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Six Sigma Green Belt
© 2013 Institute of Industrial Engineers
Larry Aft, P.E.
© 2013 IIE and Aft Systems, Inc.
ISO 13053 Compliant
© 2013 IIE and Aft Systems, Inc. 1-2
Contents
• Part 1 – Introduction to Six Sigma
• Part 2 – Variation
• Part 3 – Basic Statistics
• Part 4 – Statistical Process Control
• Part 5 – Process Capability
• Part 6 – Six Sigma
• Part 7 – Root Cause Analysis
• Part 8 – Case Study
© 2013 IIE and Aft Systems, Inc. 1-3
Objectives: At the conclusion of the course, participants will be able to:
• Use concepts and terminology of Six Sigma
• Discuss the history of Six Sigma, quality management and continuous improvement
• Utilize fundamental methods of Six Sigma, including DMAIIC, SPC, and cost analysis
• Analyze and utilize the voices of the process (variation) and the customer (specifications)
• Identify and describe roles on a Six Sigma improvement implementation
Note: Additional required readings of ISO 13053 required SSGB
topics may be found at
ttp://www.iienet2.org/details.aspx?id=17480
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Agenda
o Six Sigma Objective and Methodology
o Variation o Histograms o Statistics o SPC o Process Capability o Six Sigma Philosophy o DMAIIC o Six Sigma Organization o Six Sigma Implementation
o Six Sigma Projects o Break Even Analysis o Root Cause Analysis
o Flow Charts o Check Sheets o Pareto Analysis o Cause and Effect Diagrams o Scatter Diagrams
o Case Study o Audit
IIE Lean and Six Sigma Certificates are valid for three years. To renew send an email to [email protected] to request an automatic renewal.
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Administrative Stuff
• Breaks
• Bathrooms
• Emergency Exits
• Cell Phones
• Computers
• Blackberrys
• Ipads
• Ipods
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Six Sigma Defined
• Six Sigma (s) is a customer focused, well defined problem solving methodology supported by a handful of powerful analytical tools.
• Continuous improvement is driven by the execution of carefully selected projects. The goal of the Six Sigma approach is to take small steps forward and no steps backward.
Alternative Six Sigma Definition
“Six Sigma is a business improvement approach that seeks to find and eliminate causes of mistakes or defects in business processes by focusing on process outputs that are of critical importance to customers.” (Snee, 2004).
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Background
• Motorola coined the phrase
• Greek letter s (Sigma) when followed by the word “level” measures the capability of the process to perform defect free work
• The higher the sigma level the better the quality
• A defect is anything that results in customer dissatisfaction
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Customer Supplier Relations
The purpose of all six sigma work and all improvement efforts is to better serve customer needs and expectations thereby providing increasing value to the customers and ensuring repeat business.
“Always make your business
about the customer and never
about yourself.” Magic Johnson
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Six Sigma Approach
• Uses statistics solely as tools for interpreting and clarifying data
• Requires not just statistics but changes in the culture of the organization
• Requires a deep commitment from the highest levels of management
• Requires a tolerance for endlessly questioning the validity of sacred company beliefs and the traditional ways “things are done around here”
• Six Sigma should be viewed as a strategy and not a destination
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For Six Sigma to be Effective
a. There must be processes in place
b. The processes must be brought into control statistically
c. The processes must be improved (by reducing variation within the controlled processes and bringing them closer to the target)
“Six Sigma Mantra”
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Six Sigma Structured Approach
• Six Sigma involves a series of steps designed to lead the organization through the gauntlet of process improvement. Major steps include:
– Define
– Measure
– Analyze
– Improve
– Implement
– Control (Standardize and Validate)
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DMAIIC Overview
Client Driven, Consistent,
Metrics Focused, Results Oriented
Define the opportunity
Measure the current performance
Analyze the current process
Improve process efficiency and evaluate the cost
benefits of the improved process.
Control and adjust new processes
Implement improvements
• Perform cause-effect analysis to determine reasons for gaps in performance
• Map the process, gather initial performance data and determine current “Sigma” level
• Obtain client input, factors Critical to Quality (CTQ)
• Improve on what matters most to the client • Significantly impact the bottom line
•Determine breakthroughs, design future state: new process, new “Sigma” level •Create dashboards, scorecards and plans
• Execute plans, overcome barriers
• Transition to the new process
• Measure improvements and breakthroughs
• Report dashboard, scorecard data and client feedback
