Six Sigma White Belt Material
-
Upload
david-alex -
Category
Documents
-
view
234 -
download
3
Transcript of Six Sigma White Belt Material
-
8/11/2019 Six Sigma White Belt Material
1/32
Lean Six Sigma White Belt Certification
The purpose of this course:
This brief course is designed to providea general background regarding six
sigma, where it comes from, why it is
used and the very foundationalconcepts upon which it is built.
Copyright, Management and StrategyInstitute
Copyright, Management and Strategy Institute
-
8/11/2019 Six Sigma White Belt Material
2/32
History of Six Sigma
Although referred to regularly in todays workingworld, the Six Sigma methodology is a relativenewcomer to the landscape of theories andpractices to work quality. In 1986, Bill Smith was
the first person to take forward this principle. Hewas working for Motorola at the time and hadbeen fascinated with ways to improve workingpractices. Making them more efficient and
effective by pushing ahead with qualityimprovements. Trying to get the most from amanufacturing production line.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
3/32
The idea that Mr. Smith came up with was towork on a way to minimize defects in productionthrough continuous improvements. He
recognized that every manufacturing andbusiness process could be measured, analyzed,and improved based on analysis and thencontrolled to stay within that new process.
Continuing to do this would reduce variations inprocess; therefore produce output much moreeffectively, meeting the desires of the customer.
Copyright, Management and StrategyInstitute
History of Six Sigma
-
8/11/2019 Six Sigma White Belt Material
4/32
Six Sigma clearly focuses on measuring the
impact of an improvement project. It requires
buy-in across the business for the project tomake changes based upon those
measurements, irrespective of personal
views. Guesswork and assumptions have noplace in Six Sigma, it is a precise process.
Copyright, Management and StrategyInstitute
History of Six Sigma
-
8/11/2019 Six Sigma White Belt Material
5/32
A Six Sigma White Belt is an entry-level
certification for those individuals who simply
need to have a basic understanding of what
Six Sigma is. These individuals are notinvolved in a Six Sigma project, but may work
in a company or department going through a
Six Sigma process improvement.
Copyright, Management and StrategyInstitute
Six Sigma White Belt
-
8/11/2019 Six Sigma White Belt Material
6/32
A Six Sigma Yellow Belt is typically a subject-
matter expert in a particular subject being
reviewed within the Six Sigma project. These
members are generally not involved with theSix Sigma project directly, but may provide
information and assistance to Green Belts so
that they can better understand a certainsegment of the business.
Copyright, Management and StrategyInstitute
Six Sigma Yellow Belt
-
8/11/2019 Six Sigma White Belt Material
7/32
A Six Sigma Green Belt is an employee whotakes up Six Sigma implementation along withhis or her other job responsibilities, operating
under the guidance of Black Belts. A Green Belt works to understand which
business processes are not performing asneeded, identify root causes of problems,analyze and improve contributing factors, andsustain gains in those improvements.
Copyright, Management and StrategyInstitute
Six Sigma Green Belt
-
8/11/2019 Six Sigma White Belt Material
8/32
A Six Sigma Black Belt has knowledge of Six
Sigma philosophies and principles and leads a
team during a Six Sigma project. They must
have both leadership and projectmanagement skills to be successful.
Copyright, Management and StrategyInstitute
Six Sigma Black Belt
-
8/11/2019 Six Sigma White Belt Material
9/32
A Six Sigma Master Black Belt is in charge of
training Black Belts and Green Belts in Six Sigma
processes. They are also a go-to reference for
ideas and theories during a project. A Six Sigma Champion is a senior executive within
the organization whose role is sponsoring specific
projects. They have the authority within theorganization to allocate resources for the project.
Copyright, Management and StrategyInstitute
Six Sigma Master Black Belt / Champion
-
8/11/2019 Six Sigma White Belt Material
10/32
An Overview of DMAIC
The purpose of this module:
This module will provide a basic understanding
of the Define, Measure, Analyze, Improve, andControlDMAIC fundamentals at the core ofSix Sigma methodology.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
11/32
The DMAIC Method
Every Six Sigma project will follow the same
process in a systematic and uniform method
known as DMAIC, an acronym made up from
the first letters of each elementDefine,Measure, Analyze, Improve, Control.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
12/32
The DMAIC Method
This is a formalized problem solving method
which is designed to improve the effectiveness
and ultimate efficiency of the organization.
This module will provide a basic
understanding of the concept and how it
applies to the life cycle of a Six Sigma project.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
13/32
The DMAIC Method
The Steps to a Solution:
Define
This first stage sets the context within whichthe Six Sigma project is to be performed.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
14/32
The DMAIC Method
The Steps to a Solution:
Measure
The second stage is where the starting pointmetrics are recorded to baseline the current
performance level and constraints of the
process to be worked upon.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
15/32
The DMAIC Method
The Steps to a Solution:
Analyze
The third stage reviews the metrics. Using avariety of tools one gains an understanding of
the cause and effects within the system being
looked at.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
16/32
The DMAIC Method
The Steps to a Solution:
Improve
The fourth phase focuses on fully
understanding the top causes identified in theAnalyze phase, with the intent of eithercontrolling or eliminating those causes to
achieve breakthrough performance. Theoverall theme for the Improve phase isprocess redesign.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
17/32
The DMAIC Method
The Steps to a Solution:
Control
The final phase is about sustaining the changes
made in the Improve phase to guarantee lastingresults. The best controls are those that requireno monitoring (irreversible product or processdesign changes). But oftentimes there areprocess settings, setup procedures, etc., that
require employees to follow specificrequirements in daily operationsthese itemsare typically documented in a control plan.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
18/32
The DMAIC Method
In some Six Sigma organizations you will seethe DMAIC method with a small r precedingthe acronym in the form of rDMAIC. The r is
used for a recognition phase, which is wherethe identification of the project takes place.This tends to be used in some operationaldelivery environments to confirm the need for
the change to take place rather than theexistence of Six Sigma irrespective of theappropriateness of the targeted area.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
19/32
The DMAIC Method
The 5 stages to improving the business
process can be defined as a series of steps or
rungs on a ladder, where they follow in
sequence with the activities of each stagebeing dependent upon the outcome of the
previous stage.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
20/32
The DMAIC Method
The define stage begins the process ofimprovement. Here we are writing the problemstatement, objective of goal, and formallylaunching the activities to apply Six Sigma
methodology. Once we know this, we can thenstart to understand the process throughmeasurement of the associated activities. Wecan determine the range of the process so that
we know what limits we can work within, thenconfirm the accuracy of the metrics collated onthe process. Thus ensuring that they are valid tobe used as a benchmark for improvement.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
21/32
The DMAIC Method
With the metrics available we need to define therelationship within the process. Here we use thisdata to define the y = f(x) + function. This willenable us to begin looking at potential for
refinement and improvement within the processand look at the causes of error or failure withinthe process. Having identified where thesevariances are occurring in the function, we can
determine how to improve the function withsolutions to achieve the original goal or solve theproblem statement.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
22/32
The DMAIC Method
Having arrived at one or more solutions we
then implement the new process or system
within a controlled environment and take a
period of monitoring to ensure consistentachievement with a release into the business
normal of the improved process to maintain
the identified results.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
23/32
The DMAIC Method
When looking at who undertakes the work ateach stage of the DMAIC journey, the need forBlack and Green Belts at every stage is evident.However, in the definingstage, the activity will be
a mutual collaboration with localizedmanagement and the appointed Black Beltproject lead. This is where the project leadsexperience and knowledge is used to clearly
define a workable problem statement and ensurecomprehension of the task at hand and its likelyimpacts.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
24/32
The DMAIC Method
The Measure, Analyze and Improve stages will
be undertaken within the project team. The
Green and Black Belts use all his or her skills to
undertake this work, pulling information andsubject knowledge from the business, through
clever use of Yellow Belts and the process
owner(s).
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
25/32
The DMAIC Method
The Control stage is the release of
responsibility from the project team to the
business. It is where the process owner takes
back control of the process and with thesupport of the Six Sigma project team, ensures
the sustainability of the improvement into the
future.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
26/32
What is Lean?
Copyright, Management and StrategyInstitute
The purpose of this module:
This module will provide a basic understanding Lean
within Six Sigma methodology.
-
8/11/2019 Six Sigma White Belt Material
27/32
Definitions of Lean Lean -The core idea is to maximize customer value while
minimizing waste. Simply, lean means creating more value forcustomers with fewer resources. A lean organization understandscustomer value and focuses key processes to continuously increase
it. The ultimate goal is to provide perfect value to the customerthrough a perfect value creation process that has zero waste.*
Value - The capability provided to a customer at the right time at anappropriate price, as defined in each case by the customer. Features
of the product or service, availability, cost, and performance aredimensions of value.
Waste - Any activity that consumes resources but creates no value.
Copyright, Management and StrategyInstitute* What is Lean. Lean.org/whatislean/
-
8/11/2019 Six Sigma White Belt Material
28/32
What is Lean? Lean focuses on eliminating waste in
processes
Lean is about expanding capacity by reducingcosts and shortening cycle times
Lean is about understanding what is important
to the customer Lean is not about eliminating people
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
29/32
Thinking Lean Specify value
can only be defined by the ultimate customer
Identify the value stream
exposes the enormous amounts of waste Create flow
reduce batch size and WIP (work in progress)
Let the customer pull product through the value stream make only what the customer has ordered
Seek perfection continuously improve quality and eliminate waste
From Lean Thinking by Womack and Jones
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
30/32
Benefits Lean provides tangible benefits
Reduces costs not just selling price Reduces delivery time, cycle time, set-up time
Eliminates waste
Seeks continuous improvement
Improves quality
Improves customer ratings and perceptions
Increases overall customer satisfaction
Improves employee involvement, morale, andcompany culture
Helps transform organizations
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
31/32
End of Course
The Management and Strategy Institute alsooffers Six Sigma Certification at the followinglevels:
Six Sigma Yellow Belt - $99.95
Six Sigma Green Belt - $199.95
Lean Six Sigma Green Belt - $199.95
Six Sigma Black Belt - $299.95 Six Sigma Lean Black Belt - $299.95
Lean Six Sigma Master Black Belt - $299.95* You must be a certified Black Belt through MSI to qualify for the
Master Black Belt certification.
Copyright, Management and StrategyInstitute
-
8/11/2019 Six Sigma White Belt Material
32/32
End of Course
Thank you for viewing our Lean Six Sigma
White Belt Certification training. You may
now proceed to take the final exam.
Copyright, Management and StrategyI i