01

Project identification

02
Voice of the Customer

2. 03
Project Management Basics

Define Phase 04
Management and Planning Tools

05
.

Business Results for Projects

06Team Dynamics and Performance

 01
Project selection

2A. 02
Process elements

Project 03
Benchmarking

.
Identification 04
Process inputs and outputs

05Owners and stakeholders

Six Sigma Project Selection
❖External Sources:
❖Voice of Customer
❖ What are we falling short of meeting
customer needs?
❖ What are the new needs of
customers?
❖Voice of Market
❖ What are market trends, and are we
ready to adapt?
❖Voice of Competitors
❖ What are we behind our competitors?
Six Sigma Project Selection
❖Internal Sources:
❖ Voice of Process
❖ Where are the defects, repairs, reworks?
❖ What are the major delays?
❖ What are the major wastes?
❖ Voice of Employee
❖ What concerns or ideas have employees or
managers raised?
 Six Sigma Project Selection
Sweet Fruit
Design for Repeatability

Bulk of Fruit
Process Optimization

Low Hanging Fruit

Seven Basic Tools

Ground Fruit
Logic and Intuition
 Qualifications of a SS Project

1 There is a gap between current and desired /

needed performance.

2 The cause of problem is not clearly

understood.

3 The solution is not pre-determined, nor is

the optimal solution apparent.
 01
Project selection

02
Process elements

2A. 03
Benchmarking

Project 04
Process inputs and outputs
Identification
05
.

Owners and stakeholders

 Process: Series of steps to produce a
Process product or service.
Improve processes to improve the organization as a whole.

Feedback

Input Process Output

Y = f(X)
Process

Accounts
Sales Manufacturing Logistics
Receivable

Fulfill Order

Processes cross various functional areas

 01
Project selection

02
Process elements

2A. 03
Benchmarking

Project 04
Process inputs and outputs
Identification
05
.

Owners and stakeholders

 The process of comparing

2A-3
one's business processes and
performance metrics

Benchmarking to
.
industry bests and best practices
from other companies.
 2A-3
01
Process benchmarking
Example: Delivery

02
process, Billing process
Types of
Benchmarking Performance benchmarking
Features of products and services

03
.
e.g. mileage, download speed

Strategic benchmarking
How companies compete
 2A-3
01
Internal Benchmarking
Easy access to sensitive information
Less time and resources required

Types of Limited gain because internal benchmark

might not be the best in class.

.
Benchmarking
02
External Benchmarking
 01
Project selection

02
Process elements

2A. 03
Benchmarking

Project 04
Process inputs and outputs
Identification
05
.

Owners and stakeholders

 Suppliers Inputs Process Outputs Customers

SIPOC
TO FAMILIARIZE WITH
THE PROCESS

To identify all relevant

elements of a process
improvement project before
starting the work.
 01
Project selection

02
Process elements

2A. 03
Benchmarking

Project 04
Process inputs and outputs
Identification
05
.

Owners and stakeholders

 Owners and Owner, Managers

Stakeholders
Process Owners, Suppliers,
Customers Employees,
Partners

TO IDENTIFY THE
PROCESS OWNERS
Local Community,
AND
Associations, Media
OTHER STAKEHOLDERS

Public
 01
Project identification

02
Voice of the Customer

2. 03
Project Management Basics

Define Phase 04
Management and Planning Tools

05
.

Business Results for Projects

06Team Dynamics and Performance

 01
Customer identification

2B.
Voice of the 02
Customer data

03
.
Customer
Customer requirements
 Customer ❖ Internal Customers
❖ The notion of an internal customer
Identification was popularized by Joseph Juran
❖ External Customers
INTERNAL ❖ Intermediate Customer
VS ❖ Customer
EXTERNAL
❖ Consumer
 01
Customer identification

2B.
Voice of the 02
Customer data

03
.
Customer
Customer requirements
Customer Data Collection
SURVEYS
Listen to your customers, Mail, Phone, Web surveys,
Feedback

FOCUS GROUP
A group of people are asked about their perceptions,
opinions, beliefs, and attitudes.

INTERVIEWS / MEETINGS

OBSERVATIONS
 Surveys
❖ What is the goal of the survey?
❖ Clarity of questions
❖ Unambiguous
❖ Scale of 1 to 10
❖ Historical relevance (to compare year
to year change)
❖ Open ended questions
❖ Review the survey
❖ Send the survey to target audience
❖ Analyze
 Review Surveys Questionnaire

❖ Eliminate vagueness
❖ Eliminate ambiguity
❖ Eliminate unintended biases

❖ Include NA and Other choices

5-6 days, 4-5 days, 3-4 days and 1-3 days.

Which online course would you take to prepare for CSSGB exam?
 Focus Group
❖ A group of people are asked about
their perceptions, opinions, beliefs,
and attitudes.
❖ Generally 6-10 people having open
discussion with skilled moderator.
 Focus Group
❖ Engagement questions
❖ Start discussion to make participants
comfortable with the process.
❖ Exploration questions
❖ Main questions
❖ Exit question
❖ Anything else members want to add
 01
Customer identification

2B.
Voice of the 02
Customer data

03
.
Customer
Customer requirements
 ❖ Developed by Yoji Akao in 1970s.
Customer ❖ Quality Function Deployment

Requirements
(QFD) is a method to acquire and
analyze the voice of the customer
and then transform it into product
USING QFD requirements and quality
assurance measures throughout
the design, build, test,
commercialization, and even
product retirement process.
 Customer
Requirements
USING QFD
2022 – Changes in the BoK – 2B
Voice of the customer (VOC)
❖ Voice of the customer (VOC) is a term used to describe the
in-depth process of capturing a customer's expectations,
preferences and aversions. (stated and unstated)
Critical to Quality (CTQ)
❖ VOCs can be vague and difficult to define, that’s where
CTQs come in.
❖ The customer may identify a requirement that is difficult to
measure directly so it will be necessary to break down what is
meant by the customer into identifiable and measurable
terms
Critical to Quality (CTQ)
VoC Drivers CTQ
Time –
Registering to
calling < 5 mins.
Timely
Time – Doctor
consulting > 10
mins
Good service in
Cleanliness
clinic

Cost

Less Specific More

Hard Hard/Easy Easy

to Measure
Critical to X (CTX)
❖ Here X can be:
❖ Quality
❖ Safety
❖ Cost
❖ Etc.
Kano Model
❖ The Kano model is a theory of product development and
customer satisfaction developed in the 1980s by Professor
Noriaki Kano, which classifies customer preferences into
❖ Must-be quality (basic)
❖ One-dimensional quality (expected, performance needs)
❖ Attractive quality (delighter)
❖ Indifferent quality
❖ Reverse quality
Kano Model
❖ Must-be quality (basic)
❖ One-dimensional quality (expected,
performance needs)
❖ Attractive quality (delighter)
❖ Indifferent quality
❖ Reverse quality
 1. Must-be
❖ Basic requirements of a product or
service
❖ The absence of these lead to high
dissatisfaction
 2. One-dimensional

❖ These features lead to a proportional

increase in customer satisfaction
 3. Attractive
❖ These features lead to disproportional
increase in customer satisfaction
❖ If you do not include them, customer
might not even notice that
❖ But if you include them the customer
will be excited
 4. Indifferent
❖ These features do not have any effect on
the customer satisfaction.
❖ It really does not make any difference if
you add them or not add them.
 5. Reverse

❖ Presence of these features lead to

extreme dissatisfaction, and the absence
of them leads to the customer
satisfaction
 01
Project identification

02
Voice of the Customer

2. 03
Project Management Basics

Define Phase 04
Management and Planning Tools

05
.

Business Results for Projects

06Team Dynamics and Performance

 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Key Elements of Charter
Project ❖ Problem Statement
❖ Project Scope
Charter ❖ Goals and Objectives (metrics)
❖ Project Plan – DMAIC start/end
THE CONTRACT
Problem Statement
What is the problem? Magnitude of the problem, where, when etc.

Poor weld quality leading to losses.

In our welding shop the average weld repair rate for last 3
months has been 4.5% as against the maximum target of
1%. Poor quality welders are adding to the cost and
delaying production.

In our welding shop the average weld repair rate for last 3
months has been 4.5% as against the maximum target of
1%. This is adding to the cost and delaying production.
 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Key Elements of Charter
Project ❖ Problem Statement
❖ Project Scope
Charter ❖ Goals and Objectives (metrics)
❖ Project Plan – DMAIC start/end
THE CONTRACT
 Project Scope
❖ Just the right size:
❖ Not too big – “solving world hunger
issue”
❖ Not too small
❖ Is it doable in 2-3 months?
❖ Depth and width of scope:
❖ Depth is vertical – from
purchase>receiving
inspection>production>
assembly>dispatch
❖ Width is horizontal – production >
machine 1, 2, 3, 4 … / Location a, b, c,
d…
 Project Scope
❖ If scope is too wide then you
might consider doing Pareto
Analysis and select the “vital
fews”.
❖ It defines the project starting
point and ending point.
“From receiving of welding
consumables - to the testing of
weld”
❖ Defines in and out of scope.
In scope: Welding at weld shop
Out of scope: Welding done during
assembly
 Project Scope

Stat > Quality Tools > Pareto Chart …

 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Key Elements of Charter
Project ❖ Problem Statement
❖ Project Scope
Charter ❖ Goals and Objectives (metrics)
❖ Project Plan – DMAIC start/end
THE CONTRACT
 Project Metrics
❖ Needs to be aligned with the
Problem Statement.

❖ Problem Statement:
In our welding shop the average weld repair rate
for last 3 months has been 4.5% as against the
maximum target of 1%. This is adding to the cost
and delaying production.
❖ Metrics:
weld repair rate
 Project Metrics
❖ Monetary Benefits
❖ Increased sale and revenue
❖ Reduce cost
❖ Avoid cost
❖ Avoid investment
❖ Cycle time reduction
❖ Reduced inventory

❖ Nonmonetary Benefits
❖ Customer satisfaction
❖ Employee satisfaction
❖ Reputation
 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Key Elements of Charter
Project ❖ Problem Statement
❖ Project Scope
Charter ❖ Goals and Objectives (metrics)
❖ Project Plan – DMAIC start/end
THE CONTRACT
 Project Planning
Tools
• Gantt Charts
• Critical Path Method (CPM)
• Program Evaluation and Review
Technique (PERT)
 Gantt Charts
❖ A Gantt chart is a type of bar chart,
❖ Gantt charts illustrate the start and
finish dates of the terminal
elements and summary elements
of a project.
Gantt Charts
Critical Path Method (CPM)
❖ CPM is commonly used with all
forms of projects
❖ It includes:
❖ A list of all activities required
to complete the project
❖ The time (duration) that each
activity will take to complete,
❖ The dependencies between
the activities and,
❖ Logical end points such as
milestones or deliverable
items.
Critical Path Method (CPM)
❖ Predecessor and Successor?
❖ A predecessor is an activity
whose start or finish controls
start or finish of another activity.
❖ A successor is an activity whose
start or finish is controlled by
start or finish of another activity.
Activity Duration Depends on
(Predecessor)
A 2
B 4 A
C 1 A
D 2 B
E 7 B, C

CRITICAL PATH METHOD (CPM)

Slide 62
Activity Duration Depends on
(Predecessor)
4 2
A 2
2 B D
B 4 A
C 1 A
Start A End

D 2 B C E
E 7 B, C 1 7

CRITICAL PATH METHOD (CPM)

Slide 63
 4 2

B D

Start A End

1 7

C E

CRITICAL PATH METHOD (CPM)

Slide 64
ES – Early Start
EF – Early Finish 4 2
2 6 6 8
B D

ES 2 EF
0 2
Start A End

1 7
2 3 6 13
C E

CRITICAL PATH METHOD (CPM)

Slide 65
ES – Early Start
EF – Early Finish 4 2
LS – Late Start 2 6 6 8
LF – Late Finish B D
2 6 11 13
ES 2 EF
0 2
Start A End

0 2 1 7
LS LF 2 3 6 13
C E
5 6 6 13

CRITICAL PATH METHOD (CPM)

Slide 66
Critical Path Method (CPM)
❖ Float
❖ Float or slack is the amount of
time that a task in a project
network can be delayed
without causing a delay
❖ Critical Path
❖ An activity on critical path has
"zero free float"
Float = LS – ES or LF - EF
4 2
2 6 6 8
B D
2 6 11 13
ES 2 EF
Float = 0 Float = 5
0 2
Start A End

0 2 1 7
LS LF 2 3 6 13
C E
Float = 0
5 6 6 13
Float = 3 Float = 0

CRITICAL PATH METHOD (CPM)

Slide 68
Float = LS – ES or LF - EF
4 2
2 6 6 8
B D
2 6 11 13
ES 2 EF
Float = 0 Float = 5
0 2
Start A End

0 2 1 7
LS LF 2 3 6 13
C E
Float = 0
5 6 6 13
Float = 3 Float = 0

CRITICAL PATH METHOD (CPM)

Slide 69
 Program Evaluation and Review
Technique (PERT)
❖ The PERT Network acknowledges
that there will be a time variance
(due to uncertainty) in the
completion of each activity
❖ PERT Network uses a probabilistic
approach to estimating for each
activity.
❖ To estimate for an activity, the
following formula is used:
 𝑶𝒑𝒕𝒊𝒎𝒊𝒔𝒕𝒊𝒄 + 𝟒. 𝑴𝒐𝒔𝒕 𝑳𝒊𝒌𝒆𝒍𝒚 + 𝑷𝒆𝒔𝒔𝒊𝒎𝒊𝒔𝒕𝒊𝒄𝒔
𝑬𝒙𝒑𝒆𝒄𝒕𝒆𝒅 𝑻𝒊𝒎𝒆 =
𝟔

𝑷𝒆𝒔𝒔𝒊𝒎𝒊𝒔𝒕𝒊𝒄 − 𝑶𝒑𝒕𝒊𝒎𝒊𝒔𝒕𝒊𝒄
𝑨𝒄𝒕𝒊𝒗𝒊𝒕𝒚 𝑺𝒕𝒂𝒏𝒅𝒂𝒓𝒅 𝑫𝒆𝒗𝒊𝒂𝒕𝒊𝒐𝒏 =
𝟔

Program Evaluation and Review Technique (PERT)

Slide 71
 01
02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Level of documentation will
Project depend on the type and complexity
of the project.
Documentation ❖ Key Documents
❖ Project Charter
. ❖ Working documents – data, analysis,
action plans etc.
❖ Gate review reports
❖ Final presentation – summary of
results/recommendations,
storyboard
 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 Process / Failure Mode Failure Severity Cause(s) of Occurrence Current Detection R Recommende
Requirement Effect (1-10) failure mode (1-10) Controls (1-10) P d actions
(KPIVs) N
Perfume (1-10) • Unclear (1-10) • Review and 4 96
Making • Inconsistent specificatio 3 approve
quality 8 n specification
• Receiving • Wrong by design
ingredients
• Substandard 6 • Third party 4 192
material certification
supplied by • In house test
supplier lab
• Mixing

PROJECT RISK ANALYSIS (FMEA)

Slide 75
 Plan Risk Plan Risk Monitor and
Identify Risks Analyze Risks
Management Response Control Risks

PROJECT RISK ANALYSIS

Slide 76
 Quantitative Risk
Qualitative Risk Analysis
Analysis

Quick and easy to Detailed and time

perform consuming

Subjective Analytic

Expected Monitory Value Analysis

Probability and Impact Matrix Monte Carlo Analysis
Decision Tree

Plan Risk Monitor and Control

Identify Risks Analyze Risks Plan Risk Response
Management Risks

Slide 77
 Probability and Impact Matrix
Very Low Medium High Very
Low High

Very Medium Medium High High High

Probability
High

High Low Medium Medium High High

Medium Low Medium Medium Medium High

Low Low Low Medium Medium Medium

Very Low Low Low Low Medium

Low

In FMEA
RPN = Severity x Occurrence x Detection
Impact

Plan Risk Monitor and Control

Identify Risks Analyze Risks Plan Risk Response
Management Risks

Slide 78
 Risk Responses

Negative Risk Positive Risk

Avoid Exploit
Mitigate Enhance
Transfer Share
Accept Accept

Plan Risk Monitor and Control

Identify Risks Analyze Risks Plan Risk Response
Management Risks

Slide 79
 01
Project charter

02
Project scope

2C. 03
Project metrics

Project 04
Project Planning Tools
Management
.

Basics
05
Project documentation

06
Project risk analysis

07
Project closure
 ❖ Have you achieved the objectives
identified in the Project Charter?
❖ Are documents archived for future
reference?
Project ❖ Are Lessons Learned documented?
❖ What went well, which you
Closure would repeat on the next
project?
❖ What went wrong, which you
will avoid on your next project?
❖ Is there a need to revise any
process?
2022 – Changes in the BoK – 2C
Work Breakdown Structure (WBS)
❖ WBS is used to break down a project into manageable
components.
❖ It involves subdividing the major project activities or sub-
activities into smaller, more manageable activities.
❖ 100% Rule - WBS includes 100% of the work defined by the
project scope and captures all deliverables (internal, external,
and interim) in terms of work to be completed.
Work Breakdown Structure (WBS)

House
Construction

Level 1 1. Foundation 2. Internal 3. External

Level 2 1.1
Excavation
1.2 Concrete 2.1 Electrical 2.2 Plumbing 2.3 Gas 3.1 Roof
3.2 Wall
Finishes
Toll Gate Review
❖ Checkpoint to confirm if the work has progressed as per
plan, and
❖ Does it make sense to move to the next phase of the
project?
❖ Review is conducted if the required steps are completed
and deliverable prepared.
❖ Review by Sponsor and Stakeholders.
Toll Gate Review

MEASURE IMPROVE

DEFINE ANALYZE CONTROL

 Risk Management steps are
Risk - Definition Already covered in 2C

Risk: Effect of uncertainties on objectives

❖Organizations and people must strive for a balance between risk
and reward.
❖Generally, more risks lead to more rewards. But that is not
always true.
❖People and organizations want more rewards with less risk.
❖Risk management helps maximize the benefit of risk by managing
the consequences (impact) and likelihood (probability) of risk events.
Risk Management - Definition
❖ Coordinated activities to direct and control an organization
with regard to risk. (ISO 31000:2018)
❖ Risk management is the identification, evaluation, and
prioritization of risks (positive or negative) followed by
coordinated and economical application of resources to
minimize, monitor, and control the probability and/or impact
of unfortunate events or to maximize the realization of
opportunities. (Wikipedia)
 Risk Management - Definition
Identification minimize monitor control
of risks

probability and/or impact of unfortunate

events
Assessment
of risks Resources

maximize
Prioritization realization of opportunities
of risks
2022 – New Topics – 2C
Project Methodology
❖ Agile
❖ Top-down Management
Waterfall or Linear Model
Product
Requirements

Design

Implementation

Verification

Maintenance
Iterative Development
Initialization Requirements

Planning Design

Iterative
Development

Evaluation Implementation

Verification

Deployment
Evolutionary Development
System Design
Develop a
Version

Incorporate Deliver the

Feedback version Deliver Final Version

Get
Customer
Feedback
Traditional vs. Agile Project Management
Traditional Agile

• Clearly defined • Requirements evolve

requirements at the • Flexible to change
beginning • Less formal decision
• Low Client making
interaction • Early and continuous
• High level of controls delivery
Business Continuity Planning
❖ The process of creating systems of prevention and recovery
to deal with potential threats to a company.
❖ Potential threats and recovery steps are included in the
BCP.
❖ Common treats include – Fire, flood, strike, earthquake,
war, outages, cyber attack, terrorist attack etc.
Contingency Planning
❖ A contingency plan is a plan devised for an outcome other
than in the usual (expected) plan.
❖ Events covered in the contingency plan are not as extreme
as the Business Continuity Plan.
❖ Examples: Supplier going out of business, bankruptcy,
price/currency fluctuations
 01
Affinity diagrams

02
Interrelationship digraphs

2D. 03
Tree diagrams

Management 04
Prioritization matrices
and Planning
.

Tools
05
Matrix diagrams

06
Process decision program charts

07
Activity network diagrams
 1. ❖ To organize large number of ideas
Affinity
into natural groups
❖ After brainstorming
❖ Interviews/surveys – open ended
Diagrams questions

Grouping ideas
❖ Also known as K-J Method after
Kawakita Jiro who developed this
tool.
 More quizzes interactive

To the point Flash cards

Easy to understand Small videos

Detailed coverage
slides
notes Cover the BoK
practice

AFFINITY DIAGRAMS
Slide 100
 Contents Presentation Practice

Detailed
coverage Interactive
Small videos
To the point
More quizzes
Slides
Easy to Flash cards
understand Notes
Practice
Cover the BoK

AFFINITY DIAGRAMS
Slide 101
 2. ❖ Interrelationship digraphs show
Interrelationship cause-and-effect relationships, and
help analyze the natural links
between different aspects of a
Digraphs complex situation.

Connecting ideas

Cause Effect
INTERRELATIONSHIP DIGRAPHS
Slide 103
 2. ❖ High number of outgoing arrows >
Root cause or driver
Interrelationship ❖ High number of incoming arrows >
Key effect or outcome
Digraphs
Connecting ideas

Cause Effect
Cause Effect

INTERRELATIONSHIP DIGRAPHS
Slide 105
 No
Procedure Wear and
Lack of Tear
Mgmt Conflicting
support procedures
Lack of
Planning
Poor Quality
❖ The elements with
the most outgoing No
arrows will be root maintenance
causes or drivers. Lack of
motivation
❖ The ones with the
most incoming arrows Lack of
No
training
will be key outcomes Calibration
or results.

INTERRELATIONSHIP DIGRAPHS
Slide 106
 3.
Tree ❖ To breakdown a goal or broad
category into fine level of details
❖ Finer details of activities that
Diagrams contributes to the issue.
❖ Results of cause-and-effect
Breaking to finer detail
diagram and affinity diagram can
assist in creating the Tree Diagram.
 Org.
support
Motivation
Financial

Binder
Books
Passing
Handbook
ASQ exam

Youtube
Videos
Udemy
Quizzes

TREE DIAGRAMS
Slide 108
 4.
Prioritization
Matrices ❖ It is used to compare choices
❖ Or to select a project
Make a choice
 IMPORTANCE Product 1 Product 2 Product 3 Product 4 Product 5

Efficiency 0.3 2 3 5 2 1
Pickup 0.1 1 3 4 5 3
Look 0.4 1 2 5 4 4
Comfort 0.2 2 1 4 2 3
Total 1.0 1.50 2.2 4.7 3.1 2.8

PRIORITIZATION MATRICES
Slide 110
 IMPORTANCE Project 1 Project 2 Project 3 Project 4 Project 5

Easy to do 0.3 2 3 5 2 1
Project sponsorship 0.1 1 3 4 5 3
Makes profit 0.4 1 2 5 4 4
Team availability 0.2 2 1 4 2 3
Total 1.0 1.50 2.2 4.7 3.1 2.8

PRIORITIZATION MATRICES
Slide 111
 01
Affinity diagrams

02
Interrelationship digraphs

2D. 03
Tree diagrams

Management 04
Prioritization matrices
and Planning
.

Tools
05
Matrix diagrams

06
Process decision program charts

07
Activity network diagrams
 5.
Matrix
❖ Shows the relationship between
Diagrams two or more groups.

Show Relationship
 Section 1 Section 2 Section 3 Section 4 Section 5 Section 6

Difficulty 1 5 3 2 1 1
Level
Conceptual 4 3 2 1 1 1
Knowledge
Statistical 1 1 1 1 5 5
Knowledge
Business 2 4 5 4 2 2
Application

Similar to Prioritization Matrices

L SHAPED MATRIX
Slide 114
Returns 5 3 1 1 3
Complaints 5 4 1 3 2
Sale 1 2 5 4 5
Product 1 Product 2 Product 3 Product 4 Product 5

Efficiency 2 3 5 2 1
Pickup 1 3 4 5 3
Look 1 2 5 4 4
Comfort 2 1 4 2 3

T SHAPED MATRIX
Slide 115
Y Shaped
Returns 5 3 1 1 3
Complaints 5 4 1 3 2
Sale 1 2 5 4 5
Product 1 Product 2 Product 3 Product 4 Product 5

Efficiency 2 3 5 2 1
Pickup 1 3 4 5 3
Look 1 2 5 4 4
Comfort 2 1 4 2 3

Y SHAPED MATRIX
Slide 116
X SHAPED MATRIX
Slide 117
 Efficiency

Pickup

Look

Comfort

ROOF SHAPED MATRIX

Slide 118
 6.
Process ❖ PDPC is used to identify what may
go wrong in a new plan.
Decision ❖ This tool is some what similar to
Program FMEA
❖ You start with a tree diagram to
Charts break down the objective into
tasks.

PDPC ❖ Draw the next level as what could

go wrong, and at the end the
countermeasures to address issues.
What could go wrong?
 Org. support

Motivation

Financial
No support from
Org.
Self finance O
Binder
O – Practical
Books
X - Impractical
Handbook
Passing CQE
exam
Detailed research
and make list of O
Too much topics
Youtube irrelevant
information
Videos
Watch more
videos
X
Udemy

Quizzes
What could Counter
go wrong measures

PROCESS DECISION PROGRAM CHARTS (PDPC)

Slide 120
 7.
Activity Network ❖ To manage number of tasks in a
sequence.
Diagrams ❖
❖
List down tasks
Time for each task
❖ Predecessor and successor tasks
Manage Tasks
❖ Identify bottlenecks
 7. ❖ Float
Activity Network ❖ float or slack is the amount of time
that a task in a project network can
Diagrams be delayed without causing a delay
❖ Critical Path
Manage Tasks ❖ An activity on critical path has "zero
free float"
Float = LS – ES or LF - EF
4 2
2 6 6 8
B D
2 6 11 13
ES 2 EF
Float = 0 Float = 5
0 2
Start A End

0 2 1 7
LS LF 2 3 6 13
C E
Float = 0
5 6 6 13
Float = 3 Float = 0

CRITICAL PATH METHOD (CPM)

Slide 123
2022 – Changes in the BoK – 2D
 SWOT Analysis
HELPFUL HARMFUL
STRENGTHS
Characteristics of the business or project that give it

S W
an advantage over others.
NAL
T E isRsimply

- Industry experience
INTERNAL
dummy text

- Accent
- Quality Management
WEAKNESSES
Ipsum

knowledge
Characteristics of the business that place the
LoremI N

business or project at a disadvantage relative to

others.

O T
OPPORTUNITIES
EXTERNAL

- Cost of other courses is very Elements in the environment that the business or
high ($600 to $1000+) - More competitors in future project could exploit to its advantage.
- Some concepts are difficult to
understand by reading books

THREATS
Elements in the environment that could cause trouble
for the business or project.
 2E.
Business Results 01
Process Performance

For 02
Communication

Projects
.
 01
Defects per unit (DPU)

2E. 02
Rolled throughput yield (RTY)

Process 03
Cost of poor quality

Performance 04
Defects per million opportunities

05
.

Sigma levels

06
Process capability indices (3F-3)
 1.
❖ Number of Defects / Number of
Units
Defects
Per
❖ In 3,000 welds defects observed
were:
Unit ❖ 10 Cracks
❖ 15 Porosity
❖ 5 Undercut
DPU
❖ DPU = (10+15+5)/3,000 = 30/3,000
= 1/100 = 0.01
 Defect vs Defective

❖A nonconforming unit is a
defective unit

❖Defect is nonconformance
on one of many possible
quality characteristics of a
unit that causes customer
dissatisfaction.
 ❖ Units entering a process = P
2. ❖ Defective Units = D

Rolled ❖
❖
Yield = (P-D)/P
Y1 = 0.99, Y2 =0.95, Y3=0.98
Throughput ❖ RTY = Y1 . Y2 . Y3 = 0.99x0.95x0.98
Yield =0.92169

RTY
 3.
Cost of Poor
Quality ❖ Visible cost
❖ Invisible cost

CoPQ
 Visible Cost of Poor Quality
rejection, rework, repair cost
and the cost of inspection

Invisible
Lost sales, excess inventory,
additional controls and procedures,
complaint investigation, fines, legal
fee etc.
Cost of Quality
Prevention
Appraisal
Internal
Failure
External

COST OF POOR QUALITY

Slide 133
 Cost of Quality
Prevention
Appraisal
Internal
Failure
Cost of Poor External

Quality ❖ PREVENTION COSTS

❖ Quality planning
❖ Education and training
❖ Conducting design reviews
CoPQ ❖ Supplier reviews and selection
❖ Quality system audits
❖ Process planning and control
 Cost of Quality
Prevention
Appraisal
Internal
Failure
Cost of Poor External

Quality ❖ APPRAISAL COSTS

❖ Test and inspection (receiving, in-
process and final)
❖ Supplier acceptance sampling
CoPQ ❖ Product Audits
❖ Calibration
 Cost of Quality
Prevention
Appraisal
Internal
Failure
Cost of Poor External

Quality ❖ INTERNAL FAILURE COSTS

❖ In-process scrap and rework
❖ Troubleshooting and repairing
❖ Design changes
CoPQ ❖ Inventory required to support poor
process yields and rejected lots
❖ Re-inspection / retest of reworked items
❖ Downgrading
 Cost of Quality
Prevention
Appraisal
Internal
Failure
Cost of Poor External

Quality ❖ EXTERNAL FAILURE COSTS

❖ Sales returns and allowances
❖ Service level agreement penalties
❖ Complaint handling
CoPQ ❖ Field service labor and parts costs
incurred due to warranty obligations
❖ Recall / Legal claims
❖ Lost customers and opportunities
 4.
Defects
per Million ❖Defect Opportunities
❖Defects per Opportunity
Opportunities ❖Defects per Million Opportunities

DPMO
 Defect Opportunity
❖Circumstances in which the product
or service can fail to meet the
requirement
❖Number of defect opportunities
relate to complexity of unit.
❖Complex units – Greater
opportunities of defect than simple
units
❖Examples:
❖ A units has 5 parts, and in each part there
are 3 opportunities of defects – Total
defect opportunities are 5 x 3 = 15
Defects per
Opportunity (DPO)
❖Number of defects divided by
number of defect opportunities
❖Examples:
❖ In previous case (15 defect opportunities),
if 10 units have 2 defects.

❖ DPO = 2 / (15 x 10) = 0.0133333

Defects per Million
Opportunities (DPMO)
❖DPO multiplies by one million
❖Examples:
❖ In previous case (15 defect opportunities),
if 10 units have 2 defects.

❖ DPO = 2 / (15 x 10) = 0.0133333

❖ DPMO = 0.013333333 x 1,000,000
= 13,333
 Sigma DPMO
Number (Defects Per Million Opportunities)

1.5 s 500,000
2.0 s 308,300
2.5 s 158,650
3.0 s 67,000
3.5 s 22,700
4.0 s 6,220
4.5 s 1,350
5.0 s 233
13,333 DPMO = 3.7 s 5.5 s 32
6.0 s 3.4

Sigma Level vs DPMO

Slide 142
 5.
Process
Capability ❖Process Capability Indices (Cp, Cpk)
❖Process Performance Indices (Pp, Ppk)
Indices
Cp, Cpk Will be covered in Section 3F-3 in
the Measure Phase
 2E.
Business Results 01
Process Performance

For 02
Communication

Projects
.
 ❖ Top-down communication
❖ Message from the top
management
❖ Issue of filtered information
❖ Bottom-up communication
Communication
❖ Needs, perception and opinion
of employees
❖ Horizontal communication
❖ Increases efficiency and
productivity
 2F. 01
02
Team stages and dynamics
Team Dynamics Team roles and responsibilities
and 03
Team tools
Performance
04
.

Team communication
 Forming Storming Norming Performing Adjourning
The forming During the The norming When a team Breaking up the
stage occurs storming stage, stage begins as reaches the team when the
when team teams discover the team performing stage required task is
members first teamwork is moves beyond the it is functioning complete.
come together as more difficult storming stage as a high
a team. than they and begins to performance
expected. function as a team.
team.
Tuckman's stages of team development

TEAM STAGES
Slide 147
 Forming Leaders Direct

❖Strong dependence on leader

The forming stage
❖Simple ideas occurs when team
❖Avoidance of controversy members first
come together as a
❖Avoidance of serious topics team.
❖Minimum feedback

Forming Storming Norming Performing Adjourning

Slide 148
 Storming Leaders Coach
❖Strongly expressed views
❖Challenging others’ ideas During the
storming stage,
❖Challenging leadership, authority and teams discover
position teamwork is more
difficult than they
❖Withdrawal by some team members expected.
❖Lack of collaboration, competing for control
❖High level of reacting or defending

Forming Storming Norming Performing Adjourning

Slide 149
 Norming Leaders Facilitate
❖Active listening
The norming
❖Shared leadership stage begins as
the team
❖Methodical systematic ways of working moves beyond the
storming stage
❖Readiness to change preconceived views
and
❖Receptiveness to others’ ideas begins to function
as a team.
❖Active participation by all
❖Conflicts seen as mutual problems
❖Open exchange of ideas

Forming Storming Norming Performing Adjourning

Slide 150
 Performing Leader Delegate
❖High creativity
When a team
❖Openness and trust reaches the
performing stage
❖Strong relationships it is functioning as
❖High achievement a high
performance
team.

Forming Storming Norming Performing Adjourning

Slide 151
 Adjourning Leader reassure and communicate
❖Adjourning, is the break-up of the group,
hopefully when their task is completed
successfully, their purpose fulfilled. Breaking up the
team when the
❖Recognition of and sensitivity to people's required task is
vulnerabilities is helpful complete.

Forming Storming Norming Performing Adjourning

Slide 152
Negative Team Dynamics
1. Overbearing participants
2. Dominant participants
3. Reluctant participants
4. Unquestioned acceptance of opinions as
facts
5. Group thinking
6. Feuding
7. Floundering
8. The rush to accomplishment
9. Attribution
10. Discounts
11. Digressions and Tangents
Negative Team Dynamics
1. Overbearing participants

❖Senior people or experts

❖Even thought beneficial to
team, they do not allow
discussion in their area of
expertise.
Team Leader’s Role
❖Have private discussion and
explain that the open
discussion is important.
Negative Team Dynamics
2. Dominant participants

❖Take disproportionate time

in discussion

Team Leader’s Role

❖Encourage equal
participation
Negative Team Dynamics
3. Reluctant participants

❖Shy or less confident

participants

Team Leader’s Role

❖Encourage equal
participation
Negative Team Dynamics
4. Unquestioned acceptance of
opinions as facts

❖Team members present their

opinion in such strong words,
that it is considered as a fact
by others
Team Leader’s Role
❖Ask if there is any data to
support this?
Negative Team Dynamics
5. Group thinking
❖Members avoid conflict and
agree to a point without
critical evaluation.
❖Unquestioned belief in
group
❖Group pressure on person
opposing group decision.

Team Leader’s Role ?

Negative Team Dynamics
5. Group thinking
Team Leader’s Role
❖Bring in an independent
expert
❖Encourage diversity
❖Reduce time pressure
❖Use of Devil's Advocate role
Negative Team Dynamics
6. Feuding

❖Feud - a prolonged and

bitter quarrel or dispute
❖Could result in heated
arguments and affect the
team morale.
Team Leader’s Role
❖Offline discussion with both
members
Negative Team Dynamics
7. Floundering

❖Flounder - struggle mentally;

show or feel great confusion.
❖Team facing trouble during
starting and ending the
project.
Team Leader’s Role
❖Show presence
❖Provide direction
❖Keep team focused
Negative Team Dynamics
8. The rush to accomplish

❖Rushing to conclusion.
❖Feeling over-pressurised by
time line.

Team Leader’s Role

❖Follow the process
❖Extent the timeline to
realistic level
Negative Team Dynamics
9. Attributions

❖Attribution - the action of

regarding something as being
caused by a person or thing.
❖Casual remarks about others

Team Leader’s Role

❖Is there any data to support?
Negative Team Dynamics
10. Discounts

❖Opinions are ignored, no

feedback is provided on the
statement by a team member.

Team Leader’s Role

❖Give offline feedback
❖Promote respect for team
members
Negative Team Dynamics
11. Digressions and tangents

❖Out of scope discussions

❖Distractions

Team Leader’s Role

❖Keep meeting on track.
❖Could suggest to deal with
that issue after the meeting.
 2F. 01
02
Team stages and dynamics
Team Dynamics Team roles and responsibilities
and 03
Team tools
Performance
04
.

Team communication
 Ex. Sponsor
Master Master Black Belts, identified by champions, act
Black Belt
Process Owner
as in-house coaches on Six Sigma.
Champion

Black Black Belts operate under Master Black Belts to

apply Six Sigma methodology to specific
Belts projects.
Green Belts are the employees who take up
Green Belts Six Sigma implementation along with their
other job responsibilities, operating under the
guidance of Black Belts.

Team Members / Yellow Belts participates on and supports the

project teams, typically in the context of his or
Yellow Belts her existing responsibilities.

SIX SIGMA TEAM ROLES

Slide 167
Master Black Belt
❖Enterprise Six Sigma expert
Ex. Sponsor
❖Highly proficient in using Six Master
Sigma methodology Black Belt

Process Owner
Champion
❖Identifies high-leverage opportunities Black
Belts

for applying the Six Sigma

Green Belts
❖Basic Black Belt training
Team Members /
❖Green Belt training Yellow Belts

❖Coach / Mentor Black Belts

Black Belt
❖Six Sigma technical expert
Ex. Sponsor
❖Temporary, full-time change agent Master

❖Leads business process improvement Black Belt

Process Owner
Champion
Black
projects using Six Sigma approach that Belts

result in tangible benefits

Green Belts
❖Demonstrated mastery of Black Belt
body of knowledge Team Members /
Yellow Belts

❖Coach / Mentor Green Belts

Green Belt
❖Part-time Six Sigma change agent.
Ex. Sponsor
❖Continues to perform normal duties Master
while participating on Six Sigma project Black Belt

Process Owner
Champion
teams Black
Belts

❖Six Sigma champion in local area

Green Belts
❖Participates on Six Sigma project teams
Team Members /
❖Lead smaller projects with moderate Yellow Belts

tangible benefits
Yellow Belt
❖Learns and applies Six Sigma tools to
Ex. Sponsor
projects
Master
❖Actively participates in team tasks Black Belt

Process Owner
Champion
❖Communicates well with other team Black
Belts

members
Green Belts
❖Demonstrates basic improvement tool
knowledge Team Members /
Yellow Belts

❖Accepts and executes assignments as

determined by team
Executive Sponsor
❖Business unit leader
Ex. Sponsor
❖Sets the Six Sigma vision and objective Master

❖Monitors the overall success of the Six Black Belt

Process Owner
Champion
Black
Sigma program Belts

Green Belts

Team Members /
Yellow Belts
Champion
❖Senior Management representative
Ex. Sponsor
❖Provides resources / budget Master

❖Removes barriers to the success of the Black Belt

Process Owner
Champion
Black
project Belts

❖Sets up the Project selection criteria Green Belts

❖Regular review of projects

Team Members /
❖Approves the charter and project Yellow Belts

completion
❖Rewards and recognition
Process Owner
❖Responsible and accountable for the
Ex. Sponsor
results of the process.
Master
❖Provides the process knowledge Black Belt

Process Owner
Champion
❖Assigns team members Black
Belts

❖Ensures that the changes are Green Belts

implemented and sustained
Team Members /
Yellow Belts
 2F. 01
02
Team stages and dynamics
Team Dynamics Team roles and responsibilities
and 03
Team tools
Performance
04
.

Team communication
 TEAM TOOLS

BRAINSTORMING NOMINAL GROUP MULTIVOTING

TECHNIQUE
 Brainstorming
❖ Brainstorming is a group or
individual creativity technique by
which efforts are made to find a
conclusion for a specific problem
by gathering a list of ideas
spontaneously contributed by its
member.
❖ Defer judgment,
❖ Reach for quantity
 Brainstorming
Four Rules:

❖ Focus on quantity
❖ Withhold criticism
❖ Welcome unusual ideas
❖ Combine and improve ideas
 NGT
❖ The nominal group technique
(NGT) is a group process involving
problem identification, solution
generation, and decision making.
❖ Five Steps
❖ Introduction and explanation
❖ Silent generation of ideas
❖ Sharing ideas
❖ Group discussion
❖ Voting and ranking
Color Member Member Member Member Member SUM
A B C D E
Color 1 2 2
Color 2 3 2 1 6
Color 3 1 2 3
Color 4 3 2 5
Color 5 2 3 3 3 11
Color 6 1 1
Color 7 1 1 2

NOMINAL GROUP TECHNIQUE (NGT)

Slide 180
 Multi-voting
❖Brainstorming generates a long list
of ideas
❖ Multi-voting technique is used to
reduce /narrow down this list with
group consensus.
 Multi-voting
❖Assign a letter code to each idea
❖Each member gets number of
votes equal to 1/3 (or half) of the
number of ideas
❖If 5 or less members in the team
then eliminate all ideas with 0, 1 or
2 votes.
Idea Code Member Member Member Member Member SUM
A B C D E
A 1 1 1 3
B 1 1 1 1 4
C 0
D 1 1 1 1 1 5
E 1 1
F 1 1 1 1 4
G 0
H 1 1 1 1 1 5
I 0
J 1 1 2
K 0
L 1 1
M 0
NOMINAL GROUP TECHNIQUE (NGT)
N 0
Slide 183
Idea Code Member Member Member Member Member SUM
A B C D E
A 1 1 1 3
B 1 1 1 1 4
D 1 1 1 1 1 5
F 1 1 1 1 4
H 1 1 1 1 1 5

Multi-voting – 1st Round

Slide 184
Idea Code Member Member Member Member Member SUM
A B C D E
A 1 1 1 3
B 1 1 1 3
D 1 1 1 1 4
F 0
H 0

Multi-voting – 2nd Round

Slide 185
Idea Code Member Member Member Member Member SUM
A B C D E
A 1 1 1 3
B 1 1 1 3
D 1 1 1 1 4

Multi-voting – 2nd Round

Slide 186
 Multi-voting
Number of team Eliminate ideas
members with
5 or less 0, 1, or 2 votes
6 to 15 3 or fewer votes
More than 15 4 or fewer votes
 2F. 01
02
Team stages and dynamics
Team Dynamics Team roles and responsibilities
and 03
Team tools
Performance
04
.

Team communication
Communication Methods
Face to face Newsletter

Video chat Intranet

Telephone Posters

Team meetings
Email / Letter
2022 – Changes in the BoK – 2F
RACI
❖Describes the participation by various roles in completing
tasks.
❖Responsible: Those who do the work to achieve the task
❖Accountable: The one ultimately answerable for the correct and
thorough completion of the deliverable or task
❖Consulted: Those whose opinions are sought, typically subject
matter experts
❖Informed: Those who are kept up-to-date on progress
RACI