00 sixsigma awareness program for all final
TRANSCRIPT
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 1
Train
ingModule:S
ixSigmaAwareness
General
AwarenessProgram on Six
Sigma (6)
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 2
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ingModule:S
ixSigmaAwareness
Some Rules
No discussion on shoulders during presentations.
Ask Lot of Questions, you have to perform on inputsbeing given
Switch Off Mobiles (or put silent mode). One break inevery 60 minutes - attend your calls during breaksonly.
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 3
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ingModule:S
ixSigmaAwareness
Schedule (4 Hrs)
Introduction to 6
6 and Conceptual Understanding of DMAIC LEAN and Conceptual Understanding of SCORE
Roles and Responsibilities in Six Sigma
Top Management Direction
Sharing of Goals & Themes
Project Related Goals
Synergy with Other Organizational Initiatives
Future Plan
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 4
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ixSigmaAwareness
Introduction to 6Process Maturity Stages and 6
Focus on Basic OperabilityLevel 1
Focus on Expected PerformanceLevel 2
SharingPerformance AppropriatelyLevel 3
Focus on ReliabilityLevel 4
Continuous ImprovementLevel 5 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 5
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ixSigmaAwareness
Where did it come from?
1987: Motorola Chief Executive declares 6 by 1992 (5 yeargoal)
1988: Original 6 consortium is formed.1990: IBM tried 6 and failed. (because it lacked infra-structure)
1995: Jack Welch of GE adopted 6 and popularized it.
1996/97: 6 implementation begins in mass as companiesobserve the success of GE. (Whirlpool, GenCorp, Polaroid, Sony,Nokia, John Deere)
1997/98: Number of companies adopting Six Sigma growsrapidly.
1999: Starting to see exponential growth. ASQ started
offering course on 6.
Introduction to 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 6
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ixSigmaAwareness
In India, .. the Presence of 6?
http://www.godfreyphillips.com/default.asphttp://www.wipro.com/index.aspxhttp://www.jubilantcorp.com/http://www.icicibank.com/http://www.airtelworld.com/ -
8/12/2019 00 SixSigma Awareness Program for All Final
7/68Corporate Quality: General Awareness OnSix Sigma (6) Slide 7
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ixSigmaAwareness
Six Sigma
(DMAIC & DFSS)Concept
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8/68Corporate Quality: General Awareness OnSix Sigma (6) Slide 8
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ixSigmaAwareness
What is 6?Normal curve
68.3%
95.5%
2 23 3
99.73%
UCLLCL3 3
USLLSLThis is 3
Process
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9/68Corporate Quality: General Awareness OnSix Sigma (6) Slide 9
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ixSigmaAwareness
What is 6?
USLLSL CL
Why is it called Six Sigma?
- Specification Limits are 6 Sigma Away from Mean
If all readings are falling between these control lines, and
specification lines are 6away means this process is 6.
6 6
3 3
UCLLCL This is 6Process
UCLLCL 3 3
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 10
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Six SigmaAn aggressive GOAL.
What is 6?
In terms of Defects that you can produce
Sigma Level DPMO In % Terms
2 308537 95.46%
3 66807 99.73%
4 6210 99.9937%5 233 99.999943%
6 3.4 99.9999998%
Six Sigma is a statistical unit of measure that reflects processcapability. The Sigma scale of measure is perfectly correlated to
such characteristics as defects per unit, parts per million
defective, and a probability of failure / error.
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 11
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ixSigmaAwareness
Isnt 99% Good Enough?
It is Universal Scale of measure of Goodness,
99.99966% Good (6 Sigma)99% Good (3.8 Sigma)
20,000 lost articles of mailper hour
Unsafe drinking water foralmost 15 minutes each
day
5,000 incorrect surgicaloperations per week
Two short or longlandings at most majorairports each day
200,000 wrong drugrescri tions each ear
Seven articles lost perhour
One unsafe minuteevery seven months
1.7 incorrectoperations per week
One short or longlanding every five
years
68 wrongprescriptions per year
What is 6?
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 12
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ixSigmaAwareness
What is 6?
1000000
100000
10000
1000
100
10
1
1 65432 7
Airline Safety Rate
Pay Roll Processing
Baggage Handling
Prescription Writing
Restaurant BillTax Advice
DPMO
Process Performance
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 13
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ixSigmaAwareness
What is different in 6?
Continuous Improvement
through small QC tools (SIPs)
Six Sigma
Breakthrough70%
5%
Six Sigma Philosophy getting Better & Faster
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 14
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ixSigmaAwareness
Logic and intuition
7 basic QC tools
DMAIC
DFSS
2
5
3
6 Methodologies
Ground Fruit
Low Hanging
Fruit
Bulk of Fruit
Bulk and Sweet
Fruit
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 15
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Y
Dependent variable
Output of the process
Effect
Symptom
It is monitored
X1,X2,..,Xn
Independent variable
Input to the process
Cause
Problem
It is controlled
Y = f(X)
To get results should we focus on Y or X?
The Focus of 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 16
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ixSigmaAwareness
Powerful MAIC Process
Control
(Key leverage variables)
Improve
(Critical Input Variables)
Analyze
(Key Input Variables)
Measure (All Input Variables)
Implement systems to ensure improvements are maintained
SPC
Poka-Yoke
Audits
Control Plans
Implement and validate solutions
DOEs
Surveys
Use quantitative tools to further narrow the field
Anova
Correction
Multi-vari studies
C & E Matrix
FMEA
Logistic RegressionSurvey Analysis
Pour in all possible input variables
Use soft tools to narrow the possibilities
Process Mapping
Mind Mapping
Ishikawa Diagram
Survey Design
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 17
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6 Methodology - DMAIC
Define Measure Analyze Improve Control
What is
important?
How are we
doing?
What is wrong?
What needs to be
done?
How do we
guarantee
performance?
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 18
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6 Methodology - DMAIC
Phase Step Focus
Measure 1. select product or process CTQ characteristics2. Define performance standards for y
3. Validate measurement system for y
4. Establish Process Capability of y
YY
Y
Y
Analyze 5. Define improvement objectives for y
6. Identify variation sources in y7. Screen potential causes for change
Y
X1,x2,x3,xnX1,x2,x3,xn
Improve 8. Discover variable relationships between vital few xiand y
9. Establish operating tolerances on vital few xi
10. Validate measurement system for xi
Vital few xi
Vital few xi
Vital few xi
Control 11. Determine ability to control vital few xi
12. Implement process control system on vital few xi
Vital few xi
Vital few xi
85% of all process variation is controlled by 2-5 variables
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 19
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6 Methodology - DFSS
It is the act of designing a Product, Process or Service resulting in
Six Sigma output that satisfies both external customer and internal
business Critical To Quality (CTQ) requirements.
Characteristics:
The Goal is to design Six Sigma Quality (or redesign process or
product)
Strong focus on external customers (QFD, CTQ Flow down)
Great emphasis on predicting Y = f (X)
Large team (815 people) and many functions involved
Longer project cycle time
Often associated with a capital project
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 20
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ingModule:SixSigmaAwareness
6 Methodology - DFSS
Define Measure Analyze Design Verify
Opportunities
& Goals
Voice of
Customers
Product / Service
/ Process options
Sub-systems,
inputs,processes
Design Satisfies
VOC
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 21
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areness
6 MethodologyDMAIC or DFSS
Define Measure Analyze
Design Verify
Which should I follow?
Improve Control
Entitlemen
tAchieved?
Yes
No
Not to worry, soon after assignment, it
will become clear which one I do. At this
point champion needs to decide tomove it forward or put it hold.
Sometimes it is not always known,
if I have a Technology or a Control
Issue.
f
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 22
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areness
After DMAIC or DFSS
6 Sigma
Improve use of currentTechnology.
Change the Technology
Technology
Initial State
If you come to the conclusion that you
have mainly a technology problem,
Do not just give up! Any control
improvement will be good for the
process and can make a difference
while a longer term technology solution
can be derived.
C i C SS
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 23
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areness
Comparing DMAIC or DFSS
Prevent Defects
All CTQs
Scope defines duration
Subject matter expert problem solvers
No predetermined source for
solution
Uses 6 Sigma Tools
Cross Functional Team
Eliminate Defects
A few CTQs
Duration defined scope
Generalist Problem Solvers
Solution assumed to be within
existing process
Uses 6 Sigma Tools
Cross Functional Team
DMADV DMAIC
l
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 24
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ingModule:SixSigmaAw
areness
6 Tools
Process
Mapping
GraphicTools, Pareto,
Run Chart
DescriptiveStatistics,
SPC, T-Test
MSACapability,
Cpk, Sigma
C&E
Matrix,
Fishbone
ANOVA
DOE-Simple,
Fractional
Factorial
Regression
Simple Multiple
Building a 6Processes
Teams,Project
Management
Multi-Vary
Study
FMEA,
Control
Plan
Advanced
specialized
DOW, EV-OP
Optimizing
the Process
Process
understanding-
reduce variation
Fundamentals-
Identify Special
Causes
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 25
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areness
Lean Concept
A Hi f LEAN
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 26
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areness
A History of LEAN
Make each as
unique item
Customization
Skilled Workforce
Parts interchangeable
Moving production line
Division of Labor(Worker,
quality mgmt, engineer)
Workers as problem
solver
Workers empoweredTraining
Upstream Quality
Min Inventory
JIT
Eliminate waste Responsive to
change
High production rateLow cost
Persistent quality problems
Inflexible model
Low production rate
High cost
Low cost
Improving Productivity
High quality products &
services
Lean applied to all
functions in value
stream
Lean is applied to
Transactional
Businesses
Low cost
Improving Productivity
High quality products &
services
Greater value for stake
holders
Craft Production Mass Production Toyota Prod. System Lean Enterprise
1885 1913 1955 - 1990 1993
Lean is the elimination of waste and efficient creation of enterprise value.
Th 5 P i i l f LEAN
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 27
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areness
The 5 Principle of LEAN
Value:
Defined from the customers perspective
Value Stream Mapping: Understand the process flow in detail
Understand the information flow in detail
Flow:
Reduce all forms of WasteWaiting Time
Non value adding steps
The objective is continuous flow
Pull: Provide only when needed
Strive for perfection: Continuously pursue improvement
LEAN W t O i A l
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 28
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areness
LEANWaste: Onion Analogy
More than 90% of work is Non-Value Added / Wasteful!!!!!!!
Actual Work
Layers of waste
WASTE:Anything other than the minimum amount of equipment,material, parts and working time absolutely essential for production
LEAN P j t Ch t i ti
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 29
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areness
LEAN Project Characteristics
Solution known or obvious
Extensive data & statistical analysis not required Reduce obvious waste: Scrap, Inven tory, Wait ing, Motion etc.
Often involves mistake proofing, Poka-Yoke, and 5S
Improve product flow / path
Reduce process lead time / inventory
Eliminate non-value added steps
Reduce set up or change over time
Reduce Push Vs Pull scheduling
Goal is to achieve Future State Value Stream
Capital often required
LEAN P j t SCORE
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 30
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areness
LEAN Project - SCORE
Select The Process to be worked on
Clarify The Problem Statement andProject Objective
Organize The Team Members and train themon method, scope of project
Run The Event (Identify the Solutionand test run it)
Evaluate The Result and Standardize theNew Procedure
LEAN T l
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 31
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areness
LEAN Tools
5S Visual Management Cellular Layout
Standardized
Work
Batch
Reduction
Waste Reduction
Mistake
ProofingKAIZEN
Quick Change
Over
PULLFLOW /
KANBAN
Total
Productive
Maintenance
Building a LEAN
Processes
Value
Stream
Mapping Value
Si il iti LEAN & 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 32
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areness
Similarities..LEAN & 6
Origin is in Manufacturing, but broadening into transactional
processes.
Focus is on improving the process to get better results
Both have methods and tools to support the initiative
Focus on customer needs to define objectives
Use data to verify progress
Requires leadership focus and involvement
Requires change leadership skills
K Diff b t LEAN & 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 33
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areness
Key Difference between LEAN & 6
Time
Everyone in their natural
work teams
Empowerment
Industrial Engineering
Defects
Belt experts, with project
teams
Top down
Statistics
LEAN 6Primary Metric
Change Agents
Culture
Underlying Science
Lean improves the
Flow by
eliminating waste
6 Sigma improves
the process byreducing variation
K Diff b t LEAN & 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 34
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areness
Key Difference between LEAN & 6
A B C D E
Remove step: The LEAN Approach
A B C D
A B DC
E
Reduce Variation: The Six Sigma Approach
E
A B C E
C i b t LEAN & 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 35
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areness
Comparison between LEAN & 6
Remove Waste
5 Basic Principle
Flow Focused
Visual Change Now
Secondary Effects
Less Waste
Decrease Cycle Time
Continuous Quality Improvement
Reduce Variation
5 Phase DMAIC
Problem Focused
Statistical Analysis
Secondary Effects
Less Variation
Consistent Output
Continuous Quality Improvement
LEAN 6
Selecting and Improvement Methodology
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 36
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areness
Selecting and Improvement Methodology
Recognize
a Problem
Does a
process
management
system exists
Is the
solutio
n
known
?
Are
solution
obvious
?
Is it a
new
product
or
process?
Is cycle
time
reduction
the
objective?
Is the time
bottleneck
defect
driven?
Is an
inventio
n
required
?
Process
Management
Y
N
Y
N
Y
N
Y
N
Y
N
YN
Y N
Just Do It
Obvious root cause,
obvious solution
Work Out
Obvious root cause,
Non data driven solution
DFSS
(DMADV)
R&D LEAN
DMAIC
Th GOALS f LEAN d 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 37
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areness
The GOALS of LEAN and 6
Waste Reduction
Yield
Improvement
Customer
Satisfactio
n
$
The Bottom Line: Higher Net Income
Hard Savings Soft Savings Potential Savings
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 38
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areness
Roles &
Responsibilities
I t d ti f LEAN & 6
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 39
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areness
Introduction of some LEAN & 6terminologies
Executive and deployment leader
Corporate Steering Committee
Finance Representative
Champion
Process Owner
Master Black Belt
Black Belt
Green Belt
Yellow Belt
Brown Belt
Lean Belt
Lean Team Members
Executive and Deployment Leader
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 40
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Executive and Deployment Leader
Role: Own the vision, direction, integration and results.
Lead the cultural change
Responsibilities: Determine the scope of 6 / Lean deployment
Identify financial, project and training related goals
Identify strategic priorities to which champions will assignprojects
Drive use of 6/ Lean as standard problem solvingmethodology
Training: 1 to 2 days targeted at 6s / Leans potential
Pitfalls: Without visible executive support, the performance excellence
program struggles
Must push to ensuring full-time Black Belts / Lean Belts.
Corporate Steering Committee
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 41
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areness
Corporate Steering Committee
Who are they?: Multidisciplinary team of 10 or so business leaders from
key supporting functions of the company including
Finance
HR
Information Technology
Communications
Responsibilities: Take the executive vision and make it a reality
Create supporting infrastructure which enables the long termsuccess of the program
Key deliverables: The performance excellence handbook (Focusarea Lean / 6 etc.)
Training: 1 to 2 day of 6/ Lean training 3-4 days of infrastructure development workshops
Finance Representative
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 42
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Finance Representative
Role: Ensure standard guidelines for project valuation are
adhered to
Serve as a key project team consult
Serve as independent check on project results
Define how the finance community will support 6/ Lean
Responsibilities: Track savings after project close
Assists champions with original forecast for potential projects
Meet with project leads (BBs / GBs / LBs) throughout project lifeto validate savings
Training: 1 to 2 day of 6/ Lean and valuation training 1-2 key finance leaders also work as part of the core team
to develop finance valuation guidelines
Pitfalls: If finance is not actively engaged in 6/ Lean, executive support
may diminish..why is that?
Champions
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 43
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areness
Champions
Who are they: Typically a business leader leading a division or geographic region
Companies can identify Hands on and Executive champions
Roles: Own the financial results of projects
Training: 2-5 days focused on high level understanding of 6/ Lean.
Pitfalls: If champions are not actively driving project results and future
project identification, 6/ Lean will struggle.
Responsibilities: Maintains linkage between business strategy and projects
Recognizes and define projects Select BBs / LBs and assign projects to each
Removes roadblocks to project success
Review project activity often with BBs / LBs
Report project activity to executive team
Process Owners
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 44
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areness
Process Owners
Roles: Owner of the solution delivered by 6/ Lean team
Training: 2-5 days focused on understanding of 6/ Lean and role he / she will
play in its deployment
Eventually trained as GBs / LBs
Pitfalls: If process owner is not engaged throughout DMAIC / DMADV he / she
will not accept the solution when its time to close the project.
Responsibilities: Implementation of the team solution
Assist with culture change at local level
Assist champion with potential project identification
Co-leads realization phase with Finance Representative
Provide resources to serve as team members on projects
Master Black Belts
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 45
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areness
Master Black Belts
Roles: Vary company to company
Should be able to make champions life easier in mature deployment
Training: Certified BBs and additional course and requirements
Trained on more advanced 6 tools
Responsibilities: Instructor & mentor of BBs / GBs / LBs
Training material developer
Deployment assistant to core team and champions Keeper of project backlog list
Driver of project closure process
Leader of larger scoped projects
Black Belts
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 46
TrainingModule:
SixSigmaAw
areness
Black Belts
Roles: Practitioner of DMAIC / DMADV methodology
Training: 4-5 weeks of DMAIC / DMADV training
Personal and professional development for later leadership roles
Pitfalls: The likely success of 6 projects dramatically decreases without
implementation of full time BBs.
If BBs are not selected from amongst the best within an organization,it sends the wrong message
Responsibilities: Ideally full time facilitator / leader of 6 project team Team should discover and recommend project solution
Execute 4-6 project / year
Green Belts
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 47
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areness
Green Belts
Roles: Carry the language of 6 deeper into the organization
Accelerate number of employees positively affected by 6
Training: Typically 5-15 days of abridged version of DMAIC / DMADV
Pitfalls: If GBs are not properly supported, their effectiveness diminishes
dramatically.
Responsibilities: Become local advocate
Part time implementers of smaller scope of projects with directimpact to daily non- 6 duties
Assist BB with team activities and tool application to project area
Yellow Belts
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 48
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Yellow Belts
Roles: Extend the 6 language into the trenches
Training: Trained by BBs and GBs during team meetings
36-40 hours of formal class room training in the basics
Pitfalls: Team that are too small or too large may prevent project success.
Recognition of team member contribution is critical throughout thelife of project
BB / GB must seek out and get buy-in from team members
Responsibilities: Assists BBs / GBs with data collection and tool application
Provide invaluable process expertise to 6 team Assist process owner with the long term implementation of solution
Performance Excellence Organization
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 49
TrainingModule:
SixSigmaAw
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Performance Excellence Organization
Neeraj RS Kanwar
Performance Excellence Executive
Sunam Sarkar
Marketing &
Strategy
Satish Sharma
India Operations
PK Mohammed
Research &
Technology
Tapan Mitra
Human Resource
Prakash Bisht
Benfits Custodian
Satish AgarwalExecutive Champion
Limda & Pune
N SreekumarExecutive ChampionKerala Factories
Corporate Steering Committee
Rajesh Dahiya
ChampionSales
Dheeraj Sinha
PE Deployment Leader
Sanjeev Sadavarti
SS Deployment Leader
TR GopalakrishnanChampionTBR Technology
MK JainChampionRadial
Technology
Cyriac MattamChampionBias Technology
Dr Arup K ChandraChampionCompound
Research
PA Thomas
ChampionLimda Bias
G Rangarajan
ChampionLimda Radial
S Gopakumar
ChampionPerambra
James Joseph
ChampionKalamassery
Avik
Chattopadhyay
ChampionMktg
Anil ChopraChampionComm
Cherian George
ChampionTech Serv
Rajesh Kumar
ChampionInt. Sales
Biju Sebastian
ChampionHR
UK Kaushal
ChampionPune
KR Pillai
ChampionEngineering
Kaushik Roy
ChampionProcurement
Project Review Committee
(Manufacturing)
A Bhaskar
ChampionProjects
Project Review Committee
(Non - Manufacturing)
S Sankaran
ChampionSystems
Roy Thomas
ChampionTBRRNK KrishnanChampionDesign
Development
Yash Powar
ChampionHR Projects
AS Girish
ChampionHR Projects
CK Kumar
ChampionProjects
Typical Interaction During Phases
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 50
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areness
Typical Interaction During Phases
Recognize Define Measure Analyze Improve Control Realization
Executives
Finance
Representatives
Champions
Process Owners
Black Belts
Green Belts
Lean Belts
Team Members
Process Owners
Finance Rep.
Champions
Typical Time Commitments During Project Phases
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areness
Typical Time Commitments During Project Phases
Month0 Month1 Month2 Month3 Month4 Month5 Month6
LEAD
SUPPORT
REVIEW
Champion
Process Owner
Finance Rep
Executives & Leaders
GBs / BBs / LBs
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 52
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areness
Lean
Practitioners
Lean Belts
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 53
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areness
Lean Belts
Roles: Practitioner of LEAN Methodology
Training: 4 Days of LEAN training
Personal and professional development for later leadership roles
Pitfalls: The likely success of LEAN projects dramatically decreases without
the implementation of full time belts.
If LEAN practitioners are not selected from amongst the best withinan organization, it sends the wrong message
Responsibilities: Ideally full time facilitator / leader of lean project team
Team should discover and recommend project solution
Execute 4 to 6 projects / year
Lean Team Members
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areness
Lean Team Members
Roles: Extend the reach of the LEAN language into the trenches
Training: Trained by LEAN belts during team meetings
4 Days formal classroom training in the basics
Pitfalls: Team that are too small or too large may prevent project success
Recognition of team members contribution is critical throughout theproject life cycle
LEAN belts must seek out and get buy in from team members
Responsibilities: Assist LEAN belts with data collection and tool application
Provide invaluable process expertise to LEAN team
Assist process owner with long term implementation of solution
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 55
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areness
Top
ManagementDirections
Scope of Deployment
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 56
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areness
Scope of Deployment
Enterprise wide across Indian Operations
The deployment would cover all business functions,
business operations and manufacturing locations
It will include all areas, which impact PCC
It will start limited with identified projects and then
move across the organization
Six Sigma Awareness to be given to all in Plantsand Field
For LEAN & 6
Business Goals through 6 LEAN
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areness
Business Goals through 6 LEAN
TOP LINE: To be number one in Indian Operations with overallrevenue of 2010 million by Year 2010.
PEOPLE: To be in list of top 10 most desired employers in India byYear 2010.
CUSTOMERS: To be most desired Tyre Brand in India by 2010.
Financial To generate additional 3% margin through 6 efforts in next 3years in Indian Operations
Year 0:
2007-08
0.5%
Year 1:
2008-09
1.5%
Year 2:
2009-10
2.0%
Year 3:
20010-11
3.0%
Strategic Priorities and Themes
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areness
Strategic Priorities and Themes
To generate additional 3%
margin in next 3 years
Themes:
Bringing down cost of Mfg (product Reengineering/ RM Cost, Conversion etc)
People Productivity
Throughput time and Value addition RM to FG (inventory Management , Cycle time
reduction)
Optimization of Product Streams across all production facilities.
Benchmarked supply chain processes providing competitive advantage
Self reliance in Technology (Machine Building at Apollo)
Bias to Radial Migration Strategy and Management
Enhancing product quality
Response Time/ Time to Market
Price Premium Projects
Strategic Priorities and Themes
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areness
Strategic Priorities and Themes
2010 by 2010
Themes:
New market segments like specialty tyres, UHP radials etc
Presence in Tyres + segments
Revenue growth to achieve PIM by 2009-2010Self reliance in Technology (Machine Building at Apollo)
Global Presence
Response Time/ Time to Market
Product Strategy
Sales Effectiveness of the below the line programs
Strategic Priorities and Themes
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areness
g
To be in list of top 10 most
desired employers in India
Themes:
Employee development
Employee Satisfaction
Attrition
Strategic Priorities and Themes
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 61
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areness
g
To be most desired Tyre
Brand in India
Themes:
Customer Satisfaction / Retention (Competitive Advantage)/ OEM Preference
Brand building/ Brand Positioning
Global Presence
Enhancing product quality
Response Time/ Time to Market
Project related Goal - 6 LEAN
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areness
j
Project Type MinimumSavings
No. of Projects / Belt /Yr
Certification
Black Belt Rs. 10 Million /project
Year 1: 3 proj. / Yr;Year 2: 4 proj. / YrYear 3:to be reviewed
Completion of 3 BBProjectsMentoring of 2 GB projects
Post One year
Green Belt Rs 5 Million /project
2 projects per year Completion of 2 GBProjectsPost One year
Lean Belt Rs. 2.5 Million /project
5 projects per year Completion of 5 LeanProjectsPost One year
Performance Excellence Methodologies
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 63
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areness
gIntegration
PIM
Everest
Sanjeevani
Cost Reduction
Productivity Improvement
Energy Conservation
PIM Projects
PCC Budget Projects
Quality Journey
CFT Activities
TS - 16949
1.All Projects should be
brought under one
umbrella
2.Clear guidelines should beestablished for various
types of projects (forselection, execution and review)
3.The guideline to be
established can be basedon goal of projects,
methodology used and
employees involved.
Synergy with other Organizational Initiative
Performance Excellence Methodologies
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 64
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areness
gIntegration
Critical decisions taken for unifying all projects under PIM
Single window unifying all types of projects and that is under PIM.
PIM projects will be revisited and guidelines for classifying
projects will be made.
All Projects will be validated by Corporate Steering Committee andregistered by PIM Coordinator (Mr. Dheeraj Sinha)
Current Projects in PIM to be reviewed for classification which
methodology to followBy the steering committee.
All New Projects will be recommended / proposed by Championsand Corporate Steering Committee will approve it for Year 2007
08. (For subsequent years, guidelines will be drawn and location committees willbe set up for taking up projects)
Plan for 6 & Lean (Year 2007-08):
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 65
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ningModule:
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areness
Business
Diagnosis
Corporate Office
Some Field Offices
All 4 Plants
Top Management
Orientation
JMD & Direct Reports
Key Functionaries
Improvement
Opportunity
Focus Areas
Six Sigma
Strategy for
ATL
10 Days 02 Days
Completed
in Jan-07
Completed on
31 Jan & 1 Feb, 2007
( )
Plan for 6 & Lean (Year 2007-08):
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 66
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ningModule:
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areness
Initialization
based on
Strategy
Financial Benefit
Calculation Policy
HR Policies (Selection,
Job description &
retention of Belts)
IT Framework
Communication Strategy
Champions
Orientation
Key Process owners
based on diagnosis
and ATLs Six Sigma
Strategy
Six SigmaPolicy
Framework
Six Sigma
Strategy
for ATL
Six SigmaProjects
identified
with
projected
Savings
03 Days03 Days
21, 22 & 23 Feb, 2007 8 & 9 Mar, 2007
( )
Plan for 6 & Lean (Year 2007-08):
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Corporate Quality: General Awareness OnSix Sigma (6) Slide 67
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ningModule:
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areness
Six Sigma
Trainings Green BeltTraining
Six SigmaProjects
identified
with
projected
Savings
10 Days
Black Belt
Training
24 Days
Yellow Belt
Training
5 Days x 3 Batches
Six Sigma e-
Awareness
4 hours x Allemployees
7075 High
Impact Projects
(> 10 million)completed
150 200
Medium Impact
Projects (> 5
Million)
completed
Effective
Support to Six
Sigma Projects
as Team
Members
Effective
Support to Six
Sigma as
Champions /
Data providers
SixSigm
aReviewand
ProjectMentoring
Trainings to
Start from
April, 2007
( )
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ningModule:
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areness
Thank You