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30 08 2018

Green Belt – Six Sigma

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Every project follows the same process in a systematic and uniform method known as DMAIC. This formalized problem-solving method is designed to improve the effectiveness and efficiency of the organization.

DMAIC

  • Define: the First stage sets the context. Write problem statement, the objective of goal and formally launch methodology. Discovery of working limits and how to work within, and will be used as a benchmark for improvement.
    • Usually black belt leads
    • Local management involved
  • Measure: Starting point metrics are recorded to a baseline the current performance level and constraints.
  • Analyze: Review the metrics using a variety of tools to gain an understanding of the cause and effects interactivity within the system being used.
  • Improve: Uses the information found in the analysis and develops possible solutions.
  • Control: Focus on developing the control plans and activities to monitor and sustain the improvement.
    • Process owner tales back control of the process.

DMADV

Define, Measure, Analyze. Design and Verify.

Defining Process

This can be difficult, but you must determine which parts of a work task or tasks you are trying to measure. You will determine who the owner of the process is, aka the Process Owner. The process owner is responsible for end to end process.

Next define scope, boundaries/limitations and then a high-level process map displaying the start and end points of the process.

The most common tool is the SIPOC diagram (suppliers, inputs, processes, outputs, and customers of a process). This helps team members to determine process activities, stakeholders, and boundaries.

  • suppliers provide inputs and every input should have a supplier
  • inputs activities that trigger the process (like customer order)
  • processes activities carried out to convert inputs into outputs
  • outputs tangible product or service that the process produces
  • customers receive the output, every output should have a customer

Cost of Poor Quality (COPQ)

Is the sum of internal and external failures. Six Sigma reduces cost and waste by determining the COPQ:

  • who is the customer and what is important
  • understanding customer feedback and determining requirements for product
  • prioritizing issues related to product
  • what internal process caused variation
  • what caused the defects
  • develop ways to address defects
  • develop metrics to standardize and measure changes made in the process

Pareto Analysis

States 205 of inputs result in 80% of outputs. A tool to graphically represent causes from most significant to least.

Six Sigma Metric

The goal is to maintain statistical process control and measure the most common:

  • Sigma level
  • Rolled Throughput Yield (RTY) in the probability the product will pass through production or service without rework and defect
  • Defects per unit (DPU) -a product or service nonfulfillment of an intended requirement or reasonable expectation for use, does not meet customers expectations
  • Defects per million opportunities (DPMO) – an event of nonconformance to specification and defects are measured using a c or u chart.
  • First Pass Yield (FPY) number of defect-free units produced

Metrics and data held for a process can be summarized in terms of cost, quality, safety or time.

Critical to Quality Characteristics

There are several characteristics of a project: CTx: quality, cost, process, safety, and delivery. All must align with the project. Common forms:

  • CTC critical to the cost of inventory, cost of labor into production, cost of raw materials, overhead like employees and delivery costs
  • CTQ quality measured by customer satisfaction, ie bakery and quality of goods
  • CTS schedule the time it takes to pass through one or more stages, relates to delivery timing, time on hands of good stock, arrival times for materials
  • CTP process
  • CTD deliver

CTX measures are based on project ROI, customer and business needs.

Define Stage

Define initial stages of project definition, scoping of goals, objectives, stakeholders, and functionalities.

  • Develop project name and purpose
  • Complete project charter – informal contact created at the start of projects
    • define the problem, scope and reference data, purpose, problem statement, objectives, stakeholders, team members, timeline and measure scope
  • High-level process map
  • Identify process owner, champion and team
  • Identify customers and requirements criticial to quality
  • Define align goals with business initiatives
  • Determine ROI

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