Transcript Accelerating 6s Activity:





Name
Work experience
Background in continuous
improvement activities
Expectations
1
Quality = Performance
Expectation
Exceeding
customer
expectations
Producing the best results
Fitness for use
Total customer
satisfaction
Excellent products or services
Conformance to specifications
2
See V-14
Degree of Customer Satisfaction
Kano Model
Delight
Performance
"Delighter"
Neutral
Dissatisfied
"Basic"
Absent
Fulfilled
Presence of Characteristics
The Kano model relates three factors to their degree of
implementation or level of implementation, as shown in
the diagram.
1) Basic ("must be") factors
2) Performance ("more is better") factors
3) Delighter ("excitement") factors.
The degree of customer satisfaction ranges from disgust,
through neutrality, to delight.
3

Quality

Delivery

Responsiveness

Cost

Safety
“QDRCS”
4





To repeatedly apply the DMAIC
strategy to produce success stories
and improve the corporate
scorecard
To understand the Six Sigma
culture and to be able to contribute
to its development
To realize the importance of the
need and use of statistics in process
improvement
To know what Six Sigma is, the
relationship between variation and
Cost of Poor Quality (COPQ) and to
be able to apply basic Six Sigma
concepts for the purpose of
improving the bottom line
To continually challenge the
employees to reduce waste
5

Able to
◦
◦
◦
◦
◦
◦



manage a project
define a process
define metrics
gather and analyze data
show process control
determine process capability
Able to use statistics and
communicate expectations for
process control data to untrained
people
Understand that simple tools can
produce dramatic results
Behavior is to:
“Learn - Do - Communicate”
6
100%
All employees
5 - 20%
Green Belts
1 - 2%
BBs
Champions
Every employee is actively involved in
process improvements using DMAIC tools,
resulting in measurable improvements.
7
Statistical tools
Measure
process flow, IPO,
C&E, metrics, etc.
Analyze & Improve
Cpk, control charts,
DOE
No
Defects
Control
SOP, control charts
We have a toolbox of techniques to help us reduce defects:
PF / CE / CNX / SOP / ……….DOE / etc.
8
GREEN BELT TRAINING PROJECT SELECTION GUIDLINES
Your Green Belt training project should be carefully selected so you get the most from the training.
These guidelines were put together to assist you in your project selection process. It is impossible to
find a “perfect” training project. However, by choosing a project that meets a majority of the
following criteria, you will be most likely to apply the tools you’ll be taught. These criteria are
broken down into five major categories and are shown below. These criteria alone should not be
used for project selection. It is highly advised that you consult with your instructor, or mentor, and
work closely with the process owner during the selection process.
THE PROBLEM:
• You should have a general understanding of the problem
• The team should understand and be excited about why they’re working on this problem
• Scoped to make good progress which will help keep the team involved
• Don’t get too caught up in Return On Investment (R.O.I.)
• Good “leverage” potential is always a plus (i.e. – your lessons learned can be applied on many
other parts/processes)
• As a training project, it should have a good chance of success
THE DATA:
• Good data exists, or can be collected in a timely manner
• While working on the project, you will need to have a good “stream” of incoming data (i.e. –
avoid jobs/processes that only occur once)
• You can develop a good “performance” measure
• Variable data is preferred
THE SCOPE:
• Narrow scope/likely to be solved in a 90 day time frame
• Use your mentor or any other Black Belt to help with “scoping”
HOW TO IDENTIFY:
• Create a Pareto of defects for an area, department, product line, etc.
• Talk to process owners
• Talk to your customers
• Develop a “potential” project list
• Use your mentor or any other Black Belt to help with the scope of your project
WHEN DOES YOUR PROJECT NEED TO BE IDENTIFIED?
• The earlier the better… yesterday would have been good
• Consider going into week 1 training with more than 1 potential training project to choose from
• Final decisions should be made right after week 1 of training.
9
I
Inputs
(Sources of Variability)
P
Process
O
Output
(Measures of Performance)
Manpower
Material
Process
(Activity)
Perform a
service
Produce a
product
Measurement
Methods
Mother Nature
A blending
of inputs to
achieve the
desired outputs
Customer
Supplier
Machine
Complete a
task
Any sequence of events that can be described
with a SIPOC can be improved with DMAIC
10
See V-2 to 7
Microsoft Word template available on website
11
January 15, 1987

Motorola officially launched the
concept of Six Sigma on this date
and set the Six Sigma goal of
achieving less than 3.4 defects
per million opportunities
throughout an organization
12