The document provides an overview of a Lean Six Sigma Yellow Belt certification program that takes place over two days. Day 1 covers customer satisfaction, quality, and Lean thinking. Day 2 focuses on Six Sigma methodology and Lean Six Sigma project methodologies, concluding with certification. The document then discusses various quality management topics like understanding quality, importance of quality, quality failure causes, responsibility for quality, and improving quality through tools like A3, 8D, FMEA, 5S, and quality circles.

1. Lean Six Sigma
Yellow Belt
Certification
1

2. Agenda
Two-Day Program
Day 1
• Session 1: Customer Satisfaction & Business
Transformation with Quality
• Session 2 : Quality & Lean Thinking
Day 2
• Session 3 : Six Sigma Methodology
• Session 4 : Lean Six Sigma Quick-win Project
Methodologies
• Finally : Certification on 13th Jan 2018
2

3. Understanding Quality
• What is Quality???
• Conformance to requirements (Philip Crosby 1980s)
• Fitness for use (Joseph Juran)
• Quality is a never-ending cycle of continuous
improvement. -Deming
• Degree to which a set of inherent characteristics
fulfil its requirements (ISO 9000)
3
Quality is the ability of a Product or Service to meet
or exceed customer’s expectations consistently.

4. Why Is Quality Important?
• Quality:
• Emphasises on strategic management
• Customer centric
• Linked with profitability
• Competitive edge
• Integral part of strategic planning process
• Organization-wide commitment
4

5. Quality Failure
• Non-adherence to SOP
• Measuring system error
• Incorrect Data
• People Issues
• Communication Failure
5
Negligence

6. Who is Responsible for Quality?
6

7. Cost Impacted by Quality
When quality costs are initially determined, the
categories included are the visible ones as
depicted in the iceberg
7

8. In Reality
8
Hidden Quality Cost
incurred with chronic
problems

9. Quality Management
• A method for ensuring all activities necessary to design,
develop, and implement a product or service are effective and
efficient with respect to the system and its performance
9

10. How To Improve Quality?
• Creativity and Innovation
• Quality Walk and Practice
• Be an Operational Excellence Ambassador
• Participation in Quality Circles
• Initiatives to Quality Improvements
• A3, 8D,FMEA , 5S
• Using QC Tools
10

11. Creativity and Innovation
11

12. Quality Circles
• A small group of employees, who volunteer to meet
regularly to identify, analyse and solve work-related
problems concerning quality, productivity, safety, efficiency,
cost, working conditions, etc., & evolve recommendations to
improve effectiveness in the selected functional area.
• Basic Principles of Quality Circle:
• Every job is capable of being improved
• Every employee is capable of attaining excellence in
his work & has the basic ability to improve the job.
• Employees who do the job know best about the job;
they know the problems of the job.
12

13. Operational Excellence Ambassadors
• Who are Operational Excellence Ambassadors (OEAs)?
13

14. What Do OEAs Do?
• Problem Identification, Selection & Analysis
• Generation of alternative solutions
• Preparation plan of action
• Presenting solution to management
• Implementation of solution & achieving Results
14

15. Plan-Do-Check-Act
• An iterative four-step management method for the
control and continual improvement of processes and
products.
• Also known as the Deming Circle/Cycle/Wheel or
the Shewhart cycle.
15

16. Plan-Do-Check-Act
16

17. Tools To Improve Quality
• 7 QC Tools
1) Cause-and-effect diagram
2) Check sheet
3) Control chart
4) Histogram
5) Pareto chart
6) Scatter diagram
7) Stratification
17

18. Check Sheet
• A pre-designed format for organized collection of data
grouping of data into categories.
• When to use?
• How to use it?
18

19. Checklist
• A type of informational aid used
to reduce failure by compensating
for potential limits of human memory
and attention.
• Helps to ensure consistency and
completeness in carrying out a task.
• A list of items required
• Things to be done
• Points to be considered
19

20. Types of Checklists
• Task List
• Step-by-step procedures
• Troubleshooting Checklist
• Steps to be followed in order to solve
issues
• Co-ordination List
• List of people who need to sign
• Discipline Checklist
• Procedural check points
• To-do List
• Any time added pointers to remember
20
Data Types
* Count
* Yes/No
* Subjective
* Signatures

21. Checklists Exercise
• Do you have a checklist in your process?
21
Activity
Create a simple checklist of the
process you are handling

22. Histogram
• A bar graph that shows the number of data items that
occur within each interval.
22

23. Pareto Chart
• Named after Vilfredo Pareto
• A chart that contains both bars and a line graph, where
individual values are represented in descending order by
bars, and the cumulative total is represented by the line.
23

24. 80:20 Principle/Rule
24

25. How To Do A Pareto?
• Data To be Surveyed
• Results of survey data
• Sorting the Survey Data
• Top priority
• Cumulative data
• Plotting the Bar chart for Data
• Plotting the line chart for cumulative percentages
25

26. Case Study “Food Serving Survey”
26
Data Counts - survey data Data Counts - survey data Sorted Data

27. Case Study “Food Serving Survey”
27
Data sorted with % Distribution
Data enriched with
Cumulative % Distribution

28. Case Study “Food Serving Survey”
28
Dissatisfaction of Food
service for ABC

29. Cause and Effect Diagram
• A visual brainstorming tool to identify potential causes for a
problem
• Also known as a fishbone or Ishikawa diagram
29

30. Cause and Effect Diagram
30

31. Cause and Effect Diagram
Types of Cause Segregation Category.
• 5Ss (Service):
– Surroundings, Suppliers, Systems, Skills, Safety
• 4Ps (Generic):
– People, Procedures, Plant/Technology, Policies
• 6Ms (Manufacturing):
– Machine (technology), Method, Material, Manpower,
Measurement/Metrics, Mother Nature (Environment)
• 7Ps (Marketing);
– Product/Service, Price, Place, Promotion, People, Process,
Physical Evidence (or 4Ps –Underlined)
31

32. Lets Create A Fishbone
32
Activity

33. Fishbone
33
Activity
Create a fishbone for a problem
in the process you are handling

34. Lean Thinking
34

35. How Does Lean Work?
35

36. LEAN- Some myth
LEAN is a factory thing
LEAN will not work here
We tried it, it is another waste Quality event
5S is all about cleaning up your office or
workstation
We are different, it can’t apply to our business
Its an excuse to take our jobs away
Zero inventory
36

37. Lean Benefits
37
•Productivity
•Quality
•On-time delivery
•Capacity
•Profit
•Cost
•Defects
•Lead time
•Space
•Waste

38. How Does Lean Work?
38

39. Lean Principle of Working
39
Value
Value
Stream
Flow
Pull
Perfection
Define what is of Value to
the customer
Identify the Value Stream
/ Eliminate waste
Create a Constant
uninterrupted Flow
Produce based on
Demand
Continual improvement

40. To analyze the
customers wants
What is Value?
Value is
• What the customer wants.
• When they want it.
• In the expected quantity and quality.
40
To establish the
“customers
wants”
KANO
MODEL
QFD
QFD =Quality functional deployment

41. Value Add, Non-Value Add and Value
Enabling
41

42. What is WASTE?
• Any Activity that DOES NOT increase the
Market Form or Function of the Product or
Service based on the Critical Customer
Requirements.
42
These are things the Customer is
NOT willing to pay for.

43. VA & NVA
43

44. Waste - Definition

45. Wastes=DOWNTIME
45

46. Exercise: Waste(s) Identification
• Identify the waste(s) in your process
46
Activity
Create a list of activities which are non value added
in the process you are handling

47. Matrix to focus on reducing waste
after you identified it.
47

48. House of Quality =LEAN
48

49. Lean Building Blocks
49

50. 5S in Lean
• A workplace organization technique
• A Lean tool to which improves workplace efficiency and
eliminates waste.
• A way to involve employees in the ownership of their
workspace
50

51. 1. Sort
51
Eliminate not-needed items & perform initial cleaning
Establish criteria/handling of items
Identify not-needed items
Move not-needed items to holding area
Conduct a white-elephant sale
Conduct an initial cleaning
Separating the Needed from the Not-Needed

52. 2. Set in Order
52
A place for everything and everything in its place, clean and
ready to use
Arrange workplace for safety and efficiency
Identify key equipment and supplies
Determine location for each item
Outline locations and zones
Develop shadow boards, label items
Document layout, equipment, supplies

53. 3. Shine
53
Cleaning for Inspection
Perform daily cleaning & inspection to understand work
conditions
Identify points to check for performance
Determine acceptable performance
Determine visual indicators/controls
Mark equipment/controls
Conduct daily cleaning/inspections

54. 4. Standardize
54
Developing Common Methods for Consistency
Make abnormal conditions noticeable and document agreements
Identify points to check for performance
Document agreements and checks
Establish/document standard methods across similar work areas
Document new standard methods

55. 5. Sustain
55
Holding the Gains and Improving
Maintain the gains from other 5S activities and improve
Determine 5s Level of Achievement
Perform routine checks
Analyse results of routine checks
Measure progress and plan for continuous improvement

56. Visual Management
• Visible status and information boards
• Timely and consistent information available to all
• Improves communication
• Higher accuracy and less search-around time
56

57. What is a Value Stream Map?
• Visual Representation of a Value Stream or the
work process
• Helps Reveal Waste & Problems with the Flow
• It Establishes a common language to
document a Process
• Provides a blueprint for Improvement
57
What is required ?
Pencil & Paper Tool with lots of post its
Prerequisites of Value Stream Mapping
 Understanding the Process
 •Information and Material Flow
 •Data Driven Decision Process

58. Value Stream Mapping
58
A picture of the process from a product’s point of view

59. Value Stream Mapping
• All of value creating and non value-creating functions
required to bring an order to delivery
• A picture of the process from a product’s point of view
59

60. Poka-Yoke / Mistake Proofing
• Based on the concepts of Prediction and Detection
• Clearly targets Zero Defects, Right First Time (RFT), &
reduction of waste.
60

61. Mistake Proofing Methods
61

62. Exercise: Mistake proofing
• List down 10 things you have come across, where Poka-
yoke is already in place.
62
Activity

63. Kaizen
63
The first lead step to improvements

64. Kaizen
• Kaizen means Improvement
• Improvements Without
spending much by Involving
everyone from top to bottom
• Thinking with commonsense
“If you know the solution, go
fix it ”
64

65. Without Kaizen
65

66. With Kaizen
66

67. Continuous vs. Continual
67

68. Bottleneck???
68

69. Herbie The Bottleneck
69

70. 70

71. 71

72. 72

73. 73

74. Bottleneck???
74

75. Bottleneck Activity
Do you have bottleneck in your Process?
75
Activity
List Down the process Bottlenecks

76. Six Sigma
• A customer-focused continuous improvement strategy
• A statistics-based methodology to reduce variation &
eliminate defects (3.4 DPMO)in business transactions.
– A Methodology
– A Metric based thinking
– A Management system
– A Philosophy
76

77. Basic Statistics
• MEAN
• MEDIAN
• MODE
• VARIATION
• STANDARD DEVIATION
77

78. Six Sigma Process
78

79. Six Sigma
79

80. Defectives & Defects
• A Defective unit is that which
fails to meet customer
requirements or standards.
• Late order, incorrect invoice,
short-pay, etc…
• A Defect is any reason for such
a failure.
• Not filled correctly, incorrect line
item, transposed numbers, etc.
80
A Defective unit can have more than one Defect

81. Defectives & Defects
• In a week 350 offer letters
were sampled after being
sent to Customer
• Among 350 letters 161
Letters were found incorrect
(Defectives)
• Among The 161 Measured
there were 5 areas which
were filled incorrectly
(Defects) (Name, DOJ, Salary
components- Basic, HRA, Allowances )
81Defects are measured in DPU & DPMO

82. Six Sigma Level
• A measure of process capability
• Measured in SD from the process average (mean) to a
target or a specification limit (customer requirements)
• Each sigma level corresponds to a related DPMO value
82

83. Is 99% good enough?
83

84. Six Sigma Benefits
84

85. DMAIC Vs. DFSS(DMADV)
85
Design New products &
process to meet
Customer Requirement
Improve Existing Process to
meet and enhance the
Customer Needs

86. DMAIC
86

87. DMAIC Cycle
87

88. DMAIC – Steps & Tools
88

89. Function of Six Sigma
• So what are the Factors for a Great cup of coffee?
• Cup of coffee = f (coffee beans, water, milk)
• Outcome =
89
Y = f (X1;X2;X3;Xn)
Outcome = function of the factors of the process
x1 – Coffee Beans
x2 – Volume of Water
x3 – Volume of coffee Powder
x4 – Hardness of Water
x5 – pH levels of Water
x6 – Volume of Milk
xn …

90. VOC , VOB and VOE
90

91. Process Voice
• Creates a matrix of replays from all interested
parties of project
91

92. VOC & VOB Exercise
• Exercise on movie theater
92
Team A Customers
What services and/or
facilities would you expect
that may make you visit the
theater ?
Team B Owners
What services and/or facilities
do you want to introduce
which will make customers
visit the theater ?

93. CTPs & CTQs
93

94. Brainstorming
94

95. Brainstorming
95

96. Process ?
• A collection of related structured activities/tasks that
produce a specific service/product for particular
customer/user
• Converting the input into output for value generation
• Everything we do in our day to day life involves a process
• Writing ,Reading
• Ordering goods
• Cooking
• Travelling etc….
96

97. Process Map
• All process are to be represented in action flow interlinked
diagram of activities/tasks.
• Block Diagram provides a quick and uncomplicated view of
the high level process
97

98. Process Map
• Block to a detailed process map
98

99. Process Map
• Functional process maps
• Process maps can be built in a functional
(swim lane) format
99

100. SIPOC
• A business process diagram/model which integrates the
process from input to output with concentrating on
customer and suppliers
• Used from high level overview maps to low level
activity/task map
• Focuses not only on process but also on interactions and
risks
• SIPOC is also called as COPIS or CIPOC
100

101. Process Map Nomenclature
101

102. SIPOC: Making Coffee
102

103. Tip To create SIPOC
• Start with “How is/are Your Customer’s?”
• Move to “What are their Requirement’s?”
• Identify the Method / Process Flow “How you
are able to address /meet the requirement
‘s?”
• Next Identify the Inputs “What are the
Information, materials & tools required to do
the activity ?”
• Finally “ Who are the Supplier for the inputs?”
103

104. SIPOC: Your Process
104
Activity

105. Problem Statement
105

106. Problem Statement
Defines the problem precisely:
– What is the problem all about?
– Where exactly does the problem exist?
106

107. 5 Why
• Why-Why
• 5-Why is an iterative, interrogative technique to explore cause-
and-effect relationships underlying a particular problem.
• Primary goal is to determine root cause of a defect/problem by
repeating the question "Why?"
• Each answer forms the basis for the next question.
107

108. 5-Why Analysis
108
Root Cause !!!

109. Exercise: 5 Why
109

110. 5W 2H Analysis
110

111. Affinity Diagram
• A tool that aims to organize data, ideas, and findings into
groups.
• Each item is written on a sticky note such as Post-its and
these notes are sorted into categories.
111

112. Problem Selection
• Gather ideas around the subject
• Group into relevant categories
• In Frame/Out of Frame
• Prioritise ideas based on voting
112

113. Data Collection Methods
• Data collection methods include monitoring and
mapping the attribute and variable measurements of the
process
113

114. Why Lean Six Sigma
114
Lean & Six Sigma are synergistic & both
focus on delivering VALUE to customers.
LEAN does this by focusing on FLOW &
WASTE ELIMINATION
Six Sigma does this by focusing on
VARIATION REDUCTION

115. Process Improvement Program
A Comparison
115

116. Benefits of Lean Six Sigma
116

117. Benefits of Lean Six Sigma - Contd
117

118. Performance
Improvement
QCD to LSS
118
Delivery
Cost
Quality
Lean
Waste removal
Six sigma
Variation Reduction

119. Types of Project in Lean Six Sigma
119

120. Types of Project in Lean Six Sigma
Quick Win
• Implementation of a simple solution to a known issue
• The problem is contained in one department, the
root cause is known and the fix is painless
• Also called “Just-Do-It” or Fast Track
Process Improvement
• Incremental reduction of defects, cycle time or cost
• The presenting issue has an unknown cause and
solutions are not predetermined
• Also called DMAIC, Lean, or PDCA
120

121. Types of Project in Lean Six Sigma
- Contd
Process Design
• Creation of a brand-new, non-existent process
• There is no existing process to analyze which require
benchmarking and collection of VOC
• Also called DFSS or DMADV
Process Redesign
• Overhaul of non-capable, existing process
• The process exists, but incremental improvements will
not be able to satisfy requirements
• Also called Reengineering or DMAIC
Infrastructure Implementation
• Establishment of key measurement systems
• Monitoring of process capability and VOC are
established to better focus improvement efforts
• Also called Process Management
121

122. Roles In Six Sigma
122

123. Steps Followed In Quick-win
Projects
• Understand the process
• Map the process
• Identify the problem area
• In scope – Out scope
• Identify the root cause
• Identify whether the solution is known and can be
implemented
• Consider the mode of implementation (easy ,fast ,cost,
reversibility and in team controls)
• Plan the implementation process (not more than 20 days)
123

124. Tools for a Quick-win
• When to select Quick wins
• Quick Win Implementation Plan
124

125. Tools for a Quick-win - Contd
• Quick Win Approval Document
125

126. Tools for a Quick-win - Contd
• Quick Win Result Display Document
126

127. Tools for a Quick-win - Contd
• Tools of RCA that can be used For Quick wins
– 5why
– 5W 2H
– A3,8D
– FMEA
– Fishbone Diagram
– Poka-yoke
• Tools That guide to Quick wins
– SIPOC and Process maps
– VOC-VOB –process voice
– Pull System
– Kano Model
– Gemba Kaizen
– QFD ,DOE ,Trixz Models (advanced tools)
127

128. Quick-win
• Quick Win Result
128

129. TL Quick-win Project
• Now its time to put your skills to work
• Go back to your team/ process
• Do the following exercise (50% of your assessment score)
– Your customer of the process.
– Process map (SIPOC/flow chart).
– CTPs and CTQs of process.
– Conduct the time study of your process.
– Identify the problems in process.
– Try to identify the root cause of the process
(recommended)
– Identify and optimize the process based on the results
(optional)
129

130. • Use as number of tools as possible and get results
• The activity of presentation are as below
• 6 Page Presentation
– Team data
– Project Charter
– Process Map
– Problem Identified
– RCA Method
– Conclusion of Project/Result of Activity Done.
130
TL Quick-win Project - Contd

131. Can We Do A Quick-win Project?
131
Activity
Part of staged Assessments

132. Questions?
132

133. Examination
• Duration:
– 1 hour (60 minutes)
• Number of Questions & Format
– 50 questions,
Open book Assessment
Questions test candidates on LEAN & Six Sigma
principles, process & precepts (from the training only)
• Passing Score
– 70% (21 Q&A Correct) No negative scoring
• 50% of Score from assessment activity
133

134. Goals For Next Meet:
• Project Presentation
• Used Tool Explanation
• Certification Examination (Now)
134
The Date for
Presentations will
be announced for
Individuals

135. Assessments
• Who are your Customers & Suppliers ?
• SOP in your Process ?
• SIPOC map in your Process?
• Checklist in your Process?
• Waste identification in your process ?
• Cause and Effect diagram (Fishbone) for a problem in your
Process.
• 5 why analysis after the Fishbone (5w2h)
• 10 Poka yoke Devices.
• Bottlenecks in your Process?
• Quick Win Project (staged assessments)
135

136. Thank You!
136
Assessments to be sent @
- ts.harsha@teamlease.com
- pradeep.karunakaran@teamlease.com