Six Sigma Black Belt Course Six Sigma Black and Green Belt Course

Material This book contains the details about the Six Sigma Black Belt Course material, useful for certification, training and implementation. 5 Sample Six Sigma Black Belt projects which are actually implemented in various functions like BPO’s, IT’s, Manufacturing and HR.

Amit K

Section I: Overview

Lesson 1: About LSSB

1. Agenda

2. What is Six Sigma

3. Six sigma roles and responsibilities

4. About LSSB

5. LSSBB roles and Responsibilities

6. Summary

Lesson 2: Organizational roadblocks

1. Agenda

2. Traditional Organization versus Customer

Driven Organization

3. Types of Organizational Roadblock

4. Force Field Analysis

5. Summary

Lesson 3: Role of communication and Selection

criteria in Black Belt

1. Agenda

2. Black Belt Role Summary

3. Black Belt Communication expectation

4. Black Belt selection criteria

5. Summary

Lesson 4: Overview of Continuous improvement

1. Agenda

2. Continual Improvement process

3. Continuous Vs Continual Improvement

process

4. Kaizen – Continual Improvement

5. Summary

Lesson 5: An Overview

1. Agenda

2. What is lean

3. History of Lean

4. Principles of Lean

5. Key benefits of Implementing Lean

6. Why lean before six sigma

7. Summary

Lesson 6: Lean Concepts explained

1. Agenda

2. Warusa Kagen

3. 3Ms

4. 8 Types of Waste (TIMWOODS)

5. Mottainai

6. Hoshin Kanri

7. Takt Time

8. Cycle Time

9. Lead time

10. Lead time- Assignment

11. Production cycle efficiency

12. Batch Size

13. Every Part Every Interval

14. EPEI Calculation Spreadsheet

15. Batch Size-Assignment

16. Crew Size

17. Standardize work in progress

18. Summary

Lesson 7: Lean tools Explained

1. Agenda

2. 5S

3. 5S Audit Worksheet

4. SMED

5. Heijunka

6. Heijunka-An Example

7. Genchi Genbutsu

8. Value Stream mapping

9. VSM Symbols

10. Summary

Section II: DFSS: Pre-define and define

(DMAIC)

Lesson 1: DFSS-Design for six sigma and DMAIC

Vs DFSS

1. Agenda

2. Design for Six Sigma

3. DFSS approach to problem solving

4. DMAIC approach to problem solving

5. DMAIC Vs DFSS

6. DFSS Tools

7. Toll Gate review

8. Benchmarking

9. MSA

10. VOC

11. Needs Vs Requirement

12. KJ Diagram

13. Quality Function Deployment (QFD)

14. Kano Model

15. HOQ

16. Analytic Hierarchy Process

17. Pugh Matrix for concept selection

18. Sample Pugh matrix

19. Monte Carlo simulation

20. Design for X

21. Summary

Lesson 2: Pre define activities

1. Agenda

2. Prerequisites of Six Sigma project

3. Qualification for six sigma project

4. Cornerstones of six sigma project

5. Six Sigma Deployment cycle plan

6. 10 points ongoing project evaluation

7. Project prioritization matrix

8. Enterprise wide Vs LOB views

9. Enterprise wide- Roles and responsibilities

10. Net Present value

11. Internal Rate of Return

12. NPV Vs IRR-An Example

13. Summary

Lesson 3: Define – Key Objectives

1. Agenda

2. Define – Key Objectives

3. Voice of Customer

4. Voice of Business

5. Voice of Process

6. VOC, VOB, and VOP

7. Kano Model

8. Translation to Project Y

9. Quality Function Deployment

10. Process map

11. Y-Baseline Performance

12. SIPOC

13. Project Charter

14. The problem statement and the goal

statement

15. RACI matrix

16. Business Metrics

17. Project Deliverables

18. Project Scheduling

19. Team selection

20. Define – Roles and Responsibilities

21. Define –Tools Summary

22. Summary

Section III: Measure

Lesson 1: Pre- Measure consideration and tools

1. Agenda

2. Define phase tollgate review

3. DFMEA

4. Cause and Effect Matrix

5. Summary

Lesson 2: Types of data and measurement scales

1. Agenda

2. Objectives of measure phase

3. What is the process

4. Flowcharts

5. SIPOC

6. Metrics

7. Measurement scales

8. Types of data

9. Summary

Lesson 3: Central Tendency and Dispersion

1. Central tendency and Dispersion –

Introduction

2. Mean

3. Median

4. Mode

5. Range

6. Variance

7. Standard Deviation

8. Mean Deviation

9. Summary

Lesson 4: Measurement System Analysis Agenda

1. Purpose of Measurement system Analysis

2. Measurement system errors

3. Properties of good measurement systems

4. Measurement system error illustrated

5. Measurement system Discrimination

6. Bias

7. Measurement system analysis – Process flow

8. Part Variation

9. Measurement system analysis formulas

10. Measurement system analysis examples

11. Measurement system analysis graphs

12. Attribute RR

13. When to do measurement system analysis 14. Data collection plan

15. Summary

Lesson 5: Stability conditions Agenda

1. Controlled process and variations

2. Special cause of variation

3. Common cause of variation

4. Stability introduction and SPC

5. Stability check with Minitab

6. Stability check using Run Chart

7. Stability conditions

8. Central Limit Theorem

9. Summary

Lesson 6: Capability Matrix Agenda

1. Process capability pre consideration

2. Process capability indices for continuous data

3. Process capability indices interpretation

4. Process capability for discrete data

5. Non- Normal capability analysis

6. Summary

Lesson 7: Variation, Variability, Capability, and

process condition

1. Agenda

2. Variations and variability

3. Capability and process condition

4. Summary

Lesson 8: Data distribution

1. Agenda

2. Permutation and Combination

3. Frequency and cumulitive distribution

4. Binomial distribution

5. Poisson Distribution

6. Normal Distribution

7. Exponential Distribution

8. Summary

Lesson 9: Sigma Shift, Mean Shift, and reducing

variation

1. Agenda

2. Sigma Shift

3. Mean Shift or reducing variations

4. Baseline data

Section IV: Analyze

Lesson 1: Pre- Analyze consideration

1. Agenda

2. Analyze phase-Introduction

3. Pre-Analyze consideration

4. Objective of Analyze

5. Visually displaying data

6. Summary

Lesson 2: value stream analysis

1. Agenda

2. Value, waste and NVA activities

3. What is value stream

4. Value stream analysis – MUDA

5. Value stream map

6. Spaghetti Chart

7. Summary

Lesson 3: Sources of variations

1. Agenda

2. Sources of variations

3. Cause and effect diagram

4. Affinity diagram

5. Box plot

6. Summary

Lesson 4: Regression

1. Agenda

2. Objectives and regression analysis

3. Concepts of regression analysis

4. Simple linear regression

5. Multiple linear regression

6. Best subset regression and stepwise regression

7. Summary

Lesson 5: Confidence Interval

1. Agenda

2. Concept of confidence intervals and

confidence interval testing

3. Confidence intervals for difference between

two mean

4. Confidence intervals working

5. Confidence intervals Impactors

6. Chi-square confidence intervals of variance

7. Z confidence intervals of proportions

8. Chi-Square and probability

9. T-Distribution confidence intervals

10. Summary

Lesson 6: Parametric Hypothesis Testing

1. Agenda

2. Hypothesis testing objectives

3. Hypothesis testing concepts

4. Null and alternate hypothesis

5. Type 1 Error

6. Type 2 Error

7. Significance Level (α )

8. Β and power

9. p-Value, and acceptance and rejection

condition

10. Sample size discrimination for tests

11. 1 Sample Z Test

12. 2 Sample Z test

13. F-Test of equality of variance

14. 1 Sample T Test

15. 2 sample T test

16. Paired T test

17. Paired T test interpretation

18. ANOVA

19. One Way ANOVA

20. Two way ANOVA with replication

21. Summary

Lesson 7: Non Parametric Hypothesis Testing

1. Agenda

2. Nonparametric testing conditions

3. Mann- Whitney test

4. 1 sample Sign

5. Wilcoxon sign rank test

6. Kruskal Wallis

7. Mood’s Median

8. Friedman ANOVA

9. Summary

Lesson 8: Analyze additional – Categorical and

current reality tree

Section V: Improve

Lesson 1: Pre- Improve consideration

1. Agenda

2. Pre Improve consideration

3. Model adequacy checking

4. Multi Vari Charts

5. 7M tools

6. Activity Network diagram

7. Point and interval Estimation

8. Porter’s five forces

9. Pugh analysis

10. Lean 5 S

11. Summary

Lesson 2: Design of Experiment – Theory

1. Agenda

2. Introduction to DOE

3. Types of designed experiments

4. Main and interaction effects

5. Replication

6. Randomization

7. Blocking

8. Confounding

9. Coding and other DOE term

10. Sum of square analysis

11. Summary

Lesson 3: Design of Experiment – Practice

1. Agenda

2. Introduction to 2 factor factorial design

3. 22

Design

4. 22

Design Summary

5. General 2k

Design

6. Single replicate General 2k

Design

7. Half fractional General 2k-1

Design

8. Quarter fractional General 2k-2

Design

9. 3k

factorial design

10. Response surface design

11. Nested design

12. Split plot design

13. Taguchi’s design

14. Taguchi’s L4 design

15. Taguchi’s L8 design

16. Plackett Burman’s design

17. Quality function deployment (house of

Quality)

18. Summary

Lesson 4: Brainstorming, solution prioritization and

cost benefit analysis

1. Agenda

2. Brainstorming

3. Multi voting

4. Brainstorming, prioritization and cost benefit

analysis

5. Poka Yoka

6. Summary

Lesson 5: Piloting, validating and FMEA

1. Agenda

2. Pilot solution

3. Piloting tools

4. Paired T Test

5. Paired t test interpretation

6. Improve- Next Step

7. Failure Mode Effect Analysis

8. Summary

9. Improve- Activity Summary

Section VI: Control

Lesson 1: Pre-Control consideration

1. Agenda

2. Pre-control consideration

3. Assessing the results of process improvement

4. Rational sub grouping

5. Summary

Lesson 2: Variables and attribute control charts

1. Agenda

2. Concept of variable control charts

3. Variables control charts

4. EWMA charts

5. CUSUM charts

6. Attribute control charts

7. Summary

Lesson 3: Measurement system analysis, control plan

and project closure

1. Agenda

2. Measurements system analysis

3. Control plan

4. Project closure

5. Summary

Lesson 4: Introduction to total productive

maintenance

1. Agenda

2. Total productive maintenance

3. Summary

Appendix A: Sample Six Sigma Black Belt

Projects

Appendix B: How to use MINITAB guidebook

Appendix 3: MS Excel based Six Sigma tool kit

1.1: Agenda

What is Six Sigma Six Sigma Roles and Responsibilities

About Lean Six Sigma Black Belt

Lean Six Sigma Black Belt Roles and Responsibilities

1.2: What is Six Sigma

1. Six Sigma a business philosophy focusing on continuous improvement.

2. It is a set of tools and strategies for process improvement.

3. It seeks to improve the quality of process outputs by identifying and removing any cause of defects and

by minimizing variability in manufacturing and business processes.

4. A Six Sigma defect is defined as anything outside the original customer specifications.

5. To achieve Six Sigma level, a process must not produce more than 3.4 defects per million opportunities.

99.99966% of the products manufactured are statistically expected to be defect-free.

1.3: Six Sigma Roles and Responsibilities

Role Responsibilities

Sponsor Senior executive; sponsors Six Sigma initiative

Champion Mid-level executive evangelizing Six Sigma; provides

resources, and resolves any cross-functional issues

Master Black Belt Black Belt with several Six Sigma projects experience;

coaches, mentors, and trains Black Belts

Black Belt Full-time professional; leads large Six Sigma projects

Green Belt Part-time professional; leads smaller Six Sigma projects

Team Member Brings relevant experience to a particular Six Sigma

project Process Owner Professional responsible and accountable for the business

process that is been improved in the Six Sigma project

Lesson 1: About LSSBB

1.4: About LSSB

1. LSSBB stands for Lean Six Sigma Black Belt.

2. Black Belts are official team leaders of enterprise wide Six Sigma based improvement projects.

3. Black Belts form the main interface and communication channel between top management, Master

Black Belts, and Six Sigma teams.

4. LSS Black Belts are experienced with advanced statistical tools know-how and can mentor Six Sigma

Green Belts in using the right set of tools for completing Six Sigma and Lean projects successfully.

5. LSS Black Belts are expected to complete large-scale enterprise wide projects resulting in aggregate

financial benefits worth at least $200,000 yearly to the organization as tangible benefits.

6. LSS Black Belts are full time roles.

1.5: LSSBB Roles and Responsibilities

1. Ensure Champion’s/Sponsor’s scoped objective is translated to one or more full-scale Lean Six Sigma projects.

2. Validate and setup necessary measurement systems and KPIs (Key Performance

Indicators).

3. Provide technical expertise to Green Belts when needed. Train

Green Belts.

4. Liaise with top management officials.

5. Ensure communication is maintained in a typical Lean Six Sigma top down approach.

6. Conduct Six Sigma toll-gate / review meetings with top management. Close projects

successfully.

7. Report on regular basis the status and progress of all the projects.

8. On project closure, work with finance team and document project results, and share success stories across organization.

2.1: Agenda

Traditional Organization versus Customer Driven Organization

Types of Organizational Roadblocks

Change Resistance Curve

Common Resistance points

Overcoming Resistance Points

Force Field Analysis

2.2: Traditional Organization versus Customer Driven

Organization

Sr. N Traditional organization Customer driven organization

1 Product and planning Product and planning

a Short term focus Long term focus

b Reactionary management Preventive management

2 Performance measure Performance measure

a Based on CSAT Quick ROI

3 Attitude to customers Attitude to customers

a Customers are hostile Customers are the king

b Customers are bottlenecks Customers need to be respected

4 Process management Process management

a Error and defect reduction Error and defect prevention

Lesson 2: Organizational Roadblocks

2.3: Types of Organizational Roadblocks

1. Lean Six Sigma is a fad

By who - Expressed by top leadership

When and Why

After hearing preliminary things about Lean and Six Sigma

How to deal with it

Show them the benefits of Lean Six Sigma by implementing a small scale pilot project or

suggesting an implementation

2. Lean Six Sigma is too statistical

By Who - Expressed by top leadership and also employees

When and Why

After learning Six Sigma is a statistical approach

How to deal with it

Black belts can help them overcome this resistance by explaining one or two statistical

tools.

3. Why should one change?

By Who - Expressed by top leadership

When and Why

After hearing Lean Six Sigma will enforce a culture change

How to deal with it

By explaining change is imperative. It helps in keeping an organization competitive in the

market.

. By Who - Expressed by employees

When and Why

Employees enjoy being in a comfort zone

How to deal with it

By changing, competitiveness to the organization can be ensured, along with upgrading

the skills

4. Non – cooperation from employees

By Who – Expressed by employees

When and Why

A Typically happens while implementing new process, due to resistance to adapt to new

processes

Also, due to fear of admitting mistakes of the past

How to deal with it

Build trust in employees that they wouldn’t be penalized for past mistakes

Encourage the “Move Ahead” philosophy.

Ensure employees are involved in designing and setting up the new processes

The starting point is: To communicate and ensure employees are convinced not to resist change. Important: No use of ‘force tactics’ to convince employees.

5. Wrong team members

By Who - Observed within the team members

When and Why

Happens when a team has several members possessing the same skill-sets. Duplication of thoughts leads to change efforts falling flat. No creativity or lack of creativity in ideas is perceived.

How to deal with it

Choose team members on different skill-sets

Choose team member based on four factors

a. Capability

b. Creativity

c. Willingness

d. Ability

6. Fear of measurements

By Who - By employees

When and Why

As things get measured, people become reluctant. They fear that their performance will get measured which might involve additional scrutiny. They fear that it will impact their performance reviews.

How to deal with it

Provide confidence to employees that the measurement will be only used to improve the

process and not people

The data will never be used for performance reviews

7. Fear of job elimination

By Who - Observed within team members

When and Why

As things improve, less people will be needed to get the work done and as a result of people may lose job.

How to deal with it

Provide confidence to employee that the improvements will lead to doing more with less.

Improvements will lead to better quality, lower cost, and higher profit. Will help people

to have jobs even in tough times

2.3.1: Black Belts’ role in dealing with organizational roadblocks

i. Communicating the change efforts from the top management to all employees.

ii. Ensuring incentive and reward schemes for projects are identified, communicated to top management, followed up with top management, and communicated back to the employees.

iii. Communicate effectively and ensure transparency amongst team members.

iv. Play an important and neutral role in selecting Six Sigma team (BB: GB Ratio to be 1:6).

v. Provide confidence that measurements and improvements are for overall organization’s good and aligns

with broader goal. The data collected will not be used to measure performance.

2.4: Change Resistance Curve

.

2.4.1: Organizations are split into

15% Supportive

70% Neutral

15% Resistant

Don’t bother about 15% supportive as they would support change anyways

Don’t bother about 15% resistant as they would resist change anyways

Spending any time with the resistant population is a waste

2.4.2: Why?

Focus on the 70% neutral and get them moving with the change

The resistant minority is the most vocal opposing any possible change effort.

By being vocal, it is able to distract organization’s management.

If the management gets distracted, the 70% neutral majority will feel that the management wasn’t

serious about the change.

Which area would you focus more on?

2.4.3: What happens to the resistors then?

The 15% supportive population would always support the change effort.

If focus is on working with the 70% neutral populace, they can move to the supportive section.

The 15% resistant population now is in absolute minority with no possibility of neutral folks joining

them.

When 85% of the people are embracing the change and the benefits are seen, the 15% resistant

population will slowly start moving to the supportive zone

In most cases, the 15% resistant people move over to support the change effort, fearing isolation.

Important: Always work on the 70% neutral category to enable them to overcome change resistance

2.4.4: Common factors or points showing resistance to change are:

Ignore the new process or the change

Thought – Ignore the new process and it will fade away.

When – Usually happens with teams that are established and have delivered results

with the earlier process.

Fail to understand

Thought – By expressing their inability to comprehend on a regular basis, make it tough for

change efforts to bear fruit

When – Typically happens with teams that are established. Moderate experience teams typically

do not do this as they fear that it may backfire

2.4.5: Disagree with the validity of the benefits

i. Thought – By disagreeing, the management can and will re-think on introducing the change

ii. When – The benefits, calculations, and projections are not based on standard company practices

and norms.

2.4.6: Criticize new set of tools or applications

i. Thought – By talking about challenges and shortcomings of the new tools and impact on

productivity, the management will abandon the new set of tools

ii. When – The team members have not been involved for identifying the right set of tools and

applications for the improvements

2.4.7: Delay the implementation

i. Thought – Delaying implementation reduces the interest in the change and delays the overall

benefits realization.

ii. When – Team members do not want to be vocal about resistance as they fear it may backfire.

They adopt this technique of delaying it

2.4.7: Overcoming Resistance Points

S.N Resistance point How to overcome/Approach

1 Ignore the new process Involve few folks while creating new process

2 Inaccurate understanding Newsletters, check sheets, one-one

3 Disagree with validity Use standard measurement and benchmarking

technique and involving them in calculations

4 Criticizing tools or applications Feedback loop, weekly reviews

5 Delaying the implementation Communicate the need for immediate change and

incentivize

2.5: Force Field Analysis

Present

State or

desired

state

2.5.1: Force Field Analysis

1) Conceived by Kurt Lewin

2) The thought – “An issue is held in balance by interaction of two opposing sets of forces – those that

seek to promote change and those that seek to maintain status quo.”

3) Forces that seek to promote change – Driving forces.

4) Forces that seek to restrain change – Restraining forces.

Driving force = Restraining forces >> No change possible.

Driving forces < Restraining forces >> Negative change or undesirable change.

Driving forces > Restraining forces >> Change accomplished.

2.5.2: Steps to do force field analysis

1) Define the future change – Write the goal or future state.

2) Brainstorm the driving forces – Write down factors that are FOR the change.

3) Brainstorm the restraining forces – Write down factors that are AGAINST the change.

4) Evaluate the forces – Rate the driving and restraining forces on a scale of 1 – 5 (1 being weak and 5

being strong.)

5) Review the rating – Check for flexibility in the forces.

6) Strategize and prioritize – Brainstorm with team on possible counter-action plan.

2.5.3: Limitations of Force Field Analysis

1) Amount of subjectivity involved in assigning ratings to driving forces

2) Concept of force field analysis applicable only in limited settings and is not a universal model.

3) Confusion in assigning one-off force as a responsible factor

4) Possible chance of a bias

Important: Force field analysis is one of the first pre-define tools to be used by an LSS Black Belt.