4-12 course wrap-up.ppt

7/27/2019 4-12 Course Wrap-up.ppt

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2001 ConceptFlow 0

Course Wrap-Up


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Learning Objectives

By the end of this module, the participant will be able to: Review how tools presented in the Black Belt training fit into the

Breakthrough Strategy

Review what six sigma means to Merrill Lynch, describe the Black

Belts role in that program, and what it means to be a Six SigmaBlack Belt

Bring closure to the Black Belt training


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Around the Room Exercise

Around the room are 5 flipcharts - each labeled with one of the followingheadings:

Define

Measure Analyze

Improve

Control

The class will be split into 5 teams, one for each topic. Each team will listthe tools/methods that could be used in that Phase of the DMAICmethodology

You have 10 minutes

Class discussion to follow


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Elevator Speech Skit

Scenario

Two of each team are in an elevator/lift ofa very tall building

Other people (remainder of your team)get in on the next floor and ask youquestions about the six sigma program

(e.g. What is It? Why is it important to me,and what are the benefits?)

You have 3 minutes to answer thequestions before you all get out

Task Prepare and deliver a skit that will ask

and answer questions about six sigma

You have 15 minutes to prepare

Each team will present to the class


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The Breakthrough Strategy


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12 Steps of the Breakthrough Strategy

1) Select Output Characteristics2) Define Performance Standards

3) Validate Measurement System

4) Establish Process Capability

5) Define Performance Objectives

6) Identify Variation Sources

7) Screen Potential Causes

8) Discover Variable Relationships

9) Establish Operating Tolerances

10) Validate Measurement System11) Determine Process Capability

12) Implement Process Controls


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Step 1- Select Output Characteristic

The Big Y You have to have a reason to do a project and that reason should be

something that is bothering a customer, either internal or external.There must be clear line of sight to the key issues of the business. Ifyou cant identify what is important to work on, dont work on anything

What is Critical to Satisfaction (CTS)? - $$$, Cycle, Defects,Safety, etc.

If you cant put a name on it, you cant do it

If you cant define the units of measure - be careful! You will end uphaving to:

define the units of measureAND

create a measuring system for the issue at the beginning of yourproject

Start of Y = f(?)



Step 2 Define Performance Characteristics

The Spec If you dont know what makes something good or bad, how can you

measure the problem in terms of defects (DPMO)?

If the definition of what makes a defect (the specification) is not inthe same units of measure as the selected CTS from step 1, you

have the wrong spec The definition needs to be crystal clear and brief

Does your customer agree with your spec?

What is a good Y? What is a bad Y?



Step 3Validate Measurement System

Can I See? If you cant measure something, how do you know where you are,

where you have been, or where you are going?

If your measuring system is incapable, STOP and FIX IT beforeproceeding

Note: MSA must be done on any and all defects you wish to count(watch out if you have a visual inspection of 6 characteristics)

Is it really Y?



Step 4Establish Product Capability

Baseline I know what needs to be fixed (step1), what defines it as good or

bad (step 2), and I can accurately measure it (step 3) so:

Now I can say how my process is performing in terms of longand short term Z and DPMO

I improve from here Common tools: 6 Sigma Process Report for continuous data &

Product Report for discrete data

What is your ability to make good Ys?



Step 5 Define Performance Objectives

My Goal Where do I want to be at the end of my project?

The goal should be a stretch

Use logic when setting goals

Do I need to Benchmark?

Is the goal aligned with the business strategy?

Where do I want to be and when do I want to be there?

Does achieving the project goal also achieve entitlement?

What does your ability to make good Ys need to be?



Step 6Identify Variation Sources

What makes it tick? List all potential inputs (PIV, X) that could effect my output

(KPOV,Y)

This is filling the top of the funnel

Some tools include fishbone, C&E matrix, FMEA, detailed process

maps Think outside the box - if you fix it the same way you did last year,

you will have the same problem you have now

Potential Xs for Y = f(X1, X2, , Xn)


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Step 7 Screen Potential Causes

Narrow it Down Screening is done using Graphical Tools, Experiments, and

Hypothesis Tests to identify and prove which are the vital Xs

This is the middle of the funnel for most projects (multiple Xs or

with variable relationships between Xs)

for some simpler projects with a single X, this is the bottom ofthe funnel, the final vital X

Important Xs for Y = f(X1, X2, , Xn) we still need to determine f


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Step 8 Discover Variable Relationships

How the Xs affect Y Evaluate how my Vital Xs affect Y, either independently or in

combination with other Vital Xs. This is primarily done through the

use of DOE (Regression)

This is the bottom of the funnel, I know which Xs affect my Y and I

know how they affect Y The function Y = f(X1, X2,, Xn) is called a transfer function it

describes how a change in one or more of the Xs transfers to a

change in Y

We now know what Y = f(X1, X2, , Xn) is


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Step 9Establish Operating Tolerances

How To Set My Xs I know which Xs are important. What settings do I use to improve

my project?

In the case of a variable X (e.g. PSI on an air feed), I have toprovide a setting tolerance (e.g. a target amount an allowed

amount of variation about the target) In the case of a non-variable X (e.g. Supplier), I know which value

of the variable provides the best value of Y, therefore I havespecified the absolute operating tolerance

Make use of what we know about Y = f(X1, X2, , Xn)


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Step 10 Validate Measuring System

Can I Measure My Xs & Y? In the case of a variable X (e.g. PSI on an air feed), I need to

validate that it can be measured (a vital X MSA)

In the case of a non-variable X, I need to validate that I can tellwhether the X is the right value (e.g. is this from Supplier A?)

Also, I might have improved my Y so much that I can no longerread my process, and may have to improve my measurement

system to truly measure the improvement

Cant control Y = f(X1, X2, , Xn) if you cant measure it


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Step 11 - Determine Process Capability

Where Am I? This measures the capability of controlling my Xs at their optimal

settings

This is also the time when we determine formal results bycomparing a new capability analysis with the baseline capability

analysis (step 4) and our goals (step 5) Common tools:

Six Sigma Process Report for continuous data

Six Sigma Product Report for discrete data

Can you consistently make X1, X2, , Xn to produce good Ys?


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Step 12 - Implement Process Controls

Lets Not Do This Again The Xs you have determined as vital, their settings, and other

actions you have taken to make the improvement must be:

nailed down

set in concrete

fully implemented (NOT just agreed to) put into a rigorous audit schedule

Documented in a Control Plan

BEFORE you can say a project is closed!

How do you control X1, X2, , Xn to always produce good Ys?


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Some Closing Comments and Questions


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I Can Do It

How many times in your career have you said?

Well, Merrill Lynch has just given you the time

How many times have you said?

Well, Merrill Lynch is only going to accept decisions basedon verifiable data

Have you ever had to:

Well, Merrill Lynch is going to insist on real controls

If I only had the time to work on this, I could

fix it right

We need better data to make good Decisions

Fix something that was fixed before


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Merrill Lynch'ss Commitment

Beside providing you with the time to properly solve problems and therequirement and resources to use quality data in the process, MerrillLynch has:

Provided you with significant training (yours for life)

Provided resources (Champions and perhaps MBBs) to help

remove obstacles to project (and your) success Made it clear that six sigma is not a program of the month but the

way we do business and that those who wish to prosper mustunderstand and support it

Merrill Lynchs commitment is significant

to its future

and to your future


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Your Commitment

Be a dedicated practitioner of the Breakthrough Strategy so that youmaster it and later assist others who follow

Over the next 1 to 2 years, question any significant time you spendoutside of six sigma. The training you have received requiresimmediate and continuous application to be mastered (use it or lose

it). It would be costly to throw away the investment you and MerrillLynch have just made

In your future within the company, seek and encourage decisionsbased on proper evaluation of trustworthy data

A dedicated commitment as a Black Belt

will benefit you and Merrill Lynch


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Dialog & Closure


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Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

METREQ is a trademark of Six Sigma Academy.

Weaving excellence into the fabric of business is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of Six Sigma Academy.

SigmaFlowis a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.

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