JQRO - Lean 6 Sigma For Sponsors - Training Manual (Rev 03 - 2020.07.25) - SV

Automotive Experts
JOYSONQUIN Automotive Systems GmbH / KORN CONSULT GROUP

Lean 6 Sigma Training for Sponsors
Dan Tulvan, 25.07.2020
© Copyright 01/2020 - KORN CONSULT GROUP www.korn-consult.com confidential - only for internal use - Page 1
JOYSONQUIN Lean 6 Sigma Training for Sponsors
Content
 What is Lean 6 Sigma Training for Sponsors?

 What is Lean 6 Sigma?
 Letter to Lean 6 Sigma GB Project Leader
 Letter to Lean 6 Sigma Project Sponsor
 Lean 6 Sigma Project Sponsor’s Workshop
JOYSONQUIN Lean 6 Sigma
1. What is Lean 6 Sigma Training for Sponsors?
Sponsor Training
 The Sponsor programme is designed specifically for delegates who expect to sponsor Lean Six
Sigma projects or programmes.
 The course provides a summary of the fundamentals of Lean Six Sigma as well as a thorough
understanding of the responsibilities and accountabilities of a Sponsor.
Training Method
 A combination of learning styles are accommodated in the training with information presented
verbally as well as through practical exercises.
 Each delegate will be provided with a training manual at the start of the course.
Course Duration
 The standard course duration is 0.5 days.
 In addition, it is recommended to continue with a 0.5 days Practical Case
 Workshop with Sponsors Team Members for selection of the Lean 6 Sigma Improvement
Projects
1. What is Lean 6 Sigma Training for Sponsors?
The course provides overview training The objectives of the course are that
on the Lean Six Sigma DMAIC participants will:
methodology and includes:
• Short presentation of DMAIC • Have a basic understanding of the

Methodology & Tools DMAIC Methodology and most used
• The role of the Sponsor DMAIC Tools
• Sponsor responsibilities and • Have an overview on how Belts will use
accountabilities this to deliver successful projects.
• Other project roles and responsibilities • Understand the value of good
• Identifying, scoping and selecting sponsorship.
suitable projects • Be confident to take on the role of a
• Project Gate Reviews Sponsor.
2. What is Lean 6 Sigma?
What is 6 Sigma Quality (1/2)

To achieve Six Sigma Quality, a process must
produce no more than 3.4 defects per million
opportunities (DPMO)
An "opportunity" is defined as a chance for non-

conformance, or not meeting the required
specifications
This means we need to be nearly flawless in executing

our key processes
What is 6 Sigma Quality (2/2)

Lower Specification Limit Customer Target Upper Specification Limit
0.00017% 0.00017%
1.7 ppm 1.7 ppm
6s 6s
= 99.99966% of data inside the limits (Cp = 2)
Origins of Six Sigma?
• Six Sigma was developed by Motorola in 1987

- Why: to improve quality standards /system
• Six Sigma was adopted by GE in 1995
• Other organizations adopted Six Sigma Concepts in early stages
- AlliedSignal, Siebel, Bombardier, Lockheed Martin, Kodak, Sony, Nokia,
Siemens, BBA, Seagate, Compaq, Toshiba, Amex, etc.
History of Six Sigma?

• Motorola launch 6 • GE introduce its specific 6
Sigma Program Sigma Program and add “D”
in DMAIC cycle
1985 1987 1990 1993 1995 2000 2003
• Dr Mikel J Harry publish a • Allied Signal introduce • Development of 6 Sigma: Dupont,

book about quality failures in its specific 6 Sigma 3M, Sun Microsystems, Raytheon,
early development stages Program Boeing, Lockheed-Martin, Bank-of-
America, American Express, HSBC,
John & Johnson, Ford, Toshiba,
Sony, Nissan, Samsung… and many
others continue
Total Quality Management

History
Lean Manufacturing /
Six Sigma (Motorola, GE)
Management (Toyota)
Striving for dramatic revolutions by Striving for continuous improvement.
means of projects.
Focus on improving output precision. Focus on reduction of product stocks
and process waste.
Goal: Reducing cost of bad quality. Goal: Short cycle times and just in time
production and service.
Lean Six Sigma
Why Lean 6 Sigma?

• Experts today try to combine the methods to get the best of both world
• Six Sigma is “TQM on steroids”:
• Expertise in Statistics
• Focus on Costs and Variation Reduction
• Lean applies a “pull” approach on operations
• Focus on Production, i.e. it is driven from the output side, not input.
• Focus on Internal and External Customer Relationship
• Focus on Waste Reduction
Why Lean 6 Sigma?

• Lean 6 Sigma combines efficiency and effectiveness, driving process excellence,
customer satisfaction and growth
The Problem-Solving Continuum

Decision-Making Growth Path:
Very Simple More
Types of Problems
Complex
Intuition, Gut Feel, Raw Data Graphs/Charts Advanced

‘I think’ Gathered and Generated and Statistical Tools
Evaluated Used to Evaluate Used to Evaluate
Data Data
Using simple methods on complex problems is a very risky

approach
Harvesting the Fruits of Lean 6 Sigma

Sweet Fruit
• Design for repeatability
• Process enhancement
Bulk of Fruit
• Process characterization
and optimization
Low Hanging Fruit

• Seven basic tools
Ground Fruit
• Logic and intuition
Lean Six Sigma Implementation Approach

 Organizations using Lean Six Sigma focus on improvement
programs realization in a scientific and practical ways
Scientific Method: “Show me

• Structural Approach the data”
• Utilization of Quantitative Data
“Show me
the money” Practical Method:
• Focus on Financial Results
• Starts with Voice of the Customer
Principles in Lean Organizations

5. Lean continues with
permanent actions to 1. Customer
achieve overall perfection define the Value
and robust system
4. Customer Order determine 2. Organization define value

“pull” production system for creation flow and act to
product and service eliminate waste
3. Organization
realize
continuous flow
for key activities
Value Define Value Realize Value Realize Pull Optimize Value

Identification Creation Flow Creation Flow Flow Creation Flow
5 Phases in Lean Transformation of an Organization
# Lean Step Description

1 Value Define value starting from Customer
2 Value Define Value Creation Flow breaking down the department barriers / borderlines
• Determine steps and activities that are needed from Customer point of view
Stream • Eliminate steps without value add and limit impact of steps with necessary non value add
activities (imposed by specific restrictions)
3 Flow Organize value add steps in a logical way
• Target is to realize as much as possible One Piece Flow (OPF)
• Introduce Visual Management to highlight abnormal situations (errors, stocks, delays, etc)
4 Pull Realize activities in Customer Takt Time

• Implement Pull Flow Production (Pull Principle) to start activities
• Implement Visual System of Kanban to manage Pull Production
5 Perfection Realize Continuous Improvement Culture:
• Strengthen organization capacity to solve problems
• Identify improvement directions and involve entire organization in achieving the targets
DMAIC Methodology
Major Sign Off

Gate Gate
Review
Define Review
Measure Analyze Improve Control
Gate Gate Major

Review Review Gate
Review
6 Sigma Fundamentals
Question 6 Sigma Step Description

Q1: What is the Define • Define a strategical problem to solve
Problem?
Q2: Where is the Measure • Measure actual process performance that need
Process Now? improvement
Q3: What is the Analyse • Analize process to establish the root cause of the actual
Root Cause? process performance problem
Q4: What can we Improve • Improve process by analyzing and testing potential
do to Improve? solutions to establish a robust process
Q5: How can we Control • Control improved process by standardization and

Maintain? continuous improvement approach
3. Letter to Lean 6 Sigma GB Project Leaders (1/2)
Dear Lean 6 Sigma GB Project Leader,
I am delighted to know that you are starting our common Lean 6 Sigma GB Development Program.
It is a great opportunity to give you the skills and experiences you need to improve your day to day work and
in your professional life ahead.
In my role as the Lean 6 Sigma Trainer, I have seen first-hand how Lean 6 Sigma GB Development Programs
work in action and the positive impact they have had on those who undertake them.
I have also met a number of “Lean 6 Sigma Ambassadors” who have finished similar Lean 6 Sigma GB
Development Programs and are now going on to inspire and encourage others to take up similar Lean 6
Sigma GB Development & Leadership opportunities.
Every Lean 6 Sigma Supporter counts. No matter who you are, or where you are from, or whatever you want
to do, a Lean 6 Sigma GB Development Program will open up doors for you. Lean 6 Sigma GB Development
Program will let you get the skills you need; skills which you will take with you into your job. Lean 6 Sigma
Supporters gain confidence in their talents, approach new situations maybe outside their comfort zone, new
dreams and aspirations are unlocked.
3. Letter to Lean 6 Sigma GB Project Leaders (2/2)
Dear Lean 6 Sigma GB Project Leader,
When working with a Lean 6 Sigma Supporter, an employer expects significant benefits for the business:
fresh talent, new ideas, and a better-prepared workforce.
But you as Lean 6 Sigma Supporter should have high expectations, too, and make sure you get the best out
of your Lean 6 Sigma GB Development Program and the training that you need.
You should be aware that:
Lean 6 Sigma GB Development Program will be deployed in Several Stages as per our common Development
Program;
Part of your Lean 6 Sigma GB Development Program should involve Off The Job Training; and
There should be regular assessments of your progress in Lean 6 Sigma Approach/Lean 6 Sigma Initiatives
I wish you the very best of luck as you start your Lean 6 Sigma GB Development Program, and all good
wishes for the future.
Dan TULVAN
4. Letter to Lean 6 Sigma Project Sponsors
Dear Lean 6 Sigma Sponsor,
You have provided several employees with Lean Six Sigma Green Belt training / development
program and you want to ensure you receive a good Return On Investment.
You know that this can only be achieved through the successful completion of Green Belt (GB)
projects and so now your question is, as a Sponsor, how can you increase the chance of your GBs
delivering those projects?
As an experienced Lean Six Sigma Black Belt, I am happy and able to provide a few tips that will
help you with …
• (1) Project selection
• (2) Your Role and DMAIC
• DMAIC General
• DMAIC Phase Specific
1. Green Belt Project Selection (1/2):
As a Sponsor, your first challenge is to make sure that the Green Belts are given the right projects
to work on. During this step, it is important to bear in mind that Lean Six Sigma’s powerful DMAIC
methodology is designed for a specific type of project and so not all problems will require LSS.
In general, projects can be broken into a number of different types:
1. Green Belt Project Selection (1/2):
All of these can make great general projects, but they don’t really require the LSS DMAIC
methodology. So what types of project is LSS DMAIC useful for?
A good rule of thumb is that if you already know what

needs to be done to solve a problem, then don’t give this
to the Green Belts as an LSS project.
Good LSS Project Sponsors, therefore, look for issues
where the causes and solutions are not known and
carefully work with them to formulate the ‘Problem
Statement’.
2. Your Role and DMAIC-General (1/2):
The DMAIC methodology that your Green Belts will use views for Define, Measure, Analyse,
Improve and Control.
These are called the Project Phases and each phase is supported by its own set of actions and
tools.
The Green Belts will apply the methodology to the problem they are given alongside an
interdisciplinary team that they must select.
As the Green Belts work on their project, they will need the support of
• you as “LSS Project Sponsor” and also
• the local process manager, known as the “Process Owner”
2. Your Role and DMAIC-DMAIC General (2/2):
Your job is to first ensure the Green Belts work on the right project and then to provide concrete
organisational support during LSS Project Development along DMAIC methodology.
This takes the form of:

• Providing resources (money, people and time)
• Providing focus (ensuring ‘Scope Creep’ for instance)
• Breaking down any organisational barriers they may run into
• Ensuring that the Process Owner thoroughly supports the project team with:
• expertise and
• access to the process, its people and to data
2. Your Role and DMAIC-D Phase Specific:
DEFINE TIP 1: Generate a Good Problem Statement

DEFINE TIP 2: Allocate Time for GB Project Leader
DEFINE TIP 3: Organise Cross Function Team Activities
DEFINE TIP 4: Stakeholder Concrete and Demonstrable Support
2. Your Role and DMAIC-M Phase Specific:
MEASURE TIP 1: Imagine Relationship between Y(s) and X(s)

MEASURE TIP 2: Collect Good Quality Data
MEASURE TIP 3: Deal with Unstable Processes
MEASURE TIP 4: Deal with Special Causes
2. Your Role and DMAIC-A Phase Specific :
ANALYSE TIP 1: Focus on Actual Problem

ANALYSE TIP 2: Prioritise Problem Headers
ANALYSE TIP 3: Find Real Root Cause
2. Your Role and DMAIC-I Phase Specific:
IMPROVE TIP 1: Precise Action Plan

IMPROVE TIP 2: Selective Solution Approval Process
2. Your Role and DMAIC-C Phase Specific (1/1):
CONTROL TIP 1: Control of Inputs (Xs)

CONTROL TIP 2: Hypothesis Testing and Project KPIs
CONTROL TIP 3: Hand over to Process Owner
CONTROL TIP 4: Regular Project Reviews
2. Your Role and DMAIC-General:
The role of Lean Six Sigma Sponsor is a significant one. Although not directly involved,
your input, commitment, and support can be the difference between make or break for
the project.
As a first time Project Sponsor, this responsibility is not always easy and it can be difficult
to know what to do.
Finally, good luck, and remember that although you should not have to devote many of
your valuable hours to each project, as Project Sponsor, your role is vital in the success of
the project.
Dan TULVAN
5. Lean 6 Sigma Workshop for Project Sponsors
Project Selection Process (1/6)
Project selection is one of the most critical and challenging activities faced by 6 Sigma
companies. Most companies are able to identify a lot of project opportunities, but the difficulty
arises in sizing and packaging those opportunities to create important projects.
To be successful, the project selection process must be well defined and controlled.
A 3 Steps Project Selection Model can be used:
Step 1: Step 2: Step 3:

Establish a Generate Assess and Prioritize
Steering Committee Project Ideas Projects
Step 1 – Establish a Project Selection Steering Committee
A project selection steering committee should include:

Managers who have been trained as Six Sigma Champions/Sponsors,
Key Six Sigma knowledge resources, such as the Deployment Champion and Black Belts, who
bring experience in determining the feasibility and manageability of projects under
consideration.
Step 2 – Generate Project Ideas (1/3)
The frustrations, issues, problems and opportunities visible inside the company are key sources
of potential projects. These ideas should be examined during a project selection workshop.
Two weeks before the workshop, the project Champions each compile a list of project
opportunities from their areas, keeping in mind that Six Sigma projects should align with the
organizational strategy and be linked to core business issues.
Using predefined guidelines, the opportunities are accompanied by supporting project rationale
data including defect type, historical volumes and financial impact. The Project Champions meet
with their team members to identify which process improvements are beneficial to the business,
customers and employees.
Project Selection Process (4/6) 1. Defect Reduction:

• Is any scrap produced by the process?
• Is anything falling outside of the desired
Step 2 – Generate Project Ideas (2/3) specifications?
• Where are high volumes of defects and/or rework
occurring?
To help generate viable project ideas, the project • Does the process have a high degree of variation?
• Where do inputs need controls in order to produce a
Champions should ask the following questions: consistent output?
• Can scientific adjustments to the process create robust
changes?
And/ Or
2. Cycle Time Reduction:
• Are there any processes that rely on multiple hand-offs
between individuals?
• Is the process producing less than expected?
• Is the process requiring a lot of overtime?
• Is the process interrupted with computer/machine
downtime?
And/ Or
3. Resource Consumption Reduction:
• Does the process experience high variation in the
material consumption?
• Is the process requiring more labour to do the job?
Step 2 – Generate Project Ideas (3/3)
Once identified, project information is summarized in a standardized quad chart format used to
present to the steering committee:
Project Need/Statement: Current Process Impact:

• Sentencing Defining the Problem • Quantifiable Results of Current Process
• Results of Problem Specific to this Problem (no generic
statements allowed)
6 Sigma Objective Benefits: Milestones and Deliverables:
• Objective of Project, Relating how 6 Sigma will be
utilized Phase SC D M A I C
• Benefits specific to this Project (no generic statements Month 1 2 3 4 5 6
allowed)
• For each phase use a Pre-defined List of Requirements

to identify Key Items that will be the Main Driver to
accomplish the Goal of that Phase
Step 3 – Assess and Prioritize Projects

Project Selection Matrix
During the formal project selection workshop, all identified projects are reviewed together to
Project Number 1 2 3 4 5 6 7 8 9 10
determine integration opportunities and review expected benefits.
Project G
Project D
Project H
Project A
Project E
Project B
Project K
Project F
Project C
Project L
Project Number
Existing projects also are included in this review and all projects are then ranked to determine
Project Description/Potential Project Title (Y)
prioritization using a project selection matrix

Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Project Owner/Champion
Priority X Correlation with Y

Nr Project Characteristic (Y)
(1-10) (1 = weak, 3 = moderate, 9 = strong)
1 Is it likely that the project can be completed within six months? 7 3 3
2 Does the project represent a significant improvement in quality? 10 3 3
3 Does the project justify the deployment of a Six Sigma team? 8 9 3
4 Can the project support a minimum 2:1 ROI regardless of capital investment? 8 9 3
5 Does it appear a minimum of investment will be required to solve the problem? 8 3 3
6 Is the problem easily defined (the function, Y, the defect, Xs)? 9 3 3
7 Will success significantly improve customer satisfaction? 3 3 9
8 Is the process currently measured? 3 9 3
9 Is the process measurable? 6 3 9
10 Is it likely that the solution will be highly leverageable? 4 6 3
11 Is the scope of the proposed project appropriate? 8 3 3
12 Does it appear that Six Sigma DMAIC is the right problem-solving approach? 7 9 3
13 Is success likely? 8 9 3
Overall 483 321 0 0 0 0 0 0 0 0

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Automotive Experts

JOYSONQUIN Automotive Systems GmbH / KORN CONSULT GROUP

 What is Lean 6 Sigma Training for Sponsors?

• Short presentation of DMAIC • Have a basic understanding of the

What is 6 Sigma Quality (1/2)

An "opportunity" is defined as a chance for non-

This means we need to be nearly flawless in executing

What is 6 Sigma Quality (2/2)

Origins of Six Sigma?

• Six Sigma was developed by Motorola in 1987

History of Six Sigma?

1985 1987 1990 1993 1995 2000 2003

• Dr Mikel J Harry publish a • Allied Signal introduce • Development of 6 Sigma: Dupont,

Total Quality Management

Lean Six Sigma

Why Lean 6 Sigma?

Why Lean 6 Sigma?

The Problem-Solving Continuum

Intuition, Gut Feel, Raw Data Graphs/Charts Advanced

Using simple methods on complex problems is a very risky

Harvesting the Fruits of Lean 6 Sigma

Low Hanging Fruit

Lean Six Sigma Implementation Approach

Scientific Method: “Show me

Principles in Lean Organizations

4. Customer Order determine 2. Organization define value

Value Define Value Realize Value Realize Pull Optimize Value

5 Phases in Lean Transformation of an Organization

# Lean Step Description

4 Pull Realize activities in Customer Takt Time

Major Sign Off

Measure Analyze Improve Control

Gate Gate Major

Question 6 Sigma Step Description

Q5: How can we Control • Control improved process by standardization and

Dear Lean 6 Sigma GB Project Leader,

Dear Lean 6 Sigma GB Project Leader,

Dear Lean 6 Sigma Sponsor,

1. Green Belt Project Selection (1/2):

1. Green Belt Project Selection (1/2):

A good rule of thumb is that if you already know what

2. Your Role and DMAIC-General (1/2):

2. Your Role and DMAIC-DMAIC General (2/2):

This takes the form of:

2. Your Role and DMAIC-D Phase Specific:

DEFINE TIP 1: Generate a Good Problem Statement

2. Your Role and DMAIC-M Phase Specific:

MEASURE TIP 1: Imagine Relationship between Y(s) and X(s)

2. Your Role and DMAIC-A Phase Specific :

ANALYSE TIP 1: Focus on Actual Problem

2. Your Role and DMAIC-I Phase Specific:

IMPROVE TIP 1: Precise Action Plan

2. Your Role and DMAIC-C Phase Specific (1/1):

CONTROL TIP 1: Control of Inputs (Xs)

2. Your Role and DMAIC-General:

Project Selection Process (1/6)

A 3 Steps Project Selection Model can be used:

Step 1: Step 2: Step 3:

Project Selection Process (2/6)