1) The document describes an internal Lean Six Sigma Green Belt training course covering topics like the need for change, problem solving methodologies, and the evolution of Lean Six Sigma. 2) It discusses key figures in quality improvement like Deming, Juran, Ishikawa, Shingo, Crosby, and Baldrige and the philosophies and contributions they made to topics like statistical process control, the PDCA cycle, the seven basic quality tools, poka yoke, SMED, JIT production, and the Malcolm Baldrige criteria. 3) The training aims to help participants understand which problem solving methodology to apply based on the problem characteristics and select the appropriate tools to analyze and improve processes.

1. Lean Six Sigma
Internal Training Course
Epyllion Limited
Scope : Green Belt
Trainer – Debasish Dey
DM- QAD, CLSSGB
Day: 1
Module : Introduction
Duration : 2 Hours

2. Need for Change
Problem Solving methodologies
Which Methodology to be used
Evolution of lean Six Sigma
Introduction

3. New Equation of Business:
Changed Equation of Business
Old Equation of Business:
Cost +Profit= Price
PRICE-COST= Profit

4. Price to Sell
Some Profit
Cost To Produce
Bigger Profit
PRICE-COST= Profit
Cost
Reduction

5. Customer Satisfaction & Business Growth
Lowest Price
Quick Service
Ontime Delivery
Quality
C
U
S
T
O
M
E
R
S
A
T
I
S
F
A
C
T
I
O
N
Business Growth
PROFIT

6. Competitive Demands
Customer
Selling Price Customer Schedule
Customer
Requirement
Supplier
Process Cost
COST
Process Speed
TIME QUALITY
Process Capability

7. Ideal Situation:
Best Quality raw material/ inputs at minimum price
People and process produce world class quality
Able to produce cost at lowest cost and Just in time
Products are picked by customer at given ( Producers) price ??
Is it Possible ???

8. Where To Improve
Customer
Selling Price Customer Schedule
Customer
Requirement
Supplier
Process Cost
COST
Process Speed
TIME QUALITY
Process Capability
Reduce

9. Problem Solving Methodologies
Just Do it/
Suggestion
Scheme/
Brain
Wave
Kaizen PDCA Lean
Six Sigma-
DMAIC
Six Sigma-
DFSS
(DMADV)

10. Methodology Selection
Problem
Small Improvement Breakthrough
Improvement
Solution Known Solution Unknown Solution known Solution Unknown
Solution
With Data Analysis
Solution
With Lean Principles
Just Do it
PDCA/
KAIZEN
Project
Management Existing Process New Process Lean
Six Sigma
DMAIC
Six Sigma
DMADV

11. Methodology Selection

12. History Of Six Sigma

13. Evolution of Lean Six Sigma (LSS)
• Quality Movements in the 20th Century
• During the past 115 years, there have been thousands of people who have made contributions to
the quality body of knowledge. Some of the most significant movements were:
• 1900–1945 Early 20th century quality pioneers
• Early 1950s Americans taking methods to Japan
• Late 1950s Quality revolution in Japan
• 1970s–1980s Moving towards total quality
Edwards Deming (1900–1993)
PDSA Cycle
Plan - Identify a goal and define how success will be
measured.
Do - Implement the plan.
Study - Monitor the outcomes; look for problems or
successes.

14. The Deming Philosophy
1.Create and Publish the Aims and Purposes of the Organization
2. Learn the New Philosophy
3. Understand the Purpose of Inspection
4. Stop Awarding Business Based on Price Alone
5. Improve Constantly and Forever the System
6. Institute Training
7.Teach and Institute Leadership
8. Drive Out Fear, Create Trust, and Create a Climate for Innovation
9. Optimize the Efforts of Teams, Groups, and Staff Areas
10. Eliminate Exhortations for the Work Force
11. a. Eliminate Numerical Quotas for the Work Force. B. Eliminate management by objective.
Eliminate management by numbers, numerical goals.
12. a) Remove barriers that rob the hourly worker of his right to pride of workmanship.
b) Remove barriers that rob people in management and in engineering of their right to pride
of workmanship.
13. Encourage Education and Self-Improvement for Everyone
14. Take Action to Accomplish the Transformation

15. Joseph M. Juran (1904–2008)
The Juran Philosophy
Juran’s process for managing quality, the Juran Trilogy®, includes the concepts of quality
planning, quality control, and quality improvement.
Quality planning: The activity of developing the products and processes required to meet customers’
needs. The steps of the quality planning exercise are:
• Establish quality goals.
• Identify the customers.
• Determine the needs of the customers.
• Develop product features that respond to the needs of the customers.
• Develop processes that are able to produce those product features.
• Establish process controls; transfer the plans to the operating forces.
Quality control: The operating forces use this process as an aid to meeting the product and process
goals. It is based on the feedback loop and consists of the following steps:
• Evaluate actual performance.
• Compare actual performance to quality goals.
• Act on the difference.

16. Quality improvement: This third member of the Juran Trilogy® aims to attain unprecedented levels of
performance, levels that are significantly better than any past performance. The methodology consists of a
process that is an unvarying series of steps:
• Prove the need for improvement.
• Establish the infrastructure.
• Identify the improvement projects.
• Establish project teams.
• Provide the teams with resources, training, and motivation to: Diagnose the causes.
• Stimulate remedies.
• Establish controls to hold the gains.
Kaoru Ishikawa (1915–1989)
7 Quality Tool
Pareto analysis What are the big problems?
Cause-and-effect diagrams What is causing the problem?
Stratification How is the data made up?
Check sheets How often does it occur?
Histograms What is the overall variation?
Scatter charts What are the relationships between factors?
Process control charts Which variations are controllable and how?

17. Shigeo Shingo (1909–1990)
• Shingo’s contributions to quality include Poka Yoke (mistake-proofing), source
inspection, single minute exchange of die (SMED), and just-in-time (JIT)
production.
• Poka Yoke works on eliminating the cause of defects and detecting them before
they reach the production line through source inspection. Shingo’s production
devices were simple, yet they made it so that parts would not fit incorrectly.
Missing parts also became obvious when using these simple production devices.
• SMED techniques were developed by Shingo in order to facilitate quick
changeovers on production lines. Shingo found that by simplifying materials,
machinery, processes, and skills, changeover times were reduced from hours to
just minutes. SMED techniques also facilitate smaller batch production.
• JIT production addresses supplying what the customer wants exactly when the
customer wants it. Traditional manufacturing tends to enlarge batch production as
orders are pushed through the system. The aim of JIT production is to minimize
inventories by only producing what is required when it is required; and production
is triggered by a customer purchase order that is pulled through the system,
thereby reducing costs and waste throughout the production process.

18. Crosby's 14 Steps to Quality Improvement
Establish management commitment.
Create quality improvement teams.
Measure processes to determine current and potential quality issues.
Calculate the cost of (poor) quality.
Raise quality awareness of all employees.
Take actions to correct quality issues.
Monitor the progress of quality improvement.
Train supervisors in quality improvement.
Hold zero defects days.
Encourage employees to create their own quality improvement goals.
Encourage employee communication with management about obstacles to quality (error-
cause removal).
Recognize participants’ efforts.
Create quality councils.
“Do it all over again” (quality improvement does not end).
Philip B. Crosby (1926–2001)
Moving
Towards Total
Quality

19. Malcolm Baldrige (1922–1987)
• The Baldrige Criteria for Performance Excellence
• Leadership: How upper management leads the organization and how the
organization leads within the community.
• Strategic Planning: How the organization establishes and plans to implement
strategic directions.
• Customer Focus: How the organization builds and maintains strong, lasting
relationships with customers.
• Measurement, Analysis, and Knowledge Management: How the organization
uses data to support key processes and manage performance.
• Workforce Focus: How the organization empowers and involves its workforce.
• Operations Focus: How the organization designs, manages, and improves key
processes.
• Results: How the organization performs in terms of customer satisfaction,
finances, human resources, supplier and partner performance, operations,
governance, and social responsibility, and how the organization compares to its
competitors.