BOSS - Module 1(basics of six sigma)

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BOSSBOSSBBasics OOf SSix SSigma – Level 1

Six Sigma Executive Overview

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MODULE 11.1 Introduction to Six Sigma

• Concept of Quality• Six Sigma Concept• Introduction to DMAIC

1.2 SIPOC, Process Mapping & Process Analysis• What is SIPOC• Use of SIPOC• Case Study on SIPOC• What is Process• What is Process Mapping• Types of Process Maps• Case Study• Process Analysis• Value Add & Non-Value Add Analysis

1.3 VOC & CTQ• What is VOC• Why is VOC critical• VOC Tools• Translating VOC to CTQ

1.4 ARMI• What is ARMI• Use of ARMI

?? QA Session ??

IndexIndex


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What is Six Sigma?What is Six Sigma?

Is equivalent to 99.9997% defect free

Is a performance indicator describing the capability of a product, service, process, and/or input of consistently meeting current and future defined requirements or expectations

Measurement tool

Organization philosophy

Concept to identify variation

3.4 DPMO (Defects per MillionOpportunity)

Comparing different functions/processes

s


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Six Sigma Six Sigma TerminologyTerminology Sigma

– An expression of process performance (based on yield or the number of Defects per Million Opportunities – DMPO

Unit – The item produced or processed

CTQ (Critical to Quality)– Is truly critical to the customer’s perception of quality – Can be measured– A specification can be set to tell whether or not the CTQ has been

achieved Defect

– Any event that does not meet a customer specification – A defect must be measurable

Defect Opportunity– A measurable chance for a defect to occur

Defective– A unit with one or more defects


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An operational definition is an understandable description of what is to be observed and measured. It includes what something is and how to measure it.

An operational definition :

Describes the way something is to be understood

Describes your way of measuring that characteristic or feature

Helps in remaining focused on what is to measured

What do you understand by Operational What do you understand by Operational Definition?Definition?


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•4000 wrong medical prescriptions each year

•More than 3000 newborns accidentally falling from the hands of nurses or doctors each year

•Two long or short landings at American airports each day

•400 letters per hour which never arrive at their destination

Why AIM As High As Six Sigma?Why AIM As High As Six Sigma?

Accurate to 99.99966 % (less than 3.4 defects for every million Opportunities) could appear excessive ….!

99.9% is already VERY GOOD !

But what could happen at a quality level of 99.9%, in our everyday lives (about

4.6)?


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What is Six Sigma Methodology?What is Six Sigma Methodology? DMAIC (Define, Measure, Analyze, Improve, Control)

A business philosophy of focusing on continuous improvement by understanding customers’ needs, analyzing business processes and instituting proper measurement methods

A structured problem solving methodology that creates the framework for data driven decision-making

An organized process for structured analysis of data

A “tool box” of quality and management tools for problem resolution


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Six Sigma RoadmapSix Sigma Roadmap

Define Measure

1. Develop a focused

problem statement

2. Brainstorm

potential causes

3. Organise potential

causes

4. Collect data on

potential causes

5. Statistical methods

to quantify cause-

effect relationship

ControlAnalyze

1. Develop charter

2. Understand

voice of

customer

3. Create high level

process map

(SIPOC)

1. Collect baseline

date on defects

2. Plot defect data

over time and

analyse for

special causes

3. Create and

stratify frequency

plots and do

Pareto analysis

4. Calculate process

sigma

5. Create detailed

process map

1. Develop and

document standard

practices

2. Train

3. Ongoing monitoring

4. Build process for

updating

procedures

5. Summarize and

communicate

learning's

6. Make

recommendations

for future plansTOLLGATES

1. Brainstorm many

possible solutions to

identify root causes

2. Select solution (s)

3. Develop plans

4. Implement plans

5. Quantify results

6. Evaluate benefits of

improvements

Improve


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All AssociatesFoundation of Improvement TeamsModule : 4 Hours

Green Belts Part Time Team LeadersModule : 80 Hours

Black BeltsFull Time Team LeadersModule : 100 Hours

Master Black BeltsTeachers and MentorsModule : 200 Hours

ChampionsBusiness LeadersModule : 40 Hours

Six Sigma Roles & ResponsibilitiesSix Sigma Roles & Responsibilities


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Why adopt Six Sigma?Why adopt Six Sigma? Get better results consistently

Focus on the “bottom line” which encourages credibility/support from the top of the organization

Six Sigma is a methodology that provides tools to improve

the capability of processes

Six Sigma helps us focus reducing defects to near zero

Six Sigma defines and estimates the opportunities for error

and calculates defects in the same way every time, thus

offering a means for measuring improvement

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1. Welcome and Introduction2. SIPOC Defined3. How can SIPOC be used?4. How It Works?5. An Example6. In-class Exercise7. Summary

SIPOCSIPOC

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SIPOC is an acronym standing for 1. S = Supplier(s)2. I = Input(s) & key requirements3. P = Process4. O = Output(s) & key

requirements5. C = Customer(s)

SIPOC DefinedSIPOC Defined

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• A SIPOC Diagram is a visual representation of a high-level process map; including suppliers & inputs into the process and outputs & customers of the process

• Visually communicates the scope of a project

SIPOC Diagram DefinedSIPOC Diagram Defined

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• SIPOC Diagrams help a team and its sponsor(s) agree on project boundaries and scope

• A SIPOC helps teams verify that inputs match outputs of upstream processes outputs match inputs of downstream processes

How can SIPOC be used?How can SIPOC be used?

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How can SIPOC be used How can SIPOC be used in your organization?in your organization?

Brainstorming ExerciseBrainstorming Exercise

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Suppliers

Inputs Process

Outputs

Customers

How a SIPOC works?How a SIPOC works?

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Suppliers

Inputs

Process

Outputs

Customers

Step 1

Step 2

Step 3

Step 4

Step 1: Begin with the high-Step 1: Begin with the high-level process maplevel process map

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Suppliers

Inputs Process

Outputs

Customers

Step 2: List all of the outputs Step 2: List all of the outputs from the processfrom the process

ExamplesServicesProductsReportsMetricsRaw data

Step 1

Step 2

Step 3

Step 4

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Suppliers

Inputs Process

Outputs

Customers

Step 3: Identify the Step 3: Identify the customers receiving the customers receiving the outputsoutputs


ExamplesInternalExternalVendorsEnd usersManagementDownstream Process

Step 1

Step 2

Step 3

Step 4

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Suppliers

Inputs

Process

Outputs

Customers

Step 4: List all of the inputs Step 4: List all of the inputs into the processinto the process


Step 1

Step 2

Step 3

Step 4

ExamplesDataPartsApplicationRaw materials


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Suppliers

Inputs

Process

Outputs

Customers

Step 5: Identify the suppliers Step 5: Identify the suppliers of the process inputsof the process inputs

Step 1

Step 2

Step 3

Step 4

ExamplesDataPartsApplicationRaw materials


ExamplesInternalExternalVendorsProducersManagementUpstream Process


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Suppliers

Inputs

Process

Outputs

Customers

An Example: Mowing the An Example: Mowing the LawnLawn

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Suppliers

Inputs Process

Outputs

Customers

Step 1: Begin with the Step 1: Begin with the high-level process maphigh-level process map

Clean-up &

Removal

Prepare Lawn

for mowing

Mow the

Lawn

Trim the

Lawn

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Suppliers

Inputs

Process

Outputs

Customers

Step 2: List all of the Step 2: List all of the outputs from the processoutputs from the process

• Debris from lawn

Clean-up &

Removal

Prepare Lawn

for mowing

Mow the

Lawn

Trim the

Lawn

• Beautiful lawn• Bagged grass clippings

• Happy customer

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Clean-up &

Removal

• Happy customer

Suppliers

Inputs Process

Outputs

Customers

Step 3: Identify the Step 3: Identify the customers receiving the customers receiving the outputoutput


Prepare Lawn

for mowing

Mow the

Lawn

Trim the

Lawn


• Homeowner

• Yard waste recycler

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Clean-up &

Removal

• Happy customer

Suppliers

Inputs

Process

Outputs

Customers

Step 4: List all of the Step 4: List all of the inputs into the processinputs into the process


Prepare Lawn

for mowing

Mow the

Lawn

Trim the

Lawn


• Homeowner


• Yard waste bags

• Lawn-mower

• Trimmer

• Gasoline

• Rake & broom

• Long lawn

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Clean-up &

Removal

• Happy customer

Suppliers

Inputs Process

Outputs

Customers

Step 5: Identify the Step 5: Identify the suppliers of the process suppliers of the process inputsinputs


Prepare Lawn

for mowing

Mow the

Lawn

Trim the

Lawn


• Homeowner


• Yard waste bags

• Lawn-mower

• Trimmer

• Gasoline

• Rake & broom

• Long lawn

• Warehouse

• Homeowner

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What we covered today1. Defined SIPOC2. Discussed how SIPOC can be used3. Showed how it works4. Demonstrated an example5. Completed an in-class exercise

SummarySummary


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What is a Process?What is a Process? Converting a set of inputs to an output, (usually of greater

value)

Everything we do is a process

Every process can be characterized by:– Average performance– Inherent Sigma


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Process MapsProcess Maps

• What is a process? • Why use process maps?• Attributes of process maps• Process mapping symbols • How to create process maps?• A real world example• Types of process maps • Summary• References


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What Is a Process?What Is a Process?

• A group of activities which , together, achieve a specific goal.

• The essence of operation management: inputs are transformed into outputs.


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Process ExamplesProcess Examples

• Sales order processing• Demand forecasting• Sales operations planning• Invoice processing• New product development


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Process Maps Allow To:Process Maps Allow To:

• Understand a process• Simplify the process based on that understanding• Implement or eliminate processes through a multi-step

methodology • Redesign the process


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Process Maps Cont’dProcess Maps Cont’d

• Diagrams which show each step of the process

• Similar to flowcharts• Represent the logic necessary to

achieve the desired result


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Why Use Process Maps?Why Use Process Maps?

“ Everything from globalization to collaborative relationships demands maps that are clear and can be read by all the partners in the process. Process models are those maps. We use them to navigate our way through complex business practices of today.”

Chris CumminsVice President, Process Development Group

Uniform Code Council, Inc.


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Process Maps: A Picture Is Worth 1000 WordsProcess Maps: A Picture Is Worth 1000 Words


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Attributes of Process MapsAttributes of Process Maps

• Intuitive• Understood at every level of an organization• Sophisticated enough to model complex activities• Prevent ambiguity• Make effective use of time available to analyze a process• Identify process-related issues


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Terms to Know Before We Start MappingTerms to Know Before We Start Mapping

• Alternative Path: One or more options are presented that create a path off the primary path.

• Decision Criteria: When incorporating alternative paths into a map, there must be a choice to be made between 2 or more options; the question being asked should be specific.

• Inspection Point: A pass/fail decision to test an output in process.


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Key Terms (Cont’d)Key Terms (Cont’d)

• Input: Materials, money, people, information, or other factors that are essential to the process

• Output: The end result -- the product or service that a customer receives

• Parallel Process: Another process that can be executed at the same time as the primary process

• Primary Process: The tasks must be carried out in order to achieve a desired output from given inputs


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Process Mapping SymbolsProcess Mapping Symbols

• The rectangle represents each task of step within the map

• The parallelogram represents inputs

• The oval represents the process boundary

• The diamond represents a decision?


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How to Create a Process Map?How to Create a Process Map?

1. Select a process

2. Define the process

– Goals– Input– Output


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3. Map the Primary Process3. Map the Primary Process

• Define the tasks that will be required to reach the desired output

• Incorporate appropriate symbols in your map

• Make sure to show parallel processes


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4. Map Alternative Processes4. Map Alternative Processes

• Map points along the primary process where decision are made

• Recognize one or more alternative paths

• Merge those paths back into the primary path


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5. Map Inspection Points5. Map Inspection Points

• Use these points to error-proof your map

• Useful to better satisfy customers and/or cut down on costs and time

• Inspection points could lead into rework loops or do-over loops


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6. Use Your Map to Improve the Process6. Use Your Map to Improve the Process

• Eliminate non-value-added steps

• Set standards for the process– What will pass and what will fail


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Real World Example:Real World Example:Mapping the Student Course Registration ProcessMapping the Student Course Registration Process

• Define the process– Output: schedule– The goal of the student: obtain classes needed to

graduate– Inputs: the course catalog, an advisor, a computer, and

professors• Map the primary process

– Tasks of the registration process in logical order


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Student Course Registration Process (Cont’d)Student Course Registration Process (Cont’d)

• Map alternative paths– 3 points in the map where alternative paths are

necessary• Has registration started? YES/NO• Are the classes still available YES/NO• If not, can the student get an override? YES/NO

– Diamonds are the appropriate symbols– Alternative paths merge back to the primary process


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Registration Process MapRegistration Process Map

(Simplified)(Simplified) Receive course

catalog

Find out registration period

YES

Register via Internet

Are my classes closed?

Receive schedule

Choose classes Can I get signed in?

Can I register? Register laterNO

NO YES

YES

NO


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Benefits of Process MapsBenefits of Process Maps

• Simplified processes • Higher efficiencies in employee tasks • Greater understanding of processes and procedures • Cost savings from elimination of redundant or unnecessary

tasks • “Opportunities” are addressed and corrected faster

• Better training programs


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Maps Used in the Re-engineering ProcessMaps Used in the Re-engineering Process

Customer requirements

data

Strategic directive

Goals & specifications for process performance

High-level process map

Detailed process map

Pilot study of new design

Full-scale implementation

Benchmark data

Design principles

Key performance

measures

Baseline analysis

Innovative ideas

Model validation


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1. High-level Process Maps1. High-level Process Maps

• Useful in beginning of the re-design process• Contain the essential parts of a process• Focus on performance goal• Helpful for generating innovative ideas


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High-level Process Maps Cont’dHigh-level Process Maps Cont’d

Input

OutputSub-process Sub-process

Sub-process Sub-process

Performance goal


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2. Detailed Process Maps2. Detailed Process Maps

• Prepared for each sub-process in the high-level map• Guide decisions on allocation of resources

• Determine and set in place key performance measures


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BOSSBOSSAfter a process is documented using the S-I-P-O-C and Process Mapping Tools, you can quickly analyze the value of each step of the process from the perspective of people who are served. Three categories are used to describe types of value that a process step may have: Value added to people served: steps that directly impact the satisfaction of the people served

•Value added to operations: steps that support the ability to deliver services to the people served

•Non-value-added: steps that could be eliminated or changed without harming service levels or the organization

1. In order to assess whether the steps in your process have value to the people that you serve, ask: Is this step required by the people served by the process? Are those served willing to pay for this activity?An activity can be described as adding value for the people served only if:the people served recognize the value the activity specifically impacts the service requirements of those served the step is necessary to meet the timelines and expectations of those served


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2. In order to assess whether the steps in your process add operational value, ask: Could this activity be eliminated if some preceding activity were done differently? Is there a risk if this activity is eliminated? Could any existing technology eliminate this activity? Could this activity be eliminated without impacting the quality of our product or service? Does this activity fulfil an external regulatory requirement? Could this step be made more efficient? Is it done right the first time or does it need to be repeated?

An activity adds operational value if it is not a customer value-added activity and is required to:

sustain the ability to perform value-added activities for the people served meet contractual, legal, or other regulatory criteria meet health, safety, environmental, or personnel development criteria


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3. In order to assess whether the steps in your process are non-value-added, ask: Does this activity add value for the people served or operations? An activity is ‘non-value-add’ if it does NOT add value for either the people served or for operations. Designating a step as ‘non-value-added’ means that it warrants further analysis to determine whether it should stay the same.

Doing the analysis

Use a table format like the one below along with your process map to review each step of your process. List each process step in the far left column of the table in the order that they occur. Next, review each step against the definitions of customer value added, operational value added, and non-value added, and classify each step as appropriate. For each step, place one check mark in the appropriate column.


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PROCESS: OPENING AN ACCOUNT

ActivityCustomer

value added

Operational value added

Non-valu

e adde

d

Request account to be opened X

Gather information X

Qualify request against legal compliance

X

Authorize request X

Request review X

Send incomplete requests to account rep

X

Obtain account information X

Request account activation X

Account manager review X

Account manager approval X

Risk manager review X

Risk manager approval X


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BOSSBOSS• For each item that is checked as ‘non-value added,’ critically assess

whether that step could be completely eliminated or at least modified. Eliminating steps that don't add value allows processes to get faster and more efficient without impacting quality or service levels.

Tips

• When assessing each step, be sure to include participants who are directly familiar with the process as well as one or two outside voices to help challenge assumptions.

• Give each step a hard look. Often, many steps in a process have been performed for so long that they are simply accepted as important even if they are not.

• Teams should continually challenge assumptions about what is important and what is not.

• The ‘big learning’ occurs when a step is deemed non-value added. Do not get caught up in whether a step adds value for the people served or for the operation. Further, a process does not need both types of value-added steps in order to be legitimate: it's okay if one column is blank.


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• Expect sensitivity to classifying the work people do as ‘non-value added.’ In order to foster a robust dialogue that challenges the status, it is useful to provide examples of the type of steps that may be non-value added, such as:

– counting the amount of work– inspection and checking– sorting work– logging information– checking calculations– reviewing and approving– moving and setup– monitoring work– Stamping

• any type of rework


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SummarySummary

Process maps are:• Simple and effective ways of visualizing and understanding

of a process• Valuable and unique quality improvement tools• Waste management tools• Everyone involved can take part in improving the process

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Capturing the Voice of the Capturing the Voice of the CustomerCustomer


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Phase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-up

MissionStatement

IdentifyCustomer

Needs

EstablishTargetSpecs

Analyzecompetitive

Products

GenerateProduct

Concepts

Select aProductConcept

RefineSpecs

PerformEconomicAnalysis

PlanRemaining

DevelopmentProject

DevelopmentPlan

Concept Development

Concept Development PhaseConcept Development Phase


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What’s the Problem?What’s the Problem?

Customers’Need

OurPerformance


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Feeling

Kano's "3 Arrow Diagram"Kano's "3 Arrow Diagram"

Dissatisfied Feeling

Satisfied Feeling

Physically Fulfilled Condition

(Need is met)(Need is not met)

Neutral


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Satisfied Feeling



Unstated, Expected

Quality

“Taken for

granted”



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Satisfied Feeling



"One-D

imensio

nal" Qualit

y

Unstated, Expected

Quality

“Competitive”

the more the better

“Taken for

granted”



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Satisfied Feeling



"One-D

imensio

nal" Qualit

y

Unstated, Expected

Quality

Exciting Quality

“Surprise & Delighters”

“Competitive”

the more the better

“Taken for

granted”



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DissatisfiedFeeling

SatisfiedFeeling

PhysicallyFulfilled Condition


Unstated, Expected

Quality

What was exciting yesterday becomes expected tomorrow



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• The goals for Identifying Customer Needs

1. Ensure that the product is focused on customer needs.2. Identify unusual or hidden needs.3. Provide a ‘body of facts’ for justifying the product

specification.4. Create an archival record of the needs.5. Ensure that no critical customer need is over-looked.6. Develop a common understanding of the customer needs

by the team.


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• The 6 steps in Identifying Customer Needs

1. Define the scope of the effort2. Gather raw data from customers.3. Interpret the raw data in terms of customer needs.4. Organize the needs into a hierarchy of primary,

secondary, and tertiary needs (if required)5. Establish the relative importance of the needs.6. Reflect on the results and the process


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• Step 1 Gather Raw Data from Customers

– Identify typical customers or users

• sometimes these can be individuals, other times in groups

– develop a set of questions that will draw out needed comments

– decide on using interviews or surveys.– Perform the market study– capture the customer inputs, written statements, voice,

video recording, etc.– compile the final written list of customer statements.


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Customer Needs InterviewsCustomer Needs Interviews

• Generate a ‘script’ or list of questions• Open ended versus closed ended questions

– examples– when to use which

• Let the customer talk - be flexible• Manage your time• Get the whole team involved


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• Step 2 Interpret the Raw Data in Terms of Customer Needs

– express the need in terms of What the product will do, not How it will do it.

– Try to keep the interpretation at the same level of detail as the customer input.

– Use positive statements.– Express the need as a product attribute.– Avoid the words Must and Want


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Examples of interpreting customer commentsExamples of interpreting customer comments

“I need to drive screws fast, faster than by hand”

Customer statementCustomer statement Interpreted NeedInterpreted Need

The SD drives screws faster than by hand.

“I sometimes do duct work; use sheet metal screws”.

The SD drives sheet metal screws into metal duct work.

“I like the pistol grip; it feels better in my hand”.

The SD is comfortable to grip.

“I don’t like it when the tip slips off the screw.”

The SD tip remains aligned with screw head without slipping.

“I sometimes drive screws in at an angle”

The SD will show when the screw in not aligned with the surface.


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• Step 3 Organize the Needs into a Hierarchy

– Write each Interpreted Need statement on a sticky note, and put them on the wall or chart.

– Eliminate redundant statements.– Group the notes according to how similar the

needs are to each other.– For each group of notes, write a label on a bigger

sticky note.– Look for higher level groups of similar sub groups.– Go back and do a “sanity check” on the data.

“how does it feel?”


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• Step 4 Establish the Relative Importance of the Needs.

– First try the Team Consensus method– Give every team members three sticky dots and

have them vote. Or just give each team members three votes.

– Be careful that all the primary needs are at the same level.

– If key customers are available, let them help establish importance either by surveys or in focus groups.


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• Step 5 Reflect on the Results and the Process

– This method is not an exact science.– Did we get the important customers in our data?– Are there needs that the current customers can’t

envision?– Do we have some weak areas of analysis?– Are we surprised by the results? And why?– Did we get the key stakeholders involved?


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Steps in customer needs prioritization.

State the Project Scope or Mission.

Capture customer inputs, one customer need on each Sticky note.

Group similar needs.

Title the groups.

Lay out groups and show relationsbetween groups.

Vote on most important needs and draw conclusion.

Theme

Theme

Theme

Theme

Theme

Theme Conclusion


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Introduction to ARMIIntroduction to ARMI

What is ARMI?

• A tool to determine individuals and / or groups whose commitment is essential for project success and / or to drive any change / initiative.


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A – Approval of team decisions outside their charter/authorities, I.e., sponsor, business leaderR – Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis.M – Member of team, with the authorities and boundaries of the charter.I – Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming.

KEY STAKEHOLDERS Define Measure Analyse Improve Control

Sponsor A A A A A

Stakeholder 1 – champion I / A / R I / A / R I / A / R I / A / R I / A / R

Stakeholder 2 – master black belt A A A A A

Stakeholder 3 - Team Members M M M M M

Stakeholder 4 - Black belt I / A I / A I / A I / A I / A

Stakeholder 4 – Green belt M M M M M

Stakeholder 5 – others R R R R R


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Why ARMI is required?Why ARMI is required?

• To ensure the project leader (person leading the initiative / change) has identified key stakeholders.

• Helps in clearly defining the role of each stakeholder in a change process.

• Helps in involving the “right” personnel for decision in a change process.

• Helps involving the “right” personnel for decision-making when required during a project or change process.

• Helps in a more robust communication plan.


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END OF MODULE 1END OF MODULE 1Thank-YouThank-You

Queries????Queries????

Documents

BOSS - Module 1(basics of six sigma)