Yellow belt.pps

Copyright © 2015 Triumph Institute of Quality Application
Lean Six Sigma Yellow Belt Program
Spreading the Culture of Quality….
Empowering You to Live Your Potential

Copyright © 2016 TriQA Consulting Pvt. Ltd.
Congratulations
for joining the Lean Six
Sigma journey
Welcome!

Training Objectives
 Recognize the importance of Quality in the world today
 Understand the history of Lean and Six Sigma
 Define the terms Lean and Six Sigma
 Identify the DMAIC methodology

“Lessons are not given, they are taken”
- Unknown Author
Food for Thought

Overview of Lean Six Sigma

Contents
• Quality Concepts
 What is Quality?
 Why Quality is important?
 Cost Impacted by Quality
• Lean Concepts
 What is Lean?
 Evolution of Lean
 Five Principles of Lean
 Types of Value
 Value Add, Value Enabling and Non-Value Add activities
 8 Wastes in Lean
• Six Sigma Concepts
 What is Six Sigma?
 Six Sigma Methodologies
 Evolution of Six Sigma
 Six Sigma in Numbers
 Six Sigma Team
 DMAIC Framework

Quality Concepts

Quality Concepts
• Lean Concepts
 What is Lean?
 Types of Value
 Six Sigma Team
 DMAIC Framework

What is Quality?
Although there are many ways to define Quality, the most commonly used definition
and the most appropriate in our context is:
Quality is the ability of a Product or Service to meet or exceed
customer’s expectations consistently.
Quality then, is not defined by the producer or service provider, but
by the customer who uses or receives the output.

Why Quality is Important?
Below are some of the Quality related problems being faced by organizations today.
Globally, organizations are incurring losses due to lack of quality output, outdated practices,
and broken processes.

Cost Impacted by Quality
Perception of Costs impacted by
Quality – (4 % to 5% of Sales)
Reality of Costs
impacted by Quality –
(15% to 25% of Sales)
Organizations can improve the profitability by establishing
Quality at its core !!!
* Source : Juran Institute

Lean Concepts

Lean Concepts
• Lean Concepts
 What is Lean?
 Value Add (VA), Non-Value Add (NVA)
and Value Enabling (VE) activities
 8 Deadly Wastes
 Six Sigma Team
 DMAIC Framework

A tool-based methodology focused on eliminating waste from a process so
that all the activities in a process add value from the customer’s
perspective.
“Lean is a philosophy that shortens the timeline between the customer
order and the shipment by eliminating waste.”
- John Shook
Toyota’s first American manager in Japan
What is Lean?

•Productivity
•Quality
•On-time delivery
•Capacity
•Profit
•Cost
•Defects
•Lead time
•Space
•Waste
Decreases
Lean Benefits

Evolution of Lean
TOYOTA
James P Womack published two books “The
machine that changed the world” in early
90s and “Lean Thinking” in 1997

5 Principles of Lean
Specify
Value
Map the
Value
Stream
Establish
Flow
Implement
Pull
Strive for
Perfection
Lean
Principles
1. Specify Value
If a customer is willing to pay for product or service,
the activity performed transforms the product or
service and if the activity is done first correct, we
say that the product or service brings value to
customer. Value is always defined by the customer
2. Map the Value Stream
Map all the steps that are
conducted in sequence to
bring the product or service
to the customer. A Value
stream map thus created will
help us to look at the
process from a customer's
lens
3. Establish Flow
Ensure a continuous flow product of
services from end to end throughout
the process. Absence of flow will
lead to wait-time, hand offs and
delays. When flow is established,
movement of the product or service
becomes seamless
4. Implement Pull
Nothing is done by the process
unless a need is signaled by the
customer. Customer demand pulls
the product or service through the
value stream
5. Strive for Perfection
Elimination of all wastes from
the process so that activities
create value for the customer.
The journey for perfection
starts with breakthrough and
continuous improvement.
Striving for Perfection is a
relentless pursuit.

Value Add, Non-Value Add and Value Enabling Activities
Start
Does it
transform good
or service?
Ascertain
the step to be
Analyzed
Is the
Customer
Willing to
Pay?
Is it
done Right the
first time?
Is it a Business
Requirement?
Y
Y
Y
Value Add
Value Enabling
Non-Value Add
Stop
Y
N
N
N
N

8 Deadly Wastes(DOWNTIME)
Inventory
 Supplies or raw materials above the
minimum to perform the activities
 Leads to over stocking of materials
Extra Processing
 Extra Processing anything that does not
add value
 Extra Sign Offs, Reports that contains
more information than customer requires
Transportation
 Unnecessary movement of material or
information
 Leads to extra steps in the process
Motion
 Unnecessary movement of people or
equipment at the workplace
 Leads to extra steps, data entry and
search
Defects
 Change, repair or correction in a product
after it has been made
 Leads to re-work in the process
Wait time
 Waiting for material, people, equipment,
information and others
 Adds to the overall time to provide the
product or service
Non-Utilized Human Intellect
 Failure to use the time and talent of the
people
 Leads to under utilized resources in the
system
Overproduction
 Producing more than or faster than the
customer requires
 Leads to excessive Work in Progress or
finished product
8 Deadly Wastes

• 5s
• Visual control
• Standardized work
• Value stream mapping
• Pull Production
• Mistake proofing
• Just-in-Time
• Jidoka
Lean Tools

Six Sigma Concepts
• Lean Concepts
 What is Lean?
 Types of Value
 Six Sigma Team
 DMAIC Framework

What is Sigma (σ)?
Greek Letter
 Sigma is the 18th Letter of
the Greek alphabet
Standard Deviation
 Symbol for Standard
Deviation
 It is a measure of
Variation
Process Capability
 A Measure of Process
Capability
 A Statistical Measure of a
process’s ability to meet
customer requirements

Six Sigma…
All work are processes that can be defined, measured, analyzed, improved and controlled
(DMAIC). Process requires inputs and produce outputs. Statistically expressed as y=f(x)
All qualitative and quantitative techniques used by six sigma experts to drive process
improvements. For ex: SPC, FMEA, Process Mapping etc.
Rigorous DMAIC approach which defines the steps a Six Sigma practitioner is expected to
follow, starting with problem identification and ending with implementing sustainable
solutions
It means 3.4 defects per million opportunities (DPMO)
PHILOSOPHY
METHODOLOGY
SET OF TOOLS
METRICS

• Six Sigma has broadly two methodologies- DMAIC and DMADV
• DMAIC refers to a data-driven quality strategy for improving processes
• DMAIC is an acronym for five interconnected phases: Define, Measure,
Analyze, Improve, and Control.
Six Sigma - Methodologies
• DMADV is a data-driven quality strategy for designing products and
processes
• It is Used for new product/service introduction and hence also called DFSS
(Design for Six Sigma)
• DMADV consists of five interconnected phases: Define, Measure, Analyze,
Design, and Verify.

Six Sigma – DMAIC Vs DMADV
Six Sigma involves two methodologies, DMAIC and DMADV. The following
flow diagram helps in selecting the right approach.
Measure
Analyze
Design
Verify
Measure
Analyze
Improve
Control
Define
Does a
process
exist?
Yes
YesNo
No
DMADV/
DFSS
DMAIC
DMADV: Define Measure Analyze Define Verify
DFSS: Design For Six Sigma
DMAIC : Define Measure Analyze Improve Control
Is
incremental
improvement
Enough?

• Carl Frederick Gauss (1777-1855) introduced the concept of the normal
curve
• In the late 1970's, Dr. Mikel Harry, a senior staff engineer at Motorola's
Government Electronics Group (GEG), experimented with problem solving
through statistical analysis. Using this approach, GEG's products were
being designed and produced at a faster rate and at a cheaper price
• Subsequently, Dr. Harry began to formulate a method for applying six
sigma throughout Motorola.
Six Sigma Evolution

Six Sigma Roles
Green Belt
 Learn LSS Methodology
and Tools
 Apply LSS to Projects in
current Job scope
 Work on their own with
some mentoring
Black Belt
 Lead Multiple LSS
Projects
 Apply LSS to individual
Projects working
independently
 Mentor Green Belts and
others
 Cultural Change agent
for LSS
Master Black Belt
 Trains others in LSS
 Identify High Impact
improvement areas and
initiatives
 Ensure LSS rigor in the
organization (Project
Reviews)
 Mentor Black Belts and
Green Belts
 Cultural Change agent
for LSS
 Sponsors : Has a stake and is interested in the outcome of the project. One of the people
to sign-off the project. Usually Business Unit Head, Head of the Department etc.
 Champions: Has a stake in the project and removes the roadblocks for the Project
 Team Members: Members of the improvement project team. Heavily involved in each
step of the project

Six Sigma – In Numbers
Sigma
Level
Defects / Errors % Good
2 308,537 70%
3 66,807 93%
4 6,210 99.4%
5 233 99.98%
6 3.4 99.99966%
As the number of defects in a process decreases, the % Good
in that process and the sigma level of that process increases.

Six Sigma - DMAIC
1
2
3
Define
Measure
Analyze
Improve
 Identify a manageable and
customer focused area for
improvement
 Understand the measures
around the problem, the
measurement system and
create a baseline
 Sustain the results
 Develop, Test and Implement the
solutions that address the root
cause
3
4
5 Control
 Identify root causes of defects
and validate them with data
VOC to CTQ
Project Charter
SIPOC or COPIS
Project Y
Performance Standard
Data Collection Plan
MSA and Collection of Data
Process Capability
Improvement Goal
Hypothesis Testing
Prioritized Xs
Identify & Pilot Solution
Refine Solution
FMEA and Poka Yoke
MSA, Process Capability
Statistical Process Control
Control Plan & Documentation
StepsPhases Tools Used
Go to the next slide

Congratulations
for completing TriQA’s
Yellow belt course
Thank You !!!
Go to The Next Slide to Print Your Yellow Belt Course Completion Certificate
and View the Six Sigma Journey for You.

• Lean Six Sigma Yellow Belt – Completed
Way Forward
• Lean Six Sigma Green Belt
• Lean Six Sigma Black Belt
• Lean Six Sigma Master Black Belt
All the Lean Six Sigma programs are offered by TriQA Consulting Pvt.
Ltd. Please visit our website www.triqa.org for details and training
schedule of programs.
Click the Exit button to view and print your Lean Six Sigma Yellow
Belt certificate
The Lean Six Sigma Journey…..

Yellow belt.pps

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Yellow belt.pps

Similar to Yellow belt.pps (20)

Recently uploaded

Recently uploaded (20)

Yellow belt.pps