1 intro rev4-1

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Achievement Labs’

Management Systems Institute

Green Belt CourseIntroduction


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Table of Contents

Section No. Section Name Slide No.

1 Introduction to Course, Introduction to Six Sigma & Methodology

1 ~ 45

2 Define 1 ~ 30

3 Measure 1 ~ 76

4 Analyze 1 ~ 68

5 Improve 1 ~ 76

6 Control 1 ~ 30


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LOGISTICS

Getting started :

Breaks:

Class materials:

Location of Support facilities:

Attendance at all sessions is expected on dot


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Successful Candidates shall be awarded with Approved Certificate of

NABET- a constituent of -QCI (National Accrediation Board For Education and Training, a

constituent of QCI and is a member of IPC-Australia and further signatory of mutual recognition agreement with

IRCA-UK and RAB QSA- Australia and US for Lead Auditor courses)


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LEARNING OBJECTIVES

I. Overview of Six Sigma Methodology

II. Over view of Six Sigma Project execution (Define- Measure- Analyze- Improve & Control

III. Introduction to statistical software package - Minitab.

IV. Process of Closing the Project

V. Work through at least 2 six sigma projects of different

applications.

Detailed objectives are available on www.qcin.org website.


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COURSE DETAILS

• Covers NABET Requirements

Duration 4 days

Minimum 36 Hrs extending to 4 day course,

Out of 36 Hrs, Minimum 30% are for Case studies, workshops etc.

Combination of Classroom Teaching and Exercises

Provides Course Material and Work Book


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COURSE DETAILS

Continuous Assessment of participants

Course Final Examination (2 Hrs.)

Qualifying marks shall be an avg. of 70%.

At the time of examination participants are permitted to use Course Material.

Successful participants shall be awarded certificate (NABET approved).

All participants with full attendance shall be awarded a “Certificate of Attendance”.


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COURSE DETAILS

Who fails continual evaluation shall have to satisfactorily complete another full course.

Participants who fails the written examination, but has passed the continual evaluation, shall be allowed one re-examination within twelve months.

Participants who fails the re-examination also shall have to take a full course again.

Attendance for the full duration of the course is mandatory and Use of mobile phones etc., is forbidden during the course.


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Schedule – Day 1

08.30 - 10.30

Introduction to program, course structure Micro Lab Exercise (30 Mnts) Six Sigma Terminology Data punch case Study. (30 Mnts) Group Discussion on Process Improvement (30Mnts)

10.40 - 13.30 Introduction to Six Sigma & Methodology Intro Exercise – I & 2 (60 Mnts) Sample Six Sigma Project-1 (30Mnts)

14.10 - 20.00 Define Methodology Intro Define Methodology Tools Define Exercises – 1 to 4 (2.00 Hours)

10.30 - 10.40, 12.00 to 12.10 &

15.30 - 15.40, 18.00 to 18.10Tea Break – Every Day

13.30 - 14.10 Lunch – Every Day


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Schedule – Day 1

08.30 - 10.30

Introduction to program, course structure Micro Lab Exercise (30 Mnts) Six Sigma Terminology Data punch case Study. (30 Mnts) Group Discussion on Process Improvement (30Mnts)

10.40 - 13.30 Introduction to Six Sigma & Methodology Intro Exercise – I & 2 (60 Mnts) Sample Six Sigma Project-1 (30Mnts)

14.10 - 20.00 Define Methodology Intro Define Methodology Tools Define Exercises – 1 to 4 (2.00 Hours)


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Schedule – Day 208.30 - 09.00 Review of previous day learning

09.00 - 13.30 Measure Intro Measure Group Discussion – 1 (30Mnts) Measure tools Measure Exercise – 1 to 5 ( 1.45 Hours)

14.10 – 20.00 Measure & Measure tools Cont… Measure Exercise – 6 to 12 (2.45 Hours) Introduction to Analysis

08.30 - 09.00 Review of previous day learning

09.00 - 13.30 Analyze & Analysis tools Analyze Exercise – 1 (45 Mnts)

14.10 – 20.00 Analyze & Analysis tools Cont…dAnalyze Exercise – 2 &3 (2.15 Hours) Improve Intro & Improve Tools

Schedule – Day 3


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Agenda

08.30 - 09.00 Review of previous day learning

09.00 - 13.30 Improve & Improve tools Cont…d Improve Exercise – 1 to 4 (2.30 Hours) Control & Control tools

14.10 – 16.30 Control & Control tools Cont…d Exercise – 1 & 2 (1.45 Hours)

16.30 – 18.00 Six Sigma Project & Summarization Sample Six Sigma Project -2 (30mnts)

18.00 – 20.00 Examination

DAY 4


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Data Punching A Case Study – Identification, Prioritization and selection of Improvement opportunities.

Continual Improvement


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Start

Dept. 1 Dept. 2 Dept. 75

Supervises

Operator receives and punches

Operator receives And punches

Operator receives and punches

Assigns jobs

Is verification required? Job verification

Too many defects


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Do you feel that the error rate of the punched cards of your department as received from

the key punching department is unsatisfactory, satisfactory or

excellent?


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Unsatisfactory 72%

Satisfactory 20 %

Excellent 8 %


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Day Number of cards inspected

Number of defective cards

Proportion of defective cards

1 200 6 .03

2 200 6 .03

3 200 6 .03

4 200 5 .025

8 200 14 .07

22 200 15 .075

23 200 4 .02

24 200 1


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7

6

5

4

3

2

1

01 2 3 4 5 6 7 8 9

1

0

11

12

13

14

15

16

17

18

19

20

21

22

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Day

Along Y axis 0 means .00, 1 means .01, 7 means .07Data concerning daily proportion of defective cards


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Day Comment

8 Untrained operator used for a rush job

22 Ran out of cards from a usual vendor


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.08

.07

.06

.05

.04

.03

.02

.01

.00

.08

.07

.06

.05

.04

.03

.02

.01

.00

.052

.021

.00

.044

.017

.001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Before After

Effectiveness of Countermeasure


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Check Sheet of defective cards

Operator Tally Frequency

1 // 2

2 /// 3

3 / 1

4 //// //// //// //// /// 19

5 0

6 // 2

7 1 1

8 /// 3

9 //// //// //// //// // 17

10 // 2


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50

45

40

35

30

25

20

15

10

5

0

4 9 2 8 1 6 10 3 7 5

Nu

mb e

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de f

ecti

ve c

a rd

s

Operator number

Cu

mu

lati

ve P

erce

nta

ge o

f d

efec

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car

ds

100%

Pareto Diagram showing defective cards operator wise


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Operator Frequency % Cumulative %4 19 38 389 17 34 722 3 6 788 3 6 841 2 4 886 2 4 92

10 2 4 963 1 2 987 1 2 1005 0 0 100

Pareto analysis of defective cards by operator


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Major causes of defective cards

Month Total

Transposed numbers 7 10 6 5 28

Off punched cards 1 2 3

Wrong characters 6 8 5 9 28

Data printed too lightly on cards

1 1 2

Warped cards 1 1 2 4

Torn cards 1 1 2

Illegible source document 1 1

Total 15 20 16 17 68


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Pareto Diagram to determine causes of defective cards for operator number 4


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Major causes of defective cards

Freq % Cumulative %

Transposed numbers

28 41.2 41.2

Wrong characters 28 41.2 82.4

Warped cards 4 5.9 88.3

Off punched cards 3 4.4 92.7

Data printed too lightly on cards

2 2.9 95.6

Torn cards 2 2.9 98.5

Illegible source document

1 1.5 100

Total 68 100

Pareto analysis to determine causes of defective cards


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Environment

Materials Machines

Methods Manpower

Transposed numbers and wrong characters

Poor eye sight

Needs glasses

Brain Storming Session


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.05

.04

.03

.02

.01

.00

.05

.04

.03

.02

.01

.00

.052

.021

.000

.026

.008

.000

Improvement

P chart showing improvement after operator 4 is stable


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Group Discussion – 1

Discuss your experiences of

Process Improvements made

at your work place.


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Six Sigma Champions• Support Projects• Take Ownership• Provide Resources• Remove Roadblocks• Demand Results• Review Projects

Roles and Responsibilities

Six Sigma Green Belts• Project Leader• Follow Rigorously DMAIC• Change Agents• Part Time Resource• Solicit Support from Champions

Six Sigma Black Belts • Project Leader• Mentor Green Belt Projects• Change Agents• Part Time Resource• Guide Teams in DMAIC• Solicit Support from Champions

Six Sigma Master Black Belts • First and foremost teachers• Review and mentor Black Belts• Conduct Trainings • Master Black Belts are full-time positions


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3 Dimensions for Process Focus

1.1.13

For existing processes improvement – DMAIC

For development of new products / processes -Design for Six Sigma - DFSS or DMADV

For managing the process : Business process Management Systems (BPMS), QMS, ISO

Des

ign

DFS

S/D

MA

DV

Improvem

ent

DM

AIC

ManagementBPMS

Methodologies Standards

•Six Sigma•Lean

•ISO 9000, ISO 14000 etc.

Scientific way to

improve capability

Sharing Benchmarked

practices- “Standardizing

”


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DPMO

Defect Per Unit (DPU) :

Total number of defects in sample divided by total number of units.

Opportunity :

A unit may have more than one type of defect.

Each is an opportunity.

Ex: A watch case may have pits, burr etc.

Defect :It is a feature in a product or service that causes dissatisfaction to the customer.


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DPMO

Defects Per Million Opportunities (DPMO) :

DPMO = (DPU) * 1 Million / Number of opportunities per unit OR DPMO = Defects per opportunity (DPO) * 1 Million

Parts Per Million (PPM) :

A Number taken as reference from the sum total of one million

Ex. If 100 items are found defective from total numbers of items of one million. It shall be referred as 100PPM


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DPMODefects Per Million Opportunities (DPMO) :

DPMO = (DPU) * 1 Million / Number of opportunities per unit

Ex: We checked 500 Purchase Orders (PO) and (PO) had 10 defects.Then DPU = d/u = 10/500 = 0.02

In a PO we check for the following: 1. Supplier Address/approval 2. Quantity as per the indent 3. Specification as per the indent 4. Delivery requirements 5. Commercial requirements• Then there are 5 opportunities for the defect to occur.• Then, the total number of opportunities = 5*500 = 2500

• DPO = = 10/2500 = 0.004• DPMO = DPO* 1 Million = 4000


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DPMO

General Worksheet for Calculating Process Sigma

1. Number of units processed N= ------------- 2. Total Number of Defects Made (Include Defects Made And Later Fixed ) D= -------------3. Number of Defects opportunities Per Unit O= --------------4.Solve For Defects Per Million D Opportunities DPMO= 1,000,000 X N X O ( )

= 1,000, 000 X -----------------------

( ) ( ) = -----------------------5. Process Sigma in Sigma Conversion table Sigma = --------------------


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1000000

100000

10000

1000

100

10

1

0.11 2 3 4 5 6 7 8

Average Company

Best in ClassDPMO

Sigma Quality Level

Sigma level Vs DPMO


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As Sigma increases DPMO decreases

4 Sigma 6,210 Defects



5 Sigma 233 Defects

6 Sigma 3.4 Defects

Sigma levels and Defects per million

opportunities (DPMO)

SIX SIGMA LEVELDPMO


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Enhance Customer Satisfaction

Improve Productivity

Enhanced Top lines

Enhance Profitability

Reducing Operating costs

Improve Market share

Six sigma is a management tool that helps in identifying the root causes to:

Why ”Sigma“? Sigma(s) is a Greek letter which stands for standard deviation, that measures how far a given process deviates from perfection.

What is Six Sigma?


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• The term “sigma” is used to designate the distribution or spread about the mean (average) of any process or procedure.

• For a process, the sigma capability (z-value) is a metric that indicates how well that process is performing. The higher the sigma capability, the better. Sigma capability measures the capability of the process to produce defect-free outputs. A defect is anything that results in customer dissatisfaction.

Two Meanings of Sigma


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Path to Six Sigma




5 Sigma 233 Defects

6 Sigma 3.4 Defects

Sigma levels and Defects per million

opportunities (DPMO)


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• A systematic approach to process improvement.

• Processes can be related to design, manufacturing or administrative functions.

• It involves the use of statistical tools and techniques to analyse & improve processes.

• The relentless pursuit of variability reduction and defect elimination.

LSL USL

LSL USL

What is Six Sigma?


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LowerSpec.Limit

UpperSpec.Limit

2700

Defects per Million

LowerSpec.Limit

UpperSpec.Limit Less than3.4

From 3 Sigma to 6 Sigma


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1. Disciplined - Focuses on improvement areas

2. Scientific - Validation to statistical significance

3. Driven by data - on customer relevant metrics

4. Focused on the ‘X’s - Y = f(x)

5. Focused on sustenance - Vs Quick fix.

Customer relevant, Data driven - Critical ‘X’ focus

Six Sigma is


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Y = f(X)

Which one should we focus on the Y or X?

■ Dependent Function

■ Output

■ Effect

■ Symptom

■ Monitor

■ Independent Variable

■ Input

■ Cause

■ Problem

■ Control object

6σσ Methodology

6σ Application assures that problem is solved by focusing on the factors that cause the problem.

Focus on Conventional Approach of Problem solving

Focus on 6σσ is Modern Approach of Problem solving


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Step 5: CONTROL

Step 2: MEASURE

Step 1: DEFINE

Step 4: IMPROVE

Step 3:ANALYZE

Toll Gate

Toll Gate

Toll Gate

Toll Gate

Toll Gate

DMAIC

DMAIC

Define Define project goals & customer (internal & external) deliverables

Measure Measure the process to determine current performance

Analyze Analyze and determine the root cause of the defects

Improve Improve the process by eliminating defects

Control Control future performance

Toll Gate The project team reviews with Champions to ensure adequate level of work is done before moving on to next step.

Methodology: DMAIC


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Intro Exercise – 1

&

Intro Exercise – 2

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Education

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