DOCSLIB.ORG

Lean Six Sigma Green Belt Certification Training Manual

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lean Six Sigma Green Belt Certification Training Manual © 2018 The Council for Six Sigma Certification. All rights reserved. Harmony Living, LLC, 412 N. Main St, Suite 100, Buffalo, WY 82834 June 2018 Edition Disclaimer: The information provided within this eBook is for general informational purposes only. While we try to keep the information up-to-date and correct, there are no representations or warranties, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this eBook for any purpose. Any use of this information is at your own risk. The author does not assume and hereby disclaims any liability to any party for any loss, damage, or disruption caused by errors or omissions, whether such errors or omissions result from accident, negligence, or any other cause. This is a free eBook. You are free to give it away (in unmodified form) to whomever you wish. Page | 2 © 2018 The Council for Six Sigma Certification. All rights reserved. Using the most recent edition in your workplace? Because we continually attempt to keep our Handbook up to date with the latest industry developments, be sure to check our website often for the most recent edition at www.sixsigmacouncil.org. Page | 3 © 2018 The Council for Six Sigma Certification. All rights reserved. Table of Contents UNIT 1: INTRODUCTION TO SIX SIGMA .................................................................................................................. 7 CHAPTER 1: WHAT IS SIX SIGMA? ..................................................................................................................................... 7 Data Driven Processes and Decisions .................................................................................................................... 7 Defining 6σ ........................................................................................................................................................... 8 Common Six Sigma Principles ............................................................................................................................. 11 Challenges of Six Sigma ....................................................................................................................................... 14 CHAPTER 2: SIX SIGMA HISTORY AND APPLICATION ............................................................................................................ 16 The Development of Statistical Process Control .................................................................................................. 16 Continuous Process Improvement: Toyota and Lean .......................................................................................... 17 Motorola’s Focus on Defects ............................................................................................................................... 18 ABB, Allied Signal, and General Electric .............................................................................................................. 19 Continued Growth of Six Sigma........................................................................................................................... 20 Applying Six Sigma Knowledge ........................................................................................................................... 21 CHAPTER 3: OTHER PROCESS IMPROVEMENT AND QUALITY METHODS ................................................................................... 24 Other Formal Quality or Process Improvement Programs .................................................................................. 24 When to Use Six Sigma ....................................................................................................................................... 30 CHAPTER 4: LEAN CONCEPTS .......................................................................................................................................... 31 The Seven Muda .................................................................................................................................................. 31 Other Forms of Waste ......................................................................................................................................... 39 Two Types of Muda ............................................................................................................................................. 40 5S ........................................................................................................................................................................ 40 Just-in-Time Manufacturing ................................................................................................................................ 42 CHAPTER 5: BASIC SIX SIGMA CONCEPTS .......................................................................................................................... 44 Standard Deviation ............................................................................................................................................. 44 The Pareto Principle ............................................................................................................................................ 50 Voice of the Customer ......................................................................................................................................... 55 Basic Metrics ....................................................................................................................................................... 59 CHAPTER 6: APPROACHING THE PROBLEM ........................................................................................................................ 63 Problem Functions: y = f(x) .................................................................................................................................. 63 The 5 Whys .......................................................................................................................................................... 64 Creating a Problem Statement ............................................................................................................................ 66 UNIT 2: PROJECTS AND PROCESSES ...................................................................................................................... 71 CHAPTER 7: WHAT IS A PROCESS? ................................................................................................................................... 71 What is a Process? .............................................................................................................................................. 71 Major Process Components ................................................................................................................................ 73 Process Owners ................................................................................................................................................... 77 Data .................................................................................................................................................................... 77 Defining Process Components: The SIPOC .......................................................................................................... 77 Tips for a SIPOC Brainstorming Session .............................................................................................................. 80 Sample SIPOC Diagrams ...................................................................................................................................... 80 CHAPTER 8: QUALITY .................................................................................................................................................... 86 Critical to Quality Characteristics ........................................................................................................................ 86 The CoQ and the CoPQ ........................................................................................................................................ 91 Page | 4 © 2018 The Council for Six Sigma Certification. All rights reserved. Quality is Critical to Success ................................................................................................................................ 96 CHAPTER 9: SELECTING THE RIGHT PROJECTS .................................................................................................................... 97 Juggling the Right Amount of Projects ................................................................................................................ 97 Enterprise-Level Selection Process ...................................................................................................................... 97 See for Yourself ................................................................................................................................................. 106 CHAPTER 10: BASIC SIX SIGMA TEAM MANAGEMENT ....................................................................................................... 108 Building a Six Sigma Team ................................................................................................................................ 108 Timelines, Scheduling, and Milestones ............................................................................................................. 113 Budgets ............................................................................................................................................................
Load more

Recommended publications
  • Ruggles, Olivia, M Title: Standardized Work Instruction
    1 Author: Ruggles, Olivia, M Title: Standardized Work Instruction The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial completion of the requirements for the Graduate Degree/ Major: MS Technology Management Research Adviser: Jim Keyes, Ph.D. Submission Term/Year: Summer, 2012 Number of Pages: 56 Style Manual Used: American Psychological Association, 6th edition I understand that this research report must be officially approved by the Graduate School and that an electronic copy of the approved version will be made available through the University Library website I attest that the research report is my original work (that any copyrightable materials have been used with the permission of the original authors), and as such, it is automatically protected by the laws, rules, and regulations of the U.S. Copyright Office. My research adviser has approved the content and quality of this paper. STUDENT: NAME Olivia Ruggles DATE: 8/3/2012 ADVISER: (Committee Chair if MS Plan A or EdS Thesis or Field Project/Problem): NAME Jim Keyes, Ph.D. DATE: 8/3/2012 --------------------------------------------------------------------------------------------------------------------------------- This section for MS Plan A Thesis or EdS Thesis/Field Project papers only Committee members (other than your adviser who is listed in the section above) 1. CMTE MEMBER’S NAME: DATE: 2. CMTE MEMBER’S NAME: DATE: 3. CMTE MEMBER’S NAME: DATE: --------------------------------------------------------------------------------------------------------------------------------- This section to be completed by the Graduate School This final research report has been approved by the Graduate School. Director, Office of Graduate Studies: DATE: 2 Ruggles, Olivia M. Standardized Work Instruction Abstract Mercury Marine is a world-wide manufacturing company in the marine industry.
    [Show full text]
  • Statistical Process Control for Monitoring Nonlinear Profiles: a Six Sigma Project on Curing Process
    This is the author’s final, peer-reviewed manuscript as accepted for publication. The publisher-formatted version may be available through the publisher’s web site or your institution’s library. Statistical process control for monitoring nonlinear profiles: a six sigma project on curing process Shing I. Chang, Tzong-Ru Tsai, Dennis K. J. Lin, Shih-Hsiung Chou, & Yu-Siang Lin How to cite this manuscript If you make reference to this version of the manuscript, use the following information: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Retrieved from http://krex.ksu.edu Published Version Information Citation: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Quality Engineering, 24(2), 251-263. Copyright: Copyright © Taylor & Francis Group, LLC. Digital Object Identifier (DOI): doi:10.1080/08982112.2012.641149 Publisher’s Link: http://www.tandfonline.com/doi/abs/10.1080/08982112.2012.641149 This item was retrieved from the K-State Research Exchange (K-REx), the institutional repository of Kansas State University. K-REx is available at http://krex.ksu.edu Statistical Process Control for Monitoring Nonlinear Profiles: A Six Sigma Project on Curing Process Shing I Chang1, Tzong‐Ru Tsai2, Dennis K.J. Lin3, Shih‐Hsiung Chou1 & Yu‐Siang Lin4 1Quality Engineering Laboratory, Department of Industrial and Manufacturing Systems Engineering, Kansas State University, USA 2Department of Statistics, Tamkang University, Danshui District, New Taipei City 25137 Taiwan 3Department of Statistics, Pennsylvania State University, USA 4Department of Industrial Management, National Taiwan University of Science and Technology, Taipei, Taiwan ABSTRACT Curing duration and target temperature are the most critical process parameters for high- pressure hose products.
    [Show full text]
  • Achieving Total Quality Management in Construction Project Using Six Sigma Concept
    International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 05 Issue: 06 | June 2018 www.irjet.net p-ISSN: 2395-0072 Achieving Total Quality Management in Construction Project Using Six Sigma Concept Dr.Divakar.K1 and Nishaant.Ha2 1Associate Professor in Civil Engineering, Coimbatore Institute of Technology, Coimbatore-641014 2Assistant Professor in Civil Engineering, Kumaraguru College of Technology, Coimbatore-641049 ---------------------------------------------------------------------***--------------------------------------------------------------------- Abstract - A Six Sigma approach is one of the most Low Sui Pheng and Mok Sze Hui (2004) examined the efficient quality improvement processes. In this study, six strategies and concepts of Six Sigma and implemented sigma concepts were applied in construction scheduling those concepts in construction industry. A. D. Lade et.al. process to avoid delay as well as to maintain the quality of (2015) analysed the quality performance of Ready Mix the construction activities. Detailed schedule of the building Concrete (RMC) plant at Mumbai, India, using the six was analysed & also the updated schedule was verified. At sigma philosophy had been evaluated using various this stage, DMAIC (Define, Measure, Analyse, Improve and quality tools and sigma value was calculated. According to Control) principle was implemented. The variation in the the sigma level, recommendations were given for the scheduling due to delay of the activities was noted down. improvement. Seung Heon Han et.al. in their study they Delay reasons and their impacts in the whole project were developed a general methodology to apply the six sigma calculated. All delayed activities were considered as principles on construction operations rather than “Defects”. DPMO (Defects Per Million Opportunities) was construction materials in terms of the barometers to calculated.
    [Show full text]
  • The Use of Six Sigma in Healthcare
    The Use of Six Sigma in Healthcare Jayanta K. Bandyopadhyay And Karen Coppens Central Michigan University Mt. Pleasant, Michigan, U.S.A. International Journal of Quality & Productivity Management Bandyopadhyay and Volume 5, No. 1 December 15, 2005 Coppens Six Sigma Approach to Healthcare Quality and Productivity Management By Jayanta K. Bandyopadhyay and Karen Coppens Central Michigan University Abstract: For decades the U.S. health care industry has been operating on its own way ignoring emerging factors such as competition, patient safety, skyrocketing health care cost, liability, malpractice insurance cost and use of DRG for Medicare and insurance payment. However, as these factors became more prevalent and competition within the industry intensified, many U.S. hospitals have been becoming increasingly aware of the critical needs of controlling the operating costs and meet and even exceeds the expectations of patient care quality. This paper presents a model of Six Sigma approach to health care quality management for hospitals in the U.S. and abroad. Keywords: six sigma, quality and productivity management in healthcare Introduction The health care industry in the U.S has been operating on its own traditional economic domain ignoring current emerging factors such as competition, patient safety, skyrocketing health care cost, liability from malpractice lawsuits and more government control on Medicare payment.( Hansson, 2000). But in recent years, these factors have become more prevalent and competition within the industry has been intensified, and many U.S. hospitals has been becoming increasingly aware of the critical needs of controlling their operating costs and meet the expectations of patient care quality (Chow-Chua et.al,2000).
    [Show full text]
  • Statistical Process Control Tools: a Practical Guide for Jordanian Industrial Organizations
    Volume 4, Number 6, December 2010 ISSN 1995-6665 JJMIE Pages 693 - 700 Jordan Journal of Mechanical and Industrial Engineering www.jjmie.hu.edu.jo Statistical Process Control Tools: A Practical guide for Jordanian Industrial Organizations Rami Hikmat Fouad*, Adnan Mukattash Department of Industrial Engineering, Hashemite University, Jordan. Abstract The general aim of this paper is to identify the key ingredients for successful quality management in any industrial organization. Moreover, to illustrate how is it important to realize the intergradations between Statistical Process Control (SPC) is seven tools (Pareto Diagram, Cause and Effect Diagram, Check Sheets, Process Flow Diagram, Scatter Diagram, Histogram and Control Charts), and how to effectively implement and to earn the full strength of these tools. A case study has been carried out to monitor real life data in a Jordanian manufacturing company that specialized in producing steel. Flow process chart was constructed, Check Sheets were designed, Pareto Diagram, scatter diagrams, Histograms was used. The vital few problems were identified; it was found that the steel tensile strength is the vital few problem and account for 72% of the total results of the problems. The principal aim of the project is to train quality team on how to held an effective Brainstorming session and exploit these data in cause and effect diagram construction. The major causes of nonconformities and root causes of the quality problems were specified, and possible remedies were proposed. © 2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved Keywords: Statistical Process Control, Check sheets, Process Flow Diagram, Pareto Diagram, Histogram, Scatter Diagram, Control Charts, Brainstorming, and Cause and Effect Diagram.
    [Show full text]
  • 4. Six Sigma Six Sigma Is a Set of Strategies, Techniques, and Tools For
    4. Six Sigma Six Sigma is a set of strategies, techniques, and tools for process improvement. It was developed by Motorola in 1986. Six Sigma became famous when Jack Welch made it central to his successful business strategy at General Electric in 1995. Today, it is used in many industrial sectors. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[5] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in the methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.9999998% of the products manufactured are statistically expected to be free of defects (0.002 defective parts/million), although, as discussed below, this defect level corresponds to only a 4.5 sigma level. Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.
    [Show full text]
  • Cause and Effect Diagrams
    Online Student Guide Cause and Effect Diagrams OpusWorks 2019, All Rights Reserved 1 Table of Contents LEARNING OBJECTIVES ....................................................................................................................................4 INTRODUCTION ..................................................................................................................................................4 WHAT IS A “ROOT CAUSE”? ......................................................................................................................................................... 4 WHAT IS A “ROOT CAUSE ANALYSIS”?...................................................................................................................................... 4 ADDRESSING THE ROOT CAUSE .................................................................................................................................................. 5 ROOT CAUSE ANALYSIS: THREE BASIC STEPS ........................................................................................................................ 5 CAUSE AND EFFECT TOOLS .......................................................................................................................................................... 6 FIVE WHYS ...........................................................................................................................................................6 THE FIVE WHYS ............................................................................................................................................................................
    [Show full text]
  • Developing an Innovative and Creative Hands-On Lean Six Sigma Manufacturing Experiments for Engineering Education
    Engineering, Technology & Applied Science Research Vol. 6, No. 6, 2016, 1297-1302 1297 Developing an Innovative and Creative Hands-on Lean Six Sigma Manufacturing Experiments for Engineering Education Isam Elbadawi Mohamed Aichouni Noor Aite Messaoudene Industrial Engineering Industrial Engineering Mechanical Engineering University of Hail University of Hail University of Hail Hail, Saudi Arabia Hail, Saudi Arabia Hail, Saudi Arabia [email protected], [email protected] [email protected] [email protected] Abstract—The goal of this study was to develop an innovative relevant to the needs of both students and market place. Such and creative hands-on project based on Lean Six Sigma integration is particularly important not only because the world experiments for engineering education at the College of has changed tremendously and new challenges have surfaced Engineering at the University of Hail. The exercises were over the last decade, but also because a considerable number of designed using junction box assembly to meet the following the students who join engineering schools have probably never learning outcomes: 1-to provide students with solid experience on had their hands on any practical engineering project. At the waste elimination and variation reduction and 2-to engage present, this integration has become an essential practice in students in exercises related to assembly line mass production most engineering schools worldwide. However, the number and motion study. To achieve these objectives, students were and complexity of the project-based courses significantly vary introduced to the principles of Lean manufacturing and Six among institutions with some having a project-based Sigma through various pedagogical activities such as classroom component to almost every engineering course [1] and others instruction, laboratory experiments, hands-on exercises, and that have only a few of such projects.
    [Show full text]
  • Success of Manufacturing Industries – Role of Six Sigma
    MATEC Web of Conferences 144, 05002 (2018) https://doi.org/10.1051/matecconf/201814405002 RiMES 2017 Success of manufacturing industries – Role of Six Sigma N. Venkatesh1* and C. Sumangala2 1Department of Mechanical Engineering, Canara College of Engineering, Benjanapadavu, Bantwal 574 219, Karnataka, India 2Department of MBA, University of Mysore, Mysore 570005, Karnataka, India Abstract. Six Sigma is a phenomenal quality management concepts which has helped many organizations to overcome quality crisis in the recent past. Six Sigma is observed as a very promising quality management tool for any organization to make its presence felt in the corporate world as it emphasizes on obtaining a fruitful solution to improve accuracy, reduce defect thereby reduce the cost and improve profits. The main objective of this investigation is to unearth the extent to which the companies have been benefitted due to Six Sigma implementation. This article presents the results based on the analysis of collective opinion of employees of various Indian manufacturing industries that have implemented Six Sigma. This research also examines interrelationship among various parameters defined in the research. The research revealed that industries are benefitted irrespective of their nature in terms of their growth, financial benefits, productivity and satisfaction of the customer. However, peoples’ equity that deals with the benefits that employees obtain after Six Sigma implementation is not certain. The research also revealed the existence of strong interrelationship among various parameters used to measure the success of Six Sigma. Keywords: Six Sigma; Qualitative analysis; manufacturing industry. 1 Introduction The Six Sigma philosophy aims to maintain a process within control limits in order to record no defects (Arendt, 2008).
    [Show full text]
  • Lean Six Sigma for Dummies‰
    Lean Six Sigma FOR DUMmIES‰ 2ND EDITION by John Morgan and Martin Brenig-Jones A John Wiley and Sons, Ltd, Publication Lean Six Sigma For Dummies®, 2nd Edition Published by John Wiley & Sons, Ltd The Atrium Southern Gate Chichester West Sussex PO19 8SQ England www.wiley.com Copyright © 2012 John Wiley & Sons, Ltd, Chichester, West Sussex, England Published by John Wiley & Sons, Ltd, Chichester, West Sussex All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmit- ted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC1N 8TS, UK, without the permission in writing of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, England, or emailed to [email protected], or faxed to (44) 1243 770620. Trademarks: Wiley, the Wiley logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc., and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book.
    [Show full text]
  • Root Cause Analysis of Defects in Automobile Fuel Pumps: a Case Study
    International Journal of Management, IT & Engineering Vol. 7 Issue 4, April 2017, ISSN: 2249-0558 Impact Factor: 7.119 Journal Homepage: http://www.ijmra.us, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage as well as in Cabell‟s Directories of Publishing Opportunities, U.S.A ROOT CAUSE ANALYSIS OF DEFECTS IN AUTOMOBILE FUEL PUMPS: A CASE STUDY Saurav Adhikari* Nilesh Sachdeva* Dr. D.R. Prajapati** ABSTRACT Quality can be directly measured from the degree to which customer requirements are satisfied. Some problems were reported by the customers of the automobile company under study in the fuel pumps; which is used in an automobile to transfer the fuel from fuel tank to fuel injection system after filtration.This paper presents the implementation of Quality Control tools– Check Sheet, Fishbone Diagram(or Ishikawa Diagram), ParetoChartand 5-Why analysis tools for identification and elimination of the root cause/s responsible for malfunctioning of the fuel pump in customers‟ cars. From the Check sheet and Pareto analysis, two major defects were identified which accounted for more than 80% of the problems being reported. The root causes of these two defects affecting the product quality of the company were then further analyzed using the 5- Why analysis. Keywords: Quality Control Tools, Ishikawa Diagram, Pareto Chart, 5-Why Analysis * Undergraduate Student, Department of Mechanical Engineering, PEC University of Technology, (formerly Punjab Engineering College), Chandigarh ** Associate Professor& Corresponding Author, Department of Mechanical Engineering, PEC University of Technology (formerly Punjab Engineering College), Chandigarh 90 International journal of Management, IT and Engineering http://www.ijmra.us, Email: [email protected] ISSN: 2249-0558Impact Factor: 7.119 1.
    [Show full text]
  • Download Complete Curriculum
    L E A N S I X S I G M A G R E E N B E LT C O U R S E T O P I C S Copyright ©2019 by Pyzdek Institute, LLC. LEAN SIX SIGMA GREEN BELT COURSE TOPICS LESSON TOPIC Overview A top-level overview of the topics covered in this course What is Six Sigma? A complete overview of Six Sigma Lean Overview 1 Waste and Value Lean Overview 2 Value Streams, Flow and Pull Lean Overview 3 Perfection Recognizing an Linking your Green Belt activities to the organization’s Opportunity vision and goals Choosing the Project- How to pick a winning project using Pareto Analysis Pareto Analysis Assessing Lean Six Sigma How to carefully assess Lean Six Sigma project candidates Project Candidates to assure success Develop the Project Plan 1 Team selection and dynamics; brainstorming; consensus decision making; nominal group technique Develop the Project Plan 2 Stakeholder analysis, communication and planning, cross functional collaboration, and Force Field Analysis Develop the Project Plan 3 Obtain a charter for your project Develop the Project Plan 4 Work breakdown structures, DMAIC tasks, network diagrams Develop the Project Plan 5 Project schedule management; project budget management Develop the Project Plan 6 Obstacle avoidance tactics and management support strategies High Level Maps 1 L-Maps, linking project charter Ys to L-Map processes High Level Maps 2 Mapping the process from supplier to customer (SIPOC) High Level Maps 3 Product family matrix 2 Voice of the Customer (VOC) 1 Kano Model, getting the voice of the customer using the critical incident technique VOC 2-CTQ Specification Link the voice of the customer to the CTQs that drive it Principles of Variation 1 How will I measure success? Are my measurements trustworthy? Scales of measurement, data types, measurement error principles.
    [Show full text]