lssgb_lesson1_overview of lean six sigma

Copyright 2014, Simplilearn, All rights reserved.


Lesson 1—Overview of Lean Six Sigma

Lean Six Sigma Green Belt


● Describe the basics of Six Sigma

● Explain Lean principles in the organization

● Explain Design for Six Sigma (DFSS)

After completing this lesson, you will be able to:

Objectives

2


Overview of Lean Six Sigma

Topic 1—Six Sigma


Introduction to Six Sigma

Six Sigma is a highly disciplined process that focuses on

developing and delivering near-perfect products and

services consistently.

It is a continuous improvement process, with focus on:

● change empowerment;

● seamless training of resources; and

● consistent top management support.6σ

4


A process is a series of steps designed to produce a product and/or service as required by the

customer.

Process

Inputs (x)

(Cause)Process f(x)

Output (y)

(Effect)

Feedback

Input is something put into a process or expended in its operation to achieve an output or a result.Examples: Man, Material, Machine, Management

Output is the final product delivered to an internal or external customer.Example: Product Services

Feedback from output helps in process control by suggesting changes to inputs.

Any process has inputs (x) and delivers outputs (y). Any change in the inputs causes change in the output. Therefore y = f(x).!

5


Process of Six Sigma

Six Sigma follows a process named DMAIC. It stands for Define, Measure, Analyze, Improve, and

Control.

Define

Measure

Analyze

Improve

Control

Define the problem statement and plan for improvement. Six Sigma project team is formed.

Collect data from the process to determine current quality or operational performance levels.

Study the business process to understand the root causes of the problem.

Identify, prioritize, test, and finalize the improvement action plan.

Implement improvement action plan and set up controls to monitor the system.

6


Following is a list of tools corresponding to the phase in which they are used.

List of DMAIC Tools

Define Measure Analyze Improve Control

● SIPOC

● VOC

● CTQ Tree

● QFD

● FMEA

● CE Matrix

● Project Charter

● GAGE R and R

Variables

● Run Charts or Control

Charts

● Cp, Cpk, Sigma Level (Z

Level) and DPMO

● Anderson Darling Test

● SLR

● Pareto Charts

● Fishbone Diagram

● FMEA

● Multi-Vari

Charts/Hypothesis

Tests

● Brainstorming

● Piloting and

FMEA

● DOE (If

needed)

● Control Charts

● Control Plan

● MSA Re-

Analysis

Some of these tools can be interchangeably used between the phases.!7


How does Six Sigma Work

Six Sigma is successful because of the following reasons:

● Management supports Six Sigma as a business strategy.

● It uses DMAIC methodology for solving problems.

● Well-defined projects that directly impact the organization’s bottom line are selected.

● It increases customer satisfaction and quality of product or service.

● It requires extensive use of statistical methods.

8


Six Sigma Terms

Term Description

Sigma The standard deviation of a process metric

OpportunityEvery chance for a process to deliver an output that is either “Right” or “Wrong”, as per customer specifications

DefectEvery result of an opportunity that does not meet customer specifications and does not fall within Upper Specification Limit (USL) and Lower Specification Limit (LSL)

Specification LimitsLimits set by a customer representing the range of variation the customer can tolerate or accept

Rolled Throughput Yield (RTY)

Measure of process efficiency expressed as percentage

Defects per Million Opportunity (DPMO)

Also known as Non-Defect per Million Opportunities (NPMO), it is a measure of process performance

The following are the key terms used in Six Sigma.

9


Sigma Level Chart

Sigma Process Level (σ)

DPMO RTY

1 697,672 30.2328%

2 308,537 69.1463%

3 66,807 93.3193%

4 6,210 99.3790%

5 233 99.97670%

6 3.4 99.99966%

The Six Sigma quality means 3.4 defects in one million opportunities or a process with 99.99966%

yield.

10


Benefits of Six Sigma

The organizational benefits of Six Sigma are as follows:

● Eliminates the root cause of problems and defects in a process

● Creates robust products and services

● Reduces process variation and waste

● Ensures customer satisfaction

● Provides process standardization

● Reduces rework by getting it right the first time

● Addresses the key business requirement

● Helps gain competitive advantage

● Achieves the organizational goals

11


Six Sigma and Quality

Taking a process to Six Sigma level ensures

that quality of the product is maintained,

with the primary goal being increased

profits.

Quality is technically defined as the degree

of excellence of a product or service and

conformance to customer requirement.

12


The most important part in the history of Six Sigma is Motorola initiating Six Sigma for process

improvement and thereby reducing defects to negligible levels, and GE using Six Sigma to improve the

entire business system.

History of Six Sigma

Motorola’s Bill Smith and Mikel Harry start the Six Sigma initiative

Jack Welch initiates Six Sigma at GE to improve the entire business system

Allied Signal saves $0.5 billion with the use of Six Sigma

GE saves $2 billion annually with the use of Six Sigma

Motorola saves $16 billion cumulatively with the use of Six Sigma

1986 1995 1998 2000 2001

13


There are a total of five levels in the Six Sigma Team.

Six Sigma Team

● They support the Black Belt employees by working on the project and performing day-to-day jobs.

● They apply strategies to specific projects, and lead and direct teams to execute projects.

● They train and coach Black Belts, Green Belts, and various Functional Leaders of the organization.

● They identify and scope projects, and develop strategy.

● They also identify and coach Master Black Belts

● They lead change and provide direction.

● The top executives own the Six Sigma initiatives.Top Executives

Six Sigma Champions

Six Sigma Master Black Belts

Six Sigma Black Belts

Six Sigma Green Belts

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Topic 2—Lean Principles


Overview of Lean

Lean refers to creating more value for customers with fewer resources.

● It means reducing unwanted activities or process or anything that does not add value to the

product or service for the customer.

The Lean philosophy is “To provide perfect value to the customer through a perfect value creation

process that has zero waste.”

16


Benefits of Lean

Following are the benefits of Lean:

● Lean reduces cost

● It improves quality

● Lean speeds the delivery by eliminating NVA

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● Lean is not restricted to manufacturing, it applies to every business and every process.

● Lean is not a cost reduction program, but an approach to optimize end to end processes.!


Some of the Lean principles were implemented a long time ago. The major implementations were

noticed in the following years:

History of Lean

Mostly in manufacturing industry, in various forms like flow, interchangeable parts, automatic assembly line, automatic defect detection, etc.

Integration of Entire Production Process for the Ford car ‘Model T’ by Henry Ford. It was limited to one color and one specification.

Toyota Production System, based on Ford’s original thinking, was adopted at Toyota. It aimed at improving end-to-end production system and providing more value to customers.

1450s 1913 1930

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● TPS shifted the focus from individual machines and their utilization, to the flow of the product through the total end-to-end process.

● It results in low cost, high variety, high quality, and rapid throughput times to meet customer desires.!


Lean Six Sigma

Lean Six Sigma is the methodology that combines the best of both the Lean concepts and the Six

Sigma methodology and tools.

• Lean and Six Sigma have some overlapping goals, to create the most efficient system.

• Both take different approaches to achieve improvements and complement each other’s

methodology.

• Lean Six Sigma is an approach to integrate the power of Six Sigma Methodology, its tools along with

the Lean concepts that can be applied within an organization.

• For any Lean Six Sigma improvement project, it is often advantageous to begin with Lean to

streamline the processes and Rapid Improvement Events.

19


Lean vs. Six Sigma

Lean

● Focus is on Efficiency.

● Improvement principles focus on identifying value, eliminating unnecessary steps and wastes, and dramatically improving process speed.

● Lean is about moving mean, reducing cycle time, reducing excess inventory, and improving response time.

Six Sigma

● Focus is on Effectiveness.

● Encourages breakthrough in processes, designs, while improvement teams focus on identifying root cause, eliminating chronic problems, and reducing variation in processes.

● Six Sigma is about reducing variation, decreasing defect rate, and increasing product yield.

Lean and Six Sigma methodologies are compared here.

20


Lean Concepts

Lean is a continuous process to eliminate or reduce non-value added activities (NVA) and waste from

a process. By doing so, Lean:

● increases continuous flow in the process; and

● minimizes stop-flow and unbalanced production.

Before applying Six Sigma to a process, it is important to:

● check the waste status of the process; and

● eliminate or reduce waste and NVAs, if present.

21


The following example shows how Lean can be applied to a process to reduce waste.

Lean Concepts—Example

Traditional SolutionUse an oil coating, followed by a cleaning process to prevent problems during welding.

Lean SolutionIdentify how to reduce inventory to minimize waiting time for the steel components and ensure rusting does not occur.

ProblemA welding technician observes that sometimes he has to work with rusty components.

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Lean focuses on the following three major issues in a process.

Lean Concepts—Process Issues

Mura Muri

Non-value adding work

OverburdenUnevenness

Three issues in

Lean

Muda

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The following table lists the types of waste or Muda.

Seven Types of Waste

Type of Waste Description

Overproduction Producing more than what is required. Ex: Customer needed 10 products and you delivered 12.

Inventory Also referred to as stock. Ex: Test scripts waiting to be executed by the testing team.

Defects/Repairs/RejectsAny product or service deemed unusable by the customer or any effort to make it usable to the original customer or a new customer. Ex: Errors found in the source code of a payroll module by quality control team.

MotionWaste generated due to poor workplace ergonomics. Ex: Finance and accounts team sit on the first floor, but invoices to customers get printed on the ground floor causing unnecessary personnel movement.

Over-processingAdditional process on a product or service to remove an unnecessary attribute or feature. Ex: Customer needed a bottle and you delivered a bottle with extra plastic casing.

Waiting Parts or people waiting for the next process or task. Ex: Improper scheduling of staff members.

TransportUnnecessary movement of the product in the process, without adding value. Ex: A product is finished, yet it travels 10 kilometers to warehouse before it gets shipped to the customer.

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Other Lean Wastes

There are other areas of waste Lean experts may discuss:

● Underutilized skills:

o Below optimum use of workforce capabilities

o Not assigning the right people for the right task

● Underperforming processes:

o Automation of a poorly performing process

o Improving a process that should be eliminated

o Asymmetry in processes that should be eliminated

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Some examples are given below for few types of wastes:

Identifying the Waste Type—Examples

Inventory

Materials are air-

freighted into a company

for the Materials

Requirement Planning

(MRP) deadline on the

first day of the month.

The materials then sit in

the warehouse for three

weeks before they are

used.

Defect or Reject

Payments from the

customer are not

received on time

because the customer

claims that the

information on the bill-

of-lading, invoice, and

order do not match.

Over-processing Overproduction

An inspector rejects

blemished parts

observed under a

microscope when the

specification allows for

blemishes not visible

from three feet away.

By the time the work-in-

process piles on the

shelves and carts reduce,

some assemblies, done

to a previous revision,

become unusable.

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There are five steps in the process of lean implementation.

Lean Process

Identify ValueValue Stream

MappingCreate Flow Pull Perfection

Identify value from customer’s perspective

Perform value stream mapping

Make the value stream steps flow

Let the customer pull products

Seek perfection

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To implement Lean to a process, it is necessary to:

Lean Process—Identify Value

Understand what the process should have to meet customer requirements.

Identify what the customer wants.

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Lean Process—Value Stream Mapping

Value stream mapping is a visualization tool to map the path and identify all activities involved in the

product or service. It helps to identify and eliminate or reduce non-value added activities (NVAs).

Any organizational activity can be classified into three types.

Activities that add value to the process and for which customers are willing to payExample: Printing

Activities which do not add value to the process and for which customers are not willing to payExample: Delay in raw material procurement

Activities required for the process but which add no value to the customer’s perceived valueExample: Quality check

Value Added Activities (VA)

Non-Value Added Activities (NVA)

Necessary, but Non-Value Added

Activities

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Lean Process—Flow, Pull, and Perfection

The Lean concepts of flow, pull, and perfection are described here.

Flow

● There should be a

continuous flow of

products or services

through the business

system.

● Any stop or reduction

in flow is a non-value

adding activity and

hence a waste.

Pull

● Products and services

are made as and

when there is

customer demand

and not based on an

estimated forecast.

Perfection

● This refers to the

complete elimination

of Muda or waste so

that all activities add

value.

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Pull vs. Push

Push

1. Forecast demand

2. Build stock

3. Wait for customers to buy

Example: A garment company decides to

manufacture 200 shirts based on past forecasts. The

company makes 200 shirts and waits for the

customer to place the order.

Pull

1. Get customer demand

2. Start production

3. Deliver to customer

Example: A garment company receives an order for

200 shirts, and then starts producing the shirts to

deliver to the customer.

An organization can adopt either of these processes depending on the requirement:

Pull processes do not apply universally, with some situations being more suitable for Push. Example: A pharmacy is more suited to a Push approach.!

31


Every process has a limiting constraint or bottleneck. The theory of constraints (TOC) is a tool to

remove or improve the constraint. The steps to apply the TOC methodology are as follows:

Theory of Constraints

Step 2

Step 3

Step 4

Step 5

Step 1

Decide how to exploit the system's constraint. Decide how to improve the constraint so that it works to its full potential.

Subordinate the rest to the decisions of Step 2. Align the whole process to support the decisions made in the previous step.

Elevate the system's constraint. Consider further actions to resolve the constraint.

If a constraint has been resolved in Step 4, return to Step 1. Repeat the steps to find the next constraint.

Identify the system's constraint. A constraint limits the process from achieving its goals.

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Theory of Constraints—Example

The three sub-processes in the packing process are coding or printing, filling, and sealing. The data for the 3

sub-processes are observed and collected as number of units produced in an hour.

Coding/Printing: 900 units/hr. Filling: 720 units/hr. Sealing: 780 units/hr.

How to implement TOC methodology?

Q

AStep 2

Step 3

Step 4

Step 5

Step 1

Assign repair and maintenance labor

Carry out maintenance of the machine

Remove the damages

Go back to Step 1 and repeat the process

Filling is the system constraint

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Data (units/hour) before implementation:

Data (units/hour) after implementation:

Theory of Constraints—Example (contd.)

Coding/Printing Filling Sealing

900 720 780

Coding/Printing Filling Sealing

900 840 780

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Topic 3—Design for Six Sigma


Design for Six Sigma (DFSS) ensures that a new product or service meets customer requirements and

a process is at Six Sigma level using tools such as QFD and FMEA. DFSS is used to:

● introduce a new product or service or a new category of product or service;

● improve a product or service; or

● add to existing product or service lines.

Design for Six Sigma

DFSS

Product/Service

Process for Product/Service

Design new

Redesign existing

Design new

Redesign existing

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Quality Function Deployment (QFD) is a systematic process to understand customer needs and

convert them to a set of design and manufacturing requirements. QFD helps an organization to:

DFSS Tools—Quality Function Deployment

Which customer needs are most important?

What are the strengths and weaknesses of the system and where should efforts be focused?

Prioritize customer needs

Set targets to meet them

In QFD, it is necessary to:

● ask customers relevant questions and tabulate the data; and

● identify the set of parameters critical to product design.

37


Failure Modes and Effects Analysis (FMEA) is a preemptive tool that helps identify potential pitfalls at

all levels of a business system. FMEA helps to identify:

● failure modes of a product or service and prioritize them;

● possible effects of the failure on the customers; and

● critical areas in a system.

DFSS Tools—Failure Modes and Effects Analysis

A drawback of FMEA is that although it helps focus attention on critical areas in a system, it does not give solutions to the identified problem.!

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PFMEA and DFMEA

PFMEA stands for Process Failure Mode Effects Analysis and DFMEA stands for Design Failure Mode

Effects Analysis.

PFMEA

● Used on new or existing processes to uncover

potential failures

● Is done in the quality planning phase to act as an

aid during production

● Involves fabrication, assembly, transactions, or

services

DFMEA

● Used in the design of a new product to uncover

potential failures

● Aimed at identifying failure modes effects and

reducing them

● Is done before product is sent to manufacturing

● All significant design deficiencies would be

resolved at the end of this process

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FMEA Risk Priority Number (RPN) is a measure used to quantify or assess risk associated with a design

or process.

● Assessing risk helps identify critical failure modes.

● Higher the RPN, higher the priority the product or process receives.

● RPN is calculated using Severity, Occurrence, and Detection (SOD), with each given a value on a

scale of 1 to 10.

FMEA Risk Priority Number

RPN = Occurrence X Severity X Detectability

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The FMEA table helps in planning improvement initiatives by underlining why and how failure modes

occur and plan for their prevention.

FMEA Table

Process Step

Key Process

Input

Potential Failure Mode

Potential Failure Effects

SEVPotential

CausesOCC Current Controls DET RPN

What is the

process step?

What is the Key Process Input?

In what ways does the Key Input go wrong?

What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?

How severe is the effect to the customer?

What causes the Key Input to go wrong?

How often does cause or FM occur?

What are the existing controls and procedures (inspection and test) that prevent the cause or the Failure Mode? Should include an SOP number.

How well can you detect cause or FM?

0

0

41


Effect Severity of Effect Rating

Hazardous without warning

Very high severity ranking when a potential failure mode affects safe system operation without warning

10

Hazardous with warning Very high severity ranking when a potential failure mode affects safe system operation with warning

9

Very High System inoperable with destructive failure without compromising safety 8

High System inoperable with equipment damage 7

Moderate System inoperable with minor damage 6

Low System inoperable without damage 5

Very Low System operable with significant degradation of performance 4

Minor System operable with some degradation of performance 3

Very Minor System operable with minimal interference 2

None No effect 1

Severity is a measure of how critical the failure mode is to the customer or to the process. A high

severity rating indicates a mode is critical to operational safety. The rating can never be changed.

RPN and Scale Criteria—Severity

42


Occurrence is the probability that a specific cause will result in the particular failure mode. Higher the

occurrence of a failure, higher its rating.

Effect Failure Probability Rating

Very High: Failure is almost inevitable due to this cause

>1 in 2 10

1 in 3 9

High: Repeated failures due to this cause1 in 8 8

1 in 20 7

Moderate: Occasional failures due to this cause

1 in 80 6

1 in 400 5

1 in 2,000 4

Low: Relatively few failures due to this cause1 in 15,000 3

1 in 150,000 2

Remote: Failure is unlikely due to this cause <1 in 1,500,000 1

RPN and Scale Criteria—Occurrence

43


RPN and Scale Criteria—Detection

Detection is the probability that a particular failure will be found. If detection is impossible, the failure

is given a rating of 10. At the start of a Six Sigma project, the failure mode is given a relatively high

detection rating.

Detection Likelihood of detection by Design or Process Control Ranking

Absolute Uncertainty Design /Process control cannot detect potential cause/mechanism and subsequent failure mode 10

Very Remote Very remote chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 9

Remote Remote chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 8

Very Low Very low chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 7

Low Low chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 6

Moderate Moderate chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 5

Moderately High Moderately high chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 4

High High chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 3

Very High Very high chance the Design/Process control will detect potential cause/mechanism and subsequent failure mode 2

Almost Certain Design/Process control will detect potential cause/mechanism and subsequent failure mode 1

44


For the process of withdrawing cash from the ATM, the bank wants to recognize and prioritize the

risks involved.

Example of FMEA and RPN

FMEA Table

Process/Product

Characteristics

Potential Failure

Mode(s)

Potential Effect(s) of

failure

Sev(S)

Potential cause(s) of

failure

Occ(O)

Current Design Control

Det(D)

RPNRecommended

Action(s)

Responsibility & Target

Completion Date

Action TakenNew Sev. (Sn)

New Occ (On)

New Det(Dn)

New RPN

(RPNn)

Cash withdrawalfrom ATM

Customer account

debited but cash not paid

Extremely unhappy customer

9

Non-availabilityof cash in the ATM

7Set minimum limit warning

2 112

Increase the set limit for regularly or often used

ATM

ManagementMinimum limit

increased

9

4 1 32

Network issue

5 None 9 405Increase

network limitTechnical and Management

Increased thelimit and have load balancing

2 3 54

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Quiz


a.

b.

c.

d.

QUIZAn opportunity that does not meet customer specifications is called ____________.

non-specified object

opportunity

performance

defect

1

47


Copyright 2012-2014,Simplilearn,All rights reserved

a.

b.

c.

d.

QUIZAn opportunity that does not meet customer specifications is called ____________.

non-specified object

opportunity

performance

defect

1

Answer: a.

Explanation: Each unit has number of opportunities as per customer requirements. If an opportunity does not meet customer specifications, it is called a defect.

48


a.

b.

c.

d.

QUIZQuality Function Deployment (QFD) is a methodology for ______________.

identifying and defining key customer requirements

measuring the reliability of a software product

training employees in quality issues

removing bugs from code

2

49



a.

b.

c.

d.

QUIZQuality Function Deployment (QFD) is a methodology for ______________.

identifying and defining key customer requirements

measuring the reliability of a software product

training employees in quality issues

removing bugs from code

2

Answer: b.

Explanation: QFD is also called Voice of Customer and is used to identify customer requirements.

50


a.

b.

c.

d.

QUIZ For a process at five sigma level, how many opportunities lie outside the specification limits?

99.9767

233

5

3.4

3

51



a.

b.

c.

d.

QUIZ For a process at five sigma level, how many opportunities lie outside the specification limits?

99.9767

233

5

3.4

3

Answer: c.

Explanation: A process at five sigma level is at 99.9767% yield. Out of 1 million opportunities, the process has no defects 999767 times. Therefore, the number of defects = 1000000 – 999767 = 233 defects.

52


a.

b.

c.

d.

QUIZDefects, over-production, inventory, and motion are all examples of ___________.

limiting constraints

noise

value-added activities

waste

4

53



a.

b.

c.

d.

QUIZDefects, over-production, inventory, and motion are all examples of ___________.

limiting constraints

noise

value-added activities

waste

4

Answer: a.

Explanation: Defects, over-production, inventory, and motion are four of the seven wastes mentioned in Lean.

54


a.

b.

c.

d.

QUIZ The primary factor in the successful implementation of Six Sigma is to have _____________.

the support or leadership of top management

explicit customer requirements

a comprehensive training program

the necessary resources

5

55



a.

b.

c.

d.

QUIZ The primary factor in the successful implementation of Six Sigma is to have _____________.

the support or leadership of top management

explicit customer requirements

a comprehensive training program

the necessary resources

5

Answer: b.

Explanation: Implementing Six Sigma requires change in the whole organization, and hence support of top management is essential.

56


a.

b.

c.

d.

QUIZRPN is calculated by:

Adding severity and occurrence

Multiplying severity and occurrence

Product of severity, occurrence, and detection

Adding severity, occurrence, and detection

6

57



a.

b.

c.

d.

QUIZRPN is calculated by:

Adding severity and occurrence

Multiplying severity and occurrence

Product of severity, occurrence, and detection

Adding severity, occurrence, and detection

6

Answer: d.

Explanation: RPN is calculated by multiplying Severity, Occurrence, and Detection (SOD), with each given a value on a scale of 1 to 10. RPN = Occurrence X Severity X Detectability.

58


a.

b.

c.

d.

QUIZThe Toyota Production System was first implemented in:

1913

1930

1998

1450

7

59



a.

b.

c.

d.

QUIZThe Toyota Production System was first implemented in:

7

Answer: c.

Explanation: The Toyota Production System was first implemented in the year 1930.

60

1913

1930

1998

1450


a.

b.

c.

d.

QUIZThe primary focus of Lean is on:

Effectiveness

Production

Quality

Efficiency

8

61



a.

b.

c.

d.

QUIZThe primary focus of Lean is on:

8

Answer: a.

Explanation: The primary focus of Lean is on Efficiency whereas Six Sigma focuses on effectiveness.

62

Effectiveness

Production

Quality

Efficiency


a.

b.

c.

d.

QUIZ Which of the following encourages breakthrough process, design, or improvement teams focused on identifying root cause, eliminating chronic problems, and reducing variation in processes?

Six Sigma

Lean Six Sigma

Toyota Production System

Lean Concepts

9

63



a.

b.

c.

d.

QUIZ Which of the following encourages breakthrough process, design, or improvement teams focused on identifying root cause, eliminating chronic problems, and reducing variation in processes?9

Answer: b.

Explanation: Six Sigma encourages breakthrough process, design, or improvement teams focused on identifying root cause, eliminating chronic problems, and reducing variation in processes.

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Six Sigma

Lean Six Sigma

Toyota Production System

Lean Concepts


● Six Sigma is a highly disciplined process that focuses on developing and

delivering near-perfect products and services consistently.

● Lean refers to creating more value for customers with fewer resources.

● Lean Six Sigma is the methodology that combines the best of both lean

concepts and Six Sigma methodology and tools.

● DFSS ensures that a new product or service meets customer requirements

and that a process is at Six Sigma level using tools such as QFD and FMEA.

● The FMEA table helps in planning improvement initiatives by underlining

why and how failure modes occur and planning for their prevention.

Here is a quick recap of what we have learned in this lesson:

Summary

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THANK YOU

lssgb_lesson1_overview of lean six sigma

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