Six Sigma Introduction

1. Introduction 6
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Green Belt Course
Achievement Labs’
Management Systems Institute
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2. 6
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Table of Contents
Section No. Section Name Slide No.
1 Introduction to Course, 1 ~ 45
Introduction to Six Sigma &
Methodology
2 Define 1 ~ 30
3 Measure 1 ~ 76
4 Analyze 1 ~ 68
5 Improve 1 ~ 76
6 Control 1 ~ 30
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3. LOG IS TIC S 6
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Getting started :
Breaks:
Class materials:
Location of Support facilities:
Attendance at all sessions is
expected on dot
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4. 6
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Successful Candidates shall be awarded with
Approved Certificate of
NABET a cons tituent of -QCI
-
(National Accrediation Board For Education and Training, a
constituent of QCI and is a member of IPC-Australia and
further signatory of mutual recognition agreement with
IRCA-UK and RAB QSA- Australia and US for Lead Auditor
courses)
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5. LE A RNING OB J E C TIVE S 6
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II.Overview of Six Sigma Methodology
II. Over view of Six Sigma Project execution (Define-
Measure- Analyze- Improve & Control
III. Introduction to statistical software package - Minitab.
IV. Process of Closing the Project
V. Work through at least 2 six sigma projects of different
applications.
Detailed objectives are available on www.qcin.org website.
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6. C OURS E DE TA ILS 6
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• Covers NABET Requirements
• Duration 4 days
• Minimum 36 Hrs extending to 4 day course,
• Out of 36 Hrs, Minimum 30% are for Case
studies, workshops etc.
• Combination of Classroom Teaching and
Exercises
• Provides Course Material and Work Book
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7. C OURS E DE TA ILS 6
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Continuous Assessment of participants
Course Final Examination (2 Hrs.)
Qualifying marks shall be an avg. of 70%.
At the time of examination participants
are permitted to use Course Material.
Successful participants shall be awarded
certificate (NABET approved).
All participants with full attendance shall
be awarded a “Certificate of Attendance”.
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8. C OURS E DE TA ILS 6
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Who fails continual evaluation shall have to
satisfactorily complete another full course.
Participants who fails the written examination,
but has passed the continual evaluation, shall
be allowed one re-examination within twelve
months.
Participants who fails the re-examination also
shall have to take a full course again.
Attendance for the full duration of the course is
mandatory and Use of mobile phones etc., is
forbidden during the course.
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9. S chedule – Day 1 6
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 Introduction to program, course structure
 Micro Lab Exercise (30 Mnts)
 Six Sigma Terminology
08.30 - 10.30  Data punch case Study. (30 Mnts)
 Group Discussion on Process Improvement (30Mnts)
10.40 - 13.30  Introduction to Six Sigma & Methodology
 Intro Exercise – I & 2 (60 Mnts)
 Sample Six Sigma Project-1 (30Mnts)
14.10 - 20.00  Define Methodology Intro
 Define Methodology Tools
 Define Exercises – 1 to 4 (2.00 Hours)
10.30 - 10.40, 12.00 to 12.10 & Tea Break – Every Day
15.30 - 15.40, 18.00 to 18.10
13.30 - 14.10 Lunch – Every Day
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10. S chedule – Day 1 6
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 Introduction to program, course structure
 Micro Lab Exercise (30 Mnts)
 Six Sigma Terminology
08.30 - 10.30  Data punch case Study. (30 Mnts)
 Group Discussion on Process Improvement (30Mnts)
10.40 - 13.30  Introduction to Six Sigma & Methodology
 Intro Exercise – I & 2 (60 Mnts)
 Sample Six Sigma Project-1 (30Mnts)
14.10 - 20.00  Define Methodology Intro
 Define Methodology Tools
 Define Exercises – 1 to 4 (2.00 Hours)
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11. Schedule – Day 2

6
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08.30 - 09.00 Review of previous day learning
09.00 - 13.30  Measure Intro
 Measure Group Discussion – 1 (30Mnts)
 Measure tools
 Measure Exercise – 1 to 5 ( 1.45 Hours)
14.10 – 20.00  Measure & Measure tools Cont…
 Measure Exercise – 6 to 12 (2.45 Hours)
 Introduction to Analysis
Schedule – Day 3
08.30 - 09.00 Review of previous day learning
09.00 - 13.30 Analyze & Analysis tools
Analyze Exercise – 1 (45 Mnts)
14.10 – 20.00 Analyze & Analysis tools Cont…d
Analyze Exercise – 2 &3 (2.15 Hours)
 Improve Intro & Improve Tools
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12. A genda 6
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DAY 4
08.30 - 09.00  Review of previous day learning
09.00 - 13.30  Improve & Improve tools Cont…d
 Improve Exercise – 1 to 4 (2.30 Hours)
 Control & Control tools
14.10 – 16.30  Control & Control tools Cont…d
 Exercise – 1 & 2 (1.45 Hours)
16.30 – 18.00  Six Sigma Project & Summarization
 Sample Six Sigma Project -2 (30mnts)
18.00 – 20.00  Examination
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13. 6
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Continual Improvement
Data Punching
A Case Study – Identification, Prioritization
and selection of Improvement opportunities.
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14. 6
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Start
Dept. 1 Dept. 2 Dept. 75
Supervises
Assigns jobs
Operator receives and Operator receives Operator receives and
punches And punches punches
Is verification
Job verification
required?
Too many defects
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15. 6
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Do you feel that the error rate
of the punched cards of your
department as received from
the key punching department is
unsatisfactory, satisfactory or
excellent?
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16. 6
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Unsatisfactory 72%
Satisfactory 20 %
Excellent 8 %
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17. 6
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Day Number of cards Number of defective Proportion of
inspected cards defective cards
1 200 6 .03
2 200 6 .03
3 200 6 .03
4 200 5 .025
8 200 14 .07
22 200 15 .075
23 200 4 .02
24 200 1
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18. 7
6
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6
5
4
3
2
1
0 1 1 1 1 1 1 1 1 1 1 2 2 2 2 24
1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3
Day
Along Y axis 0 means .00, 1 means .01, 7 means .07
Data concerning daily proportion of defective cards
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19. 6
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Day Comment
8 Untrained operator used for a rush job
22 Ran out of cards from a usual vendor
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20. 6
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Effectiveness of Countermeasure
Before After
.08 .08
.07 .07
.06 .052 .06
.05 .05 .044
.04 .04
.03 .021 .03 .017
.02 .02
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
.01 22 23 24 .00 .01 .00
.00 .00
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21. Check Sheet of defective cards 6
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Operator Tally Frequency
1 // 2
2 /// 3
3 / 1
4 //// //// //// //// /// 19
5 0
6 // 2
7 1 1
8 /// 3
9 //// //// //// //// // 17
10 // 2
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22. σ
100%
6
50
45
Cumulative Percentage of
40
35
Number of defective cards
30
25
defective cards
20
15
10
5
0
4 9 2 8 1 6 10 3 7 5
Operator number
Pareto Diagram showing defective cards operator wise
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23. Pareto analysis of defective cards by operator 6
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Operator Frequency % Cumulative %
4 19 38 38
9 17 34 72
2 3 6 78
8 3 6 84
1 2 4 88
6 2 4 92
10 2 4 96
3 1 2 98
7 1 2 100
5 0 0 100
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24. 6
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Major causes of defective Month Total
cards
Transposed numbers 7 10 6 5 28
Off punched cards 1 2 3
Wrong characters 6 8 5 9 28
Data printed too lightly on 1 1 2
cards
Warped cards 1 1 2 4
Torn cards 1 1 2
Illegible source document 1 1
Total 15 20 16 17 68
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25. 0
10
20
30
40
50
60
70
Number of defective cards
due to major causes
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Transpos
ed
numbers
Wrong
character
s
Warped
cards
Off
punche
d cards
for operator number 4
Torn
card
6
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Data too
25
light on
Pareto Diagram to determine causes of defective cards
card

26. Pareto analysis to determine causes of defective cards
6
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Major causes of Freq % Cumulative %
defective cards
Transposed 28 41.2 41.2
numbers
Wrong characters 28 41.2 82.4
Warped cards 4 5.9 88.3
Off punched cards 3 4.4 92.7
Data printed too 2 2.9 95.6
lightly on cards
Torn cards 2 2.9 98.5
Illegible source 1 1.5 100
document
Total 68 100
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27. 6
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Materials Machines
Transposed numbers
Environment and wrong characters
Poor eye sight
Needs
Methods glasses Manpower
Brain Storming Session
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28. 6
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P chart showing improvement after operator 4 is stable
.052
.05 .05
.04 .04
.026
.03 .021 .03
.02 Improvement .02 .008
.000
.000
.01 .01
.00 .00
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29. 6
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Group Discussion – 1
Discuss your experiences of
Process Improvements made
at your work place.
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30. 6
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Roles and Responsibilities
Six Sigma Champions Six Sigma Master Black Belts
• Support Projects • First and foremost teachers
• Take Ownership • Review and mentor Black Belts
• Provide Resources • Conduct Trainings
• Remove Roadblocks • Master Black Belts are full-time
• Demand Results positions
• Review Projects
Six Sigma Green Belts Six Sigma Black Belts
• Project Leader • Project Leader
• Follow Rigorously DMAIC • Mentor Green Belt Projects
• Change Agents • Change Agents
• Part Time Resource • Part Time Resource
• Solicit Support from • Guide Teams in DMAIC
Champions • Solicit Support from Champions
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31. 6
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3 Dimensions for Process Focus
Im D
MA n
DV
SS sig
pr MA
ov IC
/D
DF e
Methodologies Standards
D
em
en
t
•Six Sigma •ISO 9000, ISO
Management •Lean 14000 etc.
BPMS
For existing processes improvement – DMAIC
For development of new products / processes Scientific Sharing
-Design for Six Sigma - DFSS or DMADV way to Benchmarked
improve practices-
capability “Standardizing
For managing the process : Business process ”
Management Systems (BPMS), QMS, ISO
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32. DPMO 6
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Defect :
It is a feature in a product or service that causes dissatisfaction
to the customer.
Defect Per Unit (DPU) :
Total number of defects in sample
divided by
total number of units.
Opportunity :
A unit may have more than one type of defect.
Each is an opportunity.
Ex: A watch case may have pits, burr etc.
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33. DPMO 6
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Defects Per Million Opportunities (DPMO) :
DPMO = (DPU) * 1 Million / Number of opportunities per unit
OR
DPMO = Defects per opportunity (DPO) * 1 Million
Parts Per Million (PPM) :
A Number taken as reference from the sum total of one million
Ex. If 100 items are found defective from total numbers of items of one million.
It shall be referred as 100PPM
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34. DPMO 6
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Defects Per Million Opportunities (DPMO) :
DPMO = (DPU) * 1 Million / Number of opportunities per unit
Ex: We checked 500 Purchase Orders (PO) and (PO) had 10 defects.
Then DPU = d/u = 10/500 = 0.02
In a PO we check for the following:
1. Supplier Address/approval
2. Quantity as per the indent
3. Specification as per the indent
4. Delivery requirements
5. Commercial requirements
• Then there are 5 opportunities for the defect to occur.
• Then, the total number of opportunities = 5*500 = 2500
• DPO = = 10/2500 = 0.004
• DPMO = DPO* 1 Million = 4000
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35. DPMO 6
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General Worksheet for Calculating Process Sigma
1. Number of units processed N= -------------
2. Total Number of Defects Made
(Include Defects Made And Later Fixed ) D= -------------
3. Number of Defects opportunities
Per Unit O= --------------
4.Solve For Defects Per Million D
Opportunities DPMO= 1,000,000 X
NXO
( )
= 1,000, 000 X -----------------------
( ) ( )
= -----------------------
5. Process Sigma in
Sigma Conversion table Sigma = --------------------
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36. 6
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Sigma level Vs DPMO
1000000
Average Company
100000
10000
1000
Best in Class
DPMO 100
10
1
0.1
1 2 3 4 5 6 7 8
Sigma Quality Level
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37. 6
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As Sigma increases DPMO decreases
6 Sigma 3.4 Defects
Sigma levels and
Defects per million
opportunities
(DPMO)
5 Sigma 233 Defects
4 Sigma 6,210 Defects
DPMO
SIX SIGMA LEVEL
3 Sigma 66,807 Defects
2 Sigma 308,537 Defects
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38. 6
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What is Six Sigma?
Enhance Customer
Satisfaction
Improve Productivity
Enhanced Top lines
Six sigma is a management
tool that helps in identifying Enhance Profitability
the root causes to:
Reducing Operating
costs
Improve Market
share
Why ”Sigma“? Sigma(s) is a Greek letter which stands for standard deviation,
that measures how far a given process deviates from perfection.
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39. 6
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Two Meanings of Sigma
σ
• The term “sigma” is used to designate the distribution or spread about the
mean (average) of any process or procedure.
• For a process, the sigma capability (z-value) is a metric that indicates how well
that process is performing. The higher the sigma capability, the better. Sigma
capability measures the capability of the process to produce defect-free
outputs. A defect is anything that results in customer dissatisfaction.
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40. 6
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Path to Six Sigma
6 Sigma 3.4 Defects
Sigma levels and
Defects per million
opportunities
(DPMO)
5 Sigma 233 Defects
4 Sigma 6,210 Defects
3 Sigma 66,807 Defects
2 Sigma 308,537 Defects
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41. 6
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What is Six Sigma?
• A systematic approach to process
improvement. LSL USL
• Processes can be related to design,
manufacturing or administrative
functions.
• It involves the use of statistical tools
and techniques to analyse & improve LSL USL
processes.
• The relentless pursuit of variability
reduction and defect elimination.
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42. 6
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From 3 Sigma to 6 Sigma
Lower Upper
Spec. Spec. Defects per Million
Limit Limit
2700
Lower Upper
Spec. Spec.
Limit Limit
Less than 3.4
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43. 6
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Six Sigma is
o Disciplined - Focuses on improvement areas
o Scientific - Validation to statistical significance
o Driven by data - on customer relevant metrics
o Focused on the ‘X’s - Y = f(x)
o Focused on sustenance - Vs Quick fix.
Customer relevant, Data driven - Critical ‘X’ focus
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44. 6
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6σ Methodology
Focus on 6σ is
Focus on Conventional
Y = f(X) Modern Approach
Approach of Problem
solving of Problem solving
Which one should we focus on the Y or X?
■ Dependent Function ■ Independent Variable
■ Output ■ Input
■ Effect ■ Cause
■ Symptom ■ Problem
■ Monitor ■ Control object
6σ Application assures that problem is solved by focusing on the factors
that cause the problem.
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45. 6
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Methodology: DMAIC DMAIC
Define Define project goals &
customer (internal & external)
Toll Gate deliverables
Step 5:
Step 1: Measure Measure the process to
CONTROL
DEFINE determine current performance
Analyze Analyze and determine the
Toll Gate
root cause of the defects
Toll Gate
DMAIC Improve Improve the process by
eliminating defects
Step 4: Step 2:
IMPROVE MEASURE Control Control future performance
Toll Gate The project team reviews with
Toll Gate
Toll Gate Champions to ensure adequate level of
Step 3: work is done before moving on to next
ANALYZE step.
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46. 6
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Intro Exercise – 1
&
Intro Exercise – 2
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