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Six Sigma and Lean Training

@ Sigma Veritas

Sivakumar Venkatachalam
Chief Consultant & Trainer – Sigma Veritas

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Table Of Contents

 About Us
 Sample Training Material
 Certified Six Sigma Green Belt Course

 Certified Lean Manufacturing Expert

 Participant Feedback
 Profile of Chief Consultant and Trainer

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About Us

 SIGMA VERITASTM is a Training and Consulting Organization aimed


at providing Six Sigma Training and Consulting to the following
sectors.
 Manufacturing
 Logistics
 Finance
 Banking
 Insurance
 Hospitality
 Educational Institutions
 Students
 Entrepreneurs
 Business Professionals
 People and Organizations interested in using Six Sigma principles to
enhance organizational performance, personal expertise and
competence

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About Us

 SIGMA VERITAS also provides Training and Consulting on the


following:
 Business Excellence
 Project Management
 Kaizen
 5S
 Lean Manufacturing
 TPM
 TQM
 Leadership and Personality Development
 Resume Writing Services
 Group discussion and Interview Preparation

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Table Of Contents

 About Us
 Sample Training Material
 Certified Six Sigma Green Belt
Course
 Certified Lean Manufacturing Expert

 Participant Feedback
 Profile of Chief Consultant and Trainer

Content provided by Sigma Veritas.


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Certified Six Sigma Green
Belt Course – The Content
Knowledge Area
Evolution of the Quality Function, Definition of Failure Mode Effects Analysis
Quality
Six Sigma History, Concepts, Definitions, Results Design of Experiments (DOE)
Six Sigma Organization, Roles and Kano model
Responsibilities
TQM and the Process Approach Inferential and Descriptive Statistics
Voice of Customer and the Seven Types of Measurement Systems Analysis
wastes
Cost of Quality and Process Mapping Reliability Overview
Variation and its Causes Statistical Process Control (SPC)
Seven Tools of Problem Solving Analysis of Variance
SIPOC and Process Mapping Lean Principles & DFSS
Measures of Variation Probability
Calculating Baseline Sigma Central limit theorem
Measuring Process Capability Green Belt Certifying Examination
Introduction to DMAIC Methodology Project Work
Project Charter and Planning
Quality Function Deployment

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Six Sigma Success Stories
 General Electric’s, Jack Welch describes Six Sigma as the most
important initiative GE has ever undertaken. GE had an
operative income of 10% for decades and they were not able to
improve this despite various efforts. After implementation of
Six Sigma GE was able to improve its operative income from
10% in 1995 to 16.7% in 1998.
 Allied Signal, which was on the verge of bankruptcy was made
profitable by CEO Larry Bossidy through Six Sigma. The
company implemented Six Sigma program in 1994. The
cumulative impact on the savings in the direct costs during this
period was more than US$ 2 billion.
 ABB, after application of Six Sigma has reduced measurement
equipment error by 83%. The company also made drastic
improvements in material handling resulting in an annual
estimated cost savings of US $775000.

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What is Six Sigma?

Six Sigma is a management philosophy based on meeting business objectives by reducing variation
A disciplined, data-driven methodology for decision making and process improvement

Too early
• Greater
Too early Too late Too late
predictability
in the process
Defects • Less waste
Defects
and rework,
which lowers
Reduce costs
Delivery Time
variation • Products and
Delivery Time services that
perform better
Spread of variation Spread of variation
too wide compared narrow compared to and last
to specifications specifications longer
• Happier
customers

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Where does various Industry stand?

Restaurant Bills
PPM Doctor Prescription Writing
1,000,000 Payroll Processing
Order Write-up
Journal Vouchers
100,000 Wire Transfers
Airline Baggage Handling
10,000 Purchased Material
1,000 Lot Reject Rate
100
10 Best-in-Class
Average Domestic Airline Flight
1 Company
Fatality Rate (0.43
PPM)
1 2 3 4 5 6 7

Sigma Scale of Measure

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Key Business Success Drivers
improved through Six Sigma

 Cost Reduction
 Productivity Improvement
 Market Share Growth
 Customer Retention
 Cycle Time Reduction
 Defect Reduction
 Cultural Change
 Process improvement
 Product & service improvement
 Customer satisfaction
 Design methodology
 Supplier improvement

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Differences between Traditional
Management and Six Sigma Principles
Sr.No. Criteria Traditional Management Practices Six Sigma Practices

1 Organization Views an enterprise as a collection of Views the enterprise as a system of


Structure separate, highly specialized individual interdependent processes, linked
performers and units linked within a laterally over time through a network of
functional hierarchy collaborating (internal and external)
suppliers and customers.
2 Role of Views people as a commodity, virtually Views people as the Organization's true
People interchangeable and to be developed competitive edge. Leadership provides
based on the perceived need of the people with opportunities for personal
organization. People are passive growth and development. People are
contributors with little autonomy. active contributors, valued for their
creativity and intelligence.
3 Definition of Quality is the adherence to Quality is defined as products and
Quality specifications and standards (i.e. services that satisfy the present and
absence of defects). Inspection future needs of customer. Innovation is
(appraisal) is required to control a necessary expectation.
defects.
4 Goals and People do not co-operate unless it Self-interest and the greater good are
Objectives serves their own or their section’s best served simultaneously by achieving the
interests. They compete amongst Quality goals. Co-operation takes the
themselves. place of internal competition.

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Organization and Roles in Six Sigma
Executive Management
Team,
Project Sponsor, establish the company's targets and
supports the project leader and goals for Six Sigma.
may be the customer to the project.

Senior Deployment
Process Owner, Champion ,
Division / Group Top level deployment
stakeholder responsible
of the business area and the programme process Controller,
in which the specific owner Initial evaluator of the project to define
project is being run. within the organisation. the potential economical gains. Monitor
and confirm project results.
Project Leader, Site Management
Black Belt or Green
Belt Team,
depending on project responsible for running the
complexity. Six Sigma programme
within the organisation
scope.

Business Unit / Site Unit Deployment


Project Team Champion,
member of the BU/Site Unit management team
Members,
Members responsible for the Six Sigma programme within the
cross functional, with good Business Unit.
business process knowledge.

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Table Of Contents

 About Us
 Sample Training Material
 Certified Six Sigma Green Belt Course

 Certified Lean Manufacturing Expert

 Participant Feedback
 Profile of Chief Consultant and Trainer

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Certified Lean Manufacturing Expert

Knowledge Area
Craft Manufacturing Vs. Mass Manufacturing Vs. Lean Manufacturing
History of Lean Manufacturing
Traditional Manufacturing Vs. Cellular Manufacturing
Definition of Lean
Understanding of Value added and Non-Value added Activities
Four Quadrants of Lean Manufacturing
Types of Wastes
Problem Solving and Continuous Improvement
Common Lean Tools and Techniques
5S and Visual Factory- The Starting point of Lean
How Is Lean Manufacturing Implemented?
An overview of the Toyota Production System
The Toyota Way – 14 Principles to become Lean
The Toyota Production System House Diagram
Benefits of Lean Manufacturing

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Defining Lean

“A team based approach to identifying and eliminating waste


(non-value-adding activities) through continuous improvement by
flowing the product at the pull of the customer in pursuit of
perfection”
“A manufacturing philosophy that shortens the time line between
the customer order and the shipment by eliminating waste (non-
value-adding activities).”

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Lean Manufacturing

What it Is? What it Does?


 Management philosophy  Attacks waste
 Pull system though the plant  Exposes problems and
bottlenecks
 Achieves streamlined
production

What it Requires? What it Assumes?


 Employee participation  Stable environment
 Industrial Engineering/basics
 Continuing improvement
 Total quality control
 Small lot sizes

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Lean Manufacturing

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What makes a manufacturing system
Lean?

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Table Of Contents

 About Us
 Sample Training Material
 Certified Six Sigma Green Belt Course

 Certified Lean Manufacturing Expert

 Participant Feedback
 Profile of Chief Consultant and Trainer

Content provided by Sigma Veritas.


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Participant Feedback

Rajesh Bagrecha – Associate Section Manager – John Deere Equipment Pvt. Ltd – The
examples presented by Mr. Sivakumar to explain the concepts of Six Sigma were too
good and I am sure that with this approach, SIGMA VERITAS would grow leaps and
bounds in the time to come. My best wishes for the same.

Chanpreet Singh Sethi – B.E. Final Year Student – Bharti Vidyapeeth, – Excellent
Presentation and worthwhile course. I ould recommend this course for all B.E. Final year
students.

Siddharth Tapikar – Production Engineer – Kirloskar Oil Engines – Excellent Course


material and Presentation; the yellow belt course has cleared all my misconceptions about
six sigma.

Bhagyashri Sonakul – Quality Engineer – MSEDCL – The yellow belt certification has
helped me increase my problem solving capabilities and Team work to make
breakthrough improvements. I would recommend this course for to be included at
Engineering level academics.

Vikram Deshpande – Team Leader – Levare Consultants Pvt. Ltd. – Course content was
excellent; although being from a Finance background, it was so easy for me to understand
the concepts of six sigma.

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Table Of Contents

 About Us
 Sample Training Material
 Certified Six Sigma Green Belt Course

 Certified Lean Manufacturing Expert

 Participant Feedback
 Profile of Chief Consultant and Trainer

Content provided by Sigma Veritas.


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Profile Of Chief Consultant & Trainer -
Sivakumar Venkatachalam
Highlights:
• A Mechanical Engineer by Profession with industrial experience of over 12 years.
• Graduated from the illustrious Vishwakarma Institute of Technology in the year
1997 and is a 3 times Pune University Top Ranker.
• Worked at TATA Motors for 9 years in various divisions like the Engineering
Research Centre, Transmission Division and the Passenger Car Engine
manufacturing division in the field of Automobile Manufacturing, Maintenance,
Materials, Quality Management, New Product Introduction and Customer
Relationship Management.
•Has also worked along with big consulting names like McKinsey and Harbor Consulting for New
Product Introduction and Quality Improvement Projects at TATA Motors.
•Has excellent exposure to world class manufacturing processes in U.K. and U.S.A and hands on
experience of ISO quality system implementation.

Key Achievements:
• A Certified Six Sigma Black Belt from the Asian Institute of Quality Management
• A Certified 5S auditor from the Japanese Management Association,
• An ISO 14001 EMS auditor from IRCA, U.K.,
• A certified trainer in Team Building Dynamics and Negotiation skills from Dale Carnegie Training
Insititute.
• A Certified Project Management Professional from the Project Management Institute, U.S.A.
• Has been trained under the internationally acclaimed personality development expert Mrs. Ratna
Khemani
• Is a Career Guidance Counsellor with Lions Clubs International
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Thank You
For Training Services: For Presentation Services
Sivakumar Venkatachalam and Internet Marketing
Solutions:
Chief Consultant & Trainer –
Sigma Veritas iShowcase Solutions
Visit us at: Email:enquiry@ishowcase.in
www.sigmaveritas.com Ph:+91-22-2567-2496

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