Lean Six Sigma White Belt Webinar
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Lean Six Sigma White Belt Webinar

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New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.

New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.

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    Lean Six Sigma White Belt Webinar Lean Six Sigma White Belt Webinar Presentation Transcript

    • Lean Six Sigma White Belt Borhan Musleh PMP, ITIL, LSS Master Black Belt
    • Borhan Musleh • Sr. Programmer Analyst (DCJS) – 14 years • Contract programmer ( more than 50 companies and more than 260 Applications developed) • PMP (Project Management Professional) • Master Black Belt in Lean Six Sigma • ITIL V3 • Top Instructor 3 times • M.O.S. • MCT
    • Questions • Please leave all your questions to the end of the presentation. We will have a Q and A session at the end. • Thank you
    • Understanding Six Sigma
    • In this section you will learn 1. What six sigma really is?
    • In this section you will learn 2. How it can effect your organization?
    • In this section you will learn 3. Who will actually be involved in the change process
    • 1. What six sigma really is? • 6 Sigma is a strategy: – Improve customer satisfaction and shareholder values – Reducing variability in every aspect of your business
    • Who are your Stakeholders Stakeholders are anyone who has a vested interest in your project
    • Why use 6 Sigma? • 6 Sigma delivers: – – – – Customer Satisfaction Cost Improvement results FASTER Sustain the Improvement Simply Put: • For every ($1.00) Dollar you spend • You get ($4.00) For Dollars in return
    • The Growth of Six Sigma
    • Fathers of Lean 6 Sigma
    • Yesterday’s Market
    • Today’s Market
    • Cost of Poor Quality
    • 6 Sigma Defined Why did they call it 6 Sigma • 3 Sigma (Historical standard) = 93.32% Perfection • 4 Sigma (Current standard) = 99.38% Perfection • 6 Sigma (Future standard) = 99.997% Perfection • OR 3.4 Errors Per Million Opportunities
    • Levels Six Sigma 6 Sigma Sigma levels and defects per million opportunities (DPMO) 5 Sigma 4 Sigma 3 Sigma 2 Sigma 3.4 Defects 233 Defects 6,210 Defects 66,807 Defects 308,537 Defects . . . .
    • Why not 3 Sigma? • • • • • • • 20,000 lost articles of mail per hour 15 minutes of unsafe drinking water each day 5,000 incorrect surgical operations each week 2 short/long landing at most airports each day 200,000 wrong drug prescriptions each year No electricity for 7 hours each month 40,500 newborn babies dropped each year
    • What does it mean! Unsafe drinking water Almost 15 minutes each day One minute of unsafe drinking water every seven months 5,000 incorrect surgical operations per week 1.7 incorrect surgical operations per week 2 Short or long landings at most major airports daily One short or long landing at a major airport every 5 years 200,000 wrong drug prescriptions each year 68 Wrong drug prescriptions each year Technology Industry: 4 Sigma (6,000 defects per million opportunities
    • Customer Satisfaction As the 6 Sigma level goes up Cost and Cycle time Goes down
    • What is Lean? • Lean concept grew out of the Toyota Production System (TPS) (1960s) • Lean’s goal is to eliminate all forms of waste (Muda) in process and using employee creativity • The currency of Lean is time • Requires process mapping to identify our Value Stream and ID value added and non-value added time
    • Process Improvement Model • The GE model for process improvement Define Measure Analyze Improve D M A I Control C
    • DMAIC Control Improve Analyze Measure Define •Critical Quality Factors •High Level business process •Establish Baseline •Develop process improvement measures •Determine root cause •Improvement opportunities •Design •Test •Implement •Maintain •Cost effective Control •Continuously Improve
    • efine re nalyze mprove ontrol • Identify and state the practical problem • Validate the practical problem by collecting data • Convert the particular problem to a statistical one, define statistical goal and identify potential statistical solution • Confirm and test statistical solution • Convert the statistical solution to practical solution Methodology D Measu A I C
    • Identify Problems Define Condition Define Determine Causes Measure Develop Solution Long Term Implementa tion Analyze Prepare action Plans Implement Improvements Improve Control Verify Results Document, Com municate and check for sustainability
    • What is 6 Sigma? • Six Sigma has its roots as far back as 1920s with Statistical Process Control • Six Sigma’s goal is to understand customer needs and seeks perfection delivered every time – Six Sigma quality: 3.5 defects per million opportunities • Six Sigma’s currency is consistency: reduce variation in processes to create consistently good product/service
    • How Do Lean and Six Sigma Work Together? • Both require an organizational culture change on how we view work • Lean-Six Sigma (L-SS) Logical—tight fit between the two—both with a goal to reduce cost (waste elimination) • Lean reduces waste; Six Sigma (then) can be used to create perfection/consistency of value added processes • Generally, you may wish to “lean out” a process first; and then apply Six Sigma tools
    • The Seven Wastes (Muda) • • • • Overproduction - making more than is necessary Transportation (of product) Unnecessary inventory Inappropriate processing - too large machines, re-work, unnecessary (non-value added) processes • Waiting (unnecessary delay) • Excess motion • Defects in workmanship
    • The Eighth Waste underutilization of employee minds/suggestions/talents
    • How did we do things? • Fast Food Restaurants • Lucy in the Chocolate Factory • The Rise of Toyota
    • How do we do things now?
    • Poka-Yoke • Poka-Yoke (Mistake Proofing) • Poka-Yoke • The 5 WHYS
    • Six Sigma White Belt The controversial White Belt (WB) was seemingly created out a need for a less rigorous training course than the Yellow level. Traditionally, the Yellow Belt served as training on the basic overview of the Six Sigma program for support staff not fully involved in the Six Sigma Process. It is the foundation of Six Sigma knowledge for those who may be unsure if the program will work for them, or who want an introduction to its most basic principles. Note: The White Belt level is not fully recognized by the entire six sigma community. Many consider the Yellow Belt to be the lowest “official” six sigma level.
    • Six Sigma Yellow Belt Six Sigma Yellow Belt (YB) certification provides an overall insight to the techniques of Six Sigma, its metrics, and basic improvement methodologies. A yellow belt must know how to integrate Six Sigma methodologies for the improvement of production and transactional systems to better meet customer expectations and bottom-line objectives of their organization. A Yellow Belt typically has a basic knowledge of Six Sigma, but does not lead projects on their own. They are often responsible for the development of process maps to support Six Sigma projects.
    • Six Sigma Green Belt Six Sigma Green Belt (GB) training provides participants with enhanced problem-solving skills, with an emphasis on the DMAIC (Define, Measure, Analyze, Improve and Control) model. Six Sigma Green Belt certification helps an employee serve as a trained team member within his or her function-specific area of the organization. This focus allows the Green Belt to work on small, carefully defined Six Sigma projects, requiring less than a Black Belt's full-time commitment.
    • Six Sigma Black Belt • A Six Sigma Black Belt (BB) embodies a thorough knowledge of Six Sigma philosophies and principles (including supporting systems and tools). A certified Black Belt exhibits team leadership, understands team dynamics, and assigns their team members with roles and responsibilities. They have a complete understanding of the DMAIC/DMADV models in accordance with the Six Sigma principles, have a basic knowledge of lean enterprise concepts, and they can quickly identify "non-value-added" activities.
    • Six Sigma Master Black Belt • Another important belt level within this Methodology is the Six Sigma Master Black Belt (MBB), who is a Black Belt with additional training and experience. He or she has been able to gain experience managing several projects and has a deep expertise and knowledge base in the tools and methods of Six Sigma.
    • Six Sigma Champions The Six Sigma Champion (SSC) is a senior or middle level executive whose role is choosing and sponsoring specific projects. He or she ensures the availability of resources. A champion is the person on the team who knows the business at hand inside and out as well as the Six Sigma Methodology. They are responsible for ensuring that whatever projects are undertaken mesh well with the goals and intentions of the business or corporation overall.
    • Wise people learn when they can. Fools learn when they must. -The Duke of Wellington