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Six Sigma Black Belt Week 1
Institute of Industrial Engineers
3577 Parkway Place Suite 200
Norcross, GA 30092
© 2015 Institute of Industrial Engineers
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Contents – Week 1
Introduction
Projects
Introduction to Statistics
Probability and Probability Distributions
Confidence and Confidence Intervals
Tests of Hypothesis
Regression and Correlation
Reliability
© 2015 Institute of Industrial Engineers
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Some References
• Gryna, Quality Planning and Analysis. A good general purpose reference on many quality management related topics.
• Feigenbaum, Total Quality Control. The standard reference for quality systems.
• Aft, Fundamentals of Industrial Quality Control. Basic reference on statistical quality control methods.
• DeVor et. al., Statistical Quality Design and Control. Good treatment of variation and SPC.
• Wheeler, Understanding Variation, Excellent discussion of the impact of variation on processes.
• Triola, Elementary Statistics. An outstanding introductory statistics textbook.
• Breyfogle, Implementing Six Sigma: Smarter Solutions Using Statistical Methods. One of the most popular choices on Amazon.com. The book is a good reference and is also part commercial.
• Munro, Six Sigma for the Shop Floor, ASQ Quality Press. Good introduction to basic Green Belt concepts for manufacturing.
• Munro, Six Sigma for the Office, ASQ Quality Press. Good introduction to basic Green Belt concepts for service.
• Pande et. al., The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. Advice for the new Black Belt on how to lead, facilitate, and work with teams on projects.
• Gygi, et. al., Six Sigma for Dummies
• Brassard and Ritter, Sailing Through Six Sigma
© 2015 Institute of Industrial Engineers
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Black Belt Exam
• On the last day of the course there will be a comprehensive exam
– Green Belt
– Black Belt
• Exam is open book, open notes, closed Internet
• Exam is multiple choice format
• Approximately 50 questions on the exam
• Passing score of 80 is required for CREDIT transcript
Note: Additional required readings of ISO 13053 required SSBB
topics may be found at www.iienet2.org/BlackBelt/CourseMaterials
IIE Lean and Six Sigma Certificates are valid for three years. To renew send an email to [email protected] to request a renewal.
© 2015 Institute of Industrial Engineers
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Process Philosophy
Know What’s Important
to the Customer (CTQ)
Reduce Defects (DPMO)
Center Around Target (Mean)
Reduce Variation (Standard Deviation)
What Is Six Sigma?
© 2015 Institute of Industrial Engineers
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What is Six Sigma??
Six Sigma: A best-in-class change strategy for accelerating improvements in processes, products, and services.
What Six Sigma is: Method/tools
Mindset/way of thinking A way of doing business
© 2015 Institute of Industrial Engineers
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A Common Tollgate Approach
Project Management
Ownership & Commitment
Change Integration
Define
Measure
Analyze
Improve/
Implement
Control
Improvement (Current)
Development (New)
• Two approaches to reaching the Six Sigma goal:
- Improving existing products and processes
- Developing new products and processes
• Different tools and steps, but focus and flow is the same
$ $
Two Approaches
© 2015 Institute of Industrial Engineers
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Six Sigma
The fundamental equation that drives Six Sigma is:
Y=f(x) or Y=f(x1, x2, x3, … xn)
The output is a function of the inputs and process
Y: Output (things important to the customer) f: Function (how to treat and manage
interrelationships)
x: Variables that must be controlled to understand Y
© 2015 Institute of Industrial Engineers
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6 DMAIIC Process
Develop Charter and
Business Case
Map Existing Process
Collect Voice of the Customer
Specify CTQs / Requirements
Measure CTQs / Requirements
Determine Process Stability
Determine Process Capability
Calculate Baseline Sigma
Refine Problem Statement
Identify Root Causes
Quantify Root Causes
Verify Root Causes
Institutionalize Improvement
Control Deployment
Quantify Financial Results
Present Final Project Results
and Lessons Learned
Close Project
Select Solution (Including
Trade Studies, Cost/Benefit
Analysis)
Design Solution
Pilot Solution
Implement Solution
Define
Measure
Analyze
Improve/ Implement
Control
© 2015 Institute of Industrial Engineers
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Science
Art
Magic
Six
Sig
ma
We don’t know what
we don’t know.
If we can’t measure
it, we really don’t
know much about it.
If we don’t know
much about it, we
can’t control it.
If we can’t control
it, we are at the
mercy of chance.
What is the Six Sigma Philosophy?
Focus on the Customer!
© 2015 Institute of Industrial Engineers
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MEASURE THE
CURRENT PERFORMANCE
DEFINE THE OPPORTUNITY
IMPROVE PROCESS EFFICIENCY
ANALYZE THE CURRENT PROCESSES
CONTROL AND ADJUST
NEW PROCESSES
IMPLEMENT IMPROVEMENTS
• Determine
breakthroughs,
design future state:
new process, new
“Sigma” level
• Create dashboards,
scorecards and
plans
• Perform cause-
effect analysis to
determine reasons
for gaps in
performance
• Map the process,
gather initial
performance data
and determine
current “Sigma”
level
• Obtain client input,
factors Critical to
Quality (CTQ)
• Improve on what
matters most to the
client
• Significantly impact
the bottom line
• Measure
improvements and
breakthroughs
• Report dashboard,
scorecard data and
client feedback
• Execute plans,
overcome barriers
• Transition to the
new process
Client Driven,
Consistent,
Metrics Focused,
Results Oriented
DMAIIC Overview (Process)
© 2015 Institute of Industrial Engineers
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We can’t get there without better
designs The “Five Sigma” Wall
• 70-80% of all quality
problems are
designed in
• Manufacturing will
never be able to
make our current
products with Six
Sigma quality
6 Sigma
3 Sigma New, inherently Six
Sigma designs are the
only way to reach the
corporate goal.
DFSS is needed
“5 Sigma Wall” © 2015 Institute of Industrial Engineers
DFSS – The Design Methodology Design for Six Sigma
• Uses – Design new processes, products, and/or services from scratch
– Replace old processes where improvement will not suffice
• Differences between DFSS and DMAIIC – Projects typically longer than 4-6 months
– Extensive definition of Customer Requirements (CTQs)
– Heavy emphasis on benchmarking and simulation; less emphasis on baselining
• Key Tools – Multi-Generational Planning (MGP)
– Quality Function Deployment (QFD)
Define Measure Analyze Develop Verify
© 2015 IIE and Aft Systems, Inc. 6-13
Customer to Customer Circle
DMADV is a closed loop that starts and ends with customers
• Identify the business case for the project
• Create Project Charter
• Develop Project Plan
• Form Team
• Define Customers (Internal & External)
• Define Customer Requirements
• Translate Customer Requirements into Engineering Requirements
• Generate & Evaluate Concepts (Conceptualization Phase)
• Select Concept (Concept Selection Phase)
Track & Improve Field Performance
ANALYZE
CUSTOMERS
• Optimize the Product/Process Design for Robustness
(Parameter Design)
• Optimize Tolerances
(Tolerance Design)
• Verify Product Performance
• Verify Process Performance
© 2015 IIE and
Aft
6-14
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The DMADV Methodology and Tools
Define Measure Analyze Develop Verify
Under-
stand
customer
needs and
specify
CTQs
Develop
design
concepts
and high-
level
design
Develop
detailed
design and
control/test
plan
Test
design and
implement
full-scale
processes
Initiate,
scope,
and plan
the
project
DESIGN FOR SIX SIGMA
DELIVERABLES
Team
Charter CTQs High-level
Design
Detailed
Design
Pilot
TOOLS
Mgmt Leadership Customer Research FMEA/Errorproofing
Project QFD Process Simulation
Management Benchmarking Design Scorecards
© 2015 Institute of Industrial Engineers
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Goals of Traditional Six Sigma Programs
Higher Net Income
Customer Satisfaction
Yield Improvement Improved
Deficiency Reduction © 2015 Institute of Industrial Engineers
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Lean (Toyota Production System)
• PURPOSE: Reduce Waste
• METHODOLOGY:
– Identify Customers Value
– Draft Value Stream Map
– Improve Stream
• Remove Waste
• Balance Workload
• Flow the Process and Pull the Service/Product
• EFFECTS:
– Improved Delivery Time
– Reduced Waste
– Less COST$$$
© 2015 Institute of Industrial Engineers
More on lean in week 3.
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Lean and Six Sigma Together
Define Measure Analyze Improve
Implement Control
Benchmarking
FMEA
IPO Diagram
Kano’s Model
Knowledge Based
Mgt
Project Charter
SIPOC Model
Quality Function
Deployment
Voice of Customer
Task Appraisal /
Task Summary
Value Stream
Mapping
Confidence Intervals
Measurement System
Analysis
Nominal Group
Technique
Pairwise Ranking
Physical Process Flow
Process Capability
Analysis
Process Flow Diagram
Process Observation
Time Value Map
Value Stream Mapping
Waste Analysis
Affinity Diagram
Brainstorming
Cause & Effect Diagram
e-test
F-test
Fault Tree Analysis
FMEA
Histogram
Historical Data Analysis
Pareto Chart
Reality Tree
Regression Analysis
Scatter Diagram
t-test
Thematic Content
Analysis
Tukey End Count Test
5 Whys
DFSS
DOE
Kanban
Mistake Proofing
PF/CE/CNX/SOP
Standard Work
Takt Time
Theory of Constraints
Total Productive
Maintenance
Visual Management
Work Cell Design
5S Workplace
Organization
Control Charts
Control Plan
Reaction Plan
Run Charts
Standard Operating
Procedures
© 2015 Institute of Industrial Engineers
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• Leadership Commitment, Competence, &
Involvement
• Methodology & Tools
• Data Driven
• Statistically Validated
• Best People 100% Dedicated to Defect Reduction
• Project Focused
• Aligned to Strategic Goals (Hoshin, MBF)
• High ROI Expectations
What Makes Six Sigma Different?
© 2015 Institute of Industrial Engineers
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Six Sigma & Leadership
Six Sigma only works when Leadership is passionate about excellence and willing to
change.
• Fundamentals of Leadership
– Challenge the process
– Inspire a shared vision
– Enable others to act
– Model the way
– Encourage the heart
• Six Sigma is a catalyst for leaders
© 2015 Institute of Industrial Engineers
Quality Philosophies
• Black Belts need to have an understanding of the contributions of the well known quality philosophers.
• No list would be complete without a discussion of the contributions of
– Deming
– Juran
– Fiegenbaum
– Covey
– Crosby
– Shewhart
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Deming
• 14 Points
• PDCA Cycle
• Seven Deadly Diseases
• Profound Knowledge
• System View
• Chain Reaction
• Statistical Thinking
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14 Points
1. Constancy of Purpose
2. Adopt New Philosophy
3. Cease Dependence on Mass Inspection
4. Long Term Supplier Relationships
5. Improve Constantly
6. Institute Training
7. Institute Leadership
8. Drive Out Fear
9. Break Down Barriers
10. Eliminate Slogans, Exhortations, and Targets
11. Eliminate Work Standards
12. Remove Barriers
13. Education and Self Improvement
14. Put Everyone to Work on This
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Seven Deadly Diseases Lack of
Constancy of Purpose
Emphasis on Short Term Profits
Evaluation of Performance (Merit Rating)
Mobility of Management
Management by Use of Visible Figures
Excessive Medical Costs
Excessive Liability Costs
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Profound Knowledge
• Knowledge of Systems
• Knowledge of Variation
• Understanding of Psychology or Motivation
• Knowledge of Knowledge
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Deming’s Obstacles
• Instant Pudding
• Technology is the Cure
• Hazard to Copy
• Quality is Responsibility of Quality Department
• Zero Defects
• Only Necessary to Meet Specifications
• Problems Lie with Workers
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Deming Chain
Improve Quality
Costs Decrease
Productivity Increases
Market Share Increases
Stay in Business
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Juran
• Trilogy
• Pareto
• Breakthrough
• Big Q Little q
• Finance Parallel
• Self Control
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Juran’s Quality Trilogy
Planning Control Improvement
Remember the
“Quality Mantra”
from Green Belt?
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Self Control (Juran)
Requires that the individual
A. Know what is required
B. Know how to do it
C. Have a means for regulating performance
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Feigenbaum
• Total Quality Control
– Integrated System
– Begins with Customer
– Responsibility of General Management
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Crosby
• Four Absolutes
1. Conformance to Requirements
2. Prevention
3. Zero Defects
4. Measurement is Cost of Nonconformance
• 14 Steps of Quality Improvement
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Crosby’s Absolutes
• Quality means conformance to requirements
• Prevention is the system
• Zero defects is the performance standard
• Performance measured by cost of non quality
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Crosby’s 14 Steps
1. Management Commitment
2. Teams
3. Measurement
4. Cost of Quality
5. Awareness
6. Corrective Action
7. Zero Defects Committee
8. Supervisor Training
9. Zero Defects Day
10. Goal Setting
11. Error Cause Removal
12. Recognition
13. Councils
14. Do It all Over Again
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Covey
Seven Habits 1) Be Proactive
2) Begin with the End in Mind
3) First Things First
4) Think Win/Win
5) Seek First to Understand, then to be Understood
6) Synergize
7) Continual Self Improvement
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Walter Shewhart
• Control Chart
• Statistical Quality Control
• Shewhart Cycle - PDCA
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