6 Sigma Green Belt Introduction English

INTRODUCTION TO
SIX SIGMA GREEN BELT TRAINING
WHAT IS SIX SIGMA?
Six Sigma has evolved over the last two decades and
so has its definition. Six Sigma has literal, conceptual,
and practical definitions.
Six Sigma has three different levels:
1. As a metric
2. As a methodology
3. As a management system
Essentially, Six Sigma is all three at the same time.
Six Sigma as a Metric
The term "Sigma" is often used as a scale

for levels of "goodness" or quality. Using
this scale, "Six Sigma" equates to 3.4
defects per one million opportunities
(DPMO). Therefore, Six Sigma started as
a defect reduction effort in manufacturing
and was then applied to other business
processes for the same purpose.
Six Sigma as a Metric
SIGMAS
DEFECTS PER
MILLION
OPPORTUNITIES
(DPMO)
QUALITY
%
1
2
3
4
5
6
691,463
308,538
66,807
6,210
233
3.4
31
69
93
99.38
99.977
99.9997
Six Sigma as a Methodology
Six Sigma is a business improvement methodology that

focuses an organization on:
Understanding and managing customer requirements
Aligning key business processes to achieve those requirements
Utilizing rigorous data analysis to minimize variation in those processes
Driving rapid and sustainable improvement to business processes
At the heart of the methodology is the DMAIC model for process
improvement. DMAIC is commonly used by Six Sigma project teams and is
5
an acronym for:
Six Sigma as a Methodology

Voice of the Customer
Measure
Analyze
Improve
Control
Define
Institutionalization
The DMAIC Model

6
(Six Sigma as a Methodology)
Six Sigma as a Management System
When practiced as a management system, Six Sigma is a high

performance system for executing business strategy.
Six Sigma is a top-down solution to help organizations:

Align their business strategy to critical improvement efforts
Mobilize teams to attack high impact projects
Accelerate improved business results
Govern efforts to ensure improvements are sustained
The Six Sigma Management System drives clarity around the business strategy
and the metrics that most reflect success with that strategy.
It provides the framework to prioritize resources for projects that will improve the
Six Sigma as a Management System

STRATEGY
STRATEGY
FEEDBACK
If new product
or process
DFSS (DMADV)
VOICE
OF...
VOICE
OF...
Market
Market
Customer
Customer
Employee
Employee
Business
Business
BUSINESS
OBJECTIVES
RESULTS:
Top-Level
Indicators
(Dashboards)
Big Ys
Fundamental Redesign
EXECUTION (PROCESS MANAGEMENT)

PROCESSES
ALIGNMENT
D S
R U
I P
V P
E O
S R
T
S
PROCESS
PROCESS
PROCESS
PROCESS
MAPS
MAPS
PROCESS
CONTROL
SYSTEMS
Sub Ys
TOOLS
SKILLS
TRAINING
CORE & ENABLING PROCESSES
Y1
y1
PROCESS IMPROVEMENT Flexible Problem Solving Models
Projects
WORKOUT
SIX SIGMA
LEAN SIGMA
The power of the Lean Tools &
Principles fully integrated into
GE WORKOUT
SIX SIGMA
LEAN SIGMA
DMAIC & DFSS
(DMAIC)
(DMAIC +)
Quick Wins
Accelerated Improvement Incremental Improvement Integrated Improvement
Six Reasons Why Business Leaders Love Six Sigma?

1. Six Sigma impacts the bottom line
2. Six Sigma drives strategy execution
3. Six Sigma generates robust, flexible business processes
4. Six Sigma improves human performance across the
enterprise
5. Six Sigma is highly scalable
6. Six Sigma is a low risk investment
Note: Robustness is the condition of a product or process design that remains
relatively stable with a minimum of variation even though factors that
influence operations or usage, such as environment and wear, are constantly
changing.
10
Six Habits of Six Sigma Leaders

1. Delivering customer value (exhibit passion, listen actively,
communicate partnership)
2. Focusing on execution (result-driven, resource conscious,
process-oriented)
3. Making sound, data-driven decisions (critical thinking,
decisiveness, accountability)
4. Managing performance (set goals, track progress, manage
details)
5. Advocating breakthrough improvements (assertiveness,
influence, tenacity)
6. Supporting team-based implementations (manage teams,
reward teams)
11
Six Tools Every SS BB/GB Loves

1. Quality Function Deployment (QFD)helps to drive customer-focused
development across the design process
2. Cause and Effect (C&E) Matrixhelps to facilitate team decision making

3. Failure Modes and Effects Analysis (FMEA)helps to identify and
address weaknesses in a product or process before they occur
4. Control Chartshelps to assess process stability

5. T-Student Test (t-test)helps to validate test results using small sample size
6. Design of Experiments (DOE)helps to make the most of valuable
resources
Business
and/or Customer
Requirement
4
Defects
Good
12
Six Reason Why Six Sigma Fails?

1. Lack of visible senior leader sponsorhip
2. Lack of alignment to a clear organization strategy
3. Lack of performance tracking and accountability
4. Failure to link projects to bottom-line impact
5. Insufficient or ineffective alocation of human resources
6. Over-emphasis on rigid approach and technical tools
13
SIX SIGMA IMPLEMENTATION

AT PT MATTEL INDONESIA
14
PT Mattels Vision: A globally

competitive manufacturer of
premier toy brands through
continuous improvement
15
L
E
A
N
S
U
P
P
L
Y
C
H
A
I
N
PRACTICAL PROBLEM (PT Mattels Needs)
STATISTICAL PROBLEM
S
I
X
STATISTICAL SOLUTION
PRACTICAL SOLUTION
(MATTELS SMART OBJECTIVES)
SMART = Specific, Measurable,
Attainable/Actionable,
Result-oriented, Time-bound
PT MATTELS VISION
S
I
G
M
A
16
PT Mattels COPIS IDENTIFICATION

Vision: A globally competitive manufacturer of premier toy brands through CI
SMART OBJECTIVES
1.
To Increase Direct Labor Efficiency from ____% to ____%
2.
To Reduce Scrap from _______ PPM to ______ PPM
3.
To Improve Production Schedule Adherence from ______ % to ______ %
4.
To Improve Daily Schedule Adherence from _____% to ______%
5.
To Reduce Lot Buy Off from _____ PPM to ______ PPM
6.
To Reduce Containment Audit from _______ PPM to ______ PPM
7.
To Maintain Lost Day Incident Case at Zero Level (Always Zero Goal)
Product Type
#1
#2
#3
#4
#5
#6
etc
Customers
Customers
Needs
(Voice of
Customer =
VOC)
Outputs
KPOV
(Key Performance
Outputs
Variables)
CTQ (Critical To
Quality),CTS (CT
Schedule, CTC
(CT Cost)
Processes
Processes
Needs
(Voice of
Processes =
VOP)
Inputs
Suppliers
Inputs
Suppliers
Requi- Requirerements Ments &
Selection
COPIS = Customer, Outputs, Processes, Inputs, Suppliers
17
Six Sigma COPIS Model

Outputs
Process
Inputs
Suppliers
Customers
Steps
How does Six Sigma Work?
The Voice of the Customer (VOC) is aggressively evaluated and used to

determine needed outputs and hence the optimal process configuration
needed to yield those outputs and their necessary inputs for which the best
suppliers are identified and allied with.
From Mattels Concept to Market: the Voice of the Customer

18
PT MATTELS SIPOC PROJECTS

Product
Type
#1
#2
#3
#4
etc
PT MATTELS LEAN SUPPLY CHAIN

Suppliers Inputs Processes
LEAN-SIX SIGMA PROJECTS

(PT MATTELS PROJECTS)
APPROACH
(DMAIC)
Define
Measure
Analyze
Improve
Control
Outputs Customers
LEAN-SIX SIGMA PROJECTS

PROJECTS OBJECTIVES
LEAN SIX SIGMA TOOLS
19
Six Sigma Way of Transformation

Six Sigma
Way
Six Sigma Way is a bestin-class change

strategy for
accelerating
improvements in
manufacturing
processes and
services.
Six Sigma Way is:

Mindset/Way of
thinking
A way of doing
manufacturing/servi
ce business
Methodology/Tools
for continual
improvement
20
Need more information?
21

6 Sigma Green Belt Introduction English

Uploaded by

Copyright:

Available Formats

6 Sigma Green Belt Introduction English

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

6 Sigma Green Belt Introduction English

Uploaded by

Copyright:

Available Formats

INTRODUCTION TO

SIX SIGMA GREEN BELT TRAINING

WHAT IS SIX SIGMA?

Six Sigma as a Metric

The term "Sigma" is often used as a scale

Six Sigma as a Metric

Six Sigma as a Methodology

Six Sigma is a business improvement methodology that

Six Sigma as a Methodology

The DMAIC Model

(Six Sigma as a Methodology)

Six Sigma as a Management System

When practiced as a management system, Six Sigma is a high

Six Sigma is a top-down solution to help organizations:

Six Sigma as a Management System

EXECUTION (PROCESS MANAGEMENT)

CORE & ENABLING PROCESSES

PROCESS IMPROVEMENT Flexible Problem Solving Models

Six Reasons Why Business Leaders Love Six Sigma?

Six Habits of Six Sigma Leaders

Six Tools Every SS BB/GB Loves

2. Cause and Effect (C&E) Matrixhelps to facilitate team decision making

4. Control Chartshelps to assess process stability

Six Reason Why Six Sigma Fails?

SIX SIGMA IMPLEMENTATION

PT Mattels Vision: A globally

PRACTICAL PROBLEM (PT Mattels Needs)

PT Mattels COPIS IDENTIFICATION

To Increase Direct Labor Efficiency from ____% to ____%

To Reduce Scrap from _______ PPM to ______ PPM

To Improve Production Schedule Adherence from ______ % to ______ %

To Improve Daily Schedule Adherence from _____% to ______%

To Reduce Lot Buy Off from _____ PPM to ______ PPM

To Reduce Containment Audit from _______ PPM to ______ PPM

COPIS = Customer, Outputs, Processes, Inputs, Suppliers

Six Sigma COPIS Model

How does Six Sigma Work?

The Voice of the Customer (VOC) is aggressively evaluated and used to

From Mattels Concept to Market: the Voice of the Customer

PT MATTELS SIPOC PROJECTS

PT MATTELS LEAN SUPPLY CHAIN

LEAN-SIX SIGMA PROJECTS

LEAN-SIX SIGMA PROJECTS

LEAN SIX SIGMA TOOLS

Six Sigma Way of Transformation

Six Sigma Way is a bestin-class change

Six Sigma Way is:

Need more information?

You might also like

To Increase Direct Labor Efficiency from % to %

To Reduce Scrap from _ PPM to PPM

To Improve Production Schedule Adherence from % to %

To Improve Daily Schedule Adherence from _% to __%

To Reduce Lot Buy Off from _ PPM to __ PPM

To Reduce Containment Audit from _ PPM to PPM