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Six Sigma Simplicity
“85% of the reasons for failure to meet customer requirements are related to deficiencies in systems and processes…rather than the employee.
The role of management is to change the process rather than badgering individuals to do better.”
- W. Edwards Deming (1900 -1993)
An Introduction to Process Improvement
Six Sigma Simplicity
Agenda
• What is Lean Six Sigma?• Why are we using it?• How are we deploying it?• L6S Roles and Responsibilities• DMAIC phases
Six Sigma Simplicity
History of Lean Six Sigma
• Began in 1979 at Motorola – Art Sundry at a management meeting – “The real problem at Motorola is that our quality stinks”
• Initiative was designed to help a business anticipate problems, not just react to them (Saved $2.2 billion over 4 years with Six Sigma)
• Lean began with Ford – then Toyota – emphasis was on improving efficiency by optimizing flow – based on Toyota Production System
• In the 1980’s it was named “Lean Production” because of the focus on removing waste
• In the late 1990’s Allied Signal and Maytag independently developed curriculum including aspects of Lean and Six Sigma
• The goal of combining these programs was to reduce waste and cost while improving quality
Six Sigma Simplicity
Who Has Used Lean Six Sigma?
• GE – operating margin improvement of 16.7% in 3 years• Allied Signal - $2 billion in cost savings in 5 years• Raytheon - $1 billion annually• Motorola - $500 million annually• Caterpillar - revenue grown of 80% in 4 years• Other examples:
– Amazon.com– Bank of America– GIECO– Chase– CSX
– Thousands more…
Six Sigma Simplicity
Common Objections to Lean Six Sigma
• Just another flavor of the month – here today, gone tomorrow • Too costly to implement• Not effective – have heard horror stories• It can be done without a formal program or structure• It’s another way to reduce headcount• It’s only theory
Six Sigma Simplicity
Top Ten Ways Lean Six Sigma Programs Fail
1. Make sure senior management is only lightly involved2. Choose the least-experienced employees to become ‘Black Belts’3. Select a Lean Six Sigma training company based on cost, not credentials (in
other words, skimp on training)4. Select projects that are not aligned with your core business strategy5. Select very low-value, low-impact projects6. Assign projects then forget about them7. Provide everyone in the company with Six Sigma awareness training, then
walk away8. Think of Lean Six Sigma as a collection of projects rather than business
transformation efforts9. Expect results in short periods of time – patience is a virtue10. Only expect operational improvements – customers may or may not ever
feel the improvements
Six Sigma Simplicity
• Lean concepts came from the Toyota Production System, translated through teachings of Ohno and Shingo
• The goal of Lean is to:– Eliminate waste (muda) such that you are only doing
value added work• Value added is defined as:
– Customer recognizes the value (willing to pay for it)– Changes the product in a desired manner– Processes that are done right the first time
What is Lean?
Six Sigma Simplicity
• Sigma is a letter in the Greek Alphabet• Sigma is a symbol which shows the degree of variation in a
process (standard deviation)• The goal of a Six Sigma capable process is to:
– Minimize variation – Center the process
• The degree of acceptable variation in a process depends on knowing the target.
Do you know where your target is?
What is Six Sigma ()?
How close are you to meeting your target?
Six Sigma Simplicity
Why Combine Lean and Six Sigma?• Simple:
– Common Sense– Reduction of waste– Reduction of variation– Reduced operating costs
• Complex:– Vision & strategic approach– Methodology that aligns improvements to strategic
objectives & utilizes aggressive goal-setting to drive real bottom-line financial improvement
– Tool for: customer focus, continuous improvement, people involvement, operational excellence
CustomerValue
HighLow
Po
rt
Am
eric
a’s
Co
st
Low
High
Six Sigma
Lean
Lean Six Sigma
Six Sigma Simplicity
What Lean Six Sigma Is / Isn’t
• What it isn’t– A here today/ gone tomorrow approach– The only way to solve a problem– Only applicable in manufacturing industry
• What it is– A data-driven methodology focused on bottom-line results– A methodology focused on driving out waste and variation
to improve efficiency– Culture focus on optimization– Structured approach to what we’re already doing
Six Sigma Simplicity
It’s About Changing Mentality / Mindset
• Traditional way of thinking– Problem = Trial and Error Solution
• This way can be painful, and is not always based on fact, leading to unforeseen consequences
– No view of upstream or downstream impacts
• Lean Six Sigma way of thinking– Practical Problem translated to a statistical problem,
which is solved by a statistical solution, and then translated to a practical solution
• Data-driven solutions that have long-lasting and meaningful impact to problems
Six Sigma Simplicity
Lean Six Sigma Way of Thinking (Stevedoring)
Reduce vessel start times from 24 minutes to 15 minutes
Practical Problem
Statistical Problem
Statistical Solution
Practical Solution
Vessel Start times are slower than expected
The assignment of the first move is statistically significant to vessel start times
First move for UTRs given at gate entrance, instead of at vessel
Six Sigma Simplicity
Types of ProblemsYou Will Normally Solve
Simple
Complex
How many times have you heard this? “I feel the problem is…”
Changing the Decision-Making ProcessesDecision-Making
Growth Path
1. Intuition, gut feel, I think …
2. We have Raw Data and look at it.
3. We make graphs/charts of the data.
4. We use advanced statistical tools to evaluate the data.
Six Sigma Simplicity
• Removal of waste to reduce time to execute processes
• Improving performance by flawless execution• Achieving rapid breakthrough improvement• Applying advanced breakthrough tools that work• Making a positive and deep cultural change• Ultimately –
“Getting Real Financial Results”
Lean Six Sigma Focus
Six Sigma Simplicity
Agenda
• What is Lean Six Sigma?• Why are we using it?• How are we deploying it?• L6S Roles and Responsibilities• DMAIC phases
Six Sigma Simplicity
Why now?
Burning Platform• The slow-moving economy is keeping volumes low• In some regions, market share is shrinking compared
to our competition• Market competition is driving down rates• Increased pressure from union’s are driving up labor
costs• Customer wants things performed faster
Six Sigma Simplicity
Why we are doing this…
• Reduce daily firefighting, increase in strategic-thinking
• Improve profitability of business unit through more targeted projects
• Provide management tools that can be applied at all levels of the business
• Create a continuous improvement business culture• Identify a baseline for future improvements
Six Sigma Simplicity
Why we are doing this… (cont’d)
• Increase data exchange and communication between Management/ Operations/ Shared Service Center… It’s a Team Sport !
• Support your business to succeed and ultimately… Save / Make Money !
Six Sigma Simplicity
What does it mean to implement Lean Six Sigma?
• Setting clear expectations for breakthrough in business execution
• Achieving excellence through process characterization, optimization, and control
• Creating a “One Company” approach to drive performance breakthroughs – Same roadmap – Same tools– Same language– Driving improvement from facts
Six Sigma Simplicity
Our Common Enemy• Variation
– Common cause• Is present in every process • Is produced by the process itself (the way we do
business)– Special cause
• Unpredictable• Caused by unique disturbances or a series of them
• Waste– The 7 types of waste:
• Defects, Over-production, Transportation, Waiting, Inventory, Motion, Processing
– Waste is so often right in front of us that we don’t always see it!
Six Sigma Simplicity
Business Impacts of Variability
• Prevention Costs– Education and training– Safety– Controlling processes
• Appraisal Costs– Incoming inspection– Maintenance and calibration of equipment– Process audits
• Internal Failure– Incorrect gate transactions– Wrong boxes out gate– Rework– Re-inspection – Late Start Times
• External Failures– Processing customer inquiries– Incurring penalties/claims – Lost sales
Six Sigma Simplicity
Statistical Measures of Distribution
• Measures of the Center of Data– Mean: Arithmetic average of a set of values– Median: Reflects the 50% rank - the center number after a
set of numbers has been sorted
• Measures of the Spread of Data– Range: the distance between the extreme values of a data
set (Highest - Lowest)– Variance ( ): the Average Squared Deviation of each
data point from the Mean– Standard Deviation ( ): the Square Root of the Variance
Six Sigma Simplicity
Distribution Shape: Normal
• The Normal Distribution is a distribution which has certain consistent properties
• These properties are very useful in our understanding of the characteristics of the underlying system from which the data were obtained
• Many natural phenomena and most processes can be adequately represented by a normal distribution
Six Sigma Simplicity
The Normal Distribution
• Property 1: A normal distribution can be described completely by knowing only the :– mean and standard deviation
Distribution 1Distribution 1
Distribution 2Distribution 2
Distribution 3Distribution 3
What is the difference between these normal distributions?
Six Sigma Simplicity
The Normal Curve and Probability Areas
• Property 2: The area under the curve can be used to estimate the probability of certain “events” occurring
43210-1-2-3-4
# of standard deviations from the mean
40%
30%
20%
10%
0%
95%
Fre
qu
ency
99.7%
68% Cumulative probability of
obtaining a value between two values
Cumulative probability of
obtaining a value between two values
Six Sigma Simplicity
Voice of The Customer
Voice of The Process
USLUSLLSLLSL
Taking 6 Sigma One Step Further
• Compares the Voice of the Process to the Voice of the Customer
• Upper Spec Limit (USL) & Lower Spec Limit (LSL) come from the Customer
Six Sigma Simplicity
Dissecting Capability
LSL USL
Waste/defectsresulting in
additional cost
Process Distribution
EnvironmentProcess Variation
Material / Component
Variation
Measurement Variation
Six Sigma Simplicity
Lower Spec Upper Spec
sss ss s sss ss s
6 Sigma Capability (in Red)Recall: this is 3 Sigma Capability
Six Sigma Simplicity
Visualizing – Which is Better? Why?
43210-1-2-3-4
0.4
0.3
0.2
0.1
0.0
Lower Spec. Limit
Upper Spec. Limit
3 Sigma
86420-2-4-6-8
0.4
0.3
0.2
0.1
0.0
Lower Spec Limit
Upper Spec. Limit
6 Sigma
Six Sigma Simplicity
Waste
• Goal - Eliminate downtime (waste) such that you are only doing value added work
• The common types of waste:– Defects - incorrect data entry, inspection– Over production - preparing extra reports, reports not acted upon, multiple copies
in data storage– Waiting - processing monthly not as the work comes in (i. e. closings, billings,
collections)– Non-utilized resources
– Transportation - extra steps in the process, distance traveled (equip.)– Inventory - transactions not processed– Motion - extra steps, travel from office to office / desk to desk, extra data entry...– Excess Processing – redundant work, multiple sign-offs, multiple inspections
Six Sigma Simplicity
Sources Of Waste
• Layout (distance)• Long set-up times• Incapable processes• Poor maintenance• Poor work methods• Lack of training• Lack of adherence• Poor supervisory skills• Ineffective scheduling• Inconsistent performance
measures• Dies-Functional organization
• Excessive controls• No back-up/cross-training• Unbalanced workload• No decision rules• No visual control• Lack of workplace organization• Supplier/Partner quality• Inconsistent supply of detail
information• Over-engineering• Inspection
The longer waste occurs, the more accepting your become!
Six Sigma Simplicity
Waste in the Form of Rework
Waste Causes A "Hidden Factory"Increased Cost & Lost Capacity
• Each defect must be detected, repaired and placed back in the process
• Each defect costs time and money
20 Mins
Record data necessary for billing
30 Mins
Enter data into systems
10 Mins
30 Mins4223 Mins
Validate Documentation
Send Documentation to Biller
Create Invoice
5 Mins
Validate Invoice
2 Mins
Submit to customer
Yield After Inspection or Test
Waste
ReworkHidden Factory
NOTOK
OperationInputs Inspect First Time Yield
OK
Time, cost, people
90% Customer
Satisfaction
Six Sigma Simplicity
Everyday we are flooded by data and we are forced to make decisions:
• Outstanding Receivables Increases from 8% to 12%
• Overtime Increases from 716 to 833 Hours
• Company Earnings are Off $240 Million
• Near Miss Occurrences are Up 2%
• US Trade Deficit Rises By $40 Billion
Should We Take Action ?
How Do We Know When to Take Action?
Six Sigma Simplicity
2
3
Scr
ap L
evel
(%
)S
crap
Lev
el (
%)
1
J F M A J F M A
1996 1997
Party TimeParty Time
APRIL 1996• The factory scrap level is at a year low of 2%• Manager presents an award to the plant• Ceremony in the cafeteria: pizza and refreshments for all!• “Everyone should be proud of what you’ve accomplished”
Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993.
Six Sigma Simplicity
2
3
1
J F M A M J J J F M A M J J
1996 1997
Manager wants to take back awardManager wants to take back award
Scr
ap L
evel
(%
)S
crap
Lev
el (
%)
JUNE 1996• Three consecutive months of scrap increases• Manager wishes he could take back the award• “Recognition has backfired”• Instead of holding the gains, scrap went right back up• Manager is thinking about taking action
Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993.
Six Sigma Simplicity
2
3
1
J F M A M J J A S O N DJ F M A M J J A S O N D
1996 1997
No more “Soft Management”No more “Soft Management”
Scr
ap L
evel
(%
)S
crap
Lev
el (
%)
NOVEMBER 1996• Scrap rises to a value of 2.6% , manager decides to take action• A “special meeting” is called to solve this problem once and for all• After a sound lecture on the importance of scrap, the manager
leaves. Employees aren’t sure what to do. Besides, they have other metrics which have more importance. So they do nothing.
Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993.
Six Sigma Simplicity
1996 1997
2
3
1
J F M A M J J A S O N DJ F M A M J J A S O N D J F M A M JJ F M A M J
Scr
ap L
evel
(%
)S
crap
Lev
el (
%) Manager concludes: “Tough Love Makes Things Happen”
Manager concludes: “Tough Love Makes Things Happen”
JUNE 1997
• Manager has seen reduced scrap levels since the end of last year. “Things are looking-up!”
• His takeaway: “A tough management style gets results!”
Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993.
Six Sigma Simplicity
2
3
1
J F M A M J J A S O N DJ F M A M J J A S O N D
1996 1997
UCL
J F M M J J A S OJ F M M J J A S O
LCL
Scr
ap L
evel
(%
)S
crap
Lev
el (
%)
Statistical Process Control (SPC)
• Tells a different story…
Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993.
Six Sigma Simplicity
Manager concludes, “Tough Love Makes Things Happen!”
Manager concludes, “Tough Love Makes Things Happen!”
J F M M J J A S OJ F M M J J A S O
2
3
Scr
ap L
evel
(%
)S
crap
Lev
el (
%)
1
J F M A M J J A S O N DJ F M A M J J A S O N D
1996 1997
Party TimeParty Time Manager WantsTo Take Back Award
Manager WantsTo Take Back Award
No more soft managementNo more soft management
UCL
LCL
SPC Tells a Different Story – Why ?
• Old View - “Hey, I made my decision based on data - How can I go wrong?”
• New View - “Your decisions were made from observing high and low points as signals. When in reality, it was all noise. Look at the data, there was no significant change in the process.”
Six Sigma Simplicity
1 Sigma
2 Sigma
3 Sigma
1 Sigma
2 Sigma
3 Sigma
60-75%
90-98%
99-99.9%
% of Data PointsUCL
LCL
TIME
The ItemWe Are Measuring
Rules of Standard Deviation“Where should the data lie?”
Six Sigma Simplicity
Agenda
• What is Lean Six Sigma?• Why are we using it?• How are we deploying it?• L6S Roles and Responsibilities• DMAIC phases
Six Sigma Simplicity
A Simple Approach
The right support +
The right projects+
The right people+
The right roadmap and tools=
The right results
Six Sigma Simplicity
The Right Support
• Infrastructure to drive Lean Six Sigma throughout the company is in place:– Champions for each business unit– Sponsors are identified and trained– Operational units provide subject matter experts– Data is made available– BU finance identifies the savings– BU leaders emphasize the urgency
Six Sigma Simplicity
The Right Projects
• Identifies a problem to be solved– Problem is of major importance to the BU
• Clear connection to business priorities– Strategic and annual operating plans
• Clear quantitative measures of success– Baseline, goals and entitlement well-defined
• Reasonable scope– Scope too large is a common problem
• Management support and approval– Needed to get the resources and
remove barriers
Reduce/optimize/increase: (project Y) from (current value) to (goal level) for (specific area) while holding constant (constraints)
“A project is a problem scheduled
for solution.” - J. M. Juran
Six Sigma Simplicity
The Right People
• Champions (BU)• Sponsors (BU)• Controllers (BU)• Process Owners (BU)• Master Black Belts (Process Excellence)• Black Belts (Process Excellence + BU)• Green Belts (BU)• Kaizen Facilitators (BU)
Six Sigma Simplicity
• Technical Conscience• Project Reviews• Mentor Belts• Assist Local Leaders
• DMAIC Execution (Teams)
• Complete the Charter• Break Barriers• Select the Team• Review Projects• Meet with Belt
• Establish Business Goals• Select Projects• Establish Project Priorities• Conduct Reviews• Verify Savings• Audit Control Plans
• Identify Projects• Monitor Lean Six
Sigma Metrics• Assist BU Leadership
Lean Six Sigma
Projects
MBBs
Belts
Sponsors
Local Leaders
BU Champs
Process Owner
• Own the Control Plan• Own the improvements
The Right People
Six Sigma Simplicity
Agenda
• What is Lean Six Sigma?• Why are we using it?• How are we deploying it?• L6S Roles and Responsibilities• DMAIC phases
Six Sigma Simplicity
• Advocates Lean Six Sigma within the BU– Tracks number of Belts and projects– Develops hopper of Lean Six Sigma project ideas– Selects projects to be chartered
• Interfaces with the Process Excellence L6S Program Office
• Owns the project success within the BU
Champion Roles and Responsibilities
Six Sigma Simplicity
Sponsor Roles & Responsibilities
• Provides leadership and direction to the Belts– Articulates the need for a project– Breaks down organizational barriers– Stakeholder - key beneficiary of project improvement– Review progress continuously– Develops project charters with Belt
Six Sigma Simplicity
Controller’s Roles & Responsibilities
• The local controller is responsible for approving the savings claimed on projects– Be part of the chartering process for prioritization– Proper categorization as completion year EBITDA impact
or cost avoidance– At the conclusion of a project, the controller is
responsible for financial approval of the final savings determination for a local project
– By ‘Approving’ a completed project, the controller is agreeing that the stated savings are real
Six Sigma Simplicity
Process Owner’s Roles & Responsibilities
• Owns the changes to the process after the project is completed– Participates as part of the team– Ensures the change is implemented– Monitors the control plan and reacts as required
Six Sigma Simplicity
Master Black Belt Roles & Responsibilities
• Experts in Lean Six Sigma Tools and Methodology– Ensure results achievement– Assist in project identification and Lean Six Sigma
administration– Breaks down technical barriers– Coaches and mentors Belts during project– Continuously improves Lean Six Sigma process– Identify, share and deploy Best Practices– An optional Growth Path for Belts
Six Sigma Simplicity
Black Belt Roles & Responsibilities
• Leaders of strategic, high impact process improvement projects– Developers of a functional team– Experts in applied Lean Six Sigma tools– Change Agents– High energy result getters– Leadership development pool– 100% DEDICATED to Lean Six Sigma initiative
Six Sigma Simplicity
Green Belt Roles & Responsibilities
• Leaders of process improvement projects– Work in own functional area– Drive continuous process improvement – Technical process experts– Appliers of Lean Six Sigma tools– Change Agents
Six Sigma Simplicity
Kaizen Facilitator Roles & Responsibilities
• Leaders of Kaizen events– Primarily work in own functional area– Drive continuous process improvement – Technical process experts– Appliers of Kaizen tools– Change Agents
Six Sigma Simplicity
BU Champion
BU Leadership
L6S Process Excellence
Process Owner
BELT
Ext. Team Core Team
Sponsor
ProvidesBusinessDirection
Select a Project
Coach & Develop
Workstogether onthe problem
Monito
r & Assi
st
Provides Project Update
Works toimplement
BU Controller
Provide financial
calculations &
validation
High-Level Process Improvement Interactions
Six Sigma Simplicity
Agenda
• What is Lean Six Sigma?• Why are we using it?• How are we deploying it?• Roles and Responsibilities• DMAIC phases
Six Sigma Simplicity
Define What is the scope of the problem?
Measure What is the frequency of the problem?
Analyze Where and why does it occur?
Improve How can we fix the process?
Control How can we ensure the process stays fixed?
Process Output Y = f (Input variables x1, x2 ….)To improve Y, control the key x’s
A Simple Approach: The Right Roadmap & Tools
Six Sigma Simplicity
Define Phase
• During the define phase, the emphasis is on understanding the current state– Where the problem is occurring– Duration of the problem– What the problem is (in numbers)– What is the KPI– Financial impact of the problem– What is the scope and key stakeholders
Six Sigma Simplicity
Define Phase Toll-Gate Review
• At the end of the Define Phase, the team should have the following deliverables presented to the Project Sponsor, BU Financial Controller, and Master Black Belt for approval to proceed:– Internal and external customers identified– Contract reviewed– Current state map– Communication plan developed– Estimated Completion Dates for Measure, Analyze, Improve, and Control
phases determined– Team properly sized and resourced from appropriate areas– Objectives for project set with SMART goals
Six Sigma Simplicity
Measure Phase
• The Measure Phase is about understanding the current state and collecting data to establish a baseline– Key Process Input Variables (KPIV’s) and Key Process
Output Variables (KPOV’s) that have a heavy influence the process or are the result of the process
• In this phase, consideration is taken into how accurate and reliable the measurement system that we use is– Measurement system could potentially be the cause of
the problem
Six Sigma Simplicity
Measure Phase Toll-Gate Review
• At the end of the Measure Phase, the team should have the following deliverables presented to the Project Sponsor and Master Black Belt for approval to proceed:– KPIV’s and KPOV’s identified– Measurement System Analysis (MSA) conducted– Data collection plan created and executed– Baseline capability established– Appropriate graphs and charts developed to display
statistical data
Six Sigma Simplicity
Analyze Phase
• The Analyze Phase is where the team does a deep-dive on the data collected in order to determine the root cause of the problem
• The analyze phase involves determining where the gaps and opportunity areas lie that could provide the biggest impact to the problem
Six Sigma Simplicity
Analyze Phase Toll-Gate Review
• At the end of the Analyze Phase, the team should have the following deliverables presented to the Project Sponsor and Master Black Belt for approval to proceed:– Sources of Variation identified– Cause and Effect Diagram– Detailed process map generated for root cause– Pareto charts to highlight key sources of variation– Correlation studies to show causal relationship
Six Sigma Simplicity
Improve Phase
• The focus of the Improve Phase is to implement improvements that were brainstormed and agreed to in the analyze phase
• The improve phase typically involves ideas being piloted with the results being validated to ensure that no adjustments need to be made
Six Sigma Simplicity
Improve Phase Toll-Gate Review
• At the end of the Improve Phase, the team should have the following deliverables presented to Project Sponsor, Master Black Belt, and Process Owner for approval to proceed:– Implementation Plan– Results of pilot(s)
Six Sigma Simplicity
Control Phase
• The focus of the Control Phase is to establish how the results are going to be sustained and monitored
• The Control Phase typically involves the creation of metrics and plans to be executed when the metrics indicate that the process is not behaving as expected
Six Sigma Simplicity
Control Phase Toll-Gate Review
• At the end of the Control Phase, the team should have the following deliverables presented to the Project Sponsor, BU Champion, Master Black Belt, BU Financial Controller and Process Owner for approval:– Control Plan– Risk Analysis– Close-out Presentation
Six Sigma Simplicity
Project Tollgate Approvers
BU Champion
Sponsor
Process Owner
BU Financial Controller
Master Black Belt
Project Charter Approval X X X X X
Define X X
Measure X X X
Analyze X X X X X
Improve X X X
Control X X X X X
• Projects are continually reviewed and approved
• Recap of the tollgates and who’s will need to sign-off on the project
• Signatures can be electronic or scanned for now, and will be retained with the project documentation
Six Sigma Simplicity
Top Tools
• Process map• Cause and effects matrix• Measurement system analysis• Capability analysis• Descriptive statistics• Graphical techniques
– Box Plots– Histograms– Scatterplots– Time series plots– Run charts– Pareto charts– Check sheets
• Statistical process control charts• Correlation• Simple and multiple regression• Inferential statistics
– Confidence intervals
• Failure modes and effects analysis• Multi-vari studies• Fractional factorial experiments• Full factorial experiments• Response surface methods• Transformations• Normal distribution• Sample size determination• Test for Equal Variances• Fishbone diagrams• Hypothesis testing• F-test• T-test• Chi-square test• Tests for normality• Non-Parametric Tests• Analysis of Variance
Six Sigma Simplicity
A Simple Approach: The Right Results
The right support +
The right projects+
The right people+
The right roadmap and tools=
The right results
Everyone’s Responsibility
BU’s Responsibility
BU’s & Process Excellence’s Responsibility
Process Excellence’s Responsibility
BU’s Responsibility
Six Sigma Simplicity
The Lean Six Sigma Lifecycle
Project Sponsor & Belt
Everyone
Champion & Local Leadership
Project Sponsor
Process Owner
Project Sponsor, Project Team,
Process Owner
OpportunityIdentification
CharterDevelopment
CharterPrioritization
ResourceAllocation
ProjectExecution
ProjectMonitoring