Six Sigma Black Belt Course
Six Sigma Black Belt Course Six Sigma Black and Green Belt Course Material This book contains the details about the Six Sigma Black Belt Course material, useful for certification, training and implementation. 5 Sample Six Sigma Black Belt projects which are actually implemented in various functions like BPO’s, IT’s, Manufacturing and HR.
Amit K
Section I: Overview Lesson 1: About LSSB 1. 2. 3. 4. 5. 6.
Agenda What is Six Sigma Six sigma roles and responsibilities About LSSB LSSBB roles and Responsibilities Summary
Lesson 2: Organizational roadblocks 1. Agenda 2. Traditional Organization versus Customer Driven Organization 3. Types of Organizational Roadblock 4. Force Field Analysis 5. Summary Lesson 3: Role of communication and Selection criteria in Black Belt 1. 2. 3. 4. 5.
Agenda Black Belt Role Summary Black Belt Communication expectation Black Belt selection criteria Summary
Lesson 4: Overview of Continuous improvement 1. Agenda 2. Continual Improvement process 3. Continuous Vs Continual Improvement process 4. Kaizen – Continual Improvement 5. Summary Lesson 5: An Overview 1. 2. 3. 4. 5. 6. 7.
Agenda What is lean History of Lean Principles of Lean Key benefits of Implementing Lean Why lean before six sigma Summary
Lesson 6: Lean Concepts explained 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.
Agenda Warusa Kagen 3Ms 8 Types of Waste (TIMWOODS) Mottainai Hoshin Kanri Takt Time Cycle Time Lead time Lead time- Assignment Production cycle efficiency Batch Size Every Part Every Interval EPEI Calculation Spreadsheet Batch Size-Assignment Crew Size Standardize work in progress Summary
Lesson 7: Lean tools Explained 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Agenda 5S 5S Audit Worksheet SMED Heijunka Heijunka-An Example Genchi Genbutsu Value Stream mapping VSM Symbols Summary
Section II: DFSS: Pre-define and define (DMAIC) Lesson 1: DFSS-Design for six sigma and DMAIC Vs DFSS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.
Agenda Design for Six Sigma DFSS approach to problem solving DMAIC approach to problem solving DMAIC Vs DFSS DFSS Tools Toll Gate review Benchmarking MSA VOC Needs Vs Requirement KJ Diagram Quality Function Deployment (QFD) Kano Model HOQ Analytic Hierarchy Process Pugh Matrix for concept selection Sample Pugh matrix Monte Carlo simulation Design for X Summary
Lesson 2: Pre define activities 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
Agenda Prerequisites of Six Sigma project Qualification for six sigma project Cornerstones of six sigma project Six Sigma Deployment cycle plan 10 points ongoing project evaluation Project prioritization matrix Enterprise wide Vs LOB views Enterprise wide- Roles and responsibilities Net Present value Internal Rate of Return NPV Vs IRR-An Example Summary
Lesson 3: Define – Key Objectives 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22.
Agenda Define – Key Objectives Voice of Customer Voice of Business Voice of Process VOC, VOB, and VOP Kano Model Translation to Project Y Quality Function Deployment Process map Y-Baseline Performance SIPOC Project Charter The problem statement and the goal statement RACI matrix Business Metrics Project Deliverables Project Scheduling Team selection Define – Roles and Responsibilities Define –Tools Summary Summary
Section III: Measure Lesson 1: Pre- Measure consideration and tools 1. Agenda 2. 3. 4. 5.
Define phase tollgate review DFMEA Cause and Effect Matrix Summary
Lesson 2: Types of data and measurement scales 1. Agenda 2. 3. 4. 5. 6. 7. 8. 9.
Objectives of measure phase What is the process Flowcharts SIPOC Metrics Measurement scales Types of data Summary
Lesson 3: Central Tendency and Dispersion 1. Central tendency and Dispersion – Introduction 2. Mean 3. Median 4. Mode 5. Range 6. Variance 7. Standard Deviation 8. Mean Deviation 9. Summary
Lesson 4: Measurement System Analysis Agenda 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
Purpose of Measurement system Analysis Measurement system errors Properties of good measurement systems Measurement system error illustrated Measurement system Discrimination Bias Measurement system analysis – Process flow Part Variation Measurement system analysis formulas Measurement system analysis examples Measurement system analysis graphs Attribute RR When to do measurement system analysis Data collection plan Summary
Lesson 5: Stability conditions Agenda 1. 2. 3. 4. 5. 6. 7. 8. 9.
Controlled process and variations Special cause of variation Common cause of variation Stability introduction and SPC Stability check with Minitab Stability check using Run Chart Stability conditions Central Limit Theorem Summary
Lesson 6: Capability Matrix Agenda 1. 2. 3. 4. 5. 6.
Process capability pre consideration Process capability indices for continuous data Process capability indices interpretation Process capability for discrete data Non- Normal capability analysis Summary
Lesson 7: Variation, Variability, Capability, and process condition 1. 2. 3. 4.
Agenda Variations and variability Capability and process condition Summary
Lesson 8: Data distribution 1. 2. 3. 4. 5. 6. 7. 8.
Agenda Permutation and Combination Frequency and cumulitive distribution Binomial distribution Poisson Distribution Normal Distribution Exponential Distribution Summary
Lesson 9: Sigma Shift, Mean Shift, and reducing variation 1. Agenda 2. Sigma Shift 3. Mean Shift or reducing variations 4. Baseline data
Section IV: Analyze Lesson 1: Pre- Analyze consideration
1. 2. 3. 4. 5. 6.
Agenda Analyze phase-Introduction Pre-Analyze consideration Objective of Analyze Visually displaying data Summary
Lesson 2: value stream analysis
1. 2. 3. 4. 5. 6. 7.
Agenda Value, waste and NVA activities What is value stream Value stream analysis – MUDA Value stream map Spaghetti Chart Summary
Lesson 3: Sources of variations
1. 2. 3. 4. 5. 6.
Agenda Sources of variations Cause and effect diagram Affinity diagram Box plot Summary
Lesson 4: Regression 1. 2. 3. 4. 5. 6. 7.
Agenda Objectives and regression analysis Concepts of regression analysis Simple linear regression Multiple linear regression Best subset regression and stepwise regression Summary
Lesson 5: Confidence Interval
1. Agenda 2. Concept of confidence intervals and confidence interval testing 3. Confidence intervals for difference between two mean 4. Confidence intervals working 5. Confidence intervals Impactors 6. Chi-square confidence intervals of variance 7. Z confidence intervals of proportions 8. Chi-Square and probability 9. T-Distribution confidence intervals 10. Summary Lesson 6: Parametric Hypothesis Testing
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.
Agenda Hypothesis testing objectives Hypothesis testing concepts Null and alternate hypothesis Type 1 Error Type 2 Error Significance Level (α ) Β and power p-Value, and acceptance and rejection condition Sample size discrimination for tests 1 Sample Z Test 2 Sample Z test F-Test of equality of variance 1 Sample T Test 2 sample T test Paired T test Paired T test interpretation ANOVA One Way ANOVA Two way ANOVA with replication Summary
Lesson 7: Non Parametric Hypothesis Testing
1. 2. 3. 4. 5. 6. 7. 8. 9.
Agenda Nonparametric testing conditions Mann- Whitney test 1 sample Sign Wilcoxon sign rank test Kruskal Wallis Mood’s Median Friedman ANOVA Summary
Lesson 8: Analyze additional – Categorical and current reality tree
Section V: Improve Lesson 1: Pre- Improve consideration
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Agenda Pre Improve consideration Model adequacy checking Multi Vari Charts 7M tools Activity Network diagram Point and interval Estimation Porter’s five forces Pugh analysis Lean 5 S Summary
Lesson 2: Design of Experiment – Theory
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Agenda Introduction to DOE Types of designed experiments Main and interaction effects Replication Randomization Blocking Confounding Coding and other DOE term Sum of square analysis Summary
Lesson 3: Design of Experiment – Practice 1. Agenda 2. Introduction to 2 factor factorial design 2 3. 2 Design 2 4. 2 Design Summary k 5. General 2 Design k 6. Single replicate General 2 Design k-1 7. Half fractional General 2 Design k-2 8. Quarter fractional General 2 Design k 9. 3 factorial design 10. Response surface design 11. Nested design 12. Split plot design 13. Taguchi’s design 14. Taguchi’s L4 design 15. Taguchi’s L8 design 16. Plackett Burman’s design 17. Quality function deployment (house of Quality) 18. Summary
Lesson 4: Brainstorming, solution prioritization and cost benefit analysis
1. 2. 3. 4.
Agenda Brainstorming Multi voting Brainstorming, prioritization and cost benefit analysis 5. Poka Yoka 6. Summary Lesson 5: Piloting, validating and FMEA 1. 2. 3. 4. 5. 6. 7. 8. 9.
Agenda Pilot solution Piloting tools Paired T Test Paired t test interpretation Improve- Next Step Failure Mode Effect Analysis Summary Improve- Activity Summary
Section VI: Control Lesson 1: Pre-Control consideration 1. 2. 3. 4. 5.
Agenda Pre-control consideration Assessing the results of process improvement Rational sub grouping Summary
Lesson 2: Variables and attribute control charts 1. 2. 3. 4. 5. 6. 7.
Agenda Concept of variable control charts Variables control charts EWMA charts CUSUM charts Attribute control charts Summary
Lesson 3: Measurement system analysis, control plan and project closure 1. 2. 3. 4. 5.
Agenda Measurements system analysis Control plan Project closure Summary
Lesson 4: Introduction to total productive maintenance 1. Agenda 2. Total productive maintenance 3. Summary
Appendix A: Sample Six Sigma Black Belt Projects Appendix B: How to use MINITAB guidebook Appendix 3: MS Excel based Six Sigma tool kit
Lesson 1: About LSSBB 1.1: Agenda What is Six Sigma Six Sigma Roles and Responsibilities About Lean Six Sigma Black Belt Lean Six Sigma Black Belt Roles and Responsibilities
1.2: What is Six Sigma 1. Six Sigma a business philosophy focusing on continuous improvement. 2. It is a set of tools and strategies for process improvement. 3. It seeks to improve the quality of process outputs by identifying and removing any cause of defects and by minimizing variability in manufacturing and business processes. 4. A Six Sigma defect is defined as anything outside the original customer specifications. 5. To achieve Six Sigma level, a process must not produce more than 3.4 defects per million opportunities. 99.99966% of the products manufactured are statistically expected to be defect-free.
1.3: Six Sigma Roles and Responsibilities Role Sponsor Champion Master Black Belt Black Belt Green Belt
TeamMember Process Owner
Responsibilities Senior executive; sponsors Six Sigma initiative Mid-level executive evangelizing Six Sigma; provides resources, and resolves any cross-functional issues Black Belt with several Six Sigma projects experience; coaches, mentors, and trains Black Belts Full-time professional; leads large Six Sigma projects Part-time professional; leads smaller Six Sigma projects Brings relevant experience to a particular Six Sigma project Professional responsible and accountable for the business process that is been improved in the Six Sigma project
1.4: About LSSB 1. LSSBB stands for Lean Six Sigma Black Belt. 2. Black Belts are official team leaders of enterprise wide Six Sigma based improvement projects. 3. Black Belts form the main interface and communication channel between top management, Master Black Belts, and Six Sigma teams. 4. LSS Black Belts are experienced with advanced statistical tools know-how and can mentor Six Sigma Green Belts in using the right set of tools for completing Six Sigma and Lean projects successfully. 5. LSS Black Belts are expected to complete large-scale enterprise wide projects resulting in aggregate financial benefits worth at least $200,000 yearly to the organization as tangible benefits. 6. LSS Black Belts are full time roles.
1.5: LSSBB Roles and Responsibilities 1. Ensure Champion’s/Sponsor’s scoped objective is translated to one or more full-scale Lean Six Sigma projects. 2. Validate and setup necessary measurement systems and KPIs (Key Performance Indicators). 3. Provide technical expertise to Green Belts when needed. Train Green Belts. 4. Liaise with top management officials. 5. Ensure communication is maintained in a typical Lean Six Sigma top down approach. 6. Conduct Six Sigma toll-gate / review meetings with top management. Close projects successfully. 7. Report on regular basis the status and progress of all the projects. 8. On project closure, work with finance team and document project results, and share success stories across organization.
Lesson 2: Organizational Roadblocks
2.1: Agenda Traditional Organization versus Customer Driven Organization Types of Organizational Roadblocks Change Resistance Curve Common Resistance points Overcoming Resistance Points Force Field Analysis
2.2: Traditional Organization versus Customer Driven Organization Sr. N
Traditional organization
Customer driven organization
1
Product and planning
Product and planning
a
Short term focus
Long term focus
b
Reactionary management
Preventive management
2
Performance measure
Performance measure
a
Based on CSAT
Quick ROI
3
Attitude to customers
Attitude to customers
a
Customers are hostile
Customers are the king
b
Customers are bottlenecks
Customers need to be respected
4
Process management
Process management
a
Error and defect reduction
Error and defect prevention
2.3: Types of Organizational Roadblocks 1. Lean Six Sigma is a fad By who - Expressed by top leadership When and Why
After hearing preliminary things about Lean and Six Sigma
How to deal with it
Show them the benefits of Lean Six Sigma by implementing a small scale pilot project or suggesting an implementation
2. Lean Six Sigma is too statistical By Who - Expressed by top leadership and also employees When and Why
After learning Six Sigma is a statistical approach
How to deal with it
Black belts can help them overcome this resistance by explaining one or two statistical tools.
3. Why should one change?
By Who - Expressed by top leadership When and Why
After hearing Lean Six Sigma will enforce a culture change
How to deal with it
By explaining change is imperative. It helps in keeping an organization competitive in the market.
. By Who - Expressed by employees When and Why
Employees enjoy being in a comfort zone
How to deal with it
By changing, competitiveness to the organization can be ensured, along with upgrading the skills
4. Non – cooperation from employees By Who – Expressed by employees When and Why
A Typically happens while implementing new process, due to resistance to adapt to new processes
Also, due to fear of admitting mistakes of the past
How to deal with it
Build trust in employees that they wouldn’t be penalized for past mistakes
Encourage the “Move Ahead” philosophy. Ensure employees are involved in designing and setting up the new processes
The starting point is: To communicate and ensure employees are convinced not to resist change. Important: No use of ‘force tactics’ to convince employees.
5. Wrong team members By Who - Observed within the team members When and Why
Happens when a team has several members possessing the same skill-sets. Duplication of thoughts leads to change efforts falling flat. No creativity or lack of creativity in ideas is perceived.
How to deal with it
Choose team members on different skill-sets
Choose team member based on four factors a. Capability b. Creativity c. Willingness d. Ability
6. Fear of measurements By Who - By employees When and Why
As things get measured, people become reluctant. They fear that their performance will get measured which might involve additional scrutiny. They fear that it will impact their performance reviews.
How to deal with it
Provide confidence to employees that the measurement will be only used to improve the process and not people
The data will never be used for performance reviews
7. Fear of job elimination By Who - Observed within team members When and Why
As things improve, less people will be needed to get the work done and as a result of people may lose job.
How to deal with it
Provide confidence to employee that the improvements will lead to doing more with less.
Improvements will lead to better quality, lower cost, and higher profit. Will help people to have jobs even in tough times
2.3.1: Black Belts’ role in dealing with organizational roadblocks i.
Communicating the change efforts from the top management to all employees.
ii.
Ensuring incentive and reward schemes for projects are identified, communicated to top management, followed up with top management, and communicated back to the employees.
iii. iv.
Communicate effectively and ensure transparency amongst team members. Play an important and neutral role in selecting Six Sigma team (BB: GB Ratio to be 1:6).
v.
Provide confidence that measurements and improvements are for overall organization’s good and aligns with broader goal. The data collected will not be used to measure performance.
2.4: Change Resistance Curve
Which area would. you focus more on?
2.4.1: Organizations are split into 15% Supportive 70% Neutral 15% Resistant Don’t bother about 15% supportive as they would support change anyways Don’t bother about 15% resistant as they would resist change anyways Spending any time with the resistant population is a waste
2.4.2: Why? Focus on the 70% neutral and get them moving with the change The resistant minority is the most vocal opposing any possible change effort. By being vocal, it is able to distract organization’s management. If the management gets distracted, the 70% neutral majority will feel that the management wasn’t
serious about the change.
2.4.3: What happens to the resistors then? The 15% supportive population would always support the change effort. If focus is on working with the 70% neutral populace, they can move to the supportive section. The 15% resistant population now is in absolute minority with no possibility of neutral folks joining
them. When 85% of the people are embracing the change and the benefits are seen, the 15% resistant
population will slowly start moving to the supportive zone In most cases, the 15% resistant people move over to support the change effort, fearing isolation.
Important: Always work on the 70% neutral category to enable them to overcome change resistance
2.4.4: Common factors or points showing resistance to change are: Ignore the new process or the change Thought – Ignore the new process and it will fade away. When – Usually happens with teams that are established and have delivered results with the earlier process. Fail to understand Thought – By expressing their inability to comprehend on a regular basis, make it tough for change efforts to bear fruit When – Typically happens with teams that are established. Moderate experience teams typically do not do this as they fear that it may backfire
2.4.5: Disagree with the validity of the benefits i.
Thought – By disagreeing, the management can and will re-think on introducing the change
ii.
When – The benefits, calculations, and projections are not based on standard company practices and norms.
2.4.6: Criticize new set of tools or applications i.
Thought – By talking about challenges and shortcomings of the new tools and impact on productivity, the management will abandon the new set of tools
ii.
When – The team members have not been involved for identifying the right set of tools and applications for the improvements
2.4.7: Delay the implementation i.
Thought – Delaying implementation reduces the interest in the change and delays the overall benefits realization.
ii.
When – Team members do not want to be vocal about resistance as they fear it may backfire. They adopt this technique of delaying it
2.4.7: Overcoming Resistance Points S.N 1
Resistance point Ignore the new process
How to overcome/Approach Involve few folks while creating new process
2
Inaccurate understanding
Newsletters, check sheets, one-one
3
Disagree with validity
Use standard measurement and benchmarking technique and involving them in calculations
4
Criticizing tools or applications Feedback loop, weekly reviews
5
Delaying the implementation
Communicate the need for immediate change and incentivize
2.5: Force Field Analysis
Present State or desired state
2.5.1: Force Field Analysis 1) Conceived by Kurt Lewin 2) The thought – “An issue is held in balance by interaction of two opposing sets of forces – those that seek to promote change and those that seek to maintain status quo.” 3) Forces that seek to promote change – Driving forces. 4) Forces that seek to restrain change – Restraining forces. Driving force = Restraining forces >> No change possible. Driving forces < Restraining forces >> Negative change or undesirable change. Driving forces > Restraining forces >> Change accomplished.
2.5.2: Steps to do force field analysis 1) Define the future change – Write the goal or future state. 2) Brainstorm the driving forces – Write down factors that are FOR the change. 3) Brainstorm the restraining forces – Write down factors that are AGAINST the change. 4) Evaluate the forces – Rate the driving and restraining forces on a scale of 1 – 5 (1 being weak and 5 being strong.) 5) Review the rating – Check for flexibility in the forces. 6) Strategize and prioritize – Brainstorm with team on possible counter-action plan.
2.5.3: Limitations of Force Field Analysis 1) Amount of subjectivity involved in assigning ratings to driving forces 2) Concept of force field analysis applicable only in limited settings and is not a universal model. 3) Confusion in assigning one-off force as a responsible factor 4) Possible chance of a bias Important: Force field analysis is one of the first pre-define tools to be used by an LSS Black Belt.
Amit K
Section I: Overview Lesson 1: About LSSB 1. 2. 3. 4. 5. 6.
Agenda What is Six Sigma Six sigma roles and responsibilities About LSSB LSSBB roles and Responsibilities Summary
Lesson 2: Organizational roadblocks 1. Agenda 2. Traditional Organization versus Customer Driven Organization 3. Types of Organizational Roadblock 4. Force Field Analysis 5. Summary Lesson 3: Role of communication and Selection criteria in Black Belt 1. 2. 3. 4. 5.
Agenda Black Belt Role Summary Black Belt Communication expectation Black Belt selection criteria Summary
Lesson 4: Overview of Continuous improvement 1. Agenda 2. Continual Improvement process 3. Continuous Vs Continual Improvement process 4. Kaizen – Continual Improvement 5. Summary Lesson 5: An Overview 1. 2. 3. 4. 5. 6. 7.
Agenda What is lean History of Lean Principles of Lean Key benefits of Implementing Lean Why lean before six sigma Summary
Lesson 6: Lean Concepts explained 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.
Agenda Warusa Kagen 3Ms 8 Types of Waste (TIMWOODS) Mottainai Hoshin Kanri Takt Time Cycle Time Lead time Lead time- Assignment Production cycle efficiency Batch Size Every Part Every Interval EPEI Calculation Spreadsheet Batch Size-Assignment Crew Size Standardize work in progress Summary
Lesson 7: Lean tools Explained 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Agenda 5S 5S Audit Worksheet SMED Heijunka Heijunka-An Example Genchi Genbutsu Value Stream mapping VSM Symbols Summary
Section II: DFSS: Pre-define and define (DMAIC) Lesson 1: DFSS-Design for six sigma and DMAIC Vs DFSS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.
Agenda Design for Six Sigma DFSS approach to problem solving DMAIC approach to problem solving DMAIC Vs DFSS DFSS Tools Toll Gate review Benchmarking MSA VOC Needs Vs Requirement KJ Diagram Quality Function Deployment (QFD) Kano Model HOQ Analytic Hierarchy Process Pugh Matrix for concept selection Sample Pugh matrix Monte Carlo simulation Design for X Summary
Lesson 2: Pre define activities 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
Agenda Prerequisites of Six Sigma project Qualification for six sigma project Cornerstones of six sigma project Six Sigma Deployment cycle plan 10 points ongoing project evaluation Project prioritization matrix Enterprise wide Vs LOB views Enterprise wide- Roles and responsibilities Net Present value Internal Rate of Return NPV Vs IRR-An Example Summary
Lesson 3: Define – Key Objectives 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22.
Agenda Define – Key Objectives Voice of Customer Voice of Business Voice of Process VOC, VOB, and VOP Kano Model Translation to Project Y Quality Function Deployment Process map Y-Baseline Performance SIPOC Project Charter The problem statement and the goal statement RACI matrix Business Metrics Project Deliverables Project Scheduling Team selection Define – Roles and Responsibilities Define –Tools Summary Summary
Section III: Measure Lesson 1: Pre- Measure consideration and tools 1. Agenda 2. 3. 4. 5.
Define phase tollgate review DFMEA Cause and Effect Matrix Summary
Lesson 2: Types of data and measurement scales 1. Agenda 2. 3. 4. 5. 6. 7. 8. 9.
Objectives of measure phase What is the process Flowcharts SIPOC Metrics Measurement scales Types of data Summary
Lesson 3: Central Tendency and Dispersion 1. Central tendency and Dispersion – Introduction 2. Mean 3. Median 4. Mode 5. Range 6. Variance 7. Standard Deviation 8. Mean Deviation 9. Summary
Lesson 4: Measurement System Analysis Agenda 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
Purpose of Measurement system Analysis Measurement system errors Properties of good measurement systems Measurement system error illustrated Measurement system Discrimination Bias Measurement system analysis – Process flow Part Variation Measurement system analysis formulas Measurement system analysis examples Measurement system analysis graphs Attribute RR When to do measurement system analysis Data collection plan Summary
Lesson 5: Stability conditions Agenda 1. 2. 3. 4. 5. 6. 7. 8. 9.
Controlled process and variations Special cause of variation Common cause of variation Stability introduction and SPC Stability check with Minitab Stability check using Run Chart Stability conditions Central Limit Theorem Summary
Lesson 6: Capability Matrix Agenda 1. 2. 3. 4. 5. 6.
Process capability pre consideration Process capability indices for continuous data Process capability indices interpretation Process capability for discrete data Non- Normal capability analysis Summary
Lesson 7: Variation, Variability, Capability, and process condition 1. 2. 3. 4.
Agenda Variations and variability Capability and process condition Summary
Lesson 8: Data distribution 1. 2. 3. 4. 5. 6. 7. 8.
Agenda Permutation and Combination Frequency and cumulitive distribution Binomial distribution Poisson Distribution Normal Distribution Exponential Distribution Summary
Lesson 9: Sigma Shift, Mean Shift, and reducing variation 1. Agenda 2. Sigma Shift 3. Mean Shift or reducing variations 4. Baseline data
Section IV: Analyze Lesson 1: Pre- Analyze consideration
1. 2. 3. 4. 5. 6.
Agenda Analyze phase-Introduction Pre-Analyze consideration Objective of Analyze Visually displaying data Summary
Lesson 2: value stream analysis
1. 2. 3. 4. 5. 6. 7.
Agenda Value, waste and NVA activities What is value stream Value stream analysis – MUDA Value stream map Spaghetti Chart Summary
Lesson 3: Sources of variations
1. 2. 3. 4. 5. 6.
Agenda Sources of variations Cause and effect diagram Affinity diagram Box plot Summary
Lesson 4: Regression 1. 2. 3. 4. 5. 6. 7.
Agenda Objectives and regression analysis Concepts of regression analysis Simple linear regression Multiple linear regression Best subset regression and stepwise regression Summary
Lesson 5: Confidence Interval
1. Agenda 2. Concept of confidence intervals and confidence interval testing 3. Confidence intervals for difference between two mean 4. Confidence intervals working 5. Confidence intervals Impactors 6. Chi-square confidence intervals of variance 7. Z confidence intervals of proportions 8. Chi-Square and probability 9. T-Distribution confidence intervals 10. Summary Lesson 6: Parametric Hypothesis Testing
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.
Agenda Hypothesis testing objectives Hypothesis testing concepts Null and alternate hypothesis Type 1 Error Type 2 Error Significance Level (α ) Β and power p-Value, and acceptance and rejection condition Sample size discrimination for tests 1 Sample Z Test 2 Sample Z test F-Test of equality of variance 1 Sample T Test 2 sample T test Paired T test Paired T test interpretation ANOVA One Way ANOVA Two way ANOVA with replication Summary
Lesson 7: Non Parametric Hypothesis Testing
1. 2. 3. 4. 5. 6. 7. 8. 9.
Agenda Nonparametric testing conditions Mann- Whitney test 1 sample Sign Wilcoxon sign rank test Kruskal Wallis Mood’s Median Friedman ANOVA Summary
Lesson 8: Analyze additional – Categorical and current reality tree
Section V: Improve Lesson 1: Pre- Improve consideration
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Agenda Pre Improve consideration Model adequacy checking Multi Vari Charts 7M tools Activity Network diagram Point and interval Estimation Porter’s five forces Pugh analysis Lean 5 S Summary
Lesson 2: Design of Experiment – Theory
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Agenda Introduction to DOE Types of designed experiments Main and interaction effects Replication Randomization Blocking Confounding Coding and other DOE term Sum of square analysis Summary
Lesson 3: Design of Experiment – Practice 1. Agenda 2. Introduction to 2 factor factorial design 2 3. 2 Design 2 4. 2 Design Summary k 5. General 2 Design k 6. Single replicate General 2 Design k-1 7. Half fractional General 2 Design k-2 8. Quarter fractional General 2 Design k 9. 3 factorial design 10. Response surface design 11. Nested design 12. Split plot design 13. Taguchi’s design 14. Taguchi’s L4 design 15. Taguchi’s L8 design 16. Plackett Burman’s design 17. Quality function deployment (house of Quality) 18. Summary
Lesson 4: Brainstorming, solution prioritization and cost benefit analysis
1. 2. 3. 4.
Agenda Brainstorming Multi voting Brainstorming, prioritization and cost benefit analysis 5. Poka Yoka 6. Summary Lesson 5: Piloting, validating and FMEA 1. 2. 3. 4. 5. 6. 7. 8. 9.
Agenda Pilot solution Piloting tools Paired T Test Paired t test interpretation Improve- Next Step Failure Mode Effect Analysis Summary Improve- Activity Summary
Section VI: Control Lesson 1: Pre-Control consideration 1. 2. 3. 4. 5.
Agenda Pre-control consideration Assessing the results of process improvement Rational sub grouping Summary
Lesson 2: Variables and attribute control charts 1. 2. 3. 4. 5. 6. 7.
Agenda Concept of variable control charts Variables control charts EWMA charts CUSUM charts Attribute control charts Summary
Lesson 3: Measurement system analysis, control plan and project closure 1. 2. 3. 4. 5.
Agenda Measurements system analysis Control plan Project closure Summary
Lesson 4: Introduction to total productive maintenance 1. Agenda 2. Total productive maintenance 3. Summary
Appendix A: Sample Six Sigma Black Belt Projects Appendix B: How to use MINITAB guidebook Appendix 3: MS Excel based Six Sigma tool kit
Lesson 1: About LSSBB 1.1: Agenda What is Six Sigma Six Sigma Roles and Responsibilities About Lean Six Sigma Black Belt Lean Six Sigma Black Belt Roles and Responsibilities
1.2: What is Six Sigma 1. Six Sigma a business philosophy focusing on continuous improvement. 2. It is a set of tools and strategies for process improvement. 3. It seeks to improve the quality of process outputs by identifying and removing any cause of defects and by minimizing variability in manufacturing and business processes. 4. A Six Sigma defect is defined as anything outside the original customer specifications. 5. To achieve Six Sigma level, a process must not produce more than 3.4 defects per million opportunities. 99.99966% of the products manufactured are statistically expected to be defect-free.
1.3: Six Sigma Roles and Responsibilities Role Sponsor Champion Master Black Belt Black Belt Green Belt
TeamMember Process Owner
Responsibilities Senior executive; sponsors Six Sigma initiative Mid-level executive evangelizing Six Sigma; provides resources, and resolves any cross-functional issues Black Belt with several Six Sigma projects experience; coaches, mentors, and trains Black Belts Full-time professional; leads large Six Sigma projects Part-time professional; leads smaller Six Sigma projects Brings relevant experience to a particular Six Sigma project Professional responsible and accountable for the business process that is been improved in the Six Sigma project
1.4: About LSSB 1. LSSBB stands for Lean Six Sigma Black Belt. 2. Black Belts are official team leaders of enterprise wide Six Sigma based improvement projects. 3. Black Belts form the main interface and communication channel between top management, Master Black Belts, and Six Sigma teams. 4. LSS Black Belts are experienced with advanced statistical tools know-how and can mentor Six Sigma Green Belts in using the right set of tools for completing Six Sigma and Lean projects successfully. 5. LSS Black Belts are expected to complete large-scale enterprise wide projects resulting in aggregate financial benefits worth at least $200,000 yearly to the organization as tangible benefits. 6. LSS Black Belts are full time roles.
1.5: LSSBB Roles and Responsibilities 1. Ensure Champion’s/Sponsor’s scoped objective is translated to one or more full-scale Lean Six Sigma projects. 2. Validate and setup necessary measurement systems and KPIs (Key Performance Indicators). 3. Provide technical expertise to Green Belts when needed. Train Green Belts. 4. Liaise with top management officials. 5. Ensure communication is maintained in a typical Lean Six Sigma top down approach. 6. Conduct Six Sigma toll-gate / review meetings with top management. Close projects successfully. 7. Report on regular basis the status and progress of all the projects. 8. On project closure, work with finance team and document project results, and share success stories across organization.
Lesson 2: Organizational Roadblocks
2.1: Agenda Traditional Organization versus Customer Driven Organization Types of Organizational Roadblocks Change Resistance Curve Common Resistance points Overcoming Resistance Points Force Field Analysis
2.2: Traditional Organization versus Customer Driven Organization Sr. N
Traditional organization
Customer driven organization
1
Product and planning
Product and planning
a
Short term focus
Long term focus
b
Reactionary management
Preventive management
2
Performance measure
Performance measure
a
Based on CSAT
Quick ROI
3
Attitude to customers
Attitude to customers
a
Customers are hostile
Customers are the king
b
Customers are bottlenecks
Customers need to be respected
4
Process management
Process management
a
Error and defect reduction
Error and defect prevention
2.3: Types of Organizational Roadblocks 1. Lean Six Sigma is a fad By who - Expressed by top leadership When and Why
After hearing preliminary things about Lean and Six Sigma
How to deal with it
Show them the benefits of Lean Six Sigma by implementing a small scale pilot project or suggesting an implementation
2. Lean Six Sigma is too statistical By Who - Expressed by top leadership and also employees When and Why
After learning Six Sigma is a statistical approach
How to deal with it
Black belts can help them overcome this resistance by explaining one or two statistical tools.
3. Why should one change?
By Who - Expressed by top leadership When and Why
After hearing Lean Six Sigma will enforce a culture change
How to deal with it
By explaining change is imperative. It helps in keeping an organization competitive in the market.
. By Who - Expressed by employees When and Why
Employees enjoy being in a comfort zone
How to deal with it
By changing, competitiveness to the organization can be ensured, along with upgrading the skills
4. Non – cooperation from employees By Who – Expressed by employees When and Why
A Typically happens while implementing new process, due to resistance to adapt to new processes
Also, due to fear of admitting mistakes of the past
How to deal with it
Build trust in employees that they wouldn’t be penalized for past mistakes
Encourage the “Move Ahead” philosophy. Ensure employees are involved in designing and setting up the new processes
The starting point is: To communicate and ensure employees are convinced not to resist change. Important: No use of ‘force tactics’ to convince employees.
5. Wrong team members By Who - Observed within the team members When and Why
Happens when a team has several members possessing the same skill-sets. Duplication of thoughts leads to change efforts falling flat. No creativity or lack of creativity in ideas is perceived.
How to deal with it
Choose team members on different skill-sets
Choose team member based on four factors a. Capability b. Creativity c. Willingness d. Ability
6. Fear of measurements By Who - By employees When and Why
As things get measured, people become reluctant. They fear that their performance will get measured which might involve additional scrutiny. They fear that it will impact their performance reviews.
How to deal with it
Provide confidence to employees that the measurement will be only used to improve the process and not people
The data will never be used for performance reviews
7. Fear of job elimination By Who - Observed within team members When and Why
As things improve, less people will be needed to get the work done and as a result of people may lose job.
How to deal with it
Provide confidence to employee that the improvements will lead to doing more with less.
Improvements will lead to better quality, lower cost, and higher profit. Will help people to have jobs even in tough times
2.3.1: Black Belts’ role in dealing with organizational roadblocks i.
Communicating the change efforts from the top management to all employees.
ii.
Ensuring incentive and reward schemes for projects are identified, communicated to top management, followed up with top management, and communicated back to the employees.
iii. iv.
Communicate effectively and ensure transparency amongst team members. Play an important and neutral role in selecting Six Sigma team (BB: GB Ratio to be 1:6).
v.
Provide confidence that measurements and improvements are for overall organization’s good and aligns with broader goal. The data collected will not be used to measure performance.
2.4: Change Resistance Curve
Which area would. you focus more on?
2.4.1: Organizations are split into 15% Supportive 70% Neutral 15% Resistant Don’t bother about 15% supportive as they would support change anyways Don’t bother about 15% resistant as they would resist change anyways Spending any time with the resistant population is a waste
2.4.2: Why? Focus on the 70% neutral and get them moving with the change The resistant minority is the most vocal opposing any possible change effort. By being vocal, it is able to distract organization’s management. If the management gets distracted, the 70% neutral majority will feel that the management wasn’t
serious about the change.
2.4.3: What happens to the resistors then? The 15% supportive population would always support the change effort. If focus is on working with the 70% neutral populace, they can move to the supportive section. The 15% resistant population now is in absolute minority with no possibility of neutral folks joining
them. When 85% of the people are embracing the change and the benefits are seen, the 15% resistant
population will slowly start moving to the supportive zone In most cases, the 15% resistant people move over to support the change effort, fearing isolation.
Important: Always work on the 70% neutral category to enable them to overcome change resistance
2.4.4: Common factors or points showing resistance to change are: Ignore the new process or the change Thought – Ignore the new process and it will fade away. When – Usually happens with teams that are established and have delivered results with the earlier process. Fail to understand Thought – By expressing their inability to comprehend on a regular basis, make it tough for change efforts to bear fruit When – Typically happens with teams that are established. Moderate experience teams typically do not do this as they fear that it may backfire
2.4.5: Disagree with the validity of the benefits i.
Thought – By disagreeing, the management can and will re-think on introducing the change
ii.
When – The benefits, calculations, and projections are not based on standard company practices and norms.
2.4.6: Criticize new set of tools or applications i.
Thought – By talking about challenges and shortcomings of the new tools and impact on productivity, the management will abandon the new set of tools
ii.
When – The team members have not been involved for identifying the right set of tools and applications for the improvements
2.4.7: Delay the implementation i.
Thought – Delaying implementation reduces the interest in the change and delays the overall benefits realization.
ii.
When – Team members do not want to be vocal about resistance as they fear it may backfire. They adopt this technique of delaying it
2.4.7: Overcoming Resistance Points S.N 1
Resistance point Ignore the new process
How to overcome/Approach Involve few folks while creating new process
2
Inaccurate understanding
Newsletters, check sheets, one-one
3
Disagree with validity
Use standard measurement and benchmarking technique and involving them in calculations
4
Criticizing tools or applications Feedback loop, weekly reviews
5
Delaying the implementation
Communicate the need for immediate change and incentivize
2.5: Force Field Analysis
Present State or desired state
2.5.1: Force Field Analysis 1) Conceived by Kurt Lewin 2) The thought – “An issue is held in balance by interaction of two opposing sets of forces – those that seek to promote change and those that seek to maintain status quo.” 3) Forces that seek to promote change – Driving forces. 4) Forces that seek to restrain change – Restraining forces. Driving force = Restraining forces >> No change possible. Driving forces < Restraining forces >> Negative change or undesirable change. Driving forces > Restraining forces >> Change accomplished.
2.5.2: Steps to do force field analysis 1) Define the future change – Write the goal or future state. 2) Brainstorm the driving forces – Write down factors that are FOR the change. 3) Brainstorm the restraining forces – Write down factors that are AGAINST the change. 4) Evaluate the forces – Rate the driving and restraining forces on a scale of 1 – 5 (1 being weak and 5 being strong.) 5) Review the rating – Check for flexibility in the forces. 6) Strategize and prioritize – Brainstorm with team on possible counter-action plan.
2.5.3: Limitations of Force Field Analysis 1) Amount of subjectivity involved in assigning ratings to driving forces 2) Concept of force field analysis applicable only in limited settings and is not a universal model. 3) Confusion in assigning one-off force as a responsible factor 4) Possible chance of a bias Important: Force field analysis is one of the first pre-define tools to be used by an LSS Black Belt.
