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The document provides an overview of a Lean Six Sigma Yellow Belt certification program that takes place over two days. Day 1 covers customer satisfaction, quality, and Lean thinking. Day 2 focuses on Six Sigma methodology and Lean Six Sigma project methodologies, concluding with certification. The document then discusses various quality management topics like understanding quality, importance of quality, quality failure causes, responsibility for quality, and improving quality through tools like A3, 8D, FMEA, 5S, and quality circles.
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- 1. Lean Six Sigma YellowBelt Certification 1
- 2. Agenda Two-Day Program Day 1 •Session 1: Customer Satisfaction & Business Transformation with Quality • Session 2 : Quality & Lean Thinking Day 2 • Session 3 : Six Sigma Methodology • Session 4 : Lean Six Sigma Quick-win Project Methodologies • Finally : Certification on 13th Jan 2018 2
- 3. Understanding Quality • Whatis Quality??? • Conformance to requirements (Philip Crosby 1980s) • Fitness for use (Joseph Juran) • Quality is a never-ending cycle of continuous improvement. -Deming • Degree to which a set of inherent characteristics fulfil its requirements (ISO 9000) 3 Quality is the ability of a Product or Service to meet or exceed customer’s expectations consistently.
- 4. Why Is QualityImportant? • Quality: • Emphasises on strategic management • Customer centric • Linked with profitability • Competitive edge • Integral part of strategic planning process • Organization-wide commitment 4
- 5. Quality Failure • Non-adherenceto SOP • Measuring system error • Incorrect Data • People Issues • Communication Failure 5 Negligence
- 6. Who is Responsiblefor Quality? 6
- 7. Cost Impacted byQuality When quality costs are initially determined, the categories included are the visible ones as depicted in the iceberg 7
- 8. In Reality 8 Hidden QualityCost incurred with chronic problems
- 9. Quality Management • Amethod for ensuring all activities necessary to design, develop, and implement a product or service are effective and efficient with respect to the system and its performance 9
- 10. How To ImproveQuality? • Creativity and Innovation • Quality Walk and Practice • Be an Operational Excellence Ambassador • Participation in Quality Circles • Initiatives to Quality Improvements • A3, 8D,FMEA , 5S • Using QC Tools 10
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- 12. Quality Circles • Asmall group of employees, who volunteer to meet regularly to identify, analyse and solve work-related problems concerning quality, productivity, safety, efficiency, cost, working conditions, etc., & evolve recommendations to improve effectiveness in the selected functional area. • Basic Principles of Quality Circle: • Every job is capable of being improved • Every employee is capable of attaining excellence in his work & has the basic ability to improve the job. • Employees who do the job know best about the job; they know the problems of the job. 12
- 13. Operational Excellence Ambassadors •Who are Operational Excellence Ambassadors (OEAs)? 13
- 14. What Do OEAsDo? • Problem Identification, Selection & Analysis • Generation of alternative solutions • Preparation plan of action • Presenting solution to management • Implementation of solution & achieving Results 14
- 15. Plan-Do-Check-Act • An iterativefour-step management method for the control and continual improvement of processes and products. • Also known as the Deming Circle/Cycle/Wheel or the Shewhart cycle. 15
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- 17. Tools To ImproveQuality • 7 QC Tools 1) Cause-and-effect diagram 2) Check sheet 3) Control chart 4) Histogram 5) Pareto chart 6) Scatter diagram 7) Stratification 17
- 18. Check Sheet • Apre-designed format for organized collection of data grouping of data into categories. • When to use? • How to use it? 18
- 19. Checklist • A typeof informational aid used to reduce failure by compensating for potential limits of human memory and attention. • Helps to ensure consistency and completeness in carrying out a task. • A list of items required • Things to be done • Points to be considered 19
- 20. Types of Checklists •Task List • Step-by-step procedures • Troubleshooting Checklist • Steps to be followed in order to solve issues • Co-ordination List • List of people who need to sign • Discipline Checklist • Procedural check points • To-do List • Any time added pointers to remember 20 Data Types * Count * Yes/No * Subjective * Signatures
- 21. Checklists Exercise • Doyou have a checklist in your process? 21 Activity Create a simple checklist of the process you are handling
- 22. Histogram • A bargraph that shows the number of data items that occur within each interval. 22
- 23. Pareto Chart • Namedafter Vilfredo Pareto • A chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. 23
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- 25. How To DoA Pareto? • Data To be Surveyed • Results of survey data • Sorting the Survey Data • Top priority • Cumulative data • Plotting the Bar chart for Data • Plotting the line chart for cumulative percentages 25
- 26. Case Study “FoodServing Survey” 26 Data Counts - survey data Data Counts - survey data Sorted Data
- 27. Case Study “FoodServing Survey” 27 Data sorted with % Distribution Data enriched with Cumulative % Distribution
- 28. Case Study “FoodServing Survey” 28 Dissatisfaction of Food service for ABC
- 29. Cause and EffectDiagram • A visual brainstorming tool to identify potential causes for a problem • Also known as a fishbone or Ishikawa diagram 29
- 30. Cause and EffectDiagram 30
- 31. Cause and EffectDiagram Types of Cause Segregation Category. • 5Ss (Service): – Surroundings, Suppliers, Systems, Skills, Safety • 4Ps (Generic): – People, Procedures, Plant/Technology, Policies • 6Ms (Manufacturing): – Machine (technology), Method, Material, Manpower, Measurement/Metrics, Mother Nature (Environment) • 7Ps (Marketing); – Product/Service, Price, Place, Promotion, People, Process, Physical Evidence (or 4Ps –Underlined) 31
- 32. Lets Create AFishbone 32 Activity
- 33. Fishbone 33 Activity Create a fishbonefor a problem in the process you are handling
- 34.
- 35. How Does LeanWork? 35
- 36. LEAN- Some myth LEANis a factory thing LEAN will not work here We tried it, it is another waste Quality event 5S is all about cleaning up your office or workstation We are different, it can’t apply to our business Its an excuse to take our jobs away Zero inventory 36
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- 38. How Does LeanWork? 38
- 39. Lean Principle ofWorking 39 Value Value Stream Flow Pull Perfection Define what is of Value to the customer Identify the Value Stream / Eliminate waste Create a Constant uninterrupted Flow Produce based on Demand Continual improvement
- 40. To analyze the customerswants What is Value? Value is • What the customer wants. • When they want it. • In the expected quantity and quality. 40 To establish the “customers wants” KANO MODEL QFD QFD =Quality functional deployment
- 41. Value Add, Non-ValueAdd and Value Enabling 41
- 42. What is WASTE? •Any Activity that DOES NOT increase the Market Form or Function of the Product or Service based on the Critical Customer Requirements. 42 These are things the Customer is NOT willing to pay for.
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- 46. Exercise: Waste(s) Identification •Identify the waste(s) in your process 46 Activity Create a list of activities which are non value added in the process you are handling
- 47. Matrix to focuson reducing waste after you identified it. 47
- 48. House of Quality=LEAN 48
- 49.
- 50. 5S in Lean •A workplace organization technique • A Lean tool to which improves workplace efficiency and eliminates waste. • A way to involve employees in the ownership of their workspace 50
- 51. 1. Sort 51 Eliminate not-neededitems & perform initial cleaning Establish criteria/handling of items Identify not-needed items Move not-needed items to holding area Conduct a white-elephant sale Conduct an initial cleaning Separating the Needed from the Not-Needed
- 52. 2. Set inOrder 52 A place for everything and everything in its place, clean and ready to use Arrange workplace for safety and efficiency Identify key equipment and supplies Determine location for each item Outline locations and zones Develop shadow boards, label items Document layout, equipment, supplies
- 53. 3. Shine 53 Cleaning forInspection Perform daily cleaning & inspection to understand work conditions Identify points to check for performance Determine acceptable performance Determine visual indicators/controls Mark equipment/controls Conduct daily cleaning/inspections
- 54. 4. Standardize 54 Developing CommonMethods for Consistency Make abnormal conditions noticeable and document agreements Identify points to check for performance Document agreements and checks Establish/document standard methods across similar work areas Document new standard methods
- 55. 5. Sustain 55 Holding theGains and Improving Maintain the gains from other 5S activities and improve Determine 5s Level of Achievement Perform routine checks Analyse results of routine checks Measure progress and plan for continuous improvement
- 56. Visual Management • Visiblestatus and information boards • Timely and consistent information available to all • Improves communication • Higher accuracy and less search-around time 56
- 57. What is aValue Stream Map? • Visual Representation of a Value Stream or the work process • Helps Reveal Waste & Problems with the Flow • It Establishes a common language to document a Process • Provides a blueprint for Improvement 57 What is required ? Pencil & Paper Tool with lots of post its Prerequisites of Value Stream Mapping Understanding the Process •Information and Material Flow •Data Driven Decision Process
- 58. Value Stream Mapping 58 Apicture of the process from a product’s point of view
- 59. Value Stream Mapping •All of value creating and non value-creating functions required to bring an order to delivery • A picture of the process from a product’s point of view 59
- 60. Poka-Yoke / MistakeProofing • Based on the concepts of Prediction and Detection • Clearly targets Zero Defects, Right First Time (RFT), & reduction of waste. 60
- 61.
- 62. Exercise: Mistake proofing •List down 10 things you have come across, where Poka- yoke is already in place. 62 Activity
- 63. Kaizen 63 The first leadstep to improvements
- 64. Kaizen • Kaizen meansImprovement • Improvements Without spending much by Involving everyone from top to bottom • Thinking with commonsense “If you know the solution, go fix it ” 64
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- 75. Bottleneck Activity Do youhave bottleneck in your Process? 75 Activity List Down the process Bottlenecks
- 76. Six Sigma • Acustomer-focused continuous improvement strategy • A statistics-based methodology to reduce variation & eliminate defects (3.4 DPMO)in business transactions. – A Methodology – A Metric based thinking – A Management system – A Philosophy 76
- 77. Basic Statistics • MEAN •MEDIAN • MODE • VARIATION • STANDARD DEVIATION 77
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- 79.
- 80. Defectives & Defects •A Defective unit is that which fails to meet customer requirements or standards. • Late order, incorrect invoice, short-pay, etc… • A Defect is any reason for such a failure. • Not filled correctly, incorrect line item, transposed numbers, etc. 80 A Defective unit can have more than one Defect
- 81. Defectives & Defects •In a week 350 offer letters were sampled after being sent to Customer • Among 350 letters 161 Letters were found incorrect (Defectives) • Among The 161 Measured there were 5 areas which were filled incorrectly (Defects) (Name, DOJ, Salary components- Basic, HRA, Allowances ) 81Defects are measured in DPU & DPMO
- 82. Six Sigma Level •A measure of process capability • Measured in SD from the process average (mean) to a target or a specification limit (customer requirements) • Each sigma level corresponds to a related DPMO value 82
- 83. Is 99% goodenough? 83
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- 85. DMAIC Vs. DFSS(DMADV) 85 DesignNew products & process to meet Customer Requirement Improve Existing Process to meet and enhance the Customer Needs
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- 88. DMAIC – Steps& Tools 88
- 89. Function of SixSigma • So what are the Factors for a Great cup of coffee? • Cup of coffee = f (coffee beans, water, milk) • Outcome = 89 Y = f (X1;X2;X3;Xn) Outcome = function of the factors of the process x1 – Coffee Beans x2 – Volume of Water x3 – Volume of coffee Powder x4 – Hardness of Water x5 – pH levels of Water x6 – Volume of Milk xn …
- 90. VOC , VOBand VOE 90
- 91. Process Voice • Createsa matrix of replays from all interested parties of project 91
- 92. VOC & VOBExercise • Exercise on movie theater 92 Team A Customers What services and/or facilities would you expect that may make you visit the theater ? Team B Owners What services and/or facilities do you want to introduce which will make customers visit the theater ?
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- 96. Process ? • Acollection of related structured activities/tasks that produce a specific service/product for particular customer/user • Converting the input into output for value generation • Everything we do in our day to day life involves a process • Writing ,Reading • Ordering goods • Cooking • Travelling etc…. 96
- 97. Process Map • Allprocess are to be represented in action flow interlinked diagram of activities/tasks. • Block Diagram provides a quick and uncomplicated view of the high level process 97
- 98. Process Map • Blockto a detailed process map 98
- 99. Process Map • Functionalprocess maps • Process maps can be built in a functional (swim lane) format 99
- 100. SIPOC • A businessprocess diagram/model which integrates the process from input to output with concentrating on customer and suppliers • Used from high level overview maps to low level activity/task map • Focuses not only on process but also on interactions and risks • SIPOC is also called as COPIS or CIPOC 100
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- 103. Tip To createSIPOC • Start with “How is/are Your Customer’s?” • Move to “What are their Requirement’s?” • Identify the Method / Process Flow “How you are able to address /meet the requirement ‘s?” • Next Identify the Inputs “What are the Information, materials & tools required to do the activity ?” • Finally “ Who are the Supplier for the inputs?” 103
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- 106. Problem Statement Defines theproblem precisely: – What is the problem all about? – Where exactly does the problem exist? 106
- 107. 5 Why • Why-Why •5-Why is an iterative, interrogative technique to explore cause- and-effect relationships underlying a particular problem. • Primary goal is to determine root cause of a defect/problem by repeating the question "Why?" • Each answer forms the basis for the next question. 107
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- 111. Affinity Diagram • Atool that aims to organize data, ideas, and findings into groups. • Each item is written on a sticky note such as Post-its and these notes are sorted into categories. 111
- 112. Problem Selection • Gatherideas around the subject • Group into relevant categories • In Frame/Out of Frame • Prioritise ideas based on voting 112
- 113. Data Collection Methods •Data collection methods include monitoring and mapping the attribute and variable measurements of the process 113
- 114. Why Lean SixSigma 114 Lean & Six Sigma are synergistic & both focus on delivering VALUE to customers. LEAN does this by focusing on FLOW & WASTE ELIMINATION Six Sigma does this by focusing on VARIATION REDUCTION
- 115. Process Improvement Program AComparison 115
- 116. Benefits of LeanSix Sigma 116
- 117. Benefits of LeanSix Sigma - Contd 117
- 118. Performance Improvement QCD to LSS 118 Delivery Cost Quality Lean Wasteremoval Six sigma Variation Reduction
- 119. Types of Projectin Lean Six Sigma 119
- 120. Types of Projectin Lean Six Sigma Quick Win • Implementation of a simple solution to a known issue • The problem is contained in one department, the root cause is known and the fix is painless • Also called “Just-Do-It” or Fast Track Process Improvement • Incremental reduction of defects, cycle time or cost • The presenting issue has an unknown cause and solutions are not predetermined • Also called DMAIC, Lean, or PDCA 120
- 121. Types of Projectin Lean Six Sigma - Contd Process Design • Creation of a brand-new, non-existent process • There is no existing process to analyze which require benchmarking and collection of VOC • Also called DFSS or DMADV Process Redesign • Overhaul of non-capable, existing process • The process exists, but incremental improvements will not be able to satisfy requirements • Also called Reengineering or DMAIC Infrastructure Implementation • Establishment of key measurement systems • Monitoring of process capability and VOC are established to better focus improvement efforts • Also called Process Management 121
- 122. Roles In SixSigma 122
- 123. Steps Followed InQuick-win Projects • Understand the process • Map the process • Identify the problem area • In scope – Out scope • Identify the root cause • Identify whether the solution is known and can be implemented • Consider the mode of implementation (easy ,fast ,cost, reversibility and in team controls) • Plan the implementation process (not more than 20 days) 123
- 124. Tools for aQuick-win • When to select Quick wins • Quick Win Implementation Plan 124
- 125. Tools for aQuick-win - Contd • Quick Win Approval Document 125
- 126. Tools for aQuick-win - Contd • Quick Win Result Display Document 126
- 127. Tools for aQuick-win - Contd • Tools of RCA that can be used For Quick wins – 5why – 5W 2H – A3,8D – FMEA – Fishbone Diagram – Poka-yoke • Tools That guide to Quick wins – SIPOC and Process maps – VOC-VOB –process voice – Pull System – Kano Model – Gemba Kaizen – QFD ,DOE ,Trixz Models (advanced tools) 127
- 128. Quick-win • Quick WinResult 128
- 129. TL Quick-win Project •Now its time to put your skills to work • Go back to your team/ process • Do the following exercise (50% of your assessment score) – Your customer of the process. – Process map (SIPOC/flow chart). – CTPs and CTQs of process. – Conduct the time study of your process. – Identify the problems in process. – Try to identify the root cause of the process (recommended) – Identify and optimize the process based on the results (optional) 129
- 130. • Use asnumber of tools as possible and get results • The activity of presentation are as below • 6 Page Presentation – Team data – Project Charter – Process Map – Problem Identified – RCA Method – Conclusion of Project/Result of Activity Done. 130 TL Quick-win Project - Contd
- 131. Can We DoA Quick-win Project? 131 Activity Part of staged Assessments
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- 133. Examination • Duration: – 1hour (60 minutes) • Number of Questions & Format – 50 questions, Open book Assessment Questions test candidates on LEAN & Six Sigma principles, process & precepts (from the training only) • Passing Score – 70% (21 Q&A Correct) No negative scoring • 50% of Score from assessment activity 133
- 134. Goals For NextMeet: • Project Presentation • Used Tool Explanation • Certification Examination (Now) 134 The Date for Presentations will be announced for Individuals
- 135. Assessments • Who areyour Customers & Suppliers ? • SOP in your Process ? • SIPOC map in your Process? • Checklist in your Process? • Waste identification in your process ? • Cause and Effect diagram (Fishbone) for a problem in your Process. • 5 why analysis after the Fishbone (5w2h) • 10 Poka yoke Devices. • Bottlenecks in your Process? • Quick Win Project (staged assessments) 135
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Editor's Notes
- #19 Beautiful example Bus conductor
- #29 LIVE demo
- #48 Step 1: Unnecessary Vs Non Add value. recommended : Stop doing that activity. This is a quick in action that no need any effort and impact to process if e stop doing it but will give impact to whole team that by doing simple thing we could improve process more. Step 2: Necessary Vs Non Added Value. Recommended: Use Reduce, Integrate, Simplify, Eliminate (RISE) concept to optimize the process. in this step it's quite bit challenging, Why? because we have to make more analysis and simulation to that process. we can used RISE concept and discuss the option and list improvement that we will take together with the owner of each process related. Remember discuss/brainstorming with process owner and other party it's key success to improve and remove this waste. Step 3: Unnecessary Vs Value Added . This just can happen. Step 4: Necessary vs Value Added. Recommended. our main target/bulls eye. Process or activity that listed on this quadrant are the main target than will give big impact to the whole process improvement. but remember don't rush to just doing in this quadrant before you do the step 1 and 2 activity.
- #95 Split individuals
- #96 Split individuals
- #119 Do this slide with Word arts
- #120 Quick Win Implementation of a simple solution to a known issue The problem is contained in one department, the root cause is known and the fix is painless Also called “Just-Do-It” or Fast Track Process Improvement Incremental reduction of defects, cycle time or cost The presenting issue has an unknown cause and solutions are not predetermined Also called DMAIC, Lean, or PDCA Learn how to complete successful Process Improvement Projects by registering for Green Belt Training & Certification or Black Belt Training & Certification! Process Design Creation of a brand-new, non-existent process There is no existing process to analyze which require benchmarking and collection of VOC Also called DFSS or DMADV Process Redesign Overhaul of non-capable, existing process The process exists, but incremental improvements will not be able to satisfy requirements Also called Reengineering Infrastructure Implementation Establishment of key measurement systems Monitoring of process capability and VOC are established to better focus improvement efforts Also called Process Management