This document provides an overview of key concepts and tools used in the Measure phase of the Six Sigma DMAIC methodology. The goal of the Measure phase is to gather detailed data on the current process in order to understand how it works and its performance. Key activities include creating a detailed process map, gathering baseline data, and analyzing the data. Tools covered include process mapping, value stream mapping, and metrics for quantifying defects such as defects per unit, defects per opportunity, and defects per million opportunities. Process mapping helps identify all activities, inputs, outputs, and responsibilities while value stream mapping shows the flow of materials and information. Baseline data provides a starting point for improvement efforts.

1. Reza Rahman
Sub Assistance Manager
Training and Development
HRM PRAN

2. It is a quality
philosophy and
a management
technique.
It is a
methodology for
continuous
improvement
It is a methodology for
creating products
processes that perform
at high standards.
It is a set of
statistical and other
quality tools
arranged in unique
way.
It is a way of
knowing where you
are and where you
could be

3. History of Six Sigma
Bill Smith

4. Six Sigma at GE
Jack Welch (former CEO of General
Electric) launched six sigma at GE, in Jan,
1996.
1998-1999 green belt exam certification
became the criteria for management
promotions.
2002-2003 green belt certification become
the criteria for promotion to management
roles.
--- Saved $750 million by the end of 1998
--- Cut invoice defects and disputed by 98 percent, speeding
payment, and creating better productivity.

5. Definition – Six Sigma
Six Sigma is a disciplined , data-driven methodology
focused on eliminating defects. Defects mean anything
that falls outside of a customer’s Specification . It refers to
3.4 defects per million opportunities.

6. 1.Ensuring all
outputs meet
customer
specification .
2.Understanding
customer needs.
1. Identifying
input, process
and output areas
for improvement.
1. A methodology for defect
definition ,
measurement , analysis,
improvement and
control must be utilized
to standardize
improvement processes
and maximize business
productivity.

7. Getting 6 Sigma through
eliminating defects
6 sigma process output
= 3.4 Defects per million
opportunities
Process output
(Variation)
Sigma DPMO Yield
1 691,462 30.8538%
2 308,538 69.1462%
3 66,807 93.3193%
4 6,210 99.3790%
5 233 99.976%
6 3.4 99.9997%
DPMO = Defects per million opportunity
Opportunities  Variation / Defects

8. Common Cause of Variation
Reasons behind
the variations in
a process

9. Level of Six Sigma Implementation

10. Overview of Six Sigma
It is a philosophy
1. Anything less than ideal is an
opportunity for improvement
2. Defects costs money
3.Understanding processes and
improving them is the most
efficient way to achieve lasting
result.
It is a Process
1. To achieve this level of
performance you need to :
Define, Measure, Analyze,
Improve and Control
It is Statistics
1. 6 Sigma processes will
produce less than 3.4
defects per million
opportunities.

11. Benefits of Six Sigma

12. Which business function needs it
As long as there is a
process that produces
an output, whether it
is a manufactured
product, data, an
invoice, etc…, we can
apply the six sigma
breakthrough
strategy.

13. What is Lean?
Lean is a structured approach focusing on
simplifying processes by eliminating the tasks
that do not bring value for the end customer.
This approach was mostly derived form the Toyota
Production System in the beginning of the 20th century and
identified as “Lean” only in the 1990s.

14. Principles of Lean
Specify value
by offering
Integrate the
value stream
Make the
offering flow
At the pull of
the customer
In pursuit of
perfection
Understanding and specify what adds value for the
perspective of the customer.
Identify steps in the whole value stream to
highlight waste.
Create a continuous flow of activities along
The value stream
Only carried out activities in response
t0 pull from the customer
Strive for perfection by continually
Creating value and removing
Successive layers of waste

15. Unnecessary movements
Of products and materials
Defects
Making more than is
Immediately required
Over Production
WaitingTransport Inventory Motion
Over processing Skills
Unnecessary movements
By People
Waiting for the previous
Step in the process to
complete
Storing parts, pieces,
Documentation ahead
Of requirements
Performing any activities
That is not necessary
Making mistakes that
Cause products to fail
Customer requirements
Not utilizing human
Talent within the
Workforce
Lean Manufacturing Eliminating the waste

16. Lean Six Sigma definition
Lean
• A structure approach
focusing on simplifying
processes
Six sigma
• A structured
approach focusing on
improving process
reliability in order to
eliminate the defects
in products and
services
Lean six sigma
• A performance
improvement
methodology
focusing on
simplifying
processes and
improving process
reliability.
=+

17. Simplifying and Perfecting

18. Lean
Six
Sigma
Lean
Six
Sigma
Business
imperatives
Customer
focused
result
Voice of
The
Customer
Project
Deployment
Simplify (efficient)
Perfect (quality)
Relationship between
Six Sigma and Lean

19. Approaches of Six Sigma
DMAIC APPROACH
This is organizational based
DMADV APPROCH
This is based on customer needs and
satisfactions

20. DMAIC APPROACH
It approach undertaken to improve existing business
process

21. Continue….
1. Define : high-level project goals and the current process.
2. Measure : Key aspects of the current process ad collect relevant data.
3. Analysis : the data to verify cause and effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have
considered.
4. Improve : optimize the process based upon data analysis using
various tools.
5. Control : to ensure that any deviations from target are corrected
before they result in defects.

22. DMADV APPROACH
This approach is undertaken when there is a need to
create new design or product:

23. CONTINUE…
Define design goals that are consistent with customer demands and the
Enterprise strategy.
Measure and identify CTQs(characteristics that critical to quality),
Product capabilities, production process capability and risks.
Analysis to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
Design details, optimize the design, and plan for design verification . This
phase may require simulations.
Verify the design, set up pilot runs, implement the production process and
hand it over to the process owners.

24. Lean Six Sigma
DMAIC Methodology
The best way to implement Lean Six Sigma in our
organization is to follow DMAIC methodology :

25. Why Define?

26. Define
Without define, we spin our wheels and waste time
and money.
Activities Tools and techniques
1. Identify the vital few
2. Bound the problem
3. Understand customer requirements
4. Prioritize customer requirements
5. Identify project stakeholders
6. Complete project charter.
1. Pareto analysis
2. A process view (SIPOC)
3. KANO model
4. Voice of the customer
5. Affinity diagram
6. Critical to quality path
7. Stakeholders analysis
8. Complete project
charter

27. Pareto Analysis
•Villferdo Pareto was an Italian engineer,
sociologist, economist and philosopher.
•Observed that 80% of the land in ITALY was owned
by 20% of the population.
1858-1923
Focus on the vital few
The vital few
The Trivial Many

28. Pareto Chart
0
5
10
15
20
25
30
35
40
45
ByCategory
Cause factors
Pareto Analysis
Bullying 9
Dress code 10
Not enough breaks 8
Number of tests 42
Online harassment 22
Scholl bus crowded 8
School bus 30
School start time 14
Things to work on

29. A Process View
A SIPOC diagram is a tool used by a team to identify all relevant elements of a
process improvement project before work begins.
Everything is a process.
The quality of a product or service is directly related to the quality
of the project .
As change agents, we must address the process as a whole in order
to deliver real change.
We start with SIOP - a higher level view of the process.
Suppliers Inputs Process Outputs Customers

30. SIPOC Diagram
Looking
for new
customer
Find
customer
needs
Identify
critical
needs
Develop
prototype
Test prototype
& go to
Production
Suppliers Inputs Process Outputs Customers Requirements
•Row materials
•Sources
•Manufacturers
•Suppliers
•Manpower
•Resources
•Equipment
•Product
•Timely delivery
•Increased
quality
•Young people
•Students
•Service
holders
•Customer
satisfaction
•Expected quality
•Reduced backlog

31. Understanding
Customers Need
KANO model for analyzing customer
needs and product requirements
because
1. We need to satisfy the customer and
2. Not all needs are equal
Developed by Noriaki Kano and
team in 1984 to :
-Categorize and prioritize customer
needs
-Guide product development
- enhance customer satisfaction

32. KANO Model
Delighted
Done
Very
Well
Disgusted
Done
poorly
Basic needs
“Must be”
Performance needs
Stated, more is better
Attractive needs
(delighters)
Unspoken , not
expected
Include these in your
product
requirements.
No choice
Choose the right set
at the right level to
ensure an attractive
competitive product.
Pick 1-2 for customer
delight and
competitive
differentiation

33. Voice Of Customer
The voice of the customer is a Six Sigma strategy used to capture
requirements and feedback from the customer and to meet their
requirements.
There are two approaches we gather Voice of Customer
Reactive Approach
• Looks at historical data to
determine issues, unmet
needs, problems and interests
of former customers.
oCustomer complaints
oCustomer service calls
oProduct return information
oWarranty claims
oWeb page activity
Proactive Approach
•Verify conclusions of reactive
research.
•Determine interests and
unmet needs of future
customers
oSurveys
oInterviews
oMarket research
oBenchmarking
oObserve customer

34. VOC Technique
Listen
LISTEN
To
Customer
Survey
Interview
Focus
Groups
OBSERVE
Customer
Behavior
Focus Groups
Go & See
Ethnography
Studies
Observe

35. Affinity Diagram
An affinity diagram is an analytical tool used to
organize many ideas into subgroups with common
themes or common relationships. This method was
developed by a noted Japanese anthropologist in the
1950s called Jiro Kawakita.
Step 1
First, write down the
problem. Then quietly
put ideas, data, etc. on
cards. This is not like a
typical brainstorming
session where people are
very vocal about their
ideas.

36. Affinity Diagram
Step 2
Quietly put into
homogeneous groupings
Step 3
Develop affinity heading
cards. For example, there
is a homogeneous
grouping for human
resources related items.
Step 4
Put the groupings into
the order of the process.
For example , employees
get hired, they first start
off with human
resources

37. Critical to quality
A Critical to quality is a specific measurable characteristic of a
product or service that fulfils the expressed requirement of the
customer. CTQ performance must exceed specifications to satisfy the
customer.
Taste
Rich 1.1<TDS>1.3
Not acidic Extractions> 18%
Not bitter Extractions<22%
Customer wants
"Good Coffee
Temperature
Optimum Drinking
Temperature
>140 *F
<176*F
Cost
Price tk.120
We need to Translate VOC to CTQs
Hard to Measure
Need
Drivers Easy to
Measure
Specific
ation
CTQ

38. Why Stakeholder Analysis?
Stakeholders : anyone impacted by our project.
Stakeholders can be inside and outside the
organization .
•Provide resources
•Give advice
•‘Lobby’ for your cause
•Break down barriers
•Accelerate and improve results.
•Withhold resources.
•Withhold expertise
•Create barriers
•Delay and sabotage
•Convince others to withhold
support
For
Against

39. Stakeholders Analysis
Stakeholders analysis is a critical because it influences: resources , solutions
and ultimately project success.

40. Project Charter
In the Define phases of DMAIC we need to have all the team
members are agreed to the project and the approval and sponsor
from the top management.
We do put all the
details of the project
and planning for the
project in the
project charter
which shows the
overall activities at a
glance.
Project Charter is a good executive communication tool

41. Measure
The goal of the measure phase of a Six Sigma DMAIC project is to get
as much information as possible on the current process so as to fully
Understand both how it works and how well it works. This entails three
key tasks: creating a detailed process map , gathering baseline data and
summarizing and analyzing the date .
Activities
1. Ensure good measurement
system
2. Measure current performance
3. Map the process and identify
all variables that can affect
performance .
4. Prioritize process inputs .
5. Basic statistics.
6. Determine current process
capability.
Tools and techniques
1. Process map
2. Value stream map
3. Defect per million
opportunity
4. Interrelation diagram
5. Activity network diagram
6. Matrix diagram
7. Tree diagram
8. DPU, DPMO,PPM and RYT.

42. Process Mapping
What is process mapping ?
Graphical illustration of the work process.
What does process map does ?
1. Listing activities in sequential order.
2. Assigning activities to people in the company.
What are benefits of process mapping?
Identify major tasks
Identify sequence of tasks
Identify accountability of task
Identify process inputs that affect process
output
SIPOC
Flow
chart
Process
map

43. How inputs turn outputs
Listing activities in sequential order
Allows us to see whether value is being added to the process
Example Manufacturing company that does furniture
Fabrication Assembly
Quality
Assurance
Raw
materials
pieces of
Furniture
Assembled
Furniture
Quality assured
assembled Furniture
Inputs
Outputs

44. Process Mapping
Assigning activities to people in the company
It is better to give people responsibilities for their work that’s how we
can find out the who is responsible for what
Fabrication
Assembly
Quality
Assurance
Raw
materials
pieces of
Furniture
Assembled
Furniture
Quality assured
assembled Furniture
Start
End
Fabrication
Team
Assembly
Team
Quality
Team

45. Value Stream Mapping
Value stream map is
1. Directed extension of a process map
2. Contains enough information to determine value and
waste.
Fabrication Assembly
Quality
Assurance
Fabrication
Cutting Drilling Sanding
Raw
Materials
Pieces of
Furniture
Raw
Materials
Cutting
Team
Drill
Team
Sanding
Team
Rough Pieces
Drilled Rough Pieces
Pieces of
Furniture

46. Cycle time and Lead time
Through Value Stream Mapping we get to know
1. How long does it take the responsible person to complete the activity is know as cycle time
2. How long for the responsible person starts the activity this is known as lead time or wait time
Lead time : total amount of
time between the previous
activity finishing and current
activity starting
Cycle time : total
amount of time current
Activity takes .
Cutting
Drilling
Sanding
Raw
Materials
Rough Pieces
Drilled Rough Pieces
Pieces of
Furniture
Start
End
Cutting
Team
Drill
Team
Sanding
Team
30 mint
30 mint
30 mint
180 mint
15 mint

47. Scaling Defects
Defects per Units (DPU), Defects per Opportunity(DPO) and
Defects per million Opportunity(DPMO) are metrics that express
how our products or process is performing , based on the number
of defects. Choosing the appropriate quality metric helps us
address performance against customer expectations..
Defects per Units(DPU) : Defects per unit(DPU) is the number of
defects in a sample divided by the number of units samples.
Defects per Opportunity (DPO) : Defects per opportunity is the
number of defects in a sample divided by the total number of
defect opportunity.
Defects per million Opportunity (DPMO) : Defects per million
opportunities is the number of defects in a sample divided by the
total number of defect opportunities multiplied by 1 million.

48. Defects Per Unit
How to calculate defects per Units
For example:
We are producing mango juice for customers. Lets say , each order is considered a unit.
Fifty orders are randomly selected and inspected and the following defects are found.
1. Two orders are incomplete.
2. One order is both damaged ad incorrect.
3. Three orders have wrong way labeled.
So , we get like , six of the orders have problems and there are a total of 7 defects our of
the 50 order sample.
Therefore ,
DPU= Number of Defects in a sample 7
Number of Units 50
= 0.14
Each unit of production on average contains this number of
defects.

49. Defects per Opportunity
How to calculate Defects per Opportunity
For example
For each number of mango juice there could have four defects – Damage,
incorrect, incomplete and wrong way labeled. Therefore , each order has
four opportunity . Fifty orders are randomly selected and inspected ad the
following are found .
1. Two orders are incomplete.
2. One order is both damaged ad incorrect.
3. Three orders have wrong way labeled.
Six of the orders have problems, and therefore there are a total of 7 defects out of
the 200 opportunities(50*4). Therefore
DPO = Total number of Defects 7
Total number of opportunities 200
= 0.035

50. Defects Per Million Opportunities
How to calculate Defects per Million Opportunity
For example
For each number of mango juice there could have four defects – Damage,
incorrect, incomplete and wrong way labeled. Therefore , each order has
four opportunity . Fifty orders are randomly selected and inspected ad the
following are found .
1. Two orders are incomplete.
2. One order is both damaged ad incorrect.
3. Three orders have wrong way labeled.
Six of the orders have problems, and therefore there are a total of 7 defects out of
the 200 opportunities(50*4). Therefore
DPMO= Total number of Defects 7
Total number of opportunities 200
= 35,000* 1 Million
For every 1 million production we will have 35,000 defects

51. Rolled Throughput Yield
Rolled throughput yield is the probability that a single unit can pass through
a series of process steps free of defects.
It is a traditional practice for organization to judge the effectiveness of their
processes by calculating rate at the end of the process .
For example : if 100 items and of those 100 items 99% pass inspection that
does not mean it is at a level of Six Sigma . Lets have a look at the processes
Step 1 Step 2 Step 3 Step 4 Step 5
Yield 97% Yield 82% Yield 91% Yield 82% Yield 99%
Now we have stage 5 has got 99% but this is not the real case , the rolled
throughput yield is not an average of the yields of steps 1 through
5.instead, to get the actual yield, we multiply all of the yields together.
0.97 * 0.82 * 0.91 * 0.82 * 0.99 = 0.57 * 100 = 57% RTY

52. How It Breaks Down
Step 1 : 97% yield. That means that 97 of the 100 move to step 2
Step 2 : of those 97, only 79 (82%) go to step 3
Step 3 : of those 79, only 71 (91%) go on to step 4
Step 4 : of those 71, only 58 (82%) go to step 5
Step 5 : of those 58, only 57 (99%) go to the shipping department .
The worker in the shipping department, who is not aware of the failures
upstream, is likely to report that the process is producing at 99% effectiveness;
when in reality, the rolled throughput yield is only 57% and as such
opportunities are missed.
0.97 * 0.82 * 0.91 * 0.82 * 0.99 = 0.57 * 100 = 57% RTY

53. Activity Network Diagram
An activity network diagram is a diagram of project activities that shows
the sequential relationships of activities using arrows and nodes.
Suppose the team is tasked with improving
the process of building a house . The team
lists the major steps involved- everything
from the excavation step through the
landscaping step
Now :
Define Activities
Excavate , Frame, Roof,
Exterior Interior,
Electricity Masonry
Landscape, Foundation
Sequence Activities
A. Excavate
B. Foundation
C. Frame
D. Electrical
E. Roof
F. Masonry
G. Interior
H. Exterior
I. Landscape
Estimate Activity
Duration
A. Excavate 5 days
B. Foundation 2 days
C. Frame 12 days
D. Electrical 9 days
E. Roof 5 days
F. Masonry 8 days
G. Interior 10 days
H. Exterior 7 days
I. Landscape 5 days
Estimate Activity
resources
1. What kind of effort
are we thinking
about
2. How man people do
we think we need
3. What skills level are
you looking for.

54. We can develop a Gantt Chat to develop schedule for
the project management where everyone will have
the visibility of total work progress.
The schedule pulls all of the
information together to measure the
expected project end date.

55. Interrelationship Diagram
An interrelationship diagram shows graphically the cause-and-effect
relationships that exist among a group of items , issues, problems or
opportunities .
A local physicians
group is
experiencing a
relatively high
number of patient
complaints regard
the lack of returned
phone calls .
“overly optimistic promise dates” for follow-up calls” is a key issue and would cause patient
to expect a phone call faster that the group believes it can deliver it.

56. Example of Interrelationship Diagram
The basic idea is to count the number of “in” and “out” arrows to and from a
particular issue and to use these counts to assist us in prioritizing the issues.
What factors contribute to student success?

57. Analyzing
In the analyze phase, data collected during the measure phase is reviewed.
Both the data and the process are analyzed , in a n effort to narrow down and
verify the root causes of waste and defects.
Activities
1. Define performance objectives
2. Identify value/non-value added
process steps
3. Identify source of variation
4. Determine root causes
5. Identify significant process
inputs.
Tools and techniques
1. Histogram
2. Root cause analysis (fishbone
diagram )
3. 5 whys
4. 5w’s and H method
5. Regression analysis
6. Hypothesis analysis
7. Run chart
8. ANOVA analysis
9. Fault tree diagram

58. Root Cause Analysis
Root cause analysis is a useful process for understanding and solving a problem,. Figure
out what negative events are occurring. Then, look at the complex systems around those
problems, and identify key points of failure. Finally, determine solution to address
those key points, or root causes.

59. Cause and Effect Diagram
A cause effect diagram is a graphical tool for displaying a list of
causes associated with a specific effect. It is also known as a
fishbone diagram or an Ishikawa diagram(created by Dr. Kaoru
Ishikawa, an influential quality management innovator).
Man Machine Material
Method Measurement
Mother
Nature
Causes Effect
Causes are usually grouped into major categories to identify these
sources of variation. The categories typically include:
1. Man 2. Machine 3. Material
4. Method 5. Measurement 6. Mother Nature

60. Fishbone Diagram
From the example we can
see that ,
There are many reasons
for missing the bus we did
the fishbone analysis to
find out the possible
reasons behind the effects
and we know the causes of
missing bus.
This is how we can find
out the reasons behind the
effects.

61. Fishbone Analysis
13.20%
Productivity
loss in
manufacturing
Method
Machine
Man
Operators
are not
following
work
instruction
Shortage of
Raw
material
Worn-out
parts of
capping
machine
Inaccurate
visual
detection of
vision
camera
sensor
Example

62. Pareto Chart Analysis
0%
20%
40%
60%
80%
100%
120%
0
200
400
600
800
1000
1200
1400
Amount
Cumulative Pct
Series2
Expense Amount Cumulativ
e pct
Rent 1200 47%
Car Payment 500 66%
Groceries 400 82%
Gas 300 93%
Mobile Phone 100 97%
Cable 70 100%
We are already know the history of Pareto chart. It helps to find
out the 20% factors that cause 80% problems. Through the Pareto
chart we can focus on that 20% factors and can improve the
process.

63. 5 Whys Analysis
To solve a problem effectively , we need to drill down to identify
the underline cause so Sakichi Toyoda 5 why’s techniques is the
simple but very powerful tool for quickly uncovering the root of
a problem.
Sakichi Toyoda, one of the fathers of the Japanese
industrial revolution, developed the technique in
the 1930s. He was an industrialist, inventor and
founder of Toyota Industries. His technique
became popular in the 1970s and Toyota still
uses it to solve problems today.
Sakichi Toyoda

64. 5 Why’s Example
To use it we start with the problem we are facing then keep
asking why until we discover the root cause .
Why ?
Forget to
replace
them

65. 5WH Analysis
5WH Analysis is a problem definition technique which works by asking 6
questions about a defect or any other problem.
What : create adequate precise description.
Who : individuals associated with the problem?
When : at what moment, frequency?
Where : locations of the problem ?
Why : already known explanations contributing to the problem?
How : mode, situation , procedure of the problem?
What
Concept
Who
People
When
Situation
Where
Business
Practice
How
Method
Why
Objectives
Problem Statement

66. Improve Phase
The goal of the DMAIC improve Phase is to indentify a solution
to the problem that the project aims to address. In this phase we
will be trying to look for solution of the problem that was
identified in the analysis phase.
Activities
1. Consolidate our analysis.
2. Generate solutions
3. Create an implementation plan.
4. Implement the solutions.
Tools and Techniques
1. Brainstorming
2. Kaizen
3. 5s
4. Mistake proving Poke Yoke
5. Failure mood and effects
analysis (FEME).

67. Brainstorming
Brainstorming is group creativity technique by which
efforts are made to find a conclusion for a specific
problem by gathering a list of ideas spontaneously
contributed by its members.
Effective Brainstorming includes
Collect as many ideas as possible.
All ideas are welcome no matter how silly it is.
No Discussion during Brainstorming
Do not criticize or judge . Do not even groan, frown , or laugh
Do “Piggyback” or build on other ideas.
Go for quantity over quality- the ore creative ideas the better.

68. 5S Improvement System
5s is the name of a workplace organization method that uses a list of
five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke.
Better visual management
Improved safety
Improved quality
Improved Productivity
Boosted Morale
Improved Company Image

69. 5S Explanation
It is a system to reduce waste and optimize productivity through maintaining
an orderly workplace and using visual cues to achieve more consistent
operational results.
Sort Straighten Shine Standardize Sustain
Eliminate
Unnecess
ary
Items
from the
workplace
Arrange
items so
that they
are easy
to use,
find and
put away
Keep the
items and
work area
neat and
clean
Create a
consistent
approach
to tasks
and
procedures
Make a
habit of
maintainin
g the
correct
procedures

70. Kaizen (Continuous Improvement)
Kaizen is a Japanese philosophy that focuses on continual improvement
throughout all aspects of life. Kaizen aims to eliminate waste in all systems
of an organization through improving standardized activities and
processes.
The continuous cycle of Kaizen activities has seven phases
1. Identify an opportunity
2. Analyze the process
3. Develop an optimal
solution
4. Implement the solution
5. Study the results
6. Standardize the solution
7. Plan for the future

71. Kaizen Process

72. 14 Rules of Kaizen
1. Keep an open mind to change
2. Maintain a positive attitude
3. Create a blameless environment
4. Encourage non judgmental thinking.
5. Be aware of multiple alternatives
6. Treat other as you would want to be treated.
7. Respect and involve all team members
8. one person, one vote.
9. Create a team environment
10.No such thing as a dumb question
11. Create a bias for action
12. Creativity before capital .
13. Never leave in silent agreement
14. Have fun doing it

73. Kaizen Example
Before Kaizen
After Kaizen
One office that processes expense reports for a company held a
day-long Kaizen event to analyze and improve the cycle time.
The analysis showed hat expense reports spent most of their tie in
“queue” just waiting for someone to sigh them . Then we apply
Kaizen .

74. Zero Defect Policy
The goal is to understand like concept and practice of zero
defects and how to develop Poke – Yoke to eliminate these
defects .
Typically defect rates are tracked by
1. The point at which defect is discovered
2. The point at which defect occurred.
Attitude toward defects should be
1. I do not accept defects
2. I do not make defects
3. I do not pass on defects.

75. Poka-yoke Technique
Poke-yoke is a technique for avoiding simple human error in the
workplace. It is also know as mistake-proofing and fail-safe work
methods. Poka-yoke helps preventing errors obviously improves
quality, but it also plays a major role in improving productivity with
no rework, and easier production, cycle times and lead times both
become much shorter. And, of course, faster production with fewer
defects means lower cost.
Potential Benefits for using Poka-yoke
1. Elimination of set-up errors and improved quality.
2. Simplified and improved housekeeping
3. Increased safety.
4. Lower costs
5. Lower skill requirements
6. Increased production flexibility .
7. Improved operator attitudes .

76. Example of Poka-yoke

77. Failure Modes and Effects Analysis
Goals :
1. Reduce risk of failure
2. Ensure failures are detectible
3. Prevent failure from happing
Failure Mode and Effects Analysis (FMEA) is a structured approach
to discovering potential failures that may exist within the design of
a product or process. Failure Mode and Effects Analysis is designed
to identify, prioritize and limit these failure modes.
Why?
Keep track of potential failure and
countermeasures to reduce the risk

78. Failure Mood and Effect Analysis Process
Identify modes of failure (Example car will not stop).
Identify consequences and related systems for each mode.
Rate the severity of each effect.
Identify potential root causes for each failure mode.
Rate the probability of occurrence of each root cause.
Identify process controls and indicators.
Rate detectability of each mode.
Calculate risk priority and criticality .
Design to mitigate high risk or highly critical failure and reassess to ensure
goals have been achieved.
p
r
o
c
e
s
s

79. Example of FMEA
Mode of
Failure
Cause Effects Frequency Severity Detection RPN
Card
Printed
incorrectly
Incorrect
informatio
n provided
Card must
be reissued
3 8 5 120
Informatio
n
incorrectly
entered in
database
Card must
be reissued
5 8 5 200
A professional association is concerned about he process it uses to issue
membership cards. They decide to conduct an FMEA of the process and
part of the FMEA is given below.
The frequency shows how likely this cause is to occur.
The severity value shows how significant the impact is.
The detection value measures how likely this mistake is to be detected.
The Risk
Priority
Number(R
PN)
indicates
which one
should be
given
priority for
action.

80. Control Phase
The control phase is the final phase of
lean six sigma. The team focuses on how
to sustain newly achieved improvements
by passing it onto other employees .
Activities Tools and techniques
•process control plan
•Monitoring and response plan
•Documentation and story board.
•Integrate and manage solutions in
daily work processes
•Integrate lessons learned
•Control chart
•Standard operating procedures
•Visual process control
•Total productive management
•Lean accounting

81. Standard Operating procedures
A standard operating procedure is a set of writing instructions that
document a routine activity that is to be followed by member of an
organization .standard operating procedures are essential parts of good
quality systems .
For example :
SOPs for
washing Hands
Inadequate SOP
1. Wet hand and forearms.
2. Thoroughly apply the soap
3. Lather the hands and forearms
4. Continue to lather and scrub
5. thoroughly rinse forearms and hands
6. Dry hands and forearms thoroughly

82. Better SOPs
1. Wet hands and forearms whit warm, running water (temperature should be 100
F)
2. Thoroughly apply the soap from the forearms to the hands
3. Lather the hands and forearms. Be sure to get soap under fingernails and between
fingers.
4. Continue to lather and scrub for at lease 10 seconds.
5. Thoroughly rinse forearms and hands with clean water. No remaining soap
should be visible on the forearms, hands or under nails .
6. Dry hands and forearms thoroughly with single-use paper towels
7. Use the paper towel to turn off the water and use the same paper towel to open
the door as you exits the restroom
This SOP provides more specification.

83. What is Run Chart
A run chart is used to monitor the behavior of a variable over time for a
process or system. Run charts graphically display cycles, trends, shifts, or
non-random patterns in behavior over time.
Date
What does a run chart do?
•Monitor processes
•Compare
•Focus attention
•Track information
Run charts can help identify problems and the time when a problem occurred, or
monitor progress when solutions are implemented.

84. Run Chart Example

85. Run Chart Example
Trend
Shift >= 6
Astronomical

86. Background of Control Chart
Control charts, also know as Shewhart Chart or process-behavior
charts , in statistical process control are tools used to determine if a
manufacturing or business process is in a state of statistical control
Walter A, Shewhatt
Walter Andrew Shewhart (1891-1967) was an Americal Physicist,
engineer and statistician, sometimes known as the father of
statistical quality control and also related to the Shewhart cycle.

87. Control chart
A control chart represents a picture of a process over time. To effectively use
control chart, we must be able to interpret the picture. Through the control
chart we will be able to find out whether our process is stable or out of
control.
Three characteristics of a process
that is in control are :
1. Most points are near the
average
2. A few points are near the
control limits
3. No points are beyond the
control limits

88. Control Chart interpret
Points beyond the control limits
A special cause is present in the process if
any points fall above the upper control
limit or below the lower control limit.
Settings the zone
The first steps is divide the control chart
into zones. this is done by dividing the
area between the average and the upper
control limit into three equally spaced
areas. This is then repeated for the area
between the average and the lower
control limit.

89. Continue
Setting the zone A
A special cause exists if two out of
three consecutive points fall in zone a
or beyond. The test is applied for the
zone a above the average and then for
the zone a below the average.
Setting the zone B
A special cause exist if four out five
consecutive points fall in zone B or beyond.
Setting the zone C
A special cause exists if seven consecutive
points fall in zone c or beyond.

90. Stratification test
Stratification (a special cause)
exists if fifteen or more
consecutive points fall in zone
C either above or below the
average. The points tend to hug
the centerline.
Test for Mixtures
A mixture (a special cause ) is present if
eight or more consecutive points lie on both
sides of the average with none of the points
in zone c.

91. Rule of Seven Test
The following test state that an out of control situation is present if
one of the following conditions is true.
1. Seven points in a
row above the
average
2. Seven points in a
row below the
average
3. Seven points in a
row trending up or
4. Seven points in a
row trending
down.

92. Common Cause and Special Cause

93. By interpreting the control chart we will be able to find out the
problem in the work process and able to look for the solution.
Summary of Control Chart
Common cause Variation
Special Cause
Variation
Upper control
Limit
Lower control
Limit
Average /
Mean

94. Total Quality Management
TQM is a comprehensive and structured approach to organizational
management that seeks to improve the quality of products and
service through refinements in response to continuous feedback.
Planning
and
organiza
tion
Team
work and
involvem
ent
Working
Together
Training,
tools and
techniqu
es
Measuri
ng and
feedback
Top
Manage
ment
support
TQM
Approach
TQM can be a powerful
technique for
unleashing employee
creativity and potential,
reducing bureaucracy
and costs, and
improving service to
clients and the
community.

95. Total Productive Maintenance
It is a company wide, team based effort to improve output
quality through equipment care and to improve overall
equipment effectiveness.
Total : All employees are involved
and it aims to eliminate all
accidents , defects and
breakdown.
Productive : actions
performed during production
and troubles for productions are
minimized .
Maintenance : keep in good condition and improve overall
equipment effectiveness.

96. Total Productive Maintenance
Goal
 Maximize overall equipment effectiveness (OEE) by
minimizing equipment related losses.
 Provide a system of comprehensive maintenance for
the life cycle of equipment.
 Involve departments that plan , design use, and
maintain the equipment
 TPM is proactive
1. preventive Maintenance
2. predictive Maintenance

97. House of Quality
(Quality Function Deployment)
The house of quality is the first matrix in four-phase Quality Function
Deployment(QFD) process. It is called the house of quality because if the
correlation matrix that is roof shaped and sits on top of the main body of
the matrix
Benefits of House of quality
1. Service offerings are built and
prioritized on objective
customer needs and
requirements
2. Increased customer
satisfactions and loyalty
3. Increased customer
utilization , sales and share of
wallet

98. Quality Function Deployment
Example
How to use
Step 1. determine
customer
requirements.
Step 5.
Complete the house
of quality with the
conflicts and
synergies matrix.
Step 4. complete the
correlation matrix.
Step 3. prioritize
customer requirements
using the following
point scale : high/strong,
medium/moderate and
low / weak .
Step 2. determine
the fictional
requirements.
A local bank is interested in improving the training
of its teller then we get data from critical-to-quality
tree and establish House of quality

99. Lean Accounting
Lean accounting is the general terms used for the change required
to a company’s accounting, control, measurement, and
management processes to support lean manufacturing and lean
thinking.
Lean accounting attempts
to provide opportunities
to correctly capture the
value of improvements
resulting from lean
activities and projects.

100. Summary