6 Sigma Green Belt Introduction English

7/29/2019 6 Sigma Green Belt Introduction English

1/21

1

SIX SIGMA GREEN BELT TRAINING

INTRODUCTION TO


2/21

2

Six Sigma has evolved over the last two decades andso has its definition. Six Sigma has literal, conceptual,

and practical definitions.

Six Sigma has three different levels:

1. As a metric

2. As a methodology

3. As a management system

Essentially, Six Sigma is all three at the same time.

WHAT IS SIX SIGMA?


3/21

3

The term "Sigma" is often used as a scalefor levels of "goodness" or quality. Using

this scale, "Six Sigma" equates to 3.4

defects per one million opportunities(DPMO). Therefore, Six Sigma started as

a defect reduction effort in manufacturing

and was then applied to other business

processes for the same purpose.

Six Sigma as a Metric


4/21

4

SIGMAS

DEFECTS PER

MILLION

OPPORTUNITIES

(DPMO)

QUALITY

%

1 691,463 31

2 308,538 69

3

66,807

93

4 6,210 99.38

5 233 99.977

6 3.4

99.9997

Six Sigma as a Metric
http://localhost/var/www/apps/conversion/tmp/scratch_1/Calculate%20Sigma.exehttp://localhost/var/www/apps/conversion/tmp/scratch_1/Calculate%20Sigma.exe


5/21

5

Six Sigma is a business improvement methodology thatfocuses an organization on:

Understanding and managing customer requirements

Aligning key business processes to achieve those requirements

Utilizing rigorous data analysis to minimize variation in those processesDriving rapid and sustainable improvement to business processes

At the heart of the methodology is the DMAIC model for process

improvement. DMAIC is commonly used by Six Sigma project teams and is

an acronym for:

Define opportunity

Measure performance

Analyze opportunity

Improve performance

Control performance

Six Sigma as a Methodology


6/21

6

TheDMAICModel

Define Control

Measure ImproveAnalyze

Voice of the Customer

Institutionalization

Six Sigma as a Methodology


7/21

7

(Six Sigma as a Methodology)


8/21

8

When practiced as a management system, Six Sigma is a high

performance system for executing business strategy.

Six Sigma is a top-down solution to help organizations:

Align their business strategy to critical improvement efforts

Mobilize teams to attack high impact projects

Accelerate improved business resultsGovern efforts to ensure improvements are sustained

The Six Sigma Management System drives clarity around the business strategy

and the metrics that most reflect success with that strategy.

It provides the framework to prioritize resources for projects that will improve themetrics, and it leverages leaders who will manage the efforts for rapid, sustainable,

and improved business results.

Six Sigma as a Management System


9/21

9

Six Sigma as a Management System

PROCESSES

TOOLS

SKILLS

TRAINING

LEAN SIGMA(DMAIC +)

Integrated Improvement

Y1

y1

VOICE OF...Market

CustomerEmployee

Business

FEEDBACK

CORE & ENABLING PROCESSES

PROCESSMAPS SYSTEMS

EXECUTION (PROCESS MANAGEMENT)

WORKOUTSIX SIGMA

LEAN SIGMA

STRATEGY

If new productor process

Big Ys

Sub Ys

PROCESS

DFSS (DMADV)Fundamental Redesign

D

R

IV

ES

SUP

POR

TS

Flexible Problem Solving Models

Y1

y1

VOICE OF... Market Customer Employee Business

BUSINESSOBJECTIVES

RESULTS:

Top-LevelIndicators

(Dashboards)

PROCESS

MAPSSYSTEMS

PROCESS IMPROVEMENT

STRATEGY

If new productor process

Projects

PROCESS

DFSS

D

R

IV

ES

SUP

POR

TS

PROCESS

CONTROL

ALIGNMENT

SIX SIGMA(DMAIC)

Incremental Improvement

GE WORKOUTQuick Wins

Accelerated Improvement

The power of the Lean Tools &Principles fully integrated intoDMAIC & DFSS

The power of the Lean Tools &Principles fully integrated intoDMAIC & DFSS
http://localhost/var/www/apps/conversion/tmp/AABWAY/AABWAY-ProposedBluePrint.ppthttp://localhost/var/www/apps/conversion/tmp/AABWAY/AABWAY-ProposedBluePrint.ppt


10/21

10

Six Reasons Why Business Leaders Love Six Sigma?

1. Six Sigma impacts the bottom line

2. Six Sigma drives strategy execution

3. Six Sigma generates robust, flexible business processes

4. Six Sigma improves human performance across the

enterprise

5. Six Sigma is highly scalable

6. Six Sigma is a low risk investment

Note: Robustness is the condition of a product or process design that remains

relatively stable with a minimum of variation even though factors that

influence operations or usage, such as environment and wear, are constantly

changing.


11/21

11

Six Habits of Six Sigma Leaders

1. Delivering customer value (exhibit passion, listen actively,

communicate partnership)

2. Focusing on execution (result-driven, resource conscious,

process-oriented)

3. Making sound, data-driven decisions (critical thinking,

decisiveness, accountability)

4. Managing performance (set goals, track progress, managedetails)

5. Advocating breakthrough improvements (assertiveness,

influence, tenacity)

6. Supporting team-based implementations (manage teams,reward teams)


12/21

12

Six Tools Every SS BB/GB Loves

1. Quality Function Deployment (QFD)helps to drive customer-focused

development across the design process2. Cause and Effect (C&E) Matrixhelps to facilitate team decision making

3. Failure Modes and Effects Analysis (FMEA)helps to identify andaddress weaknesses in a product or process before they occur

4. Control Chartshelps to assess process stability

5. T-Student Test (t-test)helps to validate test results using small sample size

6. Design of Experiments (DOE)helps to make the most of valuableresources Business

and/or Customer

Requirement

12

34

56

Defects Good


13/21

13

Six Reason Why Six Sigma Fails?

1. Lack of visible senior leader sponsorhip

2. Lack of alignment to a clear organization strategy

3. Lack of performance tracking and accountability

4. Failure to link projects to bottom-line impact

5. Insufficient or ineffective alocation of human resources

6. Over-emphasis on rigid approach and technical tools


14/21

14

SIX SIGMA IMPLEMENTATION

AT PT MATTEL INDONESIA


15/21

15

PT Mattels Vision: A globallycompetitive manufacturer ofpremier toy brands throughcontinuous improvement


16/21

16

PRACTICAL PROBLEM (PT Mattels Needs)

STATISTICAL PROBLEM

STATISTICAL SOLUTION

PRACTICAL SOLUTION

(MATTELS SMART OBJECTIVES)

PT MATTELS VISION

S

I

X

S

I

G

M

A

L

E

A

N

S

U

PP

L

Y

CH

A

I

N

SMART = Specific, Measurable,

Attainable/Actionable,

Result-oriented, Time-bound

PT M tt l COPIS IDENTIFICATION
http://localhost/var/www/apps/conversion/tmp/scratch_1/SerialProcesses.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_1/Sigma_Level_Calculator.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_1/Sigma_Level_Calculator.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_1/SerialProcesses.ppt


17/21

17

PT Mattels COPIS IDENTIFICATION

Vision: A globally competitive manufacturer of premier toy brands through CI

SMART OBJECTIVES1. To Increase Direct Labor Efficiency from ____% to ____%

2. To Reduce Scrap from _______ PPM to ______ PPM

3. To Improve Production Schedule Adherence from ______ % to ______ %

4. To Improve Daily Schedule Adherence from _____% to ______%

5. To Reduce Lot Buy Off from _____ PPM to ______ PPM

6. To Reduce Containment Audit from _______ PPM to ______ PPM

7. To Maintain Lost Day Incident Case at Zero Level (Always Zero Goal)

Product Type Customers Outputs Processes Inputs Suppliers

#1

#2#3

#4

#5

#6

etc

Customers

Needs(Voice of

Customer =

VOC)

KPOV

(Key Per-formance

Outputs

Variables)CTQ (Critical To

Quality),CTS (CT

Schedule, CTC

(CT Cost)

Processes

Needs(Voice of

Processes =

VOP)

Inputs

Requi-rements

Suppliers

Require-Ments &

Selection

COPIS = Customer, Outputs, Processes, Inputs, Suppliers


18/21

18

Six Sigma COPIS Model

TheVoice of the Customer (VOC) is aggressively evaluated and used todetermine needed outputs and hence the optimal process configuration

needed to yield those outputs and their necessary inputs for which the bestsuppliers are identified and allied with.

From Mattels Concept to Market: the Voice of the Customer

Customers Suppliers

Outputs InputsProcess

StepsHow does Six Sigma Work?


19/21

19

PT MATTELS SIPOC PROJECTS

PT MATTELS LEAN SUPPLY CHAINProduct

Type

#1

#2

#3

#4

etc

Suppliers Inputs Processes Outputs Customers

LEAN-SIX SIGMA PROJECTS

(PT MATTELS PROJECTS)

APPROACH

(DMAIC)

LEAN-SIX SIGMA PROJECTS

Define

Measure

Analyze

Improve

Control

PROJECTS OBJECTIVES

LEAN SIX SIGMA TOOLS

Si Si f f i


20/21

20

Six Sigma Way is a best-in-class change

strategy for

acceleratingimprovements inmanufacturingprocesses and

services.

Six Sigma Way is: Mindset/Way of

thinking A way of doing

manufacturing/service business

Methodology/Toolsfor continualimprovement

Six Sigma Way of Transformation

Six Sigma

Way


21/21

21

Need more information?

6 Sigma Green Belt Introduction English

Documents