Six Sigma Green Belt

Introduction

I. Six Sigma Green Belt Program

Introduction to Six Sigma

1. What is Six Sigma?

2. Evolution of Six Sigma

What is Six Sigma

1. Method to achieve defect level of 3.4 PPM

2. Method to achieve breakthrough improvements

(10X or 10 times improvements in terms of Cost,

Quality and Delivery)

• In 1980 ,Motorola -Survival problem - with fierce

Japanese competition

• CEO Bob Gelvin – determined not to loose parental

company Motorola !!

Evolution of Six Sigma - Motorola

Evolution of Six Sigma - Motorola

• Bill Smith gave a solution – reduce defects from

30,000 ppm to 3 ppm (in 8 years )

• Goal of 68 % improvements for every employee

every year in all units of Motorola ( for 10 fold

improvements every 2 years )

Evolution of Six Sigma - Motorola

• Actions taken at Motorola

• Strong emphasis on training with 300 million $

budget ( Return was 800 million $ within 2 years)

• Global Benchmarking

• CEO Jack Welch – (in 1995 ) had goal of 10 fold

improvements within a year

• Six Sigma was adopted as Philosophy

Evolution of Six Sigma - GE

A structured Approach to continuous Improvement

• A Philosophy

• A Statistical Measurement

• A Metric

• A Business Strategy

• A measuring system

• Make fewer mistakes in all

we do

• Helps gauge adequacy of

product, process and services

• Good quality reduces cost

What is Six Sigma?

• 20,000 lost articles of mail per hour

• Unsafe drinking water almost 15 minutes each day

• 5,000 incorrect surgical operations per week

• 2 short or long landings at most major airports daily

• 200,000 wrong drug prescriptions each year

• No electricity for almost 7 hours each month

• Seven lost articles of mail per hour

• One minute of unsafe drinking water every seven months

• 1.7 incorrect surgical operations per week

• One short or long landing at most major airports every five years

• 68 wrong drug prescriptions each year

• One hour without electricity every 34 years

Power Of Six Sigma

Introduction to Six Sigma?

The Classical View of Quality “99% Good” (3.8s)

The Six Sigma View of Quality “99.99966% Good” (6s)

Introduction to Six Sigma?

One sigma

Two sigma

Three sigma

Four sigma

Five sigma

Six sigma

170 misspelled words per page in a book

25 misspelled words per page in a book

1.5 misspelled words per page in a book

1 misspelled word in 30 pages (about one chapter)

1 misspelled word in a set of encyclopedias

1 misspelled word in all the books in a small library

-

-

-

-

-

-

Sigma Spelling

A Practical Example

Three Sigma = 93.32% Four Sigma = 99.38% Six Sigma = 99.99966%

Key Role Responsibilities ChampionsSponsors

• Sponsors the project• Business process owner• Primary responsibility is to remove road block for team from achieving the goal• Responsible for making major decisions during the ‘improve’ stage

Master Black Belts

• Full time member of the team• Responsible for providing detail technical consultation internally, if necessary • Six sigma content professor

Black Belts • Full time member of the continues improvement / quality team• Responsible for leading the management of the team and project • Official content owner

Green Belts • User of the process(es) and functional organization being improved • Responsibilities are identical to those of a black belt but maintains a full time

position in the functional department

Deployment Team • Individual members responsible for executing specific tasks• Usually gets selected based on technical background and closeness of his/her

position to the identified quality process.

Roles in Six Sigma Journey

ASQ Certification

ASQ Certification

1. Six Sigma Green Belt Certification - CSSGB

2. ASQ Certification Requirements

3. ASQ Body of Knowledge

Certification is formal recognition by ASQ that an individual has proficiency within, and a comprehension of, a specified body of knowledge.

1. Each certification candidate is required to pass a written examination that consists of multiple choice questions that measure comprehension of the Body of Knowledge.

2. The Six Sigma Green Belt Certification is a four-hour, 100 multiple-choice question examination.

3. Examinations are conducted twice a year, in June and December, by local ASQ sections and international organizations.

4. All examinations are open-book. Each participant must bring his or her own reference materials.

Six Sigma Green Belt Certification

The Six Sigma Green Belt requires three years of work

experience in one or more areas of the Six Sigma

Green Belt Body of Knowledge.

Certification Requirements

I. Overview: Six Sigma and the Organization (15 Questions)a) Six sigma and organizational goals

b) Lean principles in the organization

c) Design for Six Sigma (DFSS) in the organization

II. Six Sigma – Define (25 Questions)a) Process Management for Projects

b) Project management basics

c) Management and planning tools

d) Business results for projects

e) Team dynamics and performance

ASQ Body of Knowledge

III. Six Sigma – Measure (30 Questions) a) Process analysis and documentation b) Probability and statistics c) Collecting and summarizing data d) Probability distributions e) Measurement system analysis f) Process capability and performance

IV. Six Sigma – Analyze (15 Questions) a) Exploratory data analysis b) Hypothesis testing

V. Six Sigma – Improve & Control (15 Questions) a) Design of experiments (DOE) b) Statistical process control (SPC) c) Implement and validate solutionsd) Control plan

ASQ Body of Knowledge

I. Overview: Six Sigma and the Organization (15 Questions)

a)Six sigma and organizational goalsi. Value of six sigma ii. Organizational drivers and metrics iii. Organizational goals and six sigma projects

b)Lean principles in the organization i. Lean concepts and tools ii. Value-added and non-value-added activities iii. Theory of constraints

c) Design for Six Sigma (DFSS) in the organization i. Quality function deployment (QFD) ii. Design and process failure mode and effects analysis (DFMEA &

PFMEA)iii. Road maps for DFSS

I. Overview: Six Sigma and the Organization

II Six Sigma – Define (25 Questions)A. Process Management for Projects

i. Process elements ii. Owners and stakeholders iii. Identify customersiv. Collect customer data v. Analyze customer data vi. Translate customer requirements

B. Project management basics i. Project charter and problem statement ii. Project scope iii. Project metrics iv. Project planning tools v. Project documentation vi. Project risk analysisvii.Project closure

II. Six Sigma – Define (25 Questions)

II Six Sigma – Define (25 Questions)

C. Management and planning tools

D. Business results for projects

i. Process performance

ii. Failure mode and effects analysis (FMEA)

E. Team dynamics and performance

i. Team stages and dynamics

ii. Six sigma and other team roles and responsibilities

iii. Team tools

iv. Communication

II. Six Sigma – Define (25 Questions)

III. Six Sigma – Measure (30 Questions) A. Process analysis and documentation

i. Process modeling ii. Process inputs and outputs

B. Probability and statistics i. Drawing valid statistical conclusions ii. Central limit theorem and sampling distribution of the mean iii. Basic probability concepts

C. Collecting and summarizing data

i. Types of data and measurement scales ii. Data collection methods iii. Techniques for assuring data accuracy and integrityiv. Descriptive statisticsv. Graphical methods

III. Six Sigma - Measure

III. Six Sigma – Measure (30 Questions)

D. Probability distributions

E. Measurement system analysis

F. Process capability and performance

i. Process capability studies

ii. Process performance vs. specification

iii. Process capability indices

iv. Process performance indices

v. Short-term vs. long-term capability

vi. Process capability for attributes data

III. Six Sigma - Measure

IV. Six Sigma – Analyze (15 Questions)

A. Exploratory data analysis

i. Multi-vari studies

ii. Simple linear correlation and regression

B. Hypothesis testing

i. Basics

ii. Tests for means, variances, and proportions

iii. Paired-comparison tests

iv. Single-factor analysis of variance (ANOVA)

v. Chi square

IV. Six Sigma - Analyze

V. Six Sigma – Improve & Control (15 Questions) A. Design of experiments (DOE)

i. Basic termsii. Main effects

B. Statistical process control (SPC) i. Objectives and benefits ii. Rational sub grouping iii. Selection and application of control chartsiv. Analysis of control charts

C. Implement and validate solutions

D. Control plan

V. Six Sigma – Improve & Control

ASQ BOK Section 1:

Overview – Six Sigma and the Organization

Overview - Six Sigma and the Organization

1. Six Sigma and organizational goals

2. Design for Six Sigma (DFSS) in the organization

3. Lean principles in the organization

Desig

n

Desig

n Fo

r Six

Sigm

a Improvem

ent

DMAIC

ManagementProcess Management

Six Sigma Methodology

Step 5: CONTROL

Step 2: MEASURE

Step 1: DEFINE

Step 4: IMPROVE

Step 3:ANALYZE

“D-M-A-I-C”- Approach for Sustainable Improvements

Control

Improve

Analyse

Measure

Define

Define the problem Define the customer(s) and the requirements Define the current capability Define the key processes that will have the greatest impact on customer

Identify the statistical measures to monitor the key process Set up the data collection plan Measure the process

Determine the analysis tools and methods to be used Summarize the data measured Run the analysis and determine the root causes, effects, etc.

Improve = Innovate and Implement Focus on developing process/technology to improve the root cause Test the method on sample process and validate the improvement

Standardize and document the process and implement the plan Monitor the process and feedback the results back to the

process for continuous improvement

DMAIC Methodology

Define - Determine Project Objectives,Scope, Resources, Constraints, Etc.

Measure - Determine CTQ’s, Obtain Data To QuantifyProcess Performance

Improve - Intervene In The ProcessTo Improve Performance

Control - Implement A Control SystemTo Maintain Performance Over Time

DMAIC DMADV

Define - Similar

Measure - Determine CTQ’s

Analyze - Analyze Data To IdentifyRoot Causes Of Defects

Analyze - Develop Design Concepts, And High-Level Design

Design - Develop Detailed Design, Implementation and Integration

Verify - Check Completed Design, Transition to Customer

DMAIC And DMADV Phase By Phase

Lean is all about waste elimination

A principle driven, tool based philosophy that

focuses on eliminating waste so that all

activities/steps add value

from the customers perspective.

Lean Thinking

What is Lean Thinking ?

1. Specify the value

2. Map the value stream

3. Establish flow

4. Implement pull

5. Work to perfection

Lean Principles

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