GREEN BELT GROUP

ASSIGNMENT

Submitted by:
Group 11
Aalekh Bhatt
u113001
Abhishek
Agarwalu113003
Lohit Singla
u113204

Part A
Q5. List various types of process maps used in Six Sigma project execution along
with the reason of usage.
Ans.
A process map is a graphical representation of the flow of a process. Process
mapping is one of the basic quality or process improvement tools used in Six
Sigma. A process map includes information that can be used to improve the process,
such as:

Process Times

Quality

Costs

Inputs

Outputs

Process maps are used to:

Identify areas for focus of improvement efforts

Identify and eliminate non-value added steps

Combine operations

Assist root cause analysis

Baseline for failure mode and effect analysis (FMEA)

Identify potential controllable parameters for designed experiments

Determine needed data collection points

Eliminate unnecessary data collection steps

There are two basic types of process maps. These are:

Process Flowchart

This chart simply sets out the sequence of activities and decision points. These are useful
for capturing the initial detail of the process. Labels showing the grade/level of staff
doing each step can be added if required.

Deployment Flowchart

This shows who does what along with the interactions between people and departments
(e.g. between case preparation staff and witness warning staff or possibly between Police
and CPS). This is also referred to as a swim lane chart as the page is divided into lanes
showing the various actions and how the process moves from person to person, or agency
to agency.

The various types of Process Maps used in Six Sigma Project Execution are as follows:

Basic process map: This shows the basic steps involved in a process. This is used to
get an overview of the nature of the process and the basic flow of work and
information across various activities.

Detailed process map: This identifies all the detailed steps of a process in sequential
order and tells a different story than the top-down flowchart. It shows a sequence of
detailed actions, like materials or services entering or leaving the process, or decisions
that are made to complete steps in the process. In fact, detailed flowcharts can be used
to describe any process that requires decisions or judgments to be made, like in an
administrative or service process, in a manufacturing process, or in a plan for
improving a process. Detailed flowcharts are most useful when consistency in a
process is important or attention to detail is required. It helps the people involved in
the process understand what action is required given the outcome of a decision. Like a
top-down flowchart, it can be used to study a process by first understanding the
process then finding improvements to be made (i.e., looking at the process as-is);
Design an improved process (looking at the process to-be); and Plan a project.

Work-flow (spaghetti diagrams): This is a method of viewing data to visualize

possible flows through systems. Flows depicted in this manner appear like noodles,
hence the coining of this term. Visualizing flow in this manner can reduce inefficiency
within the flow of a system. The continuous flow line enables process teams to
identify redundancies in the work flow and opportunities to expedite process flow. In
order to streamline the operations by using a spaghetti diagram, we would first want
to decide on which workflow should be analysed.

Top-down flowchart: A top-down flowchart is a type of flowchart that shows the

most important steps of a process and emphasizes the "big picture". A top-down
flowchart should be considered when we are looking for a quick way to flowchart a
process. It can be used it to find out the essential steps of a process and then compare
it to the way things are actually done. This will help us identify sources of waste and
complexity. A top-down chart can also be used to help us get started with a detailed or
deployment flowchart by helping us realise the main steps in the process first before
identifying details or hand-offs.

Deployment flowchart: A deployment flowchart is a flowchart similar to a detailed

flowchart. It shows not only what detail happens in a process but also who (i.e., which
people or groups) perform each step. A deployment flowchart is used when several
different individuals or departments are involved in a process at different stages. It is
used primarily to identify "hand-offs" in a process that present a problem. It can also

be used as a training tool to help individuals understand or communicate their

responsibilities or as a planning tool to allocate and track responsibilities on a project.

Opportunity flowchart: Opportunity flowcharts show the steps in a process and also
show whether each step adds value to a product or only adds cost. Value-added steps
are shown in the left column. These are the steps taken when everything goes right.
Cost-added steps are shown in the right column. These steps only occur when things
go wrong. If there are no problems, then only the steps in the left column are taken.
Opportunity flowcharts allow one to see where a process can be improved. They
highlight the opportunities for improvement. Opportunity charts separate those
essential steps for making a product from those that are included only to check for or
fix problems.

Value Stream Maps (Current State / Future state maps): The Value Stream Map is
a Lean tool used to understand the flow of materials and information through the
value stream to produce a product or service to a customer. It is commonly used to
identify opportunities for improvement in lead time. A value stream map tends to be a
macro-level map and contains much more information than a typical process map. It
is often used to identify bottlenecks in the process and areas that requires
improvement which leads to Kaizen Events or improvement projects.

Part B
Q2. The following data refers to 4 locations doing the invoice processing. The
number of invoices having errors and no errors was collected. Do a suitable
analysis to find whether the number of errors is independent of the location?
Which Location is contributing towards the error most?
Location
A
B
C
D
2
1
1
2
Error
8
7
8
6
No
1
2
4
1
Error
4
4
4
7

Ans. The given dataset:

We are using Chi square test to check independence.

The hypotheses are as follows:

Ho: Data is independent (Location and number of errors are
not related)
Ha: Date is dependent (Location and number of errors are
having a relation)
The output of Chi square test, performed in Minitab is as follows:

Conclusion:
1

The p-value is lower than 0.05, so we can conclude that the null
hypothesis is false and the number of errors is dependent on the location.
2 For Location A, the number of observed counts exceeds the expected
count and also has a higher Chi square contribution than location D. Thus
location is contributing most towards the error.

Question 4:

The data on time to resolve customer complaints in Hours

are collected. Management has put a target for resolving Customer Complaint as
max 96. Calculate the Sigma Rating of the process. (worksheet: TAT)

Ans. Calculation
The chart below shows the data and the calculations
Target Max
Defects/N
on-Defects
1= Defect,
96

Resolution
Time
61
129
77
115
79
95
88
67
158
67
202
37
32
86
187
72
78
132
42
50
90
93
114
65
86
30
155
94
95
33
50

Deviation
-35
33
-19
19
-17
-1
-8
-29
62
-29
106
-59
-64
-10
91
-24
-18
36
-54
-46
-6
-3
18
-31
-10
-66
59
-2
-1
-63
-46

0- Not a
defect
0
1
0
1
0
0
0
0
1
0
1
0
0
0
1
0
0
1
0
0
0
0
1
0
0
0
1
0
0
0
0

195
73
91
41
99
87
91
34
151
103
93
112
163
78
62
58
107
112
72
Total

Sigma
Rating
From the
Six-SigmaDPMO
table

1
0
0
0
1
0
0
0
1
1
0
1
1
0
0
0
1
1
0
Defects

50

DPO
DPMO

99
-23
-5
-55
3
-9
-5
-62
55
7
-3
16
67
-18
-34
-38
11
16
-24

16

16/50 =
0.32
320000
1.9-2.0

Number of opportunities = 1
Number of defects = 16
Defects per unit = Number of defects/Number of units = 16/50=0.32
Defects per Million units (DPMO) = 1000000* [Number of defects/ (Number of
units * Number of opportunities)]
= 1000000*[16/ (50*1)]
=320000
Using the six sigma DPMO chart we can conclude that the six sigma rating
lies between 1.9 and 2.0