goal and StepsThe goal for the Measure phase is to assess the capabilities of the process, theeffectiveness of the measurement system and to identify possible variables that couldcause the problem.


2. Process Exploration

3. Measurement Verification

4. Capability Assessment

Roadblocks• No historical data exists to support the project.



• Primary metrics are not reflected in the data.

• Data are communicated from poor systems.

• Waste and defect data are not currently captured.

Champion ToolsThe Champion tools used to manage Black Belts are:

• Measure Review Checklist

• Measure Tools Guide

Measure Deliverables1. Process "X" Exploration

2. Process "X" Prioritization

3. Measurement Study Analysis

4. Process Capability Assessment


Measure


Analyze

Important Facts to Know About Analyze• The Goal of Analyze

• The Steps to Complete the Analyze Phase

• The Tools Used in Analyze


• The Champion Tools to Manage the Analyze Phase


• Analyze Deliverables

Analyze Phase Overview - The GoalThe goal for the Analyze phase is to develop a statistical problem from our definedhunches we discovered during the Measure phase. Complex analytical tools are appliedto reduce the number of suspect variables (X's) prior to the initiation of the Improvephase. We want to gain insight into the nature of the X's that control Y.


Analyze Phase Steps

Analyze Phase-The RoadblocksRoadblocks can occur during each phase. Specific roadblocks for this phase mayinclude:

• Lack of data.

• Lack of access to the process.


3. Analyze Source of Variability(Assess the Performance Specifications)

1. Define Performance Objectives(A review of the prior capability analysis to determine the action needed)

2. Document Potential X's(Develop a starting list for possible X's)

• Capability • Analysis

• XY Matrix• FMEA• Process Map

• Histograms• Multiple Boxplots• Scatter Plots • Multi-Vari Studies • Hypothesis Testing• Regression Analysis

Analyze


Analyze

Analyze Phase - Black Belt Action• Separate the vital few X's from the trivial many X's.

• Update the project status form.

• Determine possible X for DOE.

• Identify additional support needed.


Analyze

Analyze Phase - Champion Roles andResponsibilitiesThe Champion must provide the purposeful guidance necessary to ensure that the BlackBelt completes the Analyze phase successfully. Champions establish process ownersupport and ensure resources are available to complete the steps.

Analyze Phase - Specific Champion Responsibilities• Hold regularly scheduled meetings with the Black Belt to review the project status.

• Remove roadblocks that can impede the process.

• Check and remove barriers stated by the Black Belt.

• Monitor a communications plan-informal or formal.

• Communicate with the six sigma coordinator.

• Meet with the Master Black Belt or review the status and performance of the BlackBelt.

■ Complete the Analyze checklist with the Black Belt to ensure all steps inAnalyze are completed.


Analyze

Analyze Phase-Champion ToolsThe Champion should maintain an active involvement in the project by completing thePersonal Deployment Planner for Analyze and holding informal reviews to discuss thesteps of analyze as well as complete the Analyze Review Questionnaire to ensure thatall the steps in measure were completed. The Champion remains an important factor ina six sigma deployment.

• The Champion tools used to manage Black Belts are:■ Personal Deployment Planner (Wedding Planner) provides a recommendedtimeline and the Champion actions necessary to complete Analyze.

■ Analyze Review Questionnaire: A checklist containing important questions useto ensure the Black Belt has completed all the important steps in Analyze.

■ Analyze Tools Guide: This guide provides a description of the tools and theiruse. It provides the Champion with an easy reference while completing theAnalyze phase.

Analyze Phase-Deliverables1. Prioritized list of potential experimental X's.

2. Graphs built and analysis performed, as needed.


Analyze

Analyze Breakthrough Strategy

No. Scope Analyze Activities Tools1. Define Performance

Objectives(A review of the priorcapability analysis todetermine the actionneeded)

1. Evaluate existing and priorprocess data.

Capability Analysis

2. Document Potential X's(Develop a starting list forpossible X's)

2. Review process explorationtools from the Measurephase.

XY MatrixFMEAProcess Map

3. Analyze Source ofVariability(Assess the performancespecifications)

3. Establish relationshipsbetween potential X's and Yusing graphical andstatistical tools.

4. Develop a short list of X's forpossible experimentation.

HistogramsMultiple BoxplotsScatter PlotsMulti-Vari StudiesHypothesis TestingRegression Analysis


Analyze

Analyze Checklist• The Champion can ensure the completion of the Analyze phase by completing the

checklist following each step in the process with the Black Belt.

Analyze Questions YES NOStep One

• What is the statement of the statistical problem? • Is the response discrete or continuous? • What does the distribution look like? • How much of the problem, as described in the Measure phase, are

you going after?

Step Two • Have you reduced the potential X's? • Have you reduced the likely X's to a number of which can be

experimented? • Have you completed a demographics matrix? • Have you completed a graphical and distribution analysis?

Step Three • Have you performed hypothesis tests? • Have you updated the FMEA?

General Questions

• Do you have any issues/barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?


Analyze

Personal Deployment Planner Review• The planner lists the recommended time frame and Champion action items to

ensure the Analyze phase is completed successfully.

• It is important that Champions review the time frame and action items prior to thestart of the Analyze phase.

ANALYZE � Four months


� One week before

Session 2

� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan


ANALYZE� Three months

two weeks before certification


� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special

emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues.

� Resolve barriers/issues. � Schedule time to meet with Master Black Belt/mentor.

� Monitor communications plan, informal or formal.

� Communicate with six sigma coordinator.

ANALYZE � Two months



� Review probing questions for section on “Analyze".

� Review Champions manual.� Participate in read- out.� Meet with MBB as to status and performance of

candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.

the start of


Analyze

Exercise: Analyze PhaseDirections: Complete each question. Circle all that apply.

1. The purpose of the Analyze phase:

a) Eliminate the many potential X variables to a few variables.



d) Discover the cause and effect or functional relationship between Y and X.

2. The Champion leadership action during "Define Performance Objectives":

a) Ensure Black Belts have the resources necessary to collect data.

b) Provide a change of project direction.

c) Complete informal reviews of project.

d) Complete analyze checklist.

3. The Champion leadership action during "Document the Potential X's":



c) Complete analyze checklist.


4. The Champion leadership action during "Analyze the Source of Variation":


b) Provide data for measurement.

c) To complete analyze checklist.

d) Ensure resources are available.

5. The Champion tool(s) used to manage the Analyze phase:

a) Analyze Checklist


c) Personal Deployment Planner

d) Black Belt Project Status Form


Analyze

Analyze - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Analyze phase. You learned about the Champion leadershipactions required during the various stages of Analyze. The steps and their tools werereviewed to increase your knowledge of the process.

Analyze Phase Goal and Steps The goal for the Analyze phase is to develop a statistical problem from our definedhunches we discovered during the Measure phase. Complex analytical tools are appliedto reduce the number of suspect variables (X's) prior to the initiation of the Improvephase. We want to gain insight into the nature of the X's that control Y.

1. Define the performance objectives.

2. Document the potential X's.

3. Analyze source of variability.

RoadblocksRoadblocks that can occur during Analyze involve the type of data and timeconstraints placed on team members. Specific roadblocks include:

• Lack of data.




• Personal Deployment Planner (Wedding Planner)

• Analyze Review Questionnaire

• Analyze Tools Guide

Analyze Deliverables1. Prioritized list of potential experimental X's.

2. Graphs built and analysis performed, as needed.


Analyze

Important Facts to Know About Improve• The Goal of Improve

• The Steps to Complete the Improve Phase

• The Tools Used in Improve


• The Champion Tools to Manage the Improve Phase


• Improve Deliverables

• The Focus of the Improve Phase-Y = f(X)

Improve Phase Overview - The GoalThe goal of Improve is to finalize the identification of critical Y variables and toinvestigate the nature of "f". We wish to determine the extent to which the variableeffects the output characteristic. The project team creates a practical solution.


Improve


Improve Phase Steps

Improve Phase - The Roadblocks• Lack of production volume and or parts.

• Lack of access to the process

• Excessively high sample costs.

Improve Phase - Black Belt Action• Define and review the experimental plan with the Champion.

• Execute the DOE and collect data.

• Analyze data and draw a statistical conclusion.

• Draw practical solutions.

3. Validate the Results

1. Define the Experimental Plan

2. Execute and Analyze theDesign of Experiment (DOE)

• Experimental Strategy

• Experiment Planning Outline

• DOE• Main Effects Plot• Interaction Plot

• CapabilityAnalysis

• Final Report

Improve


Improve

Improve Phase - Champion Roles andResponsibilities

• Provide purposeful guidance to ensure that the Black Belt completes the Improvephase successfully.

• Ensure that resources are available to complete the steps.

• Ensure process owner support.

• Challenge Black Belts to be rigorous and constantly look for learning opportunity.

Improve Phase - Specific Champion Responsibilities• Review the DOE plan to determine the logistical issues and resources required to

execute the experiment.

• Ensure resources are available for the DOE.

• Informal reviews of the project and complete the Improve checklist.

• Challenge Black Belts to be rigorous and to constantly look for learningopportunities.

• Ensure resources are available for study.

• Ensure that the practical solution is implemented.

• Ensure process owner support.

Improve Phase - Champion ToolsTools used to manage Black Belts:

• Improve Review Questionnaire■ Contains important questions used to ensure that the Black Belt hascompleted all the important steps in Improve.

• Improve Tools Guide■ Provides a description of the tools and their use. It supplies the Championwith an easy reference while completing the Improve phase.

• DOE Checklist■ Ensures all steps in the design of experiment are completed.

• Personal Deployment Planner (Wedding Planner)■ Provides a recommended timeline and the Champion actions necessary tocomplete Improve.


Improve

Improve Phase - Deliverables1. DOE Planning Sheet

2. Experimental Report (document the results)

3. Progress Summary

4. Update the FMEA (Failure Mode Effects Analysis)

Improve Breakthrough Strategy

No. Scope Improve Activities Tools


1. Complete the experiment planning outline.

2. Secure Champion approval for the design of experiment plan.

3. Create the experiment structure.

4. Obtain Samples.

Design of Experiment Planning Outline

2. Execute and Analyze the Design of the Experiment

5. Execute the experiment.

6. Analyze the results. 7. Draw statistical

conclusion.

DOEMain Effects PlotInteraction Plot

3. Validate the Results 8. Run the samples to

verify the experiment results.

Capability AnalysisFinal Report


Improve

Improve Checklist• The Champion can ensure the completion of the Improve phase by completing the


Improve Questions YES NO

Step One • What is the statement of the statistical problem? • Were all of the potential X's measurable and controllable for an

experiment? • Have you completed a DOE Planning Sheet? • Do you have any issues/barriers?

Step Two • Are the vital few X's statistically significant? • How much of the problem have you explained with these X's? • How much unexplained error exists?

Step Three • Are the effects of practical significance? • Have you updated the FMEA? • Are any new improvements transferable across the business? • Is an action plan for spreading the best practice in place an

appropriate?

General Questions • Do you have any issues/barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?


Improve

Personal Deployment Planner Review• This portion of the planner provides a recommended time schedule for the

Champion actions required to ensure the Improve phase is completed.

• Review this page prior to the start of this phase with the Black Belt to ensure allaction items are understood.

IMPROVE � Two months

one week before certification

� One week before

Session 3

� Schedule time to meet with candidate. � Review Selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan






emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan—informal or formal.

� Communicate with six sigma coordinator. � Arrange for coordination and planning of celebration.

� Start selection process of 2nd project.

IMPROVE � One month



� Review probing questions for section on “Improve".

� Review Champions manual. � Participate in read-out.� Meet with MBB as to status and performance of

candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project.

� Check that the line functions are participating and they are evolving as owners of the project.

� Reinforce that the line functions will own the Controlphase.

the start of

Determine what support line managers will need to fullyown.

�


Improve

Exercise: Improve PhaseDirections: Complete each question. Circle all that apply.

1) The purpose of the Improve phase:




d) Identify the critical X variables and to investigate the nature of "f".

2. The Champion leadership action during Define the Experimental Plan:

a) Ensure team participation.

b) Review the DOE plan to determine the logistical issues and resourcesrequired to execute the experiment.

c) Complete informal reviews of the project.

d) Hire additional manpower.

3. The Champion leadership action during "Execute and Analyze the DOE":



c) Complete informal reviews of the project.


4. The Champion leadership action during "Validate the Results":

a) Ensure resources are available.

b) Ensure that the practical solution is implemented.

c) Provide data for improve.

d) Complete informal reviews of the project.

5. The Champion tool(s) used to manage the Improve phase:

a) Commitment Plan


c) Improve Checklist

d) Personal Deployment Planner


Improve

Improve-SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Improve phase. You learned about the Champion leadershipactions required during the various stages of the Improve phase. The steps and theirtools were reviewed to increase your knowledge of the process.

The focus of the Improve phase - Y = f(X).

Improve Phase Goal and StepsThe goal of Improve is to finalize the identification of critical X variables and toinvestigate the nature of "f". We wish to determine the extent to which the variableeffects the output characteristic. The project team creates a practical solution.

1. Define the experiment plan.

2. Execute and analyze the design of experiment (DOE).

3. Validate the results.

Roadblocks• Lack of production volume and or parts.


• Excessively high sample cost.


• Improve Review Questionnaire

• Improve Tools Guide

• Personal Deployment Planner (Wedding Planner)

• DOE Checklist

Improve Deliverables1. DOE Planning Sheet

2. Experimental Report (document the results)

3. Progress Summary

4. Update the FMEA (Failure Mode Effects Analysis)


Improve

Important Facts to Know About Control• The Goal of Control

• The Steps in the Control Phase

• The Tools Used in Control


• The Champion Tools to Manage the Control Phase


• Control Deliverables

Control Phase Overview - The GoalThe goal of the Control phase is to develop a plan that would describe the systemsused in monitoring and controlling process or product variation. We wish to determinethe optimal setting and control methods for key input variables, and maintain outputof the process in that optimal level.


Control


Control Phase Steps

Control Phase - The Roadblocks• Resistance from process owners who do not want to give their support.

• Time and expense required to change a process.

Control Phase - Black Belt Action• Complete the final project report.

• Complete and submit the control plan to the Champion.

• Recommend a training plan and provide a required equipment list.

3. Documention of What You Have Learned

1. Process Enhancement and Control

2. Capability Analysis for X and Y

Control

• Six Sigma Strategy

• Control Charts

• Capability Analysis

• Control Plan• Final Project

Report

Control


Control

Control Phase - Champion Roles andResponsibilities

• Provide purposeful guidance to ensure the Black Belt completes the Control phasesuccessfully.

• Ensure that resources are available to complete the steps.

• Guide the implementation of the recommendations made by the Black Belt.

Control Phase - Specific Champion Responsibilities• Review the proposed process changes

• Ensure resources are available

• Informal reviews of project and complete the Control Checklist.

• Assume responsibility for the implementation of the recommended changes.

• Ensure resources are available for study.

• Informal reviews of projects

• Complete the Control Checklist.

• Ensure resources are available.

• Complete the Control Checklist.

• Ensure the success of the implementation of the control plan.

Control Phase - Champion ToolsThe Champion tools used to manage Black Belts:

• Control Review Checklist: Contains important questions used to ensure the BlackBelt has completed all the important steps in Control.

• Control Tools Guide: Provides a description of the tools and their use. It suppliesthe Champion with an easy reference while completing the Control phase.


Control

Control Phase - Deliverables1. Control Plan

2. Final Project Report

Control Breakthrough Strategy

# Scope Control Activities Tools


1. To determine optimal setting for the process .

2. Identify control methods for the X variable.

Six Sigma StrategyControl Methods Charts


3. Complete a final capability analysis for X and Y.

4. Determine the degree of control and capability of control variable (X's).

5. Determine the final process capability (Y's).

Capability Analysis

3. Documentation of What You Have Learned

6. Complete the control plan.7. Complete the final report.

Control PlanFinal Project Report


Control

Control Methods

Control Methods Tool/Method Control Method Purpose

1. Eliminate the Variable

Robust Process and Product Design

Mistake-Proofing

Develop a realistic tolerance to establish the true control units for X variables based on the equation of Y = f(X).

2. Automate the Variable

Process Controller Implement automated controls that require little or no operator intervention.

3. SPC on the X's4. SPC on the Y's

Statistical Process Control I – MR (Individual – Moving Range)EWMA Xbar and R ChartsP and nP ChartsC and U Charts

SPC on the X's: Implement statistical process control on the input variables (X's). This form of SPC requires that Y = f(X) be understood.SPC on the Y's: Implement statistical process control on the output variables (Y's).

5. Standard Operating Procedure (SOP)

A standard methodology is used for maintaining the process.

It is the standard operating procedure for detecting defects.


Control

Control Phase ChecklistThe Champion can ensure the completion of the Control phase by completing thechecklist following each step in the process with the Black Belt.

Control Questions YES NOStep One • What is the statement of the statistical problem?

Step Two • What are the vital few X's? • How will you control or redesign these X's? • How are you monitoring the Y's?

Step Three • How are you going to ensure that this problem does not return? • Is the learning transferable across the business? • What is the action plan for spreading the best practice? • Is there a project documentation file? • How is this referenced in process procedures and product drawings? • What is the mechanism to ensure this is not reinvented in the future? • Have you updated the FMEA? • Have you developed a Process Control Plan? • Have you developed a Quality System Action Plan? • What are the financial implications? • Is there any spin-off projects? • What lessons have you learned?

General Questions • Do you have any issues/barriers? • Do you need help from me? • Have you completed your final report? • Have you completed a local project review?


Control

Personal Deployment Planner ReviewThis is the final section of the planner. It lists the required Champion actions,including reviewing the Black Belt final project reports for certification requirements.

Personal Deployment Planner-Key Point• The Champion must have contact with the Black Belt several times during the

phases of the six sigma strategy, as indicated in each area of the PersonalDeployment Planner.

CONTROL� One month one

week before certification


� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan to the

organization.

CONTROL� One month before

certification� Three days after

training

� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special emphasis.� Inquire as to next actions.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informal or formal.� Communicate with six sigma coordinator.

CONTROL� One week before

certification

� Review probing questions for section on “Control".� Review Champions manual.� Participate in read-out.� Meet with MBB as to status and performance of candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.

CERTIFICATION � Meet individually with candidate to review expectation� Celebrate results.


Control

Exercise: Control PhaseDirections: Complete each question. Circle all that apply.

1. The purpose of the Control phase:




d) Discover the cause and effect or functional relationship between Y and X.

2. The Champion leadership action during "Process Enhancement and Control":

a) Ensure resources necessary to collect data are available.

b) Provide a change of project direction.

c) Review the proposed process changes.

d) Assume responsibility for the implementation of the recommended changes.

3. The Champion leadership action during "Capability Analysis for X and Y":

a) Provide a second project requiring a DOE.


c) Complete analyze checklist.


4. The Champion leadership action during "Documentation of What You HaveLearned":

a) Provide data for control.

b) Complete the Personal Deployment Planner.

c) Complete control checklist.

d) Ensure the success of the implementation of the control plan.

5. What are the roadblocks that can occur during the Control phase?

a) Resistance from process owners who do not want to give their support.

b) Black Belt did not complete the certification process.

c) Not enough data available to complete the control phase.

d) Time and expense required for changing a process.


Control

Control - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Control phase. You learned about the Champion leadershipactions required during the various stages of the Control phase. The steps and theirtools were reviewed to increase your knowledge of the process.

Control Phase Goal and StepsThe goal of the Control phase is to develop a plan that would describe the systemsused in monitoring and controlling process or product variation. We wish to determinethe optimal setting and control methods for key input variables, and maintain outputof the process in that optimal level.



3. Documentation of What You Have Learned

Roadblocks• Resistance from process owners who do not want to give their support.

• Time and expense required to change a process.


• Control Review Checklist

• Control Tools Guide

Control Deliverables• Control Plan

• Final Project Report


Control

MAIC Review• In the Measure phase, we focused on identifying critical Y variables. We discovered

how they are measured and how good those measurements can be.

• During the Analyze phase, we analyzed the Y information and looked for patternsthat allow us to identify potential X variables.

• In the Improve phase, we ran the Design for Experiment (DOE) to identify Xvariables. We found we can establish a cause-and-effect relationship—the "f" ofY = f(X).

• In the Control phase, we discovered that we can use the cause-and-effectrelationship to optimize and control the process.


Control

Overview• The six sigma approach incorporates the organization's business needs to meet

customer requirements. Our goal is to prevent causes vs. correcting problems anddiscontinue further tampering of the systems and processes.

• One required approach that is critical to the achievement of a six sigma level is aDesign for Six Sigma, also known as DFSS. DFSS will review your product and/orservice to ensure you are operating at a six sigma level from the very beginning.

DFSS - Influence on Cost, Quality and Cycle Time

ManufacturingUp to 30%

DesignOver 70%


Design for Six Sigma


DFSS - A Look at a Generic Design Process

• How are risks assessed and measured?

• How long is the process?

• How are specifications set?

• When are we "ready for production"?

• When are we ready for commercialization?

DFSS-What it is!

Set of Tools

PartPart

ProcessProcess

TeamworkTeamwork

Process

Happy Customers

Concept PreliminaryDesign

Detail Design Testing Production



DFSS - Overview• DFSS is a rigorous approach to designing products and services-enabling processes

to operate at a six sigma level of quality and meet customer requirements from thevery beginning.

• Companies that implement a six sigma program find that a majority of defects areactually created during the design process. As companies approach five sigma, theytypically hit a wall that requires a redesign of some of its processes. The capabilityof the manufacturing and transactional processes must be factored into the designof a product or service so that the final configuration is "producible" usingexisting technology.

• Implementing DFSS involves two additional weeks of training for certified BlackBelts or Green Belts.

DFSS - A Combination ofProcesses and Tools

Tollgate Reviews

Risk Managment

Project Management

Product Cost Analysis

Allocation of Capital and Resources

Program Prioritization

Strategic Planning

BusinessDesign Reviews

Risk Analysis and Abatement

Piloting and Prototyping

Technical

IDEaSTM/SM Process

Basic Statistics

ANOVA

DOE

Gage R&R

Capability Analysis

Process Mapping

FMEA

Hypothesis Testing

MAICQFD

Scorecards

Tolerance Analysis

DFMA

Reliability Assessment

Equipment Selection

Advanced DOE

Design

Tools

DFSS



DFSS-The IDEaSTM/SM Process

What are the Y's?

What are the X's where Y = f(X) ?

What is the short - term capability?

What is the long-term capability?

ustain

TM/SM

and

xecute

D esign

nitiate

DDIII

EEESSS



MAIC/DFSS Relationship

Reach Entitlement Six Sigma

LSL USLLSL USL

DFSS

LSL USL

MAICMAIC

Shift MeanShift Mean

Reach EntitlementReach Entitlement

Reduce VariabilityReduce Variability

LSL USL

LSL USL



MAIC vs. DFSS

MAIC DFSS

What Would You Invest?

1000 : 1 100 : 1 1 : 110 : 1

ImprovePlan

ImproveDesign

ImproveProcess

ImproveProduct


• Emphasizes product or process focus.

• Provides measures and metrics.

• Identifies problem areas.

• Focuses on defect prevention.

• Considers tradeoffs between all thecustomer requirements.

• Uses six sigma tools.

• Emphasizes project focus.

• Provides a problem-solvingmethodology.

• Provides solutions to specificquestion.

• Focuses on defect elimination.

• Focuses on a few key customerrequirements.




DFSS - Summary• The DFSS approach agrees that product design is a process. The process needs to

be standardized.

• The IDEaSTM/SM (Initiate, Design, Execute and Sustain) is the road map forproduct/process design or redesign.

• As the product or process moves through the IDEaSTM/SM process, MAIC will be usedto close gaps and solve problems.

• DFSS is a rigorous approach to designing products and services-enabling processesto operate at a six sigma level of quality and meet customer requirements from thevery beginning.

• The DFSS process includes:

I - Initiate (the concept)

D - Design (preliminary and detailed)

E - Execute (prototype testing)

and

S - Sustain (production)



Roles and Responsibilities - Summary• The goal of this unit was to increase your knowledge of the management roles and

responsibilities of a Champion. You learned of Black Belt roles and responsibilitiesduring a project and about the actions necessary for management to monitor BlackBelt training and project completion.

• Six sigma is a new way of managing the business; whereby the Champion musthave the attitude that defects can be eliminated and no defects will be passed onto the customer. Tampering of systems and processes that increase COPQ must bereduced to increase customer satisfaction.

• The Champion must build a vision of the future with the culture change-appealingto logic and intuition, while explaining the need for change, can help create thisvision.

• Champion roles and responsibilities include functioning as a leader and manager ofBlack Belts and their projects. While Black Belts report to them, the Championreports directly to the six sigma sponsor.

• Champions monitor and lead Black Belt projects to ensure successful completion ofall certification requirements.




• Who is the Black Belt?■ Black Belt Characteristics■ Black Belt Commitment■ Sustaining the Gain

• Black Belt Certification Requirements

• A Single Black Belt Training Phase

• Closure Requirements for Projects

• Critical Factors for Black Belt Success

• Exercise

• Summary

OverviewThe goal of this unit is to increase your knowledge of the certification requirements forBlack Belts. This unit also reviews the certification process; the training and projectcriteria necessary to complete the certification.

Objectives

At the end of this unit, you will be able to:• Identify the certification requirements for a Black Belt.

• Identify the project closure requirements for Black Belt certification.

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 03_Certification Requirements • 1

Certification Requirements


Who is the Black Belt?• A member of the management team who is responsible for spreading the use of the

six sigma methodologies, when called on to assist in business issues.

• A technical and cultural change agent for quality.

• Recommends and completes the six sigma project using the six sigma methodology.

• A critical leader for building a mutual need for the change as well as mobilizingcommitment for support when facing obstacles.

• Completes a final report and presents the findings to the Champion.

• Black Belt Characteristics■ Is tenacious■ Is courageous■ Makes decisions based on facts■ Thinks outside the box■ Embraces change■ Celebrates success readily and enthusiastically

• Black Belt Commitment■ Two-year commitment■ Four to five projects per year with a ROI of $75k/project■ ROI of $375+k for the following years

Sustaining the Gain• Black Belts can sustain gain through the following actions:

■ Provide consistent, visible and tangible reinforcement of the behavior needed.■ Integrate change into ongoing work behaviors.■ Monitor progress.■ Align systems and structures that create a change that is part of individualand team behavior.



Black Belt Certification Requirements• There are three critical factors that can influence the success and certification of a

Black Belt.■ Good certification project selection■ Time to complete the project■ Full Champion support

• A good certification project should allow the candidate to learn and apply the sixsigma tools. Project 1 should be scoped to allow for project completion in a four-month time frame. The second project should be scoped by the end of the secondmonth and completed by the end of the sixth month.

The Black Belt Wave - A Six-Month Process• The time frame for specific reporting documents is shown in the graph below.

Black Belt Certification Requirements - Key Points

• Two projects are completed within a six-month Black Belt Wave.

• SSQ on-site support is given after each training class.

• The greatest amount of on-site support is given after each training class. The toolsand techniques used to obtain data are reviewed. Any questions or concerns theBlack Belts might have are addressed at this time.

• The Black Belt is expected to demonstrate competency of the use of the tools andtechniques during the second project; the amount of on-site support is greatlyreduced.

• The six-month process does not include Ground School training.

Black Belt Wave6 Month Process

Submittal of 1 Page Summary

for Project 1(End of Month 4)

M

IC

Submittal of Project 1 Report

(End of Month 4) Cert

ific

atio

n

Project 2 Started (End of Month 2)




(End of Month 6)

Project 1 Started (Beginning of Month 1 or at the beginning ofGround School [GS] Training)

GSA



Summary of Training Events• An event of training totals a four-week period. The event begins with a week of

training in a classroom at a designated training site.

• The remaining three weeks of training are on-site at the organization. Within thethree-week period an SSQ support person will visit and provide support to eachcandidate at least one time.

• The site support person from SSQ may or may not be the instructor presenting thetraining material.

A Single Black Belt Training Phase-Summary ofEvents

Black Belt Wave6 Month Process*



M

IC


(End of Month 4) Cert

ific

atio

n

Project 2 Started (End of Month 2)




(End of Month 6)

Project 1 Started (Beginning of Month 1 or at the beginning ofGround School [GS] Training)

GSA

* The 6 - Month Process does not include Ground School training.

Training Site Support Site Support Site Support

Eventweek

Course and InstructorEvaluations

Site Support Documentation

Session Mastery Class Status Reportfor Management

Confidential Evaluation of the

Site Support Person

Complete AttendanceSheet



Job Responsibility

Instructor Site Support Personnel

Summary of a Classroom Session for the Event• Each day of the classroom training session requires specific Black Belt or Instructor

action.

Training Day Black Belt Action Instructor Action Day One Verify that personal information such as e-mail

address, phone number, etc. is correct on the attendance sheet to ensure credit for participating in the training.

Forward all attendance records to SSQ for knowledge transfer tracking and candidate certification evaluation.

Day Two Complete the training requirements scheduled for the day.

Provide instruction of the material.

Day Three Complete the training requirements scheduled for the day.

Provide instruction of the material.

Day Four Complete the Mastery Test and be prepared to grade and discuss the answers on the following training day.

Direct the candidates to complete the Mastery Test. All scores will be sent to SSQ for knowledge transfer, tracking and candidate certification evaluation.

Day Five Review the mastery test and plan for the application of instruction given on the tools for the remaining three weeks.

Review the test with the candidates and assist in planning their remaining three weeks of training.

The site support person from SSQ willvisit a client's candidate, when scheduledby the Senior Partner or Account Manager.The support person will assist thecandidate in gaining knowledge of theselection and application processes of thesix sigma tools, as they are applied tothe candidates first six sigma project. Thesite support person is also responsible forreviewing the one page project summariesas well as the final report for eachcandidate they are assigned.

The instructor will instruct the client'scandidates, Champions, executivesmanagers, or any other client personnel,when scheduled by the senior Partner orAccount Manager. It is the instructor'sresponsibility to make every effort toensure that the classroom studentsunderstand the material that is beingtaught.



Black Belt Certification Requirements• Attend all Black Belt training sessions.

• Complete four mastery tests with a final test average of 80%.

• Conduct two projects with a one-page summary for each project, including allappropriate signatures.

• Submit a final report for Project 1 with acceptable final report scorecard scores.

• Submit a final report for Project 2 with acceptable final report scorecard scores.

• Sustain the change.

• Receive a recommendation by a Champion, which is done by signing off on a one-page report.

Closure Requirements for Project 1• The Project 1 documentation that is collected and developed by the Black Belt

must be thoroughly reviewed prior to the completion of the certification process.The following items are due approximately four weeks after the completion of theControl Phase Training. They include:

■ The one-page summary reviewed by the site support person and a technicalrepresentative from SSQ.

■ SSQ will sign off on all acceptable one-page summaries.■ The final report is reviewed by the site support person and evaluated with aSSQ Final Report Scorecard or on 6.Net.

■ The information from the evaluation of the final report is shared with thecandidate and SSQ for knowledge transfer tracking and candidate certificationevaluation.

Project 2• The review process for Project 2 is identical to Project 1. All reports are due

approximately 12 weeks after the completion of the Control Phase Training.

• Requirements include:■ Submittal of a one-page summary (with signatures).■ Submittal of a final report.



Critical Factors for Black Belt Success• The Champion has several important functions as a leader and manager of the

Black Belts and their projects.

• The Champion Leadership for Black Belts■ Project Leadership■ Black Belt Management

The Champion Leadership for Black Belts• Project Leadership

■ Develops and executes a roadmap for a given project.■ Selects project, executes control, implements and realizes the gains (thebottom-line linkage).

■ Removes roadblocks and barriers.■ Assists in gaining stockholder support.■ Drives cross-functional coordination of projects.■ Participates in all project reviews with the Black Belt.

• Black Belt Management■ Owns Black Belt selection.■ Acts as director to Black Belts.■ Owns the "execution" portion of Black Belt certification.■ Provides rewards and recognition to Black Belts.■ Tracks the six sigma related training within the organization.

The Champion Leadership for Black Belts-Key Points• Constant communication and Champion visibility during the completion of a

project is an important element in a successful project.

• Appropriate rewards and recognition, as well as change management, can assist insustaining the change.



ExerciseComplete the following statements regarding Black Belt certification requirements,roles, and responsibilities. Select all that may apply.

1. The Black Belt is responsible for:

a) Selecting Yellow Belts.

b) Completing Black Belt training.

c) Acting as a cultural change agent.

d) Removing roadblocks.

2. The training event:

a) Is a four-day period.

b) Is a four-week period.

c) Includes SSQ site support.

d) Is part of the Black Belt Wave.

3. Actions Black Belts complete to sustain the change are:

a) Removing barriers.

b) Winning stakeholders support.

c) Aligning systems and structures.

d) Monitoring and adjusting metrics.

4. A final project report must include:

a) A problem statement.

b) A training schedule.

c) Metric charts.

d) A statistical solution.

5. The practical problem statement must be in __________ terms.

6. Closure requirements for Project 1 are _____ weeks after the completion of theControl Phase.

7. Closure requirements for Project 2 are _____ weeks after the completion of theControl Phase.



8. Failure to align systems and structures can result in:

a) Unsuccessfully sustaining the change.

b) Repeating the project.

c) Retraining the Black Belt.

d) Reorganization.

9. Required certification closure documents include:

a)

b)



Certification Requirements Summary• The goal of this unit is to increase your knowledge of the certification

requirements for Black Belts. This unit reviewed the certification process, thetraining and project criteria necessary to complete the certification.

• A Black Belt is a member of the management team who is responsible forspreading the use of the six sigma methodologies, when called on to assist inbusiness issues.

• Certification Requirements■ Attend all Black Belt training sessions.■ Complete four mastery tests with a final test average of 80%.■ Conduct two projects with a one-page summary for each, including allappropriate signatures.

■ Submit a final report for Project 1 with acceptable final report scorecardscores.

■ Submit a final report for Project 2 with acceptable final report scorecardscores.

■ Sustain the change.■ Receive a recommendation by a Champion, which is done by signing off on aone-page report.

• Closure Requirements for All Projects ■ The following items are due approximately four weeks after the completion ofthe Control Phase Training.

❏ The one-page summary reviewed by the site support person and atechnical representative from SSQ.

❏ SSQ will sign off on all acceptable one-page summaries.❏ The final report is reviewed by the site support person and evaluatedwith a SSQ Final Report Scorecard or on 6.Net.

❏ The information from the evaluation of the final report is shared withthe candidate and SSQ for knowledge transfer tracking and candidatecertification evaluation.




• Elements of a Successful Project ■ Define the New Relationship■ Successful Project Components■ Mobilize Commitment

❏ Mobilize Commitment Plan❏ Influence Strategy Plan

■ Monitor Change■ Align Systems and Structures■ Sustain Change

• Exercise

• Summary

OverviewThe goal of this unit is to increase your knowledge of the elements of a successfulproject that will create a positive impact. You will identify management skills that willassist you in maintaining the positive change.

Objectives

At the end of this unit, you will be able to:• Identify the elements of a successful project.

• Identify management skills to sustain a positive change.

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 04_Successful Project • 1

The Successful Project


Elements of a Successful Project -Defining a New RelationshipImplementing a six sigma change in any organization will involve changes in roles andjob expectations. Employees, as well as management, must shift from a traditionalbusiness paradigm to one that uses six sigma methodology.

Defining a New Relationship

Six Sigma Performance

Feedback

ChallengingWork

New Skills Recognition

Rewards

Training

What the Organization Expects of Employees

What the Employees Expect of the Organization



Expectations During the Transition• The Champion provides a vision of the future before, during and after the

completion of any Black Belt project.

• A Champion defines the expectations of six sigma as it relates to the business andensures that Black Belts have a clear understanding of their responsibilities.

• The SSQ vision is to be the leading provider of knowledge-based systems that drivefinancially measurable results in client organizations.

• Shared expectations from all members of the team increases support andcommitment during a change.

Six Sigma Organization - Expectations• A knowledge and understanding of the need for six sigma and the changes

required.

• A commitment and accountability from management for implementing the change.

• Employee's self-interest in furthering their needs.

Expectations

Employees need to know: Sponsors or leaders need to know:

Sharing your expectations, while inviting employees to do the same, isa powerful tool in managing change.

• What is expected of me as a sponsoror leader?

• What do I expect of my boss?

• What do i expect of mysubordinates?

• What do my subordinates expect ofme?

• What will it be like to work herenow?

• How will I succeed?

• What is it they want?



Successful Project Components• The goal of any six sigma project is to increase customer satisfaction and reduce

the cost of poor quality (COPQ). The six sigma mindset needed during a project'sprocess is "Defects can be eliminated and tampering reduced."

• A successful project results in a 50% change in the metrics and a savings of 100Kor more for the company.

A Successful Project• Describes the statistical problem.

■ What are the problems with mean, variance, or both?■ What needs to happen?

• Describes the statistical solution.■ What are the critical X variables?■ How are they being controlled?■ What is the result on the process?

• Describes the practical solution.■ What is needed? Poke-Yoke, control methods, or process/product redesign?■ What mechanisms are in place to ensure we "hold the gains"?■ What are the quantifiable savings?■ What is the defect reduction or sigma level improvement?

• For any remaining steps:■ "Who? What? When?" plans.

Champion Role• Reviews recommended projects with Black Belts.

• Selects projects, executes control and removes roadblocks.

• Resources for projects.

• Rewards and appoints recognition.



Stakeholders• Stakeholders are individuals in the organization who have a vested interest in the

success of a six sigma project.

• Commitment from stakeholders is a critical component of any successful project.

Who are the Stakeholders?• They control necessary resources.

• They can block the team directly or indirectly.

• They must approve any of the team's decisions.

• They influence the opinion of others stakeholders.

• They function as the process owners of any part of the process the team isaddressing.

• There are typically fewer than 15 true stakeholders. While every stakeholder doesnot need to be strongly supportive for successful results, their ability to mobilizecommitments is necessary to ensure a successful business change.

How Can Champions Increase StakeholderCommitment?

• Communicate the big picture.

• Create a vision of the company as it is now and the future after the change.

• Identify stakeholders' concerns and issues, and present factors to overcomestakeholder objections.

• Follow-up by reviewing possible changes in the commitment level of thestakeholder.

• Recognize and reward stakeholders for their commitment level when it is given.



Mobilizing Commitment PlanThe Mobilizing Commitment Plan is a tool that will assist you in identifying the levelof commitment, issues or concerns your stakeholders might have.

Directions for Using the Mobilizing CommitmentPlanner

• Complete the project details as listed at the top of the form-stating companyname, problem statement and project title.

• Identify possible stakeholders and list their names.

• Check their area of influence.

• List their concern (e.g., time, money, resources or other).

• Rate their level of influence on the company.

• Rate the level of commitment at this point in time.

• Determine whether a commitment strategy is needed by checking "Yes" or "No".

Mobilizing Commitment Plan Example

Company Name: ____________________________________Project Title: ___________________________________

Problem Statement :________________________________________________________________________________

Rating Scale: 1 - Strongly Against2 - Moderately Against3 - Neutral4 - Moderately Support5 - Strongly Support

Issue orConcerns

Degree ofImpact for the

issue orconcern

Neg. Pos.

Level ofCommitment

Neg. Pos.

CommitmentStrategy

PlanNeeded?

Yes or No

PossibleStakeholders

Cont

rols

Reso

urce

s

Blo

cker

: Dir

ectl

yor

Ind

irec

tly

Dec

isio

n-m

aker

Influe

nces

oth

erSt

akeh

olde

rs

Ow

ner

of p

arts

of

the

proc

ess

Time Money Resources Other

1 2 3 4 5 1 2 3 4 5 Yes No

1.

2.

3.

4.



Exercise: Mobilizing Commitment Plan

Purpose: Identify stakeholders that could affect the success of the six sigma project.

Agenda: Complete the Mobilize Commitment Plan listing the appropriate detailsregarding your current business setting. Refer to the desired project youwish support from stakeholders.

Limit: 10 minutes

Mobilizing Commitment Plan Exercise


Problem Statement :________________________________________________________________________________

Rating Scale: 1 - Strongly Against2 - Moderately Against3 - Neutral4 - Moderately Support5 - Strongly Support

Issue orConcerns

Degree ofImpact for the

issue orconcern

Neg. Pos.

Level ofCommitment

Neg. Pos.

CommitmentStrategy

PlanNeeded?

Yes or No

PossibleStakeholders

Cont

rols

Reso

urce

s

Blo

cker

: Dir

ectl

yor

Ind

irec

tly

Dec

isio

n-m

aker

Influe

nces

oth

erSt

akeh

olde

rs

Ow

ner

of p

arts

of

the

proc

ess


1 2 3 4 5 1 2 3 4 5 Yes No

1.

2.

3.

4.



Influencing Strategy The commitment level of any stakeholder can be improved to some degree through theuse of an Influence Strategy Plan. The plan must identify the following stakeholderdata before you begin to win their support.

Influence Strategy Plan• Who can have the most impact on this person?

• What is the message that needs to be delivered?

• What is the individual's style (e.g., socializer, amiable, driver, analyzer)?

• What is the individual's history with this problem?■ Do they view this as a flavor of the day?■ Are there personal conflicts with those involved in the project or othershareholders)

• If changed, what are the things that could win the person's support (deal-makersvs. breakers)?

• How and when will the influence process begin? Task out the influence strategywith dates to ensure it gets done.

What is the Champion's Role in the InfluencingStrategy?

• Assist the Black Belt in completion of the Influence Strategy Plan.

• Provide time to meet with the stakeholders.

• Allocate resources to win stakeholders.



The Goal of the Influencing Strategy - IncreaseStakeholders' Commitment

• List the issue or concern.

• Define the steps to maintain or strengthen support.

• Acquire data to support the team's position.

• Report to the stakeholder, reviewing their concerns and the results of the analysisof those concerns.

Directions for Using the Influencing Strategy Plan• List the project name, Black Belt and Champion names.

• List those stakeholders you want to win in the first column.

• Identify the style of the stakeholder.

• List the issue or concerns of that stakeholder.

• Identify those things that could "Make the Deal" or win the stakeholder if theywere present.

• List those people who can influence the stakeholder and sin the support.

• How will you gain support, list the method or actions you will take to create thewin.

• List the date you will begin the Influence Plan.



Influence Strategy Plan

Black Belt:Project:Champion:

Style

Stakeholders

to Win

Driver

Analyzer

Socializer

Am

iable

Issues or

Concerns

The Deal

Makers

People who

Influence

Method

to Win

Date

to Begin



Monitoring Change

Goal• The goal in monitoring change is to verify the effectiveness of the change through

the use of the appropriate measurement systems.

Action Items• What are the metrics that will be used to determine the team's success in making a

sustained change?

• How will tracking these metrics be shared across all those impacted by the team?

• Will the support of doubters be won through results?

• Measurement will provide focus and direction. Remember that actions to fix thingscan occur only when the problem is known. Roadblocks or failures in monitoringprogress can occur when:

■ It is assumed that Stakeholders know how things are going and are notspecifically informed.

■ Measures are put in place only to account for project goals, forgetting thatother impacts may occur.

■ Relationship/s to other initiatives/projects are not identified and thus notmonitored.

■ An attempt is not made to measure the "soft" stuff and only "hard" datameasures are made.

■ Data is not collected and reported in the timeframe outlined in themonitoring plan.



Measurement System Checklist

Aligning Systems and Structures • A six sigma change in your business often involves changes in training,

development, criteria for rewards, and compensation and promotion. Youremployee's behavior will change as well. Significant changes usually require sometype of organizational infrastructure modifications.

• Aligning systems and structures requires assessing the existing systems of measuresand rewards resulting in identifying existing practices that are inconsistent orunproductive.

Aligning Systems and Structures - Action Items• Identify critical systems and structures areas that must be addressed.

• Assess the risk of slipping back into "old habits".

• Align systems and structures with desired behaviors.

Characteristic Description

CompletenessDoes the measurement system capture all elements of thechange or only parts of it? Does it take you in the rightdirection?

Timeliness Can the measure be taken soon after the actual occurrencebeing measured?

Visibility Can the measure be openly tracked?

Controllability Does the measure have a significant influence on the desiredoutcome?

Cost Does the measure already exist for another purpose?

Interpretability Is the measure easy to understand? Can it be used to compareover time and across functions/organizations?

Importance Is there a significant relationship between the measure andbusiness objective?



Components of Systems and Structures

Staffing - What new qualifications will be needed in staffing openpositions in the future?

Development - What requirements will be needed/added to developmentplans?

Measures - How will conformance to the implementation change bemeasured?

Rewards - How will the above measures be incorporated intocompensation plans, rewards, etc.?

Communication - What is the ongoing plan to keep people informed on theprogress towards the vision?

Designing - Does the existing reporting structure support the changedenvironment?

Aligning Systems and Structures TemplateThis is a template designed to walk teams through a detailed analysis of the existingsystems of performance measures and rewards. The level of detail required for thesediscussions will necessitate having experts from both HR and management. It will taketime and research. There are two major areas that will be reviewed. They arePerformance Metrics and Rewards and Recognition.



System and Structures Integration TemplateDirections

1. List all the desired behaviors.

2. List the existing performance objectives measures.

3. Evaluate the existing measures using the measurement checklist.

• Check those measures that do not meet the checklist criteria.

4. Identify existing measures' ability to provide information on the desired behavior.

• Check those measures that do not provide information about he desiredbehaviors.

• Draw an affinity diagram that links the desired behaviors and the existingmeasures that provide information on them.

5. Identify those existing measures that could send out false signals aboutconformance to desired behaviors.

• Check these measures.

6. Identify desired behaviors that are not measured by the current measurementsystem.

• List potential measures for these behaviors and evaluate them with themeasurement system checklist.



Systems and Structures Integration Template

2. Existing PerformanceObjective Measures

3. ExistingMeasurementSystemPassesMeasurementChecklistCriteria.

4. AffinityDiagramNeeded?

5. ExistingMeasureswith FalseSignals?

1. DesiredBehaviors

List YES NO YES NO YES NO

6. BehaviorsnotMeasuredby CurrentSystem

List



System and Structures Integration Template -Rewards and Recognition

• List the behavioral changes.

• Evaluate the organization's likely reaction to displaying behaviors that are desiredto move to and behaviors desired to move from:

A = Reward or Approval

B = Punishment or Disapproval

C = No Reaction

D = Impossible to Predict

• List the existing rewards available to employees.

• Evaluate the existing reward using the measurement checklist.

• Develop an action plan to reward the desired behaviors not included inperformance metrics or included in the "likely to receive reward or approval".

• Develop an action plan to eliminate rewarding behaviors that are not desired.

2. Evaluate Organization’s

Reactions

3. Existing Rewards Available

List

4. Pass the Measurement

Checklist

5. Action plan Needed to Reward Desired

Behaviors

6. Action plan Needed to Eliminate Rewarding Undesirable Behaviors

1. Behavioral Changes

List

A= Reward or

Approval

B= Punishment or

Disapproval

C= No Reaction

D= Im

possible to Predict

YES NO YES NOYES NO



Sustaining Change• Commitments

■ Having consistent, visible, and tangible reinforcement of the changedbehavior.

■ Integrating change into ongoing work behaviors.■ Aligning systems and structures helps make the change a part of individualand team behavior.

• Failure to sustain change can result from:■ Underestimating the time requirements of the new behaviors.■ Unanticipated problems.■ Lacking coordination.■ Other changes being introduced at the same time.■ The employees not having the necessary skills.■ Not gaining the support of the "masses".■ Having goals/objectives that are too broad.■ Dismissing complaints rather than addressing them.■ Not understanding strategic efforts that may impact, deteriorate, or eliminateany gains made in the current environment.

Exercise: Force Field Analysis

Purpose: To identify those factors in the business environment that act asenablers and will promote the change and those factors that mightshorten the life of the change that was recently implemented.

Agenda: Break into pairs.

Review you current business setting and a recent change that wasimplemented. Determine those factors that could increase the life of thechange and those factors you feel could restrain or destroy the recentchange initiative.

List those changes in the appropriate heading.

Rank the importance of each.

Limit: 5 minutes



Sustaining Change

Force Field Analysis

Rank Enablers Restrainers Rank

Stakeholder X - in favor and will provide resources.

Manager Z - in charge of a critical aspect of the change process - is not sold on the idea and is slow to support.



Exercise Directions: Answer each question. Refer to your participant guide when necessary.(circle those that apply)

1. The elements of a successful project include:

a) Describe the statistical problem.

b) The Personal Deployment Planner.

c) Describe the practical solution.

d) The MAIC checklists.

2. The statistical solution in a successful project describes:

a) The critical Y's.

b) The critical X's.

c) The results of the process.

d) The plan to sustain the change.

3. The practical solution describes:

a) The quantifiable savings.

b) The control methods and or the process/product redesign.

c) The problem with mean, variance or both.

d) The process used to control the X's.

4. Name three Champion actions used to manage and sustain a change.

a) Mobilizing commitment.

b) Monitoring change.

c) Aligning systems and structures.

d) Rewards and recognition.

5. The purpose of aligning systems and structures is to:

a) Ensure all processes in the system are functioning properly.

b) To ensure appropriate measurement systems are used.

c) To ensure slipping back to "old habits" does not occur.

d) Ensure existing measures and rewards are align with the new systems andstructures.



6. The purpose of monitoring change is to:

a) To determine the effectiveness of the change.

b) To ensure all-important stakeholders are involved.

c) To avoid slipping back into old habits.

d) To ensure Black Belt completion of the project.



The Successful Project - Summary • The goal of this unit was to increase your knowledge of the elements of a

successful project. In addition you learned the management skills that can assistyou in maintaining the positive change.

• An important factor that can effect the certification of the Black Belt is thedetailed account of the completed project as reviewed in the final report. It isimportant that the Champion review the final report carefully to ensure that all theappropriate elements are represented in the report. Missed details could possiblyeffect future projects.

• Components of a Successful Project: ■ Describes the statistical problem.■ Describes the statistical solution.■ Describes the practical solution.■ For any remaining steps: "Who? What? When?" plans.

Champion Action

Purpose for Action Tools

Mobilize Commitment

Ensure all - important stakeholders involved with the change are involved and support your efforts. They may control the resources or can block the team directly or indirectly. The Influencing Strategy Plan completed by the Black Belt can assist in mobilizing the commitment.

Mobilizing Commitment Plan Influencing Strategy Plan

Monitoring Change

The effectiveness of the change needs to be measured through the use of the appropriate measurement systems. The measurement system needs to take the organization and team in the proper direction for the business.

Measurement Systems Checklist

Aligning Systems and Structures

Align Systems and Structures requires assessing the existing systems of measures and rewards resulting in identifying existing practices that are inconsistent or unproductive. Slipping back to “old habits” will reduce the change for a successful and long lasting change.

Align Systems and Structures Template




• The Importance of Project Selection

• Traditional Project Selection

• Six Sigma Project Selection■ Establish a Business Case■ Create a Project Desirability Matrix■ Narrow the Project Focus■ Project Definition

• A Champion's Role During Project Selection

• Exercise: Project Selection

• Summary

OverviewThe goal of this unit is to increase your knowledge of the importance of projectselection and the six sigma business objectives. You will learn to narrow the projectfocus to create a project definition.

Objectives

At the end of this unit, you will be able to:• Identify factors influencing project selection.

• Identify the elements of a business case.

• Identify factors used to narrow project focus.

• Evaluate project definitions for appropriateness.

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 05_Project Selection • 1

Project Selection


Importance of Project Selection• Dissemination of the six sigma culture depends on news of successful projects

having significant business impact.

• Certification depends on successful completion of such a project within four to fivemonths. Poor project selection is the most common root cause of certificationdelays.

• After certification, Black Belts will assist in selecting future projects.■ They will use the tools learned to identify projects with the greatestopportunity.

■ They will take these opportunities to strategic leadership/Champion forsponsorship.

• Black Belts will help others in project selection.


Project Selection

Traditional ProjectsTraditional business change initiatives often result in:

• Optimizing one part of the business at the expense of another.■ Decreasing cycle time in a non-bottleneck process.■ Reducing the cost in one area by increasing the costs in another.

• Missing the root causes of existing problems.■ Automating a bad process just creates defects more quickly.

• Creating more incremental costs than savings.■ Increasing the number of products/features sold but not generating additionalrevenue from sales.

• Creating a scope that is too large.■ Having too many insignificant things distract the attention of the team.■ Focusing attention on things that do not produce the most impact.


Project Selection

Traditional Business Objectives

• Employee satisfaction, supplier relations, and community relations

A paradigm shift occurs from a functional view to a

cross-functional view to enable the

measurement to look across the process.

Traditional Project Selection• Based on performance optimization in one part of the business.

• Implemented a pre-determined solution.

• Managed the exceptions vs. norms.

• Lacked clarity for project expectations.

Traditional Project Selection-Examples• Increase the number of sales.

• Reduce overtime in one department.

• Reduce the cost of one operation.

• Reduce the cycle time in one sub-process.

• Install new equipment.

• Create a new reporting system.

• Improve on delivery time.

Overtime Expenses

Employee Efficiency Test Yield Utilization


Project Selection

Traditional Project Metrics Metrics have been used to measure broad-based projects, which often resulted infigures that continue to display a poor ROI (return on investment). In addition, amarginal reduction to COPQ (cost of poor quality) resulted from these projects.

Results show little or no impact on business. Why?

Six Sigma Projects

Six Sigma Business Objectives

• Employee satisfaction, supplier relations, and community relations

Successful six sigma projects result with at least

a 50% change in metrics with potential financial

savings of $100K or more.

Quality Service Level

Investment Cycle time Cost

Cash Flow

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

0.825 0.85 0.875 0.9 0.925 0.95 0.975 1

Equipment Utilization

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

0.825 0.85 0.875 0.9 0.925 0.95 0.975 1

COPQ

Equipment Util. vs. COPQ

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

80.0% 82.5% 85.0% 87.5% 90.0% 92.5%

Test Yield

$60,000

$70,000

$80,000

$90,000

$100,000

$110,000

$120,000

$130,000

80.0% 82.5% 85.0% 87.5% 90.0% 92.5%

COPQ

Test Yield vs. COPQ


Project Selection

Six Sigma Metrics

The six sigma objectives and methodology result in a dramatic andpositive change for your business environment.

Sigma Level

COPQ

Sigma Level vs. COPQ

Cycle Time (minutes)

COPQ

Cycle Time vs. COPQ

30.00 60.00 90.00 120.00

$450,000

$375,000

$300,000

$225,000

$150,000

$75,000

$

$450,000

$375,000

$300,000

$225,000

$150,000

$75,000

$1.00 1.75 2.50 3.25 4.00 4.75 5.50 0


Project Selection

Six Sigma Project Selection

Six Sigma Project Selection - Champion Tools• Business Strategy and Goals

• Business Case Profile

• Project Desirability Matrix

• Business Impact Scale

• Pareto Charts

• Process Maps

Six Sigma Project Selection - The Champion Role• Ensure a measurable business impact.

• Provide assistance in project selection and support that fulfills a business need.

• Align the organizational strategy and goals.

• Complete the project definition.

3. Narrow the Project Focus Based on the Business CaseAssess the performance specifications.

1. Establish a business case for a projectAvoid project selection with little or no business impact.

2. Create a Project Desirability MatrixUse when no data on six sigma business objectives is available.


Project Selection

Business Case

Step 1Establish a Business Case for a Project

- Avoid a project selection with little or no business impact.

The Goal

The goal of establishing a business case is to stress the importance of the project tothe business in terms of meeting business objectives.

The Components• The linkage to strategic business objectives.

• The output unit (product/service) for the external customer.

• The primary business measure of the output unit for the project.

• The baseline performance of the primary business measure.

• The gap in the baseline performance of the primary business measure from thebusiness objective.

The Tools• The Business Case Profile: An outline used to write the business case. It contains

the following data:

• Time Frame

• Primary Business Measure

• Output Unit

• Baseline Performance

• Business Objective

• Cost of Impact of the Gap

• Expected Impact on Performance

The Champion's Role• Ensure that the financial impact is assessed, which may require the assistance of a

financial analyst in the business.

Characteristics of a Good Business Case• The Champion states a business case to the best of their knowledge at the time of

project selection.

• The team leader will validate the information in the process of narrowing thescope.


Project Selection

• Thoughtful consideration must be given when developing a business case.

The business case data determines the degree of impact

for the Black Belt project.

• Focuses on ONE primary business metric.■ Keeps the team clear on the measure of success.■ Monitors other impacts with the use of secondary metrics.

• Focuses on a process rather than a cost account.■ Guards against suboptimization of the whole for the benefit of the project.■ States the output of the process.■ Identifies the customers.■ Addresses customer requirements.

• Requires an assessment of the financial impact.

• Addresses the output unit (product/service) for the external customer.■ Avoids internal optimization (more tampering) at the expense of totaloptimization by focusing on the end product.

• Defines the primary business measure of the project.■ Aligns with the six sigma business objective.■ Determines what the impact will be on other successful six sigma businessobjectives.

■ Narrows in on the Black Belt's greatest opportunity for improvement.

• Identifies the baseline performance of the primary business measure. ■ Historical performance of this measure is considered.■ Time period of the historical performance is reviewed.■ Over-reaction by leaders to one isolated exception in performance isrecognized.

• Measures the gap between the baseline performance of the primary businessmeasure and the business objective.

■ Establishes the target performance for the primary business measure vs.baseline performance.

■ Quantifies the cost of the gap in the baseline performance of the primarybusiness measure from the business objective.

■ Examines the project's expected impact on the performance gap.


Project Selection

Business Case-ProfileA business case should include:

• Cost/Unit: Carries the burden of all the waste, rework and scrap loss/shortage(includes refused deliveries, damages, returns and so forth).

• Defects: Encompasses inaccuracies and poor quality; items that fall out of specifiedlimits (includes wage increases in excess of the standards established).

• Cycle Time: Expressed as lead time or time to complete.

Establishing a Business Case Profile

Business Case Profile

During _________________________, the _____________________________ (Period of time for baseline performance) (Primary business measure)

for _______________was __________________. This gap of ______________ (Output unit) (Baseline performance) (Bus Obj. Target vs. baseline)

from _____________________ represents_____________ of cost savings. (Business Objective) (Cost impact of gap)

This project will ________________________________________. (Project expected impact on performance of primary business measure)

the 3 weeks from Feb. 20 to March 9rolled through put yield of physicallocation address accuracy

Support Services 1 to FieldSupport Region 3

at 65% (True Accuracy) resultingin an annualized cost of poorquality of $3,300,000

address accuracy mandates a business objective to improve Order Managementphysical location address accuracy by 50%

74.9% to 87.5%by 27 2001

an annualized sumof $1,600,000

increase to through put accuracy of Support Services 1 to meet the year 2001corporate goal of turning up an additional 400,000 new clients across the region.


Project Selection

Examples: Business Case• Poorly developed business cases do not provide project focus or strong baseline

data to compare results.

• What data is missing from Example 1?

Example 1A Poor Business CaseThere are too many customer complaints. The Division A complaint rate is 35% — the highest in the company — 5% above the average.

Example 2A Good Business CaseIn 1999, the big ticket return rate was 17%, representing $20MM in returns. This was 7% higher than the target for the division.


Project Selection

Exercise: The Business Case

Purpose: Develop a business case profile for a possible Black Belt project.

Agenda: Complete the business case profile. Refer to the characteristics of agood business case to complete specific areas of the form.

Limit: 10 minutes

Business Case Profile

During _________________________, the _____________________________ (Period of time for baseline performance) (Primary business measure)

for _______________was __________________. This gap of ______________ (Output unit) (Baseline performance) (Bus obj. target vs. baseline)

from _____________________ represents_____________ of cost savings. (Business objective) (Cost impact of gap)

This project will __________________________________________________. (Project expected impact on performance of primary business measure)


Project Selection

Desirability Matrix

Step 2Create a Project Desirability Matrix

- Use when no data on six sigma business objective is available.

The GoalThe goal of the project desirability matrix is to provide information that will assist innarrowing the project focus. Champions must select among the competing projects andaddress the impact, effort and risk associated with each project. The projectdesirability matrix avoids traditional project results by forcing an objective discussionon what is really known about the problem.

The Components• Business Impact (returns)

■ Estimated financial impact of the project.

• Investment Required (costs)■ Length of time to complete.■ Number of people required to be successful.

• Probability of Success (assessment of the various risk factors)■ Time: Uncertainty of the completion date.■ Effort: Uncertainty of the investment required.■ Implementation: Uncertainty of roadblocks.

The Tools• The Project Desirability Matrix

• Business Impact Scale

The Champion's Role• Select a diversity of projects - avoid selecting all high - impact projects.

• Ensure evaluation of projects on the same scale - for example, a high-impactproject uses a high-impact scale.

• Collect as much data as possible-avoid subjectivity.


Project Selection

Understanding the Project Desirability Matrix -Business Impact

• The business impact ultimately refers to cash flow and profit. It includes:

"Significant" impact means a change of 50%

as opposed to 5-10%.

Examples: Projects Without Impact• Reducing the cycle time on non-bottleneck operations.

• Installing a measurement system (for example, creating a new report).

• Validating assumptions used in a model (e.g. sales forecasting).

• Quantifying the performance of a process.

• Analyzing a capital investment proposal.

• Anything that does not actually accomplishes a business impact that delivers cashflow and profits.

Investment Impact and Business Impact Scale• Investment Impact

■ Takes into account the time and effort required by the Champion and teammembers, as well as the expenditure of money.

• Business Impact Scale■ Established when using the project desirability matrix to evaluate multiplepotential projects.

Financial Impact Time Investment• High impact is greater than $300K

• Medium impact is $100–$299K

• Low impact is less than $100K

• Low effort is less than three months

• Medium effort is three to six months

• High effort is greater than six months

Cycle Time Investment

Service Level Quality Cash Flow

Cost

Sales


Project Selection

A Project Desirability MatrixAssessing the likelihood the potential project will satisfy business needs can be donewith a project desirability matrix.

The GoalSelection of a project that has the greatest ROI with the least amount of effort. Keepin mind that the probability of success is a factor in selecting projects.

Probability of Success• An assessment that takes into account the various risk factors that may prevent

success.■ Time: Uncertainty of the completion date■ Effort: Uncertainty of the investment required■ Implementation: Uncertainty of roadblocks

• Example: High-risk projects are old chronic problems; a product/service project ona terminal phase.

Proj

ect

Retu

rn o

r In

vest

men

t Is

sues

Labo

r Re

duct

ion

Redu

ce C

ycle

Ti

me

Impr

ove

Cust

omer

Sa

tisf

acti

on

Larg

e Am

ount

of

Tim

e

Trav

el E

xpen

ses

Larg

e Num

ber

of

Peop

le

Issue Rating 8 5 4 -3 -5 -5

Return or Invest Return Return Return Invest Invest Invest

Project Name Association TableFix Machine A 5 8 3 3 4 2Improve Fixture XYZ 7 5 6 2 2 1Increase Final Test Yield 7 7 2 3 3 3Reduce Defect Rate on Line2 6 8 1 2 2 2Reduce Field Failure Rate 4 3 9 2 2 3


Project Selection

Creating a Desirability MatrixThe Project Desirability Matrix is used to quantitatively tie potential projects to keybusiness issues by following these steps:

1. List the names of each project under the project name.

2. List the top five benefits and top five costs identified by your organization. Usinga force field analysis, as shown in the following exercise, can aid you in thisstudy.

3. List the number you rated each benefit and cost under the appropriate heading.

4. Rank each potential project as it relates to each benefit and cost. Rate one forthose with no effect, use ten for those with a strong effect.

- Keep this question in mind when ranking: "How much of this project willeffect the business issue?"

5. Leave any areas that you are unable to rank blank.

6. Calculate a desirability score automatically with the resource disk.

7. The final score is a desirability index.

Example: A Desirability Matrix

Input VariablesDesireIndex %

Improve Fixture

Reduce Defect Rate on Line 2

Increase Final Test Yield

Fix Machine A

Reduce Field Failure Rate

84

66

60

53

52

26.67

20.95

19.05

16.83

16.51


Project Selection

Exercise: Force Field Analysis of Business Issues

Purpose: Define the benefits and constraints (costs) within the organization.

Agenda: • Break into groups of three to four.

• Identify the benefit and costs within your organization.

• Rate each benefit and cost. Use "1" for a low degree of importanceand "10" for a high degree of importance.

Limit: 15 minutes

Force Field Analysis1 = low degree of importance 10 = high degree of importance

Benefits/Returns Degree Constraints/Costs Degree


Project Selection

Project Focus

Step 3Narrow the Project Focus Based on the Business Case

- Assess the performance specifications

The GoalThe goal of narrowing our focus is to find high-leverage projects where the returnjustifies the investment in time and effort, and where the need for improvement issubstantial. Narrowing the focus must be consistent with the primary businessmeasures. It is used in conjunction with the project desirability matrix to helpprioritize the list of potential projects.

The Tools• Pareto Chart

• Process Map

• Metrics

The Data Used to Narrow the Project Focus• COPQ (rework, scrap and so forth)

• Defect counts (actual defects, RTY, FTY, DPMO and DPU)

• Non-value-added time (rework, delay and inspection)

The more tools that can be applied to narrow the project focus,

the broader the learning experience.

Project Focus Considerations• Decisions based on factual data are always better than those based upon intuition,

hearsay or folklore.

• Strategic projects are sometimes a consideration (including new markets andtechnologies).

• When working towards certification, an essential factor must be considered - theproject must serve as a learning experience for Black Belts.

• While the project should address a chronic problem, it should not be too large inscope. Don't try to "feed the world!"

• The scope should be manageable, but not so narrow that the solution is alreadyknown. You can use six sigma to validate the solution in another project outsidethe training activities.


Project Selection

Pareto Charts• Identify the categories that are the biggest contributors to the total problem.

• Utilize only information on defects when problem-solving.

• Separate the significant few from the trivial many.

• Perform several attempts.

Three - Level Pareto

6 m

4 m

2 m

0

Department120967230897256078275888350150373456430511528263145067805670

1.83.43.84.05.15.56.37.721.341.1100.098.294.891.187.081.976.470.162.441.1

02...15.5

00..9..1

DollarsPercentCum % 2 m

1 m

0

34017749021258751359004783218905002.04.37.27.827.551.2

100.098.093.786.578.751.2

1.5 m

1 m

.5 m

0

StepsDollarsPercentCum %

Drill down to an actionable level.

Department69723843681306591814712054633944711739515

2.3.04.76.57.314.162.0100.097.594.589.983.476.162.0

DollarsPercentCum %

1.5......

.5

Patero of Dollars by Operation

Pareto Chart for Department

Pareto Chart for Dept 31 by Steps

Perc

ent

Perc

ent

Perc

ent

Dolla

rs

Dolla

rs

Dolla

rs

31 53 36 48Ot

hers3545 52 3 3

100

80

60

40

20

0

100

80

60

40

20

0

100

80

60

40

20

0

0P-4

0OP

-3OP

-7OP

-20

OP-6

0OP

-5Ot

hers

Extrus

ion

Cut to

Leng

th

Roll F

orming

Thermal Fo

rming

Fluxin

gOth

ers


Project Selection

First-Level Pareto

Second-Level Pareto

Pareto Chart of Dollars by OperationsPareto Chart of Dollars by OperationsDepartment 31 Breakdown

2nd Level

DollarsDollars 1739515 394471 205463 181471 130659 84368 69723PercentPercent 62.0 14.1 7.3 6.5 4.7 3.0 2.5Cum%Cum% 62.0 76.1 83.4 89.9 94.5 97.5 100.0

Doll

ars

Doll

ars

Perc

ent

Perc

ent

$2 m

$1 m

0

100

80

60

40

20

0OP - 40 OP - 30 OP - 70 OP - 60 OP - 20 OP -50 Others

DepartmentDepartment

Pareto Chart for Department

Dollars 2,805,670 1,450,677 528,263 430,511 373,456 350,150 27,588 256,078 230,897 120967Percent 41.1 21.3 7.7 6.3 5.5 5.1 4.0 3.8 3.4 1.8Cum% 41.1 62.4 70.1 76.4 81.9 87.0 91.1 94.8 98.2 100.0

$6 m

$4 m

$2 m

0

Dollars

Perc

ent

Department31 53 36 48 45 52 37 34 35 Others

100

80

60

40

20

0

1st Level


Project Selection

Third-Level Pareto

Pareto Charts Levels-Two and ThreeBlack Belt ActionBlack Belts need to assess whether the areas identified in the Pareto analysis willprovide enough opportunity to have the impact on the primary business measure thatis identified in the business case.

Champion Leadership• Discuss the Pareto analysis and the impact potential on the primary business

measure.

• Discuss any revisions to the original estimated impact.

• Develop plans, if necessary, to execute additional projects for other COPQ areas.

• Select, if necessary, another project to work on.

3rd LevelDo

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$1.5 m

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100

80

60

40

20

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DollarsDollars 890500 478321 135900 125875 74902 34017PercentPercent 51.2 27.5 7.8 7.2 4.3 2.0Cum%Cum% 51.2 78.7 86.5 93.7 98.0 100.0

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Pareto Chart for OP - 40 by Step

StepsSteps


Project Selection

Process Mapping• A process map is a graphic representation of a process. Inputs are taken through

process steps to add value in producing an output. A process map should enablethe Champion and Black Belt to complete a more thorough investigation of theprocess. It can identify areas where process improvements are needed.

• Tool Overview

Circle = Inputs/Start Point Box = Process Step

Output/Stopping Point Arrows = Direction of Flow

Components of a Process Map• All Activities

• Sub-processes

• Input

• Output

• Customer and Suppliers

• Process Owners

It is desirable to have as a primary project output (Y),

a measurable variable rather than an attribute variable.

INPUTSINPUTSSUB -

PROCESSOUTPUTOUTPUT

SUB -PROCESS

SUB -PROCESS


Project Selection

Why Do We Need a Process Map?A process map is a valuable tool used to accurately define the process for a product orservice.

• Allows everyone involved with improving a process to agree on the steps that ittakes to produce a good product or service.

• Creates a sound starting block for team breakthrough activities.

• Identifies areas where process improvements are needed.■ Identifies and eliminates non-value-added steps.■ Combines operations.■ Assists with root-cause analysis.

• Identifies areas where data collection exists, as well as ascertaining itsappropriateness.

• The map identifies potential X's and Y's that:■ Lead to the determination of Y = f(X) through designed experiments.■ Identify appropriate SPC (Statistical Process Control) parameters.

• Monitors and updates changes in the process. The map should become a visualliving document.

• Acts as the baseline for the XY matrix, as well as the failure mode and effectanalysis (FMEA).

Process Maps-Key Points• The scope of the project is from the beginning until the end of the sub-process

with the highest COPQ.

• Root causes of COPQ activities could be from upstream processes.

• Projects focusing on only sub-processes with the highest COPQ may not besuccessful.


Project Selection

Project Definition• Defining a project uses data from the narrowed project focus. It includes:

1. Problem Statement

2. Project Goal/Objectives

3. Primary Metric

4. Secondary Metric

5. Team Members

• Problem Statement Purpose■ Focus the team on a process deficiency-controls the scope of the project.■ Communicate the significance to others.

Problem Statement Examples

Problem Statement - Key Points• A problem statement should not include any guesswork as to the cause of the

deficiency or what action will be taken.

• The problem statement assists in controlling the scope of the project.

• Key output variables that are meaningful to management should be used toquantify the problem.

Product returns are too high due to product A and will be reduced by analyzing first- and second -level Pareto charts.

A POOR problem statement A GOOD problem statementProduct returns are 5% of sales, resulting in a profit impact of $5 million and customer dissatis -faction.


Project Selection

Project Goal/Objective• The project objective states the goal of the project. It must:

■ Address the issue in the problem statement.■ Quantify the expected performance improvement.■ Identify the expected timing.

Project Goal/Objective Examples

The project objective does not state the cause of the deficiency or whatactions will be taken.

MetricsThe primary metric is the yardstick that will be used to measure your success.

• Must be consistent with the problem statement and project objectives.

• Is plotted on a time series graph with the following lines:■ Baseline Performance (average over the past 12 months, if possible)■ Actual Performance■ Target Performance

Reduce shipping errors by implementing individual performance measures and objectives.

A POOR problem statement A GOOD problem statementReduce product returns from 5% to 2.5% of sales by year-end.


Project Selection

Primary Metric Time Series Graph

Secondary MetricsSecondary metrics are the conscience that will "keep you honest".

• Tracks potentially negative consequences.

• More than one secondary metric may be required.

• Ensures control of unintended negative consequences.■ Just as a balloon may pop out somewhere else when squeezed in one place.■ The idea is that defects can be eliminated. Don't create a problem forsomeone else.

Product Returns

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Oct

96

Nov

96

Dec

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Jan

97

Feb

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Mar

97

Apr

97

May

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Jun

97

Jul

97

Aug

97

Sep

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Oct

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BaselineActualObjective

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Project Selection

A Champion's Role During Project Selections • Develop a clear problem statement and communicate the significance to others.

• Assist in the development of the process map, as needed.

• Ensure that the secondary metric(s) have been reviewed.

• Review the business case and the scope of the project to improve focus.

• Review any trends and data on the primary metric.

• Select a team.

Team Selection• Team selection should be created with forethought vs. afterthought. Team selection

is critical because they communicate the business needs. They…■ Encourage Champions to secure the resources.■ Avoid homeless Black Belts who beg for help because the Champion has notestablished the legitimacy of the project.

■ Increase the probability that the most capable people will be made available.


Project Selection

Exercise: Project Selection Directions: Answer each question. Select all that apply.

1. Why is project selection important?

a) It keeps the organization focused on quality improvement.

b) The dissemination of the six sigma culture depends on news of successfulprojects.

c) Black Belts will help others to select future projects.

d) Black Belt certification depends on the completion of a successful project.

2. A Black Belt project must be completed within:

a) Three to four months

b) Four to five months

c) Seven to eight months

d) One year

3. Poor project selection often results in:

a) The organization losing money.

b) Redoing the project.

c) A delay of the Black Belt certification.

d) The Champion redoing the project.

4. The project selected should:

a) Make a dramatic impact on the bottom line in your organization.

b) Involve other organizations.

c) Be used as part of the Black Belt learning process.

d) Create more work for the Champion.

5. The purpose of a business case is to:

a) Stress the importance of the project in terms of meeting business objectives.

b) Identify the final business project.

c) Identify systems that need improvement.

d) Assist the Champion in redoing the project.


Project Selection

6. The business case includes:

a) The output unit for the external customer.

b) The gap in the baseline performance of the primary business measures.

c) A list of the organizations using the business case.

d) A linkage to strategic business objectives.

7. A business case profile contains:

a) Cost of impact of the gap

b) Time frame

c) Team performing the project

d) The Champion's roles and responsibilities

8. Elements of a good business case:

a) Must focus on one primary metric.

b) Is developed by the CEO.

c) Focuses on a process vs. a cost account.

d) Is a requirement of Black Belt certification.

9. The tools to narrow the project focus are:

a) MAIC

b) Process Map

c) DFSS

d) Pareto Chart

10. The data used to narrow the project focus consists of:

a) COPQ

b) History from other organizations

c) Defect counts

d) Non-value-added time

11. Defining a project uses data from the following:

a) A problem statement

b) Primary and secondary metrics

c) The mission statement for the organization

d) Team members


Project Selection

12. The problem statement purpose is to:

a) Focus the team on the system's deficiency.

b) Focus the team on the process deficiency.

c) Control the scope of the project.

d) Notify all CEO's of the current business problems.

13. Read the following problem statement. Identify those elements missing from thestatement.

Product returns are too high due to product Z and will be reduced by analyzingfirst- and second-level Pareto charts.

a) Includes guesswork as to the cause of the deficiency.

b) Fails to quantify the problem.

c) Input variables are not mentioned.

d) Key output variables are not mentioned.


Project Selection

Project Selection Summary

Champion Role during Project SelectionsThe goal of this unit was to increase your knowledge of the importance of projectselection and the six sigma business objectives. The elements of a business were alsopresented. Finally, you learned to narrow the project focus and to create a projectdefinition.

The Importance of Project Selection • Careful project selection should be important to you because of the following

factors.■ Dissemination of the Six Sigma culture depends on news of successful projectshaving significant business impact.

■ Certification depends on successful completion of such a project within fourto five months.

■ After certification, Black Belts will assist in selecting future projects.■ Black Belts will help others in project selection.

The Business Case Components• The Champion states a business case to the best of their knowledge at the time of

project selection.

• The team leader will validate the information in the process of narrowing thescope.

• Thoughtful consideration must be given when developing a business case.

The Business Case Components• A good business case should include the following:

■ The linkage to strategic business objectives.■ The output unit (product/service) for the external customer.■ The primary business measure of the output unit for the project.■ The baseline performances of the primary business measure.■ The gap in the baseline performance of the primary business measure form thebusiness objective.


Project Selection

Narrowing the Project Focus• The goal of narrowing our focus is to find high-leverage projects where the return

justifies the investment in time and effort, and where the need for improvement issubstantial. Narrowing the focus must be consistent with the primary businessmeasures.

• The Data Used to Narrow Project Focus■ COPQ (rework, scrap and so forth)■ Defect counts (actual defects, RTY, FTY, DPMO and DPU)■ Non-value-added time (rework, delay and inspection)

Project Definition• Defining a project uses data from the narrowed project focus. It includes:

1. Problem Statement

2. Project Goal/Objectives

3. Primary Metric

4. Secondary Metric

5. Team Members

Problem Statement Purpose• Focus the team on a process deficiency (controls the scope of the project).

• Communicate the significance to others.

A Champion's Role During Project Selections• Develop a clear problem statement and communicate its significance to others.

• Assist in the development of the process map, as needed.

• Ensure that the secondary metric(s) have been reviewed.

• Review the business case and the scope of the project to improve focus.

• Review any trends and data on the primary metric.

• Select a team.


Project Selection

The Big Picture - Using Your Personal DeploymentPlannerA six sigma deployment planner provides the Champion with a detailed timeline of theaction items and the team members involved in completing a six sigma project. Theplanner will assist the Champion planning, deploying, monitoring and adjusting duringthe project completion process. The culmination of a successful project is a possibilityusing your planner.

Personal Deployment Planner

SuccessfulProject

Six Sigma Team ChampionBlack BeltGreen BeltYellow Belt

Team Member

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 06_Wrap-up & Summary • 1

Wrap-Up and Summary


Review of the Personal Deployment PlannerThe personal deployment planner is used to assist the Champion at the start of a sixsigma initiative. It begins with the selection of a Black Belt candidate. The plannerprovides recommended Champion action items required seven months prior to BlackBelt certification. The planner concludes with the review of the final report and acelebration of Black Belt certification.

Personal Deployment Planner

When: What: � Seven months


� One month before thestart of the wave

� Select Black Belt candidates. � Select projects. � Meet with functions that will be impacted by the bb

project to secure support and potential team participation.

� Attend champion training. � Complete deployment road map or “wedding planner". � Complete communications plan. � Complete deployment plan. � Meet with Black Belt. � Meet with Black Belt's supervisor. � Meet with HR to discuss reward, recognition, change

management and communications, and celebrations. � Work on elevator speech. � Get financial people involved early.

GROUND SCHOOL

� Identify the process owner who the project will impact. Ensure they understand their role both during the MAIC phases and particularly during the Control phase.

� Work with HR to evaluate any union issues and possible impact the project might have.

� Meet with Union officials to communicate intent and discuss issues.

Six Sigma Personal Deployment Planner


Wrap-Up and Summary




� Schedule time to meet with candidate � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan

to the organization. ANALYZE � Three months




emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informal or formal. � Communicate with six sigma coordinator.




� Review probing questions for section on “Analyze". � Review Champions manual. � Participate in read-out. � Meet with MBB as to status and performance of

candidate. � Meet with team members to discuss project. � Check for barriers/issues. � Address barriers/issues. � Adjust communications plan.

Deployment Planner - Analyze

MEASURE � Six months



� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Inform candidate of open - door policy. � (optional) Contract with Candidate for your support. � Check with candidate’s supervisor as to release status. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Deploy appropriate portions of the communications plan

to the organization. MEASURE � Five months

before cer tification



emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informally or formally. � Communicate with six sigma coordinator.

MEASURE � Four months



� Review probing question for section on “Measure". � Review Champions manual. � Participate in read-out. � Meet with team members to discuss project. � Meet with MBB as to status and performance of

candidate. � Check for barriers/issues. � Address barriers/issues. � Adjust communications plan.

Deployment Planner - Measure


Wrap-Up and Summary

CONTROL � One month one


� One week before thestart of Session 4

� Schedule time to meet with candidate � Review selected project with candidate.

� Articulate expectations.

� Check with candidate for barriers/issues.

� Resolve barriers and issues.

� Deploy appropriate portions of the communications plan to the

organization.

CONTROL � One month before

certification � Three days after

training

� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/nformal or formal. � Communicate with six sigma coordinator.

CONTROL � One week before

certification

� Review probing questions for section on “Control". � Review Champions manual. � Participate in read-out. � Meet with MBB as to status and performance of candidate. � Meet with team members to discuss project. � Check for barriers/issues. � Address barriers/issues. � Accept responsibility for control plan implementation. � Adjust communications plan.

CERTIFICATION

�

Meet individually with candidate to review expectation �

Celebrate results.

Deployment Planner - Control




� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan

to the organization. IMPROVE � Two months



� Drop by to meet with candidate. � Ask about the training. � Ask where th e candidate needs help or special

emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informal or formal. � Communicate with six sigm a coordinator. � Arrange for coordination and planning of celebration. � Start selection process of 2nd project.




� Review probing questions for section on “Improve". � Review Champions manual. � Participate in read - out. � Meet with MBB as to status and performance of

candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project. � Check that the line functions are participating and they

are evolving as owners of the project. �

Reinforce that the line functions will own the Control

Deployment Planner - Improve

Determine what support the line managers will needto fully own.

�


Wrap-Up and Summary

Phases of Deployment - Planning Your Six SigmaChampion Engagement

• Many six sigma failures are the result of Champions who do not do what isexpected of them. The Champion must plan, deploy, monitor and adjust.

• A six sigma personal deployment planner is used to prescriptively plan theactivities you will manage/undertake to ensure success. The planner includes:

1. Elapsed time to event

2. Key milestones

3. Actions

• Deployment■ Convert the plan into specific dates and log them into your daily, weekly, andmonthly planning tool.

■ Ensure that administrative support is aware of your six sigma commitmentsand their importance.

■ Ensure administrative support is aware of the people associated with projectssuch as Black Belt candidates, functional managers, and six sigmacoordinators.

• Monitor■ Review communications surveys.■ Talk to team members on a casual basis.■ Talk to candidates on a casual basis.■ Talk to functional managers on a casual basis.■ Review data/results.■ Ask lots of questions.■ Challenge their thinking.■ Get the financial people involved in monitoring.■ Regularly assess the knowledge and awareness of the organization in regardsto six sigma issues.

• Adjust■ Don't be afraid to deviate from the deployment plan when you feel it isnecessary.

■ Use the data to provide justifications for changing things.


Wrap-Up and Summary

Tips for the Champions• Create the process for effective problem solving-don't try to solve the problem

yourselves.

• Block time for regular interaction with the Black Belts. Give support bydemonstrating a genuine interest.

• You are the coach. Encourage the team to think "outside the box" and ensure thatit has the necessary resources. Challenge the team to "break records".

• Choose projects that justify top priority. Be prepared to reallocate resources, ifnecessary. Your actions speak volumes to the organization at large.

• Care about the project metrics. Post them clearly. Demand analytical rigor in theprocess.

• Focus on both financial and process results. Repeat the link between the projectobjective, functional goals, customer requirements, and project results over andover to anyone who will listen.

• Remember that project success reflects on you, as well as the Black Belt.

• This is a team effort. Your role is critical to the success of the team.

Champion Management• Champions must make the commitment by effectively managing the following:

■ Black Belt Progress in the Required Training■ Communication■ Change Management■ Black Belt Management

As Champions you play an important role in the deployment

of a successful business change.


Wrap-Up and Summary

Training Strategy

Black Belt Training - PTASR Process• Plan

■ Participants define and scope their training project with management.

• Train■ Each participant receives classroom training for each phase of training.

• Apply■ Participants apply the classroom learning of that phase on their project andreceive coaching as appropriate.

• Support■ Participants receive onsite remedial training, coaching and mentoring, projectsupport and project assessment.

• Review■ Participants review training projects with management after each phase and atthe end of the project.

Measure

Practical Problem: Low Yield

Statistical Problem: Mean Off Target

Analyze

Statistical Solution: Isolate Key Variables

Improve

Statistical Control: Implement Control Plan

Control

GOALGOALSIX SIGMA

Apply

PlanTrain

SupportReview

Apply

PlanTrain

SupportReview

Apply

PlanTrain

SupportReview

Apply

PlanTrain

SupportReview

Step 1

Step 2

Step 3

Step 4


Wrap-Up and Summary

Champion Actions

Pre -Training During Training Post Training

Meet with Black Belt candidates and review the business case.

Verify the Black Belt candidate is present during all training days.

Meet with Black Belt candidate.

Review selected project. Complete MAIC checklist during each training session.

Ask about the training.

Articulate expectations. Remind the Black Belt to seek support from the trainer on areas of uncertainty.

Ask where the candidate needs help or special emphasis.

Review open - door policy. Promote project activity. Inquire as to next actions. Contract with candidate for your support (optional).

Check with candidate for barriers/issues.

Check with Black Belt supervisor as to release status.

Resolve barriers/issues.

Check with candidate for barriers/issues.

Schedule time to bee with Master Black Belt mentor.

Deploy appropriate portion of the communication plan to the organization.

Monitor communication - plan, informal or formal.

Communicate with six sigma coordinator. Assure implementation of t he solution. Conduct the final review of the project, and celebrate.


Wrap-Up and Summary

The Black Belt Roles and Responsibilities• Broad Function

■ Is a leader of teams implementing the six sigma methodology on projects. ■ Introduces the methodology and tools to team members and the broaderorganization.

• Reporting Lines■ Can report directly to the Champion or to the function.■ Recommend that they be a part of the functional organization.

• Black Belt Leadership■ Acts as both a technical and cultural change agent for quality.■ Spreads the methodology to the project teams.■ Has duel membership in functional and six sigma teams.■ Supports the efforts of the function by spreading the use of the methodologywhen called on to assist on other business issues.

• Project Management■ Applies the methodology completely to the project.■ Must have technical competencies required to effectively execute the sixsigma tools.

• Minimum Training Requirement■ Attends Black Belt training class.■ Completes all projects-related requirements.

• Time Commitment■ 100% dedicated.■ 18-30 month assignment.


Wrap-Up and Summary

The Green Belt Roles and Responsibilities• Broad Function

■ Participates on project teams.■ They support the goals of the project, typically in the context of their existingresponsibilities.

■ Green Belts are expected to continue to utilize learned six sigma methodologyand tools as part of their normal job.

• Reporting Lines■ Reports directly to the Black Belt.■ Is part of the functional organization.

• Green Belt Leadership■ Acts as both a technical and cultural change agent for quality.■ Learns the six sigma methodology as it applies to the particular project.■ Continues to learn and practice the six sigma methodology and tools afterproject completion.

■ Supports the efforts of the function by spreading the use of the methodologywhen called on to assist the Black Belt business issues.

■ May evolve to Black Belt level of knowledge and practice.

• Project Management■ Continues to learn and apply the six sigma methodology completely to aparticular project.

• Minimum Training Requirement■ Attends any training given by the Black Belt.■ Completes all projects-related requirements.

• Time Commitment■ As defined by the Black Belt, Champion and Functional Manager.■ To support any Black Belt project identified as a high-priority.


Wrap-Up and Summary

Yellow Belt Roles and Responsibilities• Broad Function

■ Supports a Black Belt or Green Belt on projects. ■ Supports the goals of the project, typically in the context of their existingresponsibilities.

■ Sustains controls (after project) with the process owner and supervisor.■ Active member and is part of the daily process being mapped for a six sigmaproject.

• Reporting Lines■ Reports directly to the functional manager or to the process owners.■ Is part of the functional organization and their application depends on wherethe Yellow Belt is within the organization.

• Yellow Belt Leadership■ Assists in sustaining the change and acts as both a technical and culturalchange target for quality.

■ Demonstrates functional knowledge.■ Demonstrates knowledge in the seven basic quality tools.■ Communicates mapping of local process elements to the project team.

• Project Management■ Maps local process, inputs and outputs.■ Identifies COPQ.■ Identifies value added elements.

• Minimum Training Requirement■ Attends five days of training with two days support (20 candidates).■ Completes all projects-related requirements.■ 90% of Yellow Belts are trained by home organization.■ Yellow Belts are 20-50% of the population.

• Time Commitment■ 10-20% of the time.■ No time limit.


Wrap-Up and Summary

Team Member Roles and Responsibilities• Broad Function

■ Participates on project teams. ■ They support the goals of the project, typically in the context of their existingresponsibilities.

• Reporting Lines■ Reports directly to the Black Belt or to the process owners.■ Is part of the functional organization.

• Team Member Leadership■ Demonstrates functional knowledge.■ Assists in sustaining the change.■ Shares expertise with employees and other team members.■ Assists in the mapping of local process elements with the project team.■ Learns the six sigma methodology as it applies to the particular project.■ May evolve to a Yellow, Green, or Black Belt level of knowledge and practicebased on performance and skill.

• Project Management■ Communicates needs as they relate to a given project to their Black Belt andor Green Belt.

■ Participated in six sigma project reviews as necessary.

• Minimum Training Requirement■ Attends any training given by the Black Belt and or functional manager.■ Completes all projects-related requirements.

• Time Commitment:■ As defined by the Black belt, Champion and or Functional Manager.■ To support any Black Belt project identified as a high-priority.


Wrap-Up and Summary

Champion Communication Management• The Goal of Communication

■ To remove roadblocks to success.■ To motivate and get people involved.■ To maintain awareness of the project and process.

• To achieve the communication goal, the following must be reviewed:■ Deployment■ Monitor Effectiveness■ Adjust

• The communication plan is unique to each Champion. Consider these factors whendeveloping your plan.

■ Decide how you will communication the need for six sigma within yourorganization. What is the message you will send personally?

■ Decide who will be involved in the planning and execution of thecommunication plan-HR or other Managers.

■ The most important factor in sustaining and driving change in theorganization is the consistent message you send to the organization about sixsigma.


Wrap-Up and Summary

Communication Methods• Each Champion will develop his or her own personal style of communicating with

the Black Belt and the team. The following chart lists the types of communicationtools to use as well as possible methods available to complete the communicationprocess.

• Communication Methods■ Open door policies■ Social functions■ Suggestion boxes■ Town hall meetings■ Grapevine■ Company common area■ Brown bag lunches

Communication Tools• Bulletin Boards • Internal Publication

• Company Wide Meetings • Interoffice Memo

• Core Value Statements • Mission Statement

• Department Meetings • Newsletters

• Electronic Bulletin Boards • Status Reports

• Electronic Mail • Video-conferencing

• Employee Focus Groups • Exit Interviews

• Employee Opinion Surveys • Electronic News Services

• State of the Company • Electronic Knowledge

Address • Learning ManagementSystems


Wrap-Up and Summary

Transition PhasesThree Phases of Personal Transition

A Champion often must have the ability to interpret and read nonverbal cues duringthe task of leading team members through the various transition levels.

Change Management Team• Change Sponsor: CEO

• Change Agent: Champions, Black Belt Supervisors

• Change Target: Black Belts, peers

Change Sponsor Change Agent Change Target • Selects high-impact projects

• Selects Black Belts • Reviews Project • Communication with targets and Black Belts

• Links rewards with results

• Implements project• Reviews project participation• Develops and executes a road map for business• Reviews success of six sigma• Mentor/coaches certification of Black Belts• Obtains project resources

• Perform normal jobresponsibilities

• Apply six sigmamethodologies

• Communicate tochange agent

Holding On The Roller Coaster Ride Experience AndCommitment

Denial, Anger Continued Anxiety andAnger, Fear Anticipation

Anxiety andWithdrawal

Reminiscing New Frame of Reference

Approach/Avoidance Unconscious CompetenceGoal Formation

Comfort and Optimism


Wrap-Up and Summary

Champion and Black Belt Actions That Lead

Black Belt Management• Champion visibility and involvement is critical to the successful completion of a

Black Belt project.

• Champions provide legitimacy for the six sigma initiative.■ Champions select high leverage, high impact projects.■ Champions select Black Belts candidates.■ Champions articulate the overall goal to the Black Belts and target that stateshow this fits and why it is being done.

Actions that LeadPhase One

Actions that LeadPhase Two

Actions that LeadPhase Three

• Recognize• Confirm• Acknowledge• Provide Structure• Confront

• Provide Focus• Make Connections• Build Confidence

• Celebrate• Model• Inspire• Take Risks


Wrap-Up and Summary

Champion Leadership Skills• Champions have a variety of tools and valuable leadership skill available when

managing Black Belts.■ Leaders model and reinforce the vision and strategy of the organization.■ Rewards and recognition align with the business strategies.■ Getting the job done right is more important than satisfying the boss.■ We reward the risk takers.■ Success of the business is more important than success of my team ororganization.

■ Turf guarding is rare.

• Champion Communication Skills■ Information flows easily through the organization.■ Most people have access to the information they need to perform their jobs.■ Changes are communicated clearly so that everyone understands.■ Most people have a clear understanding of our business and strategicdirection.

■ People understand how they fit into the change or business strategy.■ Regular reviews focused on project results and follow-through. (How is thisbeing institutionalized?)

■ Regular communication with Targets about the project.■ Regular communication with Black Belts.

Champion Tools• Implementation Plan: Describes the overview of the project and should contain the

following:■ Project Definition■ Black Belt Selection■ Communication Plan (initial and on-going)■ Have the weaknesses been addressed?■ Have the strengths been leveraged?


Wrap-Up and Summary

Communication Tools1. The Personal Deployment Plan (AKA: The Wedding Planner)

2. Black Belt Certification-The documentation monitored■ MAIC Checklist■ Change Management Checklist

4. Communication Plan

5. RADD (Readiness Assessment and Deployment Design)

Champion Tools• The Personal Deployment Plan: Is the six sigma wedding planner. It is used to

review and plan the activities you will manage sequentially to ensure the successof each phase. The time frame, key milestones and actions needed are addressed inthe planner.

• Black Belt Certification Documentation: Requires the successful completion ofseveral projects. It is a good tool to track the Black Belt's understanding of theprocess, as well as compare the overall effectiveness of each project.

• MAIC Checklists: Provides the Champion with strategic questions to survey theBlack Belts during Measure, Analyze, Improve, and Control phases of six sigmastrategy. Questions reinforce critical steps that must be completed by the BlackBelt. Data collected provides the Champion feedback that can be used todetermine the degree of success for the certification requirements.

• Change Management Checklist: Is a list containing a brief survey the champion mayuse to test the emotional state of the members of the Black Belt team. Thisinformation provides the Champion and Black Belt with clues to the level ofsupport or resistance from the team.

• Communication Plan: Is a tool that will assist the champion in organizing hiscommunication strategy.

• RADD (Readiness Assessment and Deployment Design): Is a readiness survey thataddresses areas such as measurement systems, policy management, critical processcharacterization, benchmarking, problem solving methodologies and analysissystems maturity. It is used to gain a history of the current business functions.


Wrap-Up and Summary

Measure Breakthrough Strategy

Analyze Breakthrough Strategy

No. Scope Analyze Activities Tools1. Define Performance

Objectives(a review of the priorcapability analysis todetermine the actionneeded)

1. Evaluate existing and priorprocess data.

Capability Analysis

2. Document Potential X's(develop a starting list forpossible X's)

2. Review process explorationtools from the Measurephase.

XY MatrixFMEAProcess Map

3. Analyze Source ofVariability(Assess the PerformanceSpecifications)

3. Establish relationshipsbetween potential X's and Yusing graphical andstatistical tools.

4. Develop a short list of X's forpossible experimentation.

HistogramsMultiple BoxplotsScatter PlotsMulti-Vari StudiesHypothesis TestingRegression Analysis

No. Scope Measure Activities Tools


(Refine the project scope)

1. Focused problem statement. 2. Identify management metric

(baseline, goal, projection). 3. Form the team.

ProjStat.doc Metric.xls DPMO

DPU.xls

2. Process Exploration

(Select the out put characteristics (the Y's)

4. Process map with X's and Y's.

5. XY Matrix. 6. Preliminary process FMEA. 7. List of response variables

(Y's). 8. Implement adequate data

collection.

XY Matrix FMEA Process/ Flow Charter

3.

Measurement Verification (Assess the performance specifications)

9. Attribute R&R. 10. Variable R&R.

AttrR&R Minitab

4. Capability Assessment

(Establish the initial capability (for the Ys)

11. Zst, Zlt, DPU, RTY, DPMO, etc.

12. Capability Analysis.

Minitab

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 Appendix A • 1

Appendix A Summaries and Checklists


Improve Breakthrough Strategy

Control Breakthrough Strategy





3. Create the Experiment Structure.

4. Obtain Samples.



5. Execute the Experiment.

6. Analyze the results. 7. Draw statistical

conclusion.

DOE Main Effects Plot Interaction Plot



Capability Analysis Final Report





3. Create the Experiment Structure.

4. Obtain Samples.



5. Execute the Experiment.

6. Analyze the results.7. Draw statistical

conclusion.

DOEMain Effects PlotInteraction Plot



Capability AnalysisFinal Report



Measure Checklist• The Champion can ensure the completion of the Measure phase by completing the

checklist for all four steps.

• Review the checklist questions with your Black Belt.

Measure Questions YES NOStep One

What is your problem statement? Objective?Who will benefit from this project when it is completed?What are the benefits?Have the benefits been quantified? It not, when will this be done?Date:Who is the customer (internal/external)?Has the controller’s office been involved in these calculations?Who are the owners of this process?Who are the members on your team?Does anyone require additional training?What is your primary metric?What is your secondary metric?Why did you choose these?What are the defect categories on your Pareto charts?

Step TwoDo you have a process map?Who was involved in its development?Where are the data collection points?Have you completed a fishbone diagram?Have you completed a XY Matrix?Have you completed a FMEA?Who participated in these activities?

Step ThreeWhat is your measurement systems analysis?Where did you get your data?

Step FourDo you have a histogram of your primary metrics?What is the short-term and long-term capability of your process?

General QuestionsDo you have any issues and barriers?Do you have adequate resources to complete the project?Have you completed your project status form?



Analyze Checklist• The Champion can ensure the completion of the Analyze phase by completing the


Analyze Questions YES NO Step One

• What is the statement of the statistical problem? • Is the response discrete or continuous? • What does the distribution look like? • How much of the problem, as described in the measure phase, are

you going after?

Step Two • Have you reduced the potential X's? • Have you reduced the likely X's to a number that can be

experimented with? • Have you completed a demographics matrix? • Have you completed a graphical and distribution analysis?

Step Three • Have you performed hypothesis tests? • Have you updated the FMEA?

General Questions

• Do you have any issues and barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?



Improve Checklist• The Champion can ensure the completion of the Improve phase by completing the


Improve Questions YES NO

Step One • What is the statement of the statistical problem? • Were all of the potential X's measurable and controllable for an

experiment? • Have you completed a DOE Planning Sheet? • Do you have any issues or barriers?

Step Two • Are the vital few X's statistically significant? • How much of the problem have you explained with these X's? • How much unexplained error exists?

Step Three • Are the effects of practical significance? • Have you updated the FMEA? • Are any new improvements transferable across the business? • Is an action plan for spreading the best practice in place an

appropriate?

General Questions • Do you have any issues and barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?



Control Phase Checklist• The Champion can ensure the completion of the Control phase by completing the


Control Questions YES NO

Step OneWhat is the statement of the statistical problem?

Step TwoWhat are the vital few X's?How will you control or redesign these X's?How are you monitoring the Y's?

Step ThreeHow are you going to ensure that this proble m does not return?Is the learning transferable across the business?What is the action plan for spreading the best practice?Is there a project documentation file?How is this referenced in process procedures and product drawings?What is the mechanism to ensure this is not reinvented in the future?Have you updated the FMEA?Have you developed a Process Control Plan?Have you developed a Quality System Action Plan?What are the financial implications?Is there any spin-off projects?What lessons have you learned?

General QuestionsDo you have any issues and barriers?Do you need help from me?Have you completed your final report?Have you completed a local project review?



Personal Deployment Planner Review When: What: � Seven months


� One month before start of the wave

� Select Black Belt candidates. � Select projects.� Meet with functions that will be impacted by the bb

project to secure support and potential team participation.

� Attend champion training.� Complete deployment roadmap or “wedding planner". � Complete communications plan.� Complete deployment plan.� Meet with Black Belt.� Meet with Black Belt's supervisor. � Meet with HR to discuss reward, recognition, change

management and communications, and celebrations. � Work on elevator speech � Get financial people involved early.

GROUND SCHOOL

� Identify the process owner who the project will impact. Ensure they understand their role both during the MAIC phases an d particularly during the Control phase.

� Work with HR to Evaluate any union issues and possible impact the project might have.

� Meet with Union officials to communicate intent and discuss issues.



Personal Deployment Planner Review - Measure• This portion of the planner reviews the required Champion actions needed for the

Measure phase.

• The suggested time frame is useful in planning the Champion's action itemstimetable.

MEASURE� Six months



� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Inform candidate of open- door policy.� (optional) Contract with candidate for your support.� Check with candidate’s supervisor as to release status.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan


MEASURE � Five months



� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special

emphasis.� Inquire as to next actions.� Check with candidate for barriers—issues.� Resolve barriers and issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informally or formally.� Communicate with six sigma coordinator.

MEASURE� Four months



� Review probing question for section on “Measure".� Review Champions manual.� Participate in read- out.� Meet with team members to discuss project.� Meet with MBB as to status and performance of

candidate.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.



Personal Deployment Planner Review - Analyze• The planner lists the recommended time frame and Champion action items to

ensure the Analyze phase is completed successfully.

• It is important that Champions review the time frame and action items prior to thestart of the Analyze phase.



� One week before

Session 2

� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan


ANALYZE� Three months




emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues.

� Resolve barriers/issues. � Schedule time to meet with Master Black Belt/mentor.

� Monitor communications plan, informal or formal.

� Communicate with six sigma coordinator.




� Review probing questions for section on “Analyze".

� Review Champions manual.� Participate in read- out.� Meet with MBB as to status and performance of

candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.

the start of



Personal Deployment Planner Review - Improve• This portion of the planner provides a recommended time schedule for the

Champion actions required to ensure the Improve phase is completed.

• Review this page prior to the start of this phase with the Black Belt to ensure allaction items are understood.



� One week before

Session 3

� Schedule time to meet with candidate. � Review Selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan






emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan—informal or formal.

� Communicate with six sigma coordinator. � Arrange for coordination and planning of celebration.

� Start selection process of 2nd project.




� Review probing questions for section on “Improve".

� Review Champions manual. � Participate in read-out.� Meet with MBB as to status and performance of

candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project.

� Check that the line functions are participating and they are evolving as owners of the project.

� Reinforce that the line functions will own the Controlphase.

the start of

Determine what support line managers will need to fullyown.

�



Personal Deployment Planner Review - Control• This is the final section of the planner. It lists the required Champion actions,

including reviewing the Black Belt final project reports for certificationrequirements.

CONTROL� One month one



� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan to the

organization.

CONTROL� One month before

certification� Three days after

training

� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special emphasis.� Inquire as to next actions.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informal or formal.� Communicate with six sigma coordinator.

CONTROL� One week before

certification

� Review probing questions for section on “Control".� Review Champions manual.� Participate in read-out.� Meet with MBB as to status and performance of candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.

CERTIFICATION � Meet individually with candidate to review expectation� Celebrate results.



Mobilizing Commitment Plan Example


Problem Statement:________________________________________________________________________________ Rating Scale: 1 - Strongly Against 2 - Moderately Against 3 - Neutral 4 - Moderately Support 5 - Strongly Support

Issue or Concerns

Degree of Impac t for the

issue or concern

Neg. Pos.

Level of Commitment

Neg. Pos.

Commitment Strategy

Plan Needed?

Yes or No

Possible Stakeholders

Controls Resources

Blocker: D

irectly or Indirectly

Decision m

aker

Influence other Stakeholders

Ow

ner of parts of the process


1 2 3 4 5 1 2 3 4 5 Yes No

1.

2.

3.

4.



Influence Strategy Plan

Black Belt:Project:Champion:

Style

Stakeholders

to Win

Driver

Analyzer

Socializer

Am

iable

Issues or

Concerns

The Deal

Makers

People who

Influence

Method

to Win

Date

to Begin



Systems and Structures Integration Template

2. Existing PerformanceObjective Measures

3. ExistingMeasurementSystemPassesMeasurementChecklistCriteria.

4. AffinityDiagramNeeded?

5. ExistingMeasureswith FalseSignals?

1. DesiredBehaviors

List YES NO YES NO YES NO

6. BehaviorsnotMeasuredby CurrentSystem

List



Rewards and Recognition Template

2. Evaluate Organization’s

Reactions

3. Existing Rewards Available

List

4. Pass the Measurement

Checklist

5. Action plan Needed to Reward Desired

Behaviors

6. Action plan Needed to Eliminate Rewarding Undesirable Behaviors

1. Behavioral Changes

List

A= Reward or

Approval

B= Punishment or

Disapproval

C= No Reaction

D= Im

possible to Predict

YES NO YES NOYES NO



On-Site Report Documentation



Measure Step #1Project Selection - Refine the Project Scope.

The GoalThe Champion establishes a business case for a project. A project desirability matrix isused to identify the most significant areas that impact the business case.

Roadblocks• No historical data exists to support the project.

• Team members don't have the time to collect data.


• Primary metrics is not reflected in the data.

• Data communicated from poor systems is inappropriate.

• Waste and defect data is not currently captured.

The Tools• DPU (Defects Per Unit)

• DPMO (Defects Per Million Opportunity)

Black Belt Action• Validate data.

• Complete all steps in Measure.

• Identify possible suspect variables.

Champion Roles and Responsibility• Ensure that the resources necessary to collect data are available to the Black Belts.

• Review the Measurement process with the Black Belt using the measure checklist.

Purpose of MetricsDPU Metric

• This metric measures the number of defects produced or processed through theoperation. It is used to measure project work.

©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 Appendix B • 1

Appendix BMAIC Tools


DPMO Metric

• This metric is used to measure the complexity. It is used to select projects andbenchmark dissimilar goods and services. Complexity is a measure of howcomplicated a particular good or service is. Each product or process characteristicrepresents a unique "opportunity" to either add or subtract value.

Purpose of the ToolsDPU Metric (Defects per Unit)

• This metric measures the number of defects produced or processed through theoperation. It is used to measure project work.

DPMO Metric (Defects per Million Opportunity)

• This metric is used to measure the product quality as a function of complexity. Itis used to select projects and benchmark dissimilar goods and services. Complexityis a measure of how complicated a particular good or service is. Each product orprocess characteristic represents a unique "opportunity" to either add or subtractvalue.

Complexity Item Measured

Product Complexity Number of PartsNumber of Functions

Process Complexity Number of AttachmentsNumber of Welds

Transactional Complexity Number of Entries

Software Complexity Lines of Code

Complexity Item Measured

Product Complexity Number of PartsNumber of Functions

Process Complexity Number of AttachmentsNumber of Welds

Transactional Complexity Number of Entries

Software Complexity Lines of Code



Reason for Need• DPU metric helps define the scope by defining the unit.

• Black Belts use DPU to track progress.

• DPMO is needed to compare dissimilar goods or service.

• DPMO is a metric that yields an estimate of the overall sigma level of your serviceor goods.

DPU vs. DPMO• Which metric do you need? DPU or DPMO?

• In most cases, we end up converting defect data to a proportion as follows:

• When we use defect data, we need to determine what number to put into thedenominator of the equation above.

Defects?

Proportion =

Which metric do you need? DPU or DPMO?In most cases, we end up converting defect data to a proportion as follows:

When we use defect data, we need to determine what number to put into the denominator of the equation above.

Defects

Total OpportunitiesDPMO = Defects

Unit ProducedDPU =

Collect Defect Data

What do I need to know?

Compare the quality level of non - identical

parts, processes, or products.

Model process efficiency or estimate the probability

of producing defectparts.

? = A measure of complexity (i.e., opportunities)

? = The number of units produced (or processed through the operation)

DPMO DPU

ManagementMetric

Black Belt ProjectMetric

Project Selection MetricBenchmarking Metric

Black Belt Project Metric

x 1M

Defects?

Proportion =



DPU vs. DPMO Key Points• DPU: Requires the Black Belt to define the scope of the problem by defining the

unit. It is used to track progress. In essence it is comparing similar goods andservices (i.e. comparing the same process to itself over and over).

• DPMO: Requires a standard through which opportunities can be defined andcounted. DPMO will allow us to calculate a sigma level.

• DPMO denominators in the calculation are the measures of complexity. Complexityof the product process, transactional and software are often measured.

• Opportunity counts are simple counts of characteristics that are independent andmutually exclusive.

• In terms of quality each product or process characteristic represents a uniqueopportunity to either add or subtract value.

The Real Organization• To inspect, analyze, rework, and/or scrap potential product requires:

■ More manpower■ Extra floor space■ Longer cycle time■ More $$$

• How big is your "real organization"?

• What happens to cost as defects increase?

Reworkor Scrap

Reworkor Scrap

FailureAnalysis

FailureAnalysis

TestOperation 2Test Product

RealOrganization

RealOrganization

Operation 1



DPU vs. DPMO• Black Belts should use the DPU (or PPM) metric to track their project performance.

• Management should use the DPMO metric to select projects and conduct benchmarkstudies for dissimilar goods and services.

Examples of When to Use DPU and DPMO

When comparing two types ofwatches in which each watchhas a different level ofcomplexity. We want to knowthe quality level for each itemindependent of its complexity.

The unit we are looking atis not constant. Forexample in bankingtransactions the teller doesa variable number of tasksper customer and we arelooking for the number ofdefects per task.

DPMO

In the manufacturing ball pointpen in which we are lookingfor defects within the pen.

Processing an employmentapplication in whichapplication is a unit. Weare looking for errors ordefects on the application,i.e., a blank field.

DPUManufacturingServiceTool

1,000,000*

/1,000,000*

OppsTotal/Defects

(Opps /unit)DPUDPMO

=

=

1,000,000*

/1,000,000*

OppsTotal/Defects

(Opps /unit)DPUDPMO

=

=

Defects per unit units ==

defectsDPU Defects per unit

units ==defects

DPU



Measure Step #2Process Exploration - Select the Output Characteristics of the Y's.

The Goal• The goal of step two is to document our understanding of the current state of the

process.

Roadblocks• Lack of available of people involved with the process.

• No data to support, data currently available is opinion based.

The Tools• Process Map

• XY Matrix (cause/effect matrix)

• FMEA (Failure Mode Effects Analysis)

Black Belt Action• Ensure that the team is completing the work.

• Collect the data from the team.

• Ensure that the key steps or variables are not overlooked.

Champion Roles and Responsibility• Ensure the resources are available for the Black Belt.

• Complete the measure checklist listing the required Black Belt action.



Process Map• The process map provides all that are involved with a visual representation of the

steps it takes to produce a product or service. It should list the following:■ All the major activities and tasks.■ The sub-processes and process boundaries.■ The inputs and outputs.■ Customers, suppliers, and process owners.

Process Map-Reason for Need• A process map allows everyone involved with improving a process to agree on the

steps that it takes to produce a good product or service.

• It creates a sound starting point for a team breakthrough activity.

• The map identifies potential X's and Y's that lead to the determination of Y = f(X)through designed experiments.

• Acts as the baseline for the XY Matrix as well as the Failure Mode and EffectsAnalysis.

• It can identify areas where process improvements are needed.■ Identifies and eliminates non-value-added steps.■ Combines operations.■ Assists with root-cause analysis.

• It identifies areas where data collection exists as well as ascertains itsappropriateness.

Creators of the Process Map

Manufacturing ServiceOperatorsManufacturing TechEngineersSupervisorsDesign EngineersManagersCustomer/Suppliers

ManagersSupervisorsCustomer Service RepPhone Center RepsSales AssociateClerksCustomers



The Basic Elements• The basic foundation of process improvement:

• Y's are the results of completing the process step.

• X's are the inputs that impact the ability to achieve the Y's of that process step.

• A "Y" from one process can be an "X" for a later process.

Note: The DPUs of each process step are the defects per unit introduced by thematerials added or the processes performed at that step.

Process Mapping-The Hidden FactoryOrder Quoting Process-Modeling the Hidden Factory

Order Quoting Process - Modeling the Hidden Factory

Hint: RTY = e -dpu

NVACustomer inquiryCycle Time = 10 min

DPU = .55

Mktg scopes supplyCycle Time = 90 min

DPU = .30

Mktg reviews specs

Eng reviews

selection

Good

Bad

Sales re - specs with customerCT = 20 minDPU = .10

Quotes obtained from vendorCycle Time = 45 min

DPU = .44

Good

Bad

VA

VA VA

NVA

NVA(X's)

N Product ApplicationN MarketC Margin RequirementC Lead TimeN Customer LocationS Processing CenterC Customer Status

(Y's)C VendorN ComponentC Lead TimeC CostC QualityS Required DateS Ship to Location

Total RTY = .577 x .741 x .644 = 27.5%(Where did this come from?)

Goal: Y = f (X1, … , XN )

Inputs(X's)

Outputs(Y's)

Inputs Outputs

X1 X2X3

Y1 Y2Y3OR

Process Step

*DPUCycle Time

Process Step*DPU

Cycle Time



Process Modeling-An ExampleUltimate Goal-Model your whole process

• Predict Product Cycle Times

• Predict Product Defect Levels

Raw Parts DPU = 0.0020

DPU In0.00

Raw PartsDPU = 0.0027

DPU0.0060Receive

BOLPrint

ReceiptPay

Invoice

DPU0.0023 Key into

system

Receiving ProcessDPU = 0.0003

Process Induced DPU = 0.0010

Raw Parts DPU = 0.0040

Process InducedDPU = 0.0020

Rework/ScrapDPU = 0.0080

End Yield = 99.6%

Test Eff = 67%

Escaping DPU = 0.0040

DPU0.0120

Cycle Time0.50 hours

Cycle Time0.0 hours

Cycle Time1.5 hours

C.T.2.0 min

C.T.0.50 min

Cycle Time2.0 hours

Total CycleTime = 8.0

C.T.4.0 min

DPU Modeling

Cycle Time Modeling

Cycle Time4.0 hours

Total DPUDPU = 0.012

Observed RTY = 98.8

ReceiveBOL

Key into system

Print Receipt

Pay Invoice



XY Matrix• The XY metric will guide the team to focus on a few X's that people have agreed

significantly affect the product. This metric identifies the inputs (X's) and outputs(Y's) associated with the project.

XY Matrix-Reason for Need• The XY Matrix allows everyone involved with a process to agree on output critical

to the product and or the customer.

• The XY Matrix ranking assigns a level of importance to each output variable.

• The XY Matrix assesses the effect of each X on each Y through association.

• The XY Matrix provides a first attempt at determining Y = f(X).

• The XY Matrix provides direction for an area of focus for the FMEA.

XY Matrix Creators• The focused team working on a breakthrough project.

• Anyone who had or has a role in defining, executing, or changing the process.

Steps to use the XY Matrix1. Review the Process Map; use the X's and the Y's from the Process Map.

2. List the important output variables.

3. Rank each output numerically using a 1-10 scale with 1 being of low importanceand 10 being critical.

4. Identify potential causes that can impact one or more outputs, and list each.

5. Numerically rate the effect of each X on each Y within the body of the matrixusing a 1-10 scale in which 1 has no detectable association, and 10 has a verystrong association.

6. Use the resulting ranks to analyze and prioritize future team activities.

Manufacturing Service Operators Manufacturing TechEngineers SupervisorsDesign Engineers

Managers

Customer/Suppliers

Managers Supervisors Customer Service Rep

Phone Center Reps Sales Associate

Clerks

Customers



Manufacturing ExampleStep 1: Review the process map.

Service Example

NVACustomer inquiryCycle Time = 10 min

DPU = .55

Mktg scopes supplyCycle Time = 90 min

DPU = .30

Mktg reviews specs

Eng reviews

selection

Good

Bad

Sales re - specs with customerCT = 20 minDPU = .10

Quotes obtained from vendorCycle Time = 45 min

DPU = .44

Good

Bad

VA

VA VA

NVA

NVA(X's)

N Product ApplicationN MarketC Margin RequirementC Lead TimeN Customer LocationS Processing CenterC Customer Status

(Y's)C VendorN ComponentC Lead TimeC CostC QualityS Required DateS Ship to Location

Raw Bracket 1Raw HousingsLoading S.O.P. (1)

Weld SchedulesAir PressureVoltageH20 Circulation

Unloading/Transport S.O.P. (2)Raw Bracket 2SubassemblyLoading S.O.P. (3)

Weld SchedulesAir PressureVoltageH20 CirculationTip DressingUnloading/Transport S.O.P. (4)

Gauging/V.I. S.O.P. (5)

Op loads bracket #1 & housing into weldfixtureA

Initiates cycle start

Machine clampsWeld (10 welds)

Unclamps subassembly

Operator removes subassemblyTransports to weld fixture B or C

Operator removes final assemblyTransports to gauge fixture.

Operator dimensionally gaugesVisually inspects final assembly.

Op loads subassembly and bracket #2 intofixtureB

Initiates cycle start.


Unclamps final assembly.

Op loads subassembly and bracket #2 intofixtureC

Initiates cycle start.


Unclamps final assembly.

Y'sSubassembly/Critical DimensionsSubassembly/Weld LocationSubassembly/Weld Nugget SizeFinal Assembly/Critical Dimensions

Final Assembly/Weld LocationFinal Assembly/Weld Nugget SizeFinal Assembly/Free of Weld FlashAll Welds Present?

X's

VA

NVA

NVA

NVA

NVANVA

NVAVA

VA

Data

Data



ExampleStep 2: List the important output variables along the top section of the matrix.

Step 3: Rank each output numerically using an arbitrary scale.

A scale of 1 to 10 is often used.

Project: Housing WeldingDate: 12/20/96

Outp

ut

Vari

able

s

Wid

th

Dim

ensi

on

Leng

th

Dim

ensi

on

Nugg

et S

ize

Flas

h Fr

ee

All

Wel

ds

Pres

ent

Rank 7 9 8 10Inputs

1

2

3

4

5

6

7

8

9

10

11

12

View Results

Delete

Instructions

DEMO

5



Manufacturing ExampleStep 4: Identify potential causes (failed X's) that can

impact various outputs, and list each one along the left side of the matrix.

Step 5: Numerically rate the effect of each X on each Y within the body of thematrix.

Project: Housing WeldingDate: 12/20/96

Outp

ut

Varia

bles

Wid

th

Dim

ensio

n

Leng

th

Dim

ensio

n

Nugg

et S

ize

Flas

h Fr

ee

All W

elds

Pr

esen

t

Rank 5 7 9 8 10Inputs

1 Width Bracket 1 10

2 Length Bracket 1 7

3 Housing Width 7

4 Housing Length 10

5 All SOPs 9 9 9 6

6 Weld Schedule 10 10

7 Air Pressure 5 5 5

8 Line Voltage 5 5 5

9 H20 Circulation 5 5 5

10 Width Bracket 2 10

11 Length Bracket 2 7

12 Daily Tip Dressing 10 8

13

14

15

View Results

Delete

Instructions

DEMO

Note: This captures what is known so far about the process.



Service ExampleNumerically Rate the Effect of Each X.

Project: Quote ProcessDate: 3/9/99

Outp

ut

Vari

able

s

Ven

dor

Sele

ctio

n

Com

pone

nt

Sele

ctio

n

Inte

rnal

Lea

d Ti

me

Cost

Ship

To

Loca

tion

Rank 7 10 8 9 5

Inputs1 Product App 10 4 52 Market App 9 7 23 Margin Req 8 4 104 Cust Lead Time 10 9 85 Cust Loc 4 3 106 Processing Ctr 4 7 8 5 107 Customer Status 3 7 108

9

10

11

12

13

14

15

View Results

Delete

Instructions

DEMO

Note: This captures what is known thus far about the process.



Manufacturing ExampleStep 6: Use the resulting ranks to analyze and prioritize future team activities.

If no FMEA exists, the highest-ranking inputs from the XY Matrix should beaddressed first.

Input Variables Rank %

Width Bracket 1 50 3.87%

Length Bracket 1 49 3.79%

Housing Width 35 2.71%

Housing Length 70 5.42%

All SOPs 240 18.58%

Weld Schedule 190 14.71%

Air Pressure 135 10.45%

Line Voltage 135 10.45%

H20 Circulation 135 10.45%

Width Bracket 2 50 3.87%

Length Bracket 2 49 3.79%

Daily Tip Dressing 154 11.92%



Service ExampleUse the resulting ratings to analyze and prioritize future team activities. This will helpfocus your work on the FMEA.

Key Process Input Variable Rank %

Product App 177 14.00%

Market App 137 10.84%

Margin Req 186 14.72%

Cust Lead Time 224 17.72%

Cust Loc 102 8.07%

Processing Ctr 257 20.33%

Customer Status 181 14.32%



FMEA (Failure Mode Effects Analysis)• The FMEA is a document that displays much of what is currently known about the

process. It contains data about the "actual process". It is a detailed document thatidentifies ways in which a process or product can fail to meet critical customerrequirements. It lists all the possible causes (failed X's) from which (the Y's) a listof items for the control can be generated.

FMEA PurposeTo identify ways in which a process or product can fail to meet critical customerrequirements.

• To act as a living document that lists all possible causes (failed X's) of failurefrom which a list of items for the control plan can be generated.

• To allow teams to track and prioritize the actions required improving the process.

• To facilitate the documentation of a plan to prevent those failures.

FMEA-Reason for Need• It requires a team to follow a procedure to identify and document:

■ Potential product-related process failure modes.■ Potential effects of these failures modes on the customer.■ Potential process causes (failed X's) for each failure mode.■ Ways of reducing the occurrence frequency of those failures.■ Ways of improving the means of detecting these failures.

• Team needs a risk-ranked Pareto of process issued that can be used as a means toguide the team activity.

• A prioritized list of well-organized corrective actions.

• A means through which process improvement can be tracked.

• A starting point from which the control plans can be created.



FMEA Creators• FMEA is created by anyone on the focus team working on a breakthrough project,

or a role in defining, executing, or changing the process.

Types of FMEA

Manufacture/Service

Process Addresses failure modes associated with the manufacture and/or service process.

Project Addresses failures that could happen during a major program.

Software Addresses failure modes associated with software functions.

Design Address es failure modes of products and components before they are made.

System Addresses failure modes for system and subsystem-level functions early in the product concept stage.

Manufacturing ServiceOperatorsManufacturing TechEngineersSupervisorsDesign EngineersManagersCustomer/Suppliers

ManagersSupervisorsCustomer Service RepPhone Center RepsSales AssociateClerksCustomers



The FMEA Vocabulary• The Process X Prioritization: a detailed document which identifies ways in which a

process or product can fail to meet critical customer requirements (Y's). It is aliving document that lists all possible causes (failed X's) of failure. A list of itemsfor the control plan is generated.

• Failure Mode: a description of a "non-conformance" at a particular process step(also know as a shop floor defect).

• Failure Effect: the effect a particular failure mode will have on the customer(attempt to quantify with respect to Y's).

• Severity-SEV (of failure effect, scale of 1 to 10): an assessment of the seriousnessof the failure effect on the customer. The customer can be the end customer and orthe next process operation.

• Failure Cause: something, which can be corrected or controlled (X) that describes"how the failure modes could have occurred".

• Occurrence-OCC (of failure cause, scale 1 - 10): an assessment of the frequencywith which the failure cause occurs. "How often does this X fail in a specific way?"

• Detection-DET (of failure cause, scale 1 - 10): an assessment of the likelihood (orprobability) that your current controls will detect 1) when the X fails or 2) whenthe failure mode occurs.

• Risk Priority Number-RPN = Severity * Occurrence * Detection: used to prioritizerecommended actions. Special consideration should be given to high severityratings even if Occurrence and Detection are low.



FMEA ExampleCalculate the risk priority number (RPN) and Pareto-ize this quantity in descendingorder.

# Process Function (Step)

Potential Failure Modes (Process

Defects)

Potential Failure Effects (KPOVs)

SEV

Clas

Potential Causes of Failure (KPIVs)

OCC

Current Process Controls

DET

RPN

1 Load Bracket 1 and housing into Fixture A

Parts do not fit Delay in process 2 Incoming component dimensions out of print

3 Receiving inspection (1% dimentional audit)

6 36

2 Part is loaded incorrectly

Final assembly width/length out oprint

8 Operator error 5 100% final dim gauge/100%

4 160

3 Fixture A: Initiate cycle start

Machine will not cycle

Delay in process 2 Power off, sensor out

2 1/month PM 7 28

4 Fixture A: Clamps Machine will not clamp

Delay in process 2 Air pressure low, sensor out

2 1/month PM 7 28

5 Delay in process 2 Part not loaded properly

2 Sensor installed (poke yoke)

2 8

6 Fixture A: Welds Machine will not weld

Delay in process 2 Not enough voltage supplied

1 Voltage regulator and visual alarm

2 4

7 Welds appear small or "light"

Airbag housing will not sustain deployment

10 Weld schedule out of adjustment

5 100% visual inspection, 2/shiftdestructive testing

4 200

8 Fixture A: Unclamps

Machine will not unclamp

Delay in process 2 Air pressure release valve broken

2 1/month PM 7 28

9 Remove and transport subassembly

Dropped/ damaged subassembly

Final assembly width/length out of print

8 Operator error 2 100% final dim gauge/100% visual inspection

4 64

1 3

2 5

visual inspection2

2 2 8

2

9

#1

#2

#3



FMEA Manufacturing Example• Recommend action, assign responsibility, take action, and recalculate the RPN

when actions are completed.

FMEA Service Example• Recommend action, assign responsibility, take action, and recalculate the RPN

when actions are completed.

FMEA• A FMEA is updated whenever a change is being considered to a product or service.

■ Design■ Application■ Environment■ Material■ Manufacturing or assemble process

• An FMEA is never completed unless the process is removed from the productionline.

Priority Failure Mode

Failure EffectSEV

OCC

DET

RPN

RecommendedActions

Person and Target Date

SEV

OCC

DET

RPN

#1Welds appear small or "light"

Airbag housing will not sustain deployment

10 5 4 200Need statistical tools

Black Belt ?/?/?

#2Part is loaded incorrectly


8 5 4 160Need fixture redesign

Mfg Engineer ?/?/?

#3Dropped/damaged subassembly


8 2 4 64Install transfer conveyor

Maintenance technician

(done)8 2 2 32



Measure Step #3Measure Verification-Assess the Performance Specifications.

The Goal• The goal of step three is to validate the measurement or inspection systems. Are

they reliable enough to be used for their intended purpose? Basic statistics providea foundation upon which future measurements will be based. Graphical techniquesare used to display the data.

Roadblocks• Old obsolete measurement tools

• Outdated customer information

• Tribal knowledge is used such as "What they think" not actual/factual data.

• Misperceptions that expensive tools must be good.

The Tools• Basic Statistics

• Attribute Measurement System Analysis

• Variable Measurement Systems Analysis

Black Belt Action• Gather products or examples for use in studies.

• Gain participation of the people involved with the measurement process.

Champion Roles and Responsibilities• Champions need to have an understanding of basic statistics in order to

understand measurement verification and capability assessment.

• Provides resources to ensure measurement verification is completed.

Purpose of Basic Statistics• Used to analyze data collected in the measure phase.

• Enables us to numerically describe the data that characterizes our process X's andY's.

• Allows us to use past process and performance data to make inferences about thefuture.

• Serves as a foundation for advanced statistical problem-solving methodologies.

• Concepts create a language based on numerical facts and not intuition.



Nature of Data

Population vs. Sample• Population • Sample

■ It is highly unlikely that ■ Objects actually measured in a

we can ever know the true statistical study.

population parameters.

= Population mean = Population standard deviation

X = Sample means = Sample standard deviation

“Population Parameters”

”Sample Statistics”

Sample

Population

Variable Data Characteristics Attribute Data Characteristics Shows magnitude BinomialContinuous Good/Bad; Pass/FailCan be divided into infinitely small increments (theoretically)

Can be expressed as percent; many samples of percent can be analyzed as variable data

Offers greater statistical power Common in transaction project



Central TendencyMean (µ, Xbar)

• The arithmetic average of a set of values.■ Uses the quantitative value of each data point.■ Is strongly influenced by extreme values.■ Example: 3,4,7,7,9,11 the mean is 7.

Median (M)

• The number that reflects the 50% rank of a set of values.■ Can be easily identified as the center number after all of the values are sortedfrom high to low.

■ Is not affected by extreme values.■ Example: 3,4,7,7,9,11 the median is 7.

Mode

• The most frequently occurring value in a data sample.■ Example: 3,4,7,7,9,11 the mode is 7.



Measures of Variability• Range

■ The numerical distance between the highest and the lowest values in a dataset.

• Sample Variance (s2)■ The average squared deviation of each individual data point from the mean.

• Sample Standard Deviation (s)■ The square root of the variance

❑ Is the most commonly used measurement to quantify variability.❑ Is commonly estimated using these formulas.

1n

)X(Xs

n

1i

2

i

minmax -Range =

1n

)X(Xs

n

1i

2

i2Σ

Σ

=

=

-

--

-

=

=



Understanding the Nature of Your Data• What is the Central Tendency?

■ Mean, median, mode

• What is the variation?■ Standard deviation; interquartile range

• Is the data skewed?

• Are there any outliers?

• The Central Tendency is where most of the data is located.■ The mean is 70.0.■ The median is 69.97.■ The mode is the most frequently occurring value ~70.■ The variance is 100.■ The data is not skewed.■ There are outliers.

35.0 47.5 60.0 72.5 85.0 97.5

95% Confidence Interval for Mu

69 70 71

95% Confidence Interval for Median

Variable: Cycle Time

A-Squared:P-Value:

MeanStDevVarianceSkewnessKurtosisN

Minimum1st QuartileMedian3rd QuartileMaximum

69.121

9.416

69.021

0.4180.328

70.000010.0000100.000

- 5.0E - 020.423256

500

29.82463.41269.97776.653

103.301

70.879

10.662

70.737

Anderson - Darling Normality Test

95% Confidence Interval f or Mu

95% Confidence Interval f or Sigma

95% Confidence Interval f or Median

Descriptive Statistics



Normal Curve Properties

43210-1-2-3-4

95.46 %

68.26 %

99.73 %

68.26% of the data will fall within +/- 1 from the mean.95.46% of the data will fall within +/- 2 from the mean.99.73% of the data will fall within +/- 3 from the mean.99.9937% of the data will fall within +/ - 4 from the mean.99.999943% of the data will fall within +/ - 5 from the mean.99.9999998% of the data will fall within +/- 6 from the mean.



The Purpose of MSA (Measurement Systems Analysis)• The purpose of the MSA is to determine the effectiveness of our inspection and

measurement systems in terms of the Reliability and repeatability.

• Reason for Need■ To provide information regarding the percentage of variation in your processdata that comes from error in the measurement.

■ To compare two or more measurement devices or two or more operatorsagainst one another.

■ To used as part of the criteria requirement to accept and release a new pieceof measurement equipment to manufacturers.

Possible Sources of Variation• A good calibration program will quantify and eliminate the measurement offset

caused by linearity, stability, and accuracy of the measurement instrument.

Variable R&R will quantify the amount of variation (in 2total) induced by

differences between operators (reproducibility) and by the measurement instrument itself (repeatability).

Question: Ideally, What Do We Want 2

ms And ms To Be?

systemmeasurementproducttotal

222systemmeasurementproducttotal

Observed process or product variation

Actual process or product variation

Long - termvariation

Short - termvariation

Measurement variation

Due tooperators

Due to measurement device (Gage)

Reproducibility Repeatability

Linearity

Stability

AccuracyCalibration program and Gage selection

Variable R&R study

σ σ σ

µ µµ

Σ Μ

σ

= +

+=



Reproducibility Defined• Reproducibility is the variation in the averages of measurements made by different

operators using the same device when measuring identical characteristics of thesame parts. Reproducibility must also account for variation between differentmeasuring devices (not only different appraisers).

Repeatability Defined• Repeatability of the instrument is a measure of the variation obtained when one

operator uses the same device to "repeatedly" measure the identical characteristicon the same part. Repeatability must also account for repeat measurements takenon an automated piece of test equipment (i.e., no operator).

A variable R&R study will quantify the repeatability of the instrument.

Repeatability

True value for one part Quantifies the repeatability of the

instrument

Performance Characteristic

Reproducibility

Operator AOperator B


A variable R&R study will quantify the reproducibility of the measurement system.

Quantifies the differences between the operators



Gage Accuracy Defined• Accuracy is the difference (or offset) applied between the observed average of

measurements and the true value. Establishing the true average is best determinedby measuring the parts with the most accurate measuring equipment available orusing parts that are of known value (i.e. standard calibration equipment).

Steps to Gage Accuracy1. Obtain the true value of sample parts from gage lab or layout inspection

equipment.

2. Compare these reading with the operators' observed values (XbarA, XbarB, XbarC)from the R&R study.

3. To convert accuracy to a % of tolerance, multiply the difference of true value vs.observed average by 100 and divide by the tolerance.

True value Accuracy Observed average


An adequate calibration program can ensure the accuracy of the device is maintained.



Causes of Poor Accuracy• Error in the master

• Worn gage

• Gage is designed to the wrong dimensions

• Gage is measuring the wrong characteristic

• Gage is not properly calibrated

• Improper use of gage by operators

Poor Gage Capability• Equipment needs to be replaced, repaired or adjusted if a dominant source of

variation is repeatability.

• The state of art technology gage requires adjusting even if it is performing to itsspecifications. Use signal averaging to address the issue.

• Training and definition of the standard operating procedure is required when thedominant source of variation is reproducibility caused by the operator.

• Evaluate the specifications. Are they reasonable?

• Any process operating at a high capability (ppk greater than 2) indicates that thegage is probably not hindering you and you can continue to use it.



Gage R&R Output

Answers! But what do they mean? Let's investigate each section one at a time.

Line 0001.5 mmSix Sigma BB01/01/00Gage #012345

Misc:Tolerance:Reported by:Date of study:Gage name:

1.11.00.90.80.70.60.50.40.3

SamFredBill

Xbar Chart by OperName

Sam

ple

Mea

n

Mean=0.8075UCL=0.8796

LCL=0.7354

0.15

0.10

0.05

0.00

SamFredBill

R Chart by OperName

Sam

ple

Ran

ge

R=0.03833

UCL=0.1252

LCL=0

10 9 8 7 6 5 4 3 2 1

1.11.00.90.80.70.60.50.4

PartID

OperName

OperName*PartID Interaction

Ave

rage

Bill Fred Sam

SamFredBill

1.11.00.90.80.70.60.50.4

OperName

By OperName10 9 8 7 6 5 4 3 2 1

1.11.00.90.80.70.60.50.4

PartID

By PartID

%Contribution

Part-to-PartReprodRepeatGage R&R

100

50

0

Components of Variation

Perc

ent

Graphical Output

Two-Way ANOVA Table With Interaction

Source DF SS MS F PPartID 9 2.05871 0.228745 39.7178 0.00000OperName 2 0.04800 0.024000 4.1672 0.03256OperName *PartID 18 0.10367 0.005759 4.4588 0.00016

Repeatability 30 0.03875 0.001292 Total 59 2.24912

%ContributionSource VarComp (of VarComp)

Total Gage R&R 0.004437 10.67 Repeatability 0.001292 3.10 Reproducibility 0.003146 7.56 OperName 0.000912 2.19 OperName *PartID 0.002234 5.37 Part-To-Part 0.037164 89.33 Total Variation 0.041602 100.00

Study VarSource (SD) (5.15*SD)

Total Gage R&R 0.066615 0.34306 Repeatability 0.035940 0.18509 Reproducibility 0.056088 0.28885 OperName 0.030200 0.15553 OperName *PartID 0.047263 0.24340 Part-To-Part 0.192781 0.99282 Total Variation 0.203965 1.05042

Number of Distinct Categories = 4

Session Window Output



Gage R&R Results• The percent contribution is the percentage of total variation that is accounted for

by each variance component (each variance component is divided by the totalvariation X 100%). Note the total % contribution will always sum to 100%.

• The percent study variation (5.15 * Std Dev of each component, divided by 5.15*total STD Dev X 100% is a way to look at variation in linear terms much like Cp. +5.15. encompasses 99% of the normal curve.

Question: What is our conclusion about the measurement system?

0.10670.0416020.004437

σσ

onContributi 2total

2MS

==

=

StdDev Study VarSource (SD) (5.15*SD)Total Gage R&R 0.066615 0.34306 Repeatability 0.035940 0.18509 Reproducibility 0.056088 0.28885 Operator 0.030200 0.15553 Operator* PartID 0.047263 0.24340Part-To-Part 0.192781 0.99282Total Variation 0.203965 1.05042

%ContributionSource VarComp (of VarComp )Total Gage R&R 0.004437 10.67 Repeatability 0.001292 3.10 Reproducibility 0.003146 7.56 Operator 0.000912 2.19 Operator* PartID 0.002234 5.37Part-To-Part 0.037164 89.33Total Variation 0.041602 100.00 The Total Gage R&R %

Contribution (10.67% inthis case) is the primaryreported output of aMeasurement SystemAnalysis.



Exercise

Purpose: To illustrate the method required characterizing a variable measurement system.

Agenda: • Break into groups of threes.

• You will measure the stack of washers using the caliper.

• There should be one laptop for each group.

• View the example of the file shown by the trainer.

• Review example of the process shown on the slide.

• Perform the measurement as indicated on the data collection sheets.

• Record and save data on the common master disc. Use your groupname to save.

• Your trainer will collect your disc and transfer the data.

Limit: 30 minutes



Why Use Attribute R&R?• To determine if inspectors across all shifts, all machines, etc., use the same criteria

to determine "good" from "bad".

• To assess your inspection or workmanship standards against your customer'srequirements.

• To identify how well these inspectors are conforming to themselves.

• To identify how well these inspectors are conforming to a "known master," whichincludes:

■ How often operators decide to ship truly defective product.■ How often operators do not ship truly acceptable product.■ Discover areas where:■ Training is needed.■ Procedures are lacking.■ Standards are not defined.

Examples of When to Use Attribute R&R

Tool Service Example Manufacturing Example Attribute R &R The inspection of a

document for spelling errors in which we are looking to determine if each inspector found the same type and number of errors

The inspection of a ball point pen in which we are looking to find any type of manufacturing defect that could be cosmetic or functional.



How to Run an Attribute R&R• A "part" can be many things. It can be an invoice, a batch of materials, an order

form, or anything produced in the manufacturing process. The more samples equala better confidence interval for the answer obtained.

• Select a minimum of 30 parts from the process.■ 50% of the parts in your study should have defects.■ 50% of the parts should be defect free.■ If possible, select borderline (or marginal) good and bad samples.■ Identify the inspectors who should be qualified.■ Have each inspector independently and in random order assess these parts anddetermine whether or not they pass or fail (judgment of good or bad).

An Example: Using the Spreadsheet

Attribute Gage R & R Effectiveness

SCORING REPORTDATE: Today's Date

Attribute Legend 5 NAME: Black Belt(used in computations)

1 pass PRODUCT : ABC 123

2 fail BUSINESS: Division A

Known PopulationSample # Attribute Try #1 Try #2 Try #1 Try #2 Try #1 Try #2

1 pass pass pass pass pass fail fail2 pass pass pass pass pass fail fail3 fail fail fail fail pass fail fail4 fail fail fail fail fail fail fail5 fail fail fail pass fail fail fail6 pass pass pass pass pass pass pass7 pass fail fail fail fail fail fail8 pass pass pass pass pass pass pass9 fail pass pass pass pass pass pass10 fail pass pass fail fail fail fail

Operator #1 Operator #2 Operator #3

Blank Form: AttrR&R2.xlsEnter Pass/Fail,

0/1, etc.

Known Workmanship or Customer Result

Title Block

Operator Results



Spreadsheet Results with Calculated Confidence Intervals

Attribute Measurement Systems Key PointsPossible Fixes for Attribute Measurement Systems include:

• Operator training and certification.

• Establishment of standards.

• Implementing visual aids.

• Establishing setup procedures.

• Establishing measurement procedures:■ Same place■ Same light■ Same standards

Statistical Report - Attribute Gage R&R Study

DATE: Today's DateNAME: Black BeltPRODUCT: ABC 123BUSINESS: Division A

% Appraiser %Score vs. AttributeSource Operator #1 Operator #2 Operator #3 Operator #1 Operator #2 Operator #3Total Inspected 10 10 10 10 10 10# Matched 10 8 10 7 6 6False Negative (Operator Rejected Good Product) 1 1 3False Positive (Operator Accepted Bad Product) 2 1 1Mixed 0 2 095% UCL 100.0% 97.5% 100.0% 93.3% 87.8% 87.8%Calculated Score 100.0% 80.0% 100.0% 70.0% 60.0% 60.0%95% LCL 69.2% 44.4% 69.2% 34.8% 26.2% 26.2%

% of time eachinspector agrees with

himself

% of time each inspectoragrees with himself and

the standard



Exercise: M&M Inspection

Purpose: To assess the reliability of a visual inspection system.

Agenda: Break into groups of 3 inspectors.

• Use the grid below to line up your sample of M&Ms. Place one M&Min each square.

• Independently have each inspector document his finding of each M&M as "good" or "bad". Look at each M&M for color, or flaws in shape or labeling.

• Record your results and enter data into an Excel spreadsheet.

• Review and report your results.

Limit: 30 minutes

M&M M&M

1 2

3 4

5 6

7 8

9 10

11 12

13 14

15



Measure Step #4The Purpose of Capability Assessment

For Variable Data (variable output Y)• Are the specifications correct for the parameter (Y) of interest?

• Do we need to move the mean, reduce the variation, or both given that we havedefined the appropriate specifications?

For Attribute Events (attribute output Y)• Are measurement systems affecting our ability to assess true process capability?

• What is the allowable internal and external escaping defects rate?

Reason for Need• Capability Assessment allows us to quantify the nature of the problem.

• It allows the organization to predict its true quality levels for all goods andservices.

• Capability assessment can lead to an initial estimate of a product or process sigmalevel.

Roadblocks• Lack of availability of data

• Uncertain product specifications

• Specifications that were inherited are often not aligned with the customer wants



Capability Analysis OverviewAssess the capability for a quantitative parameter (variable data).

Assess the capability for a discrete event (attribute data).

• As a process or product sigma level increases, the corresponding defect leveldecreases. Sigma is used in place of a straight proportion good to bad toemphasize the gains made when the yield is over 95%.

• The exponential nature of the statistic makes the difference between each sigmalevel significantly different from the level before.

• This chart illustrates the exponential relationship of sigma to yield to sigma level.Many companies are satisfied if they yield a 98% or 99% good product level.

Count the defects

CalculatePPM

Calculatez-score

Convert toCpk, Ppk

Capability EstimatesCapability Estimates

Verifyspecs

Calculatez-score

EstimatePPM

EstimateCp, Cpk, Pp, Ppk

Pull asample




Measure of Capability

Examples of When to Use Capability Assessment

Service Example Manufacturing Example

We would use a capability assessment to assess the proportion of delivery times that exceed a due date and time.

The manufacturing of a ballpoint pen we would use a capability assessment to determine the proportion of runs of a pen that are manufactured to a diameter that is within specified limits.

Sigma Level Compared to Defects

0

100000

200000

300000

400000

500000

600000

700000

800000

Sigma Level

Def

ects

per

Mil

lion

O

ppor

tuni

ties

Long-Term DPMO 691462.5 308537.5 66807.2 6209.7 232.7 3.4

1 2 3 4 5 6



Collect a Sample• Over time, the process average will tend to shift. A short-term snapshot of the

process represents short-term variation. This type of variation represents short-term data. This variation is referred to as within subgroup variation.

• The variation represents by changes in the average value over time is referred to asbetween subgroup variation.

• The overall variation represents long-term data. This is know as the total sum ofsquares and accounts for both the within and between subgroup variation.

• In general, studies have shown that a mean for any given process will tend to shift1.5σ over time.

• Long-term data accounts for these shifts.

LSL

USLBetween

group variation

Short -term within group variation

Time 2 Time 3 Time 4Time 1 Time 5

Time

Outp

ut

Long- termvariation

1.5

1.5



Short-Term vs. Long-Term Capability• Capability is based on short-term variation.

• The standard accepted convention is that increase in variation associated withgoing from short-term to long-term data is equivalent to 1.5 standard deviations.

• Collect a short-term or long-term data sample.

Long -term capability Accuracy Precision(short -term capability)

SS total

Total variation Within subgroupBetween subgroup

2g

1 j

n

1 = ij j i

g

1 = j

2j j

2g

1 = j

n

1 = ij i )X(X)X- X(n )XX(

xx

xxx

xx

xxx

xx

xxx

xx

xxx

xx

xxx

Time

Outp

ut Y

SS between SS within= +

Σ Σ Σ Σ Σ -=

-

Short-Term Variation

Variation that could beanticipated if all the items thatinfluence the process over thelong-term could be estimated.

Long-Term Variation• Vendors

• Products

• People within the process

• Fluctuation in volume

• Different customers



Quantitative Y

• To assess capability for a qualitative parameter (discrete event):■ Step 1: Verify the definition/description of a defect.■ Step 2: Count the occurrence of defects (and track the total units processed).

Historical data, which is usually considered to be long-term, istypically used here.

■ Step 3: Calculate the proportion of defects and the PPM.■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.■ Step 5: Estimate the traditional capability indices.

❑ Change from Z to Cp, Cpk, Pp, Ppk

Verifyspecs

Calculatez-score

EstimatePPM


Pull asample



Exercise: Quantitative Y• Using the Pareto chart given below, calculate the capability of the Intrepid product

to be shipped defect free:■ Step 1: Verify the definition/description of a defect. (We assume this was

accomplished through an attribute R&R study to be taught later thisweek.)

■ Step 2: Count the occurrence of defects (and track the total units inspected).Historical data, which is usually considered to be long-term, istypically used here.

Intrepid defect count: 4,000

Intrepid opportunity count:

One per unit

Intrepid total units inspected: 35,000■ Step 3: Calculate the proportion

of defects and the PPM.

Proportion of defects = 0.1143

PPM = 0.1143 * 1,000,000

= 114,300 PPM■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.

At a defect rate of 11.43%, ZLT = 1.204

Can you verify this via Minitab probability functions, Excel functions, and Z-Table lookup?

Also, ZST = 1.5 + ZLT = 1.204 + 1.5 = 2.704■ Step 5: Estimate the traditional capability indices.

Change from Z to Cpk and Ppk

Cpk = ZST/3 = 0.9013

Ppk = ZLT/3 = 0.4013

Measure Checklist

Measure Questions YES NO

Step Four Do you have a histogram of your primary metrics? What is the short-term and long-term capability of your process?



Measure Phase-Summary

Measure Step/ Tools Purpose

1. Project Selection• DPU• DPMO

DPU measures the number of defects produced orprocessed through the operation.DPMO is used to measure the complexity and benchmarkdissimilar goods and services.

2. Process Exploration• Process Map• XY Matrix• FMEA

Process Map identifies all the steps or activities in theprocess including the inputs, outputs, customers andprocess owners.XY Matrix identifies the input X’s and output Y’sassociated with the project and assigns a level ofimportance for each variable.FMEA contains data about the actual process. FMEAidentifies ways a process or product can fail to meet criticalcustomer requirements and lists possible causes of failure(failed X’s)

3. MeasurementVerification• MSA• MSA R+R

MSA and MSA R+R are used to determine theeffectiveness of our inspection systems in terms of thereliability and repeatability. It provides informationregarding the percentage of variation in your process datathat comes from error in the measurement. It is used aspart of the criteria requirement to accept and release anew piece of measurement equipment to manufacturers.

4. CapabilityAssessment• Capability Analysis• Basis Statistics

Capability Assessment allows us to quantify the value ofour problem. It allows an organization to predict its truequality levels for all goods and service, and provides aninitial estimate of the product or process sigma level.Basic Statistics is a tool that enables us to collect datain the measure phase and to numerically describe thedata that characterizes our process X’s and Y’s. Itservices as a foundation for advanced statisticalproblem solving methodologies.



Analyze Step #1Define Performance Objectives-A review of the prior capability analysis todetermine the action needed.

The Goal• The goal of step one is to determine what characteristics of the process need to be

changed to achieve improvement.

Roadblocks• Insufficient data

• Team members don't have the time to collect data.

The Tool• Capability Analysis

The Purpose of the Capability Analysis Tool• Allows us to quantify the value of the problem. We will use capability analysis to

assess variable and attribute data.

Reason for Need• Capability analysis allows us to quantify the nature of the problem.

• Capability analysis allows the organization to predict true quality levels for allgoods and services.

• Capability analysis can provide a visual representation of the nature of theproblem.

Black Belt Action• Evaluate existing and prior process data.

Champion Roles and Responsibility• Ensure the resources necessary to collect data are available to the Black Belts.



Capability Analysis OverviewAssess the capability for a quantitative parameter (variable data).

Assess the capability for a discrete event (attribute data).

Capability Assessment Example

ShiftMean

ReduceVariance

EliminateOutliers

Count the defects

CalculatePPM

Calculatez-score

Convert toCpk, Ppk


Verifyspecs

Calculatez-score

EstimatePPM


Pull asample




Analyze Step #2Document Potential X's-Developing a starting list for possible X's.

The Goal• The goal of step two is to identify the X's that we will collect process data on.

Roadblocks• Lack of data


• Low production volumes

The Tools• XY Matrix

• FMEA

• Process Map

Purpose and Reason for Need• The XY Matrix, FMEA, and the Process Map assist in documenting current knowledge

and opinion about the process.

Black Belt Action• Ensure that the team is completing the work.

• Collect the data from the team.

• Ensure the key steps or variables are not overlooked.


• Complete the Analyze checklist listing the required Black Belt action.



The Tool: XY MatrixPurpose and Reason for Need

• The XY Matrix will guide the team to focus on a few X's that all have agreedsignificantly affect the product. This metric identifies the inputs (X's) and outputs(Y's) associated with the project.

• The XY Matrix allows everyone involved with a process to agree on output criticalto the product and or the customer.

• The XY Matrix ranking assigns a level of importance to each output variables wellas assesses the effect of each X on each Y.

• The XY Matrix provides direction for an area of focus for the FMEA.

The Tool: FMEAPurpose and Reason for Need

• FMEA identifies ways in which a process or product can fail to meet criticalcustomer requirements. As a detailed document, it notes all the possible causes(failed X's) from which (the Y's) a list of items for the control can be generated.

• FMEA identifies ways in which a process or product can fail to meet criticalcustomer requirements.

• FMEA acts as a living document that lists all possible causes (failed X's) of failurefrom which a list of items for the control plan can be generated.

• FMEA allows teams to track and prioritize the actions required to improve theprocess.

The Tool: Process MapPurpose and Reason for Need

• The Process Map provides all that are involved with a process to agree on the stepsit takes to produce a product or service.

• A process map allows everyone involved with improving a process to agree on thesteps that it takes to produce a good product or service.

• It creates a sound starting point for a team breakthrough activity.

• The map identifies potential X's and Y's that lead to the determination of Y = f(X)DOE. (Design of Experiment)

• It can identify areas where process improvements are needed as well as identifiesand eliminates non-value-added steps.



Analyze Step #3Analyze Source of Variation-Assess the Performance Specifications.

The Goal• The goal of step three is to use visual and statistical relationship between X and

Y's to assist in prioritizing for use in future experimentation.

Roadblocks• Low production volume

• Lack of measure system for X's


• Excessive Data

The Tools

Black Belt Action• Collect data from the process and apply appropriate analysis to the data.

Champion Roles and Responsibility• Provides resources to ensure Analyze verification is completed.

1. Histograms 5. Hypothesis test T -Tests Statistical Test of Variance Homogeneity of Variance ANOVA

2. Multiple Box plots 6. Test of Proportion Chi Square

3. Scatter Plots 7. Regression Regression Analysis Regression Plot Simple Regression

4. Multi- Vari Studies



Histograms (Distribution Chart)

The Purpose of the Tool• Histograms are simple charts used to display distribution of data.

Reason for Need• To assess the visual shape of the distribution for the purpose of justifying further

statistical testing.

• To asses the visual the shape of the distribution for the purpose of identifyingpotential causal variables.

Examples of When to Use a Histogram

Service Example Manufacturing ExampleIn banking transactions, we would use a histogram to look at the distribution of service times.

In manufacturing a ballpoint pen, we would want to look at the distribution of measurements of the ballpoint pen diameters.

197.3 199.7 202.1 204.5X

0

10

20

30Fr

eque

ncy



Multiple Boxplot

The Purpose of the Tool• A multiple boxplot is a useful tool to visualize the differences between the levels

of a categorical X's with respect to Y's.

Reason for Need• A multiple boxplot is used to visualize categorical demographics.

Visualizing Categorical Demographics MultipleBoxplots

• When your Y is continuous and your demographics (X's) are discrete, a multipleboxplot is a useful tool for detecting differences associated with levels of the Xvariables. Displayed below is a multiple boxplot of part thickness plotted with timein shift as the X variable (time in shift is whether the part was produced in thefirst or second half of the shift).

Question: What Do You See In This Graph?

1 2

0

10

20

30

40

50

60

70

80

Timeshift

Thic

knes

s

50th Percentile (Median)

25th Percentile

75th Percentile

Min (1.5 x Interquartile Range or Minimum Value)

Outliers

Maximum Value

Middle50% of Data



Examples of When to Use a Multiple Boxplot

Scatter Plots

The Purpose of the Tool• The scatter plot is a useful tool for displaying the relationship between the X and

Y variables when your Y and X variables are continuous.

Reason for Need• The scatter plot is used to visually assess the degree and nature of relationships

between two continuous variables.

Continuous Demographics Scatter Plots• When your Y is continuous and your demographics (X's) are also continuous, a

scatter plot (or multiple scatter plot) is a useful tool for displaying relationshipsbetween the X and Y variables. Displayed at right is a scatter plot of the pullstrength of a weld and the weld temperature.

Questions: Is there a relationship between pull strength and temperature? If so,how can we describe it?

152151150

10

9

8

7

6

5

4

Temp

Pull

1


In banking we would use a Multiple Box Plot to see if there is a visual difference in the amount of service time different tellers are giving to the customer.

In manufacturing of a ballpoint pen, we wish to visually assess the difference in manufacturing machines in terms of the pen diameters.



Examples of Variable Relationships

807060

60

50

40

X

Strong Linear

53.552.551.550.549.548.547.546.5

555453

5251504948474645

X1

No Relationship

55545352515049484746

5554535251504948474645

Moderate Linear

0 10 20 30 40 50 60 70 80 90 100

4.5

5.0

5.5

6.0Strong Non-Linear



The Tool: Multi-Vari StudiesMulit-vari studies are planned and managed studies of a process under normaloperation. Data collection points and intervals are determined in advanced then datacollection sheets are created. The process is observed in its natural state.

The Purpose of the Tool• The purpose of the multi-vari studies is to partition the variation in Y into

components. (such as within parts, between parts and across time).

Reason for Need• To identify obvious assignable classes of variation.

• To provide components of variation (shift to shift, run to run, operation tooperation).

• To provide direction and input for future experimentation.

• To break the process into instantaneous, short-term and long-term time periodsand attempt to characterize the amount of variation occurring in each of thoseperiods.



Families of Variation

Part-to-Part• Unit-to-unit or part-to-part variation is generally caused by process variables that

are capable of changing fairly quickly. Examples are mixtures of parts, setupproblems, worn tools or fixtures, or operator error.

Time to Time (Temporal)• Large amounts of time-related variation generally indicate a cause system that

changes somewhat slowly across time. Look for patterns in this variation. A trendoften indicates a slow but constant change (such as tool wear or chemicaldepletion) in one or more X variables. A cyclic pattern indicates an X

variable (such as temperature or humidity) that tends to fluctuate in a repeatingpattern.

U1 U2 U3 U1 U2 U3 U1 U2 U3Time 3Time 2Time 1

Mea

sure

men

t

U1 U2 U3 U1 U2 U3 U1 U2 U3

Time 3Time 2Time 1

Mea

sure

me

nt

U1 U2 U3 U1 U2 U3 U1 U2 U3

Time 3Time 2Time 1

Mea

sure

men

t



Within Part• Some X's cause a large amount of within unit variation. The variation can be from

end to end, top to bottom, side to side, and so on. Patterns of within unitvariation can often allow you to further characterize the nature of the causesystem. You should leverage product and/or process geometry to aid you in thiseffort.

U1 U2 U3 U1 U2 U3 U1 U2 U3Time 3Time 2Time 1

Mea

sure

men

t



The Tool: Hypothesis Testing (InferentialStatistics) Making an inference is the act of forming a conclusion based on data and or evidence.Statistical inference involves drawing conclusions based on mathematical summaries ofdata from which levels of risk and confidence can be estimated.

The Purpose of the Tool• The purpose of hypothesis testing is to use probability-based tools that will allow

us to distinguish true change from random caused changes.

Reason for Need• To determine whether the variation in the sample of data is due to true changes in

the process or due to random chance.

• To determine how data is collected should be analyzed and summarized.

• To determine the reliability of the data summaries.

Hypothesis Testing

3210-1-2-3

0.8

0.70.60.50.40.3

0.20.10.0

X

Freq

uenc

y

Did my sample come from this population? Or this? Or this?



Sources of Error

Population, Sample and Observation

Population, Sample and Observation Example

Group Manufacture Example

Service Example

Population All the Pentium processors. All loan applications

Sample 30 Pentium processors A week’s worth of loan

applications

Observation 1 Pentium processor A single loan application

Population All of the units or individuals who exist and who will exist in the future.

SampleA Subset of units or individuals drawn from the population, either at one time or over time.

Observation An individual measurement

Sampling Error Error due to differences among samples drawn at random from the population.

Sampling Bias Error due to lack of independence among random samples or due to systematic sampling procedures.

Measurement Error Error in the measurement of the samples.

Lack of Measurement Validity

Error in that the measurement does not actually measure what is intends to measure.



Statistics, Differences and Significance• Significance is all about differences. In general, larger differences (or deltas) are

considered to be "more significant."

• Practical Difference and Significance■ The amount of difference, change or improvement, that will be of practical,economic, or technical value to you.

■ Practical difference and significance is the amount of improvement required topay for the cost of making the improvement.

• Statistical Difference and Significance■ Statistical Difference and Significance is the magnitude of difference orchange required to distinguish between a true difference, change, orimprovement and one that could have occurred by chance.



The Hypothesis Testing Tool: T-Tests

The Purpose of the Tool • The T-Test is a type of hypothesis test used to determine the difference between

means. (Up to two means).

Reason for Need• To determine if there are differences in Y caused by an X that are larger that would

be expected by random chance.



T-Tests-Testing Two SamplesProblem:

• Two types of plastic are suitable for use by an enclosure manufacturer. Thebreaking strength of this plastic is important. It is known that the standarddeviation for both processes is approximately 10.0 psi. Manufacturer B is thecurrent supplier and has a good working relationship with the company.Manufacturer A has a product that it states is superior. From your company'sperspective, the breaking strength would have to be at least 10 psi higher for apractical difference in strength to exist. Is it worth it to switch to Manufacturer A?

• Twenty three samples from Manufacturer A and Manufacturer B are tested (C4 andC5). (ttests.mtw)

What were we trying to prove? What do the results tell us? What is thepractical application of what we have discovered?

We are 95% confident that the true difference is between 7.00 and 18.33.

There is a statistical difference between the two groups.

Two- sample T for Manu_a vs Manu_b

N Mean StDev SE MeanManu_a 23 163.49 9.13 1.9Manu_b 23 176.16 9.92 2.1

Difference = mu Manu _a - mu Manu _bEstimate for difference: - 12.6795% CI for difference: (- 18.33, - 7.00)T- Test of difference = 0 (vs not =): T - Value = 4.51 P - Value = 0.000 DF = 43

Sample 1 Sample 2 Sample 1

Sample 2OR?

Do Two Samples Come From "Same" or "Different" Positions?



T-Test Examples


In banking we would use T-Test to show the statistical difference between two tellers’ mean service time.

In manufacturing of a ballpoint pen, we would want to know the statistical difference between two manufacturing machines in terms of mean diameter.



Statistical Test of Variance

The Purpose of the Tool• The Statistical Test of Variance is a type of hypothesis test used to determine the

difference between two or more variances.

Reason for Need• To determine whether underlying assumptions needed for other statistical analyses

have been met.

Population Sigma1 vs. Population Sigma2The statistic is used to test if two populations have the same variances. This testrequires the use of the F-test statistic.

• Bartlett's Test■ This test statistic can be used for a comparison of two or more variances. Thistest assumes your data is normally distributed.

• Levene's Test■ This test statistic is also used to compare two or more variances and isappropriate for continuous data that may not be normally distributed.

Population Sigma1 vs. Population Sigma2 • The statistic is used to test if two populations have the same variation. In other

words:■ Is there a real difference between σ2pop1 and σ2pop2?

Sigma1

Sigma2

Ho: pop1 =

pop2

Ha: pop1 pop2

σσ σ

σ2

2 2

2

=



Homogeneity of Variance (Minitab)• If the normal probability plot indicates we are dealing with normally distributed

data, ten we use the F-Test Statistic or Bartlett's Test Statistic in Minitab.

• If the data is not normally distributed, then we use Levene's Test Statistic inMinitab.

Examples of When to Use Homogeneity of Variance


In banking Homogeneity of Variance test would be used to see if there is a statistical difference in the variation in service times between 2 or more tellers.

In manufacturing of a ballpoint pen, we would use Homogeneity of Variance test to see if there is variation between 2 or more molds.

Ho: pop1 =

pop2

Ha: pop1 pop2

σσ σ

σ2

2 2

2

=

Normal Probability Plot Homogeneity of Variance Test for Reactor.999

.99

.95

.80

.50

.20

.05

.01

.001

8 1 8 2 8 3 8 4 8 5 8 6 8 7 8 8

Reactor AAverage: 84.7746StDev: 2.17229N: 10

Anderson-Darling Normality TestA-Squared : 0.248

P-Value: 0.670

95% Confidence Intervalsfor Sigmas Factor Levels

1 2 3 4 5 6 7 8

1

2

1

2

80 85 90Reactor

F-TestTest Statistic:2.831P-Value: 0.1.37

Levene's TestTest Statistic:1.450P-Value:0.244



The Hypothesis Testing Tool: Analysis of Variance(ANOVA)

The Purpose of the Tool• ANOVA is used to partition the total variance into its component parts. Data used

in partitioning assesses the statistical difference in means.

Reason for Need• To determine if the differences between the means of two or more samples is

greater than the noise within the samples.

A Graphical Look at ANOVA

X XXA B

Delta ( )

(X i - X A)

Σ (X i - X A)2 Σ (X i - X B)2+ = SS within

(X A - X )

(X B - X )2( - )2+ = SS betweennA(X A - X )2 nB



When we take the ratio of S2between to S2

within, we are, in effect, computing a

signal to noise ratio (S/N). We are trying to determine if the signal is large enough tobe distinguished from noise.

• SSbetween is the sum of squared deviations between the calculated means of two

or more groups and a grand mean. As it increases, the distance between the meansalso increases. This characteristic can be thought of as a "signal" that we aretrying to detect.

• SSwithin is the sum of squared deviations between individual measurements within

a group and the calculated means of that group.

• This can be thought of as "noise" which may hide or overwhelm our signal.

• Analysis of variance esstially does a signal to noise analysis to see if our signal(mean differences) can be distinguished from background noise.

• The factor was statistically significant at the 95% level of confidence since thecomputed F value (Fcalc) exceeded the critical F-value (Fcrit) (in the case ofcomputer printouts, the P-Value is less than.

• This means that the observed differences in the means of the three levels ofadhesive could not have occurred by random chance.

Analysis of Variance

Source DF SS M F pFactor 2 117.73 58.87 8.66 0.005Error 12 81.60 6.80Total 14 199.33

Compare this to the value (typical is .05). If smaller, then the results are statistically significant

Compare this to the value (typical is .05). If smaller, then the results are statistically significant



Examples of When to Use ANOVA


In banking ANOVA we would be used to give the statistical difference in the mean service time between 2 or more tellers.

In manufacturing of a ballpoint pen, we would use ANOVA to give the statistical difference in the mean between 2 or more machines.



Analyze Phase Test of Proportion

Basic Probability• If a coin flipped 100 times came up 63 heads and 37 tails, could those results

have happened just by chance? Or would the coin have to be a trick coin for thisto frequently occur?

If a coin flipped 100 times came up 63 heads and 37 tails, could those results have happened just by chance? Or would the coin have to be a trick coin for this to frequently occur?

Pair up and try it!Pair up and try it!



Chi-Square-Test of ProportionThe Purpose of the Tool

• Chi-Square is used to determine whether there is statistically a significantdifference between two proportions or a percentage.

Reason for Need• Chi Square is used to assess the attribute data (failure rate in two different

processes).

The Nature and Use of Chi-Square• Suppose we flip a coin N = 100 times and observe 63 heads and 37 tails. Could

this ratio of heads to tails occur by chance, or should we conclude the coin issomehow biased?

Try it for a sample size of 10 throws!

Suppose we flip a coinN = 100 times and observe 63 headsand 37 tails. Could this ratio of heads totails occur bychance, or should we conclude the coin is somehow biased?

χχ22 ==22

EEΣΣj = 1j = 1

gg

Chi Square Statistic

(O(O -- E)E)

(63-50 )2

(37-50 )2

50

50

χ 2χ 2ca lc =

3.38

3.38

6.76

(O - E )2

E

Heads 63 50

Tails 37 50

Observed(O )

Expected(E )



Test of ProportionExamples of When to Use Test of Proportion

The Tool: Test of Proportion-Chi Square• Coin is not fair due to the fact that the calculated value of 6.76 is greater than

the tabulated value of 3.84.

• The probability of computing a Chi-Square value of 6.76 is much lower than the5% alpha risk.

• There is less than a 1% risk of being wrong if we state that the coin is not fair.


In banking we would use Test of Proportion to give the difference in error rates between bank branches.

In manufacturing of a ballpoint pen, we would use Test of Proportion to give the difference in failure rates between different manufacturing plants.



Statistical Testing Using Chi-Square

For a 5% alpha risk, we look up on the Chi-Square table under the 0.05 column andthe df=1 row to get 3.84.

Original Data

For a 5% alpha risk, we look up on the Chi - Square table under the 0.05 column and the df=1 row to get 3.84.

Heads 63 50

Tails 37 50

Observed(O)

Expected(E)

5%3.84

Tail Area Probabilitydf 0.25 0.1 0.05 0.025 0.011 1.32 2.71 3.84 5.02 6.632 2.77 4.61 5.99 7.38 9.213 4.11 6.25 7.81 9.35 11.344 5.39 7.78 9.49 11.14 13.285 6.63 9.24 11.07 12.83 15.096 7.84 10.64 12.59 14.45 16.817 9.04 12.02 14.07 16.01 18.488 10.22 13.36 15.51 17.53 20.099 11.39 14.68 16.92 19.02 21.67

10 12.55 15.99 18.31 20.48 23.21

Chi -Square Table



The Tool: Regression AnalysisThe Purpose of the Tool

• The primary purpose of Regression Analysis is to make predictions about Y for anygiven X.

Reason for Need• Correlation tells us the strength of a relationship; it does not tell us the exact

numerical relationship.

• The last step to proper analysis of continuous data is determining the regressionequation.

• Regression analysis calculates a "prediction equation" that can mathematicallypredict Y for any given X.

• The primary objective of regression analysis is to make PREDICTIONS.

• The regression equation that Minitab provides is simply the one that BEST FITS theplotted data.

• Examples of prediction equations:■ Y = a + b x (linear model)■ Y = a + b x + c x2 (quadratic)■ Y = a + b x + c x2 + d x3 (cubic)■ Y = a ( b x ) (exponential)




Appendix B MAIC Tools

Analyze Phase - The Regression Plot

Purpose• The purpose of the regression plot is to evaluate the graphical output of data

against the line to determine where the obvious deviations of data are located.This procedure also produces statistical outputs.

Reason for Need• To evaluate the data to determine obvious deviations of the data from the line.

• To produce statistical outputs.

Simple Regression-Fitted Line Plot

350 400 450

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Supplier

Cust

omer

Y = 182.807 + 0.476288XR -Sq = 69.5 %

Regression Plot




Examples of When to Use Regression Plot

Simple Regression Plot

• The statistical output is produced in the session window by the fitted line plotprocedure. It is a standard regression output that consists of two generalcomponents:

■ 1.The table of regression coefficients at the top.■ 2.The analysis of variance table below it.

• The primary values of interest in this output are the P-Values associated with thecoefficients (circled) and the R-Square value.

• The P-Values of 0.000 for both the constant (Y intercept) and the X (slope)indicate that both of these statistics are statistically significant.

• These P-Values indicates that the coefficients are significantly different from zero.

• Analyze Phase

• The R-Square value of 69.5% quantifies the strength of the relationship betweenthe X and Y variables. We can state that X explains 69.5% of the total variation inY. Conversely, X does not explain 30.5% of the total variation.

Service Example Manufacturing ExampleIn banking we would use Regression Plot to determine the statistical relationship between service time and the dollar amount of the transaction.

In manufacturing of a ballpoint pen, we would use Regression Plot to determine the statistical relationship between the length and diameter of the pens.



Simple Regression-Statistical OutputRegression

The regression equation isy = 183 + 0.476 x

Predictor Coef StDev T PConstant 182.81 29.36 6.23 0.000x 0.47629 0.07239 6.58 0.000

S = 13.56 R-Sq = 69.5% R -Sq(adj) = 67.9%

Analysis of VarianceSource DF SS MS F PRegression 1 7955.9 7955.9 43.29 0.000Residual Error 19 3492.1 183.8Total 20 11448.0



Analyze Phase - SummaryAnalyze Tools and Purpose

Analyze Step/Tools

Purpose

1. Define the performance objectives. Analysis of Distributions

Analysis of Distributions assesses the non -normality of distributions and allows the investigator to reduce the number of potential causal X's.

2. Document the potential X's. Process Map XY Matrix FMEA

Process Map identifies all the steps or activities in the process including the inputs, outputs, customers and process owners. XY Matrix identifies the input X's and output Y's associated with the project and assigns a level of importance for each variable. FMEA contains data about the actual process. FMEA identifies ways a process or product can fail to meet critical customer requirements and lists possible causes of failure (failed X's)

3. Analyze the sources of variability. Histograms Multiple Box Plots Scatter Plots Multi Vari Studies Hypothesis Testing Regression

Histograms are used to display a distribution of data and are used to assess the normality of the data to justify further statistical testing. It provides a visual shape for the purpose of identifying potential causal variables. Multiple Boxplots is used to visualize the differences between the levels of a categorical X's with respect to Y's. Scatter Plots are tools that displays the relationship between X and Y variables when Y and X variables are continuous. Multi Vari Studies partitions the variation in Y into components. (within parts, between parts and across time) It provides direction for the design of experiment activities. Hypothesis Testing is a probability - based tool that will allow us to distinguish true change from random chance caused changes.



Improve Step #1Define the Experimental Plan-Document the objective's strategy and design of theproposed experiment.

The Goal

• The goal of step one is to document the objective's strategy and design of theproposed experiment.

• Planning Questions■ What is the measurable objective?■ What will it cost?■ How will we determine sample sizes?■ What is our plan for randomization?■ Have we talked to internal customers about this?■ How long will it take?■ How are we going to analyze the data?■ Have we planned a pilot run?■ Where's the proposal?

Black Belt Action• Review the results of the prior Measure and Analyze phase activities.

• Identify variables for inclusion in the experiment.

• Set Levels for the variables.

• Design an appropriate experiment.

Champion Roles and Responsibility• Review the DOE plan to determine the logistical issues and resources required to

execute the experiment.

Experiments• An "experiment" is…

■ Any testing in which the inputs are either controlled or directly manipulatedaccording to a plan.

• A "designed experiment"…■ Adds structure to the plan and a specific methodology to the analysis of theresults.



Examples of When to Use DOE

Hierarchy of Experimentation• One factor at a time

• Screening designs (fractional-factorials)

• Characterization designs (full-factorials)

• Optimization designs (response surface methods)

Define the Problem

Device: The Catapult

Ball Type

“Wiffle”

“Solid” Pin Position

Number ofRubber Bands(1 or 2)

Cup Position

Hook Position

Stop Position

3

4

5

1

2

3

4

12 3 4

56Start Angle

6

1

2

How to launch a ball 5.0 Feet

In banking, we would use a DOE to assess the effects of available resources, transaction complexity, and geographic location on the transaction service time.

In the manufacturing of a ballpoint pen, we would use DOE to assess the effects of time, temperature, pressure and speed have on the injected molded ballpoint pen.



The Tool: Experimental Planning Outline• The Purpose of the Experimental Planning Outline Tool

■ The planning outline is used to assist Black Belts in designing theirexperiment. It contains detailed data regarding the following:

Experimental Planning Outline

Ball LaunchExperiment Planning Sheet

Date: 4/15/00 Product: catapultTeam Leader: Mr. Bill Jones Process(es): launch processExpected Start: 4/20/00 Expected Completion: 4/21/00 1. Problem Statement: to launch a ball a controlled distance 2. Objective: To hit a target located 2 - 4 meters or feet away 3. List of Experiment Parameters:

Response: Distance Type : Quantitative QualitativeUnit of Measure: inches Specifications: + or – 2 inches

4. Input Variable 5. Levels SpecificationsStart angle: 150/180 N/AStop angle: 2,4Ball type: red / blueBand tension: 1 and 4# of bands: 1,2

6. Brief Outline of the Experimental Design to be used: (this is an abstract of

the experiment including the specific design number of repeats)

Experimental Steps Required Activity

1. Define the Experimental Plan (Identify the likely Xs)

1. Define the problem 2. Establish the experimental objective 3. Select the output (response) variables 4. Select the input (independent) variables 5. Choose the levels for the input variables 6. Select the experimental design

2. Execute and Analyze the Design of Experiment (Find the critical few X's)

7. Execute the experiment and collect data 8. Analyze the data 9. Draw statistical conclusions

3. Validate the Results (Confirm the results)

10. Replicate or validate the experimental results 11. Draw practical solutions 12. Implement the solutions



Selecting the Input Variables• Use multi-vari and other basic techniques to reduce the "trivial many"-let the

process talk to you.

• Review results from previous experiments.

• Use your process knowledge.

• Consult with the process experts-the team.

• Review the rules of thumb:■ Experience says it is likely that there are only two to six "vital few" X's.■ The challenge is to find the influential variables and the test range that will

allow you to verify their importance.■ Test the most likely factors first-keep the design simple.■ Sometimes it is a judgment call-you may have to pick more.

Choosing Variable Levels• Choose the two levels (low and high) that are coded as -1 and +1.

• Consider the catapult problem. Choose two start angles:■ Low level (-1) 140 degrees■ High level (+1) 180 degrees

• The range must be wide enough to show a difference.

• It must not be beyond the range of feasibility. However, it may be beyond thecurrent process range.

• Realize that some combinations in the test will produce unacceptable units andthat these results are expected and accepted.

• Recognize that the starting place for continuous X's is the limits of the currentoperating conditions.

The Basic Multiple Variable Design

- A +

-B+

Pros ConsSimple designFour tests to controlOne interaction

Only information on 2 factors and their interaction



Properties of a Factorial Design

Balance Two - Variable Full - Factorial Design

Balance: Each of the variables in the experiment has the same number of runs at the high and low levels. In the adjacent design, variable “A” has two runs in which it is at its low level. If we sum the A column, we get (-1) + (+1) + (-1) + (+1) = 0. This property helps to simplify the mathematical analysis of the design by given each level of the variable an equal impact on the final result.

Run Order A B AB 1 -1 -1 +1 2 +1 -1 -1 3 -1 +1 -1 4 +1 +1 +1

Orthogonality Two - Variable Full - Factorial Design

Orthogonality: If we multiply the signs of each of the variable columns, we get the “AB” column at the right side of the adjacent design. This column represents the interaction between A and B. The property of the “orthogonality” ensures that the plus and minus signs are arranged in the main effects columns (A and B) such that their product column will be balanced. This in turn ensures that each of the factors will be independent of the others. In the adjacent design variable “A” has two runs in which it is at its high level and a two runs in which it is at its low level. If we sum the AB column, we get

(-1)(- 1)+(+1)( -1) + (-1)(+1) + (+1)(+1) = 0

Run Order A B AB

1 (1) -1 -1 +12 a +1 -1 -13 b -1 +1 -14 ab +1 +1 +1

Three Variable Full-Factorial Design



Select Your Variables and Choose Your Design Matrix

A B-1 -1+1 -1-1 +1+1 +1

Two Variables

A B C- 1 -1 - 1+1 -1 - 1- 1 +1 - 1+1 +1 - 1- 1 -1 +1+1 -1 +1- 1 +1 +1+1 +1 +1

Three Variables

A B C D-1 -1 -1 - 1+1 -1 -1 - 1-1 +1 -1 - 1+1 +1 -1 - 1-1 -1 +1 - 1+1 -1 +1 - 1-1 +1 +1 - 1+1 +1 +1 - 1-1 -1 -1 +1+1 -1 -1 +1-1 +1 -1 +1+1 +1 -1 +1-1 -1 +1 +1+1 -1 +1 +1-1 +1 +1 +1+1 +1 +1 +1

Four Variables



Improve Step #2Execute and Analyze the Design of the Experiment

Collect the data that is generated and analyze and interpret the results.

The Goal• The goal of step two is to execute the experiment, collect the data that is

generated and analyze and interpret the results.

Roadblocks• Lack of access to the process

• Time

• Poor control of the process

The Tools• Main Effect Plot

• Interaction Plot

• Table of Effects and Coefficients

Black Belt Action• Execute the Design of Experiment.

• Collect the data.

• Analyze the data.


• Complete the Improve checklist listing the required Black Belt action.



Performing the Experiment• Document initial information.

• Verify measurement systems.

• Ensure that baseline conditions are included in the experiment.

• Make sure that clear responsibilities are assigned for proper data collection.

• Always perform a pilot run to verify and improve data-collection procedures.

• Watch for and record any extraneous sources of variation.

• Analyze data promptly and thoroughly:■ Graphical■ Descriptive■ Inferential

• Always run one or more verification runs to confirm your results.

Steps to Complete the Experiment

1. Complete the Planning Sheet

2. Identify and train the team members

3. Collect Samples

4. Perform the Experiment



Exercise: Execute the Experiment

Purpose: Gain an understanding of the design of experiment process by completing all step for DOE using the problem of how to launch a ball.

Agenda: • Break into teams of 4-6.

• Complete the Experiment Planning Sheet.

• Execute the experiment.

• Record your results on the spreadsheet.

• Save data on your master disc and give it to the trainer.

• The trainer will present the analysis of the results.

• Note: Do not dismantle the catapult after your DOE has beencompleted.

Limit: 30-45 minutes



Main Effects Plot

Purpose• The main effects plot is the primary graphical output of a factorial experiment. As

Minitab displays them, all of the variables are plotted side by side with common Y-Axis. These graphs are often displayed in both presentations and published reports.g g

Pin_Pos N_ RubBnd Strt_Ang

Main Effects Plot (Data Means) for Dist

2.0

2.8

3.6

4.4

5.2

Dis

tanc

e

-1 1 -1 1 -1 1

Main Effects Plot Computation

Ball LaunchExperiment Planning Sheet

Date: 4/15/00 Product: catapultTeam Leader: Mr. Bill Jones Process(es): launch processExpected Start: 4/20/00 Expected Completion: 4/21/00 1. Problem Statement: to launch a ball a controlled distance 2. Objective: To hit a target located 2 - 4 meters or feet away 3. List of Experiment Parameters:

Response: Distance Type : Quantitative QualitativeUnit of Measure: inches Specifications: + or – 2 inches

4. Input Variable 5. Levels SpecificationsStart angle: 150/180 N/AStop angle: 2,4Ball type: red / blueBand tension: 1 and 4# of bands: 1,2

6. Brief Outline of the Experimental Design to be used: (this is an abstract of

the experiment including the specific design number of repeats)



Main Effects Plot Computations

Run Pin_Pos N_ _Ang Distance1 -1 -1 -1 2.102 1 -1 -1 0.903 -1 1 -1 3.354 1 1 -1 1.505 -1 -1 1 5.156 1 -1 1 2.407 -1 1 1 8.208 1 1 1 4.55

Avg. Distance at Low Setting of Pin Position: 2.10 + 3.35 + 5.15+ 8.20 = 18.8/4 = 4.70

Avg. Distance at High Setting of Pin Position: 0.90 + 1.50 + 2.40 + 4.55 = 9.35/4 = 2.34

Pin_Pos N_ RubBnd Strt_Ang

Main Effects Plot (Data Means) for Dist

2.0

2.8

3.6

4.4

5.2

Dis

tanc

e

-1 1 -1 1 -1 1

Main Effects Plot Computation



The Tool: Interaction Plots• Interactions occur when two variables must act together to change the output of

the experiment. Interaction plots are constructed by plotting two variablestogether on the same graph. They take the form of the graph below. Note that inthis graph, the relationship between variable "A" and Y changes as the level ofvariable "B" changes. When "B" is at its high (+) level, variable "A" has almost noeffect on Y. When "B" is at its low (-) level, "A" has a strong effect on Y. Thedistinguishing feature of strong interactions is the degree of non-parallelismbetween the two lines.

A- +

Y

Low

High B-

B+



Degrees of Interactions

A- +

Y

Low

High

B-

B+

No Interaction

A- +

Y

Low

High B-

B+

A- +

Y

Low

High B-

B+

Strong InteractionA- +

Y

Low

High B-

B+

Full Reversal

-

A- +

Y

Low

High

Half Reversal

B+

A- +

Y

Low

High B-

Weak Interaction

-

B+

B-



Interaction Calculations

-1

1

-1-1 11

1.5

2.5

3.5

4.5

5.5

6.5

Strt_Ang

Pin_Pos

Mea

n

Interaction Plot (Data Means) for Dist

-

-11 1

(4.55 + 2.40)/2 = 3.48

(0.90 + 1.50)/2 = 1.20

Run Pin_Pos N_ RubBnd Strt_Ang Distance1 -1 -1 -1 2.102 1 -1 -1 0.903 -1 1 -1 3.354 1 1 -1 1.505 -1 -1 1 5.156 1 -1 1 2.407 -1 1 1 8.208 1 1 1 4.55



Full Interaction Plot Matrix• The plots at the lower left in the graph below (outlined in blue) are the "mirror

image" plots of those in the upper right. The X variable axes have been switchedsuch that the extreme lower left graph is the same as that in the extreme upperright, except that Pin_Pos is now on the X-Axis and Strt_Ang is set at two levels.It is often useful to look at each interaction in both representations.

2

4

6

2

4

6Pin_Pos

N_RubBnd

Strt_Ang

-1

1

-1

1

Interaction Plot (Data Means) for Distance-1 1 -1 1

2

4

6

-1

1

-1 1



Leveraging Interactions

More Leveraging Interactions• In this example, the product consisted of two major assemblies. The "insert"

consisted of hundreds of intricate parts and was difficult to assemble and test. The"casing" was a fairly simple cast aluminum assembly that could easily be machinedand modified.

How should this organization allocate its improvement resources?

Good Insert

Low

High

GoodCasing

Bad Insert

BadCasing

Sm

alle

r Is

Bet

ter

Sm

alle

r Is

Bet

ter

Smal

ler

Is B

ette

r

11-1-1

74

64

54

Interaction PlotREPLACE vs. SPECIALIST INVOLVEMENT

REPLACEMENT DISPLACE COMPETITOR

SM%

Specialist actively involved

No specialist involvement

On the main effects plot at left, the “Replace vs. New” variable has the largest effect on sales margin. This variable, however, cannot be controlled by the sales organization. The interaction plot below shows that this main effect is also involved in an interaction.

The interaction plot shows that if the sales organization is replacing an existing piece of equipment (low - level), the involvement of a “specialist” is very important in impacting sales margin. If, however, the sale is displacing a competitor’s equipment, the effect of specialist involvement is minimal. If you were a sales manager, how would you use this information?

PRICING 2(3) DESIGN OF EXPERIMENTSMain Effects Plot — Soda Machine Sales — Standard Margin

Controllable ControllableNotControllable

REFERENCESITE

VISITED

REPLACEvs. NEW

SPECIALISTTIMING

63

60

SM%

Specialist spendsa lot of time withcustomer

Bring buy ers onref . site v isit

Replacing y oursor competitor’sequipment

72

69

66



Improve Step #3

Analyze the ResultsValidate the Results-Determine whether the resultspredicted by the experiment can be repeated by running the productthrough the process.

Steps to Validate:1. Set up the process to the levels which indicated best performance.

2. Run the process and collect output data.

3. Assess the effects of the change in conditions.

Roadblocks• The process has changed.

• The time allotted to complete the experiment is insufficient.

The Tools• Capability Assessment

• Basic Statistics

• Final Report

Black Belt Action• Ensure that the predicted optimal levels in the experiment produce acceptable

results.

• Supply a list of recommendations that could offer practical solutions.

Champion Roles and Responsibility• Provide resources to ensures Improve verification is completed.

• Complete the Improve checklist listing the required Black Belt action.

• Ensure that the practical solution is implemented.



Multiple Boxplot of Experiment ResultsPurpose of the Tool

• A Multiple Boxplot is used to assess the difference between initial and finalperformance to determine the degree of success.

Improve Step #3 - Final Report• The report should include the following sections:

■ Executive Summary or Abstract■ Problem statement and Background■ Objective■ Output Variable■ Input Variable■ Study Design■ Procedures■ Results and Data Analysis■ Conclusion

AfterBefore

60

50

40

30

LSL

USL

Status

Oupu

t



Final Report Key Points• Make sure the Black Belt has tied potential business results to the project.

• Focus on one experiment at a time.

• Don't try to answer all the questions in one study; rely on a sequence of studies.

• Use two-level designs early.

• Spend less than 25% of the budget on the first experiment.

• Always verify results in a follow-on study.

• It's acceptable to abandon an experiment.

• A final report is a must.

• Conduct a confirmation run after completion to verify the results.

Improve Phase-Summary

Improve Steps Leadership Action

1. Define the ExperimentalPlan

Review the DOE plan to determine the logistical issues and resourcesrequired to execute the experiment.

Ensure resources are available for the DOE.

Informal Reviews of Project and Complete the Improve Checklist

Challenge Black Belts to be rigorous and constantly look for learning.

2. Execute and Analyze theDesign of theExperiment

Ensure resources are available for study.

Informal Reviews of Projects and Complete the Improve Checklist.

3. Validate the Results Ensure resources are available for study.

Informal Reviews of Projects and Complete the Improve Checklist.

Ensure that the practical solution is implemented.

Ensure process owner support.

Improve Step/ Tools Purpose

1. Define the Experimental PlanExperimental StrategyExperiment Planning Outline

Experimental Strategy provides the sequential steps taken to complete the DOE.Experiment Planning Outline is used by Black Belts during the design stage of their experiment. It provides experimental focus and ensures all experimental variables are addressed.

2. Execute and Analyze the Design of the ExperimentDOEMain Effects PlotInteraction Plot

DOE contains the selected input and output variables used in executing the experiment. It is a structured plan and specific methodology to the analysis of the results.Main Effects Plot is the primary graphical output of factorial equipment. Its main purpose is to display a large group of data.Interaction Pl ot interactions occur when two variables must act together to change the output of the experiment. It shows the degrees of interaction.

3. Validate the ResultsCapability AnalysisFinal Report

Capability Analysis allows us to quantify the value of our problem. It allows an organization to predict its true quality levels for all goods and service, and provides an initial estimate of the product or process sigma level.Final Report is a summary of the steps and results of the DOE. It includes suggested control plans used to maintain or control the results.



Control Step 1Process Enhancement and Control-Determine optimal setting for theX's and to control those settings over time.The Goal

• The goal of step one is to use knowledge of Y = f(X) to determine optimal settingsfor the X's and to control those settings over time.

Roadblocks• Weak information from a poor DOE

Black Belt Action• Determine the appropriate control method for the process.

Champion Roles and Responsibility• Review the proposed process changes.

• Assume responsibility for the implementation of the recommended changes.

The Tool• Six Sigma Strategy

• Control methods

Purpose of the Tools• To achieve a six sigma level within the organization

Reason for Need• To increase customer satisfaction

• To reduce the COPQ (cost of poor quality)



MAIC Review• In the Measure phase, we focused identifying critical Y variables to how they are

measured and how good are those measurements.

• During the Analyze phase, we analyzed the Y information and looked for patternswhich allowed us to identify potential X variables.

• In the Improve phase, we ran the (DOE) designed experiment to identify Xvariables to establish a cause effect relationship-the "f" of Y = f(X).

• In the Control phase, we will use this cause effect relationship to optimize andcontrol the process.

Focus of Six SigmaY = f(X)

To get results, should we focus our behavior on the Y or X?

If X is critical, why do we constantly test and inspect Y?

YDependentOutputEffectSymptomMonitor

X 1 . . . XNIndependentInputCauseProblemControl



Control PhaseControl Method #1-Ranking Control Methods

1. Eliminate the Variable: Eliminate it by understanding variableinteractions or by mistake proofing.

2. Automate the Variable: Implement automated controls that requirelittle or no operator intervention.

3. SPC on the X's: Implement statistical process control on the inputvariable (or X) that controls Y. This form of SPC requires that Y = f(X)be understood.

4. SPC on the Y's: Implement statistical process control on the outputvariables or Y. This form of SPC is most frequently used by industry.

5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term or long-term.

BEST

WORST



Robust Process and Product DesignPurpose of the Tool

• The purpose of the Robust Process and Product design is to develop a realistictolerance to establish the true control units for X variable based on the equationY = f(X) relationship.

Reason for Need• To eliminate subjectivity for setting specification for X

• Provide a baseline for predicting final capability of Y

Marginal Distributions from Experiments

• Ideally, it is desired to set the allowable range of each "X" such that output of theprocess remains at a 6s process. This could be accomplished by setting the "X"tolerance to the equivalent of +/- 3s of the response (Y). You might initially findthat "X" cannot be controlled to this level. This is an evolutionary journey; someresponses may not be good enough to allow for this much margin without some formof redesign.

1-1

10

9

8

7

6

5

SpecRange

of Y

+/- 6

Realistic Tolerance on X



Interaction and Non-Linearities

Purpose of the Tool• The purpose is to use interaction and non-linearities in DOE to help shift or

remove sensitivity from X variables.

Reason for Need• Interaction in non-linearity is the primary means in which we change the variance

of the process and allow us to exercise control over the process spread.

Leveraging Interactions and Non-Linearities inRobust Design

• The dotted line distributions approximate the expected distribution of Y as B variesbetween its low value and its high value. In the case of the non-linearity, the dottedline distributions represent the expected distribution of Y at two levels of A.

1-1

10

9

8

7

6

5A

-B+B

Mean Shift

1-1

10

9

8

7

6

5

A

-B

+B

Variance Shift

1-1

10

9

8

7

6

5

A

-B

+B

Mean and Variance Shift

1-1

10

9

8

7

6

5

A

-B

+B

Variance Shift

1-1

10

9

8

7

6

5

A

Non -Linear Mean and Variance Shift

Main EffectsPlot



Mistake - Proofing

Mistake-proofing is using wisdom and ingenuity to create devices thatallow you to do your job 100% defect free 100% of the time. Purpose of the Tool

• To provide a means to make the process resistant to human caused defects.

Reason for Need• To prevent errors at their source.

• To prevent 100% of the defects.Mistake-Proofing Defined

• Home■ Automated shu-off on electric coffee pots■ Ground fault circuit breakers for bathroom inside or outside electric circuits■ Pilotless gas ranges and hot water heaters■ Child-proof caps on medications■ Butane lighters with a safety button

• Automobile■ Seat belts■ Air bags■ Car engine warning lights

• Office■ Spell check in word processing software■ A "Do you want to delete?" message after you press the "Delete" button on

your computer

• Factory■ Dual palm buttons and other guards on machinery

• Retail■ Tamper-proof packaging



Mistake-Proofing

Types of Errors

Human Error Manufacturer Error Service Error

Forgetfulness Errors due to misunderstanding Error in identification Errors made by untrained workers Willful errors Inadvertent errors Errors due to slowness Errors due to lack of standards Surprise errors Intentional errors Errors due to work overload

Processing omissions Processing errors Errors in setting up the workplace Assembly omission Inclusion of the wrong part/item Wrong workplace Operations errors Adjustment, measurement, and dimensional errors Error in equipment maintenance Error in the preparation of tools

Incorrect routing Missing information Misspellings Wrong Addresses Wrong data Clerical error

CAUSES

Cause

Error

Mistake

Effect

Defect

IncorrectDamaged ProductIncomplete



Red Flags• Red Flags: A condition in the manufacturing or service process that commonly

provokes errors.

Mistake - Proofing/Robust Design

Practical Solution:A new catalyst arrives at the supplier premixed

andput in a lemon additive - even if curing is not optimal,

the customer will never smell it!

Practical Problem:Some covers smell bad when new.

Lemon Scent

Red Flag Error Defect

Manufacturing Red Flags Service Red Flags Adjustments Tooling/tooling change Dimensionally/specification/critical condition Many parts/mixed parts Multiple steps Infrequent production Lack of, or ineffective, standards

Complicated forms Form fields used f or data is too small Complicated processes Unclear directions or procedures



Control Method #2-Ranking Control Methods

Automate the VariableProcess Controller

• The process controller is an automated feedback and control device.

Purpose of the Tool• The purpose of the control method Automate the Variable is to install automatic

feedback and control tools for the process.

Reason for the Need• To eliminate the need for ongoing human monitoring of a process.


2. Automate the Variable: Implement automated controls that requirelittle or no operator intervention.

3. SPC on the X's: Implement statistical process control on the inputvariable (or X) that controls Y. This form of SPC requires that Y = f(X)be understood.

4. SPC on the Y's: Implement statistical process control on the outputvariables or Y. This form of SPC is most frequently used by industry.

5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term or long-term.

BEST

WORST



How Do Controllers Work?

All controllers control the process by transferring variation from a variable we areconcerned about (temperature) to a variable we aren't concerned with (current). Theydo not, in reality, remove variation from the process-but merely hide it behind anothervariable. This has both good and bad consequences. Although the controller ismaintaining the process, as we want it to do, it can also hide the fact that the processis deteriorating.

6050403020100

120

110

100

90

80

70

60

50

40

Before Control After Control

Temperature

Current

How Do Controllers Work?



Control Method #3 and #4-Ranking ControlMethods

SPC on the X and Y

SPC (Statistical Process Control) on the X and Y• Control charts are the means through which process and product parameters are

tracked statistically over time. Control charts incorporate upper and lower controllimits that reflect the natural limits of (random) variability in the process. Theselimits should not be compared to customer specification limits.

Purpose of the Tool• Statistical Process Control is a type of feedback system that identifies when

intervention is required on a process.

Reason for Need• To monitor stability of a process.

• To identify when interventions are required in a process.

• To display a time series plot of the process variable being monitored.


2. Automate the Variable: Implement automated controls thatrequire little or no operator intervention.

3. SPC on the X's: Implement statistical process control on theinput variable (or X) that controls Y. This form of SPC requiresthat Y = f(X) be understood.

4. SPC on the Y's: Implement statistical process control on theoutput variables or Y. This form of SPC is most frequently usedby industry.

5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term orlong-term.

BEST

WORST



Components of Control Charts

SPC Pros and Cons

Advantages of SPC Disadvantages of SPC

Is a proven technique for improving productivity. Is effective in defect prevention.

Prevents unnecessary process adjustments. Provides diagnostic information. Provides information about process capability. Can be us ed for both attribute and variable data types.

Everyone must be well trained and periodically retrained. Data must be gathered correctly. Mean and range/standard deviation must be calculated correctly. Data must be charted correctly. Charts must be analyze d correctly. Reactions to patterns in charts must be appropriate every time.

3020100

7

6

5

4

3

2

1

0

-1

Sample Number

Sam

ple

Mean

Xbar Chart for C3

1

1111

1

11

X = 1.283

3.0SL = 2.945

-3.0SL =- 0.3793

Out of Control

In Control

SAMPLE NUMBER

Region of Non - Random Variation

Region of Non - Random Variation

Region of Random Variation

UpperControlLimit

ProcessAverage

LowerControlLimit



Planning for Effective SPCThe following guideline should be used to establish control charts in a given area:

• Chart critical factors.

• Eliminate charts found to be unnecessary; add charts if the situation warrants.

• Change charts from time to time if necessary.

• Variables control charts should increase; attribute charts should decrease.

• The team should agree upon decisions based upon control charts.

Process Control Factors• Money or available budget

• Availability of resources

• Time constraints or limitations

• Organizational goals

• Impact on specific parties

• Flexibility of movement

• Effects of change

• Risk and confidence requirements

• Environmental or technological constraints

• Potential benefits to be derived

• Impact on the dynamics of the group/team

• Potential for successful implementation



I-MR (Individual-Moving Range)

Purpose of the Tool• The I-MR charts should be used for true X's like temperature, humidity,

concentration of a solution, or gas flow per minute.

Reason for Need• Units are produced as individuals and no logical method of grouping units exists.

• Low production volumes where only one piece is produced per day or sometimeslonger.

• High-cost testing - when the cost of testing is very expensive, time consuming,destructive, or other wise prohibitive.

• Chemical processing where only one measurement per bath is taken.

I-MR Charts Pros and Cons

Advantages of I -MR Charts Disadvantages of I-MR Chart Good where individual’s data is most logically the “rational sub - group.” Shewhart zone rules can be applied if individuals are normally distributed.

Falsely suggests that not much data is required – it is best with 30 or more points. Control limits tend to be very wide due to relatively small sample sizes.



Individual and Moving Range Output

0Sub - Group

50 100

595

600

605

Indi

vidu

al V

alue

X = 600.2

3.0SL = 605.3

-3.0SL = 595.1

01234567

Mov

ing

Rang

e

1

R = 1.923

3.0SL = 6.284

-3.0SL = 0.00E+00

I and MR Chart for Y3



Xbar & R Charts (R: Range)The Xbar Charts are used to measure the central tendency of the Y over time. R Chartsmeasure the gain or loss of uniformity within sub-group, which represents the randomcause variation in the Y over time.

Purpose of the Tool• The purpose of Xbar is to track process excursions in the mean and the variation

over time.

• R Charts are used to track short-term process stability.

Reason for Need• To distinguish short-term and long-term control problems.



Xbar Chart

The Xbar chart is a plot of sample means.

Xbar & R Chart Output

0Sub - Group

10 20 30

136

141

146

Sam

ple

Mea

n

X = 141.0

3.0SL = 145.6

-3.0SL = 136.4

0

10

20

Sam

ple

Rang

e

R = 7.900

3.0SL = 16.70

-3.0SL = 0.00E+00

Xbar/R Chart for Part1 to Part5

2520151050

40

30

20

Sample Number

Sam

ple

Mea

n

X -bar C hart for C ycletime

X=30.10

3.0SL=41.17

-3.0S L=19.02

2050

40

30

20

Sam

ple

Mea

n

X -bar C hartrt for C ycletime

X=30.10X=30.10

3.0SL=41.17

-3.0S L=19.02

Grand Mean

Upper Control Limit

Lower Control Limit



Xbar and R Pros and Cons

P and nP Charts (P; Proportion, n: sample size)

Purpose of the Tool• P chart is a simple chart used to track the proportion of non-conforming units

(percentage of defective parts) assuming the sample size is not necessarilyconstant.

• nP chart is a chart used to track the number of non-conforming units (percentageof defective parts) assuming the sample size is constant.

Reason for Need• When attribute (pass/fail) data is all that is available from the process.

Xbar Advantages Xbar Disadvantages

Allows you to look at both the long and short term variation in the graph.Commonly used and is well understood.

It is only applied to the Y's.It hides individual observation in sub -groups.



P Chart Output

P and nP Charts Pros and Cons

Advantages of P & nP Charts Disadvantages of P & nP Chart

Easy to use and maintain Based on simple statistics

Works for attribute data only Weak as a predictive tool

0 10 20

0.1

0.2

0.3

Sample Number

Prop

orti

on

P Chart for Empl_w_E

P = 0.2038

3.0SL = 0.2802

-3.0SL = 0.1274



C and U Charts

Purpose of the Tool• C Chart is a simple chart used to track the number of defects per unit (not the

number of defectives) assuming the sample size is constant.

• U Chart is a simple chart used to track the number of defectives per unitsproduced (not the % defective) assuming the sample size is not necessarilyconstant.

Reason for Need• This graph is used when the defects of a unit remain constant. We are interested

in tracking failures per unit.

U Chart Output

0 1 2 3 4 5 6 7 8 9 10

0.5

1.0

1.5

2.0

Sample Number

Sam

ple

Coun

t

U Chart for NumError

U = 1.320

3.0SL = 2.072

-3.0SL = 0.5679



U Charts Pros and Cons

Control Method #5-Ranking Control Methods


2. Automate the Variable: Implement automated controls thatrequire little or no operator intervention.

3. SPC on the X's: Implement statistical process control on theinput variable (or X) that controls Y. This form of SPCrequires that Y = f(X) be understood.

4. SPC on the Y's: Implement statistical process control on theoutput variables or Y. This form of SPC is most frequentlyused by industry.

5. S.O.P.: This is the standard operating procedure implementedto detect defects. The action is not sustainable short-term orlong-term.

BEST

WORST

Advantages of U Charts Disadvantages of U Chart

Easy to use and maintain. Based on simple statistics.

Works for attribute data only. Weak as a predictive tool.



SOP (Standard Operating Procedure)

Purpose of the Tool• To establish a standard methodology for maintaining the process.

Reason for Need• To ensure that all the people that use the process use the same methods.

SOP Pros and Cons

Advantages of SOP Chart Disadvantages of SOP Chart

Reduces the impact of the human factor on the process

No feedback



Control Step 2

Capability Analysis for X and Y-Quantify the value of the problem.The Goal

• The goal of step two is to quantify the value of the problem. We hope to establishthe final capability of the Y to determine our capability to control the X's.

The Tools• Capability Analysis.

Black Belt Action• Analyze the data.


• Complete the Control checklist listing the required Black Belt action.

Results

AfterBefore

115

95

85

75

USL

Final Project Results

Prod

uct

Char

acte

rist

ic 105



Control Step 3

Document What You Have Learned - Document the activities and theresults of the project.

The Goal• The goal of step three is to document the activities and the results of the project.

During this step the Black Belt must also document the control or maintenancerequired for the process.

Roadblocks• Lack of time

The Tools• Control Plan

• Final Project

Black Belt Action• Complete the Control Plan.

• Complete the Final Report.

• Present the findings to the Champion.

Champion Roles and Responsibility• Provides resources to ensure Control verification is completed.

• Ensure the success of the implementation of the control plan.



The Tool: Control PlanThe control plan describes the control methods appropriate to guarantee productquality throughout the process. It is a living document that is updated asmeasurement systems and controls methods are evaluated and improved.

Purpose of the Tools• The control plan allows the team to formally document all the control methods

used to ensure that customer requirements (Y's) are met. It is a living documentthat is updated as measurements systems and control methods are evaluated andimproved.

Reason for Need• The control plan requires the team to describe and follow the control methods

appropriate to guarantee product quality throughout the process.■ Receiving of raw material■ In-process quality of Y's■ Outgoing product characteristics

• It provided a greater opportunity of ensuring that all product outputs (Y's) are in astate of control provided all members are abiding the control methods stated inthe control plan.

• The control plan documents a strategy that is responsive to the changes in theprocess given the fact that the goal is continuous improvement.



The Final Report

The Purpose• The purpose of the final report is to present the findings and activities of the

project and make recommendations for improvement and or controls.

Reason for Need• To provide a means of documenting the activities which occurred for historical

tracking

• To avoid re-inventing the wheel.



How to Create a Useful Control Plan

Step 1: Indicate the appropriate category: Prototype, Pre-Launch, Production.

Step 2: Assign the document number.

Step 3: Part number revision/change.

Step 4: Part name and description.

Step 5: Specify the name of the division/plant/department.

Step 6: Indicate the ID number specified by the customer.

Step 7: List the primary contact responsible for the control plan.

Step 8: List the core team members.

Step 9: Obtain approval responsible manufacturing approval (if required).

Step 10: Enter the original date.

Step 11: Document the date of the latest updates.

Step 12: Obtain responsible engineering approval (if required).

Step 13: Obtain supplier quality approval (if required).

Step 14: Obtain any other approval required.

Step 15: List the item number referenced on the process map or FMEA.

Step 16: Process description/operation.

Step 17: Identify the processing equipment.

Step 18: Enter the Product/Process Characteristic number [usually references other applicable document(s)].

Step 19: List the product characteristics (Y's).

Step 20: List the process characteristics (X's).

Step 21: Indicate the type of characteristic.

Step 22: Document the specifications/tolerance.

Step 23: Indicate the type of measurement system.

Step 24: Document the sampling plan.

Step 25: Give a brief description of the control method.

Step 26: Specify necessary corrective action.____________

*Advanced Product Quality Planning and Control Plan, Reference Manual. ChryslerCorporation, Ford Motor Company, General Motors Corporation.



Control Phase - Summary

Control Methods

Control Methods Tool / Method Control Method Purpose

1. Eliminate the Variable

Robust Process and Product Design Mistake Proofing

To develop a realistic tolerance to establish the true control units for X variable based on the equation of Y = f (X).

2. Automate the Variable

Process Controller Implement automated controls

intervention.

3. SPC on the X's

4. SPC on the Y's

Statistical Process Control

I – MR (Individual – Moving Range) EWMA Xbar and R Charts P and nP Charts C and U Charts

SPC on the X's: Implement statistical process control on the input variables or Y This form of SPC requires that Y = f (X) be understood. SPC on the Y's: Implement statistical process control on the output variables or Y.

5. S.O.P. Standard Operating Procedure

A standard methodology is used for maintaining the process.

It is the standard operating procedure for detecting defects.



Functional Champion TrainingDesign for Six Sigma

Agenda

• Overview and Objectives• DFSS Overview

■ DFSS-What Is It?■ A Look at the Generic Process■ DFSS-Influence on Cost, Quality and Cycle Time■ DFSS Road Map■ DFSS-The IDEaS™ Process■ DFSS-A Combination of Processes and Tools■ MAIC/DFSS Relationship■ DFSS-Top Level View■ MAIC vs. DFSS DFSS Integration■ DFSS Courses and Training■ Implementing DFSS■ DFSS Deployment■ Common Six Sigma Tools■ What Would You Invest?

• Exercise: DFSS• Summary



Overview• The six sigma approach incorporates the organization's business needs to meet

customer requirements. Our goal is to prevent causes vs. correcting problems anddiscontinue further tampering of the systems and processes.

• One required approach that is critical to the achievement of a six sigma level is aDesign for Six Sigma, also known as DFSS. DFSS will review your product and/orservice to ensure you are operating at a six sigma level from the very beginning.

ObjectivesAt the end of this unit, you will be able to:

• Identify the purpose for DFSS.

• Compare and contrast the MAIC and DFSS phases.

• Identify the purpose of IDEaS™.

DFSS - Overview• DFSS is a rigorous approach to designing products and services-enabling processes


• Companies that implement a six sigma program find that a majority of defects areactually created during the design process. As companies approach five sigma, theytypically hit a wall that requires a redesign of some of its processes. The capabilityof the manufacturing and transactional processes must be factored into the designof a product or service so that the final configuration is "producible" usingexisting technology.

• Implementing DFSS involves two additional weeks of training for certified BlackBelts or Green Belts.



DFSS - What it is!

DFSS - A Look at a Generic Design Process

• How are risks assessed and measured?

• How long is the process?

• How are specifications set?

• When are we "ready for production"?

• When are we ready for commercialization?

Concept PreliminaryDesign

Detail Design Testing Production

ParPar

ProcessProcess

TeamworkTeamwork

Process



DFSS - Influence on Cost, Quality and Cycle Time

ManufacturingUp to 30%

DesignOver 70%



DFSS Road MapOne of the first steps on the DFSS roadmap is recognizing that design is a processwhich in itself needs to be measured. At the time a product or process is released fromthe design stage, more than 70% of the cost has been incurred or defined. Weeventually must move the use of some key six sigma tools into the front-end of thedesign process.

We have abbreviated this development process using

the acronym IDEaSTM/SM (Initiate, Design, Execute and Sustain).

Just as MAIC is the road map for solving specific problems,

IDEaSTM/SM is the road map for product/process design or even redesign.

DFSS -T he IDEaSTM/SM Process

What are the Y's?

What are the X's where Y = f(X) ?

What is the short - term capability?

What is the long-term capability?

ustain

TM/SM

and

xecute

D esign

nitiate

DDIII

EEESSS



DFSS - A Combination of Processes and Tools

DFSS gives an overall framework for product/process development. MAIC will be used toclose gaps and solve problems as the product moves through the IDEaSTM/SM process.Other tools are needed to help measure the progress and are specific to the designprocess itself.

Tollgate Reviews

Risk Managment

Project Management

Product Cost Analysis

Allocation of Capital and Resources

Program Prioritization

Strategic Planning

BusinessDesign Reviews

Risk Analysis and Abatement

Piloting and Prototyping

Technical

IDEaSTM/SM Process

Basic Statistics

ANOVA

DOE

Gage R&R

Capability Analysis

Process Mapping

FMEA

Hypothesis Testing

MAICQFD

Scorecards

Tolerance Analysis

DFMA

Reliability Assessment

Equipment Selection

Advanced DOE

Design

Tools

DFSS



MAIC/DFSS Relationship

• We use MAIC to shift the mean or reduce variation (or both) for a specificproduct/process. We can continue down this path, addressing and reducing severalsources of variation, until we reach what we call "entitlement".

• Entitlement is loosely defined as a product or process that has reached the bestperformance possible for a given technology, a set of operating conditions, or theirphysical limits. Any additional MAIC work would incur cost with no additionalimprovement results or return on investment (ROI).

• Once the process/product has been improved to "entitlement", DFSS can be usedto redesign the product/process to the next level.

■ This typically means a whole new approach to the product/process.■ This would involve new technologies, new methods, and possibly even

computer integration.

• DFSS helps to ensure that the MAIC breakthrough strategies are attained and willhelp us verify through the measurements proposed.

During any design process, there are likely to be individual MAIC projects that willbe identified for a Black Belt.

Reach Entitlement Six Sigma

LSL USLLSL USL

DFSS

LSL USL

MAICMAIC

Shift MeanShift Mean

Reach EntitlementReach Entitlement

Reduce VariabilityReduce Variability

LSL USL

LSL USL



DFSS - Top Level View

MAIC vs. DFSS

DFSS • Emphasizes product or process focus.

• Provides measures and metrics.

• Identifies problem areas.

• Focuses on defect prevention.

• Considers tradeoffs between all thecustomer requirements.


MAIC• Emphasizes project focus.

• Provides a problem-solvingmethodology.

• Provides solutions to specificquestion.

• Focuses on defect elimination.

• Focuses on a few key customerrequirements.


Tollgate ReviewsIdentify gaps then create MAIC projects to close the gaps.

ustain

TM/SM

xecuteD esignnitiate DDIII EEE SSSandand



DFSS Integration• As we move through a new product/process design, a new set of tools must be

integrated into the process.■ Ensures that the process will be repeatable at a high sigma level of quality

over time.■ Meets customer requirements.

DFSS Courses and Training• SSQ 450-DFSS for Black Belts

• SSQ 452-DFSS for Design Teams

Training Waves

Wave 1

Wave 2

Wave 3

Mostly a process focus

Seed with a few product/process designers

50/50 mix of design process products



Implementing DFSSOur suggested strategy for implementing a DFSS approach starts with the customer. Webegin working MAIC projects in production areas where products or services aredelivered to the customer. At this point, it is easier to "see" defects. Once we are ableto understand our internal process capability, it is time to move the application of thetools upstream to the new product process development.

DFSS Deployment• Tool Masters

■ MAIC Tools■ DFSS Tools

• Cross-functional Team Training■ DFSS Tools and Product Focus



Common Six Sigma Tools

Conc

ept

Prel

im D

esig

n

Deta

il De

sign

Test

ing

Prod

ucti

on

Capability Analysis

Process Mapping

FMEA

Gage R&R

Hypothesis Testing

DOE

Control



What Would You Invest?

• A cultural change in the way people behave as well as valuable knowledge isachieved through the successful completion of six sigma projects.

• Knowledge that will improve the organization's ability to proactively preventproblems by applying the six sigma methodology and its associated metrics.

• Champions must have a clear understanding of their commitments for a successfulBlack Belt project before they begin to lead their Black Belt teams.

• You receive great leverage with improving plans and design, versus improving theproduct.

1000 : 1 100 : 1 1 : 110 : 1

ImprovePlan

ImproveDesign

ImproveProcess

ImproveProduct




Exercise: DFSSDirections: Complete each question.

1. State the purpose of DFSS.

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

2. The first step in the DFSS road map:

a) Identify the tools needed to measure the system.

b) Recognize that design is a process that needs to be measured.

c) Determine the COPQ.

d) Identifying the needs of the customer.

3. State at least three differences between DFSS and MAIC.

DFSS MAIC

DFSS - Summary• DFSS is a rigorous approach to designing products and services-enabling processes


• The DFSS process includes:

I - Initiate (the concept)

D - Design (preliminary and detailed)

E - Execute (prototype testing)

S - Sustain (production)

• The DFSS approach agrees that product design is a process. The process needs tobe standardized.

• The IDEaSTM/SM (Initiate, Design, Execute and Sustain) is the road map forproduct/process design or redesign.

■ As the product or process moves through the IDEaSTM/SM process, MAIC will beused to close gaps and solve problems.



e books on six sigma 1

Documents

mechanical calculator pencildefects

unexplained error exists

monitor communications planinformally

monitor communications plan informal

monitor communications planinformal

master black belt mentor

benchmark dissimilar goods

certified black belts