ADAAP Process Solutions GREEN BELT PROGRAM

GREEN BELT
COURSE MANUAL

DEFINE PHASE

ADAAP Process Solutions Private

Limited
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Six Sigma
At
A Glance

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What Is Six Sigma?

A business process using tools to achieve
customer satisfaction and shareholder
value
A level of performance that reflects
significantly reduced defects in our products
and processes
A set of statistical “tools” to help us
measure, analyze, improve, and control our
processes
A commitment to our customers to achieve
an exceptional level of performance
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DMAIC
Phase 1:
...
Define the problemCharacterization Measure

Phase 2:
Breakthrough Analyze
Strategy
Phase 3:
Improve
Optimization
Phase 4:
The Basic Objective Control
PPM The Basic Objective
1000000
1,000,000
1,000,000
100000
100,000
100,000
10000
10,000
10,000
1000
1,000
1,000
100 Average
100
100
Average
Company
10
10
10
Company
Best-in-
11 Best-in-
12 3 4 Class 5 6 7
2 3 4 Class 5 6 7

DMAI
Sigma Scale of Measure

C
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Key Steps in the DMAIC process

Phase Focu
Select Product or Process Key
Characteristic(s); e.g..., Customer Y sY

Define Performance Standards For Y Y

M
Measure
Validate Measurement System for Y Y

Establish Process Capability of Y

Creating Y
Define Improvement Objectives For Y Y
A
Analyze
nalyze
Identify Variation Sources In Y Y

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Key Steps in the DMAIC process continued…

continued…

Screen Potential Causes For Change In x1, x2, ...

Y & Identify Vital Few xi xn
Improve
mprove
Discover Variable Relationships x1, x2, ...
Between Vital Few xi xn

Establish Operating Tolerances On Vital Vital Few

Few xi xi
Vital Few
Validate Measurement System For xi xi
C
Control
ontrol Vital Few
Determine Ability To Control Vital Few xi xi
Implement Process Control System On Vital Few
Vital Few xi xi

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Project Portfolio
Y

y1 y2 y3 y4 y5

y11 y21 y31 y41 y51 • Critical business issues

y12 y22 y32 y42 y52 (VOB, VOC)
y13 y23 y33 y43 y53 • Resources

Project Identification,
Assessment, and
Selection

ny
ip pa r t
r sh m e Project Assignment
6 a de Co Exp s
Le n es
si r
Bu ade
Le

Project Charter
• Project
Execution
• Monthly 6sigma
Project Execution, Project Reviews
Validation, and Control
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Project Selection Criteria

 Customer Satisfaction Improvement

 Rs.2Lacs annual savings per project
 70% Defect reduction
 Completion in less than 6 months Projects must be selected by
trained Project Champions, and concurred with Local Deployment
Champions
 Projects must support the corporate business goals set by
leadership

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Project Types

DMAIC & DFSS

 Operational:
Manufacturing /Engineering

 Transactional:
Business, Service &
Administrative
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THE GOALS OF SIX SIGMA

• TO REDUCE VARIATION
• TO REDUCE DEFECTS
• TO IMPROVE YIELD
• TO ENHANCE CUSTOMER SATISFACTION
• TO IMPROVE THE BOTTOMLINE

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THE SIX SIGMA PROBLEM SOLVING

APPROACH
AIC

Identification &
Measure
M

Identification
of CTQ D
Project
Identification D

66SIGMA:
SIGMA:AA rigorous
rigorous analytical
analytical process
process for
for Problem
Problem
Solving
Solving
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ROAD MAP
Define Phase

• Why this Project ? – Business Case

• Project Charter
• SIPOC – to find process scope and inputs
• CTQ identification – to come down from Macro to
micro objectives – CTQs have to be specific and
measurable.
• Create CTQ specification table – Operational
definition of measure – Specifications / defect
definition – Kano status
• Review and Finalize Your Project Charter
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ROAD MAP

Measure Phase
• Prioritization Matrix or FMEA to identify critical inputs / process
variables for data collection
• Data collection plan -Data type – Continuous data / discrete data
• Gauge R & R for the Measurement System measuring a characteristic
with an instrument or through visual inspection
• Test for normality – Data comes from a normal distribution or not
• For continuous data – individual control chart/Run Chart to identify
special causes if any – can you explain and contain those special causes if
yes delete the out of control points and re – calculate the limits. If you
can’t explain then live with those out of control situations
• Calculate sigma rating from your book after finding total PPM (from
overall expected performance – for normal data – from overall observed
performance for non – normal data)
• For discrete data calculate defects per million opportunities (we
recommend you to take number of opportunities as 1)

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ROAD MAP
Analyze
• Process analysis – activity flow chart – identify value added and non–
value added activities

• Deployment flow chart (where it involves other departments)

• Cause and effect diagram / fish bone diagram – done through brain
storming for each CTC/CTB/NVA

• Validation of the causes – through Gemba investigation – data analysis

(hypothesis testing, analysis of variance, regression analysis)

• Mostly for manufacturing cases conduct design of experiments

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ROAD MAP

Improvement
• How to generate the solutions for validated root
causes – solution prioritization matrix – cost benefit
analysis.
• Piloting.
• FMEA of the improved process.
• Risk analysis of the suggested solutions to ensure
that negative side effects do not impact the results.
• Implementation planning – resource, time and
involvement of stakeholders
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ROAD MAP
Control
• How to ensure the improved process is maintained? How to establish
controls for the same?
• Develop Control Plans/ Quality Plan/ Procedures. Standardize the
improved Process.
• Evaluate benefits/ results
• Check before and after through individuals control chart, histogram,
time series plot, dot plot (for continuous data) Use Attribute control chart
and/or Pareto diagram (for discrete data).
• Always evaluate sigma levels before and after. There could be an
improvement without meeting the target. Explain what else needs to be
done, take it up as a next project or give it to someone else.
• Decorate the presentation in an innovative manner (don’t stress on
presentation if your results are not good).

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PROCESS OWNER

Process
Owner

Overall
Process

Dept A Dept B Dept C Dept D

– Worries about overall process health

– Has responsibility and authority to manage and
improve a process
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HOW THIS WORK GETS DONE

Master
Leadership Team Black Belt Team Leader Team Members

Select project

Draft charter

Discuss/revise charter

Review &
approve charter

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PROJECT ROLES & RESPONSIBILITIES

Before During After
Project Project Project
• Review purpose • Manage schedules •See that documentation
statement with • Lead meetings is completed and
sponsor(s) lessons captured
Black • Coordinate
Communication •Monitor implementation
Belts • Draft rest of charter if appropriate
• Serve as liaison with
MBB, champion(s), and •Use improved methods
• Select team members stakeholders
• Keep records
• Lead team’s work

• Participate in meetings •Use improved methods

• Carry out assignments
• Help with team tasks
Green
and logistics
Belts
• Contribute knowledge
and expertise
• Learn necessary skills
and methods

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PROJECT ROLES & RESPONSIBILITIES

Before During After
Project Project Project

• Assist Team Leader • Provide expert guidance • Provide guidance as

and coaching to team needed
leader and members on
Master • Help draft charter
skills and methods
Black • Help the team gather
Belt and interpret the data
• Help sponsor(s) prepare
for reviews

• Identify goals • Provide direction and •Provide ongoing support

Champion • Select Black Belt/Green guidance for implementation
Belt • Review team progress •Ensure monitoring
• Assign MBB • Run interference •Preserve lessons
• Draft purpose statement • Control budget learned

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DMAIC PROJECT SELECTION CRITERIA

• Projects will likely have greater success if…
– The problem
– The problem is linked to a clearly defined process
(you can identify the starting and ending points).
– You can clearly identify what a defect is and
count its occurrence
– The champion cares about this work and wants
to make it happen
– The champion has the authority to commit
time and resources

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COMMON PROBLEMS AND

RECOMMENDATIONS
• Many projects encounter one or more of the following
problems:
– Not relevant to customers or to business needs
– Project scope too large; won’t have authority to commit
time/resources or to make changes in the process; can’t
easily identify starting and ending points
– Relevant data hard to collect or too much data
– Can’t define what a defect is
– Process doesn’t cycle often enough
– Problem written as solution
– Recent changes in the process

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IMPORTANCE OF TEAM CHARTERS

• A team charter is a written document and works as an
agreement between management and the team about
what is expected.

• The charter:
– Clarifies what is expected of the team.
– Keeps the team focused.
– Keeps the team aligned with organizational priorities.
– Transfers the project from the champion(s) to the
project team.

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ELEMENTS OF A TEAM CHARTER

– Project Description
– Scope
– Goals and Measures (indicators)
– Expected Business Results
– Team Members
– Support Required
– Expected Customer Benefits
– Schedule

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PROCESSES
• All activity takes place in terms of a process.
Shocking lessons
-#1: Most people do not think in terms of processes.
They would rather think in terms of isolated
events.
– #2: When convinced of the value of thinking in
terms of processes, most people still don’t think
in terms of processes.
– #3:The word “process” generates fear and
resistance.

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WORK AS A PROCESS
S C
U U
P S
P T
L Inputs Process Outputs O
I M
E E
R R
S S
– Applies to all kinds of work, whether repetitive in nature or “one-of-a-kind.”
– Having a high-level view of a process helps to:
• define project boundaries (starting and ending points);
• describe where to collect data.

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SIPOC: INPUTS

La
bo
Mate r
rial
Ideas Process
rm a t i on
Info
e nt
n m
iro
v
En

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SIPOC: HIGH-LEVEL PROCESS VIEW

Process

– A high-level view is often captured as a top-level flowchart

Step
Step 1:
1: Step
Step 2:
2: Step
Step 3:
3: Step
Step 4:
4:
Bottling
Bottling Labeling
Labeling Inspecting
Inspecting Packaging
Packaging

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SIPOC: OUTPUTS
u cts
p r od
ca l
ysi
Ph n ts
me
Docu

Process Information
Serv
ices
De
cis
ion
s

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SIPOC EXAMPLE
Suppliers Inputs Process Outputs Customers
Manufacturer Copier Copies You

Office Supply
Company Paper File

Toner Making a Others

photocopy

Yourself Original

Power Company Electricity

Process Steps

Remove
Remove
Put
Putoriginal
original Adjust
Adjust Press
Press
Close
Close Lid
Lid originals
originals
on
on glass
glass Settings
Settings START
START and
and copies
copies

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HOW TO CREATE A SIPOC MAP

– Name the process.

– Clarify the start and the stop (boundaries) of the

process.

– List key outputs and customers.

– List key inputs and suppliers.

– Identify, name, and order the major process

steps.
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TRANSLATING VOC/VOB INTO CTQs

VOC/VOB CTQ (CTC/CTB)
Tree
CTQ
CTQ

I want CTQ

need CTQ

CTQ
CTQ
CTQ
CTQ

• (CTQ = Critical to Quality)

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EXAMPLE: CTQ TREE

Need Drivers CTQs

PRODUCT OTD
DE#LIVERY

SPARE Availability

TO IMPROVE
Any Motor with Noise>65db.
CUSTOMER Noise

SATISFACTION

Any motor with more than

Current Specified Current

Price Any quote more than bench

mark

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Project Definition
Project Objective:

Problem Statement: Reduce chips and scratches due to handling

damage on Material supplied .
Material delivered to CTI warehouse have a
high defect rate. The Materials are either Current/Goal/Stretch Goal:
reworked to be acceptable to Assembly Plant or
returned to Supplier. This defect rate prohibits Current status: 45725 ppm (damage)
CTI warehouse from sequencing Materials to Goal: 13718 ppm (70% reduction)
Assembly Plant without added inspection at CTI Stretch Goal: 4573 ppm (90% reduction)
warehouse. The highest inbound defect is
damage to the painted surface. Benefits:

CTQ: • INR1.2 Million Reduction in CTI repair costs

• INR 0.6 Million Reduction scrap/rework costs
• No visible chip on painted surfaces • (TBD) Reduction in CTI Inspection costs
• Part edges free of dents and chips

Defect Definition: Progress/Work plan:

Paint chipped off substrate, either on edge or on • Define Phase Complete

vertical surfaces. Scratches on painted surfaces • Measure Phase 90%
that do not meet the guidelines. Paint rubbed off • Analyze Phase ongoing
substrate. • Improve Phase ongoing

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