Green Belt - Project Roles

What are the 5 Steps

1. Seiri / Sort / Cleaning - Remove everything from the work place that does not need to be there 2. Seiton / Straighten / Arrangment - Organize the work area items are in a logical place 3. Seiso / Sweep / Neatness - Clean the work area 4. Seiketsu / Standardize / Discipline - Change process so that being orderly is part of the way things are done 5. Shitsuke / Sustain / Organization - Create a 5S culture to maintain the progress

Seiri / Sort / Cleaning

1st get rid of clutter. Activities: Take before and after photos remove unnecessary times from the workplace reduce the level of rarely used items mark for removal / sorting anything which cannot be instantly solved * Set a time limit for sorting benefits for sorting- creates extra working space improves safety improves productivity

CTQ levels

1st need 2nd drivers 3rd CTQs 4th Specifications

Benefits of being 6 Sigma development leader for organization and for self career

6 Sigma deployment leader helps the organization to develop the 6 sigma culture and helps nurture a culture of continuous process improvement Driving 6Sigma in the organization allows the deployment leader to run the company to its full potential, thus leveraging him / her the additional budget for taking more initiatives

Deliverable of 6Sigma Deployment leader

6Sigma strategy and roll out plan for the overall organization - hires team of master black belt, black belts, another others, work with MBB to identify organization vision and mission provide a goal for the organization to drive 6 Sigma at all levels

Deliverable of a Master Black Belt

6Sigma strategy and roll-out plan in the organization / function manage project of the function mentor teams achieve lean six sigma results cross-functional leadership project execution and removing roadblocks

Why do we do 5S

A clean and efficient workplace is a great timesaver, time spend looking for materials or tools is a waster of effort and money Improves morals as employees have more pride in the company and a better working environment Reduction in trip hazards, managers and health and safety.

Microproblem statement

A granular statement of the problem defined in the charter

5S

A method for making workplace a more productive place and reducing waste. It stands for: Sort, Straighten, Shine, Standardize, and Sustain. -- This model is a loop - repeat. * Japanese

5S leads to

A place for everything and everything in its place

Project Charter

A set document that provides purpose and motivation for the initiative. Serves as a working document for the team and as a reference for the rest of the company. Acts as a guiding hand for the plan-do-study-act cycle. (Deming wheel, shepherd wheel) Use the it as a guide to managing the project, meeting deliverables, etc.

Project documentation

All tollgate materials Sponsor sign off * everyone must agree the charter was completed and the project goals were met summation of results and impact Document lessons learned Good Questions to ask: How effect was the data used? How confined are we that the process we used to come up with the solutions is repeatable? how confident are we that the new process will have lasting success? Summarize future plans Future data collection How did actual implementation data compare to what was forecasted? did we get the improvement we were after? Communicate to everyone involved in the project! -- Celebrate

Analyze

Analyze data collected to measure phase. match with goals from the define stage. Looking at how input into the system affect the outputs. How variation in operations affects how the systems works

SS deployment leader

As a group, business leaders must own and drive 6sigma by doing the following - Establish business objective and the role of 6 sigma to achieve those goals - create an environment which enables success including goals, measures, coaching and communication among others. - Actively participate in 6 sigma activities and projects * Success of the effort is very highly correlated to the interest and time invested by business leaders.

Project scope

Avoid scope creep clearly document the state and end of the process clearly document items that are within scope clearly document all items that will not be within scope

Benefits of being a BB for organization and self career

BB are responsible for taking the process improvements to the next level in the organization BB are highly trained on improving results for the organization using statistical analysis and 6Sigma tools. Hence they have a very lucrative career path ranging from business Analysts to process improvement experts

Comparisons: before and after

Baseline sigma and new sigma Needed when: 1. There was a shift (8 data points above/below historic mean 2. New process replaces old one permanently 3. But wait to do so until you have 24 data points

Deliverables of a Yellow Belt

Basic knowledge of Six Sigma Do not lead projects on their own, as does a green belt or black belt YB participates as a core team member or SME on DMAIC project or projects. Supports GB or BB in developing process maps, helping with data capture, facilitating simulation, and improvements YB may often be responsible for driving smaller process improvement projects using lean tools or best practice sharing in their processes

The Project charter should

Be clearly stated what the intended goals are and how success will be measured

Measure

Being funneling potential causes build data collection plan collect and analyze data base process capabilities

Project description caution

Beware of the following: A proposed solution third hand anecdotes of issues or impacts listing likely causes

continuous data

Can be measured on a scale time, weight, currency, size, pressure, etc. Can be divided into fine increments

SSC (Sponsor) - Facts

Challenge experts on their knowledge of facts and the basis of their conclusions.

Project Charter Elements

Champions Problem description project scope stakeholders goals current state metrics Team members Budget deadline Milestones

Benefits of being a SS champion (sponsor) for organization and for self-career

Champions set the direction of process improvements in the organization. They link the benefits of the project to organizational priorities Champions can create a portfolio of projects which could range from projects in Customer Satisfaction, Service, Cost and Quality. It provides the champions the visibility in the process and also showcases his abilities to top-managmenet to manage varied portfolio of projects.

Stakeholder analysis

Change will be required identify people critical to the success of a change - stakeholders Assess their expected level of support for: 1. the project 2. implementing the solution 3. sustaining the solution Plan how you will manage people through the change ---- communication plan

Why we need VOC

Clearly defines true expectations Understand and align with operational definitions of key process metrics narrow potential causes measures current level of customer satisfaction

Goals and Major Output of DEFINE

Complete understanding of the project Why What Clearly define scope What are the outputs High level process map CTQ Metrics

Types of data

Continuous data Discrete data

discrete data

Count / frequency or percentage data percentage - proportion of items with the characteristics being measured Attribute data is qualitative - good / bad or created in comparison to a standard

SIPOC

Creates a picture of the process at a high level identifies the key process steps provides a place to being using preliminary process data identifies high level X's (inputs) Identifies high level Y (outputs) Documents key customers of the process

FEMA Execution in measure phase

Critical input how could the input fail or negatively affect another process or system What is the effect on the customer of system if this failure occurs how serve will the effect be

VOC dos and donts

DONT - Assus you already know what the customer expects DO - Take the time to plane and communicate directly with the customer to collect key data

DPO - Defects per Opportunity

DPO is the probably of units produced with zero defects by the process. One part or unity may have as low as one opportunity for a defect or it may have infinite opportunities for defects * Defects per opportunity (DPO) represent total defects / by total opportunities

Business Case

Data what are the outcomes of the process today what are the current expectations How are expectations not being met

Measure

Data collection, what are you looking to measure, how are you going to measure it, collecting data on how a system currently works. and what is the situation you are looking for

Voice of the customer (VOC)

Data directly from the customers of your process or product Expectations perception of deliver to those expectations

Data

Data tells us what is or was really happening Baselines or historical perspective data provides proof of a problem data provides proof change are or aren't working data needs to be defined with an operation definition of the metric and how it is collected data can be manipulated

DMAIC

Define, measure, analyze, Innovative control

DMADV

Define, measure, analyze, design, verify - used for completely redesigned or even new process or product instead of just improvement.

Problem statement

Describes the problem you are trying to solve - Just the facts, Details what this project is solving in specific, measurable and quantifiable terms How long has the problem existed Describes the impact of the problem to the company Impact if fix is not implemented Gaps between now and future

DFSS stands for

Design for Six Sigma

DMADV Stands for

Design measure analyze design verify

The standard project management structure in 6 Sigma is DMAIC

Design, Measure, Analyze, Improve, Control. Which is the procedure to greatly improve procedures and remove waste and issues from them.

Stakeholders

Detail how project impact them or their groups, and what they may be required to help with. Review the assumption and dependence with them. Be transparent.

Control plans and response plan

Details of implementation - Remember, variation is still the enemy. We want to make sure that any new process documentation is clear, easy to follow, and written in the language of the people adopting it so no new variations creep in. New process must be easily repeatable and reproducible. Write it with a brand new user in mind Benefits of using new process Any for-seen difficulties and how to account for them * focus on any causal factors that might disrupt new process new standardized process practice to keep the new process in control - examples meaning plan, control chart

Innovate / Improvement

Develop solutions risk analysis pilot solutions train improvement

Project Charter

Documentation of agreement between management and project team on project goals, budget and timeline

Six Sigma GB

Engine of SS projects. Black belt support the efforts of the broader business teams to identify and implement change. The GB's are part-time six sigma project leaders. They are responsible for scoping the projects, leading the project team, calling for help when needed, managing interfaces with business leaders, and ensuring sustainable results.

FMEA stands for

Failure modes and effects analysis *ok to skip if immediate risk is not a concern

Verify

Final stage, make sure new structure is in place and it works as intended. Does it working according to the plan? Test for desired outputs and proceed into production.

Sustain (Shitsuke) / Organization

Final step - regularly check that the procedures laid down in standardize are followed and so the gains of efficiency and waster reduction made are permanent Activities: Regularly review the workplace to ensure standards are being continued Maintain training and discipline to keep standards high Set regular goals and feedback on achievement towards them Benefits: Benefits from pervious steps are retained Promotes a culture of continuous improvement

Benefits of being a YB for organization and for self-career

For any project, YB are those individuals who are the SME of their respective processes and also have the basic know how of six sigma. They are the spokes of a wheel and can help drive any six sigma process to closure by using their process expertise. Organizations can greatly benefit by choosing the right YB for the right projects. For self-career, YB get exposure of channelizing their subject knowledge to process improvement opportunities yielding tremendous benefits for self understanding.

Black belt

Full-time processional who acts as a team leader on six sigma projects. Typically has four to five weeks of class room training in methods, statistical tools and sometimes team skills

Prioritization Matrix

Funnel of all inputs - potential critical x's - identified in process map Objective: ID the critical few inputs for focused data collection

Benefits of being a green belt for organization and for self-career

GB have authority in their respective processes and can get the work done effectively. This i a very critical aspect for the organization as it builds its process improvement structure within each process. For self- career, GB receive exposure to senior management directly by virtue of the projects and get the opportunity to make a difference in the organization

Affinity Diagram Layout

Header - subheaders - elements

Master Black belt

Highly experienced and successful black belt who has managed several projects and is an expert in six sigma methods / tools. Responsible for coaching/mentoring/training black belts and for help the six sigma leader and champions keep the initiative on track.

Reative sources of VOC

Historical data may be available - Complaints - written and verbal Kudos - written and verbal Satisfaction surveys Technical service hotline call logs TAT / Cycle time data Error rate data Incident reports Quality Control Records Supply inventory records

Goals and major outcomes of MEASURE PHASE

ID and funnel potential causes of X of the problem Process map Prioritization matrix Robust data collection plan - Verify measurement system Plots Control Charts Calculate baseline process capabilities

Personal interviews

ID specific customers to sit down with one on one 5-6 questions 30 - 45 mins

Surveys

ID target customers Communicate 5-10 questions Set a short deadline 50% return rate

Roles and Responsibilities of team members

Identify Team members, equipment and materials to be used You can find a list of six sigma team roles here

VOC Data collection plan

Identify all direct customers of the process is there more that one category of customer directly related to the process identify sources of data develop data collection plan for each category Review historical data Survey Personal Interviews Group interviews or focus groups

Design

Improve in DMAIC - upgraded version. In this model you do not upgrade current process, instead you create a new one from scratch using data that you've put together in Define, measure and Analyze

Normal Distribution

In a normal distribution 68% of the data will occur within +/- 1 standard deviation

6 Sigma roles are primarily divided into two segments

Initiative leadership and Project leadership

Benefits of being a MBB for Organization and for self career

MBB helps to set the culture of SS right from the grass root level in the organization black belts are benefited due to the mentoring and statistical skills of MBB MBB can grow up the ladder and become the Chief Quality Officer as he gains experience and expertise in the field of Six Sigma

Straighten / Set / Streamline (Seiton) / Arrangement

Making the workplace organized Activities: organize the work area for maximum efficiency clearly label all items so that they can be found quickly place arrows to show flows through the workplace Use color codes and clear signs to show the correct ares make it obvious where things belong Make sure all work and inspection areas are lit sufficiently Benefits: Improve productivity (less time spent looking for things) Less maintenance as tools are in their proper place and less likely to get damaged improves safety

6Sigma Champion (SSC)

Managers of the business, function, or value stream which has been identified as high priority for 6Sigma Team. They play a pivotal role in that they own the process for the business and therefore must ensure process improvements are captured and sustained. - typically manage GB and must understand the challenges faced by GB associates. The work with BB and MBB to ensure that their business areas has developed and is implementing, a long-term vision of a 6Sigma operating environment across the entire operative base

DMAIC vs. DMADV difference

Measure and Analyze steps

Champion

Middle - or senior leader executive who sponsors a specific six sigma project, ensuring that resources are available and cross functional issues are resolved

Green belt

Part-time professional who participates on black belt projects team or leads smaller projects. Typical has two weeks of class room training in methods and basic statistical tools

Completing Define

Problem statement complete - business case - scope defined - charter signed SIPOC complete VOC plan Executed CTQ's ID with specifications

Process Map

Process identified on the SIPOC Detailed list of Inputs (x's) Detailed list of Outputs (y's) Presented in simple linear formate

Process owner

Professional responsible for the business process that is the target of a six sigma project - has authority to change the process

Team member

Professional who has general awareness of six sigma (Through no formal training) and who brings relevant experience or expertise to a particular project

Deliverables of a Green Belt

Project Execution, Team and Project Strutting, Six Sigma Project Results, Share Best Practices

Six Sigma Yellow Belt (YB)

Project specific, full or part-time resources that provide process and cross-functional knowledge, as well as help to sustain the gains. They have co-ownership of the project with the six sigma experts and are responsible for the quality of the work and results This team also plays the critical role of translating the process gains from Six Sigma to other areas of the business after the specific project has been completed. This is the true leverage of Six Sigma Methodology

SSC (Sponsor) - Support

Provide visible support for SS MBB, BB, and GB and provide access to resources needed to conduct the project

Notes on RPN

RPB is a number based on SME that is subjective Use comment sense and ask questions before jumping into action Though both failure modes might require action, mode A requires immediate action to prevent injury Ease of implementation should be considers don't delay ID quick fixes just because they have a low RPN

Shine / Scrub / Sweep (seiso) / Neatness

Regular (often daily or weekly) activity to keep the work area clean and free from dirt. Contamination that could be the cause of waste. Activities: clean the working area find ways to reduce future dirt and contamination remove out of date product / information / charts Benefits: Reduces maintenance and machine breakdown Improves safety Easier to see issues nicer work environment, improves morale

Project Charter Overview

Remember a project charter is a living document. You will update this throughout the course of the project.

Critical To Quality Tree

Results from analysis of the VOC Data Visual flow of customer need to the measures that will ensure we need that ned Allows the team to understand in detail what the customer must have to be satisfied May identify important but not necessary items that can be focused on when root causes issue is solved

Affinity Diagram

Review all data collected ID high level needs collected through privative data gathering sessions ID key drivers of those needs ID things that work be CTQ / Measured of a driver ID specifications Historical data

Risk priority Number RPN

S x O x D = RPN Risk of failure increases as RPN increases ID critical inputs with potential failure and plan to mitigate the risk of failure

Six Sigma Black Belt

SS BB are full-time/ part-time project leaders and mentors of the business, including GB and other associates. They have tactical responsibility for executing specific projects and ensuring that the results and captured the changes are owned by the champions (Sponsor), and the changes are sustained. They will also lead Six Sigma knowledge transfer to both full-and part time participants. BB are expected to create an environment of open, honest debate of facts. They challenge the status quo where appropriate and share and seek ideas across boundaries.

6 sigma methodology require the following roles

SS Deployment leader SS Champion SS master black belt SS Black belt SS green Belt SS Yellow Belt

Deliverables of a Black belt

SS strategy and roll-out plan for the given process/ area Execute projects Help and guide project resources / help remove project level barriers team and project structuring 6Sigma project results Mentor GB Share Best Practices

FR- Service delivery leader - operations

SSR - Champion (sponsor)

Associates - Operations

SSR - GB

FR Team leader - Operations

SSR - Green Belt

FR - Head - Quality

SSR - Master Black Belt

FMEA Scales

Scales for severity, occurrence, and detection can and should be adjusted to fit project and or company standards be sure thy are in line with the organization

Sponsor

Senior executive who sponsors the overall six sigma initiative

Leader

Senior level executive who is responsible for implementing six sigma within the business

SSC (Sponsor) - Scope

Set very clear scope for all SS projects. Ensure that the project is clearly defined, has a scope which can be managed within 4-6 months. Which has high likelihood of success. Watch the project as it progresses to ensure that the scope stays strictly within the bounds originally set.

Criticality

Severity X Occurrence

FR - Manager - Quality

Sigma Black belt

FR - Asst. Manager - Operations

Sigma GB

FR - Manager - operations

Sigma Green Belt

Functional Role- Managing director

Six Sigma Role - Deployment Leader

Functional role - General Manager

Six Sigma Role - Six Sigma Champion (sponsor)

6s - Safety

Some companies have added a 6th - safety. Added in the late 1990's - ensures that whilst you are sorting out your workplace or maxim efficiency, the safety risks are minimized at the same time. * Most workplaces do not include this S, they incorporate it into other steps

Prob State --- SMART

Specific, Measurable, Actionable, Relevant Timely

Six Sigma Roles and Respon

Sponsor, Leader, Champion, Black belt, Master Black best, Green Belt, Team member, Process owner

SSC (Sponsor) - Involvement

Sponsors are expected to interact with project teams on a regular basis to participate in problem solving, make decisions, and allocate resources. Plan to spend at least 2 hours every other week with the project team

SSC (sponsor) - Training

Sponsors must participate in available SS training

SSC (Sponsor) - Hand-over

Sponsors will be responsible for ensuring that the business takes ownership of the implementation and delivers the value indicated in the control phase. This requires a specific individual who will over the delivery of the project metrics.

SSC (Sponsor) - Results

Sponsors, as wee as 6Sigma mentors and business controls are responsible for ensuring that project results hit the bottom line of the organization.

Standardize (Seiketsu) / Discipline

Standardize step is to establish process, procedure and knowledge so that improvements can be more regimented and follow the best possible procedures Activities: Establish the best practice for procedures create a schedule and sign tasks so everyone knows their R&R Make sure that all items have an official place ensure all processes have a set procedure clean up the workplace every day benefits: Improves team work Promotes pride in the working area

Benefits, Goals, and Objectives

Start with goal statement, want to make the problem statement and translate it into objectives and understand the benefits of what the project will deliver

SIPOC development

Started with process- the focus of your project Minimal process steps (4-7) Inputs directly impact the process outputs are a direct result from the last process step Customers are those directly affect by process outputs

Define

Step is essentially the same as in DMAIC (you are defining the project problem your trying to solve, who is the team, and what the process your working with is and who you are doing it for

FMEA

Structured approach to ID, estimating, prioritizing and evaluating risk Goal is ID of risks and failure prevention ID things that should be fixed ASAP Evaluate the impact, frequency, and ability to detect process failures This tool will be used to improve phase so don't worry if you don't use it in measure

Problem statement do not's

Suggest cause, solution or assign blame --- Prob State is only a define phase

SIPOC stands for

Supplies, Inputs, Process, Outputs, Customer

Proactive sources of VOC data

Surveys Personal interviews focus groups comment cards

Aims Summary

Team creation- Choose team members, training of the team if required Project charter - Overall aim of project, time frame, team Get authorization from management

funneling potential causes - analyze

Test and confirm critical X's Process analysis data analysis Check confirmed critical X's against CTQ's

Project Scope

The boundaries Who else is impacted Set by champion Battles scope creep Is not a timeline, but could be a time frame Do not just restate the issue This is just what your project is and what your project is not Acts like a contract

First time yield (AKA Throught-put Yield)

The number of good units produced divided by the number of total units going into the process.

Leaders and Champions usually receive high level training on

The technical aspects of six sigma and specific training on how to lead an initiative

Six Sigma Master Black belt (MBB)

These individuals are responsible for translating the high level business goals into SS strategy for the division and the supporting tactics. They work with the deployment leader to achieve the former. They also lead the development of the sig sigma skills in the organization, for BB and GB and the general associate base. MBB have ultimate responsibility to ensure the quality, value, and sustainability of SS project under their guidance.

Inventory

Through-out x flow time, where through put is the throughput of the process and is the throughput of the slowest resources and flow time is the average time that a typical flow unit spends within the process boundaries

GB goals

Translate the value of Six Sigma to a specific work environment and problems

CANDO

Westernized version of 5s - stands for: Cleaning, Arrangement, Neatness, Discipline, Organization.

Assumptions and Dependencies

What do we know about this problem What must we believe or hold true if we are to think this project will be a success What are some global variables that need to be true in order for this process to be a success What are some global variables that, if are not true, invalidate what we expect we will achieve with this project What things are crucial to our success Are there other project or effort underway that are required for this project to be successful What are showstoppers

Establishing a CTQ Tree

Work from an affinity diagram to fill in the CTQ tree More than one high level need may be ID - Build separate CTQ tree for each need CTQ Tree allows you to go from a high level need that you can't measure to a several ways you can measure and what those measurements are if the need is successfully met. - Provides operational definition and measures

Measure Phase

Y=F(X1,X2,X3....) identify all potential causes X's, begin to funnel critical X's, collect data on identified critical X's.

Possible project charter additions

budget or reference analysis Stokeholder, how the project impacts them or their groups, and what they may be required to help with Risk analysis

define

build business case create charter ID Scope ID Key customers Develop CTQ

Control

complete process documentation develop control plan assign process manger close project

Analyze

confim vital inputs ID root causes Evaluate financial opportunities

Prioritization matrix ID X most likely to

contributing to root cause Determine need for Risk Analysis - Failure modes and effects analysis (FMEA) -Project focused on critical area or process - project including multiple X's with associated risk

significant output

customers didn't talk about this we know they expect it every time

Problem identification

helps clearly document the scope and business impact of the problem the six sigma team is attempting to solve

Funneling potential causes - measure

identify all potential causes X's begin to funnel to critical X's Collect data on identified Critical X's

Milestones

key deliverables being delivered when - and what value will be conferred Possible prioritization and scaling of benefits List the tollgate meetings Review with your sponsors to set realistic expectations

SSC (Sponsor) - Expectations

set high expectation on the value of the results. Enswurethe goals are not sub optimized. The SS process has proven in many cases to deliver value for beyond initial estimates. Less-Than-Egressive goals will yield less than aggressive results.

Developing a CTQ

start with good and clear data document and follow the VOC plan Standard formate to document data collected Use affinity diagrams to categorize the data Need Drivers CTQs Specifications

Business case

take aways from problem statement and objectives and clearly laid out in a case for management to select this project. - Convert the problem and objectives to a statement of business value Short and to the point In non-specific and non quantifiable terms: - Describe what the project does to impact the strategic imperatives of the company Identify the projects needs

MBB responsible for

the success of the overall divisions SS effort. They coordinate and lead activity on key cross division value store, (Eg. Customer service, cycle time, research, etc.) They also ensure that a culture that values openness, creativity and challenging the status quo develops in the organization

FMEA Execution in measure phase

what will or could cause the failure how often could / does the cause of the failure occur what control are in place or available to prevent the failure and / or cause of the failure * Engineering controls * Procedural controls How likely is it that the failure or cause will be detected