Introduction and Six Sigma Overview

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  • 100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    G r e e n B e l t T r a i n i n g

    W e l c o m e t o S i x S i g m a

  • 200 Introduction and Overview.ppt

    Lets Get to Know Each Other ....

    First, let us introduce the Instructors and and our backgrounds ...

    Next, please introduce yourself: Name Business unit/segment Job title/function Location Years of service with Dupont Previous quality and/or statistics experience Expectations from Green Belt Training

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 300 Introduction and Overview.ppt

    Green Belt TrainingCourse Objectives

    By the end of this training you will be able to:

    g Understand why the business is implementing Six Sigmag Learn the Six Sigma Methodologyg Execute steps required to complete your first Six Sigma

    projectg Select the appropriate Six Sigma techniques and tools

    for future projects

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Course ScheduleWeek 1

    Day 1 Six Sigma Overview, Define & Projects ReviewsDay 2 Define and Measure, Minitab IntroDay 3 Measure (Data, MSA, Capability)Day 4 Measure and Analyze (Goal Y, Xs)Day 5 Analyze (Critical Xs), Project Reviews

    Week 2Day 6 Analyze (Critical Xs, $), Project ReviewsDay 7 Improve (DOE), Project ReviewsDay 8 Improve (Pilots), Project ReviewsDay 9 Control (SPC, Document, Translate), Project ReviewsDay 10 Final workshop, Summary, Project Completion/Certify

  • 500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Greenbelt Certification Requirement for CCM

    Requirement Responsibility EndorsementFull attendance in all 10 days of training Green Belt MBB Instructors

    Successful project completion(2 Nos.) Green Belt/Team Process Owner

    Demonstration of skills Green Belt MBB Instructors

    Financial Savings of $50K/yr Green Belt

    Process Owner & MBB mentor

  • 600 Introduction and Overview.ppt

    Ground Rules

    g Take responsibility for your own learningg Every question is a good questiong Honor time limitsg Participate by sharing your opinions and experiencesg Listen and consider the opinions and feedback of othersg If you have to leave, make arrangementsg Computer etiquette g Help others g Have fun!!!

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 700 Introduction and Overview.ppt

    After this session, you will be able tog Describe what Six Sigma is in terms of

    g Its philosophyg Its goal g Its methodology

    g Describe in general terms how the Six Sigma methodology works

    g Explain the business stake and rational for applying Six Sigma

    g Describe your role as a Green Belt

    Beginning with the End in Mind

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 800 Introduction and Overview.ppt

    The Big Picture

    g WHAT is Six Sigma?

    g WHAT is the basic idea behind Six Sigma?

    g WHY do Six Sigma?

    g HOW does Six Sigma work?

    g Whats my role as a Green Belt?

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Six Sigma is Excellence

    Six sigma quality means the virtual elimination of defects from every process, product and transaction in our company. It is a key part of how we will do business well into the next century. ...However, the real impact of Six Sigma is that it is a business management process and not just a quality metric.

    Chad HollidayChairman & CEODuPont CompanyFebruary 26, 1999

    Excellence

  • 1000 Introduction and Overview.ppt

    Six Sigma is A ...

    Vision $$$ from Zero Defects Philosophy Statistically-based

    Decision-Making Business Process How we work Goal 6 Sigma Capable Metric Sigma Level of Process Methodology DMAIC

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 1100 Introduction and Overview.ppt

    Values of Six Sigma

    g Customer focusg Delight the customer by eliminating

    defectsg Variability is the enemyg Act on fact and datag Real financial results that impact the

    bottom line

    Core Values Of Six Sigma

    Passion + Execution = Fast and Lasting Results

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 1200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAININGNylon Green Belt Training

    23

    456

    308,53766,8076,210

    Sigma level

    Defects per Million

    opportunities

    2333.4 .

    3 to 6 20,000 Times Improvement... A True Quantum Leap

    Defect Levels

  • 1300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Six Sigma Benchmarking Results

    1,000,000

    100,000

    10,000

    1,000

    100

    10

    13 4 5 6 72

    Sigma Scale

    Restaurant Bills

    Doctor Prescription Writing

    Domestic AirlineFatality Rate(0.43 PPM)

    IRS Tax Advice(phone in)

    Airline Baggage HandlingDuPontAverage

    Best-in-Class DuPont Safety

  • 1400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    99.99966% Good (6 Sigma) 20,000 lost articles of mail per

    hour

    Unsafe drinking water for almost 15 minutes each day

    5,000 incorrect surgical operations per week

    Two short or long landings at most major airports each day

    200,000 wrong drug prescriptions each year

    No electricity for almost seven hours each month

    Seven articles lost per hour

    One unsafe minute every seven months

    1.7 incorrect operations per week

    One short or long landing every five years

    68 wrong prescriptions per year

    One hour without electricity every 34 years

    99% Good (3.8 Sigma)

    Six Sigma -- Practical Meaning

  • 1500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Six Sigma Deployment in USA

    1992 1995 2000

    1985 - Motorola starts Six Sigma 1992 - Six Sigma founder Mikel Harry joins ABB and takes Six Sigma

    in a new direction. 1998 - Duponts customers & competitors are deploying Six Sigma

    ABB Motorola TI IBM DEC Kodak AlliedSignal

    Nokia Sony Navistar Whirlpool Bombardier GenCorp Siebe Foxboro Lockheed Martin John Deere

    Siemens Compaq Seagate PACCAR Toshiba

    Dupont Dow Chemical

    Air Products Honeywell Johnson Controls Maytag Praxair Ford Johnson & Johnson

    GE

  • 1600 Introduction and Overview.ppt

    The Big Picture

    g WHAT is Six Sigma?

    g WHAT is the basic idea behind Six Sigma?

    g WHY do Six Sigma?

    g HOW does Six Sigma work?

    g Whats my role as a Green Belt?

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 1700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Process Variation

    The objective is to identify and reduce process variation and defects to make money!

    CenterProcess

    ReduceSpread

    XX

    X

    XX

    XX X

    X

    XXX

    XX

    XX

    XXXX

    XXXXX XXX

    XX

    XXXX

    XXXXX XXX

    Off-Center Too Much Spread

    Centered On-Target

  • 1800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Process Variation - Another View

    Target

    USLLSL

    Target

    USLLSL

    Target

    USLLSL

    CenterProcess

    ReduceSpread

    Off-Center Too Much Spread

    CenteredOn-Target

    Defects

  • 1900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Characterize

    Optimize

    Breakthrough

    The Six Sigma Strategy

    Customer Focused - Both Internally & Externally

    USLLSL

    USLLSL

    USLLSL

    USLLSL

  • 2000 Introduction and Overview.ppt

    The Focus of Six Sigma

    Six Sigma works from right to left! Find out whats critical to the customer (CTQ) Define what process output(s) most closely relate to the CTQ Determine what process controls and inputs most affect the

    output Identify new modes of operation in the Xs to dramatically

    improve Y and delight the customer Final solution = optimal arrangement and control of the Xs Old school solution = Inspect Y and throw out the bad!

    Process to be Improved

    ControlsX6, X7, X8,

    X1

    X2

    X3

    X4

    X5

    Inpu

    ts

    Output Y Critical to theCustomer

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 2100 Introduction and Overview.ppt

    The Big Picture

    g WHAT is Six Sigma?

    g WHAT is the basic idea behind Six Sigma?

    g WHY do Six Sigma?

    g HOW does Six Sigma work?

    g Whats my role as a Green Belt?

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 2200 Introduction and Overview.ppt

    Six Sigma Eliminates the Hidden Factory throughDefect Reduction and ultimately Design for 6 Sigma

    90% Yield After Inspection or Test

    Each defect must be detected, repaired and placed back in the process. This results in Wasted

    Time Money Resources Floor Space

    Inputs

    Scrap

    ReworkHidden Factory

    NOTOK

    Operation First TimeYield

    OK90%

    Customer Quality

    Defects and the Hidden Factory

    Fails to account for the hidden factory.

    Typical process that meets a customer need

    Inspect

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 2300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Hidden Factory Hidden Costs

    Six Sigma attacks the entire Iceberg resulting in:Higher quality, lower cost, timeliness - Increasing customer satisfaction

    Six Sigma attacks the entire Iceberg resulting in:Higher quality, lower cost, timeliness Increased customer satisfaction

    Scrap

    ReworkInspection

    Warranty

    Rejects

    Hidden Quality Costs(Difficult to measure)

    LostOpportunity

    Traditional Quality Costs(Easily identified)

    Lost Sales

    Engineering Change Orders

    Long Cycle TimesExpediting Costs

    Productivity Loss

    Employee Morale, Productivity, Turnover

    Late Delivery

    Excess Inventory

    Lost Customer Loyalty

    Low Customer Satisfaction

    Lengthy Installations

    Overtime

    Late Product Introduction

  • 2400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    What is Cost of Poor Quality?

    Types of costs Direct costs associated with finding and fixing defects The hidden cost of failing to meet customer expectations the

    first time The hidden opportunity for increased efficiency The hidden potential for higher profits The hidden loss in market share The hidden increase in production cycle time The hidden labor associated with ordering replacement material The hidden costs associated with disposing of defects

    How Big is COPQ? Typically, as big as 25 % of sales Almost always exceeds the profit margin

  • 2500 Introduction and Overview.ppt

    The Big Picture

    g WHAT is Six Sigma?

    g WHAT is the basic idea behind Six Sigma?

    g WHY do Six Sigma?

    g HOW does Six Sigma work?

    g Whats my role as a Green Belt?

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 2600 Introduction and Overview.ppt

    Six Sigma Begins with Leadership

    Necessary foundation for success: Leadership that is passionate about excellence willing to change.

    Fundamental Leadership principles in Six Sigma Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

    Six Sigma is a catalyst for leaders

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  • 2700 Introduction and Overview.ppt

    Your Work Begins With Project Selection:Criteria for Success

    g Historical and Current Data Accessible.g Good Fit With 6 Sigma Techniques.g Strong Support/Sponsorship in Place

    Clearly linked to real business need Part of your ongoing work

    g Not Capital Intensive.g Achievable in 4 - 5 Months.g Quantified savings or revenue enhancement

    with clear ownership for deliveryg High Probability of Success.

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 2800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Identify Customer Needs, and flow down to Xs We Can Control

    CTQ = Critical to QualityKey measurable characteristics whose performance standards must be met in

    order to satisfy the customer

    Process output that directly relates to the CTQ. Specifications for this output determine defects

    Process inputs, controls, and factors that potentially impact the Project Y.

    Those Xs that can be used to achieve Six Sigma performance

    CTQ

    CustomerNeeds

    Project Ys

    Candidate Xs

    Vital Few Xs

  • 2900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    CTQ

    CustomerNeeds

    DMAIC Enables the Flowdown

    Project Ys

    Candidate Xs

    Vital Few Xs

    Define

    MeasureAnalyze

    Improve

    Control

  • 3000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    DMAIC Methodology

    Describe the problem we are working on and its value to the business; Organize the teamDefine

    Measure

    Analyze

    ImproveControl

    Define the defect, gather baseline information about the product/process,

    and establish improvement goals.

    Determine which process inputs most influence the key process outputs

    Identify routes to improving performance and confirm that those

    changes will achieve the project goals.

    Implement the solution and establish ongoing mechanisms to lock in the

    improvements and to share them elsewhere

  • 3100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    DMAIC Process Improvement Methodology

    Although the DMAIC process is often portrayed in a linear fashion, the phases and steps do not actually occur in such lock-step sequence. More frequently, as teams begin to

    measure they recognize the need to collect additional data, etc. Teams continually double-back in the DMAIC process to

    ensure thoroughness of the previous step.

  • 3200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    The Xs are the Key

    Process to be Improved

    Controls(X6, X7, X8)

    Output (Y)

    Critical ToMeasures

    QualityCost

    Delivery

    X1

    X2

    X3

    X4

    X5

    Input

    Input

    DefectFree!Change &

    Control

    $

  • 3300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    The Xs are the Key!

    By understanding which Xs affect Y and how Determine which Xs are important Establish how those Xs affect the Ys

    Then we can control and optimize those Xs and Reduce the variability in Y Predict Y without having to rely on inspection and testing

    (non value-adding activities) Decrease the number of defects Eliminate or reduce the hidden factory

    If we dont know much about our Xs, then We have to rely on inspection and testing (non value added

    operations)

    Y = f(X1, X2, X3, Xk)

  • 3400 Introduction and Overview.ppt

    What Success Looks Like

    Spec

    Proj

    ect Y

    Improvement

    Production Order

    Defects

    Baseline

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  • 3500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Business Problem Statistical Problem

    Statistical SolutionBusiness Solution

    Overall Approach

    Define Measure Analyze

    ImproveControl

    Y = f(X1,X2,X3,,Xk)

  • 3600 Introduction and Overview.ppt

    Robust Problem Solving

    Your primary job is to Translate a business challenge to a defect

    elimination or variability reduction problem Formulate this defect/variability issue as a

    statistical problem Solve the statistical problem using tools and

    techniques taught in this course (or suggested by your MBB)

    Convert the statistical learning into business benefits and actions.

    Ensure gains are sustained long after project completion.

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  • 3700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Business Problem

    Improve yieldViscosity out of

    specification

    Example

    Business Problem

  • 3800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Business Problem Statistical Problem

    How can we improve Y such that % defects due to out-of-specification

    viscosity is less than 1%

    Statistical Problem

    Y = viscosity= f(X1,X2,X3,,Xk)

  • 3900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Business Problem Statistical Problem

    Statistical Solution

    What are the X's?

    What is f ?

    What is the optimal setting and specification limits for each key x?

    Statistical Solution

    Y = viscosity= f(X1,X2,X3,,Xk)

  • 4000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Business Solution

    Change settings and specification limits for key variables and

    implement a control method

    Business Solution

    Business Problem Statistical Problem

    Statistical Solution

  • 4100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Examples of Business Problems to Target

    Low yields Energy or raw material

    consumption Poor equipment life Uptime detractors High maintenance costs Excessive cycle times High consumables

    usage/costs Rework Excessive testing and

    inspection Capacity limitations

    Process defects or variation Excess cycle time in supply

    chain operations Delivery problems Customer complaints Excessive Contractor cost High FEL cost of capital Defects in supplied materials

    and services Information accuracy, speed

  • 4200 Introduction and Overview.ppt

    Examples of Performance Improvement Projects

    Cycle Time Reduction Projects Reduce the time required to complete manufacturing

    processes or transactional activities. Example: Return empty railcars to supplier faster to reduce railcar storage (demurrage) charges.

    Defect Reduction Projects Reduce or eliminate defects in quality. Example:

    Eliminate defects in pigment color.

    Consumption Reduction Projects Reduce or optimize the consumption of costly raw

    material, contract service or energy. Example: Reduce amount of Lime required for neutralization.

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 4300 Introduction and Overview.ppt

    The Big Picture

    g WHAT is Six Sigma?

    g WHAT is the basic idea behind Six Sigma?

    g WHY do Six Sigma?

    g HOW does Six Sigma work?

    g Whats my role as a Green Belt?

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 4400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Green Belt Roles & Responsibilities

    What is a Green Belt ?

    Being a Green Belt is not a role, but a competencyA Green Belt will be expected to acquire a certain set of skills and competencies and then deploy them

  • 4500 Introduction and Overview.ppt

    Green Belt Selection Criteria

    Process/Product knowledge Knows the organization Self-starter, motivated Open minded Eager to learn new ideas Desire to drive change

    through Six Sigma Team player Willingness to change People considered for

    future promotions

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  • 4600 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Green Belt Roles & Responsibilities

    Critical Core Skills for Green Belts

    g Awareness and understanding of Six Sigma Values

    g Understanding of and ability to apply basic 6s tools and processes

    g Adoption of fact based, data driven decision making

  • 4700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    There are many ways, but here are 3 possibilities

    g As part of their normal job, apply the 6s tools to improve quality, output, reduce variability, costs, etc.

    g Play a significant active role in BB projects, applying the tools learned and leveraging the impact

    g As a leader, change own behaviours to incorporate 6s values, and set expectations for others to do the same

    How to deploy these skills ?

    Green Belt Roles & Responsibilities

  • 4800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Roles of the Champion

    Develop Vision for Organization Create and maintain passion

    Strategically Apply Six Sigma Identification and prioritization of Strategic projects

    (Categories) Communicate and Market the process and results

    program Enable Resources

    Recruit, inspire and free-up Black Belts Champions also.

    Share best practices Remove barriers Provide the drum beat for results Review projects Keep score through metrics

  • 4900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Roles of the Master Black Belt

    Expert in the tools and concepts

    Develop and deliver training to various levels of the organization

    Help identify projects Coach and support BB/GB Participate in project reviews

    to offer technical expertise Passion around Six Sigma

    Certify the GBs & Black Belts in future

    Facilitate sharing of best practices across the corporation

    Just in time training/technical resource

    Take on leadership of major projects

    Develop new tools or modify old tools for application and teaching

  • 5000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Roles for the Black Belt

    Deliver projects; ($1MM/yr target)

    Expert in the tools of 6-sigma Document learning Identify barriers Lead teams to execute

    projects Report progress to appropriate

    leadership levels Influence without direct

    authority

    Determine most effective tools to apply

    Identify project resources (project management)

    Seek input from knowledgeable operators/First Line Supervisors/Team Leaders/Coaches

    Manage project risk Deliver sustainable control

    plans

  • 5100 Introduction and Overview.ppt

    The Six Sigma Methodology: Summary

    Disciplined, Data-based approach Focuses on the customer and critical metrics Works upstream to control process Xs instead of

    relying on inspection and testing Attacks variation, defects and the hidden

    factory Directly affects quality, cost, cycle time and

    financial results Ensures a predictable operation

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

  • 5200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Table Activity - DMAIC Review

    To review the deliverables and steps in the DMAIC methodology

    Objective

    Three mistakes that first-time Six Sigma project teams might make are listed below. In each case:

    - Why do you think these are mistakes? - What are the implications for each one on the project

    results?

    A. In its rush to start the project, the team does not execute the DEFINE phase thoroughly.

    B. Early in the project, the team comes up with an idea to improve the process. The team skips from MEASURE to IMPROVE without conducting any analysis (ANALYZE).

    C. The team rushes to finish the project and does not execute an effective CONTROL phase.

    Document the key points on a flipchart.

    Instructions

    10 minutes

  • 5300 Introduction and Overview.ppt

    Can youg Describe what Six Sigma is in terms of

    g Its philosophy?g Its goal (six-sigma performance)?g Its methodology (DMAIC)?

    g Describe how DMAIC works to translate customer needs into high-performing processes?

    g Explain the business stake in reducing the Cost of Poor Quality through Six Sigma

    g Describe your role as a Green Belt?

    Time for a Wrap-up

    SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING

    Slide 1Lets Get to Know Each Other ....Green Belt Training Course ObjectivesCourse ScheduleGreenbelt Certification Requirement for CCMGround RulesBeginning with the End in MindThe Big PictureSlide 9Six Sigma is A ...Values of Six SigmaDefect LevelsSix Sigma Benchmarking ResultsSix Sigma -- Practical MeaningSlide 15The Big PictureProcess VariationProcess Variation - Another ViewThe Six Sigma StrategyThe Focus of Six SigmaThe Big PictureDefects and the Hidden FactoryHidden Factory Hidden CostsWhat is Cost of Poor Quality?The Big PictureSix Sigma Begins with LeadershipYour Work Begins With Project Selection: Criteria for SuccessIdentify Customer Needs, and flow down to Xs We Can ControlDMAIC Enables the FlowdownDMAIC MethodologyDMAIC Process Improvement MethodologyThe Xs are the KeyThe Xs are the Key!What Success Looks LikeOverall ApproachRobust Problem SolvingBusiness ProblemStatistical ProblemStatistical SolutionBusiness SolutionExamples of Business Problems to TargetExamples of Performance Improvement ProjectsThe Big PictureGreen Belt Roles & ResponsibilitiesGreen Belt Selection CriteriaGreen Belt Roles & ResponsibilitiesGreen Belt Roles & ResponsibilitiesSlide 48Slide 49Slide 50The Six Sigma Methodology: SummaryTable Activity - DMAIC ReviewTime for a Wrap-up