Six Sigma Black Belt Week 1 · 1-1-4 Black Belt Exam • On the last day of the course there will...

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Six Sigma Black Belt Week 1

Institute of Industrial Engineers

3577 Parkway Place Suite 200

Norcross, GA 30092

© 2015 Institute of Industrial Engineers

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Contents – Week 1

Introduction

Projects

Introduction to Statistics

Probability and Probability Distributions

Confidence and Confidence Intervals

Tests of Hypothesis

Regression and Correlation

Reliability


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Some References

• Gryna, Quality Planning and Analysis. A good general purpose reference on many quality management related topics.

• Feigenbaum, Total Quality Control. The standard reference for quality systems.

• Aft, Fundamentals of Industrial Quality Control. Basic reference on statistical quality control methods.

• DeVor et. al., Statistical Quality Design and Control. Good treatment of variation and SPC.

• Wheeler, Understanding Variation, Excellent discussion of the impact of variation on processes.

• Triola, Elementary Statistics. An outstanding introductory statistics textbook.

• Breyfogle, Implementing Six Sigma: Smarter Solutions Using Statistical Methods. One of the most popular choices on Amazon.com. The book is a good reference and is also part commercial.

• Munro, Six Sigma for the Shop Floor, ASQ Quality Press. Good introduction to basic Green Belt concepts for manufacturing.

• Munro, Six Sigma for the Office, ASQ Quality Press. Good introduction to basic Green Belt concepts for service.

• Pande et. al., The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. Advice for the new Black Belt on how to lead, facilitate, and work with teams on projects.

• Gygi, et. al., Six Sigma for Dummies

• Brassard and Ritter, Sailing Through Six Sigma


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Black Belt Exam

• On the last day of the course there will be a comprehensive exam

– Green Belt

– Black Belt

• Exam is open book, open notes, closed Internet

• Exam is multiple choice format

• Approximately 50 questions on the exam

• Passing score of 80 is required for CREDIT transcript

Note: Additional required readings of ISO 13053 required SSBB

topics may be found at www.iienet2.org/BlackBelt/CourseMaterials

IIE Lean and Six Sigma Certificates are valid for three years. To renew send an email to [email protected] to request a renewal.


http://www.iienet2.org/BlackBelt/CourseMaterials

mailto:[email protected]

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Process Philosophy

Know What’s Important

to the Customer (CTQ)

Reduce Defects (DPMO)

Center Around Target (Mean)

Reduce Variation (Standard Deviation)

What Is Six Sigma?


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What is Six Sigma??

Six Sigma: A best-in-class change strategy for accelerating improvements in processes, products, and services.

What Six Sigma is: Method/tools

Mindset/way of thinking A way of doing business


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A Common Tollgate Approach

Project Management

Ownership & Commitment

Change Integration

Define

Measure

Analyze

Improve/

Implement

Control

Improvement (Current)

Development (New)

• Two approaches to reaching the Six Sigma goal:

- Improving existing products and processes

- Developing new products and processes

• Different tools and steps, but focus and flow is the same

$ $

Two Approaches


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Six Sigma

The fundamental equation that drives Six Sigma is:

Y=f(x) or Y=f(x1, x2, x3, … xn)

The output is a function of the inputs and process

Y: Output (things important to the customer) f: Function (how to treat and manage

interrelationships)

x: Variables that must be controlled to understand Y


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6 DMAIIC Process

Develop Charter and

Business Case

Map Existing Process

Collect Voice of the Customer

Specify CTQs / Requirements

Measure CTQs / Requirements

Determine Process Stability

Determine Process Capability

Calculate Baseline Sigma

Refine Problem Statement

Identify Root Causes

Quantify Root Causes

Verify Root Causes

Institutionalize Improvement

Control Deployment

Quantify Financial Results

Present Final Project Results

and Lessons Learned

Close Project

Select Solution (Including

Trade Studies, Cost/Benefit

Analysis)

Design Solution

Pilot Solution

Implement Solution

Define

Measure

Analyze

Improve/ Implement

Control


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Science

Art

Magic

Six

Sig

ma

We don’t know what

we don’t know.

If we can’t measure

it, we really don’t

know much about it.

If we don’t know

much about it, we

can’t control it.

If we can’t control

it, we are at the

mercy of chance.

What is the Six Sigma Philosophy?

Focus on the Customer!


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MEASURE THE

CURRENT PERFORMANCE

DEFINE THE OPPORTUNITY

IMPROVE PROCESS EFFICIENCY

ANALYZE THE CURRENT PROCESSES

CONTROL AND ADJUST

NEW PROCESSES

IMPLEMENT IMPROVEMENTS

• Determine

breakthroughs,

design future state:

new process, new

“Sigma” level

• Create dashboards,

scorecards and

plans

• 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

• Measure

improvements and

breakthroughs

• Report dashboard,

scorecard data and

client feedback

• Execute plans,

overcome barriers

• Transition to the

new process

Client Driven,

Consistent,

Metrics Focused,

Results Oriented

DMAIIC Overview (Process)


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We can’t get there without better

designs The “Five Sigma” Wall

• 70-80% of all quality

problems are

designed in

• Manufacturing will

never be able to

make our current

products with Six

Sigma quality

6 Sigma

3 Sigma New, inherently Six

Sigma designs are the

only way to reach the

corporate goal.

DFSS is needed

“5 Sigma Wall” © 2015 Institute of Industrial Engineers

DFSS – The Design Methodology Design for Six Sigma

• Uses – Design new processes, products, and/or services from scratch

– Replace old processes where improvement will not suffice

• Differences between DFSS and DMAIIC – Projects typically longer than 4-6 months

– Extensive definition of Customer Requirements (CTQs)

– Heavy emphasis on benchmarking and simulation; less emphasis on baselining

• Key Tools – Multi-Generational Planning (MGP)

– Quality Function Deployment (QFD)

Define Measure Analyze Develop Verify

© 2015 IIE and Aft Systems, Inc. 6-13

Customer to Customer Circle

DMADV is a closed loop that starts and ends with customers

• Identify the business case for the project

• Create Project Charter

• Develop Project Plan

• Form Team

• Define Customers (Internal & External)

• Define Customer Requirements

• Translate Customer Requirements into Engineering Requirements

• Generate & Evaluate Concepts (Conceptualization Phase)

• Select Concept (Concept Selection Phase)

Track & Improve Field Performance

ANALYZE

CUSTOMERS

• Optimize the Product/Process Design for Robustness

(Parameter Design)

• Optimize Tolerances

(Tolerance Design)

• Verify Product Performance

• Verify Process Performance

© 2015 IIE and

Aft

6-14

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The DMADV Methodology and Tools

Define Measure Analyze Develop Verify

Under-

stand

customer

needs and

specify

CTQs

Develop

design

concepts

and high-

level

design

Develop

detailed

design and

control/test

plan

Test

design and

implement

full-scale

processes

Initiate,

scope,

and plan

the

project

DESIGN FOR SIX SIGMA

DELIVERABLES

Team

Charter CTQs High-level

Design

Detailed

Design

Pilot

TOOLS

Mgmt Leadership Customer Research FMEA/Errorproofing

Project QFD Process Simulation

Management Benchmarking Design Scorecards


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Goals of Traditional Six Sigma Programs

Higher Net Income

Customer Satisfaction

Yield Improvement Improved

Deficiency Reduction © 2015 Institute of Industrial Engineers

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Lean (Toyota Production System)

• PURPOSE: Reduce Waste

• METHODOLOGY:

– Identify Customers Value

– Draft Value Stream Map

– Improve Stream

• Remove Waste

• Balance Workload

• Flow the Process and Pull the Service/Product

• EFFECTS:

– Improved Delivery Time

– Reduced Waste

– Less COST$$$


More on lean in week 3.

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Lean and Six Sigma Together

Define Measure Analyze Improve

Implement Control

Benchmarking

FMEA

IPO Diagram

Kano’s Model

Knowledge Based

Mgt

Project Charter

SIPOC Model

Quality Function

Deployment

Voice of Customer

Task Appraisal /

Task Summary

Value Stream

Mapping

Confidence Intervals

Measurement System

Analysis

Nominal Group

Technique

Pairwise Ranking

Physical Process Flow

Process Capability

Analysis

Process Flow Diagram

Process Observation

Time Value Map

Value Stream Mapping

Waste Analysis

Affinity Diagram

Brainstorming

Cause & Effect Diagram

e-test

F-test

Fault Tree Analysis

FMEA

Histogram

Historical Data Analysis

Pareto Chart

Reality Tree

Regression Analysis

Scatter Diagram

t-test

Thematic Content

Analysis

Tukey End Count Test

5 Whys

DFSS

DOE

Kanban

Mistake Proofing

PF/CE/CNX/SOP

Standard Work

Takt Time

Theory of Constraints

Total Productive

Maintenance

Visual Management

Work Cell Design

5S Workplace

Organization

Control Charts

Control Plan

Reaction Plan

Run Charts

Standard Operating

Procedures


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• Leadership Commitment, Competence, &

Involvement

• Methodology & Tools

• Data Driven

• Statistically Validated

• Best People 100% Dedicated to Defect Reduction

• Project Focused

• Aligned to Strategic Goals (Hoshin, MBF)

• High ROI Expectations

What Makes Six Sigma Different?


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Six Sigma & Leadership

Six Sigma only works when Leadership is passionate about excellence and willing to

change.

• Fundamentals of Leadership

– Challenge the process

– Inspire a shared vision

– Enable others to act

– Model the way

– Encourage the heart

• Six Sigma is a catalyst for leaders


Quality Philosophies

• Black Belts need to have an understanding of the contributions of the well known quality philosophers.

• No list would be complete without a discussion of the contributions of

– Deming

– Juran

– Fiegenbaum

– Covey

– Crosby

– Shewhart

1-1-21 © 2015 Institute of Industrial Engineers

Deming

• 14 Points

• PDCA Cycle

• Seven Deadly Diseases

• Profound Knowledge

• System View

• Chain Reaction

• Statistical Thinking


14 Points

1. Constancy of Purpose

2. Adopt New Philosophy

3. Cease Dependence on Mass Inspection

4. Long Term Supplier Relationships

5. Improve Constantly

6. Institute Training

7. Institute Leadership

8. Drive Out Fear

9. Break Down Barriers

10. Eliminate Slogans, Exhortations, and Targets

11. Eliminate Work Standards

12. Remove Barriers

13. Education and Self Improvement

14. Put Everyone to Work on This


Seven Deadly Diseases Lack of

Constancy of Purpose

Emphasis on Short Term Profits

Evaluation of Performance (Merit Rating)

Mobility of Management

Management by Use of Visible Figures

Excessive Medical Costs

Excessive Liability Costs


Profound Knowledge

• Knowledge of Systems

• Knowledge of Variation

• Understanding of Psychology or Motivation

• Knowledge of Knowledge


Deming’s Obstacles

• Instant Pudding

• Technology is the Cure

• Hazard to Copy

• Quality is Responsibility of Quality Department

• Zero Defects

• Only Necessary to Meet Specifications

• Problems Lie with Workers


Deming Chain

Improve Quality

Costs Decrease

Productivity Increases

Market Share Increases

Stay in Business


Juran

• Trilogy

• Pareto

• Breakthrough

• Big Q Little q

• Finance Parallel

• Self Control


Juran’s Quality Trilogy

Planning Control Improvement

Remember the

“Quality Mantra”

from Green Belt?


Self Control (Juran)

Requires that the individual

A. Know what is required

B. Know how to do it

C. Have a means for regulating performance


Feigenbaum

• Total Quality Control

– Integrated System

– Begins with Customer

– Responsibility of General Management


Crosby

• Four Absolutes

1. Conformance to Requirements

2. Prevention

3. Zero Defects

4. Measurement is Cost of Nonconformance

• 14 Steps of Quality Improvement


Crosby’s Absolutes

• Quality means conformance to requirements

• Prevention is the system

• Zero defects is the performance standard

• Performance measured by cost of non quality


Crosby’s 14 Steps

1. Management Commitment

2. Teams

3. Measurement

4. Cost of Quality

5. Awareness

6. Corrective Action

7. Zero Defects Committee

8. Supervisor Training

9. Zero Defects Day

10. Goal Setting

11. Error Cause Removal

12. Recognition

13. Councils

14. Do It all Over Again


Covey

Seven Habits 1) Be Proactive

2) Begin with the End in Mind

3) First Things First

4) Think Win/Win

5) Seek First to Understand, then to be Understood

6) Synergize

7) Continual Self Improvement


Walter Shewhart

• Control Chart

• Statistical Quality Control

• Shewhart Cycle - PDCA


PDCA and DMAIIC

Plan

Do

Check

Act

Define

Measure

Analyze

Improve

Implement

Control

© 2015 Institute of Industrial Engineers 1-1-37

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