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Agenda and ObjectivesWelcome to the Champion training. The goal of this training is to increase yourknowledge and application of the six sigma tools to effectively lead your team of BlackBelts. The six sigma tools reviewed during this training will enable you to determinethe capabilities and current status of a given process as well as assist you in theselection of a Black Belt project. You will gain an understanding of your role andresponsibilities as a Champion leader.
Objectives
At the end of this training, you will be able to:• Identify Champion roles and responsibilities.
• Lead Black Belts, Green Belts and Yellow Belts in establishing an effective sixsigma culture.
• Describe the six sigma methodologies in the application strategy.
• Select six sigma projects that can be successful and productive.
OverviewThis session provides an overview of the six sigma philosophy and success strategy,methodology and design for six sigma (DFSS). You will gain an understanding of theimpact of “lost opportunities” in your business environment due to the cost of poorquality (COPQ).
Objectives
At the end of this unit, you will be able to:• Identify elements of the six sigma strategy.
• Identify elements of the six sigma methodology; including the six sigma approachto:
■ Business strategy.■ Data-driven decision-making processes.■ Problem-solving.
• State the relevance of a process learning strategy in a business environment.
Six Sigma OverviewSix sigma differs from traditional quality improvement programs by focusing oncontrolling inputs, as opposed to monitoring outputs. Six sigma incorporates strategicbusiness needs to meet customer requirements. While traditional process improvementmethods depend on measuring outputs and establishing control plans to shieldcustomers from organizational defects, a six sigma program demands that problems areaddressed at the input root-cause level. This eliminates the need for unnecessaryinspection and rework of output products or services.
Six sigma requires:
• Leadership Commitment
Achieving six sigma from a cultural point of view is not easy; it requires seriouscommitments in time, effort and resources. To be successful, the top executiveleadership in the organization must initiate such a commitment before theemployees are expected to practice it. This commitment is agreed upon and includedin the contract before Six Sigma Qualtec schedules its first session.
• Managing with Data
Running a business based on one's experience or “tribal knowledge” (discussed inmore detail later in this unit) is not enough. Businesses that base decision-makingon the typical “I think” and “I feel” or “In my opinion” practices have been aroundfor a long time. However, in the long run these decision-making procedures neverpay off.
Today's information economy makes data available to virtually everyone in theorganization-along with the tools to analyze it. Proper usage of data is used toMeasure, Analyze, Improve and Control* performance–forming the foundation of thesix sigma methodology. Adopting the six sigma philosophy leads to a possiblesupplement and/or modification of current data collection systems.
• Training and Cultural Change
Improved business performance generally will not happen automatically. If it does, itcannot be sustained for a long term. High-caliber training is required; followed bydisciplined implementation. The need for change in organizational behavior must beunderstood at all levels, while people go about doing their jobs. In short, whenimplemented correctly, new ways of thinking, communicating, and operating willpervade the entire organization over a period of time.
* Six Sigma Qualtec has designated the acronym “MAIC” to signify six sigmaperfomance tools: Measure, Analyze, Improve and Control.
Requirements of Business ChangeWhile not the “silver bullet”, the six sigma approach is a very powerful and provenapproach; an approach that, when deployed effectively will yield dramaticimprovements and change the organizational culture and profitability. What results isincreased customer satisfaction and a greater market share.
The right training, followed by disciplined implementation creates the change.Champions play a vital motivational role in the deployment of a successful businessculture change by communicating six sigma through the following techniques.
• Revelation: the dramatic disclosure of something previously not known.
• Inspiration: the effective stimulation of the emotions.
• Application: the act of putting something to special use.
• Transformation: the process of reconfiguring the nature of the way you dobusiness.
The Six Sigma Philosophy• The Goal: Support/serve customer requirements through transformation of
knowledge–enable capabilities and sustain continuous improvement ofperformance, processes, products, service, people and profit.
• The Vision: Drive organizations to design and offer products/services at increasingsigma levels of quality.
• The Strategy: Provide a data-driven structured approach that addresses causes fordefects; thereby, improving business processes that meet customerneeds.
• The Tools: Use process/product exploration and data analysis to solve the equationY = f(X) and translate this solution to practical applications.
The Goal of Six SigmaSince producing goods and services at a six sigma level is our targeted goal through adata-driven problem-solving approach, ultimately product/service performance has lessvariation and is more predictable.
• As the organization moves toward six sigma quality...■ Defects are eliminated.■ Production and development costs are reduced.■ Cycle times and inventory levels are reduced.■ Profit margin and customer satisfaction are improved.■ Significant increases in resource costs are not incurred.
Six sigma works regardless of the type of business-a publicly held corporation, aprivate institution, discrete manufacturing, process or financial services firm-allorganizations share a common attribute that six sigma addresses very effectively. Thiscommon attribute is the presence of variation.
How Do We Create Value?
Once information is input, we react to it by applying our knowledge. Value dollars arederived when a product or service meets customers' requirements while returning areasonable profit to your stakeholder.
How Does the Organization Deliver More Value to the Customer?
• Organizations are made up of two or more “systems” and generally, multiplesystems. The role of each system is to deliver a product based on the informationand knowledge being received.
■ Examples of Systems: manufacturing, human resource, accounting,information, sales and marketing, and so forth.
TamperingTampering is changing the operating parameters through the application of experience,intuition, feelings and conventional wisdom. We call this “tribal knowledge”.
Although we can graphically represent the variation inherent in the system throughthe use of control charts, the fact is that most organizations do not track thisvariation. Or, if they do, it is not with enough rigor that the measurements to actuallymean something. As a result, they are unable to distinguish between common causevariation and special cause variation. They only know that something is wrong. Mostorganizations, at this point, begin to tamper with the system. They treat all variationas if it were common cause.
Example: TamperingAn organization that is bridging orders from the field into their order entry systemexperiences a series of bad transactions from one customer. In order to address theissue and placate the customer, the organization institutes another inspection stationto screen bad orders to that one customer. Eventually, this fix becomes a regular partof the process and the cost associated with the fix becomes absorbed into the regularoperating expenses of the business. Instead of getting to the root cause of theproblem, the organization contains the problem and incurs the additional cost.
What Happens When We Tamper?Tampering leads to increasing the size of your hidden organization.
Tampering leads to more tampering; you are never done.
Solution to Tampering: MAICThe six sigma methodology is the antithesis of tampering. In six sigma, you first seekto understand the practical problem by converting it to a statistical problem. Next,you solve the statistical problem by using statistical methods. Last, the statisticalsolution is converted to a practical solution. The approach is referred to as “MAIC”-anacronym for Measure, Analyze, Improve and Control.
• The six sigma goal is achieved by focusing on:■ Cost of poor quality (COPQ).■ Customer requirements that are critical to quality control (CTQ) in theirprocess control.
The Six Sigma Vision Champions build a positive vision for the future to motivate candidates who qualify aspotential Black Belts. Enlist the cooperation and enthusiasm of these potential BlackBelts to maintain the vision and ensure a successful six sigma cultural change.
A strong vision can be built by addressing the following questions during the “visionbuilding sessions” with Black Belts.
Managing with DataAs mentioned earlier, business must be based on data versus the typical “I think,” “Ifeel,” or “In my opinion” practices. Data is available to virtually everyone in theorganization-along with the tools for analyzing those data. Properly using data toMeasure, Analyze, Improve, and Control (MAIC) performance forms the foundation ofthe six sigma methodology.
Data helps us understand and determine customer requirements. Data measurementenables a business to pinpoint the gaps between the current and desired levels ofsatisfaction. Data provides knowledge about our process.
What is Sigma?• Sigma: The value of the process standard deviation for any given process
characteristic. It is used to quantify the spread (around the mean) of a specific process or product characteristic.
• Sigma Level: The business metric used to indicate the performance of a process tosome specification-either internal or external.
• Sigma Score: Also referred to as “Z-scores” that are measurements of progress andcan be rolled up for related business processes.
Normal Distribution The Gaussian, or “normal” distribution is the most important frequency diagram instatistics. This bell-shaped curve is also known as the “normal curve”. Normaldistribution is a continuous frequency distribution. The frequency distributions of manyevents in nature closely approximate the normal curve. They are said to be “normallydistributed.” Throughout your forthcoming experiences as a Champion, you willencounter factors in processes that do not represent a normal distribution.
• Normal curves are symmetrical and Z-scores (sigma levels) are used to describe howfar away a value is from the center of the normal distribution. Normally distributeddata reflects common cause variation.
Probability of being within ± 3 standard deviations is 99.73%
Normal Distribution-Key Points• Results of processes are probabilistic not deterministic (i.e., time to drive to work
is about the same everyday-adding or subtracting some amount of variation).
• If the influences on the process are just normal random variation, the results willform a normal distribution when plotted in a histogram.
• Normal distributions have certain characteristics that are used to characterizethem: bell-shaped, symmetry, and so on.
3210-1-2-3
0.4
0.3
0.2
0.1
0.0
Z
Freq
Probability of being within ± 1 standard deviation is 68%
3210-1-2-3
0.4
0.3
0.2
0.1
0.0
Z
Freq
Probability of being within ± 2 standard deviations is 95%
Probability of being within ± 3 standard deviations is 99.73%
Using Sources of VariationThe sources of variation are unstable parts and materials, inadequate design margins,inappropriate measurement systems, and insufficient process capabilities. They are theareas where you will find the vital X's for the predictive equation Y = f(X).
Sources of variation are those areas of a business that produce defects with respect toa given specification.
Major Sources of Variation
1. Design
2. Parts and Materials
3. Process Capabilities
4. Measurement Systems
5. Organization (Infrastructure)
Major Sources of Variation
Six sigma focuses on addressing and significantly reducing the occurrences of rootcauses-inadequate design margins, unstable parts and materials, and insufficientprocess capabilities, measurement systems and organization infrastructure.
Long and Short-Term VariationOver time, the process average will tend to shift the variation represented by chance inthe average value and is referred to as between subgroup variation.
The overall variation represents long-term data. This is mathematically calculated fromthe total sum of squares and accounts for both the within and between subgroupvariation.
Attacking the Sources of VariationWhat tools should we use?
Where is your organization? What kind of tools should you be using?
• The focus of six sigma is to identify causes for unpredictable variables and controlthe variables at a predictable level.
■ Process redesign is likely to occur when an organization sets their goal toincrease their current sigma level of quality.
■ Process knowledge increases when new tools are used.■ The process to develop a new product is called “design for six sigma (DFSS)”and is used to accomplish six sigma level of quality prior to itscommercialization.
The Six Sigma Predictive EquationOur ability to make money (Y) is a function of customer satisfaction, inventory returns,rolled throughput yield and so forth. The more you truly know and understand aboutyour product and services, the less risk your organization takes.
• The fundamental equation that drives six sigma is:
• The output is a function of the inputs and process.
Y: Output (things important to the business)
f: function (how to treat and manage interrelationships)
X: Variables that must be controlled to consistently predict Y
The Cost Perspective of Y = f(X)
Z-score: Providesa common metricto understand theoverall processand/or productperformance.
Operating Dollars PPM: Internal defects, test rejects, rework, warranty costs.
Delivery delinquency rate: Units shipped late divided by total units shipped
Supplier Dollars Raw materials received late; forcing production planning changes.
Raw materials received defective.
Design Dollars Z - performance: Estimates of functionality.
Z - parts: Estimate of supplier quality.
Z - process: Estimate of manufacturing quality.
Design to unit production costs: Material cost plus labor cost plus work cost.
Six Sigma Application StrategyBlack Belts strategically complete requirements in phases. Each phase entails specificactions that are necessary before they move on to the subsequent phase. Championssupport Black Belts with guidance during the completion of each phase.
1. Measure• Define the project scope.
• Map the process.
• Select the output characteristics (the Y's).
• Assess the performance specifications.
• Validate the measurement systems.
• Establish the initial capability (for the Y's).
2. Analyze• Define the performance objectives.
• Document the potential X's.
• Analyze the sources of variation.
3. Improve• Screen potential causes.
• Identify the appropriate operating conditions.
4. Control• Validate the measurement systems (for the X's).
Benchmarking StandardsBenchmarking standards refer to the standard measure by which future DPO can bemeasured or judged. It is the initial measurement that is used to measure the degreeof success towards a shift to a six sigma level of quality.
Benchmarking an organization involves learning from the “best practices in theindustry”; studying that organization for a given process. However, benchmarking alsoinvolves learning about the customer's process and their requirements for quality.
Benchmarking Data• Identifying customer value.
• Defining the processes to deliver that value.
• Refining the value-delivery processes.
• Continuing improvement on the value-delivery processes.
The Relationship Between Process Complexityand Process Capability
4σσ toothpick manufacturer (assume one opportunity for a defect): Has an RTY of0.99379 (1) = 99.379%
4σσ mechanical pencil manufacturer (assume 10 opportunities for a defect): Hasan RTY of 0.99379 (10) = 93.961%
• The number of opportunities refers to “the frequency of mutually exclusive events(or occurrences of defects independent to each other) for a defect to occur” andalso represents the complexity of a process. This metric will allow us to standardizethe comparison process, when it relates to dissimilar goods and services across adivision or organization.
• The sigma level based on the opportunities, thus enables us to compare dissimilargoods or services.
• As the sigma level of quality improves, the RTY will improve for a constant level ofopportunities.
What Would You Invest? • Achieving a cultural change in the way people behave through the successful
completion of six sigma projects.
• Applying the six sigma methodology, associated metrics and knowledge that willimprove the organization's ability to proactively prevent problems.
• Training for Champions to have a clear understanding of their commitments forsuccessful Black Belt projects before they begin leading their Black Belt teams.
• Improving plans and design, versus improving the product.
The Process Learning StrategyImprovement cannot occur prior to the gain of new knowledge.
Practical questions drive Champion leadership and Black Belt actions. Champions guideBlack Belts in identifying the answers to the most important question, “What is is thatI want or need to know?”
A clear concise answer must be found before the start of any project.
Questions to Begin Process LearningThe organization must learn and understand by collecting the appropriate data.
The more you know and understand your product and service-the less risk yourorganization, customers and suppliers encounter.
Action Plan Questions Implementation Action Questions 1. What do I want to know? 1. Where and how can I get his data?2. How do I want to see it? 2. What type of data does this tool
Why Use Six Sigma?Many organizations ask themselves “Why use six sigma?” Your organization maycurrently be functioning at a four sigma level of quality with a low percentage ofdefective goods or services. Using six sigma will involve an investment of time andmoney supplemented by a serious commitment from all levels of the organization. Theanswer is simple.
Use six sigma because you want to:
• Improve customer satisfaction.
• Improve your profit margins and reduce cost.
• Reduce your cycle times.
• Improve the sigma level of the processes, products and services of yourorganization.
• Gain great predictability over your outputs.
• Become selective with suppliers based on the effect of their input on yourprocesses.
The Six Sigma ProductThe product offered is improvement. Through training, guidance and use of the sixsigma tools-the Master Black Belt maximizes potential, translates problems intosolvable equations, and in the process transform clients into Black Belts andChampions for improvement.
The methods and techniques taught and applied using the six sigma methodology arenot industry specific. They have been introduced to companies that represent a varietyof industries ranging from satellites to tennis balls-all with positive bottom-line resultsand performance.
Purpose: Obtain the participant's impression of their organizations' business philosophy.
Agenda: • Complete each section of the survey. Check Yes or No for eachquestion.
• Take five minutes to complete the survey. A short discussion willfollow.
Limit: 5 minutes
My Business Philosophy SurveyDirections: Complete the business survey report for your business. Check Yes or No.
My Business Actions SurveyDirections: Answer each question. Check Yes or No.
Our organization… Yes No
1. Continually implements price reductions for current products.2. Has an increasing number of competitors.3. Spends 10–25% of sales dollars on repairing or reworking
a product before it ships.4. Does not know the best-in-class companies that have similar
processes, but run 100 times more productively.5. Believes zero-defect goals are neither realistic nor achievable.6. Has more suppliers required for running the business.7. Has 5–10% of its clients dissatisfied with the product, the sales
organization, or the service it has provided.8. Has customers who will not recommend that others purchase
goods or services from us.
Our organization’s business... Yes No
1. Uses only tribal knowledge; we do not use data.
2. Collects data simply to say: “We collect data.”
3. Collects data and sometimes look at the numbers.
4. Logically groups the data; we form charts.
5. Uses sample data along with basic statistics.
6. Uses sample data along with inferential statistics.
Summary• The six sigma success strategy has four key phases. The are:
■ Measure■ Analyze■ Improve■ Control
• All four steps must be completed by the Black Belt and supported by theChampion.
• The six sigma approach deals with preventing causes vs. correcting problems.
• Solving the equation of Y = f(X) allows us to move from reacting to outputs toproactively controlling the inputs.
• The six sigma methodology contains two strategies.■ Application Strategy■ Implementation Strategy
• The implementation strategy involves the MAIC project reviews completed by theChampion and Black Belt. The completion of the project includes plans toimplement and sustain the change.
• The process learning strategy emphasizes that improvement can not occur withoutnew knowledge. The strategy begins with practical questions that drive Championleadership and Black Belt actions.
• The process learning strategy follows this sequence:
1. Data
2. Information
3. Knowledge
• Successfully applying the six sigma strategy requires that the Champion and BlackBelt build a positive vision by asking, “What is it that I need to know?”
• These questions can build a strong vision during the “vision building sessions”with Black Belts:
■ What data is needed?■ How should it appear?■ What are the tools required to obtain this data?■ What tool does this data require and where/how can the Black Belt access thisdata?
• Six Sigma■ Traditional Quality Program Implementation-Six Sigma Program ManagementApproach
■ Characteristics of Six Sigma■ Attitude Shift■ Building a Vision■ The Vision of Six Sigma Qualtec■ Exercise
• Who is the Champion?■ The Six Sigma Project Team Role Model■ Champion Roles and Responsibilities
• MAIC Detailed Roles
OverviewThe goal of this unit is to increase your knowledge of the management roles andresponsibilities of a Champion. You'll learn to effectively lead change and manage yourtraining deployment.
Objectives
At the end of this unit, you will be able to:• Identify the roles and responsibilities for a Champion.
• Identify the management action necessary to monitor Black Belt training andproject completion.
Traditional Implementationvs. the Six Sigma Approach
Characteristics of Six Sigma• Leadership Commitment
Commitment must come first from the top executive leadership of the organizationbefore all employees practice it. Achieving six sigma requires serious commitmentin the form of time, effort and resources.
• Managing with Data
Properly using data to Measure, Analyze, Improve and Control performance formsthe foundation of the six sigma methodology. Adopting six sigma will lead to theenhancement of existing systems and the creation of new data collection systems.
• Training and Cultural Change
Improved performance does not and will not happen automatically. High-calibertraining is required, followed by disciplined implementation. Employees mustchange the way they perform their jobs at all levels. Cultural change will pervadethe entire organization's way of thinking, communicating and operating.
Champions play an important role as change agents by providing revelation andinspiration in the six sigma application and business transformation process.
Six Sigma Project ProgramManagement Approach
• Six sigma is rolled out the same wayas a potentially high-profit product.
• A project leader is identified.
• Project objectives, implementationschedule and milestones are defined.
• A project team is created: Champions,Black Belts and other team members.
• Initial application projects areidentified.
• Initial training is performed.
• Plans are reviewed and revised.
Tradional Quality ProgramImplementation
• The need for quality improvement isrecognized.
• Top management "buys in" to qualityimprovement.
• The implementation responsibility isturned over to a quality VP or leader.
• The CEO makes a statement of supportand expectation.
• All employees are trained in basicquality tools.
Attitude ShiftOne of the responsibilities of the Champion is to create a cultural attitude shift bycommunicating that defects can be eliminated. When the entire organization adjuststheir attitude and utilizes the six sigma methodology, a new expectation of zerodefects will result.
"When you pit a good performer against a bad process, the process will win."
-Rummler
• To a culture where:■ Defects can be eliminated.■ Causes are relentlessly pursued.■ Mistake-proofing tools areimplemented.
■ Sampling inspections areapproved/encouraged.
■ No defects are passed on to thecustomer.
• From a culture where:■ Defects are inevitable.■ People are blamed.■ Employees are frustrated withtime constraints that preventelimination of defects.
■ Inspections are added at the end.■ 100% inspection is performed.■ Customers receive defects.
Building a VisionBuilding a vision that will bring forth the desired business culture may begin with areview of the organization's foundational history and where it genuinely stands today.Having evaluated the business's environment, we can begin to layout a blueprint thatwill provide motivation and direction in the renovation.
Generally, people are trained to think in terms of responding appropriately tocircumstances. This often results in the unfortunate policy of limiting what one wantsto what seems realistic-forming a counter-creative habit.
Vision statements normally include:• A description of the organization's most desirable future.
• A declaration of what the organization needs to do to reach the envisioned future.Creating the vision may be deceptively simple; arriving there, profoundly complex.
Forming a vision requires the following actions:• Viewing the future with expected changes.
• Appealing to logic and intuition, while explaining the need for change.
• Setting milestone markers to chart the progress of change.
The Vision of Six Sigma QualtecExceed stakeholder expectations by:
• Offering clients knowledge transfer systems that produce irrefutably positiveresults.
• Providing employees an environment that makes SSQ the employer of choice.
• Earning shareholders enhanced returns through flawless execution of our businessplans.
• Being the best-managed company in the expanding global training industry for thebenefit of all stakeholders.
Who is the Champion?A Champion is a member of the management team who is responsible for the logisticaland business aspects of the Black Belt program. The Champion is charged withensuring the systems within the organization function optimally. They directly orindirectly influence the amount of tampering within the organization, resulting ineither a higher or lower COPQ. Champions encourage each player in the six sigma teammust be a role model for the six sigma culture change.
The Six Sigma Project Team Role Model• Be tenacious.
Champion Roles and ResponsibilitiesThe Champion has several important functions as a leader and manager of the BlackBelts and their projects.
• Broad Function■ Coordinates a business roadmap to achieve six sigma.■ Selects projects, executes control, and eliminates roadblocks for the six sigmaprojects in their area of responsibility and implements improvement.
• Reporting Lines■ Is part of the functional organization and a direct report to the six sigmasponsor. The Champion is a member of the organization's six sigma leadershipteam (quality council and customer satisfaction).
• Black Belt Leadership■ Owns Black Belt selection.■ Is the direct boss to Black Belts during project activity.■ Owns the "execution" portion of Black Belt certification. Champions mustmonitor and lead Black Belt projects to ensure successful completion of allcertification requirements.
■ Provides rewards and recognition to Black Belts.■ Tracks the progress of six sigma related training for each Black Belt.
• Project Leadership■ Develops and executes a roadmap for a given business project.■ Selects projects, executes control, implements and realizes gains (the bottom-line linkage).
■ Drives cross-functional coordination of projects.■ Participates in all reviews of Black Belt projects.
• Time Commitment■ Spends 15 to 20 minutes each week reviewing the progress of the projectswith each Black Belt.
Important Facts to Know About Measure• The Goal of Measure
• The Steps to Complete the Measure Phase
• The Tools Used in Measure
• The Roadblocks That Can Occur
• The Champion Tools to Manage the Measure Phase
• The Champion Roles and Responsibilities
• Measure Deliverables
Measure Phase Overview - The GoalThe goal for the Measure phase is to assess the capabilities of the process, theeffectiveness of the measurement system and to identify possible variables that couldcause the problem. Measure is the discovery phase of the case or project. We aredetecting multiple unsolved crimes or defects. At the completion of measure you willhave several possible variables that could be the culprit to the crime of causingdefects.
Measure Phase - Champion Roles andResponsibilitiesThe Champion must provide the purposeful guidance necessary to ensure that the BlackBelt completes the Measure phase successfully. A robust plan is developed to influencestakeholders or functional barriers that could prevent success.
Measure Phase - Specific Champion Responsibilities• During Process "X" Exploration
■ Ensure team participation.
• During Process "X" Prioritization■ Ensure team participation.
• During Measurement Study Analysis■ Ensure resources are available for study.■ Remove barriers when study is outside of normal functional boundaries.■ Assist with removing barriers associated with improving the measurementsystems when necessary.
• During Capability Assessment■ Ensure data are available for assessment.
• Oversee informal and formal reviews of projects.
• Engage other key leaders in the project.■ Elevator speech■ Changing behaviors
• Provide coaching on leadership, facilitation and change management.
• Attend the first day of training for all Black Belt sessions.
Measure Phase - Champion ToolsThe Champion is a key individual in each phase of a six sigma deployment. TheChampion should maintain an active involvement in the project by holding informalreviews of the steps of the Measure phase, as well as complete the MeasurementReview Checklist to ensure that all the steps in Measure are completed.
• Measure Review Checklist■ Contains important questions to use in ensuring the Black Belts havecompleted all the important steps in Measure.
• Measure Tools Guide■ Provides a description of the tools and their use. It supplies the Championwith an easy reference while completing the Measure phase.
Measure Phase - Deliverables1. Process "X" Exploration
2. Process "X" Prioritization
3. Measurement Study Analysis (MSA)
4. Capability Assessment■ Process capability takes the practical problem and states it in terms of astatistical problem.
■ The statistical nature of the problem gives the team leader insight as to thetype of X's to be identified.
Measure Checklist• The Champion can ensure the completion of the Measure phase by completing the
checklist for all four steps.
• Review the checklist questions with your Black Belt.
Measure Questions YES NOStep One
• What is your problem statement? Objective?• Who will benefit from this project when it is completed?• What are the benefits? • Have the benefits been quantified? It not, when will this be done?
Date: _________________________________________________• Who is the customer (internal/external)?• Has the controller’s office been involved in these calculations?• Who are the owners of this process?• Who are the members on your team? • Does anyone require additional training?• What is your primary metric?• What is your secondary metric?• Why did you choose these?• What are the defect categories on your Pareto charts?
Step Two• Do you have a process map?• Who was involved in its development?• Where are the data collection points?• Have you completed a fishbone diagram?• Have you completed a XY Matrix?• Have you completed a FMEA?• Who participated in these activities?
Step Three• What is your measurement systems analysis?• Where did you get your data?
Step Four• Do you have a histogram of your primary metrics?• What is the short - term and long- term capability of your process?
General Questions• Do you have any issues and barriers?• Do you have adequate resources to complete the project?• Have you completed your project status form?
Personal Deployment Planner Review• This portion of the planner reviews the required Champion actions needed for the
Measure phase.
• The suggested time frame is useful in planning the Champion's action itemstimetable.
MEASURE� Six months
three weeks before certification
� One week before the start of Session 1
� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Inform candidate of open- door policy.� (optional) Contract with candidate for your support.� Check with candidate’s supervisor as to release status.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan
to the organization.
MEASURE � Five months
before certification
� Three days after training
� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special
emphasis.� Inquire as to next actions.� Check with candidate for barriers—issues.� Resolve barriers and issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informally or formally.� Communicate with six sigma coordinator.
MEASURE� Four months
before certification
� One week before Session 2
� Review probing question for section on “Measure".� Review Champions manual.� Participate in read- out.� Meet with team members to discuss project.� Meet with MBB as to status and performance of
candidate.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
Measure - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Measure phase. You learned about the Champion leadershipactions required during the various stages of the Measure phase. The steps and theirtools were reviewed to increase your knowledge of the process.
Measure Phase Goal and StepsThe goal for the Measure phase is to assess the capabilities of the process, theeffectiveness of the measurement system and to identify possible variables that couldcause the problem.
1. Project Selection
2. Process Exploration
3. Measurement Verification
4. Capability Assessment
Roadblocks• No historical data exists to support the project.
• Team members do not have the time to collect data.
• Data presented is the best guess by functional managers.
• Primary metrics are not reflected in the data.
• Data are communicated from poor systems.
• Waste and defect data are not currently captured.
Champion ToolsThe Champion tools used to manage Black Belts are:
Important Facts to Know About Analyze• The Goal of Analyze
• The Steps to Complete the Analyze Phase
• The Tools Used in Analyze
• The Roadblocks That Can Occur
• The Champion Tools to Manage the Analyze Phase
• The Champion Roles and Responsibilities
• Analyze Deliverables
Analyze Phase Overview - The GoalThe goal for the Analyze phase is to develop a statistical problem from our definedhunches we discovered during the Measure phase. Complex analytical tools are appliedto reduce the number of suspect variables (X's) prior to the initiation of the Improvephase. We want to gain insight into the nature of the X's that control Y.
Analyze Phase - Champion Roles andResponsibilitiesThe Champion must provide the purposeful guidance necessary to ensure that the BlackBelt completes the Analyze phase successfully. Champions establish process ownersupport and ensure resources are available to complete the steps.
Analyze Phase - Specific Champion Responsibilities• Hold regularly scheduled meetings with the Black Belt to review the project status.
• Remove roadblocks that can impede the process.
• Check and remove barriers stated by the Black Belt.
• Monitor a communications plan-informal or formal.
• Communicate with the six sigma coordinator.
• Meet with the Master Black Belt or review the status and performance of the BlackBelt.
■ Complete the Analyze checklist with the Black Belt to ensure all steps inAnalyze are completed.
Analyze Phase-Champion ToolsThe Champion should maintain an active involvement in the project by completing thePersonal Deployment Planner for Analyze and holding informal reviews to discuss thesteps of analyze as well as complete the Analyze Review Questionnaire to ensure thatall the steps in measure were completed. The Champion remains an important factor ina six sigma deployment.
• The Champion tools used to manage Black Belts are:■ Personal Deployment Planner (Wedding Planner) provides a recommendedtimeline and the Champion actions necessary to complete Analyze.
■ Analyze Review Questionnaire: A checklist containing important questions useto ensure the Black Belt has completed all the important steps in Analyze.
■ Analyze Tools Guide: This guide provides a description of the tools and theiruse. It provides the Champion with an easy reference while completing theAnalyze phase.
Analyze Phase-Deliverables1. Prioritized list of potential experimental X's.
2. Graphs built and analysis performed, as needed.
Analyze Checklist• The Champion can ensure the completion of the Analyze phase by completing the
checklist following each step in the process with the Black Belt.
Analyze Questions YES NOStep One
• What is the statement of the statistical problem? • Is the response discrete or continuous? • What does the distribution look like? • How much of the problem, as described in the Measure phase, are
you going after?
Step Two • Have you reduced the potential X's? • Have you reduced the likely X's to a number of which can be
experimented? • Have you completed a demographics matrix? • Have you completed a graphical and distribution analysis?
Step Three • Have you performed hypothesis tests? • Have you updated the FMEA?
General Questions
• Do you have any issues/barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?
Personal Deployment Planner Review• The planner lists the recommended time frame and Champion action items to
ensure the Analyze phase is completed successfully.
• It is important that Champions review the time frame and action items prior to thestart of the Analyze phase.
ANALYZE � Four months
before certification
� One week before
Session 2
� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization.
ANALYZE� Three months
two weeks before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues.
� Resolve barriers/issues. � Schedule time to meet with Master Black Belt/mentor.
� Monitor communications plan, informal or formal.
� Communicate with six sigma coordinator.
ANALYZE � Two months
two weeks before certification
� One week before Session 3
� Review probing questions for section on “Analyze".
� Review Champions manual.� Participate in read- out.� Meet with MBB as to status and performance of
candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
Analyze - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Analyze phase. You learned about the Champion leadershipactions required during the various stages of Analyze. The steps and their tools werereviewed to increase your knowledge of the process.
Analyze Phase Goal and Steps The goal for the Analyze phase is to develop a statistical problem from our definedhunches we discovered during the Measure phase. Complex analytical tools are appliedto reduce the number of suspect variables (X's) prior to the initiation of the Improvephase. We want to gain insight into the nature of the X's that control Y.
1. Define the performance objectives.
2. Document the potential X's.
3. Analyze source of variability.
RoadblocksRoadblocks that can occur during Analyze involve the type of data and timeconstraints placed on team members. Specific roadblocks include:
• Lack of data.
• Lack of access to the process.
• Team members do not have the time to collect data.
Champion ToolsThe Champion tools used to manage Black Belts are:
• Personal Deployment Planner (Wedding Planner)
• Analyze Review Questionnaire
• Analyze Tools Guide
Analyze Deliverables1. Prioritized list of potential experimental X's.
2. Graphs built and analysis performed, as needed.
Important Facts to Know About Improve• The Goal of Improve
• The Steps to Complete the Improve Phase
• The Tools Used in Improve
• The Roadblocks That Can Occur
• The Champion Tools to Manage the Improve Phase
• The Champion Roles and Responsibilities
• Improve Deliverables
• The Focus of the Improve Phase-Y = f(X)
Improve Phase Overview - The GoalThe goal of Improve is to finalize the identification of critical Y variables and toinvestigate the nature of "f". We wish to determine the extent to which the variableeffects the output characteristic. The project team creates a practical solution.
• Provide purposeful guidance to ensure that the Black Belt completes the Improvephase successfully.
• Ensure that resources are available to complete the steps.
• Ensure process owner support.
• Challenge Black Belts to be rigorous and constantly look for learning opportunity.
Improve Phase - Specific Champion Responsibilities• Review the DOE plan to determine the logistical issues and resources required to
execute the experiment.
• Ensure resources are available for the DOE.
• Informal reviews of the project and complete the Improve checklist.
• Challenge Black Belts to be rigorous and to constantly look for learningopportunities.
• Ensure resources are available for study.
• Ensure that the practical solution is implemented.
• Ensure process owner support.
Improve Phase - Champion ToolsTools used to manage Black Belts:
• Improve Review Questionnaire■ Contains important questions used to ensure that the Black Belt hascompleted all the important steps in Improve.
• Improve Tools Guide■ Provides a description of the tools and their use. It supplies the Championwith an easy reference while completing the Improve phase.
• DOE Checklist■ Ensures all steps in the design of experiment are completed.
• Personal Deployment Planner (Wedding Planner)■ Provides a recommended timeline and the Champion actions necessary tocomplete Improve.
Improve Checklist• The Champion can ensure the completion of the Improve phase by completing the
checklist following each step in the process with the Black Belt.
Improve Questions YES NO
Step One • What is the statement of the statistical problem? • Were all of the potential X's measurable and controllable for an
experiment? • Have you completed a DOE Planning Sheet? • Do you have any issues/barriers?
Step Two • Are the vital few X's statistically significant? • How much of the problem have you explained with these X's? • How much unexplained error exists?
Step Three • Are the effects of practical significance? • Have you updated the FMEA? • Are any new improvements transferable across the business? • Is an action plan for spreading the best practice in place an
appropriate?
General Questions • Do you have any issues/barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?
Personal Deployment Planner Review• This portion of the planner provides a recommended time schedule for the
Champion actions required to ensure the Improve phase is completed.
• Review this page prior to the start of this phase with the Black Belt to ensure allaction items are understood.
IMPROVE � Two months
one week before certification
� One week before
Session 3
� Schedule time to meet with candidate. � Review Selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization.
IMPROVE � Two months
before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan—informal or formal.
� Communicate with six sigma coordinator. � Arrange for coordination and planning of celebration.
� Start selection process of 2nd project.
IMPROVE � One month
two weeks before certification
� One week before Session 4
� Review probing questions for section on “Improve".
� Review Champions manual. � Participate in read-out.� Meet with MBB as to status and performance of
candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project.
� Check that the line functions are participating and they are evolving as owners of the project.
� Reinforce that the line functions will own the Controlphase.
the start of
Determine what support line managers will need to fullyown.
Improve-SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Improve phase. You learned about the Champion leadershipactions required during the various stages of the Improve phase. The steps and theirtools were reviewed to increase your knowledge of the process.
The focus of the Improve phase - Y = f(X).
Improve Phase Goal and StepsThe goal of Improve is to finalize the identification of critical X variables and toinvestigate the nature of "f". We wish to determine the extent to which the variableeffects the output characteristic. The project team creates a practical solution.
1. Define the experiment plan.
2. Execute and analyze the design of experiment (DOE).
3. Validate the results.
Roadblocks• Lack of production volume and or parts.
• Lack of access to the process.
• Excessively high sample cost.
Champion ToolsThe Champion tools used to manage Black Belts are:
• Improve Review Questionnaire
• Improve Tools Guide
• Personal Deployment Planner (Wedding Planner)
• DOE Checklist
Improve Deliverables1. DOE Planning Sheet
2. Experimental Report (document the results)
3. Progress Summary
4. Update the FMEA (Failure Mode Effects Analysis)
Important Facts to Know About Control• The Goal of Control
• The Steps in the Control Phase
• The Tools Used in Control
• The Roadblocks That Can Occur
• The Champion Tools to Manage the Control Phase
• The Champion Roles and Responsibilities
• Control Deliverables
Control Phase Overview - The GoalThe goal of the Control phase is to develop a plan that would describe the systemsused in monitoring and controlling process or product variation. We wish to determinethe optimal setting and control methods for key input variables, and maintain outputof the process in that optimal level.
Control Phase - Champion Roles andResponsibilities
• Provide purposeful guidance to ensure the Black Belt completes the Control phasesuccessfully.
• Ensure that resources are available to complete the steps.
• Guide the implementation of the recommendations made by the Black Belt.
Control Phase - Specific Champion Responsibilities• Review the proposed process changes
• Ensure resources are available
• Informal reviews of project and complete the Control Checklist.
• Assume responsibility for the implementation of the recommended changes.
• Ensure resources are available for study.
• Informal reviews of projects
• Complete the Control Checklist.
• Ensure resources are available.
• Complete the Control Checklist.
• Ensure the success of the implementation of the control plan.
Control Phase - Champion ToolsThe Champion tools used to manage Black Belts:
• Control Review Checklist: Contains important questions used to ensure the BlackBelt has completed all the important steps in Control.
• Control Tools Guide: Provides a description of the tools and their use. It suppliesthe Champion with an easy reference while completing the Control phase.
Control Methods Tool/Method Control Method Purpose
1. Eliminate the Variable
Robust Process and Product Design
Mistake-Proofing
Develop a realistic tolerance to establish the true control units for X variables based on the equation of Y = f(X).
2. Automate the Variable
Process Controller Implement automated controls that require little or no operator intervention.
3. SPC on the X's4. SPC on the Y's
Statistical Process Control I – MR (Individual – Moving Range)EWMA Xbar and R ChartsP and nP ChartsC and U Charts
SPC on the X's: Implement statistical process control on the input variables (X's). This form of SPC requires that Y = f(X) be understood.SPC on the Y's: Implement statistical process control on the output variables (Y's).
5. Standard Operating Procedure (SOP)
A standard methodology is used for maintaining the process.
It is the standard operating procedure for detecting defects.
Control Phase ChecklistThe Champion can ensure the completion of the Control phase by completing thechecklist following each step in the process with the Black Belt.
Control Questions YES NOStep One • What is the statement of the statistical problem?
Step Two • What are the vital few X's? • How will you control or redesign these X's? • How are you monitoring the Y's?
Step Three • How are you going to ensure that this problem does not return? • Is the learning transferable across the business? • What is the action plan for spreading the best practice? • Is there a project documentation file? • How is this referenced in process procedures and product drawings? • What is the mechanism to ensure this is not reinvented in the future? • Have you updated the FMEA? • Have you developed a Process Control Plan? • Have you developed a Quality System Action Plan? • What are the financial implications? • Is there any spin-off projects? • What lessons have you learned?
General Questions • Do you have any issues/barriers? • Do you need help from me? • Have you completed your final report? • Have you completed a local project review?
Personal Deployment Planner ReviewThis is the final section of the planner. It lists the required Champion actions,including reviewing the Black Belt final project reports for certification requirements.
Personal Deployment Planner-Key Point• The Champion must have contact with the Black Belt several times during the
phases of the six sigma strategy, as indicated in each area of the PersonalDeployment Planner.
CONTROL� One month one
week before certification
� One week before the start of Session 4
� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan to the
organization.
CONTROL� One month before
certification� Three days after
training
� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special emphasis.� Inquire as to next actions.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informal or formal.� Communicate with six sigma coordinator.
CONTROL� One week before
certification
� Review probing questions for section on “Control".� Review Champions manual.� Participate in read-out.� Meet with MBB as to status and performance of candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
CERTIFICATION � Meet individually with candidate to review expectation� Celebrate results.
Control - SummaryThe goal of this unit was to increase your knowledge and use of the tools Black Beltswill employ during the Control phase. You learned about the Champion leadershipactions required during the various stages of the Control phase. The steps and theirtools were reviewed to increase your knowledge of the process.
Control Phase Goal and StepsThe goal of the Control phase is to develop a plan that would describe the systemsused in monitoring and controlling process or product variation. We wish to determinethe optimal setting and control methods for key input variables, and maintain outputof the process in that optimal level.
1. Process Enhancement and Control
2. Capability Analysis for X and Y
3. Documentation of What You Have Learned
Roadblocks• Resistance from process owners who do not want to give their support.
• Time and expense required to change a process.
Champion ToolsThe Champion tools used to manage Black Belts are:
MAIC Review• In the Measure phase, we focused on identifying critical Y variables. We discovered
how they are measured and how good those measurements can be.
• During the Analyze phase, we analyzed the Y information and looked for patternsthat allow us to identify potential X variables.
• In the Improve phase, we ran the Design for Experiment (DOE) to identify Xvariables. We found we can establish a cause-and-effect relationship—the "f" ofY = f(X).
• In the Control phase, we discovered that we can use the cause-and-effectrelationship to optimize and control the process.
Overview• The six sigma approach incorporates the organization's business needs to meet
customer requirements. Our goal is to prevent causes vs. correcting problems anddiscontinue further tampering of the systems and processes.
• One required approach that is critical to the achievement of a six sigma level is aDesign for Six Sigma, also known as DFSS. DFSS will review your product and/orservice to ensure you are operating at a six sigma level from the very beginning.
DFSS - Overview• DFSS is a rigorous approach to designing products and services-enabling processes
to operate at a six sigma level of quality and meet customer requirements from thevery beginning.
• Companies that implement a six sigma program find that a majority of defects areactually created during the design process. As companies approach five sigma, theytypically hit a wall that requires a redesign of some of its processes. The capabilityof the manufacturing and transactional processes must be factored into the designof a product or service so that the final configuration is "producible" usingexisting technology.
• Implementing DFSS involves two additional weeks of training for certified BlackBelts or Green Belts.
DFSS - Summary• The DFSS approach agrees that product design is a process. The process needs to
be standardized.
• The IDEaSTM/SM (Initiate, Design, Execute and Sustain) is the road map forproduct/process design or redesign.
• As the product or process moves through the IDEaSTM/SM process, MAIC will be usedto close gaps and solve problems.
• DFSS is a rigorous approach to designing products and services-enabling processesto operate at a six sigma level of quality and meet customer requirements from thevery beginning.
Roles and Responsibilities - Summary• The goal of this unit was to increase your knowledge of the management roles and
responsibilities of a Champion. You learned of Black Belt roles and responsibilitiesduring a project and about the actions necessary for management to monitor BlackBelt training and project completion.
• Six sigma is a new way of managing the business; whereby the Champion musthave the attitude that defects can be eliminated and no defects will be passed onto the customer. Tampering of systems and processes that increase COPQ must bereduced to increase customer satisfaction.
• The Champion must build a vision of the future with the culture change-appealingto logic and intuition, while explaining the need for change, can help create thisvision.
• Champion roles and responsibilities include functioning as a leader and manager ofBlack Belts and their projects. While Black Belts report to them, the Championreports directly to the six sigma sponsor.
• Champions monitor and lead Black Belt projects to ensure successful completion ofall certification requirements.
• Who is the Black Belt?■ Black Belt Characteristics■ Black Belt Commitment■ Sustaining the Gain
• Black Belt Certification Requirements
• A Single Black Belt Training Phase
• Closure Requirements for Projects
• Critical Factors for Black Belt Success
• Exercise
• Summary
OverviewThe goal of this unit is to increase your knowledge of the certification requirements forBlack Belts. This unit also reviews the certification process; the training and projectcriteria necessary to complete the certification.
Objectives
At the end of this unit, you will be able to:• Identify the certification requirements for a Black Belt.
• Identify the project closure requirements for Black Belt certification.
Who is the Black Belt?• A member of the management team who is responsible for spreading the use of the
six sigma methodologies, when called on to assist in business issues.
• A technical and cultural change agent for quality.
• Recommends and completes the six sigma project using the six sigma methodology.
• A critical leader for building a mutual need for the change as well as mobilizingcommitment for support when facing obstacles.
• Completes a final report and presents the findings to the Champion.
• Black Belt Characteristics■ Is tenacious■ Is courageous■ Makes decisions based on facts■ Thinks outside the box■ Embraces change■ Celebrates success readily and enthusiastically
• Black Belt Commitment■ Two-year commitment■ Four to five projects per year with a ROI of $75k/project■ ROI of $375+k for the following years
Sustaining the Gain• Black Belts can sustain gain through the following actions:
■ Provide consistent, visible and tangible reinforcement of the behavior needed.■ Integrate change into ongoing work behaviors.■ Monitor progress.■ Align systems and structures that create a change that is part of individualand team behavior.
Black Belt Certification Requirements• There are three critical factors that can influence the success and certification of a
Black Belt.■ Good certification project selection■ Time to complete the project■ Full Champion support
• A good certification project should allow the candidate to learn and apply the sixsigma tools. Project 1 should be scoped to allow for project completion in a four-month time frame. The second project should be scoped by the end of the secondmonth and completed by the end of the sixth month.
The Black Belt Wave - A Six-Month Process• The time frame for specific reporting documents is shown in the graph below.
Black Belt Certification Requirements - Key Points
• Two projects are completed within a six-month Black Belt Wave.
• SSQ on-site support is given after each training class.
• The greatest amount of on-site support is given after each training class. The toolsand techniques used to obtain data are reviewed. Any questions or concerns theBlack Belts might have are addressed at this time.
• The Black Belt is expected to demonstrate competency of the use of the tools andtechniques during the second project; the amount of on-site support is greatlyreduced.
• The six-month process does not include Ground School training.
Black Belt Wave6 Month Process
Submittal of 1 Page Summary
for Project 1(End of Month 4)
M
IC
Submittal of Project 1 Report
(End of Month 4) Cert
ific
atio
n
Project 2 Started (End of Month 2)
Submittal of 1 Page Summary
for Project 2(End of Month 6)
Submittal of Project 2 Report
(End of Month 6)
Project 1 Started (Beginning of Month 1 or at the beginning ofGround School [GS] Training)
Summary of Training Events• An event of training totals a four-week period. The event begins with a week of
training in a classroom at a designated training site.
• The remaining three weeks of training are on-site at the organization. Within thethree-week period an SSQ support person will visit and provide support to eachcandidate at least one time.
• The site support person from SSQ may or may not be the instructor presenting thetraining material.
A Single Black Belt Training Phase-Summary ofEvents
Black Belt Wave6 Month Process*
Submittal of 1 Page Summary
for Project 1(End of Month 4)
M
IC
Submittal of Project 1 Report
(End of Month 4) Cert
ific
atio
n
Project 2 Started (End of Month 2)
Submittal of 1 Page Summary
for Project 2(End of Month 6)
Submittal of Project 2 Report
(End of Month 6)
Project 1 Started (Beginning of Month 1 or at the beginning ofGround School [GS] Training)
GSA
* The 6 - Month Process does not include Ground School training.
Summary of a Classroom Session for the Event• Each day of the classroom training session requires specific Black Belt or Instructor
action.
Training Day Black Belt Action Instructor Action Day One Verify that personal information such as e-mail
address, phone number, etc. is correct on the attendance sheet to ensure credit for participating in the training.
Forward all attendance records to SSQ for knowledge transfer tracking and candidate certification evaluation.
Day Two Complete the training requirements scheduled for the day.
Provide instruction of the material.
Day Three Complete the training requirements scheduled for the day.
Provide instruction of the material.
Day Four Complete the Mastery Test and be prepared to grade and discuss the answers on the following training day.
Direct the candidates to complete the Mastery Test. All scores will be sent to SSQ for knowledge transfer, tracking and candidate certification evaluation.
Day Five Review the mastery test and plan for the application of instruction given on the tools for the remaining three weeks.
Review the test with the candidates and assist in planning their remaining three weeks of training.
The site support person from SSQ willvisit a client's candidate, when scheduledby the Senior Partner or Account Manager.The support person will assist thecandidate in gaining knowledge of theselection and application processes of thesix sigma tools, as they are applied tothe candidates first six sigma project. Thesite support person is also responsible forreviewing the one page project summariesas well as the final report for eachcandidate they are assigned.
The instructor will instruct the client'scandidates, Champions, executivesmanagers, or any other client personnel,when scheduled by the senior Partner orAccount Manager. It is the instructor'sresponsibility to make every effort toensure that the classroom studentsunderstand the material that is beingtaught.
Black Belt Certification Requirements• Attend all Black Belt training sessions.
• Complete four mastery tests with a final test average of 80%.
• Conduct two projects with a one-page summary for each project, including allappropriate signatures.
• Submit a final report for Project 1 with acceptable final report scorecard scores.
• Submit a final report for Project 2 with acceptable final report scorecard scores.
• Sustain the change.
• Receive a recommendation by a Champion, which is done by signing off on a one-page report.
Closure Requirements for Project 1• The Project 1 documentation that is collected and developed by the Black Belt
must be thoroughly reviewed prior to the completion of the certification process.The following items are due approximately four weeks after the completion of theControl Phase Training. They include:
■ The one-page summary reviewed by the site support person and a technicalrepresentative from SSQ.
■ SSQ will sign off on all acceptable one-page summaries.■ The final report is reviewed by the site support person and evaluated with aSSQ Final Report Scorecard or on 6.Net.
■ The information from the evaluation of the final report is shared with thecandidate and SSQ for knowledge transfer tracking and candidate certificationevaluation.
Project 2• The review process for Project 2 is identical to Project 1. All reports are due
approximately 12 weeks after the completion of the Control Phase Training.
• Requirements include:■ Submittal of a one-page summary (with signatures).■ Submittal of a final report.
Critical Factors for Black Belt Success• The Champion has several important functions as a leader and manager of the
Black Belts and their projects.
• The Champion Leadership for Black Belts■ Project Leadership■ Black Belt Management
The Champion Leadership for Black Belts• Project Leadership
■ Develops and executes a roadmap for a given project.■ Selects project, executes control, implements and realizes the gains (thebottom-line linkage).
■ Removes roadblocks and barriers.■ Assists in gaining stockholder support.■ Drives cross-functional coordination of projects.■ Participates in all project reviews with the Black Belt.
• Black Belt Management■ Owns Black Belt selection.■ Acts as director to Black Belts.■ Owns the "execution" portion of Black Belt certification.■ Provides rewards and recognition to Black Belts.■ Tracks the six sigma related training within the organization.
The Champion Leadership for Black Belts-Key Points• Constant communication and Champion visibility during the completion of a
project is an important element in a successful project.
• Appropriate rewards and recognition, as well as change management, can assist insustaining the change.
Certification Requirements Summary• The goal of this unit is to increase your knowledge of the certification
requirements for Black Belts. This unit reviewed the certification process, thetraining and project criteria necessary to complete the certification.
• A Black Belt is a member of the management team who is responsible forspreading the use of the six sigma methodologies, when called on to assist inbusiness issues.
• Certification Requirements■ Attend all Black Belt training sessions.■ Complete four mastery tests with a final test average of 80%.■ Conduct two projects with a one-page summary for each, including allappropriate signatures.
■ Submit a final report for Project 1 with acceptable final report scorecardscores.
■ Submit a final report for Project 2 with acceptable final report scorecardscores.
■ Sustain the change.■ Receive a recommendation by a Champion, which is done by signing off on aone-page report.
• Closure Requirements for All Projects ■ The following items are due approximately four weeks after the completion ofthe Control Phase Training.
❏ The one-page summary reviewed by the site support person and atechnical representative from SSQ.
❏ SSQ will sign off on all acceptable one-page summaries.❏ The final report is reviewed by the site support person and evaluatedwith a SSQ Final Report Scorecard or on 6.Net.
❏ The information from the evaluation of the final report is shared withthe candidate and SSQ for knowledge transfer tracking and candidatecertification evaluation.
• Elements of a Successful Project ■ Define the New Relationship■ Successful Project Components■ Mobilize Commitment
❏ Mobilize Commitment Plan❏ Influence Strategy Plan
■ Monitor Change■ Align Systems and Structures■ Sustain Change
• Exercise
• Summary
OverviewThe goal of this unit is to increase your knowledge of the elements of a successfulproject that will create a positive impact. You will identify management skills that willassist you in maintaining the positive change.
Objectives
At the end of this unit, you will be able to:• Identify the elements of a successful project.
• Identify management skills to sustain a positive change.
Elements of a Successful Project -Defining a New RelationshipImplementing a six sigma change in any organization will involve changes in roles andjob expectations. Employees, as well as management, must shift from a traditionalbusiness paradigm to one that uses six sigma methodology.
Expectations During the Transition• The Champion provides a vision of the future before, during and after the
completion of any Black Belt project.
• A Champion defines the expectations of six sigma as it relates to the business andensures that Black Belts have a clear understanding of their responsibilities.
• The SSQ vision is to be the leading provider of knowledge-based systems that drivefinancially measurable results in client organizations.
• Shared expectations from all members of the team increases support andcommitment during a change.
Six Sigma Organization - Expectations• A knowledge and understanding of the need for six sigma and the changes
required.
• A commitment and accountability from management for implementing the change.
• Employee's self-interest in furthering their needs.
Expectations
Employees need to know: Sponsors or leaders need to know:
Sharing your expectations, while inviting employees to do the same, isa powerful tool in managing change.
Successful Project Components• The goal of any six sigma project is to increase customer satisfaction and reduce
the cost of poor quality (COPQ). The six sigma mindset needed during a project'sprocess is "Defects can be eliminated and tampering reduced."
• A successful project results in a 50% change in the metrics and a savings of 100Kor more for the company.
A Successful Project• Describes the statistical problem.
■ What are the problems with mean, variance, or both?■ What needs to happen?
• Describes the statistical solution.■ What are the critical X variables?■ How are they being controlled?■ What is the result on the process?
• Describes the practical solution.■ What is needed? Poke-Yoke, control methods, or process/product redesign?■ What mechanisms are in place to ensure we "hold the gains"?■ What are the quantifiable savings?■ What is the defect reduction or sigma level improvement?
• For any remaining steps:■ "Who? What? When?" plans.
Champion Role• Reviews recommended projects with Black Belts.
• Selects projects, executes control and removes roadblocks.
Stakeholders• Stakeholders are individuals in the organization who have a vested interest in the
success of a six sigma project.
• Commitment from stakeholders is a critical component of any successful project.
Who are the Stakeholders?• They control necessary resources.
• They can block the team directly or indirectly.
• They must approve any of the team's decisions.
• They influence the opinion of others stakeholders.
• They function as the process owners of any part of the process the team isaddressing.
• There are typically fewer than 15 true stakeholders. While every stakeholder doesnot need to be strongly supportive for successful results, their ability to mobilizecommitments is necessary to ensure a successful business change.
How Can Champions Increase StakeholderCommitment?
• Communicate the big picture.
• Create a vision of the company as it is now and the future after the change.
• Identify stakeholders' concerns and issues, and present factors to overcomestakeholder objections.
• Follow-up by reviewing possible changes in the commitment level of thestakeholder.
• Recognize and reward stakeholders for their commitment level when it is given.
Mobilizing Commitment PlanThe Mobilizing Commitment Plan is a tool that will assist you in identifying the levelof commitment, issues or concerns your stakeholders might have.
Directions for Using the Mobilizing CommitmentPlanner
• Complete the project details as listed at the top of the form-stating companyname, problem statement and project title.
• Identify possible stakeholders and list their names.
• Check their area of influence.
• List their concern (e.g., time, money, resources or other).
• Rate their level of influence on the company.
• Rate the level of commitment at this point in time.
• Determine whether a commitment strategy is needed by checking "Yes" or "No".
Mobilizing Commitment Plan Example
Company Name: ____________________________________Project Title: ___________________________________
Problem Statement :________________________________________________________________________________
Purpose: Identify stakeholders that could affect the success of the six sigma project.
Agenda: Complete the Mobilize Commitment Plan listing the appropriate detailsregarding your current business setting. Refer to the desired project youwish support from stakeholders.
Limit: 10 minutes
Mobilizing Commitment Plan Exercise
Company Name: ____________________________________Project Title: ___________________________________
Problem Statement :________________________________________________________________________________
Influencing Strategy The commitment level of any stakeholder can be improved to some degree through theuse of an Influence Strategy Plan. The plan must identify the following stakeholderdata before you begin to win their support.
Influence Strategy Plan• Who can have the most impact on this person?
• What is the message that needs to be delivered?
• What is the individual's style (e.g., socializer, amiable, driver, analyzer)?
• What is the individual's history with this problem?■ Do they view this as a flavor of the day?■ Are there personal conflicts with those involved in the project or othershareholders)
• If changed, what are the things that could win the person's support (deal-makersvs. breakers)?
• How and when will the influence process begin? Task out the influence strategywith dates to ensure it gets done.
What is the Champion's Role in the InfluencingStrategy?
• Assist the Black Belt in completion of the Influence Strategy Plan.
Goal• The goal in monitoring change is to verify the effectiveness of the change through
the use of the appropriate measurement systems.
Action Items• What are the metrics that will be used to determine the team's success in making a
sustained change?
• How will tracking these metrics be shared across all those impacted by the team?
• Will the support of doubters be won through results?
• Measurement will provide focus and direction. Remember that actions to fix thingscan occur only when the problem is known. Roadblocks or failures in monitoringprogress can occur when:
■ It is assumed that Stakeholders know how things are going and are notspecifically informed.
■ Measures are put in place only to account for project goals, forgetting thatother impacts may occur.
■ Relationship/s to other initiatives/projects are not identified and thus notmonitored.
■ An attempt is not made to measure the "soft" stuff and only "hard" datameasures are made.
■ Data is not collected and reported in the timeframe outlined in themonitoring plan.
Aligning Systems and Structures • A six sigma change in your business often involves changes in training,
development, criteria for rewards, and compensation and promotion. Youremployee's behavior will change as well. Significant changes usually require sometype of organizational infrastructure modifications.
• Aligning systems and structures requires assessing the existing systems of measuresand rewards resulting in identifying existing practices that are inconsistent orunproductive.
Aligning Systems and Structures - Action Items• Identify critical systems and structures areas that must be addressed.
• Assess the risk of slipping back into "old habits".
• Align systems and structures with desired behaviors.
Characteristic Description
CompletenessDoes the measurement system capture all elements of thechange or only parts of it? Does it take you in the rightdirection?
Timeliness Can the measure be taken soon after the actual occurrencebeing measured?
Visibility Can the measure be openly tracked?
Controllability Does the measure have a significant influence on the desiredoutcome?
Cost Does the measure already exist for another purpose?
Interpretability Is the measure easy to understand? Can it be used to compareover time and across functions/organizations?
Importance Is there a significant relationship between the measure andbusiness objective?
Staffing - What new qualifications will be needed in staffing openpositions in the future?
Development - What requirements will be needed/added to developmentplans?
Measures - How will conformance to the implementation change bemeasured?
Rewards - How will the above measures be incorporated intocompensation plans, rewards, etc.?
Communication - What is the ongoing plan to keep people informed on theprogress towards the vision?
Designing - Does the existing reporting structure support the changedenvironment?
Aligning Systems and Structures TemplateThis is a template designed to walk teams through a detailed analysis of the existingsystems of performance measures and rewards. The level of detail required for thesediscussions will necessitate having experts from both HR and management. It will taketime and research. There are two major areas that will be reviewed. They arePerformance Metrics and Rewards and Recognition.
■ Having consistent, visible, and tangible reinforcement of the changedbehavior.
■ Integrating change into ongoing work behaviors.■ Aligning systems and structures helps make the change a part of individualand team behavior.
• Failure to sustain change can result from:■ Underestimating the time requirements of the new behaviors.■ Unanticipated problems.■ Lacking coordination.■ Other changes being introduced at the same time.■ The employees not having the necessary skills.■ Not gaining the support of the "masses".■ Having goals/objectives that are too broad.■ Dismissing complaints rather than addressing them.■ Not understanding strategic efforts that may impact, deteriorate, or eliminateany gains made in the current environment.
Exercise: Force Field Analysis
Purpose: To identify those factors in the business environment that act asenablers and will promote the change and those factors that mightshorten the life of the change that was recently implemented.
Agenda: Break into pairs.
Review you current business setting and a recent change that wasimplemented. Determine those factors that could increase the life of thechange and those factors you feel could restrain or destroy the recentchange initiative.
The Successful Project - Summary • The goal of this unit was to increase your knowledge of the elements of a
successful project. In addition you learned the management skills that can assistyou in maintaining the positive change.
• An important factor that can effect the certification of the Black Belt is thedetailed account of the completed project as reviewed in the final report. It isimportant that the Champion review the final report carefully to ensure that all theappropriate elements are represented in the report. Missed details could possiblyeffect future projects.
• Components of a Successful Project: ■ Describes the statistical problem.■ Describes the statistical solution.■ Describes the practical solution.■ For any remaining steps: "Who? What? When?" plans.
Champion Action
Purpose for Action Tools
Mobilize Commitment
Ensure all - important stakeholders involved with the change are involved and support your efforts. They may control the resources or can block the team directly or indirectly. The Influencing Strategy Plan completed by the Black Belt can assist in mobilizing the commitment.
Mobilizing Commitment Plan Influencing Strategy Plan
Monitoring Change
The effectiveness of the change needs to be measured through the use of the appropriate measurement systems. The measurement system needs to take the organization and team in the proper direction for the business.
Measurement Systems Checklist
Aligning Systems and Structures
Align Systems and Structures requires assessing the existing systems of measures and rewards resulting in identifying existing practices that are inconsistent or unproductive. Slipping back to “old habits” will reduce the change for a successful and long lasting change.
• Six Sigma Project Selection■ Establish a Business Case■ Create a Project Desirability Matrix■ Narrow the Project Focus■ Project Definition
• A Champion's Role During Project Selection
• Exercise: Project Selection
• Summary
OverviewThe goal of this unit is to increase your knowledge of the importance of projectselection and the six sigma business objectives. You will learn to narrow the projectfocus to create a project definition.
Objectives
At the end of this unit, you will be able to:• Identify factors influencing project selection.
• Identify the elements of a business case.
• Identify factors used to narrow project focus.
• Evaluate project definitions for appropriateness.
Importance of Project Selection• Dissemination of the six sigma culture depends on news of successful projects
having significant business impact.
• Certification depends on successful completion of such a project within four to fivemonths. Poor project selection is the most common root cause of certificationdelays.
• After certification, Black Belts will assist in selecting future projects.■ They will use the tools learned to identify projects with the greatestopportunity.
■ They will take these opportunities to strategic leadership/Champion forsponsorship.
• Black Belts will help others in project selection.
Traditional ProjectsTraditional business change initiatives often result in:
• Optimizing one part of the business at the expense of another.■ Decreasing cycle time in a non-bottleneck process.■ Reducing the cost in one area by increasing the costs in another.
• Missing the root causes of existing problems.■ Automating a bad process just creates defects more quickly.
• Creating more incremental costs than savings.■ Increasing the number of products/features sold but not generating additionalrevenue from sales.
• Creating a scope that is too large.■ Having too many insignificant things distract the attention of the team.■ Focusing attention on things that do not produce the most impact.
Traditional Project Metrics Metrics have been used to measure broad-based projects, which often resulted infigures that continue to display a poor ROI (return on investment). In addition, amarginal reduction to COPQ (cost of poor quality) resulted from these projects.
Results show little or no impact on business. Why?
Six Sigma Projects
Six Sigma Business Objectives
• Employee satisfaction, supplier relations, and community relations
Successful six sigma projects result with at least
• Thoughtful consideration must be given when developing a business case.
The business case data determines the degree of impact
for the Black Belt project.
• Focuses on ONE primary business metric.■ Keeps the team clear on the measure of success.■ Monitors other impacts with the use of secondary metrics.
• Focuses on a process rather than a cost account.■ Guards against suboptimization of the whole for the benefit of the project.■ States the output of the process.■ Identifies the customers.■ Addresses customer requirements.
• Requires an assessment of the financial impact.
• Addresses the output unit (product/service) for the external customer.■ Avoids internal optimization (more tampering) at the expense of totaloptimization by focusing on the end product.
• Defines the primary business measure of the project.■ Aligns with the six sigma business objective.■ Determines what the impact will be on other successful six sigma businessobjectives.
■ Narrows in on the Black Belt's greatest opportunity for improvement.
• Identifies the baseline performance of the primary business measure. ■ Historical performance of this measure is considered.■ Time period of the historical performance is reviewed.■ Over-reaction by leaders to one isolated exception in performance isrecognized.
• Measures the gap between the baseline performance of the primary businessmeasure and the business objective.
■ Establishes the target performance for the primary business measure vs.baseline performance.
■ Quantifies the cost of the gap in the baseline performance of the primarybusiness measure from the business objective.
■ Examines the project's expected impact on the performance gap.
Business Case-ProfileA business case should include:
• Cost/Unit: Carries the burden of all the waste, rework and scrap loss/shortage(includes refused deliveries, damages, returns and so forth).
• Defects: Encompasses inaccuracies and poor quality; items that fall out of specifiedlimits (includes wage increases in excess of the standards established).
• Cycle Time: Expressed as lead time or time to complete.
Establishing a Business Case Profile
Business Case Profile
During _________________________, the _____________________________ (Period of time for baseline performance) (Primary business measure)
for _______________was __________________. This gap of ______________ (Output unit) (Baseline performance) (Bus Obj. Target vs. baseline)
from _____________________ represents_____________ of cost savings. (Business Objective) (Cost impact of gap)
This project will ________________________________________. (Project expected impact on performance of primary business measure)
the 3 weeks from Feb. 20 to March 9rolled through put yield of physicallocation address accuracy
Support Services 1 to FieldSupport Region 3
at 65% (True Accuracy) resultingin an annualized cost of poorquality of $3,300,000
address accuracy mandates a business objective to improve Order Managementphysical location address accuracy by 50%
74.9% to 87.5%by 27 2001
an annualized sumof $1,600,000
increase to through put accuracy of Support Services 1 to meet the year 2001corporate goal of turning up an additional 400,000 new clients across the region.
Examples: Business Case• Poorly developed business cases do not provide project focus or strong baseline
data to compare results.
• What data is missing from Example 1?
Example 1A Poor Business CaseThere are too many customer complaints. The Division A complaint rate is 35% — the highest in the company — 5% above the average.
Example 2A Good Business CaseIn 1999, the big ticket return rate was 17%, representing $20MM in returns. This was 7% higher than the target for the division.
- Use when no data on six sigma business objective is available.
The GoalThe goal of the project desirability matrix is to provide information that will assist innarrowing the project focus. Champions must select among the competing projects andaddress the impact, effort and risk associated with each project. The projectdesirability matrix avoids traditional project results by forcing an objective discussionon what is really known about the problem.
The Components• Business Impact (returns)
■ Estimated financial impact of the project.
• Investment Required (costs)■ Length of time to complete.■ Number of people required to be successful.
• Probability of Success (assessment of the various risk factors)■ Time: Uncertainty of the completion date.■ Effort: Uncertainty of the investment required.■ Implementation: Uncertainty of roadblocks.
The Tools• The Project Desirability Matrix
• Business Impact Scale
The Champion's Role• Select a diversity of projects - avoid selecting all high - impact projects.
• Ensure evaluation of projects on the same scale - for example, a high-impactproject uses a high-impact scale.
• Collect as much data as possible-avoid subjectivity.
A Project Desirability MatrixAssessing the likelihood the potential project will satisfy business needs can be donewith a project desirability matrix.
The GoalSelection of a project that has the greatest ROI with the least amount of effort. Keepin mind that the probability of success is a factor in selecting projects.
Probability of Success• An assessment that takes into account the various risk factors that may prevent
success.■ Time: Uncertainty of the completion date■ Effort: Uncertainty of the investment required■ Implementation: Uncertainty of roadblocks
• Example: High-risk projects are old chronic problems; a product/service project ona terminal phase.
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Issue Rating 8 5 4 -3 -5 -5
Return or Invest Return Return Return Invest Invest Invest
Project Name Association TableFix Machine A 5 8 3 3 4 2Improve Fixture XYZ 7 5 6 2 2 1Increase Final Test Yield 7 7 2 3 3 3Reduce Defect Rate on Line2 6 8 1 2 2 2Reduce Field Failure Rate 4 3 9 2 2 3
Creating a Desirability MatrixThe Project Desirability Matrix is used to quantitatively tie potential projects to keybusiness issues by following these steps:
1. List the names of each project under the project name.
2. List the top five benefits and top five costs identified by your organization. Usinga force field analysis, as shown in the following exercise, can aid you in thisstudy.
3. List the number you rated each benefit and cost under the appropriate heading.
4. Rank each potential project as it relates to each benefit and cost. Rate one forthose with no effect, use ten for those with a strong effect.
- Keep this question in mind when ranking: "How much of this project willeffect the business issue?"
5. Leave any areas that you are unable to rank blank.
6. Calculate a desirability score automatically with the resource disk.
Step 3Narrow the Project Focus Based on the Business Case
- Assess the performance specifications
The GoalThe goal of narrowing our focus is to find high-leverage projects where the returnjustifies the investment in time and effort, and where the need for improvement issubstantial. Narrowing the focus must be consistent with the primary businessmeasures. It is used in conjunction with the project desirability matrix to helpprioritize the list of potential projects.
The Tools• Pareto Chart
• Process Map
• Metrics
The Data Used to Narrow the Project Focus• COPQ (rework, scrap and so forth)
• Defect counts (actual defects, RTY, FTY, DPMO and DPU)
• Non-value-added time (rework, delay and inspection)
The more tools that can be applied to narrow the project focus,
the broader the learning experience.
Project Focus Considerations• Decisions based on factual data are always better than those based upon intuition,
hearsay or folklore.
• Strategic projects are sometimes a consideration (including new markets andtechnologies).
• When working towards certification, an essential factor must be considered - theproject must serve as a learning experience for Black Belts.
• While the project should address a chronic problem, it should not be too large inscope. Don't try to "feed the world!"
• The scope should be manageable, but not so narrow that the solution is alreadyknown. You can use six sigma to validate the solution in another project outsidethe training activities.
Pareto Charts Levels-Two and ThreeBlack Belt ActionBlack Belts need to assess whether the areas identified in the Pareto analysis willprovide enough opportunity to have the impact on the primary business measure thatis identified in the business case.
Champion Leadership• Discuss the Pareto analysis and the impact potential on the primary business
measure.
• Discuss any revisions to the original estimated impact.
• Develop plans, if necessary, to execute additional projects for other COPQ areas.
• Select, if necessary, another project to work on.
Process Mapping• A process map is a graphic representation of a process. Inputs are taken through
process steps to add value in producing an output. A process map should enablethe Champion and Black Belt to complete a more thorough investigation of theprocess. It can identify areas where process improvements are needed.
• Tool Overview
Circle = Inputs/Start Point Box = Process Step
Output/Stopping Point Arrows = Direction of Flow
Components of a Process Map• All Activities
• Sub-processes
• Input
• Output
• Customer and Suppliers
• Process Owners
It is desirable to have as a primary project output (Y),
a measurable variable rather than an attribute variable.
Why Do We Need a Process Map?A process map is a valuable tool used to accurately define the process for a product orservice.
• Allows everyone involved with improving a process to agree on the steps that ittakes to produce a good product or service.
• Creates a sound starting block for team breakthrough activities.
• Identifies areas where process improvements are needed.■ Identifies and eliminates non-value-added steps.■ Combines operations.■ Assists with root-cause analysis.
• Identifies areas where data collection exists, as well as ascertaining itsappropriateness.
• The map identifies potential X's and Y's that:■ Lead to the determination of Y = f(X) through designed experiments.■ Identify appropriate SPC (Statistical Process Control) parameters.
• Monitors and updates changes in the process. The map should become a visualliving document.
• Acts as the baseline for the XY matrix, as well as the failure mode and effectanalysis (FMEA).
Process Maps-Key Points• The scope of the project is from the beginning until the end of the sub-process
with the highest COPQ.
• Root causes of COPQ activities could be from upstream processes.
• Projects focusing on only sub-processes with the highest COPQ may not besuccessful.
Project Definition• Defining a project uses data from the narrowed project focus. It includes:
1. Problem Statement
2. Project Goal/Objectives
3. Primary Metric
4. Secondary Metric
5. Team Members
• Problem Statement Purpose■ Focus the team on a process deficiency-controls the scope of the project.■ Communicate the significance to others.
Problem Statement Examples
Problem Statement - Key Points• A problem statement should not include any guesswork as to the cause of the
deficiency or what action will be taken.
• The problem statement assists in controlling the scope of the project.
• Key output variables that are meaningful to management should be used toquantify the problem.
Product returns are too high due to product A and will be reduced by analyzing first- and second -level Pareto charts.
A POOR problem statement A GOOD problem statementProduct returns are 5% of sales, resulting in a profit impact of $5 million and customer dissatis -faction.
Project Goal/Objective• The project objective states the goal of the project. It must:
■ Address the issue in the problem statement.■ Quantify the expected performance improvement.■ Identify the expected timing.
Project Goal/Objective Examples
The project objective does not state the cause of the deficiency or whatactions will be taken.
MetricsThe primary metric is the yardstick that will be used to measure your success.
• Must be consistent with the problem statement and project objectives.
• Is plotted on a time series graph with the following lines:■ Baseline Performance (average over the past 12 months, if possible)■ Actual Performance■ Target Performance
Reduce shipping errors by implementing individual performance measures and objectives.
A POOR problem statement A GOOD problem statementReduce product returns from 5% to 2.5% of sales by year-end.
Secondary MetricsSecondary metrics are the conscience that will "keep you honest".
• Tracks potentially negative consequences.
• More than one secondary metric may be required.
• Ensures control of unintended negative consequences.■ Just as a balloon may pop out somewhere else when squeezed in one place.■ The idea is that defects can be eliminated. Don't create a problem forsomeone else.
A Champion's Role During Project Selections • Develop a clear problem statement and communicate the significance to others.
• Assist in the development of the process map, as needed.
• Ensure that the secondary metric(s) have been reviewed.
• Review the business case and the scope of the project to improve focus.
• Review any trends and data on the primary metric.
• Select a team.
Team Selection• Team selection should be created with forethought vs. afterthought. Team selection
is critical because they communicate the business needs. They…■ Encourage Champions to secure the resources.■ Avoid homeless Black Belts who beg for help because the Champion has notestablished the legitimacy of the project.
■ Increase the probability that the most capable people will be made available.
Champion Role during Project SelectionsThe goal of this unit was to increase your knowledge of the importance of projectselection and the six sigma business objectives. The elements of a business were alsopresented. Finally, you learned to narrow the project focus and to create a projectdefinition.
The Importance of Project Selection • Careful project selection should be important to you because of the following
factors.■ Dissemination of the Six Sigma culture depends on news of successful projectshaving significant business impact.
■ Certification depends on successful completion of such a project within fourto five months.
■ After certification, Black Belts will assist in selecting future projects.■ Black Belts will help others in project selection.
The Business Case Components• The Champion states a business case to the best of their knowledge at the time of
project selection.
• The team leader will validate the information in the process of narrowing thescope.
• Thoughtful consideration must be given when developing a business case.
The Business Case Components• A good business case should include the following:
■ The linkage to strategic business objectives.■ The output unit (product/service) for the external customer.■ The primary business measure of the output unit for the project.■ The baseline performances of the primary business measure.■ The gap in the baseline performance of the primary business measure form thebusiness objective.
Narrowing the Project Focus• The goal of narrowing our focus is to find high-leverage projects where the return
justifies the investment in time and effort, and where the need for improvement issubstantial. Narrowing the focus must be consistent with the primary businessmeasures.
• The Data Used to Narrow Project Focus■ COPQ (rework, scrap and so forth)■ Defect counts (actual defects, RTY, FTY, DPMO and DPU)■ Non-value-added time (rework, delay and inspection)
Project Definition• Defining a project uses data from the narrowed project focus. It includes:
1. Problem Statement
2. Project Goal/Objectives
3. Primary Metric
4. Secondary Metric
5. Team Members
Problem Statement Purpose• Focus the team on a process deficiency (controls the scope of the project).
• Communicate the significance to others.
A Champion's Role During Project Selections• Develop a clear problem statement and communicate its significance to others.
• Assist in the development of the process map, as needed.
• Ensure that the secondary metric(s) have been reviewed.
• Review the business case and the scope of the project to improve focus.
• Review any trends and data on the primary metric.
The Big Picture - Using Your Personal DeploymentPlannerA six sigma deployment planner provides the Champion with a detailed timeline of theaction items and the team members involved in completing a six sigma project. Theplanner will assist the Champion planning, deploying, monitoring and adjusting duringthe project completion process. The culmination of a successful project is a possibilityusing your planner.
Personal Deployment Planner
SuccessfulProject
Six Sigma Team ChampionBlack BeltGreen BeltYellow Belt
Review of the Personal Deployment PlannerThe personal deployment planner is used to assist the Champion at the start of a sixsigma initiative. It begins with the selection of a Black Belt candidate. The plannerprovides recommended Champion action items required seven months prior to BlackBelt certification. The planner concludes with the review of the final report and acelebration of Black Belt certification.
Personal Deployment Planner
When: What: � Seven months
before certification
� One month before thestart of the wave
� Select Black Belt candidates. � Select projects. � Meet with functions that will be impacted by the bb
project to secure support and potential team participation.
� Attend champion training. � Complete deployment road map or “wedding planner". � Complete communications plan. � Complete deployment plan. � Meet with Black Belt. � Meet with Black Belt's supervisor. � Meet with HR to discuss reward, recognition, change
management and communications, and celebrations. � Work on elevator speech. � Get financial people involved early.
GROUND SCHOOL
� Identify the process owner who the project will impact. Ensure they understand their role both during the MAIC phases and particularly during the Control phase.
� Work with HR to evaluate any union issues and possible impact the project might have.
� Meet with Union officials to communicate intent and discuss issues.
� Schedule time to meet with candidate � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization. ANALYZE � Three months
two weeks before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informal or formal. � Communicate with six sigma coordinator.
ANALYZE � Two months
two weeks before certification
� One week before Session 3
� Review probing questions for section on “Analyze". � Review Champions manual. � Participate in read-out. � Meet with MBB as to status and performance of
candidate. � Meet with team members to discuss project. � Check for barriers/issues. � Address barriers/issues. � Adjust communications plan.
Deployment Planner - Analyze
MEASURE � Six months
three weeks before certification
� One week before the start of Session 1
� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Inform candidate of open - door policy. � (optional) Contract with Candidate for your support. � Check with candidate’s supervisor as to release status. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Deploy appropriate portions of the communications plan
to the organization. MEASURE � Five months
before cer tification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informally or formally. � Communicate with six sigma coordinator.
MEASURE � Four months
before certification
� One week before Session 2
� Review probing question for section on “Measure". � Review Champions manual. � Participate in read-out. � Meet with team members to discuss project. � Meet with MBB as to status and performance of
� Schedule time to meet with candidate � Review selected project with candidate.
� Articulate expectations.
� Check with candidate for barriers/issues.
� Resolve barriers and issues.
� Deploy appropriate portions of the communications plan to the
organization.
CONTROL � One month before
certification � Three days after
training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/nformal or formal. � Communicate with six sigma coordinator.
CONTROL � One week before
certification
� Review probing questions for section on “Control". � Review Champions manual. � Participate in read-out. � Meet with MBB as to status and performance of candidate. � Meet with team members to discuss project. � Check for barriers/issues. � Address barriers/issues. � Accept responsibility for control plan implementation. � Adjust communications plan.
CERTIFICATION
�
Meet individually with candidate to review expectation �
Celebrate results.
Deployment Planner - Control
IMPROVE � Two months
one week before certification
� One week before the start of Session 3
� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization. IMPROVE � Two months
before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where th e candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan/informal or formal. � Communicate with six sigm a coordinator. � Arrange for coordination and planning of celebration. � Start selection process of 2nd project.
IMPROVE � One month
two weeks before certification
� One week before Session 4
� Review probing questions for section on “Improve". � Review Champions manual. � Participate in read - out. � Meet with MBB as to status and performance of
candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project. � Check that the line functions are participating and they
are evolving as owners of the project. �
Reinforce that the line functions will own the Control
Deployment Planner - Improve
Determine what support the line managers will needto fully own.
Phases of Deployment - Planning Your Six SigmaChampion Engagement
• Many six sigma failures are the result of Champions who do not do what isexpected of them. The Champion must plan, deploy, monitor and adjust.
• A six sigma personal deployment planner is used to prescriptively plan theactivities you will manage/undertake to ensure success. The planner includes:
1. Elapsed time to event
2. Key milestones
3. Actions
• Deployment■ Convert the plan into specific dates and log them into your daily, weekly, andmonthly planning tool.
■ Ensure that administrative support is aware of your six sigma commitmentsand their importance.
■ Ensure administrative support is aware of the people associated with projectssuch as Black Belt candidates, functional managers, and six sigmacoordinators.
• Monitor■ Review communications surveys.■ Talk to team members on a casual basis.■ Talk to candidates on a casual basis.■ Talk to functional managers on a casual basis.■ Review data/results.■ Ask lots of questions.■ Challenge their thinking.■ Get the financial people involved in monitoring.■ Regularly assess the knowledge and awareness of the organization in regardsto six sigma issues.
• Adjust■ Don't be afraid to deviate from the deployment plan when you feel it isnecessary.
■ Use the data to provide justifications for changing things.
Tips for the Champions• Create the process for effective problem solving-don't try to solve the problem
yourselves.
• Block time for regular interaction with the Black Belts. Give support bydemonstrating a genuine interest.
• You are the coach. Encourage the team to think "outside the box" and ensure thatit has the necessary resources. Challenge the team to "break records".
• Choose projects that justify top priority. Be prepared to reallocate resources, ifnecessary. Your actions speak volumes to the organization at large.
• Care about the project metrics. Post them clearly. Demand analytical rigor in theprocess.
• Focus on both financial and process results. Repeat the link between the projectobjective, functional goals, customer requirements, and project results over andover to anyone who will listen.
• Remember that project success reflects on you, as well as the Black Belt.
• This is a team effort. Your role is critical to the success of the team.
Champion Management• Champions must make the commitment by effectively managing the following:
■ Black Belt Progress in the Required Training■ Communication■ Change Management■ Black Belt Management
As Champions you play an important role in the deployment
The Black Belt Roles and Responsibilities• Broad Function
■ Is a leader of teams implementing the six sigma methodology on projects. ■ Introduces the methodology and tools to team members and the broaderorganization.
• Reporting Lines■ Can report directly to the Champion or to the function.■ Recommend that they be a part of the functional organization.
• Black Belt Leadership■ Acts as both a technical and cultural change agent for quality.■ Spreads the methodology to the project teams.■ Has duel membership in functional and six sigma teams.■ Supports the efforts of the function by spreading the use of the methodologywhen called on to assist on other business issues.
• Project Management■ Applies the methodology completely to the project.■ Must have technical competencies required to effectively execute the sixsigma tools.
• Minimum Training Requirement■ Attends Black Belt training class.■ Completes all projects-related requirements.
• Time Commitment■ 100% dedicated.■ 18-30 month assignment.
The Green Belt Roles and Responsibilities• Broad Function
■ Participates on project teams.■ They support the goals of the project, typically in the context of their existingresponsibilities.
■ Green Belts are expected to continue to utilize learned six sigma methodologyand tools as part of their normal job.
• Reporting Lines■ Reports directly to the Black Belt.■ Is part of the functional organization.
• Green Belt Leadership■ Acts as both a technical and cultural change agent for quality.■ Learns the six sigma methodology as it applies to the particular project.■ Continues to learn and practice the six sigma methodology and tools afterproject completion.
■ Supports the efforts of the function by spreading the use of the methodologywhen called on to assist the Black Belt business issues.
■ May evolve to Black Belt level of knowledge and practice.
• Project Management■ Continues to learn and apply the six sigma methodology completely to aparticular project.
• Minimum Training Requirement■ Attends any training given by the Black Belt.■ Completes all projects-related requirements.
• Time Commitment■ As defined by the Black Belt, Champion and Functional Manager.■ To support any Black Belt project identified as a high-priority.
Yellow Belt Roles and Responsibilities• Broad Function
■ Supports a Black Belt or Green Belt on projects. ■ Supports the goals of the project, typically in the context of their existingresponsibilities.
■ Sustains controls (after project) with the process owner and supervisor.■ Active member and is part of the daily process being mapped for a six sigmaproject.
• Reporting Lines■ Reports directly to the functional manager or to the process owners.■ Is part of the functional organization and their application depends on wherethe Yellow Belt is within the organization.
• Yellow Belt Leadership■ Assists in sustaining the change and acts as both a technical and culturalchange target for quality.
■ Demonstrates functional knowledge.■ Demonstrates knowledge in the seven basic quality tools.■ Communicates mapping of local process elements to the project team.
• Project Management■ Maps local process, inputs and outputs.■ Identifies COPQ.■ Identifies value added elements.
• Minimum Training Requirement■ Attends five days of training with two days support (20 candidates).■ Completes all projects-related requirements.■ 90% of Yellow Belts are trained by home organization.■ Yellow Belts are 20-50% of the population.
• Time Commitment■ 10-20% of the time.■ No time limit.
Team Member Roles and Responsibilities• Broad Function
■ Participates on project teams. ■ They support the goals of the project, typically in the context of their existingresponsibilities.
• Reporting Lines■ Reports directly to the Black Belt or to the process owners.■ Is part of the functional organization.
• Team Member Leadership■ Demonstrates functional knowledge.■ Assists in sustaining the change.■ Shares expertise with employees and other team members.■ Assists in the mapping of local process elements with the project team.■ Learns the six sigma methodology as it applies to the particular project.■ May evolve to a Yellow, Green, or Black Belt level of knowledge and practicebased on performance and skill.
• Project Management■ Communicates needs as they relate to a given project to their Black Belt andor Green Belt.
■ Participated in six sigma project reviews as necessary.
• Minimum Training Requirement■ Attends any training given by the Black Belt and or functional manager.■ Completes all projects-related requirements.
• Time Commitment:■ As defined by the Black belt, Champion and or Functional Manager.■ To support any Black Belt project identified as a high-priority.
Communication Methods• Each Champion will develop his or her own personal style of communicating with
the Black Belt and the team. The following chart lists the types of communicationtools to use as well as possible methods available to complete the communicationprocess.
• Communication Methods■ Open door policies■ Social functions■ Suggestion boxes■ Town hall meetings■ Grapevine■ Company common area■ Brown bag lunches
Communication Tools• Bulletin Boards • Internal Publication
Transition PhasesThree Phases of Personal Transition
A Champion often must have the ability to interpret and read nonverbal cues duringthe task of leading team members through the various transition levels.
• Selects Black Belts • Reviews Project • Communication with targets and Black Belts
• Links rewards with results
• Implements project• Reviews project participation• Develops and executes a road map for business• Reviews success of six sigma• Mentor/coaches certification of Black Belts• Obtains project resources
• Perform normal jobresponsibilities
• Apply six sigmamethodologies
• Communicate tochange agent
Holding On The Roller Coaster Ride Experience AndCommitment
Denial, Anger Continued Anxiety andAnger, Fear Anticipation
Black Belt Management• Champion visibility and involvement is critical to the successful completion of a
Black Belt project.
• Champions provide legitimacy for the six sigma initiative.■ Champions select high leverage, high impact projects.■ Champions select Black Belts candidates.■ Champions articulate the overall goal to the Black Belts and target that stateshow this fits and why it is being done.
Actions that LeadPhase One
Actions that LeadPhase Two
Actions that LeadPhase Three
• Recognize• Confirm• Acknowledge• Provide Structure• Confront
• Provide Focus• Make Connections• Build Confidence
Champion Leadership Skills• Champions have a variety of tools and valuable leadership skill available when
managing Black Belts.■ Leaders model and reinforce the vision and strategy of the organization.■ Rewards and recognition align with the business strategies.■ Getting the job done right is more important than satisfying the boss.■ We reward the risk takers.■ Success of the business is more important than success of my team ororganization.
■ Turf guarding is rare.
• Champion Communication Skills■ Information flows easily through the organization.■ Most people have access to the information they need to perform their jobs.■ Changes are communicated clearly so that everyone understands.■ Most people have a clear understanding of our business and strategicdirection.
■ People understand how they fit into the change or business strategy.■ Regular reviews focused on project results and follow-through. (How is thisbeing institutionalized?)
■ Regular communication with Targets about the project.■ Regular communication with Black Belts.
Champion Tools• Implementation Plan: Describes the overview of the project and should contain the
following:■ Project Definition■ Black Belt Selection■ Communication Plan (initial and on-going)■ Have the weaknesses been addressed?■ Have the strengths been leveraged?
Communication Tools1. The Personal Deployment Plan (AKA: The Wedding Planner)
2. Black Belt Certification-The documentation monitored■ MAIC Checklist■ Change Management Checklist
4. Communication Plan
5. RADD (Readiness Assessment and Deployment Design)
Champion Tools• The Personal Deployment Plan: Is the six sigma wedding planner. It is used to
review and plan the activities you will manage sequentially to ensure the successof each phase. The time frame, key milestones and actions needed are addressed inthe planner.
• Black Belt Certification Documentation: Requires the successful completion ofseveral projects. It is a good tool to track the Black Belt's understanding of theprocess, as well as compare the overall effectiveness of each project.
• MAIC Checklists: Provides the Champion with strategic questions to survey theBlack Belts during Measure, Analyze, Improve, and Control phases of six sigmastrategy. Questions reinforce critical steps that must be completed by the BlackBelt. Data collected provides the Champion feedback that can be used todetermine the degree of success for the certification requirements.
• Change Management Checklist: Is a list containing a brief survey the champion mayuse to test the emotional state of the members of the Black Belt team. Thisinformation provides the Champion and Black Belt with clues to the level ofsupport or resistance from the team.
• Communication Plan: Is a tool that will assist the champion in organizing hiscommunication strategy.
• RADD (Readiness Assessment and Deployment Design): Is a readiness survey thataddresses areas such as measurement systems, policy management, critical processcharacterization, benchmarking, problem solving methodologies and analysissystems maturity. It is used to gain a history of the current business functions.
Measure Checklist• The Champion can ensure the completion of the Measure phase by completing the
checklist for all four steps.
• Review the checklist questions with your Black Belt.
Measure Questions YES NOStep One
What is your problem statement? Objective?Who will benefit from this project when it is completed?What are the benefits?Have the benefits been quantified? It not, when will this be done?Date:Who is the customer (internal/external)?Has the controller’s office been involved in these calculations?Who are the owners of this process?Who are the members on your team?Does anyone require additional training?What is your primary metric?What is your secondary metric?Why did you choose these?What are the defect categories on your Pareto charts?
Step TwoDo you have a process map?Who was involved in its development?Where are the data collection points?Have you completed a fishbone diagram?Have you completed a XY Matrix?Have you completed a FMEA?Who participated in these activities?
Step ThreeWhat is your measurement systems analysis?Where did you get your data?
Step FourDo you have a histogram of your primary metrics?What is the short-term and long-term capability of your process?
General QuestionsDo you have any issues and barriers?Do you have adequate resources to complete the project?Have you completed your project status form?
Analyze Checklist• The Champion can ensure the completion of the Analyze phase by completing the
checklist following each step in the process with the Black Belt.
Analyze Questions YES NO Step One
• What is the statement of the statistical problem? • Is the response discrete or continuous? • What does the distribution look like? • How much of the problem, as described in the measure phase, are
you going after?
Step Two • Have you reduced the potential X's? • Have you reduced the likely X's to a number that can be
experimented with? • Have you completed a demographics matrix? • Have you completed a graphical and distribution analysis?
Step Three • Have you performed hypothesis tests? • Have you updated the FMEA?
General Questions
• Do you have any issues and barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?
Improve Checklist• The Champion can ensure the completion of the Improve phase by completing the
checklist following each step in the process with the Black Belt.
Improve Questions YES NO
Step One • What is the statement of the statistical problem? • Were all of the potential X's measurable and controllable for an
experiment? • Have you completed a DOE Planning Sheet? • Do you have any issues or barriers?
Step Two • Are the vital few X's statistically significant? • How much of the problem have you explained with these X's? • How much unexplained error exists?
Step Three • Are the effects of practical significance? • Have you updated the FMEA? • Are any new improvements transferable across the business? • Is an action plan for spreading the best practice in place an
appropriate?
General Questions • Do you have any issues and barriers? • Do you have adequate resources to complete the project? • Have you completed your project status form? • Do you need help from me?
Control Phase Checklist• The Champion can ensure the completion of the Control phase by completing the
checklist following each step in the process with the Black Belt.
Control Questions YES NO
Step OneWhat is the statement of the statistical problem?
Step TwoWhat are the vital few X's?How will you control or redesign these X's?How are you monitoring the Y's?
Step ThreeHow are you going to ensure that this proble m does not return?Is the learning transferable across the business?What is the action plan for spreading the best practice?Is there a project documentation file?How is this referenced in process procedures and product drawings?What is the mechanism to ensure this is not reinvented in the future?Have you updated the FMEA?Have you developed a Process Control Plan?Have you developed a Quality System Action Plan?What are the financial implications?Is there any spin-off projects?What lessons have you learned?
General QuestionsDo you have any issues and barriers?Do you need help from me?Have you completed your final report?Have you completed a local project review?
Personal Deployment Planner Review When: What: � Seven months
before certification
� One month before start of the wave
� Select Black Belt candidates. � Select projects.� Meet with functions that will be impacted by the bb
project to secure support and potential team participation.
� Attend champion training.� Complete deployment roadmap or “wedding planner". � Complete communications plan.� Complete deployment plan.� Meet with Black Belt.� Meet with Black Belt's supervisor. � Meet with HR to discuss reward, recognition, change
management and communications, and celebrations. � Work on elevator speech � Get financial people involved early.
GROUND SCHOOL
� Identify the process owner who the project will impact. Ensure they understand their role both during the MAIC phases an d particularly during the Control phase.
� Work with HR to Evaluate any union issues and possible impact the project might have.
� Meet with Union officials to communicate intent and discuss issues.
Personal Deployment Planner Review - Measure• This portion of the planner reviews the required Champion actions needed for the
Measure phase.
• The suggested time frame is useful in planning the Champion's action itemstimetable.
MEASURE� Six months
three weeks before certification
� One week before the start of Session 1
� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Inform candidate of open- door policy.� (optional) Contract with candidate for your support.� Check with candidate’s supervisor as to release status.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan
to the organization.
MEASURE � Five months
before certification
� Three days after training
� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special
emphasis.� Inquire as to next actions.� Check with candidate for barriers—issues.� Resolve barriers and issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informally or formally.� Communicate with six sigma coordinator.
MEASURE� Four months
before certification
� One week before Session 2
� Review probing question for section on “Measure".� Review Champions manual.� Participate in read- out.� Meet with team members to discuss project.� Meet with MBB as to status and performance of
candidate.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
Personal Deployment Planner Review - Analyze• The planner lists the recommended time frame and Champion action items to
ensure the Analyze phase is completed successfully.
• It is important that Champions review the time frame and action items prior to thestart of the Analyze phase.
ANALYZE � Four months
before certification
� One week before
Session 2
� Schedule time to meet with candidate. � Review selected project with candidate. � Articulate expectations. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization.
ANALYZE� Three months
two weeks before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues.
� Resolve barriers/issues. � Schedule time to meet with Master Black Belt/mentor.
� Monitor communications plan, informal or formal.
� Communicate with six sigma coordinator.
ANALYZE � Two months
two weeks before certification
� One week before Session 3
� Review probing questions for section on “Analyze".
� Review Champions manual.� Participate in read- out.� Meet with MBB as to status and performance of
candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
Personal Deployment Planner Review - Improve• This portion of the planner provides a recommended time schedule for the
Champion actions required to ensure the Improve phase is completed.
• Review this page prior to the start of this phase with the Black Belt to ensure allaction items are understood.
IMPROVE � Two months
one week before certification
� One week before
Session 3
� Schedule time to meet with candidate. � Review Selected project with candidate. � Articulate expectations. � Meet with team members to discuss project. � Check with candidate for barriers/issues. � Resolve barriers/issues. � Deploy appropriate portions of the communications plan
to the organization.
IMPROVE � Two months
before certification
� Three days after training
� Drop by to meet with candidate. � Ask about the training. � Ask where the candidate needs help or special
emphasis. � Inquire as to next actions. � Check with candidate for barriers/issues. � Resolve barriers and issues. � Schedule time to meet with MBB/mentor. � Monitor communications plan—informal or formal.
� Communicate with six sigma coordinator. � Arrange for coordination and planning of celebration.
� Start selection process of 2nd project.
IMPROVE � One month
two weeks before certification
� One week before Session 4
� Review probing questions for section on “Improve".
� Review Champions manual. � Participate in read-out.� Meet with MBB as to status and performance of
candidate. � Check for barriers/issues. � Address barriers/issues. � Meet with team members to discuss project.
� Check that the line functions are participating and they are evolving as owners of the project.
� Reinforce that the line functions will own the Controlphase.
the start of
Determine what support line managers will need to fullyown.
Personal Deployment Planner Review - Control• This is the final section of the planner. It lists the required Champion actions,
including reviewing the Black Belt final project reports for certificationrequirements.
CONTROL� One month one
week before certification
� One week before the start of Session 4
� Schedule time to meet with candidate.� Review selected project with candidate.� Articulate expectations.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Deploy appropriate portions of the communications plan to the
organization.
CONTROL� One month before
certification� Three days after
training
� Drop by to meet with candidate.� Ask about the training.� Ask where the candidate needs help or special emphasis.� Inquire as to next actions.� Check with candidate for barriers/issues.� Resolve barriers/issues.� Schedule time to meet with MBB/mentor.� Monitor communications plan—informal or formal.� Communicate with six sigma coordinator.
CONTROL� One week before
certification
� Review probing questions for section on “Control".� Review Champions manual.� Participate in read-out.� Meet with MBB as to status and performance of candidate.� Meet with team members to discuss project.� Check for barriers/issues.� Address barriers/issues.� Adjust communications plan.
CERTIFICATION � Meet individually with candidate to review expectation� Celebrate results.
Company Name: ____________________________________Project Title: ___________________________________
Problem Statement:________________________________________________________________________________ Rating Scale: 1 - Strongly Against 2 - Moderately Against 3 - Neutral 4 - Moderately Support 5 - Strongly Support
Measure Step #1Project Selection - Refine the Project Scope.
The GoalThe Champion establishes a business case for a project. A project desirability matrix isused to identify the most significant areas that impact the business case.
Roadblocks• No historical data exists to support the project.
• Team members don't have the time to collect data.
• Data presented is the best guess by functional managers.
• Primary metrics is not reflected in the data.
• Data communicated from poor systems is inappropriate.
• Waste and defect data is not currently captured.
The Tools• DPU (Defects Per Unit)
• DPMO (Defects Per Million Opportunity)
Black Belt Action• Validate data.
• Complete all steps in Measure.
• Identify possible suspect variables.
Champion Roles and Responsibility• Ensure that the resources necessary to collect data are available to the Black Belts.
• Review the Measurement process with the Black Belt using the measure checklist.
Purpose of MetricsDPU Metric
• This metric measures the number of defects produced or processed through theoperation. It is used to measure project work.
• This metric is used to measure the complexity. It is used to select projects andbenchmark dissimilar goods and services. Complexity is a measure of howcomplicated a particular good or service is. Each product or process characteristicrepresents a unique "opportunity" to either add or subtract value.
Purpose of the ToolsDPU Metric (Defects per Unit)
• This metric measures the number of defects produced or processed through theoperation. It is used to measure project work.
DPMO Metric (Defects per Million Opportunity)
• This metric is used to measure the product quality as a function of complexity. Itis used to select projects and benchmark dissimilar goods and services. Complexityis a measure of how complicated a particular good or service is. Each product orprocess characteristic represents a unique "opportunity" to either add or subtractvalue.
Complexity Item Measured
Product Complexity Number of PartsNumber of Functions
Process Complexity Number of AttachmentsNumber of Welds
Transactional Complexity Number of Entries
Software Complexity Lines of Code
Complexity Item Measured
Product Complexity Number of PartsNumber of Functions
Process Complexity Number of AttachmentsNumber of Welds
DPU vs. DPMO Key Points• DPU: Requires the Black Belt to define the scope of the problem by defining the
unit. It is used to track progress. In essence it is comparing similar goods andservices (i.e. comparing the same process to itself over and over).
• DPMO: Requires a standard through which opportunities can be defined andcounted. DPMO will allow us to calculate a sigma level.
• DPMO denominators in the calculation are the measures of complexity. Complexityof the product process, transactional and software are often measured.
• Opportunity counts are simple counts of characteristics that are independent andmutually exclusive.
• In terms of quality each product or process characteristic represents a uniqueopportunity to either add or subtract value.
The Real Organization• To inspect, analyze, rework, and/or scrap potential product requires:
■ More manpower■ Extra floor space■ Longer cycle time■ More $$$
DPU vs. DPMO• Black Belts should use the DPU (or PPM) metric to track their project performance.
• Management should use the DPMO metric to select projects and conduct benchmarkstudies for dissimilar goods and services.
Examples of When to Use DPU and DPMO
When comparing two types ofwatches in which each watchhas a different level ofcomplexity. We want to knowthe quality level for each itemindependent of its complexity.
The unit we are looking atis not constant. Forexample in bankingtransactions the teller doesa variable number of tasksper customer and we arelooking for the number ofdefects per task.
DPMO
In the manufacturing ball pointpen in which we are lookingfor defects within the pen.
Processing an employmentapplication in whichapplication is a unit. Weare looking for errors ordefects on the application,i.e., a blank field.
Process Map• The process map provides all that are involved with a visual representation of the
steps it takes to produce a product or service. It should list the following:■ All the major activities and tasks.■ The sub-processes and process boundaries.■ The inputs and outputs.■ Customers, suppliers, and process owners.
Process Map-Reason for Need• A process map allows everyone involved with improving a process to agree on the
steps that it takes to produce a good product or service.
• It creates a sound starting point for a team breakthrough activity.
• The map identifies potential X's and Y's that lead to the determination of Y = f(X)through designed experiments.
• Acts as the baseline for the XY Matrix as well as the Failure Mode and EffectsAnalysis.
• It can identify areas where process improvements are needed.■ Identifies and eliminates non-value-added steps.■ Combines operations.■ Assists with root-cause analysis.
• It identifies areas where data collection exists as well as ascertains itsappropriateness.
XY Matrix• The XY metric will guide the team to focus on a few X's that people have agreed
significantly affect the product. This metric identifies the inputs (X's) and outputs(Y's) associated with the project.
XY Matrix-Reason for Need• The XY Matrix allows everyone involved with a process to agree on output critical
to the product and or the customer.
• The XY Matrix ranking assigns a level of importance to each output variable.
• The XY Matrix assesses the effect of each X on each Y through association.
• The XY Matrix provides a first attempt at determining Y = f(X).
• The XY Matrix provides direction for an area of focus for the FMEA.
XY Matrix Creators• The focused team working on a breakthrough project.
• Anyone who had or has a role in defining, executing, or changing the process.
Steps to use the XY Matrix1. Review the Process Map; use the X's and the Y's from the Process Map.
2. List the important output variables.
3. Rank each output numerically using a 1-10 scale with 1 being of low importanceand 10 being critical.
4. Identify potential causes that can impact one or more outputs, and list each.
5. Numerically rate the effect of each X on each Y within the body of the matrixusing a 1-10 scale in which 1 has no detectable association, and 10 has a verystrong association.
6. Use the resulting ranks to analyze and prioritize future team activities.
Manufacturing Service Operators Manufacturing TechEngineers SupervisorsDesign Engineers
FMEA (Failure Mode Effects Analysis)• The FMEA is a document that displays much of what is currently known about the
process. It contains data about the "actual process". It is a detailed document thatidentifies ways in which a process or product can fail to meet critical customerrequirements. It lists all the possible causes (failed X's) from which (the Y's) a listof items for the control can be generated.
FMEA PurposeTo identify ways in which a process or product can fail to meet critical customerrequirements.
• To act as a living document that lists all possible causes (failed X's) of failurefrom which a list of items for the control plan can be generated.
• To allow teams to track and prioritize the actions required improving the process.
• To facilitate the documentation of a plan to prevent those failures.
FMEA-Reason for Need• It requires a team to follow a procedure to identify and document:
■ Potential product-related process failure modes.■ Potential effects of these failures modes on the customer.■ Potential process causes (failed X's) for each failure mode.■ Ways of reducing the occurrence frequency of those failures.■ Ways of improving the means of detecting these failures.
• Team needs a risk-ranked Pareto of process issued that can be used as a means toguide the team activity.
• A prioritized list of well-organized corrective actions.
• A means through which process improvement can be tracked.
• A starting point from which the control plans can be created.
The FMEA Vocabulary• The Process X Prioritization: a detailed document which identifies ways in which a
process or product can fail to meet critical customer requirements (Y's). It is aliving document that lists all possible causes (failed X's) of failure. A list of itemsfor the control plan is generated.
• Failure Mode: a description of a "non-conformance" at a particular process step(also know as a shop floor defect).
• Failure Effect: the effect a particular failure mode will have on the customer(attempt to quantify with respect to Y's).
• Severity-SEV (of failure effect, scale of 1 to 10): an assessment of the seriousnessof the failure effect on the customer. The customer can be the end customer and orthe next process operation.
• Failure Cause: something, which can be corrected or controlled (X) that describes"how the failure modes could have occurred".
• Occurrence-OCC (of failure cause, scale 1 - 10): an assessment of the frequencywith which the failure cause occurs. "How often does this X fail in a specific way?"
• Detection-DET (of failure cause, scale 1 - 10): an assessment of the likelihood (orprobability) that your current controls will detect 1) when the X fails or 2) whenthe failure mode occurs.
• Risk Priority Number-RPN = Severity * Occurrence * Detection: used to prioritizerecommended actions. Special consideration should be given to high severityratings even if Occurrence and Detection are low.
Measure Step #3Measure Verification-Assess the Performance Specifications.
The Goal• The goal of step three is to validate the measurement or inspection systems. Are
they reliable enough to be used for their intended purpose? Basic statistics providea foundation upon which future measurements will be based. Graphical techniquesare used to display the data.
Roadblocks• Old obsolete measurement tools
• Outdated customer information
• Tribal knowledge is used such as "What they think" not actual/factual data.
• Misperceptions that expensive tools must be good.
The Tools• Basic Statistics
• Attribute Measurement System Analysis
• Variable Measurement Systems Analysis
Black Belt Action• Gather products or examples for use in studies.
• Gain participation of the people involved with the measurement process.
Champion Roles and Responsibilities• Champions need to have an understanding of basic statistics in order to
understand measurement verification and capability assessment.
• Provides resources to ensure measurement verification is completed.
Purpose of Basic Statistics• Used to analyze data collected in the measure phase.
• Enables us to numerically describe the data that characterizes our process X's andY's.
• Allows us to use past process and performance data to make inferences about thefuture.
• Serves as a foundation for advanced statistical problem-solving methodologies.
• Concepts create a language based on numerical facts and not intuition.
■ It is highly unlikely that ■ Objects actually measured in a
we can ever know the true statistical study.
population parameters.
= Population mean = Population standard deviation
X = Sample means = Sample standard deviation
“Population Parameters”
”Sample Statistics”
Sample
Population
Variable Data Characteristics Attribute Data Characteristics Shows magnitude BinomialContinuous Good/Bad; Pass/FailCan be divided into infinitely small increments (theoretically)
Can be expressed as percent; many samples of percent can be analyzed as variable data
Offers greater statistical power Common in transaction project
• The arithmetic average of a set of values.■ Uses the quantitative value of each data point.■ Is strongly influenced by extreme values.■ Example: 3,4,7,7,9,11 the mean is 7.
Median (M)
• The number that reflects the 50% rank of a set of values.■ Can be easily identified as the center number after all of the values are sortedfrom high to low.
■ Is not affected by extreme values.■ Example: 3,4,7,7,9,11 the median is 7.
Mode
• The most frequently occurring value in a data sample.■ Example: 3,4,7,7,9,11 the mode is 7.
Understanding the Nature of Your Data• What is the Central Tendency?
■ Mean, median, mode
• What is the variation?■ Standard deviation; interquartile range
• Is the data skewed?
• Are there any outliers?
• The Central Tendency is where most of the data is located.■ The mean is 70.0.■ The median is 69.97.■ The mode is the most frequently occurring value ~70.■ The variance is 100.■ The data is not skewed.■ There are outliers.
68.26% of the data will fall within +/- 1 from the mean.95.46% of the data will fall within +/- 2 from the mean.99.73% of the data will fall within +/- 3 from the mean.99.9937% of the data will fall within +/ - 4 from the mean.99.999943% of the data will fall within +/ - 5 from the mean.99.9999998% of the data will fall within +/- 6 from the mean.
Reproducibility Defined• Reproducibility is the variation in the averages of measurements made by different
operators using the same device when measuring identical characteristics of thesame parts. Reproducibility must also account for variation between differentmeasuring devices (not only different appraisers).
Repeatability Defined• Repeatability of the instrument is a measure of the variation obtained when one
operator uses the same device to "repeatedly" measure the identical characteristicon the same part. Repeatability must also account for repeat measurements takenon an automated piece of test equipment (i.e., no operator).
A variable R&R study will quantify the repeatability of the instrument.
Repeatability
True value for one part Quantifies the repeatability of the
instrument
Performance Characteristic
Reproducibility
Operator AOperator B
Performance Characteristic
A variable R&R study will quantify the reproducibility of the measurement system.
Gage Accuracy Defined• Accuracy is the difference (or offset) applied between the observed average of
measurements and the true value. Establishing the true average is best determinedby measuring the parts with the most accurate measuring equipment available orusing parts that are of known value (i.e. standard calibration equipment).
Steps to Gage Accuracy1. Obtain the true value of sample parts from gage lab or layout inspection
equipment.
2. Compare these reading with the operators' observed values (XbarA, XbarB, XbarC)from the R&R study.
3. To convert accuracy to a % of tolerance, multiply the difference of true value vs.observed average by 100 and divide by the tolerance.
True value Accuracy Observed average
Performance Characteristic
An adequate calibration program can ensure the accuracy of the device is maintained.
Poor Gage Capability• Equipment needs to be replaced, repaired or adjusted if a dominant source of
variation is repeatability.
• The state of art technology gage requires adjusting even if it is performing to itsspecifications. Use signal averaging to address the issue.
• Training and definition of the standard operating procedure is required when thedominant source of variation is reproducibility caused by the operator.
• Evaluate the specifications. Are they reasonable?
• Any process operating at a high capability (ppk greater than 2) indicates that thegage is probably not hindering you and you can continue to use it.
Gage R&R Results• The percent contribution is the percentage of total variation that is accounted for
by each variance component (each variance component is divided by the totalvariation X 100%). Note the total % contribution will always sum to 100%.
• The percent study variation (5.15 * Std Dev of each component, divided by 5.15*total STD Dev X 100% is a way to look at variation in linear terms much like Cp. +5.15. encompasses 99% of the normal curve.
Question: What is our conclusion about the measurement system?
Why Use Attribute R&R?• To determine if inspectors across all shifts, all machines, etc., use the same criteria
to determine "good" from "bad".
• To assess your inspection or workmanship standards against your customer'srequirements.
• To identify how well these inspectors are conforming to themselves.
• To identify how well these inspectors are conforming to a "known master," whichincludes:
■ How often operators decide to ship truly defective product.■ How often operators do not ship truly acceptable product.■ Discover areas where:■ Training is needed.■ Procedures are lacking.■ Standards are not defined.
Examples of When to Use Attribute R&R
Tool Service Example Manufacturing Example Attribute R &R The inspection of a
document for spelling errors in which we are looking to determine if each inspector found the same type and number of errors
The inspection of a ball point pen in which we are looking to find any type of manufacturing defect that could be cosmetic or functional.
How to Run an Attribute R&R• A "part" can be many things. It can be an invoice, a batch of materials, an order
form, or anything produced in the manufacturing process. The more samples equala better confidence interval for the answer obtained.
• Select a minimum of 30 parts from the process.■ 50% of the parts in your study should have defects.■ 50% of the parts should be defect free.■ If possible, select borderline (or marginal) good and bad samples.■ Identify the inspectors who should be qualified.■ Have each inspector independently and in random order assess these parts anddetermine whether or not they pass or fail (judgment of good or bad).
An Example: Using the Spreadsheet
Attribute Gage R & R Effectiveness
SCORING REPORTDATE: Today's Date
Attribute Legend 5 NAME: Black Belt(used in computations)
Capability Analysis OverviewAssess the capability for a quantitative parameter (variable data).
Assess the capability for a discrete event (attribute data).
• As a process or product sigma level increases, the corresponding defect leveldecreases. Sigma is used in place of a straight proportion good to bad toemphasize the gains made when the yield is over 95%.
• The exponential nature of the statistic makes the difference between each sigmalevel significantly different from the level before.
• This chart illustrates the exponential relationship of sigma to yield to sigma level.Many companies are satisfied if they yield a 98% or 99% good product level.
We would use a capability assessment to assess the proportion of delivery times that exceed a due date and time.
The manufacturing of a ballpoint pen we would use a capability assessment to determine the proportion of runs of a pen that are manufactured to a diameter that is within specified limits.
Collect a Sample• Over time, the process average will tend to shift. A short-term snapshot of the
process represents short-term variation. This type of variation represents short-term data. This variation is referred to as within subgroup variation.
• The variation represents by changes in the average value over time is referred to asbetween subgroup variation.
• The overall variation represents long-term data. This is know as the total sum ofsquares and accounts for both the within and between subgroup variation.
• In general, studies have shown that a mean for any given process will tend to shift1.5σ over time.
Short-Term vs. Long-Term Capability• Capability is based on short-term variation.
• The standard accepted convention is that increase in variation associated withgoing from short-term to long-term data is equivalent to 1.5 standard deviations.
• Collect a short-term or long-term data sample.
Long -term capability Accuracy Precision(short -term capability)
SS total
Total variation Within subgroupBetween subgroup
2g
1 j
n
1 = ij j i
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1 = j
2j j
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Time
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SS between SS within= +
Σ Σ Σ Σ Σ -=
-
Short-Term Variation
Variation that could beanticipated if all the items thatinfluence the process over thelong-term could be estimated.
• To assess capability for a qualitative parameter (discrete event):■ Step 1: Verify the definition/description of a defect.■ Step 2: Count the occurrence of defects (and track the total units processed).
Historical data, which is usually considered to be long-term, istypically used here.
■ Step 3: Calculate the proportion of defects and the PPM.■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.■ Step 5: Estimate the traditional capability indices.
Exercise: Quantitative Y• Using the Pareto chart given below, calculate the capability of the Intrepid product
to be shipped defect free:■ Step 1: Verify the definition/description of a defect. (We assume this was
accomplished through an attribute R&R study to be taught later thisweek.)
■ Step 2: Count the occurrence of defects (and track the total units inspected).Historical data, which is usually considered to be long-term, istypically used here.
Intrepid defect count: 4,000
Intrepid opportunity count:
One per unit
Intrepid total units inspected: 35,000■ Step 3: Calculate the proportion
of defects and the PPM.
Proportion of defects = 0.1143
PPM = 0.1143 * 1,000,000
= 114,300 PPM■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.
At a defect rate of 11.43%, ZLT = 1.204
Can you verify this via Minitab probability functions, Excel functions, and Z-Table lookup?
Also, ZST = 1.5 + ZLT = 1.204 + 1.5 = 2.704■ Step 5: Estimate the traditional capability indices.
Change from Z to Cpk and Ppk
Cpk = ZST/3 = 0.9013
Ppk = ZLT/3 = 0.4013
Measure Checklist
Measure Questions YES NO
Step Four Do you have a histogram of your primary metrics? What is the short-term and long-term capability of your process?
DPU measures the number of defects produced orprocessed through the operation.DPMO is used to measure the complexity and benchmarkdissimilar goods and services.
2. Process Exploration• Process Map• XY Matrix• FMEA
Process Map identifies all the steps or activities in theprocess including the inputs, outputs, customers andprocess owners.XY Matrix identifies the input X’s and output Y’sassociated with the project and assigns a level ofimportance for each variable.FMEA contains data about the actual process. FMEAidentifies ways a process or product can fail to meet criticalcustomer requirements and lists possible causes of failure(failed X’s)
3. MeasurementVerification• MSA• MSA R+R
MSA and MSA R+R are used to determine theeffectiveness of our inspection systems in terms of thereliability and repeatability. It provides informationregarding the percentage of variation in your process datathat comes from error in the measurement. It is used aspart of the criteria requirement to accept and release anew piece of measurement equipment to manufacturers.
Capability Assessment allows us to quantify the value ofour problem. It allows an organization to predict its truequality levels for all goods and service, and provides aninitial estimate of the product or process sigma level.Basic Statistics is a tool that enables us to collect datain the measure phase and to numerically describe thedata that characterizes our process X’s and Y’s. Itservices as a foundation for advanced statisticalproblem solving methodologies.
• The XY Matrix will guide the team to focus on a few X's that all have agreedsignificantly affect the product. This metric identifies the inputs (X's) and outputs(Y's) associated with the project.
• The XY Matrix allows everyone involved with a process to agree on output criticalto the product and or the customer.
• The XY Matrix ranking assigns a level of importance to each output variables wellas assesses the effect of each X on each Y.
• The XY Matrix provides direction for an area of focus for the FMEA.
The Tool: FMEAPurpose and Reason for Need
• FMEA identifies ways in which a process or product can fail to meet criticalcustomer requirements. As a detailed document, it notes all the possible causes(failed X's) from which (the Y's) a list of items for the control can be generated.
• FMEA identifies ways in which a process or product can fail to meet criticalcustomer requirements.
• FMEA acts as a living document that lists all possible causes (failed X's) of failurefrom which a list of items for the control plan can be generated.
• FMEA allows teams to track and prioritize the actions required to improve theprocess.
The Tool: Process MapPurpose and Reason for Need
• The Process Map provides all that are involved with a process to agree on the stepsit takes to produce a product or service.
• A process map allows everyone involved with improving a process to agree on thesteps that it takes to produce a good product or service.
• It creates a sound starting point for a team breakthrough activity.
• The map identifies potential X's and Y's that lead to the determination of Y = f(X)DOE. (Design of Experiment)
• It can identify areas where process improvements are needed as well as identifiesand eliminates non-value-added steps.
• When your Y is continuous and your demographics (X's) are discrete, a multipleboxplot is a useful tool for detecting differences associated with levels of the Xvariables. Displayed below is a multiple boxplot of part thickness plotted with timein shift as the X variable (time in shift is whether the part was produced in thefirst or second half of the shift).
The Purpose of the Tool• The scatter plot is a useful tool for displaying the relationship between the X and
Y variables when your Y and X variables are continuous.
Reason for Need• The scatter plot is used to visually assess the degree and nature of relationships
between two continuous variables.
Continuous Demographics Scatter Plots• When your Y is continuous and your demographics (X's) are also continuous, a
scatter plot (or multiple scatter plot) is a useful tool for displaying relationshipsbetween the X and Y variables. Displayed at right is a scatter plot of the pullstrength of a weld and the weld temperature.
Questions: Is there a relationship between pull strength and temperature? If so,how can we describe it?
152151150
10
9
8
7
6
5
4
Temp
Pull
1
Service Example Manufacturing Example
In banking we would use a Multiple Box Plot to see if there is a visual difference in the amount of service time different tellers are giving to the customer.
In manufacturing of a ballpoint pen, we wish to visually assess the difference in manufacturing machines in terms of the pen diameters.
The Tool: Multi-Vari StudiesMulit-vari studies are planned and managed studies of a process under normaloperation. Data collection points and intervals are determined in advanced then datacollection sheets are created. The process is observed in its natural state.
The Purpose of the Tool• The purpose of the multi-vari studies is to partition the variation in Y into
components. (such as within parts, between parts and across time).
Reason for Need• To identify obvious assignable classes of variation.
• To provide components of variation (shift to shift, run to run, operation tooperation).
• To provide direction and input for future experimentation.
• To break the process into instantaneous, short-term and long-term time periodsand attempt to characterize the amount of variation occurring in each of thoseperiods.
Part-to-Part• Unit-to-unit or part-to-part variation is generally caused by process variables that
are capable of changing fairly quickly. Examples are mixtures of parts, setupproblems, worn tools or fixtures, or operator error.
Time to Time (Temporal)• Large amounts of time-related variation generally indicate a cause system that
changes somewhat slowly across time. Look for patterns in this variation. A trendoften indicates a slow but constant change (such as tool wear or chemicaldepletion) in one or more X variables. A cyclic pattern indicates an X
variable (such as temperature or humidity) that tends to fluctuate in a repeatingpattern.
Within Part• Some X's cause a large amount of within unit variation. The variation can be from
end to end, top to bottom, side to side, and so on. Patterns of within unitvariation can often allow you to further characterize the nature of the causesystem. You should leverage product and/or process geometry to aid you in thiseffort.
The Tool: Hypothesis Testing (InferentialStatistics) Making an inference is the act of forming a conclusion based on data and or evidence.Statistical inference involves drawing conclusions based on mathematical summaries ofdata from which levels of risk and confidence can be estimated.
The Purpose of the Tool• The purpose of hypothesis testing is to use probability-based tools that will allow
us to distinguish true change from random caused changes.
Reason for Need• To determine whether the variation in the sample of data is due to true changes in
the process or due to random chance.
• To determine how data is collected should be analyzed and summarized.
• To determine the reliability of the data summaries.
Hypothesis Testing
3210-1-2-3
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0.20.10.0
X
Freq
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Did my sample come from this population? Or this? Or this?
Statistics, Differences and Significance• Significance is all about differences. In general, larger differences (or deltas) are
considered to be "more significant."
• Practical Difference and Significance■ The amount of difference, change or improvement, that will be of practical,economic, or technical value to you.
■ Practical difference and significance is the amount of improvement required topay for the cost of making the improvement.
• Statistical Difference and Significance■ Statistical Difference and Significance is the magnitude of difference orchange required to distinguish between a true difference, change, orimprovement and one that could have occurred by chance.
• Two types of plastic are suitable for use by an enclosure manufacturer. Thebreaking strength of this plastic is important. It is known that the standarddeviation for both processes is approximately 10.0 psi. Manufacturer B is thecurrent supplier and has a good working relationship with the company.Manufacturer A has a product that it states is superior. From your company'sperspective, the breaking strength would have to be at least 10 psi higher for apractical difference in strength to exist. Is it worth it to switch to Manufacturer A?
• Twenty three samples from Manufacturer A and Manufacturer B are tested (C4 andC5). (ttests.mtw)
What were we trying to prove? What do the results tell us? What is thepractical application of what we have discovered?
We are 95% confident that the true difference is between 7.00 and 18.33.
There is a statistical difference between the two groups.
Two- sample T for Manu_a vs Manu_b
N Mean StDev SE MeanManu_a 23 163.49 9.13 1.9Manu_b 23 176.16 9.92 2.1
Difference = mu Manu _a - mu Manu _bEstimate for difference: - 12.6795% CI for difference: (- 18.33, - 7.00)T- Test of difference = 0 (vs not =): T - Value = 4.51 P - Value = 0.000 DF = 43
Sample 1 Sample 2 Sample 1
Sample 2OR?
Do Two Samples Come From "Same" or "Different" Positions?
The Purpose of the Tool• The Statistical Test of Variance is a type of hypothesis test used to determine the
difference between two or more variances.
Reason for Need• To determine whether underlying assumptions needed for other statistical analyses
have been met.
Population Sigma1 vs. Population Sigma2The statistic is used to test if two populations have the same variances. This testrequires the use of the F-test statistic.
• Bartlett's Test■ This test statistic can be used for a comparison of two or more variances. Thistest assumes your data is normally distributed.
• Levene's Test■ This test statistic is also used to compare two or more variances and isappropriate for continuous data that may not be normally distributed.
Population Sigma1 vs. Population Sigma2 • The statistic is used to test if two populations have the same variation. In other
words:■ Is there a real difference between σ2pop1 and σ2pop2?
Homogeneity of Variance (Minitab)• If the normal probability plot indicates we are dealing with normally distributed
data, ten we use the F-Test Statistic or Bartlett's Test Statistic in Minitab.
• If the data is not normally distributed, then we use Levene's Test Statistic inMinitab.
Examples of When to Use Homogeneity of Variance
Service Example Manufacturing Example
In banking Homogeneity of Variance test would be used to see if there is a statistical difference in the variation in service times between 2 or more tellers.
In manufacturing of a ballpoint pen, we would use Homogeneity of Variance test to see if there is variation between 2 or more molds.
Ho: pop1 =
pop2
Ha: pop1 pop2
σσ σ
σ2
2 2
2
=
Normal Probability Plot Homogeneity of Variance Test for Reactor.999
signal to noise ratio (S/N). We are trying to determine if the signal is large enough tobe distinguished from noise.
• SSbetween is the sum of squared deviations between the calculated means of two
or more groups and a grand mean. As it increases, the distance between the meansalso increases. This characteristic can be thought of as a "signal" that we aretrying to detect.
• SSwithin is the sum of squared deviations between individual measurements within
a group and the calculated means of that group.
• This can be thought of as "noise" which may hide or overwhelm our signal.
• Analysis of variance esstially does a signal to noise analysis to see if our signal(mean differences) can be distinguished from background noise.
• The factor was statistically significant at the 95% level of confidence since thecomputed F value (Fcalc) exceeded the critical F-value (Fcrit) (in the case ofcomputer printouts, the P-Value is less than.
• This means that the observed differences in the means of the three levels ofadhesive could not have occurred by random chance.
Analysis of Variance
Source DF SS M F pFactor 2 117.73 58.87 8.66 0.005Error 12 81.60 6.80Total 14 199.33
Compare this to the value (typical is .05). If smaller, then the results are statistically significant
Compare this to the value (typical is .05). If smaller, then the results are statistically significant
Basic Probability• If a coin flipped 100 times came up 63 heads and 37 tails, could those results
have happened just by chance? Or would the coin have to be a trick coin for thisto frequently occur?
If a coin flipped 100 times came up 63 heads and 37 tails, could those results have happened just by chance? Or would the coin have to be a trick coin for this to frequently occur?
Chi-Square-Test of ProportionThe Purpose of the Tool
• Chi-Square is used to determine whether there is statistically a significantdifference between two proportions or a percentage.
Reason for Need• Chi Square is used to assess the attribute data (failure rate in two different
processes).
The Nature and Use of Chi-Square• Suppose we flip a coin N = 100 times and observe 63 heads and 37 tails. Could
this ratio of heads to tails occur by chance, or should we conclude the coin issomehow biased?
Try it for a sample size of 10 throws!
Suppose we flip a coinN = 100 times and observe 63 headsand 37 tails. Could this ratio of heads totails occur bychance, or should we conclude the coin is somehow biased?
The Tool: Regression AnalysisThe Purpose of the Tool
• The primary purpose of Regression Analysis is to make predictions about Y for anygiven X.
Reason for Need• Correlation tells us the strength of a relationship; it does not tell us the exact
numerical relationship.
• The last step to proper analysis of continuous data is determining the regressionequation.
• Regression analysis calculates a "prediction equation" that can mathematicallypredict Y for any given X.
• The primary objective of regression analysis is to make PREDICTIONS.
• The regression equation that Minitab provides is simply the one that BEST FITS theplotted data.
• Examples of prediction equations:■ Y = a + b x (linear model)■ Y = a + b x + c x2 (quadratic)■ Y = a + b x + c x2 + d x3 (cubic)■ Y = a ( b x ) (exponential)
• The statistical output is produced in the session window by the fitted line plotprocedure. It is a standard regression output that consists of two generalcomponents:
■ 1.The table of regression coefficients at the top.■ 2.The analysis of variance table below it.
• The primary values of interest in this output are the P-Values associated with thecoefficients (circled) and the R-Square value.
• The P-Values of 0.000 for both the constant (Y intercept) and the X (slope)indicate that both of these statistics are statistically significant.
• These P-Values indicates that the coefficients are significantly different from zero.
• Analyze Phase
• The R-Square value of 69.5% quantifies the strength of the relationship betweenthe X and Y variables. We can state that X explains 69.5% of the total variation inY. Conversely, X does not explain 30.5% of the total variation.
Service Example Manufacturing ExampleIn banking we would use Regression Plot to determine the statistical relationship between service time and the dollar amount of the transaction.
In manufacturing of a ballpoint pen, we would use Regression Plot to determine the statistical relationship between the length and diameter of the pens.
1. Define the performance objectives. Analysis of Distributions
Analysis of Distributions assesses the non -normality of distributions and allows the investigator to reduce the number of potential causal X's.
2. Document the potential X's. Process Map XY Matrix FMEA
Process Map identifies all the steps or activities in the process including the inputs, outputs, customers and process owners. XY Matrix identifies the input X's and output Y's associated with the project and assigns a level of importance for each variable. FMEA contains data about the actual process. FMEA identifies ways a process or product can fail to meet critical customer requirements and lists possible causes of failure (failed X's)
3. Analyze the sources of variability. Histograms Multiple Box Plots Scatter Plots Multi Vari Studies Hypothesis Testing Regression
Histograms are used to display a distribution of data and are used to assess the normality of the data to justify further statistical testing. It provides a visual shape for the purpose of identifying potential causal variables. Multiple Boxplots is used to visualize the differences between the levels of a categorical X's with respect to Y's. Scatter Plots are tools that displays the relationship between X and Y variables when Y and X variables are continuous. Multi Vari Studies partitions the variation in Y into components. (within parts, between parts and across time) It provides direction for the design of experiment activities. Hypothesis Testing is a probability - based tool that will allow us to distinguish true change from random chance caused changes.
Improve Step #1Define the Experimental Plan-Document the objective's strategy and design of theproposed experiment.
The Goal
• The goal of step one is to document the objective's strategy and design of theproposed experiment.
• Planning Questions■ What is the measurable objective?■ What will it cost?■ How will we determine sample sizes?■ What is our plan for randomization?■ Have we talked to internal customers about this?■ How long will it take?■ How are we going to analyze the data?■ Have we planned a pilot run?■ Where's the proposal?
Black Belt Action• Review the results of the prior Measure and Analyze phase activities.
• Identify variables for inclusion in the experiment.
• Set Levels for the variables.
• Design an appropriate experiment.
Champion Roles and Responsibility• Review the DOE plan to determine the logistical issues and resources required to
execute the experiment.
Experiments• An "experiment" is…
■ Any testing in which the inputs are either controlled or directly manipulatedaccording to a plan.
• A "designed experiment"…■ Adds structure to the plan and a specific methodology to the analysis of theresults.
Hierarchy of Experimentation• One factor at a time
• Screening designs (fractional-factorials)
• Characterization designs (full-factorials)
• Optimization designs (response surface methods)
Define the Problem
Device: The Catapult
Ball Type
“Wiffle”
“Solid” Pin Position
Number ofRubber Bands(1 or 2)
Cup Position
Hook Position
Stop Position
3
4
5
1
2
3
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12 3 4
56Start Angle
6
1
2
How to launch a ball 5.0 Feet
In banking, we would use a DOE to assess the effects of available resources, transaction complexity, and geographic location on the transaction service time.
In the manufacturing of a ballpoint pen, we would use DOE to assess the effects of time, temperature, pressure and speed have on the injected molded ballpoint pen.
The Tool: Experimental Planning Outline• The Purpose of the Experimental Planning Outline Tool
■ The planning outline is used to assist Black Belts in designing theirexperiment. It contains detailed data regarding the following:
Experimental Planning Outline
Ball LaunchExperiment Planning Sheet
Date: 4/15/00 Product: catapultTeam Leader: Mr. Bill Jones Process(es): launch processExpected Start: 4/20/00 Expected Completion: 4/21/00 1. Problem Statement: to launch a ball a controlled distance 2. Objective: To hit a target located 2 - 4 meters or feet away 3. List of Experiment Parameters:
Response: Distance Type : Quantitative QualitativeUnit of Measure: inches Specifications: + or – 2 inches
4. Input Variable 5. Levels SpecificationsStart angle: 150/180 N/AStop angle: 2,4Ball type: red / blueBand tension: 1 and 4# of bands: 1,2
6. Brief Outline of the Experimental Design to be used: (this is an abstract of
the experiment including the specific design number of repeats)
Experimental Steps Required Activity
1. Define the Experimental Plan (Identify the likely Xs)
1. Define the problem 2. Establish the experimental objective 3. Select the output (response) variables 4. Select the input (independent) variables 5. Choose the levels for the input variables 6. Select the experimental design
2. Execute and Analyze the Design of Experiment (Find the critical few X's)
7. Execute the experiment and collect data 8. Analyze the data 9. Draw statistical conclusions
3. Validate the Results (Confirm the results)
10. Replicate or validate the experimental results 11. Draw practical solutions 12. Implement the solutions
Selecting the Input Variables• Use multi-vari and other basic techniques to reduce the "trivial many"-let the
process talk to you.
• Review results from previous experiments.
• Use your process knowledge.
• Consult with the process experts-the team.
• Review the rules of thumb:■ Experience says it is likely that there are only two to six "vital few" X's.■ The challenge is to find the influential variables and the test range that will
allow you to verify their importance.■ Test the most likely factors first-keep the design simple.■ Sometimes it is a judgment call-you may have to pick more.
Choosing Variable Levels• Choose the two levels (low and high) that are coded as -1 and +1.
• Consider the catapult problem. Choose two start angles:■ Low level (-1) 140 degrees■ High level (+1) 180 degrees
• The range must be wide enough to show a difference.
• It must not be beyond the range of feasibility. However, it may be beyond thecurrent process range.
• Realize that some combinations in the test will produce unacceptable units andthat these results are expected and accepted.
• Recognize that the starting place for continuous X's is the limits of the currentoperating conditions.
The Basic Multiple Variable Design
- A +
-B+
Pros ConsSimple designFour tests to controlOne interaction
Only information on 2 factors and their interaction
Balance: Each of the variables in the experiment has the same number of runs at the high and low levels. In the adjacent design, variable “A” has two runs in which it is at its low level. If we sum the A column, we get (-1) + (+1) + (-1) + (+1) = 0. This property helps to simplify the mathematical analysis of the design by given each level of the variable an equal impact on the final result.
Run Order A B AB 1 -1 -1 +1 2 +1 -1 -1 3 -1 +1 -1 4 +1 +1 +1
Orthogonality Two - Variable Full - Factorial Design
Orthogonality: If we multiply the signs of each of the variable columns, we get the “AB” column at the right side of the adjacent design. This column represents the interaction between A and B. The property of the “orthogonality” ensures that the plus and minus signs are arranged in the main effects columns (A and B) such that their product column will be balanced. This in turn ensures that each of the factors will be independent of the others. In the adjacent design variable “A” has two runs in which it is at its high level and a two runs in which it is at its low level. If we sum the AB column, we get
(-1)(- 1)+(+1)( -1) + (-1)(+1) + (+1)(+1) = 0
Run Order A B AB
1 (1) -1 -1 +12 a +1 -1 -13 b -1 +1 -14 ab +1 +1 +1
Purpose• The main effects plot is the primary graphical output of a factorial experiment. As
Minitab displays them, all of the variables are plotted side by side with common Y-Axis. These graphs are often displayed in both presentations and published reports.g g
Pin_Pos N_ RubBnd Strt_Ang
Main Effects Plot (Data Means) for Dist
2.0
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3.6
4.4
5.2
Dis
tanc
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-1 1 -1 1 -1 1
Main Effects Plot Computation
Ball LaunchExperiment Planning Sheet
Date: 4/15/00 Product: catapultTeam Leader: Mr. Bill Jones Process(es): launch processExpected Start: 4/20/00 Expected Completion: 4/21/00 1. Problem Statement: to launch a ball a controlled distance 2. Objective: To hit a target located 2 - 4 meters or feet away 3. List of Experiment Parameters:
Response: Distance Type : Quantitative QualitativeUnit of Measure: inches Specifications: + or – 2 inches
4. Input Variable 5. Levels SpecificationsStart angle: 150/180 N/AStop angle: 2,4Ball type: red / blueBand tension: 1 and 4# of bands: 1,2
6. Brief Outline of the Experimental Design to be used: (this is an abstract of
the experiment including the specific design number of repeats)
The Tool: Interaction Plots• Interactions occur when two variables must act together to change the output of
the experiment. Interaction plots are constructed by plotting two variablestogether on the same graph. They take the form of the graph below. Note that inthis graph, the relationship between variable "A" and Y changes as the level ofvariable "B" changes. When "B" is at its high (+) level, variable "A" has almost noeffect on Y. When "B" is at its low (-) level, "A" has a strong effect on Y. Thedistinguishing feature of strong interactions is the degree of non-parallelismbetween the two lines.
Full Interaction Plot Matrix• The plots at the lower left in the graph below (outlined in blue) are the "mirror
image" plots of those in the upper right. The X variable axes have been switchedsuch that the extreme lower left graph is the same as that in the extreme upperright, except that Pin_Pos is now on the X-Axis and Strt_Ang is set at two levels.It is often useful to look at each interaction in both representations.
2
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N_RubBnd
Strt_Ang
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Interaction Plot (Data Means) for Distance-1 1 -1 1
More Leveraging Interactions• In this example, the product consisted of two major assemblies. The "insert"
consisted of hundreds of intricate parts and was difficult to assemble and test. The"casing" was a fairly simple cast aluminum assembly that could easily be machinedand modified.
How should this organization allocate its improvement resources?
Good Insert
Low
High
GoodCasing
Bad Insert
BadCasing
Sm
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r Is
Bet
ter
Sm
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r Is
Bet
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Smal
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Is B
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11-1-1
74
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Interaction PlotREPLACE vs. SPECIALIST INVOLVEMENT
REPLACEMENT DISPLACE COMPETITOR
SM%
Specialist actively involved
No specialist involvement
On the main effects plot at left, the “Replace vs. New” variable has the largest effect on sales margin. This variable, however, cannot be controlled by the sales organization. The interaction plot below shows that this main effect is also involved in an interaction.
The interaction plot shows that if the sales organization is replacing an existing piece of equipment (low - level), the involvement of a “specialist” is very important in impacting sales margin. If, however, the sale is displacing a competitor’s equipment, the effect of specialist involvement is minimal. If you were a sales manager, how would you use this information?
PRICING 2(3) DESIGN OF EXPERIMENTSMain Effects Plot — Soda Machine Sales — Standard Margin
Analyze the ResultsValidate the Results-Determine whether the resultspredicted by the experiment can be repeated by running the productthrough the process.
Steps to Validate:1. Set up the process to the levels which indicated best performance.
2. Run the process and collect output data.
3. Assess the effects of the change in conditions.
Roadblocks• The process has changed.
• The time allotted to complete the experiment is insufficient.
The Tools• Capability Assessment
• Basic Statistics
• Final Report
Black Belt Action• Ensure that the predicted optimal levels in the experiment produce acceptable
results.
• Supply a list of recommendations that could offer practical solutions.
Champion Roles and Responsibility• Provide resources to ensures Improve verification is completed.
• Complete the Improve checklist listing the required Black Belt action.
• Ensure that the practical solution is implemented.
Multiple Boxplot of Experiment ResultsPurpose of the Tool
• A Multiple Boxplot is used to assess the difference between initial and finalperformance to determine the degree of success.
Improve Step #3 - Final Report• The report should include the following sections:
■ Executive Summary or Abstract■ Problem statement and Background■ Objective■ Output Variable■ Input Variable■ Study Design■ Procedures■ Results and Data Analysis■ Conclusion
Final Report Key Points• Make sure the Black Belt has tied potential business results to the project.
• Focus on one experiment at a time.
• Don't try to answer all the questions in one study; rely on a sequence of studies.
• Use two-level designs early.
• Spend less than 25% of the budget on the first experiment.
• Always verify results in a follow-on study.
• It's acceptable to abandon an experiment.
• A final report is a must.
• Conduct a confirmation run after completion to verify the results.
Improve Phase-Summary
Improve Steps Leadership Action
1. Define the ExperimentalPlan
Review the DOE plan to determine the logistical issues and resourcesrequired to execute the experiment.
Ensure resources are available for the DOE.
Informal Reviews of Project and Complete the Improve Checklist
Challenge Black Belts to be rigorous and constantly look for learning.
2. Execute and Analyze theDesign of theExperiment
Ensure resources are available for study.
Informal Reviews of Projects and Complete the Improve Checklist.
3. Validate the Results Ensure resources are available for study.
Informal Reviews of Projects and Complete the Improve Checklist.
Ensure that the practical solution is implemented.
Ensure process owner support.
Improve Step/ Tools Purpose
1. Define the Experimental PlanExperimental StrategyExperiment Planning Outline
Experimental Strategy provides the sequential steps taken to complete the DOE.Experiment Planning Outline is used by Black Belts during the design stage of their experiment. It provides experimental focus and ensures all experimental variables are addressed.
2. Execute and Analyze the Design of the ExperimentDOEMain Effects PlotInteraction Plot
DOE contains the selected input and output variables used in executing the experiment. It is a structured plan and specific methodology to the analysis of the results.Main Effects Plot is the primary graphical output of factorial equipment. Its main purpose is to display a large group of data.Interaction Pl ot interactions occur when two variables must act together to change the output of the experiment. It shows the degrees of interaction.
3. Validate the ResultsCapability AnalysisFinal Report
Capability Analysis allows us to quantify the value of our problem. It allows an organization to predict its true quality levels for all goods and service, and provides an initial estimate of the product or process sigma level.Final Report is a summary of the steps and results of the DOE. It includes suggested control plans used to maintain or control the results.
Control PhaseControl Method #1-Ranking Control Methods
1. Eliminate the Variable: Eliminate it by understanding variableinteractions or by mistake proofing.
2. Automate the Variable: Implement automated controls that requirelittle or no operator intervention.
3. SPC on the X's: Implement statistical process control on the inputvariable (or X) that controls Y. This form of SPC requires that Y = f(X)be understood.
4. SPC on the Y's: Implement statistical process control on the outputvariables or Y. This form of SPC is most frequently used by industry.
5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term or long-term.
Robust Process and Product DesignPurpose of the Tool
• The purpose of the Robust Process and Product design is to develop a realistictolerance to establish the true control units for X variable based on the equationY = f(X) relationship.
Reason for Need• To eliminate subjectivity for setting specification for X
• Provide a baseline for predicting final capability of Y
Marginal Distributions from Experiments
• Ideally, it is desired to set the allowable range of each "X" such that output of theprocess remains at a 6s process. This could be accomplished by setting the "X"tolerance to the equivalent of +/- 3s of the response (Y). You might initially findthat "X" cannot be controlled to this level. This is an evolutionary journey; someresponses may not be good enough to allow for this much margin without some formof redesign.
Purpose of the Tool• The purpose is to use interaction and non-linearities in DOE to help shift or
remove sensitivity from X variables.
Reason for Need• Interaction in non-linearity is the primary means in which we change the variance
of the process and allow us to exercise control over the process spread.
Leveraging Interactions and Non-Linearities inRobust Design
• The dotted line distributions approximate the expected distribution of Y as B variesbetween its low value and its high value. In the case of the non-linearity, the dottedline distributions represent the expected distribution of Y at two levels of A.
Mistake-proofing is using wisdom and ingenuity to create devices thatallow you to do your job 100% defect free 100% of the time. Purpose of the Tool
• To provide a means to make the process resistant to human caused defects.
Reason for Need• To prevent errors at their source.
• To prevent 100% of the defects.Mistake-Proofing Defined
• Home■ Automated shu-off on electric coffee pots■ Ground fault circuit breakers for bathroom inside or outside electric circuits■ Pilotless gas ranges and hot water heaters■ Child-proof caps on medications■ Butane lighters with a safety button
• Automobile■ Seat belts■ Air bags■ Car engine warning lights
• Office■ Spell check in word processing software■ A "Do you want to delete?" message after you press the "Delete" button on
your computer
• Factory■ Dual palm buttons and other guards on machinery
Forgetfulness Errors due to misunderstanding Error in identification Errors made by untrained workers Willful errors Inadvertent errors Errors due to slowness Errors due to lack of standards Surprise errors Intentional errors Errors due to work overload
Processing omissions Processing errors Errors in setting up the workplace Assembly omission Inclusion of the wrong part/item Wrong workplace Operations errors Adjustment, measurement, and dimensional errors Error in equipment maintenance Error in the preparation of tools
Incorrect routing Missing information Misspellings Wrong Addresses Wrong data Clerical error
Red Flags• Red Flags: A condition in the manufacturing or service process that commonly
provokes errors.
Mistake - Proofing/Robust Design
Practical Solution:A new catalyst arrives at the supplier premixed
andput in a lemon additive - even if curing is not optimal,
the customer will never smell it!
Practical Problem:Some covers smell bad when new.
Lemon Scent
Red Flag Error Defect
Manufacturing Red Flags Service Red Flags Adjustments Tooling/tooling change Dimensionally/specification/critical condition Many parts/mixed parts Multiple steps Infrequent production Lack of, or ineffective, standards
Complicated forms Form fields used f or data is too small Complicated processes Unclear directions or procedures
• The process controller is an automated feedback and control device.
Purpose of the Tool• The purpose of the control method Automate the Variable is to install automatic
feedback and control tools for the process.
Reason for the Need• To eliminate the need for ongoing human monitoring of a process.
1. Eliminate the Variable: Eliminate it by understanding variableinteractions or by mistake proofing.
2. Automate the Variable: Implement automated controls that requirelittle or no operator intervention.
3. SPC on the X's: Implement statistical process control on the inputvariable (or X) that controls Y. This form of SPC requires that Y = f(X)be understood.
4. SPC on the Y's: Implement statistical process control on the outputvariables or Y. This form of SPC is most frequently used by industry.
5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term or long-term.
All controllers control the process by transferring variation from a variable we areconcerned about (temperature) to a variable we aren't concerned with (current). Theydo not, in reality, remove variation from the process-but merely hide it behind anothervariable. This has both good and bad consequences. Although the controller ismaintaining the process, as we want it to do, it can also hide the fact that the processis deteriorating.
SPC (Statistical Process Control) on the X and Y• Control charts are the means through which process and product parameters are
tracked statistically over time. Control charts incorporate upper and lower controllimits that reflect the natural limits of (random) variability in the process. Theselimits should not be compared to customer specification limits.
Purpose of the Tool• Statistical Process Control is a type of feedback system that identifies when
intervention is required on a process.
Reason for Need• To monitor stability of a process.
• To identify when interventions are required in a process.
• To display a time series plot of the process variable being monitored.
1. Eliminate the Variable: Eliminate it by understanding variableinteractions or by mistake proofing.
2. Automate the Variable: Implement automated controls thatrequire little or no operator intervention.
3. SPC on the X's: Implement statistical process control on theinput variable (or X) that controls Y. This form of SPC requiresthat Y = f(X) be understood.
4. SPC on the Y's: Implement statistical process control on theoutput variables or Y. This form of SPC is most frequently usedby industry.
5. S.O.P.: This is the standard operating procedure implemented todetect defects. The action is not sustainable short-term orlong-term.
Is a proven technique for improving productivity. Is effective in defect prevention.
Prevents unnecessary process adjustments. Provides diagnostic information. Provides information about process capability. Can be us ed for both attribute and variable data types.
Everyone must be well trained and periodically retrained. Data must be gathered correctly. Mean and range/standard deviation must be calculated correctly. Data must be charted correctly. Charts must be analyze d correctly. Reactions to patterns in charts must be appropriate every time.
Purpose of the Tool• The I-MR charts should be used for true X's like temperature, humidity,
concentration of a solution, or gas flow per minute.
Reason for Need• Units are produced as individuals and no logical method of grouping units exists.
• Low production volumes where only one piece is produced per day or sometimeslonger.
• High-cost testing - when the cost of testing is very expensive, time consuming,destructive, or other wise prohibitive.
• Chemical processing where only one measurement per bath is taken.
I-MR Charts Pros and Cons
Advantages of I -MR Charts Disadvantages of I-MR Chart Good where individual’s data is most logically the “rational sub - group.” Shewhart zone rules can be applied if individuals are normally distributed.
Falsely suggests that not much data is required – it is best with 30 or more points. Control limits tend to be very wide due to relatively small sample sizes.
Xbar & R Charts (R: Range)The Xbar Charts are used to measure the central tendency of the Y over time. R Chartsmeasure the gain or loss of uniformity within sub-group, which represents the randomcause variation in the Y over time.
Purpose of the Tool• The purpose of Xbar is to track process excursions in the mean and the variation
over time.
• R Charts are used to track short-term process stability.
Reason for Need• To distinguish short-term and long-term control problems.
Purpose of the Tool• C Chart is a simple chart used to track the number of defects per unit (not the
number of defectives) assuming the sample size is constant.
• U Chart is a simple chart used to track the number of defectives per unitsproduced (not the % defective) assuming the sample size is not necessarilyconstant.
Reason for Need• This graph is used when the defects of a unit remain constant. We are interested
1. Eliminate the Variable: Eliminate it by understanding variableinteractions or by mistake proofing.
2. Automate the Variable: Implement automated controls thatrequire little or no operator intervention.
3. SPC on the X's: Implement statistical process control on theinput variable (or X) that controls Y. This form of SPCrequires that Y = f(X) be understood.
4. SPC on the Y's: Implement statistical process control on theoutput variables or Y. This form of SPC is most frequentlyused by industry.
5. S.O.P.: This is the standard operating procedure implementedto detect defects. The action is not sustainable short-term orlong-term.
BEST
WORST
Advantages of U Charts Disadvantages of U Chart
Easy to use and maintain. Based on simple statistics.
Works for attribute data only. Weak as a predictive tool.
Capability Analysis for X and Y-Quantify the value of the problem.The Goal
• The goal of step two is to quantify the value of the problem. We hope to establishthe final capability of the Y to determine our capability to control the X's.
The Tools• Capability Analysis.
Black Belt Action• Analyze the data.
Champion Roles and Responsibility• Ensure the resources are available for the Black Belt.
• Complete the Control checklist listing the required Black Belt action.
The Tool: Control PlanThe control plan describes the control methods appropriate to guarantee productquality throughout the process. It is a living document that is updated asmeasurement systems and controls methods are evaluated and improved.
Purpose of the Tools• The control plan allows the team to formally document all the control methods
used to ensure that customer requirements (Y's) are met. It is a living documentthat is updated as measurements systems and control methods are evaluated andimproved.
Reason for Need• The control plan requires the team to describe and follow the control methods
appropriate to guarantee product quality throughout the process.■ Receiving of raw material■ In-process quality of Y's■ Outgoing product characteristics
• It provided a greater opportunity of ensuring that all product outputs (Y's) are in astate of control provided all members are abiding the control methods stated inthe control plan.
• The control plan documents a strategy that is responsive to the changes in theprocess given the fact that the goal is continuous improvement.
Control Methods Tool / Method Control Method Purpose
1. Eliminate the Variable
Robust Process and Product Design Mistake Proofing
To develop a realistic tolerance to establish the true control units for X variable based on the equation of Y = f (X).
2. Automate the Variable
Process Controller Implement automated controls
intervention.
3. SPC on the X's
4. SPC on the Y's
Statistical Process Control
I – MR (Individual – Moving Range) EWMA Xbar and R Charts P and nP Charts C and U Charts
SPC on the X's: Implement statistical process control on the input variables or Y This form of SPC requires that Y = f (X) be understood. SPC on the Y's: Implement statistical process control on the output variables or Y.
5. S.O.P. Standard Operating Procedure
A standard methodology is used for maintaining the process.
It is the standard operating procedure for detecting defects.
■ DFSS-What Is It?■ A Look at the Generic Process■ DFSS-Influence on Cost, Quality and Cycle Time■ DFSS Road Map■ DFSS-The IDEaS™ Process■ DFSS-A Combination of Processes and Tools■ MAIC/DFSS Relationship■ DFSS-Top Level View■ MAIC vs. DFSS DFSS Integration■ DFSS Courses and Training■ Implementing DFSS■ DFSS Deployment■ Common Six Sigma Tools■ What Would You Invest?
Overview• The six sigma approach incorporates the organization's business needs to meet
customer requirements. Our goal is to prevent causes vs. correcting problems anddiscontinue further tampering of the systems and processes.
• One required approach that is critical to the achievement of a six sigma level is aDesign for Six Sigma, also known as DFSS. DFSS will review your product and/orservice to ensure you are operating at a six sigma level from the very beginning.
ObjectivesAt the end of this unit, you will be able to:
• Identify the purpose for DFSS.
• Compare and contrast the MAIC and DFSS phases.
• Identify the purpose of IDEaS™.
DFSS - Overview• DFSS is a rigorous approach to designing products and services-enabling processes
to operate at a six sigma level of quality and meet customer requirements from thevery beginning.
• Companies that implement a six sigma program find that a majority of defects areactually created during the design process. As companies approach five sigma, theytypically hit a wall that requires a redesign of some of its processes. The capabilityof the manufacturing and transactional processes must be factored into the designof a product or service so that the final configuration is "producible" usingexisting technology.
• Implementing DFSS involves two additional weeks of training for certified BlackBelts or Green Belts.
DFSS Road MapOne of the first steps on the DFSS roadmap is recognizing that design is a processwhich in itself needs to be measured. At the time a product or process is released fromthe design stage, more than 70% of the cost has been incurred or defined. Weeventually must move the use of some key six sigma tools into the front-end of thedesign process.
We have abbreviated this development process using
the acronym IDEaSTM/SM (Initiate, Design, Execute and Sustain).
Just as MAIC is the road map for solving specific problems,
IDEaSTM/SM is the road map for product/process design or even redesign.
DFSS gives an overall framework for product/process development. MAIC will be used toclose gaps and solve problems as the product moves through the IDEaSTM/SM process.Other tools are needed to help measure the progress and are specific to the designprocess itself.
• We use MAIC to shift the mean or reduce variation (or both) for a specificproduct/process. We can continue down this path, addressing and reducing severalsources of variation, until we reach what we call "entitlement".
• Entitlement is loosely defined as a product or process that has reached the bestperformance possible for a given technology, a set of operating conditions, or theirphysical limits. Any additional MAIC work would incur cost with no additionalimprovement results or return on investment (ROI).
• Once the process/product has been improved to "entitlement", DFSS can be usedto redesign the product/process to the next level.
■ This typically means a whole new approach to the product/process.■ This would involve new technologies, new methods, and possibly even
computer integration.
• DFSS helps to ensure that the MAIC breakthrough strategies are attained and willhelp us verify through the measurements proposed.
During any design process, there are likely to be individual MAIC projects that willbe identified for a Black Belt.
Implementing DFSSOur suggested strategy for implementing a DFSS approach starts with the customer. Webegin working MAIC projects in production areas where products or services aredelivered to the customer. At this point, it is easier to "see" defects. Once we are ableto understand our internal process capability, it is time to move the application of thetools upstream to the new product process development.
DFSS Deployment• Tool Masters
■ MAIC Tools■ DFSS Tools
• Cross-functional Team Training■ DFSS Tools and Product Focus
• A cultural change in the way people behave as well as valuable knowledge isachieved through the successful completion of six sigma projects.
• Knowledge that will improve the organization's ability to proactively preventproblems by applying the six sigma methodology and its associated metrics.
• Champions must have a clear understanding of their commitments for a successfulBlack Belt project before they begin to lead their Black Belt teams.
• You receive great leverage with improving plans and design, versus improving theproduct.