Six Sigma Green Belt Training Handout - IIHMR

Indian Institute of Health Management Research
JAIPUR
December 2010
TABLE OF CONTENTS
1. Process, Defects, and Variation
2. Six Sigma Overview
3. Cross-Functional Teams
4. DMAIC Breakthrough Strategy
5. Define Phase
Develop Problem Statement
Map High Level Process Map (SIPOC)
Determine Critical to Quality Characteristics (CTQ’s)
Develop Project Charter
6. Measure Phase
Develop Detailed “AS IS” Process Map
Determine What to Measure (Process Y)
Validate Measurement System
Quantify Current Performance
7. Analyze Phase
Cause and Effect Diagram
Why? Why? Why? Analysis
Testing and Validation of Theories
Validating the Root Causes
Finalizing the Charter
8. Improve Phase
Determine Solutions to Counteract the Root Causes
Provide Statistical Evidence that Solutions Work
Prepare the “Should Be” Process Map
9. Control Phase
Prepare and Implement the Control Plan
Control Charts
Improvement Dashboards
Final Project Report
www.qimpro.com
Lean Six Sigma Overview
SIX SIGMA TRAINING
SIX SIGMA GREEN BELT

© 2009, Qimpro 1
Quality – The Definition
Quality is a state in which

value entitlement is realized
by the customer and provider
in every aspect of the
business relationship.
© 2009, Qimpro 2
What is a Process??
¾ Any sequence of activities that use a set of
INPUTS to produce an OUTPUT is called a
PROCESS
¾ A Process is a means for doing work
¾ Every Process has a CUSTOMER. A

Customer is the immediate recipient of the
Output from the Process
© 2009, Qimpro 3
Certified Lean Six Sigma Green Belt 1 © Qimpro Consultants, 2009

Components of a Process??
Supplier: The provider of inputs to your process
Input: Materials, resources or data required
to execute your process
Process: A collection of activities that takes one
or more kinds of input and creates
output that is of value to the
customer
Output: The products or services that result
from the process
Customer: The recipient of the process output –
may be internal or external
© 2009, Qimpro 4
Graphical Representation of a Process
Process
Outputs
Input
Variables
Process Variables
© 2009, Qimpro 5
What Can Go Wrong in a Process??

¾ A Process may not produce the desired output
leading to CUSTOMER DISSATISFACTION.
¾ The output from a process may have defects or
errors in it and this leads to REWORK or
REJECTION. This leads to the generation of
WASTE
WASTE.
¾ The produced output may be unpredictable in
its ability to meet customer requirements and
this is caused due to high VARIATION in a
Process.
¾ The process may be unstable and this leads to
generation of WASTE in the process itself
© 2009, Qimpro 6

What are the Implications of Variation and Waste
The key deficiencies of any Process include:
¾ VARIATION
¾ WASTE
Both these deficiencies have the following

implications:
¾ CUSTOMER DISSATISFACTION
¾ INCREASE IN COSTS OF DELIVERING SERVICES
© 2009, Qimpro 7
How to Prevent Variation and Waste

¾ Identify Chronic Problems (diseases) in the
Process
¾ Ensure that adequate Measurement Systems
have been defined to accurately measure the
damage i.e. Rework, Rejections, Variation,
etc caused by these Chronic Problems
¾ Use structured Problem Solving Methodologies
such as Six Sigma to permanently eliminate or
minimize the Waste and Variation
¾ Improve the Capability of the Process to meet
customer requirements Consistently at
Optimized Costs
© 2009, Qimpro 8
How to Achieve Process Improvement

¾ Process Deficiencies are solved by a Project
by Project approach.
¾ Each Project needs to address a specific PAIN
(deficiency) in the process
¾ Each Project
j is a structured approach
pp to
Problem Solving involving the five steps;
9 Defining the Problem – Define Phase
9 Measuring the Problem – Measure Phase
9 Analyzing the Root Causes – Analyze Phase
9 Implementing the Improvements – Improve Phase
9 Sustaining the Gains – Control Phase
© 2009, Qimpro 9


¾ Each Project needs to have a specific GOAL
for improvement in terms of either
eliminating or minimizing the deficiency.
¾ Each Project needs to be conducted by a
CROSSFUNCTIONAL TEAM consisting of
members
b ffrom the
h ffunctions
i most affected
ff d
by the pain.
¾ Each Project needs to be TIMEBOUND
© 2009, Qimpro 10

¾ Each Project must have a goal to generate
savings as ELIMINATING OR MINIMIZING
DEFICIENCIES will always REDUCE COSTS.
This reduction in costs translates to
SAVINGS TO THE BOTTOMLINE
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What is Sigma?
Sigma is used in statistics to denote standard
deviation.
A sigma value is used to relate the ability of a
process to perform defect free work.
The lower the value of Standard Deviation the
better the process is performing and the lower
the probability that a defect will occur.
© 2009, Qimpro 12

What is Six Sigma?

¾ The higher the Sigma Level i.e. 3σ, 4σ, etc
the better the process is performing and
the lower the probability that a defect will
occur.
¾ At Six Sigma (6σ) level of performance the

probability of a defect occurring is reduced
to 3.4 out of 1 million and that is
considered to be virtual perfection.
© 2009, Qimpro 13
What is Sigma?
Standard Deviation:
Metric that displays variation from it’s “target”.
1 Std. Dev.
(“Sigma”)
One standard deviation around the mean is
about 68% of the total “opportunities”
for meeting customer requirements!
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What is Six Sigma?

If we can squeeze six standard deviations in between
our target and the customer’s requirements...
6 5 4 3 2 1 1 2 3 4 5 6
then:
99.99966% of “opportunities” to meet customer
requirements are included!
© 2009, Qimpro 15

Defect Rates and Sigma Levels

Sigma Level PPM/DPMO
3σ - Historical Standard
1 691,462 10 Times
Improvement
2 308,538
3 66,807 4σ - Current Standard
4 6,210 1800 Times

Improvement
5 233
6σ – New Standard
6 3.4
© 2009, Qimpro 16
Six Sigma in Practical Terms

99% GOOD (4σ) 99.99966% GOOD (6σ)
20,000 LOST ARTICLES OF MAIL PER SEVEN LOST ARTICLES OF MAIL PER
HR. HR.
UNSAFE DRINKING WATER 15 MIN. UNSAFE DRINKING WATER FOR ONE
PER DAY MINUTE EVERY SEVEN MONTHS
5,000 INCORRECT SURGICAL 1.7 INCORRECT SURGICAL
OPERATIONS PER WEEK OPERATIONS PER WEEK
2 SHORT OR LONG LANDINGS AT ONE SHORT OR LONG LANDING
MOST MAJOR AIRPORTS EACH DAY EVERY FIVE YEARS
200,000 WRONG DRUG 68 WRONG DRUG PRESCRIPTIONS
PRESCRIPTIONS EACH YEAR EACH YEAR
NO ELECTRICITY FOR ALMOST 7 NO ELECTRICITY FOR ONE HOUR
HOURS PER MONTH EVERY 34 YEARS
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Focus of Six Sigma

Reduce Variation
Reduce Waste
Reduce Defects
Delighting Patients
Reduce Cost
Reduce Delivery Time
© 2009, Qimpro 18

Cross Functional Teams

Cross Functional Teams are made up of
individuals who represent the different
functions or departments who are impacted by
the problem.
They are carefully selected Subject Matter
Experts (SME)
The key advantage of cross functional teams is
that the representation form all the impacted
departments promotes acceptance and
implementation of change throughout the
organization
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Team Meeting Structure

1. Develop an agenda and distribute the agenda in
advance
2. Start and finish on Time
3. Appoint a recorder to record the minutes
4 Use visual aids liberally
4.
5. Summarize key points
6. Review assignments and completion dates and
set deliverables for the next meeting
7. Distribute minutes promptly
8. Review meeting effectiveness periodically
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Team Facilitator / Leader

Must Do:
1. Extract balanced participation from all members
2. Identify members who need coaching or training
for effective participation and provide the same
3. Keep the team on track with the project
4 Provide
4. P id an outside
t id neutral
t l perspective
ti
5. Help in securing resources that the team needs
6. Resolve conflicts and focus on progress towards
achieving the team goal
7. Ensure that all members complete all assigned
tasks between two meetings.
© 2009, Qimpro 21

Team Facilitator / Leader

Must NOT Do:
1. Being judgmental of team members or their
ideas and opinions
2. Taking sides or becoming caught-up in the
subject matter
3. Solving a problem or giving an answer
4. Making suggestions on the task instead of the
process
5. Steer the team towards pre-conceived solutions
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Black Belt
Facilitator:
Six Sigma implementation experts with the ability to
develop, coach, and lead multiple cross-functional
process improvement teams
Use tools to quickly and efficiently drive improvement
Facilitate to keep team focused on the project
objective
Ensure that the Six Sigma methods are followed
Help teams learn and understand Six Sigma tools
and techniques through regular project reviews
Responsible for the ultimate success of the project
Trains and develops Green Belts
Spread Six Sigma awareness throughout the
organization.
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Green Belt
Project Team Leaders:
Execute Six Sigma as part of their daily jobs
Form Six Sigma project teams
Process experts
Part time on Six Sigma Projects
Trained on Six Sigma methods and quality tools.
© 2009, Qimpro 24

Team Roles – Team Member

¾ Team Members are the Process Experts and
are vital for success in the Project.
¾ The key Roles and Responsibilities of the
Team Member include:
9 Good knowledge of product, process and
customer
t requirements
i t
9 Willing to work in teams and dedicate time
to work on projects
9 High Participation and Active in Data
Collection
9 Responsible for Implementing the Changes
and Improvements
© 2009, Qimpro 25
Team Stages
Forming:
Forming is the beginning of team life. Members
typically start out by exploring the boundaries of
acceptable group behaviour.
Storming:
The second stage consists of conflicts and resistance
to the group’s task and structure. This is the most
difficult stage for any team to work through. Team
members tend to cling on to their own opinions ,
based on personal experience and resist seeking the
opinions of others. This can lead to hurt feelings and
unnecessary disputes. The role of the team
facilitator / leader is crucial in this stage.
© 2009, Qimpro 26
Team Stages
Norming:
During the third stage, a sense of group cohesion
develops. Team members begin to focus more on
collection and analysis of data rather than
experiences. Norming takes place as the team keeps
meeting routinely as per a fixed schedule and the
team becomes more relaxed and steady. Norming is
essential. A team cannot perform if it does not
norm.
Performing:
This is the payoff stage. The team begins to work
effectively and cohesively towards achieving the
common goal.
© 2009, Qimpro 27

Team Stages
PERFORMING:
Members: Show maturity, focus
on the process, achieve goals
and operate smoothly
NORMING:
ANCE
Members: Cooperate, talk

things out, focus on objectives
PERFROMA
STORMING:
Members have: confrontations,
divided loyalties and individual
thinking,
FORMING:
Members are: Inexperienced,
excited, anxious and proud
TIME
© 2009, Qimpro 28
DMAIC Breakthrough Strategy

Recognize 9 Establish focus to ensure improvements will
make a strategic difference.
Define 9 Identify the product or process to be

improved and top few critical to quality
(CTQ) customer requirements.
Measure
Process 9 Quantify how the process performs today
Characterization and set improvement goal
goal.
Analyze
9 Identify the input variables that affect the

CTQ’s the most.
Improve
Process
Optimization 9 Determine solutions for controlling the key
Control process input variables, quantify their
impact and compare to goal.
Integrate into 9 Implement process design modifications and

Daily Work standardization methods for maintaining the
improved performance level over time.
© 2009, Qimpro 29
DEFINE PHASE
Key Objectives are…..
¾ Identify the factors that are critical to

Customer Satisfaction (CTS).
¾ Define Project Boundaries.

Boundaries
¾ Define the project objective and

impact.
© 2009, Qimpro

MEASURE PHASE
¾ Prepare the “AS IS” process map and
determine outputs.
¾ Determine what to measure Gage name:
Date of study:
Gage R&R (ANOVA) for NO. OF DAYS Reported by:
Tolerance:
and validate the

Misc:
Components of Variation By PROJECT

100
%Contribution 10
%Study Var
Percent
50 5
measurement system. 0
Gage R&R Repeat
R Chart by ENGINEER
1
Reprod
2
Part-to-Part
3
UCL=1.198
PROJECT
0
10
1 2 3 4
By ENGINEER
5 6 7 8 9 10
Sample Range
1.0
Quantify current
0.5 5
R=0.3667
¾ 0.0
0
LCL=0
ENGINEER 1
0
2 3
Xbar Chart by ENGINEER ENGINEER*PROJECT Interaction

1 2 3 ENGINEER
10 10 1
performance and estimate

Sample Mean
Average
3
5 UCL=4.773 5
Mean=4.083
LCL=3.394
0 0
0 PROJECT 1 2 3 4 5 6 7 8 9 10
improvement target.
© 2009, Qimpro
ANALYZE PHASE
R e g r e s s io n P lo t

N o. o f D ay s = 0.201 735 + 0.19 153 9 No. O f E r ro r
+ 0 .0 0 3 1 6 0 6 N o . O f E r r o r * * 2
S = 0.66 489 1 R-S q = 96.4 % R - S q ( a d j) = 9 5 .3 %
10
Identify causes of
8
¾ 7
variation and defects.

5
Provide statistical
0 10 20 30
¾
evidence that causes Fishbone Diagram for Internal Logistics
are real. Men Machine
Salary for the storekeeper

required to manage Warehouse
¾ Commit to
improvement target.
Cost of Internal
Logistics of Imported
Equipment is very
All inland transportation of imported High.
equipment is done through Air Freight.
Cost of Inventory of Material Stored

in Warehouse.
Cost of Rent paid for the Warehouse
Cost of Insurance premium paid for

the Insuring the Warehouse.
Method Material
© 2009, Qimpro
IMPROVE PHASE
Key Objectives are….. Control Chart for the cause of high cost of Internal Logistics
Current DPMO Target DPMO
¾ Determine solutions 1,200,000
(ways to counteract 1,000,000 1,000,000 1,000,000 1,000,000
causes) including 800,000

P ro ce ss D P M O
operating levels 600,000
and tolerances. 400,000
¾ Install solutions and 200,000

142,800 142,800
provide statistical 0
Sep-01
6,210
Oct-01
6,210
Nov-01
6,210
Dec-01
6,210
Jan-02
6,210 6,210
0
Feb-02
evidence that the

Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02
Current DPMO 1,000,000 1,000,000 1,000,000 142,800 142,800 0
Target DPMO 6,210 6,210 6,210 6,210 6,210 6,210
solutions work. Period in Months
© 2009, Qimpro

CONTROL PHASE
¾ Put controls in Control Chart for the sustained process control
place to maintain 5
UCL=4.450
improvement
4
Individual Value
3
2
Mean=1.65
over time.
1
0
1
-1 LCL= 1 150
LCL=-1.150
-2
Subgroup 0 10 20
No. Of Days 1 1
¾ Provide statistical 4
UCL=3.439
Moving Range
evidence that the

3
improvement is
1 R=1.053
0 LCL=0
sustained (3
months of data).
© 2009, Qimpro
Effort Over a Project Life Cycle

Champion Black Belt/Green Belt and Team Team and Process Owner
Effort
Level of E
Define Project M A I C Integrate into Daily Work
© 2009, Qimpro 35
SIX SIGMA DEFINE PHASE
© 2009, Qimpro 36

Define Phase Contents

1. Develop Problem Statement
2. Map High Level Process (SIPOC)
3. Determine Critical to Quality Characteristics
(CTQ’s)
4 Develop Project Charter
4.
© 2009, Qimpro 37
Problem Statement
Description of the “pain”
What is wrong or not meeting our customer’s
needs?
When and where does the problem occur?
How big is the problem?
What’s the impact of the problem?
© 2009, Qimpro 38
Problem Statement
Key Consideration/Potential Pitfalls
Is the problem based on observation (fact)
Does the problem statement prejudge a root
cause?
Can data be collected by the team to verify and
analyze the problem?
Is the problem statement too narrowly or
broadly defined?
© 2009, Qimpro 39

Problem Statement
Key Consideration/Potential Pitfalls (conti...)
Is a solution included in the statement?
Is the statement blaming any person or function?
Would customers be happy if they knew we were
working on this?
© 2009, Qimpro 40
Problem Statement – Examples

Example 1
Poor Statement
Because our customers are dissatisfied with our
service, they are late paying their bills.
© 2009, Qimpro 41

Example 1 (conti...)
Improved Statement
In the last 6 months (when) 20% of our repeat
customers – not first timers (where) – were over 60
days late (what) paying our invoices. When
surveyed all of these customers reported extreme
surveyed,
dissatisfaction with our service (what). The current
rate of late payments is up from 10% in 1990 and
represents 30% of our outstanding receivables
(how big). This negatively affects our operating
cash flow (impact)
© 2009, Qimpro 42


Example 2
Poor Statement
Customers are unable to access the call centre
half the time leading to high revenue losses.
© 2009, Qimpro 43

Example 2 (conti...)
Improved Statement
During the year 2003, (when) 40% of our
customers (extent) were unable to access the call
centre at the first attempt (what). This causes
dissatisfaction to our customers and a loss of
revenue opportunities to the organization
(impact).
© 2009, Qimpro 44
High Level Process Mapping
CTP CTQ
S I P O C
Suppliers
pp Inputs Process Outputs
p Customers
Measures Measures
Process
Map
© 2009, Qimpro 45

Process Boundaries - Example

Credit Decision
Cycle Time Customer’s Perspective
I Internal View
O
Stop
Initial Metric
S
Completed Application Decision Sent To
Received From The Customer
Customer Customer Customer
Sends Receives
Application Decision
New Metric
View Process From The Customer’s Perspective

Not The Internal Perspective
© 2009, Qimpro 46
SIPOC Worksheet
S I P O C
Supplier Input (Use Process (Use verbs) Output (Use nouns) Customer
nouns)
© 2009, Qimpro 47
Gather VOC Data
Surveys
Project Team 1
Personal Visits
Questionnaires
Project Team 2
Interviews
Customer
Phone Calls
Project Team 3
© 2009, Qimpro 48

Gather VOC Data

Key Considerations In Collecting Customer Data:
Collector’s bias may affect what is heard
What contact/relationship do you have with the
customer?
What are your time constraints?
What budget is available?
How much certainty to do you need to move
forward with the project?
Ensure customer expectations are aligned with
our intentions/actions
© 2009, Qimpro 49
Managing Customer Expectations

Manage customer expectations throughout VOC
data collection
Select customers carefully
Explain your intent for gathering the information
Clarify your ability to act on information
gathered
Communicate next steps to the customer
Asking For Information Does Not Translate

To A Promise To Act
© 2009, Qimpro 50
Steps To Determining CTQs

A Process To Identify Customers And Understand
Their CTQs
Identify Voice Of The Determine

Customers Customer (VOC) CTQs
• List customers • Review existing VOC • Organize all customer

• Define customer data data
segments • Decide what to • Translate VOC to
• Narrow list collect/ select VOC specific needs
tools • Define CTQs for needs
• Collect data
• Prioritize CTQs
• Contain problem if
necessary
© 2009, Qimpro 51

Effective Brainstorming
Brainstorming is used to establish common
method for a team to creatively and efficiently
generate high volume of ideas on any topic
Brainstorming encourages open thinking
Gets the involvement of all the team members
without the dominance of anyone team member
Allows team members to build on each others
creativity while staying focus on the joint mission
© 2009, Qimpro 52
Affinity Diagram
Record each VOC on a post it note in bold letters
Without talking sort the ideas simultaneously as
a team into 5 –10 related groupings
For each grouping create summary or header
cards using consensuses
Draw the final affinity diagram connecting all
finalized header cards with their grouping
© 2009, Qimpro 53
Affinity Diagram - Example

FEEDBACK MATERIAL MATERIAL SYSTEMS
&
RESPONSIVENESS DELIVERY FULFILLMENT MANAGEMENT
Action plan Stores to punch entire Communicating new

for pending STO Quality of packing STO in SAP part codes and part
numbers to users
Advance intimation Cycle time for 100% Common tracking no. Streamlining of part codes
regarding availability fulfillment of for all material issues in all database systems
of material STO requirements
Dispatch intimation Weekly dispatch Material balancing

as per STO schedule across all lines
List of obsolete or Stores and Production

discontinued parts should have part lists for
equivalent components
Reconciliation All accessories for

with balance STO’s new models should be
bundled with 1st dispatch
Response time Alternate process

for acknowledgement to be standardized for
of requirement urgent requirements
Availability of obsolete
or discontinued parts
for repeat orders
© 2009, Qimpro 54

Kano Model
To identify & prioritize the full range of the
customers needs
Kano model helps to describe which needs, if
fulfilled contribute to customer dissatisfaction
neutrality or delight
Kano Model Identifies
• Must be needs - Critical to customer
expectation
• More is better – Critical to customer
satisfaction
• Delighter – Converting wants to needs
© 2009, Qimpro 55
CTQ Prioritization Matrix

Process: Invoicing
Primary output (product or service): Invoices sent
to customers’ accounts payable departments
Strong relationship
Potential Project Y Metrics
M d
Moderate relationship
l i hi
Clarifications
Per Invoice
In Delivery
Weak relationship
Total Cycle
Receivable
Customer
Deviation
Rs. Non-
Errors
Time
CTQ Output Characteristic

Cycle Time for Invoicing
Accuracy of Invoices
Legible Invoices
© 2009, Qimpro 56
What is a Pareto Diagram?

A diagram that shows 20% of the inputs (Xs) cause
80% of the problems with dependent process
outputs (Ys)
A Pareto diagram allows a team to:
Discover what type of categories relate to the
problem
Focus on the most important items
© 2009, Qimpro 57

Pareto Diagram
A Pareto diagram is a bar chart organized with the
largest bar to the left and the smaller bars to the
right in order of frequency.
Pareto Chart for Type
100
60
50 80
40 60
Percent
Count
30
40
20
20
10
0 0
Defect
© 2009, Qimpro 58
Pareto Diagrams – Key Points!

Pareto diagrams are typically used to prioritize
competing or conflicting problems and to
distinguish the “vital few” from the “trivial
many.”
Pareto diagrams determine which of several
classifications have the most count or cost
associated with them.
The base data gathered must be in terms of
either counts or costs.
© 2009, Qimpro 59
Pareto Diagrams – Key Points!

Do not use terms that can't be added, such as
percent yields or error rates.
Remember to use Pareto Diagrams creatively.
If the first one doesn’t show an 80-20 pattern,
then reconsider the problem and try again.
© 2009, Qimpro 60

CTQ Tree
Why use it
Identifies critical to quality (CTQ)
characteristics, features by which customers
evaluate our product or service that is to be
used as the measure for our project.
A useful CTQ characteristic has the following
features:
• It is critical to the customers perception of
quality
• It can be measured
• A specification can be set to tell whether the
CTQ characteristic has been achieved.
© 2009, Qimpro 61
CTQ Tree
What does the CTQ tree do…
Links customer needs gathered from the voice of
customer data with process drivers and with
specific, measurable characteristics.
Enables the project team to transform general
data into specific data.
Makes the measuring process easier for the
team.
© 2009, Qimpro 62
Setting up a CTQ Tree

Gather the sorted customer needs from the VOC
data
List the major customer needs on the left hand
side of the tree structure
View each need from the customers point of view
For each need ask “what would that mean” from
the customers stand point
Each answer becomes the driver for the CTQs
Keep asking “what would that mean” until you
reach a level where it would be absurd to continue
Your answer at this level is the CTQ
© 2009, Qimpro 63

Alignment of Project Y
BUSSINESS Y
Key output metrics that are aligned
with strategic goals/objective of the
business. Big Ys provide a direct
CORE PROCESS Y’S measure of business performance
PROCESS
Key output metrics that summarize

MANAGEMENT process performance
PROJECT Y
Key project metric defined from the
customer perspective
X1 X2 X3
INPUT PARAMETERS
THAT INFLUENCE THE “Y”
© 2009, Qimpro 64
Select The Project Y

Think Outside-In
For your key CTQ, how does the customer define
process performance?
S I
Supplier Input
P O C
Process Output Customer
CTQs
What is the exact definition the y=______

customer recognizes for this metric?_
How does this compare with
existing performance metrics?
© 2009, Qimpro 65
Select The Project Y

Key Questions To Address
If the Project Y changes, will my customer feel
the impact?
Does the Project Y match with how the customer
describes the process?
Does the Project Y link to one at the Big Ys for
your business?
© 2009, Qimpro 66

What is a Charter?
One of the most important things necessary to get
a team started on a footing is a charter
A Charter:
Clarifies what is expected of the project
Keep the team focused
Keeps the team aligned with organizational
priorities
Transfers the project from the Champion to the
Improvement Team
Used as a tool by the Apex Council to review
project progress
© 2009, Qimpro 67
SIX SIGMA MEASURE PHASE
© 2009, Qimpro 68
Measure Phase - Steps

1. Develop Detailed “AS IS” Process Map
2. Determine What to Measure (Process Y)
3. Validate Measurement System
4. Quantify Current Performance
© 2009, Qimpro 69

What is a Process Map?

Process flow diagram that visualizes how work is done.
Start Step 1
Step 2A Step 2B Step 2C
Step 3
No Good? Yes
Rework End
© 2009, Qimpro 70
Process Map Symbols

Symbol Meaning
Start or End of Process
Activity or Process Step
Decision or Inspection Point
Connector
Direction of Flow
© 2009, Qimpro 71
Why Create a Process Map?

A Cross Functional Process Map shows “AS IS”
process.
Process start and end points are identified and
made measurable.
Makes process steps visible and keeps the team
from drifting outside the project boundaries.
boundaries
Non-valued-added steps become clear and can
be discarded or minimized.
Rework and repair is obvious. They are the
hidden factories. Hidden Factories have to be
shut down.
Is a consensus on how work is done.
© 2009, Qimpro 72

Analyzing a Flow Diagram

1.Examine Each Decision Symbol
Is this a checking activity?
Is this a complete check, or do some types of
errors go undetected
Is this a redundant check?
2.Examine Each Rework Loop

Would we need to perform these 4.Examine Each Document or Database 3.Examine Each Activity Symbol
activities if we had no failure? Symbol Is this a redundant activity?
How ‘long’ is this rework loop Is this necessary? What is the value of this activity
(steps, time lost, resources How is this kept up to date? relative to its cost?
consumed, etc?) Is there a single source for this How have we prevented errors in
Does this rework loop prevent the information? this activity?
problem from reoccurring? How can we use this information to
monitor and improve the process?
© 2009, Qimpro 73
Learn to Recognize Waste

Waste of correction
(rework)
Waste of waiting
Waste of inventory
Waste of over p
production
Waste of transportation
Waste of motion
Waste of over processing
© 2009, Qimpro 74
Types Of Data
Data Type Is An Important Consideration
Discrete Data Continuous Data
Binary (Yes/No, Defect/No Can be broken down into
Defect) increments
Ordered categories (1-5) Infinite number of possible
Counts values
E
Examples
l E
Examplesl
Number of incomplete Cycle time (measured in
applications days, hours, minutes, etc.)
Percent of responding with Weight (measured in tons,
a “5” on survey pounds, etc.)
Number of Green Belts
trained
© 2009, Qimpro 75

Data Collection Plan
Develop
Establish Data Ensure Data Collect Data
Operational
Collection Consistency & Monitor
Definitions
Goals & Stability Consistency
& Procedures
© 2009, Qimpro 76
Breaking Down the Overall Variation

Overall Variation
Part-to-Part Measurement System

Variation Variation
Variation due Variation due

Which variation
to gage- to operator-
component do we want
Repeatability Reproducibility
to be large?
Operator Operator
by part
Interaction
© 2009, Qimpro 77
Variable Gage R&R - Method

To conduct a variable gage R&R study….
At least two operators (persons doing the measuring)
should participate. Two or three operators are
typical.
At least 10 parts should be measured. These are 10
yp p
units of the same type product that represent
p the full
range of manufacturing variation.
Each operator will measure each part two or three
times.
Parts should be measured in random order.
It is very important that an operator not be

aware of his or her earlier measurement when
doing a repeat measurement on the same part.
© 2009, Qimpro 78

Attribute Gage R&R

It is also important to have good repeatability and
reproducibility when obtaining attribute data.
If one operator, for example, decides a unit has
an “appearance” defect and another operator
concludes the same unit has no defect, then there
is a problem with the measurement system.
system
Similarly, the measurement system is inadequate
when the same person draws different conclusions
on repeat evaluations of the same unit of product.
© 2009, Qimpro 79
Attribute Gage R&R

An attribute measurement system compares
each part to a standard and accepts the part if
the standard is met.
The screen effectiveness is the ability of the
attribute measurement system to properly
discriminate good from bad.
bad
© 2009, Qimpro 80
Attribute Gage R&R - Method

Select a minimum of 30 parts from the process.
These parts should represent the full spectrum of
process variation (good parts, defective parts,
borderline parts).
An “expert” inspector performs an evaluation of
each part,
part classifying it as “Good”
Good or “Not
Not Good
Good.”
Independently and in a random order, each of 2 or
3 operators should assess the parts as “Good” or
“Not Good.”
Enter the data into the Attribute Gage R&R.xls
spreadsheet to quantify the effectiveness of the
measurement system.
© 2009, Qimpro 81

Attribute Gage R&R - Example

SCORING REPORT
Attribute Legend DATE:
1G NAME:
2 NG PRODUCT:
SBU:
TEST CONDITIONS:
Known Population Operator #1 Operator #2 Y/N Y/N
Sample # Attribute Try #1 Try #2 Try #1 Try #2 Agree Agree
1 G G G G G Y Y
2 G G G G G Y Y
3 G G G G G Y Y
4 G G G G G Y Y
5 G G G G G Y Y
6 G
This is the
NG G G G N N
7 G G G G G Y Y
8
9
G
NG
G
G
G
G
G
NG
G
NG
Y
N
Y
N
overall measure
10 NG NG NG G G N N of consistency
11 G G G G G Y Y
12 G G G G G Y Y among operators
13
14
NG
G
NG
G
NG
G
NG
G
NG
G
Y
Y
Y
Y
and “expert.”
15 G G G G G Y Y 100% is best!
16 G G G G G Y Y
17 NG NG NG NG NG Y Y
18 G G G G G Y Y
19 G G G G G Y Y
20 G G G G G Y Y
(1)
% APPRAISER SCORE -> 95.00% 100.00%
(2)
% SCORE VS. ATTRIBUTE -> 90.00% 95.00%
(3)
SCREEN % EFFECTIVE SCORE -> 85.00%
(4)
SCREEN % EFFECTIVE SCORE vs. ATTRIBUTE -> 85.00%
© 2009, Qimpro 82
Interpreting the Results

% Appraiser Score is the consistency within one
person.
% Score vs. Attribute is a measure of how well the
operator’s evaluation agrees with that of the
“expert”.
Screen % Effective Score is a measure of how well
the operators agree with each other.
Screen % Effective Score vs. Attribute is an overall
measure of consistency between operators and
agreement with the “expert”.
© 2009, Qimpro 83
Role of Defect-Based Metrics

When Using Attribute Data...
These Metrics Quantify Process Capability:

DPMO - Defects per Million Opportunities
PPM - Parts per Million
convert
to...
Sigma Level
for the Process
© 2009, Qimpro 84

Defects versus Defective Items

Out of these 12 Marble Slabs… there are...
3 Defective
Slabs
6 Defects
© 2009, Qimpro 85
Estimate Process Capability

A cutting operation cuts tubes to a target length.
PPM represents the number of defective items per
million items inspected.
Variable Data: Length in mm
LSL USL 9% Defective
or
7% 2%
90,000 PPM
Attribute Data: 9% Defective

Go/No Go Length Gage or
45(NoGo )
= 0.09
500(Inspected) 90,000 PPM
© 2009, Qimpro 86
Why Count Number of Defects

Whenever a number of things can go wrong, or
things can go wrong at any of several steps,
then…
Counting number of defects provides a more
meaningful indicator of process capability than
merely counting the number of defective items
at the end of the process.
First, we must determine the opportunities for
defect.
© 2009, Qimpro 87

Determine the Total Opportunities

If we measured the outcomes of our processes
(products, services and information) like volume...
then, the combined volume... should equal???
Defects Successes
© 2009, Qimpro 88
The Outcomes of our Process
Either a defect or a
success:
?
Defects Successes
© 2009, Qimpro 89
Not Good!!!!
Defects Successes
© 2009, Qimpro 90

Better Output
But good
Defects enough???
Successes
© 2009, Qimpro 91
Defects Per Million Opportunities

If... each glass can hold
one million drops...
and, our process generates
one million drops...
then the number of drops
in the “defects” glass
represents...
Defects Successes
DPMO!
© 2009, Qimpro 92
DPMO Converts to Sigma
999,996.6
34
3.4
Defects Successes
3.4 DPMO is equal to 6σ

© 2009, Qimpro 93

Measures of Central Tendency

Mean or Average
Placement Time for Technical Positions (in days)
The sum of the values 22, 26, 26, 31, 33, 37, 37, 42, 52, 52, 52, 57, 59
in a data set divided
by the number of values. X = 40.5 days
Mode
The most frequently Mode = 52 days
occurring data value.
Median
The middle observation in
the data set that has been Median = 37 days
arranged in a ascending
or descending order.
© 2009, Qimpro 94
Sample vs. Population
Sample Population
x s s2 μ σ σ2
Sample Statistics Population Parameters

x = Mean μ = Mean
s = Standard Deviation σ = Standard Deviation
s2 = Variance σ2 = Variance
© 2009, Qimpro 95
Histograms
A histogram is a frequency polygon in which data are
grouped into classes.
The height of each bar shows the frequency in each
class.
20
20
12
10
10
4
3
1
0
10 15 20 25 30 35 40 Days
Does a histogram preserve the time order in which the

data was collected?
© 2009, Qimpro 96

Shapes of Data Sets
Bell Shape – The Normal Distribution
Right Skewed (Positively Skewed)
Left Skewed (Negatively Skewed)
Uniform Distribution
Bimodal Distribution
© 2009, Qimpro 97
Histograms to Evaluate Shape

When creating a
histogram, the data Number of Number of
must be properly Data Points Classes
grouped in order to Under 50 5-7
understand the shape
of the data 50 – 100 6-10
distribution.
100 – 250 7-12
For the given sample
Over 250 10-20
size, the right number
of classes should be
used.
© 2009, Qimpro 98
The Normal Distribution

Since many process outputs have this shape, the
properties of the normal curve can be used to make
predictions about the process population.
Data that is non-normal can sometimes be
transformed to the normal distribution, to use the
properties of the normal curve to make predictions.
© 2009, Qimpro 99

Properties of the Normal Distribution
Standard
Deviation
Average
-3σ -2σ -1σ +1σ +2σ +3σ
68%
95%
99.73%
© 2009, Qimpro 100
What is Process Capability?

Seat Track Rolling Mill Hiring Process
Inner Dimension of Seat Track (mm) Placement Time (in Days)

LSL USL USL
The capability
of a process to
meet customer
requirements.
Product exceeds Placements that

Specification Limits! take too long!
© 2009, Qimpro 101
PPM (Parts per Million)

Inner Dimension of Seat Track (mm) Placement Time (in Days)
LSL
USL USL
15%
3% 3%
6% of the seat tracks do not meet 15% of the time, we take too long
specifications. to fill the open positions.
This translates to… 60,000 PPM This translates to… 150,000 PPM
© 2009, Qimpro 102

A Stable Process
LSL Mean USL
Individual
Measurements
6σ
A process is said to be stable when the

distribution of all individual measurements are
contained within ± 3σ from the mean.
Stable processes provide the most reliable
estimates of process capability.
© 2009, Qimpro 103
Four Stable Processes
A B What can be
said about the
capability of
these stable
LSL USL LSL USL processes?
C D
LSL USL LSL USL
© 2009, Qimpro 104
Average & Standard Deviation

For example: The average of all data = 178.6
and the average range = 8.4 from a stable
control chart that used a sample size of 5.
Population
Then, σ = R = 8.4 = 3.6

d2 2.326
X = 178.6
If the target = 171, is the process centered on target?
© 2009, Qimpro 105

Estimating Process Capability
USL = 182
Process Variation
LSL = 160

We expect that 99.73%
of the time, we will
produce product that
falls between 167.8 and
Target
189.4
167.8 171 178.6 189.4
x - 3σ x x +3σ
Specification Limits
According to the
If centered, would this specifications, we want
process be capable of all product to fall
meeting specifications? between 160 and 182.
© 2009, Qimpro 106
Determine the Potential Capability (CP)

LSL USL
The Cp index reflects the
Cp = 1 potential of the process if
the average were perfectly
centered between the
specification limits.
The larger the Cp index,
index
Cp > 1
the better!
USL - LSL
Cp =
6σˆ
Cp < 1 For a Six Sigma
Process, Cp = 2
© 2009, Qimpro 107
Estimate Percentage Beyond Specs

To estimate the percentage of product (or PPM) that
falls outside the specification limits, we must first
compute Z upper and Z lower.
USL = 182
LSL = 160
167.8 178.6 189.4
Z lower is the number Z upper is the number

of standard deviations of standard deviations
between the Process Average between the Process Average
and the Lower Specification and the Upper Specification
Limit. Limit.
© 2009, Qimpro 108

Estimating % Beyond Specifications

From a Z table, we find
that Z = 0.94
corresponds to proportion
USL = 182
LSL = 160
= 0.1736
This converts to 17.36%
Defective or 173,600
PPM=2.4 σ (from Sigma
Table)
167.8 178.6 189.4
Zupper = USL – X
σ
Z upper = 0.94
Zlower = X – LSL
σ
© 2009, Qimpro 109
Process Capability Metrics
PPM, DPU, DPO

Attribute
DPMO, RTY
Process
Data Sigma
g
O tp t
Output
Type Level
Y
CP, CPK,
Variable PP, PPK
PPM
© 2009, Qimpro 110
SIX SIGMA ANALYZE PHASE
© 2009, Qimpro 111

Analyze Phase - Steps

1. Cause and Effect Diagram
2. WHY? WHY? WHY? Analysis
3. Testing and Validation of Theories
4. Validating the Root Causes
5. Finalize the Charter
© 2009, Qimpro 112
Cause and Effect Diagrams

A visual tool used by an improvement team to
brainstorm and logically organize possible causes
for a specific problem or effect
Measurement Methods Machinery
Potential High Level Causes (Xs) Effect

Y
Mother Nature People Materials
Summarize potential high-level causes

Provide visual display of potential causes
Stimulate the identification of deeper potential causes
© 2009, Qimpro 113
Process Map
Let us Analysis
Brainstorm???
Why Is There
Difference In The
V i i In
Variation I Cycle
C l
Time Between Line 1
and Line 2
Data
Analysis
© 2009, Qimpro 114


Brainstorm the “major” cause categories and connect
to the centerline of the Cause & Effect diagram
Measurement Methods
Why y Is There
Difference In The
Variation In Cycle
Time Between
Line 1 and Line 2
People Machinery
© 2009, Qimpro 115

Measurement Methods
No tracking
of in process No. of components
rejection of inserted per operator
components on either line
No. of boards reworked
Speed of individual
conveyor belts
not known
Why Is There
Difference In The
Variation In Cycle
Time Between
Line 1 has more
Breakdown time are Line 1 and Line 2
different for either line
temporary operators
Untrained Inspectors in
Final Inspection
People Machinery
© 2009, Qimpro 116
Cause and Effect Diagram-Example 1

MACHINE MAN
Time loss for

Irregular prev.
Magazine setup
maintenance Dirty line &
surrounding
Time loss for
Improper data in
PCB inspection Mismatched cycle time
comp.library
UNDERUTILIZATION
Implementation of OF SMT LINE
No program protection ECRs/Mod.notes
No control of loading list Alternate Feeder Bank

Time loss for not used
magazine setup
Unnecessary checks Insufficient buffer
Time loss for PCB
during model change at input
setup
METHOD MATERIAL
© 2009, Qimpro 117

Cause and Effect Diagram–Example 2

Men Machine
Overloaded Branch
Engineers
Interpretation of customer specs by Branch Engineer is not

Branch Engineer available most of the time
Information by Sales Engineer
is Incorrect Response Time to Query
is very Large
Submission of Offer is
Hasty Interpretaion of branch
information by CoEE
Branch does not fill DITO

New Bunch of fresh Engineers in CoEE
correctly
Lack of experience of CoEE engineer in Resistance to Changes in

executing applications at site way of working
Resource not there Frequent Revisions in the

Standard Formats
Flooding of Projects to
CoEE
Too many Fast Track jobs
Start of
Production by
CoEE takes too
There is lack of communication between Low confidence on the long
branch and CoEE DITO provided by Branch
Too many Assumptions are made by No documented procedure

CoEE regarding the Design to fill the DITO
Too many questions required to be DITO has to be checked Incorrect and Incomplete information
asked by CoEE to Branch for errors from Branches
Branch Engineer wastes Stagerred Information from Information passes

through many hands in
time in rework the Branches
various formats
Transfer information from Branch Irregurality in despatch of
CoEE Standard Formats
formats to CoEE formats Information from the Branches not being used from the
Sales stage itself
There are standard CoEE formats Information availability at the
applicable to all branches Branches is not organised
Method Material
© 2009, Qimpro 118
Sorting the Possible Causes

Non-Controllable Causes: These are causes that the
team unanimously conclude are beyond the control of
the present process boundaries or outside the
physical location of the process execution.
Lack of Solution OR Direct Improvements: These are
causes that are actually solutions that can be
implemented directly and need no further analysis.
They are usually stated as lack of resources,
equipment, tools or training.
Likely and Controllable Causes: These causes are the
causes that have passed the above two filters and
need further analysis.
© 2009, Qimpro 119
Asking 5 Why’s? 4.2.1
The immediate next step after the segregation is to

attack the likely and controllable causes and ask at
least 3 – 5 why’s?….. for each cause. This is called
root cause drill down.
Only after we have asked why 3 - 5 times to each of
the likely causes,
causes we will be able to arrive at the
possible root cause, also known as KPIV.
© 2009, Qimpro 120

5 Why’s? – Example
WHY do we have poor and declining participation
in improvement programs?
1. Because people resist change .
Why do people resist change?
2. Because they fear making mistakes.
Why do people fear making mistakes?
3. Because they are criticized for mistakes.
Why are people criticized for mistakes?
No ideas, let’s move on.
Okay, then Why else do people fear making
mistakes
4. Because they are penalized for mistakes.
© 2009, Qimpro 121
Prioritizing the Possible Root Causes

There are two tools that are widely used for the
prioritizing of the possible root causes that are
obtained from the Cause and Effect diagram.
Cause and Effect Matrix (C&E Matrix)
Failure Mode Effect Analysis (FMEA)
Desired Output
List of Prioritized Possible Root Causes
© 2009, Qimpro 122
What is a Cause & Effect Matrix?

The Cause & Effect Matrix is a team tool used to
prioritize the …
key process input variables (KPIV) that affect key
process output variables (KPOV)
Process Outputs
2 2 7 9 6 7 9 3
Pad Thickness
Pad Stiffness
Pad Width
Totals
Burns
Tears
Voids
Flash
IL
D
Process Step Process Input

Blending % ISO 2 2 8 8 2 2 3 3 198
Blending Time 0 0 3 4 7 9 0 0 162
Blending Temperature 1 2 5 5 6 2 0 0 136
Molding Fill Time 8 6 3 1 7 1 6 7 182
Molding Pressure 9 5 5 4 6 6 9 3 267
Molding Mold Temperature 0 0 3 0 5 9 2 6 150
© 2009, Qimpro 123

Anatomy of a Cause and Effect Matrix

Customer
Importan
Process ce Rating
Input
Variables
Process Outputs
2 2 7 9 6 7 9 3
Key
Proces Process
s Steps Output
ness
ess
V i bl
Variables
Pad Thickn
Pad Stiffne
Pad Width
Totals
Burns
Tears
Voids
Flash
IL
Process Step Process Input D
Blending % ISO 2 2 8 8 2 2 3 3 198
Blending Time 0 0 3 4 7 9 0 0 162
Blending Temperature 1 2 5 5 6 2 0 0 136
Molding Fill Time 8 6 3 1 7 1 6 7 182
Molding Pressure 9 5 5 4 6 6 9 3 267
Molding Mold Temperature 0 0 3 0 5 9 2 6 150
Strength of
Correlations
Cross Multiply
& Prioritize
© 2009, Qimpro 124
Cause and Effect Matrix - Matrix

Rating of Importance to Customer ==> 3 10 10 5 10 5
Delay in reloading of
wrong components
different layouts
Incomplete kit
PCB breakage
high m/c PPM
Breakdown
Outputs
Process Step Inputs Total

Un-necessary checks during
1 1 7 1 1 1 103
model change
Model changeover
No control of loading list 1 1 3 1 3 1 83
No program protection 1 1 3 1 7 1 123
Irregular Preventive Maintenance. 7 7 5 1 1 1 161
Breakdown Dirty line & surrounding 3 3 3 1 1 1 89
Improper data in comp.library 5 3 3 1 1 1 95
Component
Alternate Feeder Bank not used 3 1 7 1 1 1 109
replenishment
Program change due
Implementation of ECRs/Mod.notes 1 1 3 1 3 1 83
to ECR/Mod notes
Insufficient buffer at I/p 1 1 10 10 1 1 178
Run time loss
Time loss for PCB inspection
Time loss for PCB setup 3 1 7 1 1 1 109
Other losses
Time loss for magazine setup 1 1 5 3 1 1 93
© 2009, Qimpro 125
What is FMEA?
A Failure Mode and Effects Analysis is a systemized
group of activities intended to:
Recognize and evaluate potential failure and its
effects
Identify actions which will reduce or eliminate the
chance of failure
Document analysis findings
© 2009, Qimpro 126

Objectives of FMEA in Six Sigma

Identify the high priority
failure modes and causes
of defects in a process.
Identifyhigh priority input
variables (Xs) that impact
important output variables
(Ys).
© 2009, Qimpro 127
When to use FMEA?

FMEA is designed to prevent failures from
occurring or from getting to internal and external
customers.
Therefore, FMEA is essential for situations where
failures might occur and the effects of those
failures occurring are potentially serious.
serious
FMEA can be used on all Six Sigma projects. It
serves as an overall control document for the
process.
© 2009, Qimpro 128
FMEA – Worksheet
Process Potential Potential S O D R Actions S O D R

Step/Part Failure Failure E Potential C Current E P Recom Actions E C E P
Number Mode Effects V Causes C Controls T N mended Resp. Taken V C T N
0
RPN =
Severity
0 X
Occurrence
X
0 Detection
© 2009, Qimpro 129

FMEA – Severity Rating Scale

Severity – The consequences of a failure should it
occur.
Rating Criteria – A Failure Could
10 Injure a customer or employee
9 Be illegal / cause controllership issues
8 Render the product or service unfit for use
7 Cause extreme customer dissatisfaction
6 Result in partial malfunction
5 Cause a loss of performance which is likely to result in a complaint
4 Cause minor performance loss
3 Cause a minor nuisance, but be overcome with no performance loss
2 Be unnoticed and have only minor effect on performance
1 Be unnoticed and not affect the performance
© 2009, Qimpro 130
Hypothesis Testing
Refers to the use of statistical analysis to
determine if observed differences between two or
more data samples are due to random chance or to
true differences in the samples
Used to test the theories established during the
Cause and Effect analysis.
analysis
Increases your confidence that probable Xs are
statistically significant
Used when you need to be certain that a statistical
difference exists
© 2009, Qimpro 131
Why Do Hypothesis Testing?

Number Of
Scrapped
Is the
Prototype Seats observed
difference
real?
Program A Program B
© 2009, Qimpro 132

Kinds Of Differences
Continuous data
Differences in averages
Differences in variation
Differences in distribution shape” of values
Discrete data
Differences in proportions
© 2009, Qimpro 133
Hypothesis Testing
Definition Of Terms
Null Hypothesis – H0
The Null Hypothesis is the antithesis to our claim
regarding the relationship of two or more data
sets.
Alternate Hypothesis – H1 or HA
The Alternate Hypothesis is our claim statement.
This is the theory that we want to test.
The Null Hypothesis and Alternative

Hypothesis Are Mutually Exclusive and
Complimentary.
© 2009, Qimpro 134
Hypothesis Testing – Assumptions

Sampling from a distribution must be representative
or independent
Random sampling is the key assumption
Normality is not the key assumption
The random sampling assumption is also known as
the statistical independence assumption
© 2009, Qimpro 135

Hypothesis Testing – The Decision

As a result of the hypothesis test, we will either….
Reject the Null Hypothesis, or
Fail to Reject the Null Hypothesis
In Hypothesis Testing We Always Work With The

Null Hypothesis. The Test Result Will Tell Us If We
Can Reject Or Fail To Reject The Null Hypothesis
© 2009, Qimpro 136
Risk of Hypothesis
Whenever a hypothesis test is run, there is a risk
associated with the decision that is made. There
are two types of errors (risks):
Type I error (also known as alpha risk, denoted by
α) – The probability of rejecting the null hypothesis
when it is true.
true
Type II error (also known as beta risk, denoted by β)
– The probability of accepting the null hypothesis
when it is false.
© 2009, Qimpro 137
Type I and Type II Errors

Reality
Null Hypothesis True Null Hypothesis False
Accept Correct Type II

Null Hypothesis decision error
Decision
Reject Type I Correct

Null Hypothesis error decision
© 2009, Qimpro 138

Type I and Type II Errors

Reality
In fact there is In fact there is
no difference a difference
My test decides
I have taken a “β”
there is I have confidence risk, my test did
no difference in my test not have enough
power
Decision
I have taken an “α”
My test decides
there is a
risk, could not have My test is
difference enough confidence powerful !
in my test
© 2009, Qimpro 139
Hypothesis Testing – Exercise

Refer to the exercise A1 in the CSSGB workbook and
state the Null and Alternate Hypothesis for the
situations provided.
For each of the situations, state …
H0 = ????
And
HA = ????
© 2009, Qimpro 140
Hypothesis Testing – Common Tests

1 sample z-test / t-test
2 sample t-test
1 way analysis of variance (ANOVA)
Chi square test for independence
1 proportion test
2 proportion test
© 2009, Qimpro 141

z – test Features
The z statistic or the t statistic is a ratio of
difference in means and variation of the means
The z – statistic is used for samples with;
• Large sample size of more than 30 data points
• Standard deviation of the population is known
Used to compare average performance of two
groups.
Tests the null (H0) hypothesis of “no difference
between means of two groups”
Draws critical values from standard normal table or z
table and t distribution table respectively.
© 2009, Qimpro 142
t - test Features
The t – statistic is used for samples with;
• Small sample size of less than 30 data points
• Standard deviation of population is not known.
Used to compare average performance of two
groups
groups.
Tests the null (H0) hypothesis of “no difference
between means of two groups”
Draws critical values from standard normal
table or t distribution table.
© 2009, Qimpro 143
Z Test – Example
The 1-sample Z test is used when…
Testing the equality of a population mean to a
specific value, and
Sample size is large (n > 30)
© 2009, Qimpro 144

Z Test – Example (conti...)

You are attempting to assess the cycle time for
packaging of goods when utilizing two different
methods. The use of a metal strapping has
traditionally been assumed to generate the best
response, but that assumption is now going to be
tested against a process of using self adhesive tape.
Historically, when utilizing the metal staple sheets:
Average cycle time = 6 minutes
Standard deviation = 2 minutes
A random sample of size 36 was collected from the
self adhesive tape process, yielding:
x = 4.7 minutes s = 2.0 minutes
© 2009, Qimpro 145

Establish both the Alternative and Null Hypotheses.
H0 : μ = 6 minutes
HA : μ ≠ 6 minutes
significance α : α = 0.05
Determine the level of significance, 0 05
© 2009, Qimpro 146

Calculate the test statistic, Z :
We use the sample standard deviation, s, as our
estimate of σ population. Then…
x - μ = 4.7 - 6.0 = - 1.3 = -

z= σ 3.94
2 0.33
n 36 T the same
Try
with y = 5.5
mins
For a = 0.05 (95% confidence) : z critical = 1.96

Since the computed Z value = -3.94 < -1.96;
We REJECT the Null Hypothesis.
Conclusion: Cycle Time for packaging with Self

Adhesive Tape is not equal to 6 minutes.
© 2009, Qimpro 147

Scatter Diagrams
A Scatter Diagram is an Important Graphical Tool
For Exploring the Relationship Between
Predictor Variables (X’s)
And
The Response Variable (Y’s)
(i.e., Causes and the Effect)
© 2009, Qimpro 148
Analyzing Relationships
Use Scatter Diagrams To Study The Relationship
Between Two Variables
40
35
30
25
20
15
10
1K 2K 3K 4K 5K 6K 7K 8K 9K 10K
No. Of Components for Insertion

(X)
© 2009, Qimpro 149
Correlation and Causation

Warning!
Correlation Does Not Imply Causation
100 200 300

Correlation Between 80 80
Number Of Storks
A d
And
Thousands))
Population
70 70
Human Population
(In
60 60
50 50
100 200 300
Number Of Storks
Source: Box, Hunter, Hunter. Statistics For Experimenters. New York, NY: John Wiley & Sons. 1978
© 2009, Qimpro 150

Interpreting A Scatter Diagram

Look for Patterns
1 3 5
Strong Positive Strong Negative Correlation No Correlation

Correlation
2 4 6
Positive Negative Correlation Other Pattern

Correlation
For all charts: Y = Participant satisfaction (scale: 1 – worst to 100 – best)
X = Trainer experience (# of hours)
© 2009, Qimpro 151
Regression Measures Of Correlation

The Correlation Coefficient r measures the
strength of linear relationships
–1 ≤ r ≤ 1
When a relationship exists, the variables are said
to be correlated
Perfect negative relationship r = –1.0
No linear correlation r= 0
Perfect positive relationship r = +1.0
r2 measures the percent of variation in Y explained
by the linear relationship of X and Y and is called
the Coefficient of Determination.
r2 value will always be smaller than r values
© 2009, Qimpro 152
What is Regression?
In simple linear regression,
you obtain the graph and Best Fit Line
the equation of the straight
line that best represent the 150
relationship between two
variables.
Cost $k
Given a sample
p of ppaired 100
Y: C
data, the regression

equation 50
y = β0 + β1x
describes the relationship 10 20 30
X:Time (Days)
between two variables.
The graph of the regression equation is called the

regression line (or best fit line).
© 2009, Qimpro 153

The Regression Equation

Dependent Y = β 0 + β 1x
Variable
Independent
y-intercept slope Variable
Line of
Best Fit Where
Y β0 = Predicted Value Of Y
When X1 = 0
β1 = Slope Of Line
Change In Y Per Unit
Change In X
X
© 2009, Qimpro 154
SIX SIGMA IMPROVE PHASE
© 2009, Qimpro 155
Improve Phase - Steps

1. Determine Solutions to Counteract the Root
Causes
2. Provide Statistical Evidence that Solutions
Work
3. Prepare “Should Be” Process Map
© 2009, Qimpro 156

What is a Counteraction?
A counteraction is anything that is done to reduce
or eliminate the effect of a cause.
Reduce the Effect of a Cause
A helmet (counteraction) reduces the injury
(effect) from an impact (cause).
R d
Reduce the
h Cause,
C Thereby
Th b Reducing
R d i the h Effect.
Eff
A refrigerator (counteraction) reduces spoilage
(effect) by reducing temperature (cause)
Eliminate the Cause, Thereby Eliminating the
Effect.
Antibiotics (counteraction) eliminate some
diseases (effect) by eliminating Bacteria (cause)
© 2009, Qimpro 157
Useful Counteractions
Good counteractions are
Well defined
Actionable
Examples of well defined, actionable

counteractions:
Create quarterly goals for the Six Sigma
Implementation Plan
Add cavity pressure transducer to cut off
injection pressure at set point.
© 2009, Qimpro 158
Less Useful Counteractions

Examples of less useful Counteractions (too vague,
not actionable):
Improve communication
Develop process focus
Improve injection molding quality
Using such counteractions only leads to confusion,

since people don’t understand the specific actions
to take.
When these kinds of counteractions arise in
brainstorming, ask, “What specific actions do we
need to take to accomplish this item?”
© 2009, Qimpro 159

Evaluation Matrix
A Decision Matrix that helps the team to screen
possible solutions against three criteria…..
Effectiveness in eliminating or reducing the
verified root causes – X’s
Ease of Implementation
Cost of Implementation
© 2009, Qimpro 160
Evaluation Matrix – Example

Effectiveness
Implement
Ease to
Cost
Counteractions –
Reducing Cycle Time from Customer Order to
Supplier Purchase Order.
Fax from Master Contact List { { ~
Send Supplier E-Mail version of the PO file { Ì ~

Auto-fax: Modify Access Database to fax and
~ ~ {
e-mail confirm.
Request Call Return from Supplier Ì { ~
Legend: ~ Strong Relationship Quiz:

{ Moderate Relationship
Ì Weak Relationship
Which idea should the team
select?
© 2009, Qimpro 161
Objectives of FMEA in Six Sigma

Identify the high priority
failure modes and causes
of defects in a process.
Identifyhigh priority input
variables (Xs) that impact
important output variables
(Ys).
© 2009, Qimpro 162

When to use FMEA?

FMEA is designed to prevent failures from
occurring or from getting to internal and external
customers.
Therefore, FMEA is essential for situations where
failures might occur and the effects of those
failures occurring are potentially serious.
serious
FMEA can be used on all Six Sigma projects. It
serves as an overall control document for the
process.
© 2009, Qimpro 163
FMEA – Worksheet
Process Potential Potential S O D R Actions S O D R

Step/Part Failure Failure E Potential C Current E P Recom Actions E C E P
Number Mode Effects V Causes C Controls T N mended Resp. Taken V C T N
0
RPN =
Severity
0 X
Occurrence
X
0 Detection
© 2009, Qimpro 164
Cost/Benefits Analysis – Example
Costs (First Year) Benefits (Yearly)

Equipment $3,000 Increased capacity
(reduced cycle time) $750
Training 500
Reduce rejects by 50% 4,000
Travel and living 250
Reduce labor hours for the job 500
Team labor 500
Reduced interest expense 750
Total Cost $4250 Total Benefit $6000
© 2009, Qimpro 165

Cost/Benefits Analysis Tips

Concentrate on tangible costs and benefits; use
indirect costs that are generally acceptable to all
stakeholders
Use the process map and personnel in associated
departments to identify cost and benefit
information
Keep the analysis simple; focus on cost of
implementation and a few key benefits that
clearly exceed the cost
© 2009, Qimpro 166
Cost/Benefits Analysis Tips (conti...)

Use standard methods and rates in your
calculations
List all activities that contribute to either cost or
benefit and identify as much as possible how
these activities will be measured
Keep the presentation simple and easy to
understand
© 2009, Qimpro 167
Outside – In Perspective
Take One Final Look at Your Solution Before
Implementation
Does it address the root cause?
Can the solution been verified through the data
that it will drive your process toward successfully
meeting the customer CTQs?
Will your customer be satisfied with the solution?
© 2009, Qimpro 168

Pilot Solutions
A Test Of All Or Part Of A Proposed Solution
On A Small Scale In Order To Better
Understand Its Effects And To Learn About
How To Make The Full Scale Implementation
More Effective
© 2009, Qimpro 169
Benefits Of Piloting
Improved solution that meets customer CTQs
Refined implementation plans
Lower risk of failure by identifying and fixing
problems
Confirmation expected results and relationships
(of X and Y)
Increased opportunity for feedback and buy-in
Get early version of a solution out quickly to a
particular segment
© 2009, Qimpro 170
Verification Of Pilot Results

Statistically Verify The Pilot Results
Before After
Time To Time To
Process In Days Process In Days
Does The Output Data Show A Significant Difference That Can Be

Attributed To The New Solution?
© 2009, Qimpro 171

Test Effectiveness of Pilot

To Assess The Effectiveness Of A Solution:
Calculate the new Process Capability (sigma) and
compare it with the improvement goal and the
original process.
Compare before and after Visual Tools so you can
analyze the data visually.
Use Hypothesis Testing to see if a significant
statistical difference exists between the old
versus the new process.
© 2009, Qimpro 172
Piloting Tips
The improvement team should be there as much
as possible during the pilot process; what they
learn and observe will be worth the time they
invest
Collect data on process and external factors that
may be influential
If possible, make sure that the full range of inputs
and process conditions are tested in the pilot
© 2009, Qimpro 173
Piloting Tips (conti...)

Expect “scale-up” issues after even the most
successful pilots
Identify critical differences between the pilot
environment and the full-scale implementation
environment; note potential issues/problems for
full scale plan
full-scale
© 2009, Qimpro 174

Need for Hypothesis Testing

During the Measure Phase, we collected data on the
process output (Y) to establish the baseline
performance……x1
During the Improve Phase, we collected data on the
process output (Y) after the process has been
improved
improved…… x1
Now we need to answer the following…..
Is there really a difference between x1 and x2
Is x2 better than x1
Is x2 worse than x1
© 2009, Qimpro 175
Hypothesis Testing
Hypothesis Testing gives us the answer…….
Case1 : Higher the better.
H0 : x1 = x2
HA: x1 < x2
Case 2 : Lower the better.
H0 : x1 = x2
HA: x1 > x2
Use t Test for Continuous Data and

p Test for Attribute Data
© 2009, Qimpro 176
SIX SIGMA CONTROL PHASE
© 2009, Qimpro 177

Control Phase - Steps

1. Prepare and Implement the Control Plan
2. Provide Statistical Evidence that the
Improvements are Sustained. (3 months of
data)
© 2009, Qimpro 178
What is a Control Plan?

A written summary description of the system for
controlling a process
Describes actions required to maintain the
“desired state” of the process and minimize
process and p
p product variation
A living document which evolves and changes
with the process and product requirements
© 2009, Qimpro 179
Control Plan Strategy

A good control plan strategy…
Minimizes process tampering.
Clearly states the reaction plan to out-of-control
conditions.
Describes training
g needs for standard operating
p g
procedures
Describes maintenance schedule requirements.
A good control plan clearly describes what actions
to take, when to take them, and who should take
them… thereby reducing “fire fighting” activities.
© 2009, Qimpro 180

What to Control
Y = f ( x1, x2, x3…)
KPOV KPIVs
Monitor Control
A control plan controls the X’s to ensure the desired

state for Y.
Merely monitoring the output, Y, is not an effective way
to control a process.
© 2009, Qimpro 181
Why use a Control Plan?

Provides a single point of reference for
understanding process characteristics,
specifications, and Standard Operating
Procedures (SOP)
Enables orderly transfer of responsibility for
sustaining the gain
“sustaining gain”
© 2009, Qimpro 182
Developing a Control Plan

Questions to Get Started
What do you want to control?
How often do you need to measure the process?
Do you have an effective measurement system?
Who needs to see the data?
What type of tool/chart is necessary?
Who will generate the data?
Who will control the process?
Have they been trained?
What are the system requirements for auditing &
maintenance?
© 2009, Qimpro 183

Control Charts
Different control charts exist for different types of
data.
Common Control Charts

Variable Data:
→ X Bar
a and
a d R Chart
C at
→ Individuals and Moving Range Chart
Attribute Data:
→ p Chart (for Binomial Data)
→ u Chart (for Poisson Data)
© 2009, Qimpro 184
The Value of Process Control

When a process is in control:
You can predict what it will do in the future in
terms of its average performance and its
variation.
You can estimate the capability of the process
to meet specifications
specifications.
It reduces process variation and process cost.
CAUTION!
When a process is not stable, we
cannot draw valid
conclusions about the process'
ability to meet specifications!
© 2009, Qimpro 185
What Control Charts Say

Is the process Special Cause
stable? 6.4 UCL
6.3
Should action be 6.2
Dimension in mm
taken? 6.1 =
x
6.0
Common
Should the process 5.9 Causes
5.8
be left alone? 5.7 LCL
5.6
What types of causes 0 5 10 15 20 25
are present? Subgroup Number
What is the average process output?

What is the variation of the process?
© 2009, Qimpro 186

Looking at the Data Statistically

Statistical Control limits have been calculated
from the data and are drawn as dashed lines on
the graph.
X Bar Control Chart—Average Daily Production Cost by Week
$19,500
UCL
$19,000
on Cost
$18,500
Average Daily Productio
$18,000
$17,500
$17,000
$16,500
LCL
$16,000
Week Number
Since all points are randomly distributed within the statistical

bounds, this production system is stable.
© 2009, Qimpro 187
Do Not Try to Explain Differences 6.2.1
This means that the observed variation in average

daily production cost is the natural fluctuation one
would expect from a non-changing system
$19,500
UCL
ction Cost
$19,000
$18,500
Average Daily Produc
$18,000
$17,500
$17,000
$16,500
LCL
$16,000
Week Number
It does not make sense to attempt to explain the

difference between any of these points.
© 2009, Qimpro 188
Ineffective Actions 6.2.1
Without looking at the

data statistically, we
wrongly concluded the
$19,500
UCL
process was changing -

$19,000
Average Daily Production Cost
$18,500
cost was increasing! $18,000
$17,500
When we implemented
p $17,000
A
corrective actions, we
$16,500
LCL
$16,000
wrongly assumed they Week Number
were effective.
The corrective actions could not produce sustainable

improvement because they corrected causes that are
not real.
© 2009, Qimpro 189

Understanding Types of Variation 6.2.1
Without proper understanding of the types of

variation, over-reaction or incorrect actions are
taken.
Special
Cause
© 2009, Qimpro 190
Two Types of Variation 6.2.1
Type of Variation Definition Characteristics
• Expected
Common cause No undue • Predictable
Influence by • Normal
any of the • Random
5M and
5Ms d 1P • Chance
• Unexpected
Special cause Undue • Unpredictable
influence by • Not Normal
any of the • Not Random
5Ms and 1P • Assignable
© 2009, Qimpro 191
Responding to Variation
6.2.1
MEASUREMEN
TS
Common
Common Special
or
Causes Causes
Special
MEASURE MEASURE
IInvestigate
ti t allll off the
th IInvestigate
ti t ththe specific
ifi
variation by identifying data points related to
the “vital few” process the special causes
inputs - X’s
ANALYZE MEASURE
Develop solutions for Develop solutions for

the “vital few” process special causes and
inputs - X’s implement as
appropriate
IMPROVE MEASURE
© 2009, Qimpro 192

Special and Common Cause Variation

6.2.1
How you treat variation...

Common Causes Special Causes
Mistake 1
Focus on fundamental Tampering
Common process change (increases variation)
Causes
What the
variation
really is... Mistake 2
Under reacting Focus on investigating
Special (missed prevention) special causes
Causes
© 2009, Qimpro 193
Summary of Variation
To improve any process, it is useful to understand its
variation.
All variation is caused by common and/or special
causes.
There are two major classifications of causes which
help you select appropriate managerial actions:
9 If all variation is due to “common causes,” the
result will be a predictable or stable system
9 If some variation is from “special causes,” the result
is an unstable or unpredictable system.
Variation causes customer dissatisfaction.
© 2009, Qimpro 194
Control Limits
Upper Control limit
Control Limits
are statistical
bounds used to
determine
process
Lower Control limit
stability.
In the X Bar chart, if all the averages stay
within these bounds (and fluctuate in a random
manner with 2/3 of the points near the center
line), then the process is stable.
© 2009, Qimpro 195

are applied to
individual
measurements.
We want to know
whether or not all
LSL USL
foam pads made will
fall within the given
specification.
© 2009, Qimpro 196
Process Not in Statistical Control

1. Points beyond Control
Limits:
Points beyond control limits are
isolated high or low points.
Usually both the X chart and R
chart will show the same point
beyond control limits.
2. Points Hugging Control

Limits
Points are hugging control limits
if a chart doesn't satisfy the rule
of two-thirds of the points being
within one-third
of the centerline.
© 2009, Qimpro 197

3. Points Hugging the
Centerline
Almost all of the points are
within one-third (of the
distance between the
control limits) of the
centerline
centerline.
4. Sudden Shift in Level

Sudden shift in level occurs
when the points seem to
move to a new average
over a short period of time.
© 2009, Qimpro 198

5. Trend
Trends will continue up
or down without a well
defined end.
6. Cycle
A cycle produces a pattern of
up and down points, very
much as if the values of the
points were time dependent.
© 2009, Qimpro 199
X Bar & R Chart

The X chart
10.0
UCL
8.0
The
(averages) is
6.0
Chart 4.0
accompanied by the
2.0
LCL
0.0
16.0
UCL
range (R) chart
The
Range
12.0
80
8.0
(variation).
Chart R
It is important to
4.0
0.0
simultaneously
Sample #
1
8:00
10.0
8:30
7.0
9:00
5.0
9:30 10:00 10:30 11:00
9.0 2.0 2.0 5.0
monitor a process'
2
3
1.0
4.0
4.0
10.0
2.0
6.0
3.0
7.0
4.0
2.0
4.0
8.0
6.0
4.0 average
performance and its
4 9.0 2.0 2.0 3.0 6.0 8.0 10.0
5 8.0 8.0 3.0 1.0 1.0 6.0 3.0
Average 6.4 6.2 3.6 4.6 3.0 5.6 5.6
Range 9.0 8.0 4.0 8.0 5.0 6.0 7.0
variation.
© 2009, Qimpro 200
Construction of X Bar & R Chart

1. Compute the average for Sample # 8:00 8:30 9:00 9:30 10:00 10:30 11:00
each subgroup: 1 10.0 7.0 5.0 9.0 2.0 2.0 5.0
Add the measurements 2 1.0 4.0 2.0 3.0 4.0 4.0 6.0
together and divide by the

3 4.0 10.0 6.0 7.0 2.0 8.0 4.0
4 9.0 2.0 2.0 3.0 6.0 8.0 10.0
number of measurements in 5 8.0 8.0 3.0 1.0 1.0 6.0 3.0
the subgroup. Average

Range
6.4
9.0
6.2
8.0
3.6
4.0
4.6
8.0
3.0
5.0
5.6
6.0
5.6
7.0
For the 8:00 subgroup:
x =
1
(10.0 +1.0 + 4.0 + 9.0 + 8.0) = 6.4
5
2. Compute the range for each subgroup:
Subtract the smallest measurement from the largest
measurement in the subgroup.
For the 8:00 subgroup:
R =10.0 - 1.0 = 9.0
© 2009, Qimpro 201


3. Compute X double bar Sample # 8:00 8:30 9:00 9:30 10:00 10:30 11:00
(Average of the Averages): 1 10.0 7.0 5.0 9.0 2.0 2.0 5.0
Add all the averages of the

2 1.0 4.0 2.0 3.0 4.0 4.0 6.0
3 4.0 10.0 6.0 7.0 2.0 8.0 4.0
subgroups together and divide 4

5
9.0
8.0
2.0
8.0
2.0
3.0
3.0
1.0
6.0
1.0
8.0
6.0
10.0
3.0
by the number of subgroups. Average 6.4 6.2 3.6 4.6 3.0 5.6 5.6
Range 9.0 8.0 4.0 8.0 5.0 6.0 7.0
1
X = (6.4 + 6.2 + 3.6 + 3.6 + 3.0 + 5.6 + 5.6 ) = 5.0
7
4. Compute R bar (Average of the Ranges):

Add all the ranges of the subgroups together and divide
by the number of subgroups.
1
R= (9.0 + 8.0 + 4.0 + 8.0 + 5.0 + 6.0 + 7.0 ) = 6.7
7
© 2009, Qimpro 202

Sample # 8:00 8:30 9:00 9:30 10:00 10:30 11:00
5. Calculate the control limits: 1 10.0 7.0 5.0 9.0 2.0 2.0 5.0
2 1.0 4.0 2.0 3.0 4.0 4.0 6.0
For the x bar chart... 3

4
4.0
9.0
10.0
2.0
6.0
2.0
7.0
3.0
2.0
6.0
8.0
8.0
4.0
10.0
5 8.0 8.0 3.0 1.0 1.0 6.0 3.0
UCL x = X + A2 R Average 6.4 6.2 3.6 4.6 3.0 5.6 5.6
UCL x = 5.0 +(0.577 × 6 7) = 8.9 Range 9.0 8.0 4.0 8.0 5.0 6.0 7.0
LCL x = X - A2 R
LCL x = 5.0 - (0.577 × 6.7) =1.1 Subgroup
Size (n) A2 D3 D4
For the R chart...
2 1.880 0.000 3.267
UCL R = D4 R
UCL R = 2.114 × 6.7 =14.2
3 1.023 0.000 2.574
LCL R = D3 R
4 0.729 0.000 2.282
LCL R = 0.000 × 6.7 = 0.0 5 0.577 0.000 2.114
© 2009, Qimpro 203
Interpreting an X bar and R Chart

Data is the dimension of a feature detail on a headliner.
Xbar/R Chart for Dimension
0.756
0.755 UCL=0.7551
0.754
0.753
mple Mean
0.752
0.751 Mean=0.7512
0.750
0.749
0.748
Sam
0 747
0.747 LCL=0.7473
Subgroup 0 5 10 15 20 25
0.015
UCL=0.01434
Sample Range
0.010
R=0.00678
0.005
0.000 LCL=0
Is the Process in Statistical Control?
© 2009, Qimpro 204

Collecting Data for an X Bar & R Chart

Rules of Thumb:
At least 20 subgroups of about n=5 data are
required.
The data within a subgroup should be collected
close together in time (for example, 5
consecutively
i l produced
d d parts).
)
Longer time intervals are used between
subgroups. (Depending on the process and
purpose of the study, these time intervals could
be 15 min., 30 min., 1hr., 2 hr., or longer).
© 2009, Qimpro 205
Process Capability
Key metric to prove improvement from the baseline
performance level – Process Capability
A1 A2
LSL USL LSL USL
Capability of A1
CPK, PPM, DPMO < Capability of A2
CPK, PPM, DPMO
Sigma Level
= Sigma Level
© 2009, Qimpro 206
Process Capability Metrics
PPM, DPU, DPO

Attribute
DPMO, RTY
Process
Data Sigma
O t t
Output
Type Level
Y
CP, CPK,
Variable PP, PPK
PPM
© 2009, Qimpro 207

Control Dashboards
A dashboard is a template which gives the top
management a snap shot view of the improved
process.
A single graph that displays the current
performance of the process against the target.
Each output parameter needs to have one
dashboard.
© 2009, Qimpro 208
Dashboard
When to use a Dashboard
For the BB from the exit of Improve Phase and
to the end of Control Phase
For the process Owner from the hand over of
project by BB to lifetime of the process or till
the next improvement
© 2009, Qimpro 209
Dashboard - Examples
On Hand Stock Ratio - Cushions On Hand Stock Ratio - CPT
On ha nd stock Ra tio
On Hand Stock Ratio
80 100
60 80
40 60
20 40
20
0
0
Nov
Mar
April
Baseline
Aug
Jan
June
Sept
Oct
July
Dec
May
Feb
Nov
Baseline
Aug
Jan
Mar
June
April
July
Sept
Oct
Dec
May
Feb
Month Month
On Hand stock Ratio Cushions Target On Hand stock Ratio CPT Target
On hand Stock Ratio - Carton On Hand Stock Ratio - Cabinet

On ha nd stock ra tio
On Ha nd Stock
100 100
80 80
Ra tio
60 60
40 40
20 20
0 0
Nov
Mar
April
Baseline
Aug
Jan
June
Sept
Oct
July
Dec
May
Feb
v
g
ril
ne
ar
ly
c
pt
ct
e
ay
No
Au
De
Ja
Fe
lin
Ju
Ap
Se
Ju
M
se
Ba
Month Month
On Hand stock Ratio Carton Target On Hand stock Ratio Cabinet Target
© 2009, Qimpro 210

Final Report
At the end of Control Phase, each BB is required
to make a report on the project.
The report should cover all the stages of the Six
Sigma project DMAIC
The Report should have the SOP’s & formats
attached as per the counter measure matrix
The report should end with the Dashboard
updated till the end of the 3rd month of Control
Phase
© 2009, Qimpro 211
Thank You!
sixsigma@qimpro.com
www.qimpro.com
91-22-6634 8701
© 2009, Qimpro 212

Z Table Values (One Tail) from Z = 0 to Z = 4.99
Z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
0.00 5.00e-001 4.96e-001 4.92e-001 4.88e-001 4.84e-001 4.80e-001 4.76e-001 4.72e-001 4.68e-001 4.64e-001
0.10 4.60e-001 4.56e-001 4.52e-001 4.48e-001 4.44e-001 4.40e-001 4.36e-001 4.33e-001 4.29e-001 4.25e-001
0.20 4.21e-001 4.17e-001 4.13e-001 4.09e-001 4.05e-001 4.01e-001 3.97e-001 3.94e-001 3.90e-001 3.86e-001
0.30 3.82e-001 3.78e-001 3.74e-001 3.71e-001 3.67e-001 3.63e-001 3.59e-001 3.56e-001 3.52e-001 3.48e-001
0.40 3.45e-001 3.41e-001 3.37e-001 3.34e-001 3.30e-001 3.26e-001 3.23e-001 3.19e-001 3.16e-001 3.12e-001
0.50 3.09e-001 3.05e-001 3.02e-001 2.98e-001 2.95e-001 2.91e-001 2.88e-001 2.84e-001 2.81e-001 2.78e-001
0.60 2.74e-001 2.71e-001 2.68e-001 2.64e-001 2.61e-001 2.58e-001 2.55e-001 2.51e-001 2.48e-001 2.45e-001
0.70 2.42e-001 2.39e-001 2.36e-001 2.33e-001 2.30e-001 2.27e-001 2.24e-001 2.21e-001 2.18e-001 2.15e-001
0.80 2.12e-001 2.09e-001 2.06e-001 2.03e-001 2.00e-001 1.98e-001 1.95e-001 1.92e-001 1.89e-001 1.87e-001
0.90 1.84e-001 1.81e-001 1.79e-001 1.76e-001 1.74e-001 1.71e-001 1.69e-001 1.66e-001 1.64e-001 1.61e-001
1.00 1.59e-001 1.56e-001 1.54e-001 1.52e-001 1.49e-001 1.47e-001 1.45e-001 1.42e-001 1.40e-001 1.38e-001
1.10 1.36e-001 1.33e-001 1.31e-001 1.29e-001 1.27e-001 1.25e-001 1.23e-001 1.21e-001 1.19e-001 1.17e-001
1.20 1.15e-001 1.13e-001 1.11e-001 1.09e-001 1.07e-001 1.06e-001 1.04e-001 1.02e-001 1.00e-001 9.85e-002
1.30 9.68e-002 9.51e-002 9.34e-002 9.18e-002 9.01e-002 8.85e-002 8.69e-002 8.53e-002 8.38e-002 8.23e-002
1.40 8.08e-002 7.93e-002 7.78e-002 7.64e-002 7.49e-002 7.35e-002 7.21e-002 7.08e-002 6.94e-002 6.81e-002
1.50 6.68e-002 6.55e-002 6.43e-002 6.30e-002 6.18e-002 6.06e-002 5.94e-002 5.82e-002 5.71e-002 5.59e-002
1.60 5.48e-002 5.37e-002 5.26e-002 5.16e-002 5.05e-002 4.95e-002 4.85e-002 4.75e-002 4.65e-002 4.55e-002
1.70 4.46e-002 4.36e-002 4.27e-002 4.18e-002 4.09e-002 4.01e-002 3.92e-002 3.84e-002 3.75e-002 3.67e-002
1.80 3.59e-002 3.51e-002 3.44e-002 3.36e-002 3.29e-002 3.22e-002 3.14e-002 3.07e-002 3.01e-002 2.94e-002
1.90 2.87e-002 2.81e-002 2.74e-002 2.68e-002 2.62e-002 2.56e-002 2.50e-002 2.44e-002 2.39e-002 2.33e-002
2.00 2.28e-002 2.22e-002 2.17e-002 2.12e-002 2.07e-002 2.02e-002 1.97e-002 1.92e-002 1.88e-002 1.83e-002
2.10 1.79e-002 1.74e-002 1.70e-002 1.66e-002 1.62e-002 1.58e-002 1.54e-002 1.50e-002 1.46e-002 1.43e-002
2.20 1.39e-002 1.36e-002 1.32e-002 1.29e-002 1.25e-002 1.22e-002 1.19e-002 1.16e-002 1.13e-002 1.10e-002
2.30 1.07e-002 1.04e-002 1.02e-002 9.90e-003 9.64e-003 9.39e-003 9.14e-003 8.89e-003 8.66e-003 8.42e-003
2.40 8.20e-003 7.98e-003 7.76e-003 7.55e-003 7.34e-003 7.14e-003 6.95e-003 6.76e-003 6.57e-003 6.39e-003
2.50 6.21e-003 6.04e-003 5.87e-003 5.70e-003 5.54e-003 5.39e-003 5.23e-003 5.08e-003 4.94e-003 4.80e-003
2.60 4.66e-003 4.53e-003 4.40e-003 4.27e-003 4.15e-003 4.02e-003 3.91e-003 3.79e-003 3.68e-003 3.57e-003
2.70 3.47e-003 3.36e-003 3.26e-003 3.17e-003 3.07e-003 2.98e-003 2.89e-003 2.80e-003 2.72e-003 2.64e-003
2.80 2.56e-003 2.48e-003 2.40e-003 2.33e-003 2.26e-003 2.19e-003 2.12e-003 2.05e-003 1.99e-003 1.93e-003
2.90 1.87e-003 1.81e-003 1.75e-003 1.69e-003 1.64e-003 1.59e-003 1.54e-003 1.49e-003 1.44e-003 1.39e-003
3.00 1.35e-003 1.31e-003 1.26e-003 1.22e-003 1.18e-003 1.14e-003 1.11e-003 1.07e-003 1.04e-003 1.00e-003
3.10 9.68e-004 9.35e-004 9.04e-004 8.74e-004 8.45e-004 8.16e-004 7.89e-004 7.62e-004 7.36e-004 7.11e-004
3.20 6.87e-004 6.64e-004 6.41e-004 6.19e-004 5.98e-004 5.77e-004 5.57e-004 5.38e-004 5.19e-004 5.01e-004
3.30 4.83e-004 4.66e-004 4.50e-004 4.34e-004 4.19e-004 4.04e-004 3.90e-004 3.76e-004 3.62e-004 3.49e-004
3.40 3.37e-004 3.25e-004 3.13e-004 3.02e-004 2.91e-004 2.80e-004 2.70e-004 2.60e-004 2.51e-004 2.42e-004
3.50 2.33e-004 2.24e-004 2.16e-004 2.08e-004 2.00e-004 1.93e-004 1.85e-004 1.78e-004 1.72e-004 1.65e-004
3.60 1.59e-004 1.53e-004 1.47e-004 1.42e-004 1.36e-004 1.31e-004 1.26e-004 1.21e-004 1.17e-004 1.12e-004
3.70 1.08e-004 1.04e-004 9.96e-005 9.57e-005 9.20e-005 8.84e-005 8.50e-005 8.16e-005 7.84e-005 7.53e-005
3.80 7.23e-005 6.95e-005 6.67e-005 6.41e-005 6.15e-005 5.91e-005 5.67e-005 5.44e-005 5.22e-005 5.01e-005
3.90 4.81e-005 4.61e-005 4.43e-005 4.25e-005 4.07e-005 3.91e-005 3.75e-005 3.59e-005 3.45e-005 3.30e-005
4.00 3.17e-005 3.04e-005 2.91e-005 2.79e-005 2.67e-005 2.56e-005 2.45e-005 2.35e-005 2.25e-005 2.16e-005
4.10 2.07e-005 1.98e-005 1.89e-005 1.81e-005 1.74e-005 1.66e-005 1.59e-005 1.52e-005 1.46e-005 1.39e-005
4.20 1.33e-005 1.28e-005 1.22e-005 1.17e-005 1.12e-005 1.07e-005 1.02e-005 9.77e-006 9.34e-006 8.93e-006
4.30 8.54e-006 8.16e-006 7.80e-006 7.46e-006 7.12e-006 6.81e-006 6.50e-006 6.21e-006 5.93e-006 5.67e-006
4.40 5.41e-006 5.17e-006 4.94e-006 4.71e-006 4.50e-006 4.29e-006 4.10e-006 3.91e-006 3.73e-006 3.56e-006
4.50 3.40e-006 3.24e-006 3.09e-006 2.95e-006 2.81e-006 2.68e-006 2.56e-006 2.44e-006 2.32e-006 2.22e-006
4.60 2.11e-006 2.01e-006 1.92e-006 1.83e-006 1.74e-006 1.66e-006 1.58e-006 1.51e-006 1.43e-006 1.37e-006
4.70 1.30e-006 1.24e-006 1.18e-006 1.12e-006 1.07e-006 1.02e-006 9.68e-007 9.21e-007 8.76e-007 8.34e-007
4.80 7.93e-007 7.55e-007 7.18e-007 6.83e-007 6.49e-007 6.17e-007 5.87e-007 5.58e-007 5.30e-007 5.04e-007
4.90 4.79e-007 4.55e-007 4.33e-007 4.11e-007 3.91e-007 3.71e-007 3.52e-007 3.35e-007 3.18e-007 3.02e-007
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Z Table Values (One Tail) from Z = 5 to Z = 9.99
Z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
5.00 2.87e-007 2.72e-007 2.58e-007 2.45e-007 2.33e-007 2.21e-007 2.10e-007 1.99e-007 1.89e-007 1.79e-007
5.10 1.70e-007 1.61e-007 1.53e-007 1.45e-007 1.37e-007 1.30e-007 1.23e-007 1.17e-007 1.11e-007 1.05e-007
5.20 9.96e-008 9.44e-008 8.95e-008 8.48e-008 8.03e-008 7.60e-008 7.20e-008 6.82e-008 6.46e-008 6.12e-008
5.30 5.79e-008 5.48e-008 5.19e-008 4.91e-008 4.65e-008 4.40e-008 4.16e-008 3.94e-008 3.72e-008 3.52e-008
5.40 3.33e-008 3.15e-008 2.98e-008 2.82e-008 2.66e-008 2.52e-008 2.38e-008 2.25e-008 2.13e-008 2.01e-008
5.50 1.90e-008 1.79e-008 1.69e-008 1.60e-008 1.51e-008 1.43e-008 1.35e-008 1.27e-008 1.20e-008 1.14e-008
5.60 1.07e-008 1.01e-008 9.55e-009 9.01e-009 8.50e-009 8.02e-009 7.57e-009 7.14e-009 6.73e-009 6.35e-009
5.70 5.99e-009 5.65e-009 5.33e-009 5.02e-009 4.73e-009 4.46e-009 4.21e-009 3.96e-009 3.74e-009 3.52e-009
5.80 3.32e-009 3.12e-009 2.94e-009 2.77e-009 2.61e-009 2.46e-009 2.31e-009 2.18e-009 2.05e-009 1.93e-009
5.90 1.82e-009 1.71e-009 1.61e-009 1.51e-009 1.43e-009 1.34e-009 1.26e-009 1.19e-009 1.12e-009 1.05e-009
6.00 9.87e-010 9.28e-010 8.72e-010 8.20e-010 7.71e-010 7.24e-010 6.81e-010 6.40e-010 6.01e-010 5.65e-010
6.10 5.30e-010 4.98e-010 4.68e-010 4.39e-010 4.13e-010 3.87e-010 3.64e-010 3.41e-010 3.21e-010 3.01e-010
6.20 2.82e-010 2.65e-010 2.49e-010 2.33e-010 2.19e-010 2.05e-010 1.92e-010 1.81e-010 1.69e-010 1.59e-010
6.30 1.49e-010 1.40e-010 1.31e-010 1.23e-010 1.15e-010 1.08e-010 1.01e-010 9.45e-011 8.85e-011 8.29e-011
6.40 7.77e-011 7.28e-011 6.81e-011 6.38e-011 5.97e-011 5.59e-011 5.24e-011 4.90e-011 4.59e-011 4.29e-011
6.50 4.02e-011 3.76e-011 3.52e-011 3.29e-011 3.08e-011 2.88e-011 2.69e-011 2.52e-011 2.35e-011 2.20e-011
6.60 2.06e-011 1.92e-011 1.80e-011 1.68e-011 1.57e-011 1.47e-011 1.37e-011 1.28e-011 1.19e-011 1.12e-011
6.70 1.04e-011 9.73e-012 9.09e-012 8.48e-012 7.92e-012 7.39e-012 6.90e-012 6.44e-012 6.01e-012 5.61e-012
6.80 5.23e-012 4.88e-012 4.55e-012 4.25e-012 3.96e-012 3.69e-012 3.44e-012 3.21e-012 2.99e-012 2.79e-012
6.90 2.60e-012 2.42e-012 2.26e-012 2.10e-012 1.96e-012 1.83e-012 1.70e-012 1.58e-012 1.48e-012 1.37e-012
7.00 1.28e-012 1.19e-012 1.11e-012 1.03e-012 9.61e-013 8.95e-013 8.33e-013 7.75e-013 7.21e-013 6.71e-013
7.10 6.24e-013 5.80e-013 5.40e-013 5.02e-013 4.67e-013 4.34e-013 4.03e-013 3.75e-013 3.49e-013 3.24e-013
7.20 3.01e-013 2.80e-013 2.60e-013 2.41e-013 2.24e-013 2.08e-013 1.94e-013 1.80e-013 1.67e-013 1.55e-013
7.30 1.44e-013 1.34e-013 1.24e-013 1.15e-013 1.07e-013 9.91e-014 9.20e-014 8.53e-014 7.91e-014 7.34e-014
7.40 6.81e-014 6.31e-014 5.86e-014 5.43e-014 5.03e-014 4.67e-014 4.33e-014 4.01e-014 3.72e-014 3.44e-014
7.50 3.19e-014 2.96e-014 2.74e-014 2.54e-014 2.35e-014 2.18e-014 2.02e-014 1.87e-014 1.73e-014 1.60e-014
7.60 1.48e-014 1.37e-014 1.27e-014 1.17e-014 1.09e-014 1.00e-014 9.30e-015 8.60e-015 7.95e-015 7.36e-015
7.70 6.80e-015 6.29e-015 5.82e-015 5.38e-015 4.97e-015 4.59e-015 4.25e-015 3.92e-015 3.63e-015 3.35e-015
7.80 3.10e-015 2.86e-015 2.64e-015 2.44e-015 2.25e-015 2.08e-015 1.92e-015 1.77e-015 1.64e-015 1.51e-015
7.90 1.39e-015 1.29e-015 1.19e-015 1.10e-015 1.01e-015 9.33e-016 8.60e-016 7.93e-016 7.32e-016 6.75e-016
8.00 6.22e-016 5.74e-016 5.29e-016 4.87e-016 4.49e-016 4.14e-016 3.81e-016 3.51e-016 3.24e-016 2.98e-016
8.10 2.75e-016 2.53e-016 2.33e-016 2.15e-016 1.98e-016 1.82e-016 1.68e-016 1.54e-016 1.42e-016 1.31e-016
8.20 1.20e-016 1.11e-016 1.02e-016 9.36e-017 8.61e-017 7.92e-017 7.28e-017 6.70e-017 6.16e-017 5.66e-017
8.30 5.21e-017 4.79e-017 4.40e-017 4.04e-017 3.71e-017 3.41e-017 3.14e-017 2.88e-017 2.65e-017 2.43e-017
8.40 2.23e-017 2.05e-017 1.88e-017 1.73e-017 1.59e-017 1.46e-017 1.34e-017 1.23e-017 1.13e-017 1.03e-017
8.50 9.48e-018 8.70e-018 7.98e-018 7.32e-018 6.71e-018 6.15e-018 5.64e-018 5.17e-018 4.74e-018 4.35e-018
8.60 3.99e-018 3.65e-018 3.35e-018 3.07e-018 2.81e-018 2.57e-018 2.36e-018 2.16e-018 1.98e-018 1.81e-018
8.70 1.66e-018 1.52e-018 1.39e-018 1.27e-018 1.17e-018 1.07e-018 9.76e-019 8.93e-019 8.17e-019 7.48e-019
8.80 6.84e-019 6.26e-019 5.72e-019 5.23e-019 4.79e-019 4.38e-019 4.00e-019 3.66e-019 3.34e-019 3.06e-019
8.90 2.79e-019 2.55e-019 2.33e-019 2.13e-019 1.95e-019 1.78e-019 1.62e-019 1.48e-019 1.35e-019 1.24e-019
9.00 1.13e-019 1.03e-019 9.40e-020 8.58e-020 7.83e-020 7.15e-020 6.52e-020 5.95e-020 5.43e-020 4.95e-020
9.10 4.52e-020 4.12e-020 3.76e-020 3.42e-020 3.12e-020 2.85e-020 2.59e-020 2.37e-020 2.16e-020 1.96e-020
9.20 1.79e-020 1.63e-020 1.49e-020 1.35e-020 1.23e-020 1.12e-020 1.02e-020 9.31e-021 8.47e-021 7.71e-021
9.30 7.02e-021 6.39e-021 5.82e-021 5.29e-021 4.82e-021 4.38e-021 3.99e-021 3.63e-021 3.30e-021 3.00e-021
9.40 2.73e-021 2.48e-021 2.26e-021 2.05e-021 1.86e-021 1.69e-021 1.54e-021 1.40e-021 1.27e-021 1.16e-021
9.50 1.05e-021 9.53e-022 8.66e-022 7.86e-022 7.14e-022 6.48e-022 5.89e-022 5.35e-022 4.85e-022 4.40e-022
9.60 4.00e-022 3.63e-022 3.29e-022 2.99e-022 2.71e-022 2.46e-022 2.23e-022 2.02e-022 1.83e-022 1.66e-022
9.70 1.51e-022 1.37e-022 1.24e-022 1.12e-022 1.02e-022 9.22e-023 8.36e-023 7.57e-023 6.86e-023 6.21e-023
9.80 5.63e-023 5.10e-023 4.62e-023 4.18e-023 3.79e-023 3.43e-023 3.10e-023 2.81e-023 2.54e-023 2.30e-023
9.90 2.08e-023 1.88e-023 1.70e-023 1.54e-023 1.39e-023 1.26e-023 1.14e-023 1.03e-023 9.32e-024 8.43e-024
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SIGMA TABLES
ZST PPMLT (-1.5σ) CpkLT ZST PPMLT (-1.5σ) CpkLT
-6.0 1,000,000 -2.5 0.0 933,193 -0.5
-5.9 1,000,000 -2.5 0.1 919,243 -0.5
-5.8 1,000,000 -2.4 0.2 903,199 -0.4
-5.7 1,000,000 -2.4 0.3 884,930 -0.4
-5.6 1,000,000 -2.4 0.4 864,334 -0.4
-5.5 1,000,000 -2.3 0.5 841,345 -0.3
-5.4 1,000,000 -2.3 0.6 815,940 -0.3
-5.3 1,000,000 -2.3 0.7 788,145 -0.3
-5.2 1,000,000 -2.2 0.8 758,036 -0.2
-5.1 1,000,000 -2.2 0.9 725,747 -0.2
-5.0 1,000,000 -2.2 1.0 691,462 -0.2
-4.9 1,000,000 -2.1 1.1 655,422 -0.1
-4.8 1,000,000 -2.1 1.2 617,911 -0.1
-4.7 1,000,000 -2.1 1.3 579,260 -0.1
-4.6 1,000,000 -2.0 1.4 539,828 0.0
-4.5 1,000,000 -2.0 1.5 500,000 0.0
-4.4 1,000,000 -2.0 1.6 460,172 0.0
-4.3 1,000,000 -1.9 1.7 420,740 0.1
-4.2 1,000,000 -1.9 1.8 382,089 0.1
-4.1 1,000,000 -1.9 1.9 344,578 0.1
-4.0 1,000,000 -1.8 2.0 308,538 0.2
-3.9 1,000,000 -1.8 2.1 274,253 0.2
-3.8 1,000,000 -1.8 2.2 241,964 0.2
-3.7 1,000,000 -1.7 2.3 211,855 0.3
-3.6 1,000,000 -1.7 2.4 184,060 0.3
-3.5 1,000,000 -1.7 2.5 158,655 0.3
-3.4 1,000,000 -1.6 2.6 135,666 0.4
-3.3 999,999 -1.6 2.7 115,070 0.4
-3.2 999,999 -1.6 2.8 96,801 0.4
-3.1 999,998 -1.5 2.9 80,757 0.5
-3.0 999,997 -1.5 3.0 66,807 0.5
-2.9 999,995 -1.5 3.1 54,799 0.5
-2.8 999,991 -1.4 3.2 44,565 0.6
-2.7 999,987 -1.4 3.3 35,930 0.6
-2.6 999,979 -1.4 3.4 28,716 0.6
-2.5 999,968 -1.3 3.5 22,750 0.7
-2.4 999,952 -1.3 3.6 17,864 0.7
-2.3 999,928 -1.3 3.7 13,903 0.7
-2.2 999,892 -1.2 3.8 10,724 0.8
-2.1 999,841 -1.2 3.9 8,198 0.8
-2.0 999,767 -1.2 4.0 6,210 0.8
-1.9 999,663 -1.1 4.1 4,661 0.9
-1.8 999,517 -1.1 4.2 3,467 0.9
-1.7 999,313 -1.1 4.3 2,555 0.9
-1.6 999,032 -1.0 4.4 1,866 1.0
-1.5 998,650 -1.0 4.5 1,350 1.0
-1.4 998,134 -1.0 4.6 968 1.0
-1.3 997,445 -0.9 4.7 687 1.1
-1.2 996,533 -0.9 4.8 483 1.1
-1.1 995,339 -0.9 4.9 337 1.1
-1.0 993,790 -0.8 5.0 233 1.2
-0.9 991,802 -0.8 5.1 159 1.2
-0.8 989,276 -0.8 5.2 108 1.2
-0.7 986,097 -0.7 5.3 72 1.3
-0.6 982,136 -0.7 5.4 48 1.3
-0.5 977,250 -0.7 5.5 32 1.3
-0.4 971,284 -0.6 5.6 21 1.4
-0.3 964,070 -0.6 5.7 13 1.4
-0.2 955,435 -0.6 5.8 8.5 1.4
-0.1 945,201 -0.5 5.9 5.4 1.5
0.0 933,193 -0.5 6.0 3.4 1.5

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Indian Institute of Health Management Research

1. Process, Defects, and Variation

2. Six Sigma Overview

4. DMAIC Breakthrough Strategy

SIX SIGMA TRAINING

SIX SIGMA GREEN BELT

Quality – The Definition

Quality is a state in which

¾ A Process is a means for doing work

¾ Every Process has a CUSTOMER. A

Certified Lean Six Sigma Green Belt 1 © Qimpro Consultants, 2009

Graphical Representation of a Process

What Can Go Wrong in a Process??

Certified Lean Six Sigma Green Belt 2 © Qimpro Consultants, 2009

What are the Implications of Variation and Waste

The key deficiencies of any Process include:

Both these deficiencies have the following

¾ INCREASE IN COSTS OF DELIVERING SERVICES

How to Prevent Variation and Waste

How to Achieve Process Improvement

Certified Lean Six Sigma Green Belt 3 © Qimpro Consultants, 2009

How to Achieve Process Improvement

How to Achieve Process Improvement

Certified Lean Six Sigma Green Belt 4 © Qimpro Consultants, 2009

What is Six Sigma?

¾ At Six Sigma (6σ) level of performance the

What is Six Sigma?

Certified Lean Six Sigma Green Belt 5 © Qimpro Consultants, 2009

Defect Rates and Sigma Levels

4 6,210 1800 Times

Six Sigma in Practical Terms

Focus of Six Sigma

 Reduce Delivery Time

Certified Lean Six Sigma Green Belt 6 © Qimpro Consultants, 2009

Cross Functional Teams

Team Meeting Structure

Team Facilitator / Leader

Certified Lean Six Sigma Green Belt 7 © Qimpro Consultants, 2009

Team Facilitator / Leader

 Form Six Sigma project teams

 Part time on Six Sigma Projects

 Trained on Six Sigma methods and quality tools.

Certified Lean Six Sigma Green Belt 8 © Qimpro Consultants, 2009

Team Roles – Team Member

Certified Lean Six Sigma Green Belt 9 © Qimpro Consultants, 2009

Members: Cooperate, talk

DMAIC Breakthrough Strategy

Define 9 Identify the product or process to be

9 Identify the input variables that affect the

Integrate into 9 Implement process design modifications and

¾ Identify the factors that are critical to

¾ Define Project Boundaries.

¾ Define the project objective and

Certified Lean Six Sigma Green Belt 10 © Qimpro Consultants, 2009

and validate the

Components of Variation By PROJECT

Xbar Chart by ENGINEER ENGINEER*PROJECT Interaction

performance and estimate

Key Objectives are…..

variation and defects.

are real. Men Machine

Salary for the storekeeper

Reduce Delivery Time

Form Six Sigma project teams

Part time on Six Sigma Projects

Trained on Six Sigma methods and quality tools.

What is the exact definition the y=______