Part1 Define - GB

ADAAP Process Solutions GREEN BELT PROGRAM
ADAAP/GBSP/2008/01 1
GREEN BELT
COURSE MANUAL

DEFINE PHASE

ADAAP Process Solutions Private Limited
BANGALORE
Six Sigma
At
A Glance
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
What Is Six Sigma?
THE MANY FACETS OF SI X SI GMA
Metrics
Benchmark
Vision
Philosophy
Method
Tool
Symbol
Goal
Value
S
I
X

S
I
G
M
A
WHAT I S THI S SI X SI GMA ?
A Philosophy

A Statistical Measurement

A Metric

A Business Strategy
make fewer mistakes in all that we
do.

helps gage adequacy of product,
process and services

A measuring system

good quality reduces cost
The Value Of Six Sigma
Higher
ShareholderValue
Improve Customer Satisfaction
Improve Yields
Defect Reduction
2 308,537
3 66,807
4 6,210
5 233
6 3.4

PPM
Process
Capability
Defects per
Million Opp.
Sigma Levels
DMAIC

Breakthrough
Strategy
1
10
100
1000
10000
100000
1000000
3 4 5 6 7
1,000,000
100,000
10,000
1,000
100
10
1
2
Sigma Scale of Measure
PPM
Average
Company
Best-in-Class
The Basic Objective
Define the problem...
DMAIC
Characterization
Optimization
Phase 1:
Measure
Phase 2:
Analyze
Phase 3:
Improve
Phase 4:
Control

Key Steps in the DMAIC process
Analyze
Y
Focus
Phase
Identify Variation Sources In Y
Validate Measurement System for Y
Define Performance Standards For Y
Select Product or Process Key Characteristic(s); e.g..., Customer
Y
Establish Process Capability of Creating Y
Define Improvement Objectives For Y
Measure
Y
Y
Y
Y
Y
Key Steps in the DMAIC process continued
Validate Measurement System For x
i
Establish Operating Tolerances On Vital Few x
i
Discover Variable Relationships Between Vital Few x
i
x1, x2, ... xn
x1, x2, ... xn
Vital Few xi
Vital Few xi
Vital Few xi Determine Ability To Control Vital Few x
i
Vital Few xi
Implement Process Control System On Vital Few x
i
Screen Potential Causes For Change In Y & Identify Vital Few x
i
Control
Improve
Project Portfolio
y
1
y
2
y
3
y
4
y
5
y
11
y
12
y
13
y
21
y
22
y
23
y
31
y
32
y
33
y
41
y
42
y
43
y
51
y
52
y
53
Y
Project Identification,
Assessment, and
Selection
Project Assignment
Project Charter
Project Execution,
Validation, and Control
Project
Execution
Critical business issues
(VOB, VOC)
Resources
Monthly 6sigma
Project Reviews
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

Project Types
DMAIC & DFSS
Operational:
Manufacturing /Engineering
Transactional:
Business, Service & Administrative
TO REDUCE VARI ATI ON
TO REDUCE DEFECTS
TO I MPROVE YI ELD
TO ENHANCE CUSTOMER SATI SFACTI ON
TO I MPROVE THE BOTTOMLI NE
THE GOALS OF SI X SI GMA
6 SIGMA: A rigorous analytical process for Problem
Solving
Project
Identification
Identification
of CTQ
Identification &
Measure
THE SI X SI GMA PROBLEM SOLVI NG
APPROACH
D
D
M
AIC

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

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
cant 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)
ROAD MAP

Analyze
Process analysis activity flow chart identify value added and nonvalue
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
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

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 (dont stress on
presentation if your results are not good).

PROCESS OWNER
Worries about overall process health
Has responsibility and authority to manage and
improve a process
HOW THI S WORK GETS DONE
Leadership Team
Master
Black Belt Team Leader Team Members
Draft charter
Discuss/revise charter
Review &
approve charter
Select project
Before
Project
During
Project
After
Project

Black
Belts
Review purpose
statement with
sponsor(s)

Draft rest of charter

Select team members
Manage schedules
Lead meetings
Coordinate
Communication
Serve as liaison with
MBB, champion(s), and
stakeholders
Keep records
Lead teams work
See that documentation
is completed and
lessons captured
Monitor implementation
if appropriate
Use improved methods

Green
Belts

Participate in meetings
Carry out assignments
Help with team tasks
and logistics
Contribute knowledge
and expertise
Learn necessary skills
and methods
Use improved methods
PROJ ECT ROLES & RESPONSI BI LI TI ES
Master
Black
Belt
Assist Team Leader

Help draft charter
Provide expert guidance
and coaching to team
leader and members on
skills and methods
Help the team gather
and interpret the data
Help sponsor(s) prepare
for reviews
Champion
Identify goals
Select Black Belt/Green
Belt
Assign MBB
Draft purpose statement
Provide direction and
guidance
Review team progress
Run interference
Control budget
Provide ongoing support
for implementation
Ensure monitoring
Preserve lessons
learned
Before
Project
During
Project
After
Project
Provide guidance as
needed
PROJ ECT ROLES & RESPONSI BI LI TI ES
DMAI C PROJ ECT SELECTI ON CRI TERI A
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
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; wont have authority to
commit time/resources or to make changes in the
process; cant easily identify starting and ending
points
Relevant data hard to collect or too much data
Cant define what a defect is
Process doesnt cycle often enough
Problem written as solution
Recent changes in the process
I MPORTANCE 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.
ELEMENTS OF A TEAM CHARTER
Project Description
Scope
Goals and Measures (indicators)
Expected Business Results
Team Members
Support Required
Expected Customer Benefits
Schedule
#2: When convinced of the value of thinking in
terms of processes, most people still dont think
in terms of processes.
#3:The word process generates fear and
resistance.
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.
WORK AS A PROCESS
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.
S
U
P
P
L
I
E
R
S
C
U
S
T
O
M
E
R
S
Outputs Inputs Process
SI POC: I NPUTS
Ideas
Process
SI POC: HI GH-LEVEL PROCESS VI EW
A high-level view is often captured as a top-level
flowchart
Process
Step 3:
Inspecting
Step 4:
Packaging
Step 1:
Bottling
Step 2:
Labeling
SI POC: OUTPUTS
Process
Information
SI POC EXAMPLE
Suppliers
Inputs
Process Outputs Customers
Copier
Toner
Electricity
Original Yourself
Power Company
Office Supply
Company
Copies Manufacturer
Making a
photocopy
You
File
Others
Put original
on glass
Close Lid
Adjust
Settings
Press
START
Remove
originals
and copies
Process Steps
Paper
HOW TO CREATE A SI POC 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.
TRANSLATI NG VOC/VOB I NTO CTQs
(CTQ = Critical to Quality)
need
VOC/VOB CTQ (CTC/CTB) Tree
I want
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
EXAMPLE: CTQ TREE
Need
Drivers
CTQs
TO IMPROVE

CUSTOMER
SATISFACTION
Any Motor with Noise>65db.
Any motor with more than
Specified Current
Any quote more than bench
mark

Noise
Current
Price
SPARE Availability
PRODUCT
DE#LIVERY
OTD
Project Definition
Problem Statement:

Material delivered to CTI warehouse have a high
defect rate. The Materials are either reworked to
be acceptable to Assembly Plant or returned to
Supplier. This defect rate prohibits CTI
warehouse from sequencing Materials to
Assembly Plant without added inspection at CTI
warehouse. The highest inbound defect is
damage to the painted surface.

CTQ:

No visible chip on painted surfaces
Part edges free of dents and chips

Defect Definition:

Paint chipped off substrate, either on edge or on
vertical surfaces. Scratches on painted surfaces
that do not meet the guidelines. Paint rubbed off
substrate.
Project Objective:

Reduce chips and scratches due to handling
damage on Material supplied .

Current/Goal/Stretch Goal:

Current status: 45725 ppm (damage)
Goal: 13718 ppm (70% reduction)
Stretch Goal: 4573 ppm (90% reduction)

Benefits:

INR1.2 Million Reduction in CTI repair costs
INR 0.6 Million Reduction scrap/rework costs
(TBD) Reduction in CTI Inspection costs

Progress/Work plan:

Define Phase Complete
Measure Phase 90%
Analyze Phase ongoing
Improve Phase ongoing

Part1 Define - GB

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Part1 Define - GB

Transféré par

Droits d'auteur :

Formats disponibles

ADAAP Process Solutions GREEN BELT PROGRAM

Vous aimerez peut-être aussi