CNAF NAE GB Student Book (Ver 1070)

Mar 2011
NAE CNAF
Green Belt
(Core)
LL ee aa nn
Latest Update May2009
Green Belt Training

MODULE 1: INTRODUCTION
Table of Contents
Lesson 1 Introduction
Lesson 2 CPI Overview
Lesson 3 Roles and Responsibilities
Lesson 4 Facilitation Part 1: Brainstorming
Lesson 5 Simulation Round 1
Lesson 6 Charter
Lesson 7 Facilitation Part 2: Team Dynamics
Lesson 8 SIPOC
Lesson 9 Develop & Execute Plans
Lesson 10 Voice of the Customer
Lesson 11 Walk the Process (Gemba)
Lesson 12 Data Collection Plan
Lesson 13 Train & Prepare the Team
Lesson 14 Value Stream Mapping & Analysis
Lesson 15 Data Tools
Lesson 16 Flow & Pull
Lesson 18 Statistics
Lesson 19 Reducing Variation
Lesson 20 Implementing Improvements
Lesson 22 Control Plan
Lesson 23 Sustainment
Lesson 24 Final Closeout
Misc. Z- Tables
This Green Belt Student book contain not presented in the PowerPoint slides that is deemed
beneficial to new Green Belt candidates.
Due to the nature of the class the schedule is notional only. The last five pages are daily rating
forms complete one each day at the end of the class you will be required to turn all of them in along
with the completed test.
Misc. Day 1 Ratings

Misc. Day 2 Ratings
Misc. Day 3 Ratings
Misc. Day 4 Ratings
Misc. Day 5 Ratings
CPI training purpose
 Provide understanding and knowledge to apply Lean, Six Sigma and TOC – the process, principles,
methods and techniques - to improvement efforts.
Objective
 After completion of Green Belt training, you will understand the fundamentals of process improvement and
are expected to conduct CPI Events in your organizations.
Agenda
 Provided in handouts, adjustments captured on flipcharts each day.
Administration
 Classroom location
 Restrooms
 Messages / contact phone number
 Lunch / Breaks
 Refreshments
 Starting / ending times
 Class evaluations
 E ti t d completion
Estimated l ti ti
time
 Parking Lot
 Homework
 CNAF AIRSpeed SharePoint
CNAF AIRSpeed SharePoint Site

 Current address for the COMNAVAIRFOR SharePoint site (requires CAC access):
https://www.portal.navy.mil/comnavairfor/n42/n422/airspeed/pages/default.aspx
https://www portal navy mil/comnavairfor/n42/n422/airspeed/pages/default aspx
 Access available from any “.mil” connection.
 Green Belt students should Download PDF version of Green Belt book to obtain a searchable
electronic copy for their use.
 AIRSpeed Officers, Chiefs, Operators and Green Belts, Black Belts should register with Fleet
Forces Online by clicking on the “Tools and Services” tab and selecting “FFO Account Registration”
C d off Conduct
Code C d t
 Everyone participates with equal voice
 High level of participation needed for success
 Single discussions (respect the speaker)
 All ideas welcome (what happens here stays here!)
 Respect our time together – return from breaks/lunch on time
 Blackberries / Phones / electronics off or on vibrate
 Handle outside business on breaks
 Function as a team
 Have fun!
GREEN BELT: PROJECTS

SLIDES 03-06
Module 1 - Introduction
Provide the following information about yourself
• Name:
• C
Current
t assignment:
i t
CPI Knowledge
• Hobbies:
Gap Analysis Chart
• On a scale of one to ten current CPI Knowledge
Student Student
1 11
Complete the Gap Analysis Chart for each student in the Class 2 12
3 13
4 14
5 15
6 16
7 17
8 18
9 19
10 20
Notional Green Belt Class Agenda

Monday Tuesday Wednesday Thursday Friday
1 – Introduction Review Review Review Review
2 – CPI Overview 9 – Develop / 14 – Value 17 – Simulation 21 – Simulation

Execute Plans Stream Mapping (Round 2) (Round 3)
3 – Roles & and Analysis
R
Responsibilities
ibiliti 18 –Statistics
St ti ti 22 – Control
C t l
10 – Voice of the
Customer Plans
15 – Data Tools
4 – Facilitation:
19 – Reducing
Part 1
11 – Walk the Variation 23 – Execution /
“Brainstorming” 16 – Data Map: Sustainment
Process
Flow and Pull
20 – Implement
5 – Simulation
Improvements 24 – Final
(R
(Roundd 1) 12 – Data
Collection Plan Closeout
6 – Chartering
25 – Final Exam
13 – Train & & Review
7 – Facilitation: Prepare Team
Part 2
“Team 26 – Graduation
D
Dynamics”
i ” 14 – Value
Stream Mapping
and Analysis
8- SIPOC
GREEN BELT: PROJECTS

Module 1 - Introduction
Latest Update Dec 2009
Green Belt Training
MODULE 2: CPI Program Overview

History of Lean, TOC & Six Sigma
 Roots of Lean: back to early 1900’s

 Henry Ford: continuous flow production, waste elimination
 TWI: (Training Within Industry), 1940-1945
 Kiichiro Toyoda and Taiichi Ohno: low inventories, flexibility
 U.S. supermarkets: pull systems
 Shigeo Shingo: mistake proofing, reduced set up times
 Toyota Production System
 MIT and James Womack: bring Lean back to U.S. NIKE
 Eli Goldratt: published book “The Goal”, early 1980’s (TOC)
 Motorola & others: developed Six Sigma early 1990’s
Dr. Edward Deming: build in quality

 Many people believe that the Japanese were the source of Lean concepts but it actually started in the US
with Henry Ford. Henry Ford hated inventories and waste. TWI roots of LEAN, 1940 to 1945 government
funded CPI method to increase WWII output in US factories, ( example; Willow Run Aircraft Factory, (built
by Ford) produced B-24 bombers at a rate of 1 per hour (TAKT time 1 hr).
 Taiichi Ohno was a certified TWI instructor.
 It was however the Japanese, particularly the automakers, Toyota, (originally spelled Toyoda) who have
mastered the techniques and understanding.
 It was successfully brought back to the US by MIT and James Womack in the late 80’s and early 90’s
 Many US companies have been successful with Lean: Boeing, Wiremold, Lockheed Martin, Northrop
Grumman Shipyards, Standard Aero.
Three Methodologies
 “Lean Thinking” is a management philosophy focusing on reduction of the 8 wastes in products and
services. By eliminating waste, quality is improved, production time is reduced, and cost is reduced.”
 “Si Sigma”
“Six Si ” can be
b ddefined
fi d as a methodology
th d l tto manage process variations
i ti that
th t cause d
defects,
f t d defined
fi d as
unacceptable deviation from the mean or target; and to systematically work towards managing variation to
eliminate those defects.”
 “Theory of Constraints (TOC)” is a body of knowledge on the effective management of organizations as
systems.”
Lean Principles
 Value has been specified
– From the Customer’s perspective
 The Value Stream has been identified
– For each product/service
 The product/service Flows without interruptions
 The Customer can Pull value from the process
 Continuous pursuit of Perfection
GREEN BELT: Slides 03-05

Module 2 – CPI Overview
Eight Forms of Waste (Muda)
Type Physical Process Transactional Example
Transporting Parts Moving to Data Handoffs
Warehouse and Back
Inventory Excessive Work-in- Process Backlog of Design or
Tooling Changes
Motion Retrieving Parts, Poor Office Lay-Out
Tools, Information
Waiting Parts, Tools, Meetings, Approval,
Information System Down Time
Over-Processing Performing Unneeded Approvals
Operations (T Many
(Too M Sign-offs)
Si ff )
Over-Production Working Ahead of Printing Paper Too Soon
Schedule
Defects Scrap or Rework Drawing or Planning
Errors, Rework
Under utilization of More people involved than required to perform physical or
employees transactional tasks.
Within the 8 wastes, time is a significant factor.

Disassemble Machine Inspect
Transport
Wait Set-up Machine Transport
Remove From
Ship Re-Install
Start Broken TIME Repaired Finish

Component Component
= Value-Added Time = Non-Value-Added Time (WASTE)
Value-added time is only
a very small percentage of the total time.
The Value of Time

Traditional Focus
 Improve Value-Added work steps
 Better tools, machines,
instructions
 Result: Small time savings
Time
Small Amount of
Time Eliminated
LARGE Lean Focus
amount of  Make all of the Value Stream
time saved visible
 Reduce or eliminate Non-Value-
Note: The focus
f is not on the value-added steps or the people Added portions of the process
performing them. Instead, the focus is to remove barriers and better  Result: Large time savings
support the people doing the work!

Knowledge Check: Eight Sins of Waste
Wastes-Those Elements of a process that Do Not Increase the Value of a Product or Service as
perceived by the Customer, but Increases Cost and Cycle times.
IDENTIFY AND ELIMINATE THESE WASTES:

Eight Forms of Waste
1.
1 T Transportation
2. I Inventory (excess)
3. M Motion
4. W Waiting
5. O Over-Production
6. O Over-Processing
7. D Defects
8
8. U Under utilization of employees
What is Six Sigma ?

 Sigma () is the 18th letter of the Greek alphabet.
Critical Relationship Between
 In statistics,  represents standard deviation, a measure of variation for Process Performance and
process performance. Customer Satisfaction
 Sigma is calculated from population or sample data.
 Process data can be collected and evaluated to determine its impact
on productivity, performance, and customer satisfaction
 The measurements provide the ability to “predict” process
performance and provide a benchmark to determine if actions have
produced results
 “Six
Six Sigma
Sigma” is an optimized performance level approaching zero
defects in any process - whether it produces a: Voice of the
Process
– Product Voice of the
Customer
– Service
– Transaction MEASURED IN UNITS OF
 Goal in Six sigma is to reduce variability and therefore eliminate the STANDARD DEVIATION
need for rework,, inspection
p and testing
g (SIGMA)
Six Sigma DMAIC Problem-Solving Roadmap

IDENTIFY OPPORTUNITY DEFINE
DESCRIBE AS-IS CONDITION MEASURE
IDENTIFY KEY CAUSES

ANALYZE
PROPOSE & IMPLEMENT
SOLUTIONS IMPROVE
SUSTAIN THE GAIN CONTROL
Validate & Replicate Changes

DMAIC Improvement Process Road Map
Define Measure Analyze Improve Control
Activities
• Review
R i Project
P j Charter
Ch • Value
V l S Stream Map
M ffor • Identify
Id if PPotential
i l • Develop
D l Potential
P i l • IImplement
l Mi
Mistake
k
• Validate Problem Deeper Understanding and Root Causes Solutions Proofing
Statement Focus • Reduce List of • Evaluate, Select, and • Develop SOP’s,
and Goals • Identify Key Input, Process Potential Root Optimize Best Solutions Training Plan and
• Validate Voice of the and Output Metrics Causes • Develop ‘To-Be’ Value Process Controls
Customer • Develop Operational • Confirm Root Cause Stream Map(s) • Implement Solution and
and Voice of the Definitions to Output • Develop and Implement Ongoing Process
Business • Develop Data Collection Plan Relationship Pilot Solution Measurements
• Validate Financial • Validate Measurement • Estimate Impact of • Confirm Attainment of • Identify Project
Benefits System Root Causes on Key Project Goals Replication
• Validate High-Level • Collect Baseline Data Outputs • Develop Full Scale Opportunities
Value Stream Map and • Determine Process • Prioritize Root Implementation Plan • Complete Control Gate
Scope Capability Causes • Complete Improve Gate • Transition Project to
• Create Communication • Complete Measure Gate • Complete Analyze Process Owner
Plan Gate
• Select and Launch Team
• Developp Project
j
Schedule
• Complete Define Gate Identify and Implement Quick Improvements
Tools RIE/Kaizen, 5S,
• Project Charter • Value Stream Mapping • Process Constraint ID Value Analysis, • Mistake-Proofing/
Generic Pull Systems,
• Voice of the • Value of Speed (Process and Takt Time Analysis Zero Defects
Four Step Rapid
Customer and Kano Cycle Efficiency / Little’s • Cause and Effect Setup Method
• Standard Operating
Analysis Law) Analysis Procedures (SOP’s)
• SIPOC Map • Operational Definitions • FMEA • Process Control Plans
• Project Valuation / • Data Collection Plan • Hypothesis Tests/Conf. • Replenishment • Visual Process Control
ROIC Analysis Tools • Statistical Sampling Intervals Pull/Kanban Tools
• RACI and Quad • Measurement System • Simple and Multiple • Stocking Strategy • Statistical Process
Charts Analysis (MSA) Regression • Process Flow Controls (SPC)
• Stakeholder Analysis • Gage R&R • ANOVA Improvement • Solution Replication
• Communication Plan • Kappa Studies • Components of Variation • Process Balancing • Project Transition
• Effective Meeting • Control Charts • Conquering Product and • Analytical Batch Sizing Model
Tools • Histograms Process Complexity • Total Productive • Team Feedback
• Inquiry and Advocacy • Normality Test • Queuing Theory Maintenance Session
Skills • Process Capability • Design of Experiments
• Time Lines, Analysis (DOE)
Milestones, • Solution Selection Matrix
and Gantt Charting • Piloting and Simulation
• Pareto Analysis
• Belbin Analysis
Used by permission, © 2007 George Group Consulting, L.P. All

rights reserved
GREEN BELT:
DMAIC Improvement Process Road Map – Week 1 (Green Belt Core training)
Activities
• Review
R i Project
P j Charter
Ch • Value
V l StStream MMap ffor • Identify
Id if PPotential
i l • Develop
D l Potential
P t ti l • IImplement
l t Mistake
Mi t k
• Validate Problem Deeper Understanding Root Causes Solutions Proofing
Statement and Focus • Reduce List of • Develop SOP’s,
and Goals • Identify Key Input, Potential Root Training Plan and
• Validate Voice of the Process and Output Causes • Develop ‘To-Be’ Value Process Controls
Customer Metrics • Confirm Root Cause Stream Map(s)
and Voice of the to Output • Develop and Implement
Business • Develop Data Collection Relationship Pilot Solution
Plan • Estimate Impact of • Identify Project
• Validate High-Level Root Causes on Key Replication
Value Stream Map and • Collect Baseline Data Outputs • Develop Full Scale Opportunities
Scope • Prioritize Root Implementation Plan
• Create Communication Causes
Plan
Identify and Implement Quick Improvements
Tools RIE/Kaizen, 5S,

• Project Charter • Value Stream Mapping • Process Constraint ID Value Analysis, • Mistake-Proofing/
• Voice of the • Value of Speed and Takt Time Analysis Generic Pull Systems, Zero Defects
Customer (Process Cycle • Cause and Effect Four Step Rapid • Standard Operating
Efficiency / Little’s Law) Analysis Setup Method Procedures (SOP’s)
• SIPOC Map • FMEA • Process Control Plans
• Data Collection Plan • Replenishment • Visual Process Control
• Statistical Sampling Pull/Kanban Tools
• Statistical Process
• Stakeholder Analysis • Process Flow Controls (SPC)
• Communication Plan • Components of Variation Improvement
• Effective Meeting • Process Balancing
Tools • Control Charts
• Histograms
• Pareto Analysis

rights reserved
GREEN BELT:
DMAIC Improvement Process Road Map – Week 2 (Green Belt Advanced & Black Belt School)
Activities
• Review
R i Project
P j Charter
Ch • Value
V l S Stream Map
M ffor • Identify
Id if PPotential
i l • Develop
D l Potential
P i l • IImplement
l Mi
Mistake
k
• Validate Problem Deeper Understanding and Root Causes Solutions Proofing
Statement Focus • Reduce List of • Evaluate, Select, and • Develop SOP’s,
and Goals • Identify Key Input, Process Potential Root Optimize Best Solutions Training Plan and
• Validate Voice of the and Output Metrics Causes • Develop ‘To-Be’ Value Process Controls
Customer • Develop Operational • Confirm Root Cause Stream Map(s) • Implement Solution and
and Voice of the Definitions to Output • Develop and Implement Ongoing Process
Business • Develop Data Collection Plan Relationship Pilot Solution Measurements
• Validate Financial • Validate Measurement • Estimate Impact of • Confirm Attainment of • Identify Project
Benefits System Root Causes on Key Project Goals Replication
• Validate High-Level • Collect Baseline Data Outputs • Develop Full Scale Opportunities
Value Stream Map and • Determine Process • Prioritize Root Implementation Plan • Complete Control Gate
Scope Capability Causes • Complete Improve Gate • Transition Project to
• Create Communication • Complete Measure Gate • Complete Analyze Process Owner
Plan Gate
• Developp Project
j
Schedule
• Complete Define Gate
Identify and Implement Quick Improvements
Tools
• Project Charter • Value Stream Mapping • Process Constraint ID RIE/Kaizen, 5S, • Mistake-Proofing/
• Voice of the • Value of Speed (Process and Takt Time Analysis Value Analysis, Zero Defects
Customer and Kano Cycle Efficiency / Little’s • Cause and Effect Generic Pull Systems, • Standard Operating
Analysis Law) Analysis Four Step Rapid Procedures (SOP’s)
• SIPOC Map • Operational Definitions • FMEA Setup Method • Process Control Plans
• Project Valuation / • Data Collection Plan • Hypothesis Tests/Conf. • Replenishment • Visual Process Control
ROIC Analysis Tools • Statistical Sampling Intervals Pull/Kanban Tools
• RACI and Quad • Measurement System • Simple and Regression • Stocking Strategy • Statistical Process
Charts Analysis (MSA) • ANOVA • Process Flow Controls (SPC)
• Stakeholder Analysis • Gage R&R • Components of Variation Improvement • Solution Replication
• Communication Plan • Kappa Studies • Conquering Product and • Process Balancing • Project Transition
• Effective Meeting • Control Charts Process Complexity • Analytical Batch Sizing Model
Tools • Histograms • Queuing Theory • Total Productive • Team Feedback
• Inquiry and Advocacy • Normality Test Maintenance Session
Skills • Process Capability • Design of Experiments
• Time Lines, Analysis (DOE)
Milestones, • Solution Selection Matrix
and Gantt Charting • Piloting and Simulation
• Pareto Analysis
• Belbin Analysis

rights reserved
GREEN BELT:
Why “Six Sigma”?
Hey, 99% is good enough right?
99% 99.99966% (6 Sigma)
• 20,000 lost postal mail items per hour • 7 lost postal mail items per hour
• 15 minutes of unsafe drinking water per day • 1 unsafe minute every seven months
• 2 long/short landings per day at a major airport • 1 long/short landing every five years
• 5,000 incorrect surgical operations per week • 1.7 incorrect operations per week
• 7 hours of lost electricity per month • 1 hour without electricity every 34 years
• 20,000 incorrect prescriptions per month • 68 wrong prescriptions per year
GREEN BELT:
Principles of TOC:
 A system must have a goal on which everything in that system is evaluated.
 Systems function as chains. Strengthening the weakest link benefits the system the most.
 Optimum system performance is NOT equal to the sum of the individual process optima.
 Systems operate in an environment of cause and effect. Visible problems are usually indicators
((undesirable effects or UDE)) of some critical root cause(s)
( ) that must be addressed.
 An optimal solution deteriorates over time. Improvement must be continuous.
 Policy constraints are the most common and most difficult to break. Policy constraints offer the most
opportunity for system improvement.
TOC Focuses on Constraints:

 Constraint = Anything that impedes Throughput
Throughput. TOC concentrates on identifying and improving the worst
impediment
 Identifying constraints
– Visual identification of WIP (Work in Process)
– Calculating Throughput for each process step
TOC Measures Progress:

 Throughput: The rate at which the system produces customer value or generates money
 Inventory: Inventory is all the money invested in buying things that will at some time be sold (turned into
Throughput) or that is tied up in the system (investment). Includes costs for raw materials, infrastructure, etc.
 Operating Expense: The costs associated with turning Inventory into Throughput. Includes costs for labor,
utilities, interest, etc.
TOC Applications:
 Drum-Buffer-Rope (DBR): Links the pace of the first step in a process to the exit rate of the constraint. One of
the most common TOC applications; often applied to repetitive processes.
 Critical Chain: An advanced application of DBR used in the project management field which treats time as
inventory.
 Supply Chain Management: DBR concepts applied in the logistics arena, concentrating on the system’s ability
to replenish stock. The metric, “Time to Reliably Replenish” (TRR), is an offshoot of this application.
 Thinking Processes: TOC tools to link improvement efforts to the system’s goal using the logic of cause and
effect. Uses logic trees as a way to step through the process.
TOC
OC 5 Focusing
ocus g Steps
Steps:
1. Identify - What’s the constraint?
2. Exploit – Get the most out of the constraint with minimum investment.
3. Subordinate - Focus non-constraints towards supporting the constraint
4. Elevate – Increase the constraint’s capacity
5. Repeat Step 1 - The constraint has probably moved.
Drum-Buffer-Rope uses this methodology
GREEN BELT: Slides 18 - 22

Integrating a Culture of Continuous Improvement
LEAN
Eliminating Non-Value
Added Activities
 Identify the Value Stream
 Eliminate Over-Production
 Eliminate Over-Processing
 Create Process Flow
 Create Pull System
Theory of
Constraints
CPI Six Sigma
Reducing Process
Constraint Mitigation
Variation
1. Identify the Constraint
 Consistent Repeatable
2. Exploit the Constraint Processes
3. Subordinate to the Constraint  Process Design / Redesign
4. Elevate the System’s  Defect Prevention
Constraint
 Statistical Analysis
5. Repeat Step 1, the Constraint
has probably moved  Voice of the Customer

Latest Update Nov 2009
Green Belt Training
MODULE 3: ROLES & RESPONSIBILITES

CPI Deployment Roles
CPI Office Line Departments

CO / OIC / Shipboard AIMD Officer
• Owns vision, direction,
business results
• Leads change
• Allocates Resources
• Owns Value Streams
AIRSpeed Officer
• Owns Deployment
Plan Executive
Leadership
• Owns Division Office / LCPO
Communication Plan
• Captures Metrics • Owns Rapid
Deployment Project Improvement Plan
Champion Sponsor • Owns
Redeployment Plan
All Employees • Owns financial
results
Only at Wing / CNAF
• Removes
R Barriers
B i
• Provide data and voice
• Trains Black Belts
• Leads Complex Master of customer inputs to
Projects Black Belts VSA, RIE, and Projects
Team
• Full-time position • Apply concepts to their Members
own jobs and work All individuals
areas • Participate in CPI Events
and Projects
• Part time
AIRSpeed Office /
Work Centers Black Belts Green Belts
• Expert on principles and
tools
• Leads
eads larger
a ge p
projects
ojects AIRSpeed
Speed OOffice
ce /
• Trains & Coaches Green Work Centers
Belts • Lead and/or support
• Full-time position CPI Events & Projects
• Full time or part time
role

Module 3 – Roles and Responsibilities
Roles & Responsibilities
CPI Deployment Champion Roles
 Head of the CPI Office (normally full-time)
 Owns the CPI Deployment Plan
 Owns the Communication Plan
 Captures Metrics
 Reports directly to the organization’s commander
 Breaks down organizational barriers
Master Black Belt Responsibilities

 Provides leadership and guidance for CPI Implementation
 Provides guidance and counsel to the site Commander, CPI Office, Senior Leadership, Project
Sponsors, BBs, GBs in CPI efforts
 MBB may also be assigned to large complex projects and Value Stream transformations
 Train and mentor BBs
Black Belt Responsibilities

 Assist Project Sponsor and Teams to lead, schedule, plan and facilitate CPI events and
projects
 Black Belt assigned to Value Stream transformations
 Normally assigned to full time process improvement for at least 2 years
 Train and/or mentor Green Belts
Green Belt Responsibilities

Under the guidance of a Black Belt:
 Lead, schedule, plan, and facilitate CPI events and projects
 Assist team with out-briefs
 Capture results
results, lessons learned
learned, & future opportunities
 Normally works for the Project Sponsor and may be part-time or full-time
 Train & mentor team members
Project Sponsor (Process Owner) Responsibilities

 Must have process authority
 Empowers team
 Breaks down barriers
 Responsible for project charter
 Must commit to active support
 Helps kick off project
 Meets regularly with team to review progress
 Attends the final out-brief
 Implements process sustainment
 Captures and reports benefits
Team Responsibilities
Cross functional team including:
 Members from the work area (inside eyes –minimum 1/3 )
 Members from outside work area (outside eyes willing to question non-value added activities)
 Customer (internal/external) voice
 Suppliers/Partners/Safety Rep/Quality Rep

W h e r e t o F i n d Te a m M e m b e r s
Outside Stakeholders: Regulatory Agencies, etc.
Process
Suppliers Process Process Process

Step 1 Step 2 Step 3
Safety
Process Process Process

Quality Step 4 Step 5 Step 6
External Customer(s):
Those who receive or use
your product or service,
outside your organization
Roles of Change
g
 Process Owners/Project Sponsors:
– The individual or group who has the power to sanction or legitimize change.
– Responsible for creating an environment that enables the necessary changes to be made
on time and within budget.
 Change Agents:
– The
Th individuals
i di id l or groups who
h are responsible
ibl ffor actually
t ll making
ki ththe change.
h
– Responsible to understand and diagnose the problem, develop a plan to address the
problem and execute the change effectively. (Green Belts and Black Belts)
“You can choose not to change, but you

can’t do it here.”
Jack Welch

Green Belt Training
MODULE 4: FACILITATING Part 1 – “Brainstorming”

Brainstorming
Facilitation . . .
IS… IS NOT…
 Asking questions to get team to make decisions  Telling them what to do
 Asking for ideas about how to accomplish task  Advocating your view on how to accomplish task
 Observing and giving feedback  Doing the task
 Ensuring everyone’s input  Letting 1 or 2 voices dominate discussion
Managing vs.
vs Facilitating
Managing Facilitating
 ensuring available resources  ensuring optimum use of resources
 making decisions  getting the team to make decisions
 assigning tasks  clarifying roles and responsibilities;
 determining priorities  getting team to assign tasks
 ensuring
i team
t is
i clear
l about
b t priorities
i iti
 directing
 ensuring good product  influencing, negotiating, mediating, teaching
 installing controls  ensuring good team structure and process
 measuring results  clarifying boundaries
 helping team measure its results
 allocating rewards  reinforcing, encouraging, helping celebrate successes
Brainstorming
An effective brainstorming session…
 Develops highly creative solutions to a problem

 Invites the experience of the group into play
 Unlocks innovation
 Bi
Brings tteam members
b ttogether
th
Brainstorming Tips
 Rapid generation is the aim
 N such
No h thi
thing as “wild”
“ ild” or “b
“bad”
d” id
ideas
 Chaos can be fun
 Take pride in your ignorance
 Always forget to combine
 Assert
 Build on others’ ideas
 Laughter fans the flames of creativity

Module 4 – Facilitation Part 1 Brainstorming
Team Exercise 1
You are members of the Board of Directors for an escargot company. The Chief Financial
Officer has indicated that our company is spending too much money on the disposal of the
organic byproducts produced by our snails as we grew them from incubation through maturity.
We are currently hauling the ‘slime’ to a local landfill and the cost are cutting into the
company’s bottom line.
You have been asked to brainstorm some potential ideas on what we could potentially do with
our ‘slug slime’ instead of disposing of it in the current manner.
Each person take three Sticky notes and write an idea on what to do with
Slug Slime on each one.
1. ____________________________________________________________________________________
2. ____________________________________________________________________________________
3. ____________________________________________________________________________________
Affinity Diagram
Rules:
 Start with one. Find another. Put it there.
 No discussion of why.
 Short clarification of what the sticky means is OK.
 Resolve conflicts with duplicate stickies.
 Question very large groups.
 It’s over when movement stops.
Group naming – an outside person familiar with the issue should be able to name a few items in the group
based on the name of the group.
Team Exercise 2
The CEO and President would like us to begin to place our ideas in categories in order to give the research and
development branch a starting place to begin looking at a resolution to our ‘slug slime’ problem.
(Group your teams ideas into at least 4 categories for this Exercise)
Category 1 __________________________________Category 2_______________________________________
Category 3__________________________________Category 4_______________________________________
Category 5__________________________________ Category 6______________________________________
Category 7__________________________________ Category 8_______________________________________

Voting Methods
 Single Vote
Participants vote for their favorite idea.
 Multi-Vote
Participants vote for their top three (or four, or five…), ranking can also be introduced. Multi-voting is a
group decision-making technique used to reduce a long list of items to a manageable number by means of a
structured series of votes. Follow same process as Single Vote except allow participants to use their votes
as they see fit (e.g. 4 votes for the second idea) Allows individual needs and/or prejudices to be evaluated.
 Sign-Up Voting
Participants vote privately by using sticky notes and turning “ballots” in to facilitator for tally.
The result is a short list identifying what is important to the team.
When Should a Team Use Voting Methods?

 Whenever a brainstorming session has generated a list of items that is too extensive for all items to be
addressed at once
 To provide a quick and easy way for a team to identify the most popular or highest priority items on a list,
those that are worthy of immediate attention
Team Exercise 3
After the successful brainstorming session, the accountants have come back and stated that we only have
enough R&D funds to pursue three of the categories identified in the previous affinity diagram exercise.
Work with your team and identify the three categories the team thinks will have the most likely chance of
success.
Category 1 _______________________________________
Category 2_______________________________________
Category 3_______________________________________

Prioritization Tools
 Pick Chart
 Nominal Group Technique (NGT)
 Idea Ranking/Weighting
Big Pay-off
 Pick Chart – “Payoff” matrix for ranking/prioritizing ideas Item

Item
Item Item
Item Item
It
Item It
Item
Item
Item
Easy Item Implement Challenge Hard
Item Item Possible Kill

Item
Item Item Item
Item Item
Group votes on placement of the stickies on the PICK
chart quadrants based on column/row headings.
Small Pay-off
 Nominal Group Technique (NGT) - a consensus planning tool that helps prioritize options.
Rankings are collected from all participants, and aggregated. For example:
Options Participant 1 Participant 2 Participant 3 of importance
A ranked 1 st ranked 2 nd ranked 2nd 5=ranked 1st
B ranked 3rd ranked 1st ranked 3rd 7=ranked 3rd
C ranked 2 nd ranked 3 rd ranked 1st 6=ranked 2nd
D ranked 4th ranked 4th ranked 4th 12=ranked 4th
 Idea Ranking - the facilitator has participants view ideas, and rank them from most important to least
important. For example, if you have a list of six ideas, each team member would rank them from 1 to 6 (each
number can only be used once)
once). This exercise helps teams to develop a more finite ranking of ideas than a
"yes/no" vote.
 Idea Weighting / Dot Voting - Give each person in the group 10 self-stick dots.) Instruct them that
to choose their priorities, they are to use "all 10 dots but no more than 4 on any ONE item." Therefore, 4 dots
would indicate their top priority. Some items will have no dots. Participants actually walk up to the flip charts and
place their dots next to their items of choice.
Team Exercise 4
The Vice President of the Research and Development branch has asked that though they
have the money to pursue three areas of research, they only have the resources to pursue
one at a time.
Using
g a PICK Chart,, prioritize
p yyour ideas to determine which category
g y she would like us to
pursue first.

GREEN BELT:
Latest Update Feb 2010
Green Belt Training

MODULE 5: SIMULATION Statapult Round 1
Simulation Requirements
1. Exercise Requirements
Make the exercise work correctly and cannot be modified
2. Customer Requirements
How the customer would like the product and/or service to function
3. Business Requirements
How your “Company” functions, internal policies
4. Statapult Requirements
Constraints or capabilities of the tool used
Failure to comply with requirements may result in fines!
R
Round
d1 Current Reality
This round is intended to give the team experience running the
current process. It includes the following phases:
 Baseline
 Shoot
 Calculations
Exercise Requirements
 Ball must travel a minimum of 40 inches and hit no other objects before landing on the floor
 Each team member will be assigned a role
 The balls will be marked as a preparation for shooting and for rework
– Blue dots symbolize inputs needed to complete a job function and are considered to be value
added to the process
– Red dots symbolize the time and effort required to fix a problem
 No permanent markings or modifications can be made to the Statapult or balls
 Target must be parallel to the base of the Statapult
 Balls must be airborne a minimum of 40 inches
Customer Requirements
q
 All shots must be fired at an angle of 167 degrees
 All shots must land on the floor in a stationary target in an area +/-3 inches long and +/- 6 inches
wide with respect to the nominal target before hitting any other object
 Pass/Fail data must be collected for each shot
 The balls must be sorted based on either Pass or Fail
 Only Passed balls must be delivered to customer with no markings (colored dots)
 All data must be collected “real
real time”
time
Business Requirements
 Balls must be transported in batches of 5
 The Statapult must be recalibrated (remove & reattach rubber band) between every shot
 Workers should only be concerned with their assigned jobs
 All shots must originate from the floor
 Must use forms 5O-5LO,
5O 5LO RUK-1D-1NG,
RUK 1D 1NG and 1-T5-L8
1 T5 L8
 Balls are aligned with blue dot facing up
GREEN BELT: Slide 01-07

Module 5 – Simulation round 1
Statapult Requirements – Round 1
 The Statapult settings and structure cannot be modified
 The Statapult can not be aligned/modified with any tools, devices or aids
 The Statapult can only be handled/touched by the Shooter
 The Statapult must be placed so that the base is horizontal to the floor and in a stationary position
Your Team Name: _________________________
Simulation Facilitator is: _____________________________
Specific procedures for each role will be given out 5 minutes before the Round 1 shoot
Circle your Role

1. Marker 8. CEO
2. Shooter 9. Supplier
3. Inspector 10. Customer
4. Sorter
5. Customer Liaison
6. Process Observer
7. Time Observer
Baseline
In order to run the simulation, you must determine the accuracy and precision of the process in order to set up the
target area
You will have approximately 5 minutes to complete 12 inches

your baseline shots and to setup your target area Masking
Tape
Target X 6 inches
Center
 Position your Statapult in area
designated by instructor
 Obtain 20 balls
Balls are shot
 Take 20 test shots
this direction
 Mark the landing of each shot with an
adhesive dot or piece of tape
 Use masking tape to mark off target
area
GREEN BELT: Slide 08-10

Example Process Layout
Cups
Target
Red Stickers
Box of Balls
Sorter Inspector
p
Fail Pass Blue Stickers
Marker
Shooter
Customer
Liaison
Observer(s)
Are you ready to start?
 Your Company has a name

___________________________________________________
 Statapult layout is ready
 Target area is taped off
 Roles are assigned
 Role instructions have been distributed
The simulation will start simultaneously for all teams!
GREEN BELT: Slide 11 - 12

Calculations – Round 1
1. Customer Order ______ (1)

The amount of balls successfully delivered to the customer
2. Total Balls Fired ______ (2)
The total amount of balls fired for the exercise
3. Total Failures ______ (3)
The total amount of failures called by the inspector
4. Time to First Delivery ______ (4)
The time to make the first delivery to the customer
5. Total Lead Time (seconds) ______ (5)
Total time to complete the customer order
6. WIP (Work In Progress) ______ (6)
The total amount of balls left at each work area
7. Total Obsolete/Scrap ______ (7)
The total amount of balls scrapped or deemed obsolete
8. Yield ______ (8)
= Customer
C t Order
O d (1) / Total
T t l Balls
B ll Fi
Fired
d (2)
9. Takt Time (given from instructor) 10 sec_ (9)
= Available Time / Customer Order (1)
10. Available Time 300 sec (10)
= Takt time (9) * Customer Order (1)
11. Non Value Time ______ (11)
= Absolute Value [ Total Lead Time (5) ( ) – Available Time ((10)) ]
Costs are given to simulate actual process costs
12. Time Penalty Cost ______ (12)
= Non Value Time (11) * $10 Cost per Second
13. WIP Cost ______ (13)
= WIP (6) * $50 Cost per Unit WIP
14. Rework Cost ______ (14)
= Total
T t l Failures
F il (3) * $150 C
Costt per FFailure
il
15. Obsolescence/Scrap Cost ______ (15)
= Total Obsolete/Scrap (7) * $300 Cost per Unit Obsolete/Scrap
16. Warranty Cost ______ (16)
= Customer Order (1) * $500 Warranty Cost per Unit
17. Cost of Poor Quality (COPQ) ______ (17)
= Rework Cost ((14)) + Obsolescence/Scrap p Cost ((15)) + Warranty
y Cost ((16))
18. Penalty Cost ______ (18)
Total of any penalty costs assigned during shoot
19. Total Cost ______ (19)
= Time Penalty Cost (12) + WIP Cost (13) + COPQ (17) + Penalty Cost (18)
20. COST PER UNIT ______ (20)
= Total Cost (19) / Customer Order (1)

Simulation Summary Sheet
Time to Total Lead Lead Time Cost of Cost per

First Time per Unit Poor Unit
WIP Yield
Delivery Quality
Round 1 (4) (5) (5)/(1) (6) (8) (17) (20)
Round 2 (4) (5) (5)/(1) (6) (8) (17) (20)
Round 3 (4) (5) (5)/(1) (6) (8) (26) (29)
Exercise: What Went Wrong?

 Choose a facilitator
 Brainstorm answers to the q question,, “What went wrong g with the p
process?
 Facilitator: Do not accept solutions; record only problems
GREEN BELT: Slide 17

Green Belt Training

MODULE 6: CHARTER
CPI Deployment Strategy
Improvement Opportunities Value Stream Analysis

(VSA)
Rapid Improvement Projects

Just Do Its
Event (RIE) / Kaizen
Cross Functional
Cross Functional Team
Project Sponsor Team
Execute Black Belt (Lead &
Green Belt (Lead & Facilitate
Facilitate) Complex Projects)
Green Belt (Assist
with
t Complex
Co p e
Th output
The t t off a VSA is
i a list
li t off improvement
i t opportunities
t iti which
hi h
Projects, Lead &
result in the future performance of RIEs, Projects, and JDIs.
Facilitate GB
Projects)
Improvement Opportunities
Size of Time to
N
Name D
Duration
ti S
Scope off Change
Ch
Team Implement
Solution Ready to
Implement – Project
Just Do It 1 – 2 Days Immediate
Problem Well Sponsor
Defined
Short Term, High 4 – 12
* Kaizen /
3 – 5 Days
Intensity Effort to (Full-Time Immediate to
RIE Address a Specific During Short Term
Problem Event)
Complex Problem,
3–6 3 – 15 Mid to Long
Project No Apparent Root
Months (Part-Time) Term
Cause
NAE Notes:
NAE Kaizen/RIE process required that VSM’s (Current, Ideal, Future State maps) be completed prior to the
Kaizen/RIE
The complete Kaizen/RIE event including development of VSM normally takes between 7 – 10 days (3(3-55 days
VSM, 3-5 days Kaizen/RIE)
Team Leads and selected members will normally have additional event preparation and post event follow-up
actions

Module 6 – Charter Writing
Identification of Improvement Opportunities
Business Strategy Top Down

Value Stream
Value Stream Maps
p Analysis
Customer Issues
Event or
Project
Identified
Hot Issues
Constraints
Employee Suggestions
Low Hanging Fruit Bottom Up
Top Down Identification

Senior managers will typically use the Top Down approach to target value streams for analysis
As a Green Belt, what should I expect?
 Events / Projects are selected:
– To improve cycle or lead time
– To perform at higher levels and with superior quality
– To situate the business for the future
– To reduce costs
– To improve throughput
 Senior management will need your expertise for process improvement efforts and project / event
success
Bottom Up Identification
What should I be doing in my work area?
 Based on the training, look for “low hanging fruit” around your work area.
– Constraints
– Poor quality
– Confusion
– Redundancy
– High rework / redo rate
 Identify processes that can be done better.
 Identify your internal/external customers.
– What are their expectations?
– Would you be satisfied if you were in their shoes?

Keys For A Successful Event
 Clear, precise definition of the problem
 Well-defined goals
 Clear project boundaries
 Clear statement of requirements and expectations
 Assigned responsibilities
 Realistic timeframes for completion
 Well-defined, written charter
Why a Project vs. an Event ?

A project
j iis chosen
h b
because off one or more off the
h ffollowing
ll i reasons:
– Significant or unexplained variation in the process
– Root cause of major problem not readily apparent
– Complex problem
– Significant quality problem
– Test failures without obvious cause
– Significant data analysis required to understand problem
Charter
 Defines the Team’s mission
 The charter does not solve the problem
 It is a living document that will change up until the next event
 Next slide is a charter example
CNAF Instruction 4790 Requires that all NAE events be loaded into CPIMS within 15
days of event completion.
Event Charters are should be loaded into CPIMS no later than the start of the event
prep-week.

Improvement Opportunity / Problem Statements
 Good improvement opportunity / problem statements should provide the following information:
– What is the problem or opportunity for improvement (what)?
– Where is the problem. Is it in your workplace or someone else's (where)?
– How long has it been happening (when)?
– What is the extent of the problem (extent)?
– How large is the impact of the problem (impact)?
Examples of Opportunity or Problem Statement
Example of a bad opportunity or problem statement.
It takes too long to process a material order form and wrong parts are ordered.
Example of a better opportunity or problem statement.
The material ordering process for Navy Base Southwest takes in

WHERE
excess of 30 days. The problem has existed for the past year.
WHEN 85% of the orders require rework due to wrong parts. This has
EXTENT resulted in the postponement of 60 projects in the last 6 months.
IMPACT
SMART Goals
Specific
– “I want to have a process with a Cpk of >1.3.”
– “I want to reduce set-up time from 4 hours to 10 minutes”
 Not Specific
– “II want to have a good quality process.
process.”
– “I want faster set-ups.”
 Measurable
– “I want to reduce processing time from 50 days to 5 days.”
– “I want to reduce the weight of an F-22 by 150 pounds.”
 Not Measurable
– “I want to reduce processing time.”
– “I want to reduce the weight
g of the F-22.”
 Achievable
– Supported by management
– Supported by workers in process
 Not Achievable
– Management not engaged, “trumps” or ignores team
– Resistance from workers in process
 Relevant - Can it be done with time/resources allowed?
– “I want to improve the Cpk of my process by 50% by high rate production.”
– “I want to reduce charged labor by 15%”
 Not Relevant
– “I want to double the Cpk of my process by weeks end.”
– “I want to reduce charged labor by 90%”
 Time Bound - Often determined by event/event dates
– “II want to reduce the weight of an F-22
F 22 by 150 pounds by the release of block 2
2.”
– “Reduce cycle time 50% by event week end.”
 Not Time Bound
– “I want to reduce the weight of an F-22 by 150 pounds.”
– “Reduce cycle time by 50% eventually.”
Slides 12 - 13
Barriers to Success
 Scope or team is too small / large
 Solution in mind
 Unavailable resources
 Politics
 Wrong people
 Unclear event objectives
 Conflict
 Insufficient resources
 Uninvolved Leadership
 Shifting goals and priorities
 Declaring victory too early
 Monument: barrier that can’t be moved
Charter Example for CPIMS

SMART = Specific, Measurable, Achievable, Relevant, Time Bound
For NAE CPIMS charters

For the Business Impact / Description section “describe the process” in general terms.
For the Opportunity or Problem Statement focus on the “process problems”
For the Goal Statement be specific on expected event results.
Goal Statement Reduce material ordering process to less than 15 days with less than 2%
errors due to wrong part numbers being ordered.

Specific Instructions for NAE CPI Events
 Members
– Project Lead/Belt = Actual Event Lead
– Approvers/Designated Champions = Event Coach
– Sponsor/Value Stream Champions = Process Owner
– Financial Rep/Independent Reviewer =
• If type 1 savings = OIC or financial represented designated by OIC
• If type 2 or 3 savings = Event Coach
– Team Member
• Event Co-Lead = May not be one
• Event Team members = only individual that were on the team 100% of the time
 B i
Business IImpactt / Description
D i ti
(Write to the Business Description only not Impact)
– Describe the Process in short terms
– A person with knowledge of Military terms must be able to understand what the process is
– Do not identify any process problems in this area
– May provide figures and quantities but not problems associated with production
– Avoid acronyms that are specific to a specific function or process not universally used
 Opportunity or Problem Statement

(Use Smart Guidelines)
– Identify problems
• By interviewing process owner
• From previous VSA
• By interviewing customer
– Be specific
• Use numbers
• Use percentages only if a specific amount was stated previously
• Do not use general terms such as “Unnecessary” or “Often”
• May insert a “____” if an amount is not known at this time but will be collected during event
 Goal Statement (Use Smart Guidelines)

– Be a specific goal (1 to 5 specific goals)
– Must be measurable
– Achievable (within the ability of the event team to accomplish)
– Relevant (pertinent to the activity’s mission)
– Time Bound (specific date for accomplishment)
 Project Scope – In/Out of Scope
– Identify when the process starts
– Identify when the process stops
– Identify any sub-process contained within the process that are not within the scope of the event
Examples for Charter Writing
Example of inadequate charter Business Description and Problem Statement.
Business Description:
 WC 810 maintains a rotating pool of equipment (i(i.e.
e rafts
rafts, suits
suits, life vests
vests, O2 regulators)
regulators). Majority of
items serviced by WC contain items with a shelf life. Rotating pool items are used to support visiting
aircraft and VP Squadron aircraft during ISIS maintenance cycles.
Problem Statement:
 Unnecessary man-hours are used to identify items in the pool that have exceeded their shelf life. Shared
resources create a constraint in work flow during high workload times.
Example of adequate charter Business Description, Problem Statement, Goal

Statement and Project Scope.
Business Description :
 WC 810 maintains
i t i a rotating
t ti pooll off equipment
i t (i
(i.e. rafts
ft (4ea),
(4 ) suits
it (24
(24ea),
) lif
life vests
t (44
(44ea),
) O2
regulators 24ea)). 80% of items serviced by WC contain items with 90 day shelf life. Rotating pool items are
used to support visiting aircraft and VP Squadron aircraft during ISIS maintenance cycles.
Problem Statement :
 Verification of shelf life status is conducted every Monday at an average cost of 4 man-hours to identify
items in the pool that have exceeded shelf life. Shared resources (air supplies and work space) create a
constraint in work flow during high workload times (P3 ISIS) impacting the ability of WC to support more than
one aircraft ISIS requirements at one time.
Goal Statement :
 Develop SOP and shop layout that enables support of two congruent aircraft ISIS processes with a 6
working day period
 Establish a Ready For Issue (RFI) pool for higher usage items that requires rework of less than 10% for
items with shelf life issues
 Reduce by 50% time required to identify out of date material contained in RFI pool without disassembly of
end item.
Project Scope – In/Out of Scope:
 Process starts with induction of items from squadrons or the identification of non-RFI items in RFI pool
 Process ends with RFI items being staged for pickup by squadrons, being placed in RFI pool, being
placed in non-RIF pool (M9 NALCOMIS Status Code) or being identified as BCM/Disposal candidates.
NAE CPIMS Charter
Project Name: ______________________________________ Flight Test Facility
Team Members Schedule

Project Lead / Belt: Start Date End Date
Gate Approvers / Designated Champions: Course Instructor Planned
Project Sponsor / Value Stream Champions: Course Instructor Actual
Black Belt: Course Instructor
Tags
01. Command:
02. Project Level:
04. Lead
Organization /
Command:
LSS Goals:
Basic Info
Process: Kaizen/RIE SECNAV
Status Reports: Objectives:
Project Information
Business Impact / The final step in production of our golf balls is the testing of the flight characteristics. This is
Description: accomplished at our Flight Test facility using a sophisticated machine call a Statapult. Balls
that conform to the highest quality are passed as "True Flight Balls". The use of this
machine is new to our company and restrictions and documentation requirements are in
place to ensure only quality products are delivered to our valued customers. Our supplier is
internal to our company and is the product as it completes the assembly process. Our
customer is our shipping and packaging department.
Opportunity or Problem
Statement:
Goal Statement:
Project Scope - In/Out of Process upper boundary is receipt of balls from Supplier (our manufacturing process)
Scope:
Process Lower boundary is delivery of the True Flight Balls to customer (our shipping and packaging
department)
Outcome: (not required entry)
Comments / Notes: Governing instructions: Exercise Requirements, Business Requirements, Statapult Requirements
Green Belt Training
MODULE 7: FACILITATING
Part 2 - “Team Dynamics”
Definition of a Team
To be a team, you must have…
 Common purpose, shared goals
 Shared outcomes (risk and rewards)
 Specific roles for each member
 Interdependency
p y ((must collaborate to accomplish
p g
goals))
 Structure and rules
What Teams Need to be Successful

 Agreement on and commitment to goals
 Clearly defined roles and accountabilities
 Good processes for getting work done
 Opportunity to learn from mistakes
 Clear understanding of what each team member needs from the others
 Commitment to the principles of equality
Facilitation Skills
 Manage group conflict
 Create a collaborative environment for participants
 Help generate ideas
 Maintain the focus of group discussion
 Clarify and communicate meeting expectations
 Enable agreement through consensus
How to Run Effective Meetings

Prepare Conduct/ Action Follow
Facilitate Items Up
Prepare
 Ensure appropriate team members are included.
 Talk to subject matter experts about the purpose of the Kaizen / RIE.
 Reserve meeting space.
 Prepare any materials.
 Develop p an Agenda
g
– Purpose / goal
– Desired outcomes
– Date
– Place
– Start / Stop Times
– Action Items
Conduct / Facilitate
 Develop ground rules.
 Assign roles (i.e. scribe, timekeeper).
 Reiterate / clarify purpose of event.
 Ensure group maintains focus.
 At the conclusion of the event, review outcomes and get agreement.
 Record action items.
Action Items
 Assign tasks to participants.
 Determine timing.
 Discuss outcome of actions.

Module 7 – Facilitating Part 2 Team Dynamics
RACI Chart (Used to document action items assignments)
R = Responsible – The person who performs the action/task.
A = Accountable – The person who is held accountable that the action/task is

completed.
C = Consulted – The person(s) who is consulted before performing the action/task.
I = Informed – The person(s) who is informed after performing the action/task.
Step Action/Task Responsible Accountable Consulted Informed
10
11
12
13
14
15
GREEN BELT: Slides 11

Follow Up
 Record participants
 Document outcome
 Note agreements
 Track action items and timing
 Plan follow up meeting date
Stages of Team Growth
3 2
NORMING STORMING
4 1
PERFORMING FORMING
ADJOURNING
Team Decision Making

(Level of Empowerment)
Performing Follow guidelines

Take Action Act and report
Norming Follow Get approval

Act and report
guidelines before acting
Storming Follow Follow Do not handle

guidelines guidelines this
Forming Follow Get approval Do not handle

guidelines before acting this
NOT CRITICAL CRITICAL VERY CRITICAL

Task Importance

Verbal Communication
Verbal communication is frequently abused in meetings and team environments.
 What are some examples of negative verbal communication?
 What effect can negative verbal communication have on a team?
 What are some examples of positive verbal communication?
Non-Verbal Communication
It’s important to observe your body language (non-verbal communication) for the impact it has
on the team.
The team members will tend to read your body language, interpret it, and react to it.
Positive cues Negative cues
 Eye contact (positive interest)  Evasive glances (discomfort)

 Smiling (encouragement)  Slouching (disinterest)
 Leaning forward (positive interest)  Shaking head no (disagreement)
 Nodding yes (Agreement)
GREEN BELT:
Case Study 1
It’s the first day of your Kaizen / RIE and one of your key team members, Sally, has hardly spoken a
word. She sits silently, with her arms crossed and won’t make eye contact. You are depending on her
expertise and need her ideas.
As the facilitator, what can you do to encourage her participation?
Case Study 2
Team member, Ben, has been a valuable asset. He’s always the first to volunteer and speaks
up at every opportunity, but doesn’t listen to others’ ideas. He sometimes speaks forcefully in
an attempt to exert control and even takes the lead on group activities without being asked.
How can you ensure a good team process and team member involvement?
Case Study 3
Things were going smoothly until the team began the process map of the current state. Now
th ’ jumping
they’re j i to
t solutions
l ti and
d the
th group is
i disintegrating
di i t ti into
i t smaller
ll sub-teams
bt with
ith no
focus for the work.
What needs to be done to get the team back on track?
Case Study 4
It’s day three and tension is high. Lou and Robin are not listening to each other. Both are
frustrated and the unproductive debates have led to sarcasm and personal attacks. The other
team members are hopeful that you, the Green Belt, can help the group come to a consensus
and implement a strategy.
How can you get this team to commit and take ownership?

Green Belt Training
MODULE 8 : SIPOC
What is a Process?
It is a very good tool for one to see all of the things needed for a process, where they come from, and what outputs
that process produces, and where they go to. Supplier - Input - Process - Output - Customer.
 A process is any activity that takes inputs, performs actions on the inputs, and results in
outputs
 A SIPOC defines the inputs the process receives and the outputs that a process delivers
INPUTS PROCESS OUTPUTS

Why SIPOC?
 Identifies all relevant factors of a process before detailed project work begins.
 Sets expectations for elements of the process that project team must consider.
 Identifies metrics that can be tracked to measure the process.
 Distinguishes key suppliers and customers of the process.
Definition of SIPOC
 Suppliers – the internal / external people or organizations that provide materials, information, or other
resources for a process.
 Inputs – the resources that are supplied.
 Process – the series of work steps that transform inputs to outputs.
 Outputs – the product, service, or information that is delivered to the customer.
 Customers – the people, organizations, or process that receive the output. External and Internal Customers.
Process Inputs and Outputs X’s X’s Y’s
Process Inputs P
Process Process Outputs
Inputs are the resources that Process X’s quantify cost,  Tangible products or services.
are required to create outputs. quality, and speed at various  Identifies metrics that gauge process
points in the process: performance.
Labor hours  Linked to the (Customer care-abouts,
critical to X (CTXs)) measures as defined
Errors by the customer.
Rework
Task time
etc.
X’s Y’s
X’s
People
Machines Provide a Service
Material PROCESS
PROCESS
Procedures Provide a Product
Environment
Measurements

Module 8 – SIPOC
Developing Process Metrics
Using a SIPOC Chart
1 What is the Process?

Process Name ________________
Suppliers Inputs Process Outputs Customers
6 Who • Billing Dept. staff Billing Process Delivered invoice

Supplies • Customer 2
it? database
pp g
• Shipping Who’s the
How do we
information 4 3 What do they Customer?
C t ?
produce it?
• Order information get?
5 What do we need
to consume?
Input Metrics (X) Process Metrics (X) Output Metrics (Y) 7 How can we
measure this?
• Accuracy of order info. • Rework % at each step • Invoice accuracy (for I, P, O)
• Accuracy of shipping • Internal scrap %
info.
• Accuracy of customer
info
info. Quality
Other Input Metrics Staff expertise
•
• Invoices • System up-time
• Time to receive order • Invoice cycle time
processed/mont
info.
h and variability
• Time to complete invoice
• System responsiveness
• Time to deliver invoice Speed
• Delay time between
t
steps
• # of billing staff • Cost/invoice

• Cost/hr for billing staff 8 Cost
What’s the Goal?

Module 7 – SIPOC
Proccess Name:
Slides 13 - 15
Suppliers Inputs Process Outputs Customerrs
Module 7 – SIPOC
GREEN BELT:
Latest Update May 2009
Green Belt Training
MODULE 9: DEVELOP/EXECUTE PLANS

Kaizen / RIE Following the DMAIC Structure
 Define (Prep Phase)
– Clearly define the Kaizen/RIE objective.
– Pre-Event prep:
Select team members, perform logistics, notifications, collect data, and prepare training.
 Measure (Prep Phase or Monday of Event)
– Validate the value-stream map of the process.
– Complete a resource flow layout for all operations or tasks if necessary (people, paper, material,
information).
– Carefully observe then collect needed metrics for tasks or steps in the selected process.
 Analyze (Tuesday-Wednesday)
– Quickly validate root causes and identify/review sources of waste.
– Review waste elimination techniques and brainstorm process improvements for reducing variation.
 Improve (Wednesday-Friday)
– Create action item list to accomplish improvements.
– Implement process improvements, train employees, test, fine-tune, and insure the process is
capable.
 Control (Thursday-Friday)
– Create Standard Operating Procedures to document and sustain improvements.
– Present results to Management Team, complete follow-up, and monitor results over time.
Kaizen / RIE Schedule

1. Identify the Process Preparation - 3 weeks
2. Define the Event
y Objectives
3. Identify j
4. Document Current Condition Event - 1 week

5. Analyze Current Condition
6. Make Improvements
7. Measure new Reality Notional time -
8. Create Standard Work for the Improved Process typically 5 to 13 work
days
y
9 Document Improvements to be made
9.
10. Closeout / Complete Deliverables Follow Up - 3 weeks

11. Sustain the Gain
GREEN BELT:
Slides 01 - 05
Module 9 – Developing Execute Plans
E
Event Preparation Chec
cklist Event Area _______
_____________ Event Date _____________
_
Ver Dec2008
Event Name _
____________________
____________________
____________________
__________________
3 week
ks prior 2 weeks prior
p 1 weeks prior Event Prep- week
Initial Event Requirem
ments Monday Morning Meeting Items:
I Monday Morning Items: Monday Morning Items:
AIRSpeed Office comp
plete the following Event Team Lead & Co-Lea
ad complete following T
Team Lead & Co-lead With AIRSpeed Office Black A
AIRSpeed Office complete the fo
ollowing
Develop/Confirm prelim
minary charter Review Week 3 items and re
esolve all open items that Belt complete following
B Condduct Awareness Training for Team
m and AIMD/IMA
proval for event from
Receive 1st tollgate app were not completed e any open items
Review Week 2 items and resolve perso
onnel
Champion based on pre eliminary charter Event perpetration turned ovver to the event Team Check status of ordered materialss
Identify key team members Lead & Co-lead. Monitoring progress Determine impact event will have on supporting areas
* ID Process Sponsor (usually DIVO) Build event folder on shared network drive to hold all determine means of minimizing any negative impacts
* ID Facilitator & Coach event electronic documentation If applicable, assign data collectio
on responsibilities for
ad
* ID Team Lead/Co-lea Review event team composittion with Coach and collection of additional data
* ID Barrier Buster (E7
7+) Leads making changes as re
equired Determine any Takt time requirem
ments or TRR issues
* Propose team makeu
up (number, skill set required, Review applicable TOC designs, TRR, etc. Review status of barriers with Barrrier Buster
etc) ent packages for overlap
Review previous division eve Promulgate prep-week schedule of
o events

or interdependences Review any of following data colle
ection issues with
Walk event area with Prrocess Sponsor nt of event charter as
Review & continue refinemen Coach/Facilitator (Blackk Belt)
Confirm event date with
h Division Officer required * Identify incomplete data collecttion areas
Reserve required conference rooms and event war Team lead & Co-lead walk event area * Review data collection techniqu
ues and
room Ensure proper measurementt tools are available for
collection of physical area layyout. Tape measures,
GREEN BELT:
Inform Production Contrrol of event dates AIRSpeed Office complete th
he following
Measurement wheel, etc.
Inform area supervisorss of event dates Advertise event dates in area
With Team Lead or Co o-lead complete following Set time and day for week 2 meeting Prepare easel charts, handouts and examples
Identify team membersh
hip with a goal of identifying Team Lead & Co-lead With AIR
RSpeed Office Black Belt Conduct CPIMS training for team lead & co-lead
100% of team membersship by W/C or skill set complete folllowing Have lead or co-lead enter event charter into CPIMS
required
Determine type of data and best
b means of gathering ead & co-lead as
Conduct Excel training for team le
hip with a goal of identifying a
Identify team membersh Conduct CPIMS training for team members, sponsors
minimum of 80% of memmbership by name Collect a sample of data to ensure
e viability of data
(items processed, demand, etc)
e ete following
Team Lead & Co-lead comple
Confirm all identified event team members are AIRSpeed Office complete the following Confirm all event support material is available
available for the two week event Identify all team members byy name Conduct event planning meeting with
w AIRSpeed Office
Determine top 4-5 probllem issues within event scope Determine event members th hat required AIRSpeed Create proposed Event daily agen
nda
(used to ensure required
d data and materials for event Awareness training, confirm instructor availability (If
are available) qualified instructor is available conduct training during
weeks 1 or 2 prior to the eve ent)
Publish Week 3 schedu ule of events: Select date for
first event team meeting
g Set time, day and location AIIRSpeed Awareness
Determine Process Lea adership AIRSpeed knowledge training
and conduct training as necessary Send out invitations for AIRS
Speed Awareness training
Schedule next weeks Monday
M morning meeting with to all in AIMD/IMA
Team Lead and Co-leadd Determine availability of material required for event
and ensure availability of anyy special personnel
required as technical expertss during event
If not available reserve or ord
der material required for
event
How Will You Communicate?
The best way to identify and communicate with your team, key stakeholders and event champion is to answer
questions such as:
 Who is your audience?

 What is the tool or media you will use to communicate?
 What is the purpose of your communication?
 What are your key messages?
 Who is the owner of the communications task?
 What is the timing and frequency of the communications?
Development of a Communication Process
Effective Communications
 Must have the following characteristics:
– A consistent formal process
– Simple and understood by all
– Contain current information
– Have a feedback loop built into the process
 Will help:
– Build and maintain trust
– Prevent rumors
– Enlist and enroll the participation of employees in the pursuit of achieving objectives
Communication Plan Development
1. Determine audience and media to be used.
2. Complete a Stakeholder Analysis
3. Complete a Communication Plan.
1.
1 Determine Audience and Media
Identify the various audiences you will need to communicate to:
 Executive Team  Managers  Administration
 Risk Management  Sales  Marketing
 HR  Consumer Relations  Engineering
 Finance  Legal
g  Customers
 Salaried  Hourly  Marketplace
 South America  Distributors  Europe
 Asia  North America
Identify the media by which you will communicate to the groups above:
 Voice Mail  Formal Presentations  Posters
 Memos  Oral Communication EE-Mail
Mail
 Elevator Speech
GREEN BELT:
Slides 07 - 10
2. Complete a Stakeholder Analysis
 For each Stakeholder identified, determine:
– Are they critical for development of project tasks (Enabling Stakeholders) or critical for the successful
implementation of a solution (Implementation Stakeholders)?
– What concerns can you anticipate for each Stakeholder?
– What positive outcomes exist for each Stakeholder?
– What will be your message for each Stakeholder?
 A Stakeholder Analysis should be completed/revised as critical aspects of the project change (I.e. scope
changes, solution options become more visible, etc.)
 A Stakeholder Analysis can be a sensitive document and is intended for internal team use only.
Example Stakeholder Analysis
Example: Stakeholder Analysis

Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=1, 0=2, -=3)
Project (H,M,L) (list)
Team Lead M H + ON-BOARD 6 MONTHLY
UPDATE
Engineering H H - DEFENSIVE 9 SEPARATE
Dept. Head BRIEF &
FOLLOW-
UP
Program M H + ON-BOARD 6 WEEKLY
Manager UPDATE (E-
MAIL)
Comptroller L L 0 UNKNOWN 4 TOLLGATE
S
Contracting H M 0 WAIT & SEE 7 WEEKLY

Officer FACE-TO-
FACE
Prime H L + ON-BOARD 5 INITIAL/

Contractor MONTHLY

3. Complete Communication Plan
 Comes in many forms, but key elements include:
– Target of communication
– Frequency of communication
– Media to be used
 Be specific:
– Example 1: A 30 minute verbal conversation, every Friday at 4 p.m., including topics …
– Example 2: A weekly written update, to be completed by Friday end-of-day, to include, a) Activities
completed this past week, b) activities to be completed next week, c) currents risk to on-time, on-
budget completion, and d) action plan to resolve risks.
 Revise, as necessary, as project matures.
– Especially important to revise/update for project implementation
 Obtain verbal agreement on each plan element from target of communication.
Communication Plan (Example)

Topics of
Audience Media Purpose Discussion/ Owner Frequency Notes/Status
Key Messages
Affected Briefing Support/ Team Status Team Weekly
Functional Leader,
Managers E-mail Remove Expected Green Belt
Barriers Outcomes
Project Briefing Buy-in Support Team Monthly

Sponsor Needed Leader,
S li it
Solicit Green Belt
Feedback Status
All Hands E-mail Awareness “What” Project Kick-off

Sponsor
Buy-in Progress After M and
I
Exec E-mail With Report Project GB Each DMAIC

Sponsors & Attachments Progress Schedule Phase
Deployment
Champion Barrier Expected As Needed
Removal Outcomes
Communicating Event Activities

 In addition to communicating to stakeholders, per a communication plan, we need to communicate event
progress.
 Examples of this type of communication are Newspapers and a Target Progress Reports (TPR)
– Newspapers communicate event activities and their progress
– TPRs communicate progress through metrics
GREEN BELT:
Slides 14 - 16
Improvement Newspaper
Team: Area:
Target Problem To Be Create Complete Results/Savings
Ref. Resolved Action Needed Resp. Date Date Prog. (Please Quantify)
1 2
4 3
1 2
4 3
1 2
4 3
1 2
4 3
Example:
Team: STANDARD WORK Area: LARGE MACHINES
Results/Savings
g
Targett
T Problem
P bl To
T Be
B Create
C t Complete
C l t
Action Needed Resp. Prog. (Please
Ref. Resolved Date Date
Quantify)
Excessive set up times Determine & 1 2 Reduce setup

2, 3, 8, due to hunting, purchase/mfg. Walker time by 30
04/18/05 min/job
9 searching, & gathering of necessary setup Volmer
setup equipment equipment 4 3 ECD: 5/18/05
1 2 Save on lead
time for hatch
No written Standard Hatch school for House
2, 3, 9, from 1-3 days. X-
work procedure for assembly and 04/19/05
10 Walker 31 personnel will
hatches machine guy
4 3 be in next class.
ECD: 5/18/05
1 2
Post signs on Aides in
No posted cleanliness machine for Milam maintaining shop,
6, 15 04/19/05 04/20/05
standards cleanliness Miranda shop equipment,
4 3
standards tooling, & safety
Determined 1 2
1, 3, 8, Rigging gear not Milam
required rigging Reduce setup
9 10
9, 10, identified/stored in 04/18/05 04/19/05
gear for rigging Miranda time by 5 min/job
12 appropriate gear locker. 4 3
gear locker
GREEN BELT:
Slides 17 - 18
Target Progress Report
Team Leader:
TARGET PROGRESS REPORT
Co-Leader:
Value Stream: Sensei:
Area: Date:
Focus: Takt Time:
Newspaper
p p Metric Start Target
g Daily
y Progress
g % Future 1 Week 2 Weeks 3 Weeks
Item(s) (1) (2) 1 2 3 4 5 Change Target Later Later Later
1. Demand per ________
2. Staffing
3. Overtime Hours per Week
4. Output per Week
5. Productivity (hrs / unit or units / hr)
6. Work in Process
7. Work in Queue
8. Totall Cycle
l Time
i
9. Set-up Time
10. Lead Time
11. Floor Space
12. Product Travel (Feet)
13. People Travel (Feet)
14. 5S Audit Score
15. First Pass Yield
16. Safety Issues
17.Visual Controls
18
19
20
*Primary QCDSM only (1) Actual before Event.
(2) Expected results by end of Event.
Remarks:
Team Leader: Lisa Guthrie

TARGET PROGRESS REPORT Co-Leader: Kathy Gerald
Value Stream: Advanced Combat Direction System (ACDS) Sensei: Mike Brady
Area: Software Process Date: Apr 4 - 8, 2005
Focus: Software Delivery Process Takt Time: ~ 7.3 hours
Newspaper Metric Start Target Daily Progress % Future 1 Week 2 Weeks 3 Weeks
Item(s) (1) (2) 1 2 3 4 5 Change Target Later Later Later
1. Demand per Month 22 22 22 22 22 22 22 N/C
2. Staffing 2 1 2 1.5 1 1 1 50%
3. Overtime Hours per Week Rare 0 0 0 0 0 0 100%
4. Output per Week 5 5 5 5 5 5 5 N/C
1 thru 16 5. Productivity (hrs / unit) 15/unit 4/unit 15/unit 2/unit 1/unit .25/unit .25/unit 98%
6. Work in Process 1 1 1 1 1 1 1 N/C
11 7. Work in Queue 0 1 0 0 1 1 1 100%
1 thru 16 8. Total Cycle Time -Touch Time 15hrs 7hrs 15hrs 2hr 1hr 15min 15min 98%
9. Set-up Time 1hr 1hr 1hr 1hr 1hr 15min 15min 75%
1 thru 16 10. Lead Time 48hrs 48hrs 48hrs 2 sim 2:10 2:10 2:10 96%
11. Floor Space N/A N/A N/A N/A N/A N/A N/A N/A
1 thru 16 12. Product Travel (Feet) 1005 500 1005 465 465 465 465 54%
1 thru 16 13. People Travel (Feet) 1005 500 1005 465 465 465 465 54
14. 5S Audit Score N/A N/A N/A N/A N/A N/A N/A N/A
16 15. First Pass Yield ? 100%
16. Safety Issues N/A N/A N/A N/A N/A N/A N/A N/A
9,11 17.Visual Controls 0 0 0 0 0 1 1 100%
18
19
20
*Primary QCDSM o nly (1) Act ual b efo re Event .
(2 ) Exp ect ed res ult s b y end o f Event .
Remarks:

Green Belt Training
MODULE 10: VOICE OF THE CUSTOMER

Voice of the Customer
(VOC)
 Why is VOC critical?
 How is VOC data gathered?
 How is VOC data analyzed?
Who Are Your Customers?

 External Customers
– Those persons or organizations which purchase your
products or services.
 Internal Customers
– Whomever is a user of your process output is an
internal customer.
How Well Do You Know Your Customers?

 Reactive Sources – customer complaints, warranty issues
 P
Proactive
ti Sources
S – surveys, direct
di t contact,
t t focus
f groups
When a customer is not satisfied:

 1%-5% complain to management or headquarters
 45% complain to agent or company representative
 50% do not complain
p at all
Reference: Young, John. “Lost in
Translation,” ASQ Six Sigma Conference,
Palm Springs, 2005.
A proactive approach to VOC is essential to quality in your products and services.
CTXs (Critical to Variables)

 Critical to Quality (CTQ)
 Critical to Process (CTP)
 Critical to Delivery (CTD)
 Critical to Cost (CTC)
 Critical to Safety (CTS)
Generalized Clarified Measurable CTX

Module 10 – Voice of the Customer
Capturing Voice of the Customer (VOC)
 Customers provide information on their requirements to us in many ways, some directly and some
we collect.
 Information may come through:
– Complaints
Co p a ts
– Customer service representatives
– Focus groups
– Surveys
– Competitors
– SIPOC
 g the VOC, we have to translate the customers’ needs and wants into measurable
In determining
requirements.
VOC Tools
Direct Customer Contact:
 In customer-focused organizations, key employees often make personal visits to customers.
 y require
Does not always q a face-to-face visit
 At a Fortune 500 company, top managers spend one day each month answering customer service
phones.
Field Intelligence:
 Any employee who comes into direct contact with customers can obtain useful information by engaging
in conversation and listening to customers
 The effectiveness of this method depends upon a culture that encourages open communication with
superiors
Customer Complaints:
 Complaints can be a key source of customer information
 Complaints allow an organization to learn about external product and service problem defects
 Potentially identify the gaps between expectations and performance
Focus Groups:
 A panel of individuals (customers or non-customers) who answer questions about a company’s products
and services
 Substantial advantage by providing a direct voice of the customer to an organization
 Disadvantage is that they are higher cost than other methods
Comment Cards & Formal Surveys:

 Easy ways to solicit customer information
 Gain candid feedback about products and services
 Response rate is often poor

Analyzing VOC Data
 Use the method that will be most effective in your event.

 Data is generally vague and disorganized.
 Organize prior to analyzing!
Analyzing VOC - Translating VOC into Requirements

After Clarifying,he Key Issue(s)
Voice of the Customer Customer(s) Requirements
Is...
“I hate filling out this form!” The form takes too long to fill out The form takes less than five
minutes to complete
 Good customer requirements:

– Are specific and measurable (and the method of measurement is specific)
– Are related directly to an attribute of the product or service
– Don’t have alternatives and don’t bias the design toward a particular approach or technology
– Are complete and unambiguous
– Describe what, not how
Affinity
y diagrams
g and tree diagrams
g are useful in classifying
y g customer requirements.
q
Both types serve the same purpose and are essentially alike except:
Affinity diagrams are laid out vertically
Tree diagrams are laid out horizontally
Translating VOC Input Into Customer Requirements

Voice of Customer Input Key Customer Issue Customer Requirement
Actual Customer Statements and The Real Customer Concerns, Values or The Specific, Precise and Measurable
Comments Expectations Characteristic
• “This mower should be easy to start” • Wants the mower to start quickly and • Mower starts within two pulls on the
painlessly cord
• “The cord shouldn’t be too hard to pull”
• Mower starts with an effortless pull on
the cord
Translating VOC Input Into Customer Requirements

Voice of Customer Input Key Customer Issue Customer Requirement
Actual Customer Statements and The Real Customer Concerns, Values or The Specific, Precise and Measurable
Comments Expectations Characteristic
• “II want to talk to the right person and • Wants to talk to the right person • No additional menu items on voice
don’t want to wait on hold too long” quickly system
• Customer reaches correct person the
first time within 30 seconds
• “This software package doesn’t do • The software does what the vendor • Every design feature needed is built into
squat” said it would do the package
• Th software
The ft iis ffully
ll operational
ti l on th
the
customer’s existing system

Green Belt Training

MODULE 11 : WALK THE PROCESS (GEMBA)
l De
tro fin
n e
Co
Lean
6
Me
e
rov
TOC
as
p
ure
Im
Analyze
Basics – The Five Actuals
1. Go to the actual workplace.
2. Engage the people who do the actual work.
3. Observe the actual process.
4. Collect the actual data.
5. Understand the actual value stream.
Overview
 Gemba means “real place” or “go see.”
 The work place is where value is created.
 Management has a responsibility to “get the facts” from the work space.
 More of a tactic than a special method or tool.
 Used during the Define step.
step
– Helpful in defining the problem.
 Essential to Measure and Analyze steps.
– Vital to observing the AS-IS condition.
 Critical in the Control step.
– Actual observation of the process environment.
Gemba
 “As it is
“A i written,
itt so llett it be
b done.”
d ”
– Written instructions do not always reflect reality
– “AS IS” almost never matches what is written
 “Go to Gemba” is a tactic to characterize the process.
– Actual observation of the process.
– Process mapping (physical and logical)
– Time value mapping
– Value Stream Analysis
 “Walking” the process gives one a sense of scale and scope of the issues.
Walking the Process

 Pretend to be the product or data as it moves from beginning to end
– Be "the thing"
 Talk to all employees involved
 Record observations about the process
p
 Do not judge or make conclusions
 Operate in pairs
– One familiar with the process
– One not familiar with the process
 Take your time – observe 24/7
 Document all methods used and deviations and note:
– What the product experiences
– What people are doing
– Wh t the
What th machines
hi are ddoing
i
– Waste and variation
– Apparent constraints
The kaizen process uses facts and data to understand current conditions first before
changing anything. Once the process is documented the information is used to identify
opportunities for improvement. The opportunities are then turned into action items real
ti
time and
d assigned
i d tto tteam members
b tto go iimplement
l t th
themselves
l or tto coordinate
di t with
ith a
team resource , such as facilities or IT to make the change if team members are not
technically or physically able to make the change.
Therefore it is absolutely necessary that the actual process be mapped.
GREEN BELT:
Slides 01 – 06
Module 11 – Walk The Process
Example Questions to Ask
Sponsors and Supervisors All Employees

• What are the keys to your success? • How do you determine what to work on next?
• What are your organization’s goals? • Where does your work come from?
• What is great performance for you? • How do you know what to do on your task?
• What measures are used? • How do you determine your priorities?
• What is your organization structure? • Where does your work go next?
• Who are your customers? • What is great performance for you?
• What makes your product or process • What is your greatest challenge?
unique?
• How do you know the criticality of your task?
• What are some future opportunities?
• What are the critical issues? • Wh t are your goals?
What l ?
• What problems do you foresee? • What measures do you use? What is your cycle
• How can we help you? time? Quality? Affordability?
• How can we help you?
Process Observations
List the process steps observed, including:
 All iinputs
t and
d outputs
t t
 Moves and formats
 Inspections, reviews, sign-offs
 Rework loops
 Holding areas
 Priority management
 Set-up activities
 OtOther
e observations
obse at o s
Build graphic process maps (logical and physical).
As part of understanding, review with users and adjust as necessary.
Process Observation Form

 Step - Line number may be used to track correlate process step to individual processes listed on the VSM.
 Description - An action that starts with a verb in order to describe the process.
 Operator/Process Worker – Identifies individuals that perform the operation.
 Distance From Last Step - The distance from the last step to the next process location.
 Span Time - The total time the Process takes
 Touch Time - The actual time it takes to perform the operation.
 WIP - Amount of items waiting for processing at this step.
 Points Observed - May also contain additional information such as:
– A number assigned to each process step
– Work In Process (WIP)
– Points Observed – general notes to help when with mapping the process
GREEN BELT: Slides 07 – 11

GREEN BELT:
Time Observation Sheet
 Documents the component tasks, sequence, and process times for one cycle
– Total operating time (Cycle Time) =The time it takes a product to move (cycle) through a
step or a process, including queue and move times.
Process Name: Observation

b Ob
Observer:
Time Observation Sheet Date:
Data (top half - stopwatch readings; bottom half - subtraction; right - notes) Component
Step Operation Name Task Time
No. 1 2 3 4 5
Time for 1 cycle

Time Observation Sheet (cont.)
Process Name: Observation Observer:

A D Time Observation Sheet Date: B
Data (top half - stopwatch readings; bottom half - subtraction; right - notes) Component
Step Operation Name Task Time
No. 1 2 3 4 5
H
C F
I Always write the numbers
from the stopwatch in the top
half of the box!
Write the
calculated process time
in the bottom half
Time for 1 cycle E G
A. Process name: Enter the name of the process/machine being observed.

B. Observation Date: Enter the date of observation.
C. Operation Name: List the work steps that are followed to complete one full part/cycle. Include in these steps
any waiting and walking activities.
D. Data / Studyy Number: Time and record the individual work steps p for each. observation. Generally,
y it is best to
measure two or more cycles, recording several times for each work element.
E. Time for each cycle: For each cycle measured, list the total elapsed time for each study.
F. Component Task Time: For each work element, select the best (lowest) or lowest repeated time (do not
include exceptions).
G. Best Total: The sum of the best times for the work elements in Column “F.”
H. Observed start time (in seconds, if practical) for the process step.
I
I. Process time of the process step (Step 2 observed start time minus Step 1 observed start time equals
process time for Step 1).
GREEN BELT:
Slides 14 – 15
What Is a Process Map?
 A graphical representation of a process flow identifying the steps of the process – the X’s and Y’s of the
process and opportunities for improvement.
 Process maps need to be modified to fit the particular needs of any specific process.
 Types of process maps:
– Top-down
Top down
– Linear
– Functional (swim lanes)
– Many other types
Customer*
Customer*
Order Entry
Start
Order Entry Start

Administration
Administration
Place Bill
Under Door
Warehouse
Retrieve &
Warehouse Stop Review Bill
Administration
Customer Service Is the Bill YES Use Video YES

Accurate Checkout
NO NO
Go To Go To
Process Activity
Activity Activity
Activity Activity
Activity Activity
Activity Process Front Desk Front Desk
Supplier 11 22 44 55 Customer
Adjust
the Bill
Activity
Activity
33 Settle / Pay
the Bill
Exit the
End
Hotel
GREEN BELT:
Slides 16 – 17
Top Down Flow Chart
Purpose: To determine the correct level of the process to Value Stream Map – it is a vertical look at the
process.
Meant to provide FOCUS by selectively expanding from the highest level down to the level where the root
cause is located.
 Determine the Start and Finish points of the process.

 Define 5 to 9 high level activities between the Start and Finish.
 Expand the SINGLE high level activity most likely to contain the root cause into 5 to 9 medium level
activities.
 Expand again (and again!) until the level of the cause(s) of the problem is reached.
– It is critical to our business to focus our improvement resources on the areas that are going to
have the greatest return.
Start
Order Order Service

Pricing Fulfillment
Capture Management
Stop
Data Data Customer

Web Hit Verification
Collection Process Contact
Phone Account Service

Name Address
Number Number Required
GREEN BELT:
Slides 18 – 19
Linear Process Map
 Layout of process flow should be uncluttered.
 May need more than one slide for presentations to make
legible.
 Minimal overlap of connectors.
2p/5m/100f
5% 2p/1m/0f
1p/20m/5000f
20%
1p/5m/1500f
80% 1p/0.5m/0f
1p/120m/100f
p
2p/5m/1500f
1p/0.2/0f
2p/1/0f
98%
1p/0.2/0f
GREEN BELT:
Slides 20
Functional (Swim Lanes)
Process Move Queue WIP

Time (feet) (days) (pieces)
Inspect
Function A
2 min. 35 min. 15 ft. 10
Function B
15 min
min. 20 min
min. 35 ft
ft. 15
Function C
10 min. 40 ft. 2 23
Function D
5 min. 30 min. 30 ft. 4 20
Function E
40 min. 60 ft. 5 10
Function F
15 min. 4 24
Totals 87 min. 85 min. 180 ft. 15 102

Spaghetti Chart
 Graphically describes the production layout, standard in-process inventory, and other factors in standard operations.
 Used to depict where there is wasted product, travel, people movement, queues, etc.
 Shows the physical area layout, flow of product through a series of process steps, or maps where a person walks to
complete their process.
W/C 51A/B Material

BEFORE
Technician
P.C. PC
STRIP NDI
Strip
TANK NDI
Tank
OFFICE
Paint
PAINT
Booth
BOOTH
AFTER W/C 51A/B Material

Technician
51E
Paint
PAINT
Booth
BOOTH
N OFFICE
D TOOL
INDI
NDI ROOM Office
Strip
Tank
AWP/RMS STRIP
ROOM
SAFETY
520
PC
PC
51D P.C.

Circle Diagram (Information Flow, Handoffs)
Step 1: Place transactional elements/resources around the circle
Step 2: Map a typical transaction. It is a good idea to number each line (step in the process). Label parallel
activity as 1a, 1b, etc.
Flow and Touch time is derived from the Value Stream Map.
Step 3: Rework (churning) can be reflected with red lines.
Current State Future State

Main
Tech Main
Tech
CRANE ISEA ISEA
CRANE
SUPPLY SUPPLY
C.O. C.O.
DAAS DAAS
DEPT SNAP
DEPT SNAP HEAD
HEAD
ITEM
STOCK STOCK
MGR
POINT SK POINT
SK
BO1 BO1
CRANE DOCKSIDE
DEPOT PEO PEO
SUPV IWS2 SUPV IWS2
Handoffs … 47 Handoffs … 10
Flow Clock Time … 486 hrs Flow Clock Time … 90 hrs
Manual Touch Time … 108 hrs Manual Touch Time … 58 hrs
5S: A Tool to Achieve the Future State

5S is a process and method for creating and maintaining an organized
organized, clean
clean, and high
high- performance workplace
workplace.
5S enables anyone to distinguish between normal and abnormal conditions at a glance.
5S is the foundation for continuous improvement, zero defects, cost reduction, and a more productive work space.
5S is a systematic way to improve the workplace, our processes and our products through employee involvement.
5S Workplace Organization
Sort Clearly distinguish needed items from unneeded items and eliminate the
latter.
Simplify Keep needed items in the correct place to allow for easy and immediate
retrieval.
Systematic cleaning Keep the workplace orderly and clean.
Standardize Standardize cleanup.

cleanup This is the condition we support when we maintain
the first 3 S’s.
Sustain Discipline, stick to the rules / continuous improvement of all principle.

Sort (Seiri)
 Establish criteria for determining what is and is not needed in the area based on:
– Usefulness of the item/equipment
– Frequency of use
– Quantity needed
 Red Tag evaluation
– Keep in existingg area
– Move to different spot within area
– Hold in red tag area
– Get rid of it
Ask the people who use the material / equipment for help –
We don’t want to throw anything out that we actually need!
Simplify (Seiton)
 Determine the location for needed items and how they should be kept
– Consider how to store tools and jigs
– Consider principles of motion waste
 Identify best locations
– Labels, signboards, maps, shadows
– 5S Map: shows location of equipment in the area
– Color-Code Strategy: distinguish use of tools/parts by color
– Outlining work areas and locations
Creating a place for everything and everything in its place!

Make it obvious at a glance!
Systematic Cleaning (Seiso)

 Determine Target What needs to be cleaned?
 Determine Assignments Who is responsible?
 Determine Methods How will it be done?
 Determine Tools What is needed?
 Implement Shine Everyone's responsibility
Create and maintain a neat and clean environment.

Make it a habit!
Standardize (Seiketsu)
 Establish guidelines for sort, straighten, and shine conditions
 Bring the condition of the area up to those standards
 Make the standard guidelines visible
 Maintain and monitor first 3S’s
 Assign responsibilities and monitor through self audit and evaluation
Create a consistent way to carry out tasks and procedures.
Sustain (Shitsuke)
 Development of new awareness and skills
 Support from management
 Ongoing, company wide communication
 Making 5S standards part of daily work
 Total employee involvement
 p
Implement Sustainment Checklist
Maintain the gains.

Five Levels of Excellence
Systematic
Sort Simplify Cleaning Standardize Sustain
Level 5 Employees
p y are A dependable,
p , Area employees
p y Everyone
y is There is a
Focus on continually documented have devised a continually seeking general
Prevention seeking method has been dependable, the elimination of appearance of a
improvement developed to documented waste with changes confident
opportunities. provide continual method of documented and understanding
evaluation, and a preventive cleaning information shared. of, and
process is in place and maintenance. adherence to
to implement the 5S
improvements principles.
Level 4 A dependable, A dependable, 5S agreements are Substantial process Follow-through

Focus on documented documented understood and documentation is with 5S
Consistency method has been method has been practiced available and agreements and
established to keep established to continually. followed. safety practices
the work area free recognize in a is evident.
of unnecessary visual sweep if
items
items. items are out of
place or exceed
quantity limits.
Level 3 Unnecessary items Designated Work and break Working 5S agreements

Make it have been locations are areas and environment and safety
visual removed from the marked to make machinery are changes are being practices have
workplace. organization more cleaned on a daily documented. been developed
visible. basis. Visual Visual control and are utilized.
controls have been agreements for
established and labeling and
marked. quantity levels
have been
established.
Level 2 Necessary and A designated Work and break Methods are being A recognizable
Focus on unnecessary items location has been areas are cleaned improved but effort has been
Basics are separated. established for on a regular, changes haven’t made to
items. scheduled basis. been documented. improve the
Key items to check condition of the
have been workplace.
identified.
Level 1 Needed and not Items are randomly Work place areas Work place Work place
Just needed items are located throughout are dirty, methods are not checks are
Beginning mixed throughout the workplace. disorganized and consistently randomly
the work place. key items not followed and are performed and
marked or undocumented. there is no
identified. visual
measurement of
5S performance.
performance

5S Scorecard
Date of Review
Work Center
Item Score
No.
Descriptions Amplification & Remarks 1 to 5 0
Removing Unnecessary All items not necessary for performing work are removed from the workplace; only tools, cleaning
1
It
Items supplies
li andd products
d t are presentt att workstations
k t ti
All cleaning equipment is stored in a neat manner, handy and easily available when needed. At a
Storage of Cleaning
2 minimum, foxtail, dustpan, Windex and Kim-Wipes are available at Work Station as required to
Equipment / Supplies
ensure cleanliness of area
All floors are clean and free of debris, oil and dirt. Cleaning accomplished routinely - daily at a
3 Floor Cleaning
minimum
No outdated, torn, or soiled announcements are displayed. All bulletins are arranged in a straight
4 Bulletin Boards
and neat manner
Fire hoses and emergency equipment are unobstructed and stored in a prominent easy-to-locate
easy to locate
5 Emergency Access
manner. Stop switches and breakers are marked for easy visibility
Work-in-process, tools, and any other material are not left to sit on the floor size or maintenain
Items on Floor, A Place for
6 procedures require this. Large inwork or awaiting maintenance items are stored in designated
Everything
areas
Aisles and walkways are clearly delineated and can be identified at a glance. Lines are straight and
7 Aisle-ways Marking
at right angles with no chipped or soiled paint or tape
Aisles are always free of material and obstructions, nothing is ever placed on the lines. Adjacent
8 Aisle-ways Maintenance
objects are always placed at right angles to the aisle lines
Storage of boxes, containers and material is always neat and at right angles to viewing positions.
9 Storage and Arrangement
When items are stacked, they are never crooked or in danger of toppling over.
Equipment / tooling All machines and equipment are painted and kept clean by routine daily care. There are no places
10
Painting in the work center less than two meters high that are unpainted
Equipment / tooling Machines, tools and equipment are kept clean and unsoiled by daily care, glass and work surfaces
11
Maintenance are kept clean and polished or painted as required.
Equipment / tooling Machine Controls are properly labeled and points for daily maintenance checks are clearly marked.
12
Controls and ID Equipment checklists are neatly displayed and up to date.
Equipment / tooling Nothing is places on top of machines or cabinets or leaning against walls or columns. Everything is
13
storage labeled and/or shadowed and easy to reach.
All documents are labeled clearly as to contents and responsibility for control. No unlabeled binders
14 Document control
are present. Obsolete or unused documents are in the work area.
Only documents necessary to work are stored at the work station. Those documents and binders
15 Document Storage
are stored in a neat and orderly manner.
Tools, Gages, jigs, fixtures Required equipment is arranged neatly and stored in a way that keeps it clean and free from
16
& Test Equipment storage damage.
Tools, Gages, jigs and

Required equipment is arranged in a manner that allows for easy access when required for use.
17 fixtures & Test Equipment
The most frequently used items are easies to access
Convenience
Shelves, Benches & Desk Are arranged, in a manner that promote 5S and workability of area. Work areas are clearly labeled
18
Arrangement as to function.
Shelves, Benches, Desk Are kept free of unused objects, including files and documents. Tools and fixtures are cleaned
19
Control before being appropriately stored.
5S Control and There is a disciplined system of control and maintenance to assure that each of the above items in
20
Maintenance maintained to the highest level possible.
21
22
23

GREEN BELT:
Green Belt Training
MODULE 12: DATA COLLECTION PLAN
l De
t ro fin
n e
Co
Lean
6
M
e
e
rov
TOC
asur
Imp
Analyze
What Is a Measure?
A quantified evaluation of characteristics and / or level of performance based on observable data
Examples include:
– Length of time (speed, age)
– Size (length, height, weight)
– Dollars ((costs, sales revenue, p
profits))
– Counts of characteristics or “attributes” (types of customer, eye color, gender)
– Counts of defects (number of errors, late checkouts, complaints)
Why Measure?
 Establish the current performance level (baseline)
 Determine priorities for action – and whether or not to take action
– Substantiate the magnitude of the problem
 G i iinsight
Gain i ht iinto
t potential
t ti l causes off problems
bl andd changes
h iin th
the process
 Prevent problems and predict future performance
To gain knowledge about the problem, process, customer or organization
SMART Metric
Specific
– Describe outputs
outputs, knowledge
knowledge, task
task, experience
experience, etc
etc.
Measurable
– Time frames are included
– Data can be obtained (preferably with ease)
Achievable
– Resources (knowledge, $, time, people) are available
– Some risk, but success is possible
Relevant
– Link to the mission, vision, and goals
– Meaningful
g to the user
Trackable
– Provide step-by-step views versus giant leap
– Measurable at interim milestones
What is Measurement System Analysis (MSA)?
 A scientific method of determining how much the variation within the measurement process contributes to overall
process variability
 Consists of a series of controlled test where measurements are collected and compared
 Quantifies the effectiveness of the measurement system
Why do we Care?
Significant error can be introduced into the process by the measurement system!
The process may be in statistical control but the measurement system may be introducing unacceptable variation,
thus showing an out of control condition!
y
Measurement Systems y
Analysis is used to:
•Validate that a measurement system is producing “correct” values
•Determine the source of measurement system inaccuracy for measurement system improvements
In plain English…
 How do we know the data is good?
– Accurate? Precise? Stable?
– Can you trust the person collecting the data?
– Can you trust the measurement instrument?
– What proof do you have that the numbers reflect reality?
 Can you trust the decision you are about to make using the data that was collected?
 What is the cost if you are wrong?
GREEN BELT:
Slides 01 - 08
Module 12 – Data Collection Plan
Desired Measurement Properties
1. Accuracy – The degree of conformity of an average measured value to the standard or true value being
used.
2. Precision – The ability to acquire the same results of a process through repeated measurements. Also
called Repeatabilit
Repeatability.
3. Stability – The ability to acquire the same average measured value of a process through repeated
measurements over time.
Properties of a Good Measurement System

 The measurement system must be in statistical control
– This means that the variation in the measurement system is due to common causes only and not
due to special causes
 Variability of the measurement system must be very small compared with the process variability
 Variability must be very small compared with customer requirements (specification limits)
Properties of a Good Measurement System

 The increments of measure must be small relative to the smaller of either the process variability or the
specification limits
– A common rule of thumb is for the increments to be no greater than 1/10 of the smaller of either the
process variability or the specification limits
 The statistical properties of the measurement system may change as the items measured vary
– The largest (worst) variation of the measurement system must be small relative to the smaller of either
the process variation or the specification limits
Measurement System Error
Accuracy: How close are we to the standard.

Precision: How close is our pattern or spread.
-6 -4 -2 0 2 4 6
Variance Error (s2) =

Accurate but not precise
-6 -4 -2 0 2 4 6
Bias Error (m) = Precise

but not accurate
-3 -2 -1 0 1 2 3
Little Error = Precise

and accurate
Indicators of a Measurement Problem
 Lack of standards
– Process
– Calibration
– Up-keep
 User-related
– Multiple techniques
– Subjective / judgment
– Consistent / obvious differences in results
 General / Tool
– Multiple tools
– Rechecked work is OK
Assessing Measurement System Quality
 Talk to the individuals taking the measurements
 Have a few measurements taken and compare them to a standard
 Have other individuals or experts verify the measurements
Never Assume:
• the standard is always correct
• computer calculations are accurate
Developing a Measurement Plan

 Key questions to consider:
– What are we measuring?
– How will we gather the data?
– Who will gather the data?
– When/how often will the data be gathered?
– Who needs to see the data?
– What is the desired or required level of
performance?
Statistical Terminology
 Population - a complete set; all items of interest
– The number of elements in a population is denoted by N
 Sample - a subset of elements from the population
– The number of elements in the sample is denoted by n
Sampling
Benefits:
 Saves time and money
 Simplifies measurement over time
 Can improve accuracy
Sampling is using a smaller group to represent the whole (the foundation of “statistics”).
Sampling Considerations
 Time
 Cost Units Processed Cost to Collect
 Accuracy Per Day Data
 R
Resources

Sampling Types
 Population – Drawing from a fixed group with definable boundaries. No time element.
 Process – Sampling from a changing flow of items moving through the business. Has a time element.
Process
Population
• Customers • New customers per week
• Complaints • Hourly complaint volume
• Items in warehouse • Items received – shipped by day
Sampling Biases
Consider other biases as we talk about sampling strategies...
 Self-selection
 Self-exclusion
 Missing key representatives
 Ignoring
g g “non-conformances”
 Grouping
Sampling Collection - Bias Issues

 The big pitfall in sampling is “bias” – i.e.,select a sample that does NOT really represent the whole. The
sampling plan needs to guard against bias. Different methods of sampling have different advantages and
disadvantages in managing bias.
 J d
Judgment t
– Selecting a sample based on someone’s knowledge of the process, assuming that it will be
“representative”. Judgment guarantees a bias, and should be avoided.
 Convenience
– Sampling those items or at those times when it’s easier to gather the data. (For example, taking data
from people you know, or when you go for coffee.) This is another common (but ill-advised) approach.
S
Sampling
li Collection
C ll ti - Best
B tM Methods
th d
Random
 Best approach for Population situations. Use a random number table or random function in Excel or
other software, or draw numbers from a hat.
Systematic
 situation. “Systematic”
Most practical and unbiased in a Process situation Systematic means that we select every nth unit,
unit or
take samples at specific times of the day. The risk of bias comes when the timing of the sample
matches a pattern in the process.
Sampling: Some Final Tips

 When you want to ensure representation from different groups or strata, prepare a separate sampling
plan for each group.
 Be sure to maintain the time order of your samples – subgroups so you can see changes over time.
time
 Common sense is a useful tool in sampling.
 Help is available if you need it!

Data Types
Da•ta (Da’ tä, Dä’tä) pl n.(singular or plural in number) – Information, usually organized for analysis
 Much information comes to us in qualitative form (job is expensive or takes too long)
 Project / Event information must be collected in quantitative form by measurements and can represent:
– Whether something happened or not
• Attribute or discrete data
– Specifics about what happened
• Variable or continuous data
Variable or Continuous Data Attribute or Discrete Data

 Data that could be measured on an infinitely  Discrete data measures attributes, qualitative
divisible scale or continuum. There are no gaps conditions, and counts. There are gaps between
b t
between possible
ibl values.
l possible
ibl values.
l
 Examples:  Examples:
Tire pressure (lbs/sq.in.) # defects per unit
Cycle Time (minutes) PO’s placed per day
Speed (mph) Number of calls on hold per hour
Length (inches) Shoe Size
Response time (milliseconds) Number of employees
Knowledge Check: Data Types

Beside the following examples, write either “Variable” (continuous) or “Attribute” (discrete)
 Average Labor Hours ______________________
 Data input accuracy _______________________
 p
Responsible organization
g ______________________
 Hole diameter using a “go/no-go” gage ________________________
 Hole diameter ____________________
 Order turnaround time________________________
 Weight of refrigeration charge (grams) ______________________
 Cycle Time ______________________
 Certification Defects ________________________
What Do We Need to Know?

The first step in the creation of any data collection plan is to decide what you need to know about your process
and where to find measurement points.
 What data is needed to “baseline” our problem?
 What “upstream” factors (X’s) may affect the process – problem?
 What do we plan to do with the data after it’s gathered?
Data Collection Plan Example
Objective Measures/Data Data Collection Data Sources Timing Responsible Party
(Why) (What) Method (Where) (When) (Who)
(How)
Achieve a Survey Class Students At the end Instructor
positive questions on a evaluation form of each day
reaction to the scale of 1 to 5
following:
GREEN BELT:
Slides 24 - 28
Identifying Data Sources - Existing vs. New Data
Key Question: Does the data currently exist?
 Existing Data
– Taking advantage of archived data or current measures to learn about the Output, Process or Input
– This is preferred when the data is in a form we can use and the Measurement System is valid (a big
assumption and concern)
 New Data
– Capturing and recording observations we have not or don’t normally capture
– May involve looking at the same “stuff”, but with new Operational Definitions
– This is preferred when the data it is readily and quickly collectable (it has less concerns with
measurement problems)
Key Considerations - Existing vs. New Data

 Is existing or “historical” data adequate?
– Meet the Operational Definition?
– Truly representative of the process, group?
– Contain enough data to be analyzed?
– Gathered with a capable Measurement System?
 Cost of gathering new data
 Time required to gather new data
 The trade-offs made here are significant and can have a dramatic impact on the project success
– Should the time and effort be taken to gather new data?
– Should we work with what we have?
Data Stratification
 A data analysis technique by which data is sorted into various categories in order to surface patterns
and uncover differences in processes
 Purpose: to examine the difference in measurement values between different subgroups in an attempt to
understand potential variation
 Example: From the U.S. Census economists are often breaking out their data based on region, age,
ethnicity, etc.
One category the Navy uses in stratifying data is “mission readiness” for different squadrons
or carrier battle groups
Grouping Data / Stratification

How do you decide what characteristics to stratify?
 Use CTX’s as a discriminator
 What are the key items from your SIPOC analysis?
 What does common sense or subject matter expertise tell you
Grouping Data / Stratification

When applying data stratification, you should consider common factors.
Factor Example
What Type Complaints, Defects, Car Models
When Year, Month, Week, Day
Where y, Region,
Country, g , City,
y, Work Site
Who Command, Department, Individual

Purpose of Sampling
 It is often impractical or too costly to collect all the data
 Sometimes data collection is a destructive process
 Statistics is based on the sense that we are able to draw conclusions based on looking at part of the
population
 Sound conclusions can often be made from a relatively small amount of data
Sampling Methods and Tools

 Standard Operation Tools
 Spaghetti Diagram
 Percent Load Chart
 Time Observation Sheet
 Standard Work Combination Sheet
 Measel charts
 Check sheets – Point of Use and 5S
 Enterprise Buffer Sizing Tool (EBST)
 Buffer Management Tool (BMT)
 R-Supply
 Physical
Ph i l countt
 Clock on the wall
 Person-to-person communication
 Management Information Systems
Simulation Exercise
Objective
O Measures/Data
/ Data Collection
C Data Sources
S Timing Responsible Party
(Why) (What) Method (Where) (When) (Who)
(How)
Additional Information
Factors in Sample Size Selection
 Situation: Population or Process
 Data Type: Continuous or Discrete
 Objectives: What you’ll do with results
 Familiarity: What you guess results will be
 Certainty: How much “confidence” you need in your conclusions
Population or Process Sampling

 Of primary
i importance
i iin a measurement effort
ff is
i to clarify
l if if you’re
’ engagedd iin P
Population
l i or P Process
sampling.
 Most traditional statistical training focuses on sampling from populations – a group of items or events from
which a representative sample can be drawn. A population sample looks at the characteristics of the group
at a particular point in time.

Population or Process Sampling (continued)
 In process sampling, you measure characteristics of things or characteristics as they pass through the process,
and observe changes over time.
 Any data you collect that has “time order” included can be examined as either a population or a process –
however, the size of the sample analyzed may need to be different.
 Given a choice,
choice process data gives more information
information, such as trends and shifts of short duration
duration. Process
sampling techniques are the foundation of process monitoring and control.
Sampling Strategies Considerations
 Should we stratify first? ...
– Focus on one group within the process or population
– Ensure adequate representation from various segments of the population or process
• Stratified Sampling takes samples independently from each segment of a larger one. For
example in gathering data on types of customer,
example, customer you might take a sample specifically from each
key customer type to make sure all are represented—even the smaller groups.
• Common sense is also a good guide to any sampling plan.
 Does it “feel right”?
– Sampling needs to fit common sense considerations
– Confront and manage your biases in advance
Key Sampling Terms – Concepts

 Sampling Event – The act of extracting items from the population or process to measure.
 Subgroup – The number of consecutive units extracted for measurement at each Sampling Event. (A
“subgroup” can be just one!)
 Sampling Frequency – Applies only to process sampling; the number of times per day or week a sample is
taken (i.e., sampling events per period of time).
Building the “Sampling Plan”

1. Develop an initial profile of the data
2. Select a sampling strategy
3. Determine the initial sample size
4. Adjust as needed to determine minimum
sample size
Sampling – Initial Data Profile

 Population size? (Noted “N”)
As you begin preparing the Sampling Plan, you first need to determine the rough size of the total population.
 Stratification factors?
If you elect to conduct a stratified sample, you need to know the size of each subset or stratum.
 Wh t precision
What i i resultlt d
do you need?
d?
Next, you need to define the level of precision needed in your measurement. Precision notes how tightly your
measurement will describe the result.
 The last step in your initial profile is to estimate the variation in the population.
 Continuous data requires an estimate of the “standard deviation” of the variable being measured. (How much
does the characteristic vary?)
 Discrete data requires an estimate of “P,” the proportion of the population that contains the characteristic in
question.
GREEN BELT:
GREEN BELT:
Green Belt Training
MODULE 13: TRAIN & PREPARE TEAM

Conducting a Gap Analysis
 Determine what they need to know.
 Determine what they do know
– Determine level of CPI knowledge.
• Previous CPI team experience
• Previous
P i b
beltl training
i i
– Determine process level knowledge.
• Are they SMEs?
• Do they participate in the process or outside the process?
– Determine experience with cross-functional teams.
 Identify the knowledge gaps
Questions to Consider
 Who is your target audience?
 What training methods will be effective?
 What are your CPI cultural barriers?
 Who should deliver the training?
 Where should the training be held and when?
 What training materials are needed?
Training Resources
 Black Belt/Master Black Belt
 Memory Joggers
 Green Belt training materials
– From your initial training
– Online sources
 CPI Offices
 Your instructor____________
Team Training
Basic (initial)
 Ideally, before the event
 Provides a foundation to the event
Just-in-Time
 Tool-driven;
T ldi apply
l as needed
d d
 Should take no longer than 30 minutes
Current recommended daily event check list is published in the Green Belt
Certification Process Guidebook
Emphasis Placed on Action Learning
GREEN BELT:
Slides 01 - 06
Module 13 – Train and Prepare Team
Green Belt Training
MODULE 14: VALUE STREAM MAPPING AND

ANALYSIS
l De
t ro fin
n e
Co
Lean
6
M
e
e
rov
TOC
a sur
Im p
Analyze
What is Value Stream Mapping ?
 A visual tool to help see and understand the flow of Material and Information
 A big picture perspective that focuses on improving the whole but not optimizing pieces of the
process
 A tool that requires physically observing the process area in question
Wh Map
Why M the
th Process?
P ?
 Find issues which require extra processing, rework, or cause downstream errors
 Uncover actions performed at the wrong time, or completely non-value added items
 Discover processing steps which really aren’t needed
 Show where employees, information or goods move from one place or another without any purpose
 Identify upstream activity that causes downstream waiting
 Show steps that ultimately don
don’tt meet the need of customer
12-Step Process
1: SIPOC See the Process…

2: BOUNDARIES
3: VOICE OF THE CUSTOMER
4: GATHER APPROPIATE INFORMATION
5: WALK THE PROCESS

See the Waste… 6: CREATE CURRENT STATE MAP
7: SPAGHETTI MAP / CIRCLE DIAGRAM
8: VALUE ANALYSIS
Visualize the Perfect State…

9: CREATE IDEAL STATE MAP
10: DEVELOP FUTURE STATE MAP

Lead the way 11: DEVELOP ACTION PLAN
toward it…
12: IMPLEMENT THE PLAN
SIPOC Diagram Example: Streamlining a Travel Request

Suppliers Inputs Process Outputs Customers
 -SUB  Destination  See Below  Travel Orders  Fleet
 -NAVSEA  Transportation  Advances  NAVSEA
 -TYCOMS
TYCOMS M d ( )
Mode(s)  E-Tickets  Shipyards
Shi d
 OPNAV/CNO  Job Order Number  Emails  NSWC
 NUWC  Travel Dates  Itinerary  TYCOMs
 NRL  Claim Forms  Business Office
 JHU
 NSWC
Step 1: Step 2: Step 4: Step 5:

Generate Transport Step 3: Create Orders Execute File
Request Request Travel Claim

Module 14 – Value Stream Mapping and Analysis
Supplliers
Inputs
Process Name:
Process
Outputs
Customerrs

Keys to Using a SIPOC in an Kaizen / RIE
 Defines the Scope
– Team consensus on the start and end point
– Keep the team focused on the Kaizen / RIE goals and objectives
 Used to prevent scope creep
Walk the Process

 Visualize yourself in the place of the product / information
 Walk the process backwards (from last step to first) OR forwards (from first step to last)
 Interview personnel who touch the process (look for problems that may be occurring)
 Measure people and/or product travel distances
 Look for constraints in the system (shared resources)
 Look for 8 types of wastes
Why Map the Current State?

 To show process simply and visually
 To clarify organization’s understanding of how the current process actually operates
 To create baseline for future improvements to be made and measured
Mapping Tips
 Use Post-it® notes on butcher paper.
paper
 Place top of process boxes just below the middle of the page.
 Leave enough room between process boxes to show inventory.
 Decide whether to count all parts or just a sample part – make the assumptions up front.
 Draw only one to three main suppliers/supplied items.
 Title and date map.
“Current State” Mapping Process Steps

1. Gather information on the customer
2. Walk the process - sketch process boxes
3. Fill in data boxes and inventory levels
4. Document how goods are delivered to the customer
5. Gather information on suppliers
6. Add information flows
7. Sketch how material moves between processes
8. Draw production lead time/value-added timeline
GREEN BELT:
Slides 08 - 111
Value Stream Mapping and Analysis
Additional Tips
 Always create Process Maps and Value Stream Maps with a team. Rarely, does one person have all the
process knowledge
knowledge.
 Interrogate the process by watching in many different conditions. You must watch the process as it
happens to see the detail you need.
 Don’t let space be an issue. Consider using flip charts and post-its (as the process steps) and post on a
wall to get your initial ideas across.
 If your map does not have space to list all the information, use numbered reference sheets as
attachments.
 Maintain your Process and Value-Stream Maps with dates and update them as necessary. Use them as
a reference. Always maintain a baseline and version control.
 Keep Parking Lots list to stay focused:
– Improvement Ideas
– Assumptions that were made when mapping the process
– Questions team members have
– Add’l Observations that may or may not be displayed on the process map
 Mapping the Current State and Gathering Data
– You must walk the process (experience it) to accurately capture the process.
– Talk to the operators to find hidden factories, then verify it.
– Use pencil not computer – makes the map more visual.
– Concentrate on process, not tools.
– Identify what is used to measure the process effectiveness, efficiency and customer satisfaction (take
detail notes).
– Do not use data your team does not verify themselves.
– Create your own standard symbols if necessary.
Data Blocks
 Walk the Value Stream and see how the “Item” flows
 Gather data for each step in the process
Repair
Trigger:
gg What Starts the pprocess?
Done: When do we know it is done?
Span Time: Total time elapsed in the process
Touch Time: Actual time item was worked on
Auto Cycle Time: Operation time without human intervention
Number of People: Number of p people
p in pprocess
WIP Pieces: Items being worked not yet completed
C/O Time: Change over time (normally machine setup times)
Distance Item Travels: Distance traveled from last process
% Rework: How often are items redone
Topp 3 Defects: Typical
yp items reworked
1.
2.
3.
Transactional / Office
Trigger: What Starts the process?

Done: When do we know it is done?
Span Time: Total time elapsed in the process
Touch Time: Actual time item was worked on
WIP (inbox): Normal number of items in inbox
Number of People: Number of people in process
Number of Approvals: Number of approvals required
Travel Distance: Distance Traveled from last process
Supporting Documentation: Additional documents required to support this item
1.
2.
3.
4.
5.

Data Blocks
Repair
Trigger: Product Rcvd What Starts the process?
Done: I
Inspection
ti cmpll Wh d
When do we kknow it iis d
done?
?
Span Time: 20 Total time elapsed in the process
Touch Time: 5 Actual time item was worked on
Auto Cycle Time: Operation time without human intervention
Number of People: 2 Number of people in process
WIP Pieces: 1 Items being worked not yet completed
C/O Time: Change over time (normally machine setup times)
Distance Item Travels: 35 Distance traveled from last process
% Rework: 2% How often are items redone
Top 3 Defects: Typical items reworked
1
1. Holes not within spec.
spec
Gap Analysis
2. Coating not within spec Why is Span Time four times longer than
touch time
3.
(sk why 5 times.)
Always
y qquestion travel distances ((Ask why
y5
times.)
If Rework is less than 10% check cost if not

significant and is difficult to mistake proof
may accept as normal
(sk why 5 times.)
Select those metrics most appropriate to your process, including those data identified in your data
collection plan

Trigger: Trigger: Trigg
ger:
Done: Done: Donee:
Span Tim me: Span Time:
T Spann Time:
Slides 16
Touch Time:
T Touch Time: Toucch Time:
Auto Cyccle Time: Auto Cycle
C Time: Auto Cycle Time:
Number of People: Numbe er of People: Number of People:
WIP Pieces: WIP Pieces: WIP Pieces:
C/O Tim
me: C/O Time: C/O Time:
T
Distancee Item Travels: Distancce Item Travelss: Dista
ance Item Trave
els:
% Rewo ork: % Rewwork: % Reework:
Top 3 Defects: Top 3 Defects: Top 3 Defects:
1. 1. 1.
2. 2. 2.
3. 3. 3.
Trigger: Trigger: Trigg
ger:
Done: Done: Donee:
Process Data Blocks for Simulation
Span Tim me: Span Time:

T Spann Time:
Touch Time:
T Touch Time: Toucch Time:
Auto Cycle Time: Auto Cycle
C Time: Auto Cycle Time:
Number of People: Numbe er of People: Number of People:
WIP Pieeces: WIP Pieces: WIP Pieces:
C/O Tim
me: C/O Time: C/O Time:
T
Distancee Item Travels: Distance Item Travelss: Dista
ance Item Trave
els:
% Rewo ork: % Rewwork: % Reework:
Top 3 Defects: Top 3 Defects: Top 3 Defects:
1. 1. 1.
2. 2. 2.
3. 3. 3.
Basic Steps to Process Map
1: SIPOC
2: BOUNDARIES See the

3: VOICE OF THE CUSTOMER …
Process
4: GATHER APPROPIATE INFORMATION
5: WALK THE PROCESS
See the 6: CREATE CURRENT STATE MAP

…
Waste 7: SPAGHETTI MAP / CIRCLE DIAGRAM
8: VALUE ANALYSIS
Visualize the Perfect

9: CREATE IDEAL STATE MAP
State…
10: DEVELOP FUTURE STATE MAP

Lead the Way
11: DEVELOP ACTION PLAN
toward …
it
Value Analysis
 The objective is to:
– Eliminate the hidden costs that do not add value to the customer
– Reduce unnecessary process complexity, and thus errors
– Reduce
R d th
the process cycle
l titime
– Increase capacity by better utilizing resources
Value
 Value Added (VA)
– Activities that change form, fit, or function of a product or service
– Activities the customer wants to pay for
– Activities done right the first time
 Non-Value Added (NVA)
– Activities that do not change form, fit, or function
– Activities that fall under any of the eight forms of waste
– Activities not performed right the first time
 Business Value (BV)
– Activities causing no value to be created but which cannot be eliminated based on current
technology
tec o ogy or
o requirements
equ e e ts

What is Value Added (VA)?
Any step or activity in a process is considered VALUE ADDED (VA) if it meets ALL of the following:
1. If the customer wants it

AND
2. If it changes form, fit or function of the

product or service
AND
3. If it is done right the first time (i.e. not

rework).
Value Added and Non-Value Added Activity
Does
Customer Was Form,
consider step Yes Fit or Yes Yes
Rework?
of VALUE and Function
willing to pay changed?
for it?
T – Transportation
No I – Inventory
No No M – Motion
W – Waiting
O – Over-production
Required by O – Over-processing
Current Value
Busines Adde D – Defects
Instructions Yes
s Value d
or U – Under-utilization of
Technology people
No Non-
Value
Added
Examples of NVA & BV

Work Center Office/Administration Areas
 Long set-up time  Redundant systems
 Incapable process  Incomplete information
 Poor work methods  Functional handoffs
 Lack of training
 Batch processing
 Lack of organization
 Unnecessary data
 Layout
 Irrelevant performance
 Transportation
 measures  Approvals
• NVA activities account for 50%-90% of product cost

• People are not NVA, tasks are
• NVA does not mean unimportant

VA vs. NVA is a Filter
 Used to focus efforts in the right places.
 Don’t take it personally!
 VA depends on correct identification of the customer and the value stream objective.
Current State VA / NVA
Value Added
Non-value Added
Business Value*
Value
 Visually identify areas for improvement opportunities

 Accomplished by color coding each step
Using the Value Stream Mapping Tools
Determine the practical limits of

Product/Service
your mapping activity
Understanding how things

Current State Map
currently operate.
How would things operate in a

Ideal State Map perfect world?
Future State Drawing Design a lean flow.
Plan and The goal of mapping!

Implementation

Create an Ideal State VSM
 Start with a clean sheet
 Picture your value
stream with no waste
 Create flowchart using only the VA steps
 No stops, piles, backups, wait time, parallel
paths (assume that anything is possible)
paths…
What is a Future State Map ?

 Visual of improved material and information flow
 Unites CPI concepts and techniques
 Used to drive detailed implementation plans
 What type of improvements are needed and
why?
Examples of Improvement Targets

 Reducing cycle time
 Reducing inventory
 Cost reduction
 Increasing available capacity
 Decreasing the area footprint
 Reducing order lead time
Main
Tech
Future State Map Flow Layout Tools CRANE ISEA

SUPPLY
 Future State Spaghetti Diagrams
 Future State Circle Diagrams C.O.
 Future State Physical Layout DAAS
DEPT
W/C 51A/B Material HEAD
P.C.
PC ITEM
Technician MGR
SK
BO1
CRANE
DEPOT
SUPV
STRIP NDI
Strip
TANK
Tank
NDI
OFFICE
PPAINT
Paint
i t
Booth
BOOTH

REVIEW: 12-Step Process
1: SIPOC
2: BOUNDARIES See the Process…
3: VOICE OF THE CUSTOMER
4: GATHER APPROPIATE
INFORMATION
See the Waste… 5: WALK THE PROCESS

6 CREATE CURRENT STATE MAP
6:
7: SPAGHETTI MAP / CIRCLE DIAGRAM
8: VALUE ANALYSIS
9: CREATE IDEAL STATE MAP Visualize the Perfect State…
Lead the Way

toward it… 10: DEVELOP FUTURE STATE MAP
10
11: DEVELOP ACTION PLAN
Materials required to conduct a VSM (additional information)

 Butcher Block paper
 “Post-It” notes
 Markers
 Tape or Tracking wheel (appropriate means to measure distance)
 Scotch tape
 Scissors
 Computer
 Calculator
 Conference room with large wall area for hanging maps
 Easels & Paper
GREEN BELT:
Slides 32 – 33
Green Belt Training
MODULE 15: DATA TOOLS
l De
t ro f in
C on e
Lean
6
M
e
rov
TOC
asu r
Im p
Analyze
The Quality Toolbox
Fishbone Diagram
Flow Chart
Histogram
Pareto C hart o f T ype
250
100
200
150
80
Percent
Scatter Diagram
Count
60
100
50
40
20
Pareto Chart
0 0
T ype
an
s
an
s
an
s
an
s
an
s er
th
Be Be Be Be Be O
en to d s ve
re P in
ke Ha Ha
G Ba
ht
Days of Week
Mig
C o unt 150 42 15 9 4 3
Category 1 2 3 4 5 6 Total
Percent 67.3 18.8 6.7 4.0 1.8 1.3 A
Cum % 67.3 86.1 92.8 96.9 98.7 100.0
B
C
D
E Control Chart
6 5 F
Check Sheet Total
7 Quality Tools
I his
In hi b
book k Introduction
I t d ti to t Quality
Q lit Control,
C t l Kaoru
K Ishikawa
I hik id
identified
tifi d seven b
basic
i ttools
l ffor quality
lit control
t lb by
combining his work with the concept of variation and statistical control charts. These tools represent the first
practical scientific tools in analyzing and improving process performance.
Check Sheets
 Used for organizing and collecting facts and data
– To make better decisions
– To solve problems faster
 Three common types of check sheets
– Recording check sheets (e.g. data sheets, checkbook register)
– Checklists (e.g. inspection checklist)
– “Measles” charts (e.g. rental car customer’s vehicle inspection sheet)
Check Sheet Examples

Recording Check Sheet Measles Chart
Days of Week
Category 1 2 3 4 5 6 Total
A
B
C x
D
E
F
x
Total
Compartment Inspection Checklist

Compartment Electrical Inspection Mechanical Inspection Final Acceptance
1-25-0-L
01-35-7-Q x
3-120-0-E
01-141-0-M
Identify surface defect
05-200-1-E
1-45-6-Q locations with an “X”

Module 15 – Data Tools
Flow Charts
 Used for visualizing a system or process (sequence of events, tasks, activities, steps)
– Can be used to identify opportunities for improvement such as streamlining or combining operations
 Drawn with standard symbols representing different types of activities or operations
Yes
20%
No
Histograms
 A histogram is a useful way of graphically displaying data in groups
 Divide the data into classes
– Classes may be attributes (e.g., Red, Yellow, Green, Blue, Brown, Orange)
– For classes of variable data divide the data into ranges (e.g, Class 1 is between 0 and 10, Class 2 is
between 10 and 20)
60
– Count the number of occurrences in each class and chart on a bar graph
50
0
40
Frequency
 Measure of location (central tendency) 30

 Measure of variation (spread) 20
 Measure of shape 10
0
10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170
40
Histogram Example Frequency of Test
30 Scores
Frequency
20
10
0
25 35 45 55 65 75 85 95 105
Test Scores

Pareto Charts
 The “80/20” Rule:
– Pareto charts illustrate the concept that, for any given distribution of the results, the majority of the
distribution (80%) is determined by a small part (20%) of the potential contributors or causes.
Construct a Frequency Table
Category Frequency % of Total Cumulative %
A 149 30 2%
30.2% 30%
B 124 25.2% 55%
C 120 24.3% 80%
D 24 4.9% 85%
E 13 2.6% 87%
F 12 2.4% 90%
G 9 1.8% 91%
H 8 1.6% 93%
I 6 1.2% 94%
J 5 1.0% 95%
K 5 1.0% 96%
L 4 0.8% 97%
M 4 0.8% 98%
N 4 0.8% 99%
O 3 0.6% 99%
P 2 0.4% 100% Notice: “Frequency” column data arranged in
Q 1 0.2% 100%
descending order
Total 493
160 100%
140
80%
120
100 Cumulative % line

Frequency
60%
80
60 40%
% against this axis
40
20%
20
0
A B C D E F G H I J K L M N O P Q
0%
Categories
Scatter Diagrams
 Used to determine whether or not a relationship exists

between two factors Plot Paired Observations
3
– Will not prove that a cause-and-effect relationship exists
 Enables teams to test hunches between two factors 2
Factor B
 Examples:
– Ice Cream sales as they relate to outside temperature 1
– Demand for g gasoline as it relates to the p

price at the p
pump
p 0
0 1 2 3
Factor A
Wide band, inverse relationship

Narrow band, direct relationship Circular, no relationship
3 2
3
2
F a cto r B
Fa ctor B
2
Fa cctor B
1
1
F
0 0
0 0 0.5 1
0 1 2 3
0 1 2 3 Factor A
Factor A
Factor A
GREEN BELT:
Slides 12 - 18
Control Charts
 Used to analyze variation in a process
– Attribute (count) based,
– Variable (measurement) based
 Statistics-intensive
 Used to determine if variation is inherent to the system (common cause) or caused by an assignable event
(special cause)
Out of Control Processes
 A control chart demonstrates special cause variation if:
– Points are outside of control limits
– Increasing / decreasing trends
– Cycles
y
 To reduce special cause variation:
– Find the assignable cause
– If appropriate, take action to prevent it from recurring
• SOP
• Poka Yoke
In Control Processes
 If no out of control conditions exist, then the process is said to be in control.
 In control processes demonstrate common cause variation.
– Normal variation
– Due to the nature of our universe
 To reduce common cause variation you must change the system.
– New equipment
– New methodologies
Control Chart Example
U Chart for 950N (Weighted/Normalized)
40
UCL=36
UCL 36.40
40
Deficci enci es per 1000950 MDs
30
20
U=14.27
10
0 LCL=0
Subgroup 0 10 20 30
QPI Date 09/01/01 11/09/01 01/18/02 03/29/02
U-Type Control Chart: # of deficiencies per 1000 MDs

Fishbone Diagrams
 Breaks problems down into bite-sized pieces
 Displays many possible causes in a graphic manner
 Shows how causes interact
 Follows brainstorming rules when generating ideas
Define problem and determine the main causes (I

(I,II,III,
II III etc
etc.))
Main Cause I Main Cause II

Suggested Causes:
 Man
 Method
 Machine
Problem
 Material
 Measurement
 Mother Nature Main Cause IV Main Cause V
Main Cause III
Pick
Pi k one main
i cause and d ask
k “Why
“Wh did the
th main
i cause occur?”
?”
 Results in causes A, B, C, ...
Work one Main Cause I
category at
a time…
please!
C
B
Problem A
Why did the main cause occur?
Pick one main cause and ask “Why did cause A occur
 Results in causes A1, A2, A3, etc.
Work one
Main Cause I
category at
a time…
please!
Why did cause “A” occur?

A
Problem A1
A2
Pick one cause and ask “Why?” 5 times. A3
 End result is a probable cause
Main Cause I
Ask “Why?”
5 times?
Why A?
A A2A Why A2A1? A2A1A
Probable
Problem Cause
A2 Why A2A? A2A1 Why A2A1A? A2A1A1

Identify Root Causes

If one probable
cause repeats…
Root Cause
C
Problem B
A
A
Main Cause IV Main Cause V
Main Cause III
“A” Is the Root Cause

Failure Modes & Effects Analysis (FMEA)
 A risk assessment method to identify, analyze, prioritize and document potential failure modes, their effects
on a process, product or system and the possible failure causes.
 It is a living document that needs to be reviewed and updated whenever a process is changed
 FMEA Answers These Questions:
– What the customer will experience if a key process input variable fails?
– Which action needs to be taken to minimize risk?
 Consider all failure modes of a system or process.
 Determine the effects of failure modes.
 Prioritize the failure modes based on:
– Criticality
– Frequency of occurrence
– Ability to escape detection
Prioritizing Failure Modes

 Criticality, frequency of occurrence, and escaped detection are rated on relative scales.
 Generic scale is useful as starting point, but revision is necessary to fit the application.
Risk Priority Number (RPN) = Criticality X Frequency X Detection
Severity Scale
1. No effect on performance
2. Minor loss of performance with negligible effect on output
3. Minor loss of performance
4. Reduced performance
5. Minor inability to meet customer requirements
6. Inability to meet customer requirements
7. Cause serious customer dissatisfaction
8. Cause a failure
9. Break regulations or other law
10
10. Cause an injury
Note: This is a sample scale and must be revised to fit your application of FMEA

Frequency of Occurrence/Probability Scale
Note: This is a
1 Once every 5 - 10 years Less than 2/1,000,000,000 sample scale and
2 Once every 3 – 5 years Less than 3/10,000,000 must be revised to fit
your application of
3 Once every 1 – 3 years Less than 6/1,000,000 FMEA
4 Once p
per yyear Less than 6/100,000
5 Once every 6 months Less than 1/10,000
6 Once every 3 months Less than 0.03%
7 Once per month Less than 1%
8 Once per week Less than 5%
9 Once p
per 3 – 4 days
y Less than or equal
q to 30%
10 Once per 1 – 2 days Greater than 30%
Ability to Escape Detection Scale

1. Immediate detection
2. Easily detected
3. Moderately easy detection
4
4. Quick detection by Statistical Process Control (SPC)
5. Detected by SPC
6. Detected by inspection and error-proofing
7. Detected by manual inspection
8. Frequently undetected
9. Very difficult to detect
10. Cannot be detected
Failure Mode and Effect Analysis (FMEA] Example
FMEA of Building Elevators
Item Failure mode Failure effect Severity Causes Occurrence Controls Detection RPN
Pushing or hitting
Doors Mis-alignment of plastic gib Door will not close 10 6 Proper use of elevators 5 300
door transversely
Daily use / poor

Foreign object on track Door will not close 10 7 Daily cleaning of track 5 350
housekeeping
Worn or tarnished
Electronic enter locks Door will not close 10 6 Replace / clean contacts 1 60
contacts
Hall door not closing Failure of hall door

Door will not close 10 2 Replace spring 1 20
properly retracting spring
Proper house keeping

Dirty cover on (i.e., no mop water
Micro scan failure Door will not close 10 9 8 720
scanner strips allowed to get on sensor
face plate)
Doors will not

Car Door operator failure 10 Motor failure 3 Replace motor 1 30
open/close
V-belt failure 4 Replace belt 1 40
Sheave failure 1 Replace sheave 1 10
"Music box" resistors

5 Tune / replace resistors 1 50
fail
Door clutch failure Hall doors will not open 10 Clutch spring fails 1 Replace spring 1 10
Car constantly called to Dirt accumulation Clean space around

Buttons Buttons Jam 10 2 7 140
floor of stuck button around button button

Green Belt Training

MODULE 16: TOC & LEAN
l De
ro fin
nt e
Co
Lean
6
M
ve
TOC
a
ro
sur
Imp
Analyze
TOC Analogies
TOC experts see processes and systems as chains. The strength of the chain is dependent upon the
strength of the weakest link
Theory of Constraints
TOC takes the chain analogy and applies the concept to the flow of work through a system…
system
“The slowest vehicle in a convoy sets the pace”
Every system has a constraint. Constraints limit the flow of work
What is a Constraint?
 Every process has a constraint – a step in the process that takes longer to do than other steps
 Constraint mitigation is necessary when you can not meet customer demand
The 5 Focusing Steps

1. Identify the constraint
2. Exploit the constraint
3. Subordinate to the constraint
4. Elevate the constraint
5. Re-evaluate, go back to step 1
Your efforts at steps

p 2 & 3 may
y not require
q you
y to do step
p4
The continuous, progressive adding of Value in the eyes of the customer
– Starts at receipt of customer request
– Ends at delivery to customer
 Flow utilizes the fewest number of steps with no interruptions
 Eliminates waste
People always working on the product

and
d th
the product
d t always
l being
b i worked
k d on
Let’s see how Lean interacts with TOC

Terms and Definitions
Push: Work is pushed into the system or process based on forecasts or schedules.
Pull: A customer-driven system that produces and moves a product/service only when the
customer needs it.
What is Pull?
Upstream
No one upstream produces a good or
service until the downstream
customer asks for it.
it Activity
y
Activity
Information Flows
Upstream Activity
Material/Service Flows
Downstream Activity
Downstream
GREEN BELT:
Slide 01 - 13
Module 16 – TOC & Lean
Pull Systems
 Elements
– Upstream Supplier
– Downstream Customer
– Visual Trigger (Kanban) Pull
 Sequenced
S d
– Use FIFO lanes
 Replenished
– Create supermarkets
Pull System Advantages

 Increases speed to your customer
 Reduces inventories without creating parts shortages
 Decreases floor space
 New thought process: replaces “Ready or not here I come” with “OK, Now I’m ready”
 Cycle Time: The time it takes a product to move (cycle)

through a step or a process, including queue and
move times.
Common synonyms (often used interchangeably):

Flow Time (primarily a Lean term)
Throughput Time (incorrectly identified as a TOC term)*
Cycle time for
Example: step P3: 5
seconds
P1 P2 P3 P4
10 seconds 10 seconds 5 seconds 8 seconds
Cycle time for the process = 10 + 10 + 5 + 8 = 33 secs

Work in Process (WIP)
Cycle time for a process may be approximated using Little’s Law: PCT 
Exit Rate
WIP is the “number of things in process” at any given time

EXIT RATE is the amount of work completed over a given period of time, which should also equal customer
demand (“completions per hour”).
GREEN BELT:
Slide 14 - 17
 Think about the lines at Disneyland in March…
WIP 5 people
Cycle Time = =
Exit Rate 1 person/minute
Cycle Time = 5 minutes
 …and then think about them in July…

WIP 13 people
Cycle Time = =
Exit Rate 1p
person/min.
Cycle Time = 13 minutes
 …Conclusion: Fixed Capacity (Exit Rate) + Increased People (WIP) = Slower Cycle Times!

 Takt Time: The rate at which a product or service needs to be provided to meet customer demand
Time available for work in the given time period

Customer demand for a given time period
 Process
ocess Seque
Sequence:
ce The e steps necessary
ecessa y to produce
p oduce a product
p oduct or
o service,
se ce, witht some
so e process
p ocess steps be
being
g
dependent upon other steps being performed first
 Lead Time: The total time from customer order to delivery of the desired product or service
 Pitch: Customer configured delivery requirement based on Takt Time (Takt time x batch quantity)
Takt Charts
 A tool to see how the process is performing against the customer expectations
 Data for takt charts are drawn from the data blocks of the Value Stream Map,
p and from customer demand
 Plot the steps on the horizontal axis using time as your vertical axis
Takt Time = 65 Seconds
Cycle
Time
Operators A B C D E
“Operator A” is a constraint because they cannot meet the Takt Time.

5.
5 Re-evaluate,
e e a uate, go bac
back to step 1
Lean Tools to Exploit the Constraint

 5S (Lesson 11)
 Standard work (Lesson 19)
 Workplace (inside the constraint) layout
– Cell layout
– Spaghetti
S h tti diagrams
di (Lesson
(L 11)
– Circle diagrams (Lesson 11)
 Work setup reduction
Typical Flow – Before Improvements

Workplace Layout
INSPECT INSTALL INDUCT
• Batch
REMOVE ORDER
operations INSPECT PART
• Isolated
processes TEST
• Unknown
status TEST SOLDER
SIGN-OFF
Typical Flow – After Improvements
Workplace Layout
ORDER
PART REMOVE TEST INDUCT
• Single-piece flow
INSTALL
• Visual status
SOLDER • Reduced travel
INSPECT TEST INSPECT SIGN-OFF
GREEN BELT:
Slide 22 - 27
Work Cell or Office Space?
Andon signals Admin support to keep
need for help the value-added workers
on task and undistracted!
Workplace Layout
R
Raw
Materials
Cross-trained employees to flex with
changing demand!
Finished
Goods
One Piece Flow vs. Batching

The Ideal State:
Produce and move one piece at a time
One order Route to Order part Route part

File
enters system correct person to customer
Segregate excess WIP away from the improved process; develop a plan to eliminate it.
One Piece Flow vs. Batching

If One-Piece Flow is best – then why do we batch?
One reason is “Set-Up Time”
Set-Up Definition
The amount of time taken to change over from the completion of the previous process to
the beginning of the next process … ”clock time” not labor time.
Set-Up Reduction
You drive a car/truck
Your vehicle needs:
1) Four new tires
2) Full tank of gasoline, and
3) You need a drink of Gatorade
QUESTION:
How long will it take you to accomplish
these three tasks?

Set-Up Times and Lot Sizes Interact
 Lot sizes are made large because set-ups take a long time.
– Attempt to increase total throughput
– Ignores underlying issues
 S
Set-ups take a long time because they are not done often.
f
 The cycle repeats endlessly.
– It’s best to improve set-ups first.
– Set-up reduction “feels” contradictory and so it is often ignored; spend effort improving NVA to improve VA.
Why Address Set-Ups?

 Improve
p flow by
y reducing g cycle
y times
– Allows smaller lots
– Resources are spent on VA activities
 Resource flexibility
– Increases ability to change products or services in a timely manner
 Cost
– Reduces WIP and carrying costs
Ways to Streamline Set-Up

 Change tasks: Eliminate, combine, re-sequence, put in parallel
 Fix settings, eliminate adjustment
 Eliminate threads
 Unit tool changes
 Reduce hand tools
 Focus storageg
 Plan and stage
 Use casters & rollers
 Standardize
Implementation Details
 Be careful in adjusting lot sizes.
– Run pilot trials.
– Monitor set-up times and idle times closely.
– Don’t let large transportation lots throw away the benefits of smaller process lots.
 Ensure work release is not the driving factor.
– Develop a good work release plan.
– Monitor interactions with lot sizing.
See back-up slides for lessons learned regarding set-up time

If the process doesn’t meet customer demand after Step 2, how do we subordinate to the constraint?
GREEN BELT:
Slide 24 - 38
Exercise
Consider the following set of processes:
 A customer needs 25 units in 15 minutes (900 seconds)
 Order entry takes 20 seconds
 Delivery takes 10 minutes (600 seconds)
Order P4 Delivery
P1 P2 P3
Entry 8 seconds 600 seconds
10 seconds 10 seconds 5 seconds
20 seconds
Available time = ________________________________

Customer demand = __________
TAKT Time = _______________________________
Cycle Time = ________________________
What is our average exit time? _________
Lead Time = ________________________________
Where is the constraint? ______________
Variation happens!
Worst case 11 secs 13 secs 7 secs 14 secs
Time (secs)
P1 P2 P3 P4
10 ± 1 10 ± 3 5±2 8±6
seconds seconds seconds seconds
Best case
Time ((secs)) 9 secs 7 secs 3 secs 2 secs
Cycle Time = _________________

Where is the constraint? _________
Average Exit Time = ___________
Drum-Buffer-Rope
 Drum – The pace at which the system is operating
 Buffer – A way to protect the constraint from being “starved”, to ensure the constraint always has work
 Rope – the signaling system that allows work to be put into the system at the appropriate time to support
efficient use of the constraint
The aim is to protect the constraint, and therefore the system as a whole, against process variation.
Lean Tools to Subordinate the Constraint

 Standard work (Lesson 19)
 Workplace (inside the constraint) layout
– Spaghetti diagrams (Lesson 11)
– Circle diagrams (Lesson 11)
 Just in Time
– Heijunka – Workload balancing
– Kanban – Signals to move work
We execute these changes through Rapid Improvement Events!

Just-in-Time
 Don’t produce something unless the customer has ordered it.
 Level demand so that work may proceed smoothly throughout the workspace.
 Link all processes to customer demand through simple visual tools (Kanbans).
 Maximize resource flexibility.
Elements of a JIT System

 Heijunka – Workload balancing
 Kanban – system of visual tools that synchronize and provide instruction to suppliers and
customers
Both Heijunka and Kanban in turn depend on:

 Quick changeovers
 Visual Management
 Capable processes, including methods, workers, and machines
Heijunka (Hi-junk-a)
 Even distribution of work to meet takt time, especially for different products from the same process
– Determine pitch for each product
– Create a production sequence
– Create a production sequence table
 A heijunka box is the schedule of work that includes what things arrive when and when they should be
done
W kl d Balancing
Workload B l i - Takt
T kt Ch
Chartt E
Example
l 70 sec
Takt Time = 65 Seconds
Chart existing operator cycle times 45 sec
Cycle
Time 30 sec 30 sec35 sec
Can we reduce the cycle time of Operator A as well

as reduce manning?
Operator A B C D E
Total time of all tasks for all operators

* Minimum Staffing
Takt Time
* If the numerator or denominator changes, staffing must be adjusted and work assignments rebalanced.
This equation is to be used to identify potential areas for improvement and not a justification for manpower
reduction efforts
Balance Work between operators Takt Time = 65 Seconds
By workload balancing
Cycle 57 sec 57 sec 57 sec
we can free up personnel 39 sec
Time Where’s operator E?
Available for
redeployment!
A B C D
GREEN BELT:
Slide 44 - 49
Cards
Kanban Rules
 Never move defective items
 The customer withdraws only what is needed STOCKING
 Produce only the quantity withdrawn by the customer LOCATION- 106-0 PROCESS
 Level production FABRICATION
CELL -106
 Use Kanban to fine-tune production ITEM # 406699
OPER. DESC.
 Stabilize and strengthen the process 10 ROUGH TURN
TURBINE
DESCRIPTION
Types of Pull Signals (Kanbans) BOX BOX
DISK
ISSUED
20
30
.......
.......
CAPACITY TYPE # 40 .......
Containers (Kits) 2 C-04 1 OF 4 50
Lights .......
Out of parts!!
Square on Floor
Low on parts!
Have parts

After doing steps 2 & 3, check to see if we moved the constraint. If so, go back to step 1
Elevating the constraint usually requires time and resources. This is primarily Black Belt
territory
How do Lean and TOC Compliment Each Other?

 Although their goals are different:
– Lean - Reduces Waste
– TOC - Mitigates Constraints
 They have the same effect:

– Both
B th use a pullll system
t
– Both seek to reduce WIP
– Both seek to improve Exit Rate/Throughput
 Which decreases Process Cycle Time in accordance with Little’s Law:
Work in Process ((WIP))

PCT 
Exit Rate

Additional information for Green Belts
Lessons Learned Regarding Set-Up Time

 Increasing lot sizes above an optimal value will increase cycle time (Little’s Law) and increase material
carrying costs with zero impact on exit rate.
 Sometimes WIP is necessary. In these cases, always determine optimal WIP and maintain WIP
control.
 Even when WIP helps, it remains NON VALUE ADDED! Where there is WIP (or NVA of any kind), ask
“why?”
why? to determine root cause.
cause In this case,
case root cause is set-up
set up time
time. Use Kaizen / Rapid
Improvement Events to reduce set-up time and drive down WIP for HUGE cycle time reductions!
 Remember: Use set-up time reduction to reduce WIP, not to increase process “up” time. Set-up time
reduction alone results in only modest gains. But reduce set-up time by 50% and optimal WIP is cut in
half. Reduce WIP by 50% and cut cycle time by 50% while still maximizing exit rate (in this case, 10
seconds).
 If takt requires a higher exit rate than process constraints allow

allow, WIP cannot fix the problem.
problem Only
constraint management can do that! Use Lean and Six Sigma tools at the constraint to improve exit
rate.\
 Often the best way to reduce cycle time is to reduce set-up time. The REAL constraint is often set-up
time, NOT any of the individual process steps.
 To answer the question “what is the optimum lot size” you have to balance the cost of adding one more
to the lot against time saved by adding it to the lot.
lot Cost Benefit Analysis is often required,
required but CBA can
only be applied accurately if you first understand takt, set-up time, proper lot sizing, and the process
constraint!
 This is not always easy! Ask your Black Belts for help!

Green Belt Training
MODULE 17: SIMULATION Statapult

p Round 2
Round 2
Flow Improvements
This round is intended to give the team experience with specific flow changes that can be implemented to
improve the Process.
This round includes the following phases :
 Future State
S Map
 Baseline
 Shoot
 Calculations
Exercise Requirements
 Team members cannot perform the same roles as in Round 1
– Blue dots symbolize inputs needed to complete a job function and are considered to be value added to
the process
– Red dots must be applied to each failed ball. The red dot symbolizes firefighting.
Customer Requirements
 All shots must land on the floor in a stationary target in an area +/-3 inches long and +/- 6 inches wide with
respect to the nominal target before hitting any other object
 Ball distance must be measured to the nearest ½ inch
 Only passed balls must be delivered to customer with no markings (colored dots)
 All data must be collected “real time”
 All shots must originate from the floor
 Must use form RUK-1D-1NG
Statapult Requirements
 The Statapult settings and structure cannot be modified
 The Statapult can not be aligned/modified with any tools, devices or aids
 The Statapult can only be handled/touched by the Shooter
Future State Map Exercise

Based on the new requirements and your team’s value analysis of the Current State Map, design the
new process layout for the next Statapult round. Consider the following:
 New roles/responsibilities
 A measurement system
 An Ideal State Map
 VOC
 Eliminating waste
 Improving flow
GREEN BELT:
Slides 01 - 07
Module 17 – Simulation Round 2
Baseline
In order to run the simulation, you must again determine the accuracy and precision of the process in
order to set up the target area.
 Position your Statapult in area designated by instructor
 Obtain 20 balls
 T k 20 test
Take t t shots
h t 12 inches
 Mark the landing of each shot with an adhesive dot or piece of
tape Masking Tape
 Use masking tape to mark off target area
X 6 inches
Round 2 Shoot Target Center
 Your Future State Map was approved
 Statapult layout is ready
 Target area is taped off
Balls are shot this
 Measurement system is setup
direction
Round 2 Histogram
What is the number of data points (shots)?
N = ____
What is the range?
R = Xmax - Xmin =____ - ____ = ____
Calculate k, the number of classes (columns in your graph)
When N < 150, k = N
k = ____
If k is not a whole number
number, round up to the next highest value
Determine the class width (w)
w = R/k = ____
If w is not a whole number, round up to the next highest value
15
14
Histogram 13
12
11
berof Occurences
10
7
Num
Category
GREEN BELT:
Slides 08 - 11
5. Total Lead Time (seconds) ______ (5)
8. Yield = Customer Order (1) / Total Balls Fired (2) ______ (8)
9. Takt Time (given from instructor) ______ (9)

10. Available Time ______ (10)
= Takt time ((9)) * Customer Order ((1))
= Absolute Value [ Total Lead Time (5) – Available Time (10) ]
13. WIP Cost ______ (13)
14. Rework Cost ______ (14)
= Total Failures (3) * $150 Cost per Failure
16 Warranty Cost
16. ______ (16)
= Customer Order (1) * $500 Warranty Cost per Unit
= Rework Cost (14) + Obsolescence/Scrap Cost (15) + Warranty Cost (16)
18. Penalty Cost ______ (18)
19. Total Cost ______ (19)
20. COST PER UNIT = Total Cost (19) / Customer Order (1) ______ (20)

Simulation Summary Sheet
Time to Cost of
First Total Lead Lead Time Poor Cost per
Deliveryy Time per Unit
p WIP Yield Quality Unit
(4) (5) (5)/(1) (6) (8) (17) (20)

Round 1
(4) (5) (5)/(1) (6) (8) (17) (20)
Round 2
(4) (5) (5)/(1) (6) (8) (26) (29)
Round 3
Exercise: What Went Wrong?

 Choose a facilitator
 Brainstorm answers to the question, “What went wrong with the process?
 Facilitator: Do not accept solutions; record only problems

GREEN BELT:
Green Belt Training
MODULE 18: STATISTICS
l De
n t ro f in
e
Co
Lean
6
M
ve
TOC
a
ro
sur
Imp
Analyze
The Role of Statistics
 Descriptive Statistics
– Describing a set of data with graphs and a few summary numbers (location, variation,
shape)
 Inferential Statistics
– Using descriptive statistics to make educated guesses about the future
Data Types
Before we can go further with statistics we need to know something about data
 Much information comes to us in qualitative form (job is expensive or takes too long)
 Project
j information must be collected in quantitative form and can represent:
– Whether something happened or not
• Attribute or discrete data – Counting data
– Specifics about what happened
• Variable or continuous data – Measurement data
Variable (continuous) Data - characterizes a product or
process feature in terms of a parameter such as size, weight or Dimensions
time Time
Temperature Weight
Variable data gives more information than just knowing if the
part was good or bad.
Examples of Attribute Data:

Attribute (discrete) Data - the number of times
something happens or fails to happen. It is Number of defects Pass/Fail
measured as the frequency of occurrence. It is
also data that falls into categories such as Complaint Resolution Yield
production line, operating shift and plant.
Line reject counts On time delivery
Attribute data cannot be meaningfully subdivided into more precise increments
Statistical Terminology
 Population - a complete set; all items of interest
–The number of elements in a population is denoted by N
 Sample - a subset of elements from the population
–The number of elements in the sample is denoted by n
 We can characterize a population or sample in 3 ways:
–Measure
Measure of location (center or middle)
–Measure of variation (spread or width)
–Measure of shape (what does the set look like when viewed graphically)
Measures of Central Tendency

 Mean - the average of the population or sample
– Sum of all values divided by n or N
 Median - the middle of the population or sample (50% of all values fall on either side of
this value)
– The middle value if n or N is odd
– The average of the two middle values if n or N is even
 Mode – the most frequently occurring value

Module 18 – Statistics
Measures of Central Tendency
Population
Mean (average):
Sample
Salaries ($) 1. Total the column of values (∑ Xi)
50,000 Mean = $65,000 2. Divide byy number of values (N)
( )
85,000
N
60,000
 x i Use for the total
50,000 Mean  i1
  Population
N
75,000
n
,
90,000 x i
Use for when
Population is sampled
45,000 Est. Mean  i 1
 X or ̂
n
475,000/7= 65,000
Salaries ($) Median:

45,000 1. Place data in order from lowest to
hi h t
highest
50,000 Mode = $50,000 2. Find the middle point
3. If middle point is between two numbers,
50,000
average their values, otherwise it is the
60,000 Median = $60,000 middle value
75,000
Mode:
85,000
1
1. Find
Fi d th
the mostt ffrequently
tl occurring
i
90,000 value.
Measures of Variability
Why do we care about variation?
Process 1 Process 2
Because just looking at the central tendency doesn’t tell the whole story!
8 3 Both columns of numbers have a mean of 10.
However – which process is the better one?
9 7
10 10 Range = Highest value – Lowest Value

Process 1 12 – 8 = 4
11 13
Process 2 17 – 3 = 14
12 17
The second process has more variation!
 How do we compute percent variation?

– How do you compare the number of blondes vs the number of brunettes in a population?
– You can only compare based on a percentage.
– If you have a room of people and 30% are blondes and 35% are brunettes, you can determine the
percent variation (35 – 30 = 5)
Thus the variability between those two hair colors is 5%.
GREEN BELT:
Slides 08 - 15
N
Population   xi  
2
Variance 
i 1  2
N
N
Sample   x i   2
i 1  S or ^ 2
2
Est.Variance 
n-1
n 1
Class Exercise
Compute the variance & standard deviation of the sample: {8, 18, 12, 3, 9 }
Variance:
1. Determine the mean of the column of numbers
2. Subtract each number in the column from the mean
3. Square the difference
4. Add the squares together, divide by n-1
Standard Deviation: The square root of the variance.
i x i x i  x  x i  x 2
Description:
1
Totals
How do we use Variance and Standard Deviation?
 Variance can be used to compare two processes to see if they are similar
– Example: compare cycle time from 3 different factories to see if they are significantly different or the
same. If one factory is different (i.e., worst), you start looking at that factory first
 Standard Deviation can be used to determine how well your process is working
– Can be used to create a control chart ((Lesson 19))
– Can be used to describe quality
GREEN BELT:
Slides 16 - 18
Let’s Talk About Di90
stribution (i.e., Shape)
 A graph of the data presents a visual of the data set, that can be more descriptive than just numbers
 A graph provides a “snapshot” of the central tendency and variability of the data
 Mapping the data – common graphs
– Histograms,
Histograms Stem & Leaf plots
plots, Boxplots
– Shows the data in relation to the scale
Defining Normal Distributions
 The most common distribution is the normal distribution. It is a variable data distribution with
a mean and a standard deviation as its primary measures.
 Normal distribution means that data values are evenly distributed about the mean, and the
distribution is symmetric.
symmetric
 Normal distribution is the most common shape
 Normal distributions are described with two parameters:
– The mean defines location
– Standard deviation defines spread
 Examine the following data distributions and compare the means and standard deviations for
each
Distribution Characteristics
From Lesson 2:
 100% of the data is included underneath the curve
curve.
 Certain percentages of data fall between the sigma σ represents
divisions. standard deviation
 If you fired the statapult 1,000 times, how many of
the shots would fall between 19 and 31 inches?
Answer = ______
 = 2 inches 19 21 23 25 27 29 31
-3 -2 -1 Mean +1 +2 +3
Statapult Shooting Distance
The Role of Statistics – Inferential Statistics (inches)
 Types of data and measures of location, variation and distribution are descriptive statistics
 Inferential statistics can be used to infer, or make predictions, about processes based on the descriptive
statistics
 Inference is done by using the data for a normal distribution, and specific statistical tables
 One hundred percent of data falls under the curve
 A Z-table is used to compute the probabilities of data falling under a specific area of the curve
You must have normal distribution to use a Z-table

Convert Your Data to a Standard Normal Distribution
 A Z-table is based on a “Standard Normal” data set – which In this case, the Z score is
has a mean of 0 and a standard deviation of 1 the number of standard
 Since real data is not “Standard Normal”, you need to deviations between the
transform your data in order to use the Z-table to predict a mean and the performance
probability limit
limit.
X
X - 
Z = 
The X value is transformed
X = the value you are interested in predicting   by the formula, giving a z
value. This allows you to
µ = the mean of your data set look up probabilities on
σ = the standard deviation of your data set
 the z-table.
Using Inferential Statistics (Z-table)
 Scenario: You process travel claims. You have instituted a new process and collected data on
processing time. It shows that you have a normal data set (distribution) with a mean of 32 minutes and a
standard deviation of 1.89.
 Your boss wants to know what are the odds (probability) that a travel claim will be processed in 37
minutes or less.
X -  37 - 32
Z = = 2.65
 
z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
2.5 0.9938 0.9940 0.9941 0.9943 0.9945 0.9946 0.9948 0.9949 0.9951 0.9952
2.6 0.9953 0.9955 0.9956 0.9957 0.9959 0.9960 0.9961 0.9962 0.9963 0.9964
2.7 0.9965 0.9966 0.9967 0.9968 0.9969 0.9970 0.9971 0.9972 0.9973 0.9974
Z Table
ANSWER: The probability of a travel claim being processed in 37
 1.89  
minutes or less is 99.6%
U i Inferential
Using I f ti l Statistics
St ti ti (Z-table)
(Z t bl )
37 - 32 = 2.65 2.65
The shaded area to the left

represents the travel claims that
will be processed in 37 minutes
32 37
or less - 99.6% of the time.
33.89 35.70
Exercise - Probability and Z Value   X Z Probability
1. Complete the table for z value and probability: 120 40 < 180
28 4 < 32
85 5 >100
2. A normally distributed process has output which is below the upper specification limit 99.7% of the
time. How many standard deviations is the USL from the process mean? ___________
GREEN BELT:
Slides 26- 28
Z-Table Identification
Left Tailed Z-Table Right Tailed Z-Table
Central Limit Theorem

 What if you don’t have normal data?
– If you collect a large enough sample over time, usually the data will take on a
normal distribution
– There are some times, however, when the data will never be normal (Go get a
Black Belt)
 Central Limit Theorem – the sampling distribution of the means tend to take the shape of a normal
distribution curve
– If you have a data set
– You can take samples of the data and find the mean of those samples
– Then if you plot the means, you will a get a normal distribution
Quick Summary
 Data has two types: Variable or Attribute
 We describe data three ways:
– Measure of Central Tendency (center)
– Measure of Variability (spread)
– Measure of Distribution (shape)
 The above measures are going to be different based on the type of data that you have
 Most common distribution is the normal distribution
Describing Set Characteristics and Data Types

Attribute data Variable data
Discrete data Continuous data
Measures of Central Tendency Mode only Mean, median, mode
Measures of Variability Percent variation only Range, Standard deviation, Variance
Binomial dist.
Normal dist.
Measures of Distribution Poisson dist.
Exponential dist.
Uniform dist.
Variable ((continuous)) Data - characterizes a p

product or p
process feature in terms of a p
parameter such as
size, weight or time
Attribute (discrete) Data - the number of times something happens or fails to happen. It is measured as the
frequency of occurrence. It is also data that falls into categories such as production line, operating shift and
plant.

M & M Exercise
You have been hired as a quality control specialist
for the Mars Corp. in Cleveland, TN. Your first job
is to work with the M&M line.
1. Open your bag of M&Ms.
2. Create a Pareto chart, by color, of your bag.
Record the total number of M&Ms in your
bag. Partial pieces count as whole ones.
3. Do not eat any of the M&Ms until you have
recorded your data.
Pareto Chart of Color
40 100
Frequency % Cumulative
80
30
60
% Cumulative Curve
Percent
Count
20
40
10
Categories
g 20
0 0
Color Brown Blue Green Yellow Orange Other
Count 15 9 7 5 3 1
Percent 37.5 22.5 17.5 12.5 7.5 2.5
Cum % 37.5 60.0 77.5 90.0 97.5 100.0
GREEN BELT:
M & M Exercise
Break into 7 groups One for each color and one for the total number of M & M in the Bag
• Collect data from everyone in the class
• For each group, create a histogram describing your group
• Extra credit: Calculate the median value
GREEN BELT:
Green Belt Training

MODULE 19: REDUCING VARIATION
l De
ro f in
nt e
Co
Lean
6
Mea
e
rov
TOC
su
Im p
re
Analyze
Six Sigma as a Metric
 Benchmark for perfection
 A Six Sigma process results in only 3.4 defects per million opportunities (DPMO)
– A defect is anything that does not meet customer requirements
 Manage process variation LSL USL
 Monitor Key Performance Indicators (KPI)
 Drive continuous improvement
1.7 1.7 PPM

PPM Defects
Defects
_ 

3
Six Sigma 6 to LSL 6 to USL
Six Sigma is a fact based, data driven philosophy of improvement that values defect prevention. It
drives customer satisfaction and bottom-line results by reducing variation and waste, thereby
promoting a competitive advantage.
Process B
Variation in the Process
Based on Statistical Thinking
 All work is a series of processes
Process A
 All processes have variation
 Businesses improve when they reduce or eliminate variation
“In God we trust, everyone else bring data.”
Types of Variation
 Common cause (inherent) variation is always present in a process.
– A process that exhibits only common cause variation is a stable process.
– A stable process is predictable.
 Special cause (assignable) variation is some unusual, uncommon event.
– A process that exhibits special cause variation is an unstable process.
– An unstable process is unpredictable.
Common Cause Variation Overview
 Usually part of the process
 Acting totally at random and independently
 Root causes are in the key elements of the system
– Slight variations in raw materials
– People
– Slight machine vibration
– Environment
Special Cause Variation Overview
 Caused by a special abnormal activity resulting in an unexpected change in the process output.
– Incorrect machine setup
– Defects in materials
– Untrained operator
– Programming error
 The effects are intermittent and unpredictable.
 All processes must be brought into statistical control by first detecting and removing the special cause
variation.
GREEN BELT:
Slides 01 - 08
Module 19 – Reducing Variation
Comparison of Variation Types
Common Causes
Special Cause
Special causes, for example,

could result from someone
tripping over the shooter when
the gun is fired.
Common causes, for example,

could result from equipment out of
adjustment.
Reducing Variation
The two types of variation require different approaches and tools to detect and attack them.
 Eliminate special cause variation.

– By isolating root causes and controlling processes
 Reduce common cause variation.
– By improving the system
 Anticipate variation.
– By designing robust processes and products
Control Charts and SPC

 Control charts are an important part of Statistical Process Control (SPC).
 SPC is the use of statistical methods to:
– Detect the existence of special cause variation in a process.
– Detect special cause and implement controls to eliminate future occurrences.
Shewhart’s Control Chart Philosophy

Normal Distribution Control Chart _ X + 3
104
Run Chart 105
104
103 103
Mean = X
102
102
101
101
100
100
99
98
_ X - 3
99
97
98
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
96
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Control Chart
105
Zone A
104
Z
Zone B UCL
103
Zone C
102
101
Center Line
100
99
98 Zone C
Zone B LCL
Zone A
97
96
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
GREEN BELT:
Slides 09 - 13
Out of Control Conditions: Extreme Points
 Out of control conditions are frequently detected by the extreme point condition
Extreme Point (1 Point Beyond 2 Out of 3 Points on same side of average in Zone A
UCL or LCL) or Beyond
UCL A
UCL B
C
CL X C
B
A
LCL LCL
4 Out of 5 Points on the same side of the

average in Zone B or Beyond
UCL A Note that the out of control point is
B
always circled
X C
C
B
A
LCL
Trend (6 Points in a Row Steadily Increasing Process Shift (9 Points in a Row on

or Decreasing) one side of the average)
UCL UCL
CL CL
LCL LCL
Oscillation 15 Successive Points Alternating Up and Down in

(14 Successive Points Alternating Up and Down) Zone C (above and below the average)
UCL UCL A
B
C
CL X C
B
A
LCL LCL
Takeaways
 A stable, predictable, improved process is required to achieve and maintain product quality.
 Variation in processes may be due to either common causes or special causes.
 Control charts monitor the process so that we may act to eliminate or reduce variation.
Root Cause
Why find the root cause of a defect?
 Eliminate the root cause,, not the symptom
y p
 Problem doesn't show up again
Corrective action must:
 Ensure that the error is physically prevented from occurring again
 Prevents a defect loop

Root Cause Analysis
 Cause and Effect may be separated by time, Logical Flow and Location.
 A Cause/Effect relationship is one-way.
 The Effect is not the Cause!
C
Cause Eff t
Effect
Time - Logical Flow - Location

Root Cause Analysis
Granite on the Jefferson
Memorial is deteriorating.
A single Cause
can have
h multiple
lti l Why?
Effects. EFFECT
Use of harsh chemicals
CAUSE EFFECT Why?
To clean pigeon droppings
EFFECT
Why?
A single Effect can Lots of spiders at monument
have multiple Causes. Why?
CAUSE Lots of gnats to eat
Why?
CAUSE EFFECT
Gnats are attracted to the light at dusk
CAUSE Solution: Turn on the lights
at a later time.
Fishbone Diagram for Root Cause Analysis

Define problem and determine the main causes (I,II,III, etc.)
Suggested Causes:
Man
Method
Machine
Material Problem
Measurement
Mother Nature Main Cause IV Main Cause V
Main Cause III
Pick one main cause and ask “Why did the main cause occur?”
 Results in causes A,, B,, C,, ...
Ask “Why did cause A occur?”
Work one  Results in causes A1, A2, A3, etc.
category at Main Cause I
a time…
Work one
please!
C category at Main Cause I
B a time…
A please!
Problem
ob e Why did the main cause occur? Why did cause “A”
A occur?
A
A1
Problem A2
A3
GREEN BELT:
Module 19 – Reducing Variation Slides 26 - 26
Fishbone Diagrams
Pick one cause and ask “Why?” 5 times.
 End result is a probable cause
Ask “Why?”
5 times? Main Cause I
Why A2A1A?
Why A?
Why A2A?
A A2A A2A1A Probable
Cause
Problem A2 A2A1A1
Why A2? A2A1 Why A2A1?
Repeat for Each Main Cause

Drill down to a Look for causes
Main Cause I
root cause that appear
Main Cause II
repeatedly across
major cause
categories.
C
C
B
Problem
A
A
Main Cause IV Main Cause V
Main Cause III
Introduction to Poka-Yoke
 Shigeo Shingo invented the Japanese concept called poka-yoke

(pronounced POH-kah YOH-kay).
 Poka-yoke means to mistake proof the process.
– The essential idea of poka-yoke is to design your process so that
mistakes are impossible or at least easily detected and corrected.
First Poka-Yoke Device

 Shingo suggested a solution that became the first poka-yoke device.
– In the old method, a worker began by taking two springs out of a large parts box and then
assembled a switch.
– Problem: Sometimes the worker failed to put both springs in the switch
switch.
The new procedure completely eliminated the problem of the missing springs.
 In the new approach, a small plate is placed in front of the parts box and the worker's
first task is to take two springs out of the box and place them on the plate.
 Then the worker assembles the switch. If anyy spring

g remains on the plate, then the Empty
pyp plate
worker knows that he or she has forgotten to insert it.

Mistake Proofing Discussion
What are some examples of Mistake Proofing?
Gas pumps are equipped with
hose couplings that break-away
and quickly shut-off the flow of
gasoline.
gasoline
This rental truck has a

door latch that will not
allow the loading ramp to
slide out while the latch is
in the closed position.
Recognizing Mistake-Prone Situations

Definition:
A mistake-prone situation exists when it is possible to err during the performance of work because the process
being used is unreliable, unstable or prone to human error.
Examples:
– Critical specification or dimensional requirements
– Ineffective standard procedures and processes
– Multiple parts, processes, or steps
– Repetitive, fast-paced operations
– Short-cuts and work-arounds
– New products, processes, or people
– Multiple suppliers
Mistake Proofing
Results
Benefits
 Eliminates defects
 Easy to do the right thing the first time
 Improves quality
 Makes it easy to do the right things in the right
 Reduces variation
order in the right way
 Improves on-time
on time delivery
 Prevents accidentally doing the wrong things in
the wrong order in the wrong way  Reduces or eliminates accidents
 Improves morale0
Jidoka
 Sakichi Toyoda first introduced the Japanese concept of jidoka (pronounced jee-DOH-kah)
 In conjunction with poka yoke, comes the concept of jidoka
– Jidoka has been defined
f by Toyota as “automation
“ with a human mind.”
– It implies intelligent workers and machines identifying errors and taking quick countermeasures.
– No product moves into the next step of the process if it contains errors (AKA: Quality at the
source).
GREEN BELT: Slides 36- 40
Mistake vs. Defect
MISTAKE DEFECT
An incorrect, unwise, or unfortunate
act or decision caused by bad
A failing, or flaw, especially one
that still allows the affected item to
$$
judgment or a lack of information or
care
function, however imperfectly
$
Mistakes, however small, can lead to defects which lead to rework or scrap and increased cost
Cost of Poor Quality (COPQ)
PREVENTION IN-PROCESS DETECTION END OF PROCESS CUSTOMER

INSPECTION REJECTION
Before it Happens Before It Escapes Your
Process Step After the Fact Before it Gets to Too Late
Your Customer
 The sooner we can catch errors, the easier and less costly it is to fix them.
 CPI helps minimize COPQ.
 A method to reduce COPQ is to develop standard work/processes.
What is Standard Work ?
 Standard Work is…..
– A prescribed sequence of production steps
– Assigned to a single person
– Balanced to the takt time
What is meant by “Standard Work”?
 The principles, tools, and techniques used to ensure process standardization in a just-in-time
environment.
 Developed by the people who do the work
 Focused on efficient use of resources through waste elimination
 Establishes the foundation for Continuous Improvement
Why Do We Need Standardized Processes?

• Quality: Standard processes produce predictable results and predictable cycle times
• Delivery: JIT Pull Production requires reliable lead times based on predictable cycle times
• C t Standardized
Cost: St d di d processes are the th foundation
f d ti off Continuous
C ti Improvement
I t
K
Standard Work K S
Improvement
K S
K S
K S K K
K = Kaizen K S K K
K
S = Standardization
time
Locks in improvement and establishes a new baseline
Without Standard Work improvements tend to dissipate over time!
GREEN BELT: Slides 41- 46

Exercise - Standard Work
Lets show the difference between SOPs and Standard Work!!!
• Pick up a writing instrument
• Within the square below on this paper
• Draw a pig
• Set writing instrument down
• Turn the paper over and wait



GREEN BELT:
Green Belt Training
MODULE 20: IMPLEMENTING IMPROVEMENTS
l De
tro fin
n e
Co
Lean
6
Me
e
rov
TOC
as
p
ure
Im
Analyze
Purpose of the Pilot
 A pilot allows us to:
– Test run the solution in a small part of the organization
– See where possible failure points exist
– Validate and refine cost and benefit estimates
– Evaluate the p process measures for the improvement
p
– Increase organizational buy-in
– Improve the proposed solution Overall benefit is a better solution with fewer surprises
– Modify the implementation plan
Pilot Planning
 What – Needs to be piloted
 Where – Will the pilots be run
 Who – Will be involved
 When – (How long) will the pilots run
 How – Will the pilots be conducted
Tips During the Pilot

 Make careful observation of all activities, effects, and interactions during the pilot and continue pilot long
enough to establish reliable baseline.
 Manage expectations and perceptions.
– Customers
– Management
– Staff
 Refine the improvement if the pilot demonstrates any weaknesses.
– Often the pilot will show a few opportunities for improvement.
Lessons Learned
 At the completion of the pilot,
pilot capture what worked and what needed improvement
improvement.
 Include lessons learned in the full roll out of the new process:
– Compile lessons learned
– Categorize by type; by defect type, key analysis used, key words, problem / opportunity
statement, root causes, etc.
– Communicate lessons learned to others
Visual Controls
 Visual Controls are communication devices used in the work environment that tell us at a glance how work
should be done
– Communicate information quickly and clearly
– Locate things and places
– Highlight defects, over-production and/or under-production
– Provide instruction
– Spotlight abnormal conditions
– Communicate status to all
Examples of Visual Controls

 Red Tags - identify items to be scrapped
 Signs/labels - to position tools, inventory, etc.
 White Lines - mark pathways, inventory locations
 Alarm Lights - alert team members / supervisors
 Kanbans - “pull
p p production”,, limit WIP
 Production boards - show required/actual output
 Standardized Work Charts - process maps
 Defective Item Displays - display defects, information on defect cause and solution

Module 20 – Implementing Improvements
Visual Controls
Can you distinguish between normal and
abnormal conditions in the above photos?
Abnormal conditions should be visually obvious
in 5 seconds or less!
5 seconds or less – which kit has all it’s parts?
Effective Visuals
Create a work environment that is…
 Self – explaining
 Self – ordering
 Self – regulating
 Self - improving
p g
Types of Visuals
Display – Broadcast
data Controls – Limit behavior Shadowing
Guarantees – Allows for Strike Zones Foot Print

correct response
Signals – Grab your
attention!
Striping Color Schemes Production Control Boards
GREEN BELT:
Module 20 – Implementing Improvements Slides 09 - 13
Production Control Boards
 Tell how many people are needed

 Tell who does what
 Makes problems visual
– Ahead or behind takt time
– Quality issues
– Missing parts, materials, information, people
– Down time
 Triggers the problem solving process
 Low maintenance
 Easy to understand
 Information visible at a glance
 Priorities are readily apparent
 Bottlenecks and WIP levels are obvious
 Actual status of production vs. plan is evident
Daily
y Board Walk
 Managers review as employees update
 Issues are identified, addressed, and corrective actions established
 Exceptions can be identified clearly (priorities)
 Targets must be clearly defined
Weekly Meetings
– A venue ffor the
th cellll tto discuss
di generall
operational issues and continuous improvement
Agendas
– Keeps a meeting focused on its purpose
– Allows participants to prepare
GREEN BELT:
Slides 14 - 18
Module 20 – Implementing Improvements
Green Belt Training
MODULE 21: SIMULATION Statapult Round 3

Round 3
Variation Reduction
Teams will focus on reducing process variation to improve
quality and yield. This round includes the following phases:
 Baseline
 Control Chart Setup
 Shoot
Sh t
 Calculations
Exercise Requirements – Round 3

 Team members cannot perform the same roles as in Rounds 1 or 2
– Blue dots symbolize inputs needed to complete a job function and are considered to be value added
to the process
– Red dots must be applied to each failed ball. The red dot symbolizes firefighting.
Customer Requirements – Round 3

 All shots must land in a stationary target in an area +/-2 inches long and +/- 4 inches wide with respect to
the nominal target before hitting any other object
 Ball distance must be measured to the nearest ½ inch
 Only passed balls must be delivered to customer with no markings (colored dots)
 All data must be collected “real time”
Statapult Requirements
Exercise - Standard Operating Procedures

Based on the Cause & Effect Analysis done in Module 19, incorporate your team’s variation
reduction plans into your process for Round 3.
Summarize your new procedures on flip chart paper and post for approval by your instructor.
Exercise - Baseline
8 inches
As in previous rounds, the target area will be set up based on 20
shots. For this round, teams will record the actual baseline shot
measurements on the following page. Masking Tape
 Position your Statapult X 4 inches
 Obtain 20 balls Target Center
 Take 20 test shots
 Mark the landings
 Measure the shots
Balls are shot this
 Mark off target area direction
Baseline Data
Launch Number Distance (inches)
1
2
3
4
5
X=
6
(Average of the data points)
7
Target =
8
(Target = X)
9
UCL =
10
(Upper Control Limit = X + 3σ)
11
LCL =
12
13 (Lower Control Limit = X - 3σ)
14 =
15 (Standard deviation of data points)
16
17
18
19
20
21
22
23
24
25
Creating a Control Chart

 Using your baseline data, create a control chart which you will use during the final phase
 Execute the following calculations and label them on the chart:
– Centerline = x =
– UCL = x + 3σ =
– LCL = x - 3σ =
– Also label x +/- 1σ and x +/- 2σ
 Plot the baseline data like a “run chart”

Baseline Control Chart
+3
+2
+1
X
-1
1
-2
-3
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Control Chart Evaluation

 If you incur any of the below out of control conditions, or are not sure, inform the instructor to discuss next
steps
• 1 or more points outside of the UCL or LCL
• 2 out of 3 in zone A
• 7 points in a row steadily increasing or decreasing
 If the baseline is free of out of control conditions, the centerline, UCL, and LCL are locked in for Round 3
• Transfer this information (without the run chart from the baseline) to flip chart paper. Label the
centerline, UCL, and LCL on the chart. The data will be collected directly on this chart during the
exercise.
Using Control Chart During Shoot

 Plot measurements “real time”
 Watch for the following out of control conditions
• 1 or more points outside of the UCL or LCL
• 2 out of 3 in zone A
• 7 points in a row steadily increasing or decreasing
 Team is authorized to stop the process for an out of control condition
• If the process is stopped, the time will stop as well
• The team can take up to 2 minutes to discuss and implement a corrective action
GREEN BELT:
Slides 10 - 12

5. Total Lead Time ((seconds)) ______ ((5))
8. Yield ______ (8)
= Customer Order (1) / Total Balls Fired (2)
9. Takt Time (given from instructor) ______ (9)
10. Available Time ______ (10)
= Takt time (9) * Customer Order (1)
= Absolute Value [ Total Lead Time (5) – Available Time (10) ]
12 Target
12. ______ (12)
Location (inches) of target in baseline, ideally where the average should be
13. USL ______ (13)
Upper Specification Limit = Target + 2 inches
14. LSL ______ (14)
Lower Specification Limit = Target – 2 inches
15. Mean ______ (15)
= Sum
S off location
l ti measurementt for
f allll shots
h t / Total
T t l Balls
B ll Fired
Fi d (2)
16. Standard Deviation  ______ (16)
= Square root of the variance (refer to statistics module)
17. ZU Value ______ (17)
= [ USL (13) – Mean (15) ] /  (16)
18. ZL Value ______ (18)
= [LSL (14) – Mean (15) ] /  (16)
19. Probability of ZU [ P(ZU) ] ______ (19)
Look up ZU value (17) in Z table
20. Probability of ZL [ P(ZL) ] ______ (20)
Look up ZL value (18) in Z table
21. Predicted Long Term Yield ______ (21)
= P(ZL) (20) – P(ZU) (19)
Costs are given to simulate actual process costs
GREEN BELT:
Slides 14 - 17
23. WIP Cost ______ (23)
24. Rework Cost ______ (24)
= Total Failures (3) * $150 Cost per Failure
26.
6 Warranty
yCCost ______ ((26)
6)
= Customer Order (1) * Warranty Cost per Unit (from table below)
Predicted Long Term Yield <75% 75-85% 85-95% 95-99% 99-99.9% 99.9-99.99% >99.99%
Warranty Cost Per Unit $500 $350 $200 $40 $15 $5 $`1
= Rework Cost (24) + Obsolescence/Scrap Cost (25) + Warranty Cost (26)
28 Penalty Cost
28. ______ (28)
29. Total Cost ______ (29)
30. COST PER UNIT ______ (30)

= Total Cost (29) / Customer Order (1)
Time to Total Lead Lead Time Cost of Cost per

First Time per Unit Poor Unit
WIP Yield
Delivery Quality
(4) (5) (5)/(1) (6) (8) (17) (20)
Round 1
(4) (5) (5)/(1) (6) (8) (17) (20)
Round 2
Round 3 (4) (5) (5)/(1) (6) (8) (27) (30)

Latest Update Mar 2011
Green Belt Training

MODULE 22: CONTROL PLAN
l De
tro fin
n e
Co
Lean
6
M
e
e
rov
TOC
asur
Imp
Analyze
Control System Contents
 Control Systems contain:
– Inputs and critical outputs
– Desired outputs / performance levels
– Capture and reporting of actual process performance measures
– A feedback mechanism to report deviations in actual outputs from desired levels
– Adjustments to the process
 Can be reinforcing (amplify the deviation) or balancing (bring back to equilibrium) - balancing is normally
what gets implemented
A Basic Control System

Control Lag = Time from Operation to when any
applied adjustment takes effect
What Is a Control Plan?
 Control plans provide a written summary description of the systems used in minimizing variation in the
improved process.
 Control plans do not replace information contained in detailed instructions (SOPs).
 The control plan describes the actions that are required at each phase of the process to assure that all
process outputs will be in a state of control.
 Ultimately, the control plan is a living document reflecting current methods of control and measurement
systems
y used.
Control Plans Answer the Following Questions

1. What is the process that is being controlled?
2. What are the process outputs that are being monitored/controlled?
3. What are the inputs that are being monitored/controlled in order to keep the output at its target level?
4. How are the inputs and outputs being measured, monitored, and controlled?
5. How does someone react when the inputs or outputs are not in control?
Process Control Plan – Example
Control Plan No.: Key Contacts/Phone Date (Orig.) Date (Rev.) Effective:
Service No./Latest Chg. Level Core Team Customer Eng’g. Approval/Date
Part Name/Description Supplier Approval/Date Customer Quality Approval/Date
Supplier Supplier Code Other Approval/Date Other Approval/Date
CharacteristIcs M e t h o d s
Special
Class.
Service/ Process Name/ Reaction

Equip. Sample Plan
Process
C
Operation Desc
Desc. Evaluation
S
No. Service Process Service/Process

Number Measurement Control Method
Spec/Tolerance Size Freq.
Technique
GREEN BELT:
Slides 01 - 07
Module 22 – Control Plan
Control Plan Tips
 Establish controls to detect failure modes if the failure cannot be prevented
 Use illustrations
 Use flow diagrams
 Use work instructions that really work
 Use reaction plans that really work
 F
Focus on the
th quality
lit off d
documentation,
t ti nott th
the quantity
tit
 Use workers to help with the instruction
 Clearly lay out authorities, roles, and responsibilities
 Focus on the identification of nonconforming services.
 Ensure segregation by identification or location to prevent inadvertent use.
 Address the need for recall or previously provided service.
 Ensure the benefit of rework versus loss.
 Ensure that rework actually produces first quality service.
 Ensure that corrective actions are initiated whenever nonconforming services are provided.
There is nothing wrong with including the Cause and Effect Diagram that helped build
the Control Plan as a reference.
C
Control
l Pl
Plans Summary
S
 Control plans can be likened to sustainment in 5S
 SPC is not successful without religious use of control plans
 Control Plans are living documents. If processes change and a new variation cause develops, add it to the
Control Plan

GREEN BELT:
Green Belt Training
MODULE
O U 23:
3 EXECUTION:
CU O SUSSUSTAINMENT
l De
tro fin
n e
Co
Lean
6
M
ve
TOC
a
ro
sur
Imp
Analyze
Definition of Sustainment
Consistently adhere to process improvements, ensuring all benefits are fully realized.
 The old way is gone, the new way is the way
 Human nature resists change and reverts to old habits
Historical Performance with

Momentum Sustainment
Performance
without
Baseline Sustainment
RIE #1 RIE #2 RIE #3 RIE #4
Bringing the Event to Completion

1. Ensure that:
 All feasible process improvement ideas have been implemented
 The project sponsor/process owner and personnel from the affected work area have been adequately trained on the
process changes
 Event objectives have been met or exceeded (Validate)
 Processes are updated
 Needed controls are instituted in the process
2. Quantify event benefits (ROI)
Navy CPI Goal
“… create more readiness and assets within Navy budget”
- SECNAV MEMO, 3 May 2006
 Reduce Costs
 Increase Speed of Process
 Improve Safety and Quality of Work Life
SECNAV Goals for CPI

In May 2006, SECNAV launched Lean Six Sigma across the Department of the Navy “to create more
readiness
di and
d assetst within
ithi th
the N
Navy’s
’ and
dMMarine
i C Corp’s
’ B d t ”
Budgets.”
In his memo, SECNAV established four corporate goals:
 Reduce Costs
 Increase Speed of Process
 Improve Safety
 Improve Quality of Work Life
Align Benefits and Goals with Customer requirements
Benefit Categories
 Goal: Reduce Costs
Metric: Type I Benefits – Cost Reductions to Budget Line Items
Example: Same work done with fewer resources
 Goal: Increase Speed
Metric: Type II Benefits – Cycle Time Reduction / Improved Resource Utilization
Example: More done with same resources
 Goals: Improve Safety and Quality of Life
Metric: Type III Non-Financial / Other Benefits
Example: Risks to assets or personnel reduced

Module 23 – Execution - Sustainment
Benefit Categorizations – TYPE I
TYPE I BENEFITS: Permanent cost reductions identified to Budget Line Items (BLIs) (Hard Savings)*
 Elimination of non-labor cost

 Reduced/Elimination of Contract Support Services (CSS) Support
 Elimination of whole work-year(s) and associated billet(s)
 Reduction to budgeted overtime
TYPE IA:
 Type IA Benefits will be reported as a new reduction to the program.
 The Process for Leveraging Type IA Financial Benefits is illustrated below:
– Execution Year and Budget Year Benefits will be retained by the Local Levels and Enterprise Levels,
respectively
Execution Year Budget Year FYDP

Local Level Enterprise Level OPNAV/CMC Level
– Future Year Defense Plan (FYDP) Benefits will be realigned by the staffs of the CNO and CMC,
depending
p g on the p
program
g and budget
g cycle
y based on DON p priorities
TYPE IB:
 Type IB Benefits offset Efficiency Challenges
– If your budget has already been cut and the objective of your Event is to get things done within your
new financial constraints, your savings are Type IB
 SECNAV will NOT “double dip” your savings.
Benefit Categorizations – TYPE II
TYPE II BENEFITS: Potential Cost Reduction From Decreased Cycle Times Or Improved Equipment/Space
Utilization (Soft Savings / Cost Avoidance)*
 Improved resource utilization

– Reduce costs to produce a product/service (producing more or producing faster)
 Leaned the work process, but does not eliminate a billet
 Improved capital equipment utilization (avoid purchasing new equipment)

– Share resources between organizations
– Lengthen service life of existing equipment
 Partial footprint reduction
Benefit Categorizations – TYPE III

TYPE III BENEFITS: Other Benefits
 Improves safety
 Improves quality of work
work-life
life
 Improves customer satisfaction
No financial validation required

Benefit Categories Flow Chart
At the Project – Were assets freed up? At the Business – What did we do with the assets?
Yes No
Benefits Is it a No More No WY’s spread Yes
Is it less across multiple
Q
Quantifi
ifi whole
h l than one
“stuff”? departments or TYPE II
able body? WY?
less than one
WY
No Yes Yes
Yes
TYPE III TYPE I • Customers of improved process have dollars to

Yes give back
STUFF
“STUFF”* Attrite? TYPE I •Includes
Includes less budgeted overtime
e.g. Safer •Materials
Workplace •Equipment
•Inventory No
•Infrastructure
• Customers of improved process have
Reduce Yes dollars to give back
TYPE I
CSS?
*Some “stuff” can be Type II (e.g., reduce

Infrastructure, but not enough to close a No
building • Customers of improved process have dollars to
give back
Yes
New work • Business can now execute new work that was
approved? TYPE II planned and budgeted for but was above and
beyond current capacity
No
Yes
TYPE II Available Asset
Summary:
y Financial Process for Capturing
p g Benefits
1. Deployment Champion identifies type of project benefits. Value Stream Champion assigns Financial
expert to team
2. Belt/Team reviews identified benefits for applicability and provides input
3. Belt/Team establishes process for capturing benefits during RIE/Kaizen
4. Capture benefits during RIE/Kaizen
5. Report benefits through CPIMS or Financial Benefits Workbook (Excel file)
What’s a Quad Sheet ?

 Prepared for each Kaizen/RIE by the Project Sponsor with the assistance of the Green Belt
 Started at beginning of the Kaizen/RIE
 A key document in the formal submittal of the event’s results
 Documents key Kaizen/RIE information, metrics, status & financial results as an executive summary on one
page
 A living document that is periodically updated during and after the event as results are validated

Redeployment
Redeployment: Redeployment is the movement of people from a process that has been improved either
through attrition or by reassigning them to another CPI event or to other critical work. Ultimately, the key
objective of a CPI Thinking organization is to reduce the amount of human effort required per unit of output, in
other words increase productivity and capacity.
1.
1 Take Attrition (reduce end strength)
2. Reassign people to full-time CPI work or other critical work (may require retraining of individuals)
3. Eliminate or reduce overtime
4. Reduce contractor support
5. Reduce work backlog
Kaizen/RIE Follow-Up Beyond the Event

Green Belt
 Ensure standard work is implemented
 Foster success – market results
 Complete and submit documentation on event
 Clean handoff to Event Sponsor at completion of event week
Event Sponsor / Process Owner
 Monitor (control charts,
charts control plans
plans, Gemba)
 Drive completion of any outstanding action items
 Visit the area frequently for several weeks after the Improvement Event
 Address stakeholder issues and concerns
 Recognize participants of event and celebrate success
 Is Takt Time being achieved?
 Keep up the pressure completing outstanding action items
Event Documentation
 Clearly captures the results of the event
 Should include:
– Charter information
– Tools utilized
– Improvements made
– Evidence of data driven decision makingg
– Before / After process flows and metrics
– ROI calculations
– Other improvement opportunities
Create a package that sums up everything

Kaizen/RIE Follow-Up Beyond the Event
Daily Board Walk
Critical element of post-event

follow up
GREEN BELT:
Module 23 – Execution - Sustainment Slides 18 - 22
Three Week Folloow-up Checklist
Event Name
Slides 24
Rank First Last
L name Phone Number
E
Event Team Lead
CPI Office Belt (responnsible for Event)
Event Process
P Sponsor
Week One
O W Two
Week Week Three or until Event POA&M and
Following documentation is loaded into CPIMS
C T
Team Lead with CPI Office & Prrocess Sponsor reviewed
Outbrieef PowerPoint (all photo minimizzed) EEvent POA&M items Parking Lot issues are resolved
Current State Map (Excel format) Project Sponsor trackinng progress of Event POA&M iteems

Ideal State Map (Excel format) T
Team Lead with CPI Office & Prrocess Sponsor revisted
Future State Map (Excel format) E
Event to ensure processes imprrovements are being Project Sponsor trackinng progress of Event Parking lot items
POA&M M of items required to completee Event posted in maintained, addressing any unfoorsean issues
m
CPIMS CPI Office prepares Status Brief for OIC on all Evvent
GREEN BELT:
T
Team Lead with CPI Office & Prrocess Sponsor reviewed incomplete items (OIC//CO to be briefed minimum of monthly
m
Charter iss complete & all team memberss loaded in to CPIMS EEvent Parking Lot issues on alll uncompeted items
POA&M posted
p in Event area listing item
ms required to CPI Office presents Brieef on all Event incomplete items
complete Event
Standard Work procedures are posted inn Work area as
required
All event Parking
P Lot issues have been addressed
a
Ensure Prrocess Sponsor understands reesponsibilities for
completioon of Event POA&M and Parkinng Lot issues
Have all team members responded apprropriately CPIMS
invitationss to join Event
What is CPIMS?
 A value added tool for Lean Practitioners
 CPIMS is a web-based relational database
 CPIMS is a central repository for
 CPI events
 Templates and forms
 Gate reviews
 Training data
 CPIMS is used to automatically create reports
What does CPIMS do for me?

 GBs & BBs
 Consolidates your current CPI activities
 Enterprise wide, standardized process for collecting and reporting process improvement activities
throughout the Navy
 Provides standard tools and templates with the flexibility to adding event-specific forms and templates
Lessons Learned
 Every improvement effort offers a lesson.
 It is what we do with these lessons that matters.
 For successful projects, we want to document our efforts and conclusions to repeat the success.
 If not successful, we want to document what went wrong to prevent repeating the same mistakes.
 The availability of this type of information can greatly accelerate future efforts.

GREEN BELT:
Green Belt Training
MODULE 24 – FINAL CLOSEOUT

Continuous Process Improvement
 CPI is a proven tool for improving the operating effectiveness of the DON, not only within the
manufacturing activities, but across the full spectrum of operational, administrative, support, and R&D
functions
 Process Improvement will always be present in successful organizations regardless of the label
associated with it
 Greenbelts are on the frontline of the change process
The DMAIC Model

DMAIC is the DoN process for process improvement
Lean
• Just Do Its 6
TOC
• Kaizen / Rapid Improvement Events
• Projects
LEAN
Integrating a Culture of Eliminating Non-Value
Added Activities
Continuous Improvement  Identify the Value Stream
 Eliminate Over-Production
 Eliminate Over-Processing
 Create Process Flow
 Create Pull System
Theory of
CPI Six Sigma
Constraints Reducing Process
Constraint Mitigation Variation
1. Identify the Constraint  Consistent Repeatable
2. Exploit the Constraint Processes
3. Subordinate to the Constraint  Process Designg / Redesign
g
4. Elevate the System’s  Defect Prevention
Constraint  Statistical Analysis
5. Repeat Step 1, the Constraint  Voice of the Customer
has probably moved
Lean/Six Sigma/TOC
In Summary:
 Lean is about speed
– Increase process flow by eliminating waste
– Waste is anything – effort, costs, or work that adds no value in the eyes of the customer
 Six Sigma is about quality and variation
– Reducing defects by eliminating mistakes
– Reducing differences in similar or identical processes
 Theory of Constraints is about constraint mitigation
– Identify the constraint, elevate it, and eliminate it
– Increases throughput, decreases inventory and operating expenses

Module 24 – Final Closeout
Expectations of Green Belt
 Understand and be able to apply the basic concepts of Lean Thinking, Six Sigma, and Theory of
Constraints
 Have the ability to facilitate a team through a Kaizen/RIE Event
Your Career in CPI
 First step – finishing GB training
 Next steps
– Get involved in a CPI event next week!
– Pursue certification
– Credits and CEUs involved
Master Black
Yellow Belt Green Belt Black Belt
Belt

GREEN BELT:
Green Belt Training

MODULE 24: Acronyms, Japanese Terms
& General LSS information
Acronym Description Acronym Description
3S Sort Situate Scrub MBB Master Black Belt
5S Sort, Simplify, Systematically Clean, Standardize, Sustain MSA Measurement Systems Analysis
5W & 1H Why What Where Who When How NGT Nominative Group Technique
AIM Action, Impact, Management NVA Non-Value Added (type 2)
ANOVA Analysis
y of Variance NVAE Non-Value Added Essential ((type yp 1))
ASQ American Society for Quality PDCA Plan Do Check Act
BB Black Belt PI Program Improvement
BoK Body of Knowledge PICK Possible, Implement, Challenge, Kill. See PICK Charts.
C/O Changeover Time PM Project Management
CBA Cost Benefit Analysis POAM Plan of Action and Milestones
CCPM Critical Chain Process Management POEM Process Operator Equipment Materials (Four Partners)
CLL Corporate Lessons Learned POU Point of Use
CMMI Capability Maturity Model Integration PPM Parts per Million
COP Community of Practice QPS Quality Performance System
COPQ Cost of Poor Quality (Cost Avoidance) RAA responsibility, authority, accountability
COT Completion of Task RACI Responsible, Accountable, Consulted, Informed. See RACI Charts.
CP Control Plan RIE Rapid Improvement Event. Synonymous with Kaizen Event.
CPI Continuous Process Improvement RIE Rapid Improvement Event
Cpk Process Capability Index RIP Rapid Improvement Plan
CT Cycle Time, also C/T ROI Return on investment
CTC Critical to Cost RTY Rolled Throughput Yield
CTD Critical to Delivery SIPOC Supplier Input Process Output Customer
CTP Critical to Process SME Subject Matter Expert
CTQ Critical to Quality SMED single minute exchange of dies
CTS Critical to Safety SOP Standard Operating Procedure
CTx Critical to X (included Critical to Cost, CT Delivery, CT Quality, etc. SPC Statistical Process Control
DASN D t Assistant
Deputy A i t t Secretary
S t off the th Navy
N SWOT St th Weaknesses,
Strengths, W k Opportunities,
O t iti Threats Th t
DMAIC Define Measure Analyze Improve Control TOC Theory of Constraints (Goldratt)
DOE Design of Experiments TOC Theory of Constraints (Identify, Exploit, Subordinate, Elevate, Repeat)
DPMO Defects per Million Opportunities TPM Total Productive Maintenance
ETWG Education and Training Working Group TPR Target Progress Report
FIFO first-in, first-out TPS Toyota Production System
FMEA Failure Mode and Effects Analysis TQL Total Quality Leadership
GB Green Belt USL Upper Specification Limit
GR&R Gage Repeatability and Reproducibility VA Value Added
HPO High Performing Organization VOC Voice of the Customer
ICOM Input-Control-Output-Mechanism VSA Value Stream Analysis
IPO Input-Process-Output VSC Value Stream Champion
JIS Just-in-sequence VSM Value Stream Map
JIT Just-in-time WB White Belt
kK
k, kanban level
level, WIP limit WIP Work In Process
KIPV Key Input Process Variable WIP Work in Process
KOPV Key Output Process Variable X Input (independent) variable
KRA Key Result Areas Y Output (dependent) variable
L6S Lean Six Sigma Y=f(x) Output Y is a function of inputs x1 + x2 +x3…+xn
LOB Line of Business YB Yellow Belt
LSL Lower Specification Limit Z Z-score, standard normal curve. Z = (X-)/)
GREEN BELT:
Module 24 – Acronyms Japanese Terms & General LSS Information
Common Non-English Lean Terms
Heijunka Japanese. Production smoothing through level-loading work
Japanese. Literally "autonomation" or "automation with the human touch." Jidoka involves the automatic or immediate detection of errors or defects
Jidoka during a process, followed immediately by finding and eliminating the causes of problems so they do not recur.
Literally "Kai" = "Change" and "Zen" = "Good". Japanese for "change for the better" or "improvement". The English translation is "continuous
improvement , or "continual
improvement" continual improvement
improvement." "Kaizen
Kaizen Events"
Events are Rapid Improvement Events designed to quickly develop and apply process
Kaizen
improvements. Emphasis is on a "learn by doing" process and experimentation to better understand a process should be encouraged. Trivia:
Technically "Kaizen" is the correct usage, not "Kaizen Event".
Japanese. Literally "Kan" = "Visual" and "Ban" = "Card" or "Board". Kanban is a signaling system. As its name suggests, Kanban often uses cards to
Kanban
signal the need for an item. Tool used to communicate customer demand (pull).
Japanese. Literally "avoiding" (yokeru) "inadvertent errors" (poka). Pronounced "POH-kah YOH-keh", means "fail-safing" or "mistake-proofing". Takes
Poke Yoke on two forms: 1) Preventing defects from occuring or 2) Immediate detection of defects when they do occur. Trivia: Originated by Shigeo Shingo and
(Poka Yoke) originally described as "Baka" yoke, (meaning "fool-proofing" or "idiot proofing"). The name was changed to the Poka yoke to remove the implied
judgment.
(清潔): The fourth of the five S's. Japanese. Loosely translated as "Standardize". Literally "standards". Allows for control and consistency. Basic
housekeeping standards apply everywhere in the facility. Everyone knows exactly what his or her responsibilities are. House keeping duties are part of
Seiketsu
regular work routines.
(整理): The first of the five S's. Japanese. Loosely translated as "Sort". Literally "organization". Refers to the practice of sorting through all the tools,
materials, etc., in the work area and keeping only essential items. Everything else is stored or discarded. This leads to fewer hazards and less clutter to
Seiri
interfere with productive work.
(清掃): The third of the five S's. Japanese. Loosely translated as "Systematically clean" or "Sweep". Literally "cleanliness". Indicates the need to keep
the workplace clean as well as neat. Cleaning in should be an ongoing activity -- not just at the end of each shift, but constantly. Think of cleanliness as
Seiso
a habit (If you stay ready, you never have to get ready). Also, think of an ongoing inspection process seeking new opportunities for improvement.
(整頓): The second of the five S's. Japanese. Loosely translated as "Simplify". Literally "orderliness" or "tidiness". Focuses on the need for an orderly
workplace. Tools, equipment, and materials must be systematically arranged for the easiest and most efficient access. There must be a place for
Seiton
everything and everything must be in its place
everything, place.
(躾): The fifth of the five S's. Japanese. Loosely translated as "Sustain". Literally "discipline". Refers to maintaining standards and keeping the facility
Shitsuke in safe and efficient order day after day, year after year.
From the German word "taktzeit"

taktzeit which translates to "clock
clock cycle"
cycle , often refering to the beat of the conductor
conductor'ss baton.
baton Within the Lean community
community, refers
Takt to the maximum time allowed to produce a product in order to meet customer demand. Takt time = (Available Time) / (# of units required by the
customer)
GREEN BELT:
Table 1 – Z Table in Decimal beyond a given value (z from 0 to 6)
z table as proportion gre ater than a given z v alue (0.00  z  6.00)
0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
0.00 0.500000000 0.496010621 0.492021646 0.488033473 0.484046501 0.480061127 0.476077747 0.472096760 0.468118560 0.464143544
0.10 0.460172104 0.456204636 0.452241530 0.448283177 0.444329967 0.440382288 0.436440527 0.432505067 0.428576291 0.424654580
0.20 0.420740313 0.416833866 0.412935613 0.409045927 0.405165176 0.401293726 0.397431943 0.393580186 0.389738814 0.385908182
0.30 0.382088643 0.378280543 0.374484230 0.370700045 0.366928327 0.363169410 0.359423626 0.355691301 0.351972760 0.348268323
0.40 0.344578303 0.340903014 0.337242763 0.333597852 0.329968580 0.326355241 0.322758126 0.319177519 0.315613701 0.312066949
0.50 0.308537533 0.305025719 0.301531771 0.298055944 0.294598489 0.291159655 0.287739682 0.284338808 0.280957264 0.277595276
0.60 0.274253065 0.270930848 0.267628834 0.264347230 0.261086235 0.257846044 0.254626846 0.251428824 0.248252158 0.245097021
0.70 0.241963578 0.238851994 0.235762424 0.232695018 0.229649924 0.226627280 0.223627221 0.220649876 0.217695369 0.214763817
0.80 0.211855334 0.208970026 0.206107994 0.203269335 0.200454139 0.197662492 0.194894473 0.192150158 0.189429614 0.186732906
0.90 0.184060092 0.181411225 0.178786354 0.176185520 0.173608762 0.171056112 0.168527597 0.166023240 0.163543057 0.161087061
1.00 0.158655260 0.156247655 0.153864244 0.151505020 0.149169971 0.146859081 0.144572328 0.142309686 0.140071125 0.137856610
1.10 0.135666102 0.133499557 0.131356927 0.129238161 0.127143201 0.125071989 0.123024458 0.121000541 0.119000166 0.117023256
1.20 0.115069732 0.113139509 0.111232501 0.109348617 0.107487762 0.105649839 0.103834747 0.102042381 0.100272634 0.098525394
1.30 0.096800549 0.095097982 0.093417573 0.091759198 0.090122734 0.088508052 0.086915021 0.085343508 0.083793378 0.082264493
1.40 0.080756711 0.079269891 0.077803888 0.076358555 0.074933743 0.073529300 0.072145075 0.070780913 0.069436656 0.068112148
1.50 0.066807229 0.065521737 0.064255510 0.063008383 0.061780193 0.060570771 0.059379950 0.058207562 0.057053437 0.055917403
1.60 0.054799289 0.053698923 0.052616130 0.051550737 0.050502569 0.049471451 0.048457206 0.047459659 0.046478632 0.045513949
1.70 0.044565432 0.043632903 0.042716185 0.041815099 0.040929468 0.040059114 0.039203858 0.038363523 0.037537931 0.036726904
1 80
1.80 0 035930266
0.035930266 0 035147838
0.035147838 0 034379445
0.034379445 0 033624911
0.033624911 0 032884058
0.032884058 0 032156713
0.032156713 0 031442700
0.031442700 0 030741845
0.030741845 0 030053974
0.030053974 0 029378914
0.029378914
1.90 0.028716493 0.028066539 0.027428881 0.026803350 0.026189776 0.025587990 0.024997825 0.024419115 0.023851694 0.023295398
2.00 0.022750062 0.022215525 0.021691624 0.021178201 0.020675095 0.020182148 0.019699203 0.019226106 0.018762701 0.018308836
2.10 0.017864357 0.017429116 0.017002962 0.016585747 0.016177325 0.015777551 0.015386280 0.015003369 0.014628679 0.014262068
2.20 0.013903399 0.013552534 0.013209339 0.012873678 0.012545420 0.012224433 0.011910588 0.011603756 0.011303811 0.011010627
2.30 0.010724081 0.010444050 0.010170414 0.009903053 0.009641850 0.009386687 0.009137452 0.008894029 0.008656308 0.008424177
2.40 0.008197529 0.007976255 0.007760251 0.007549411 0.007343633 0.007142815 0.006946857 0.006755661 0.006569129 0.006387167
2.50 0.006209680 0.006036575 0.005867760 0.005703147 0.005542646 0.005386170 0.005233635 0.005084954 0.004940046 0.004798829
2.60 0.004661222 0.004527147 0.004396526 0.004269282 0.004145342 0.004024631 0.003907076 0.003792607 0.003681155 0.003572649
2.70 0.003467023 0.003364211 0.003264148 0.003166769 0.003072013 0.002979819 0.002890125 0.002802872 0.002718003 0.002635461
2.80 0.002555191 0.002477136 0.002401244 0.002327463 0.002255740 0.002186026 0.002118270 0.002052424 0.001988442 0.001926276
2.90 0.001865880 0.001807211 0.001750225 0.001694878 0.001641129 0.001588938 0.001538264 0.001489068 0.001441311 0.001394956
3.00 0.001349967 0.001306308 0.001263943 0.001222838 0.001182960 0.001144276 0.001106754 0.001070363 0.001035071 0.001000851
3.10 0.000967671 0.000935504 0.000904323 0.000874099 0.000844806 0.000816419 0.000788912 0.000762260 0.000736440 0.000711429
3.20 0.000687202 0.000663738 0.000641016 0.000619014 0.000597711 0.000577086 0.000557122 0.000537798 0.000519095 0.000500996
3.30 0.000483483 0.000466538 0.000450144 0.000434286 0.000418948 0.000404113 0.000389767 0.000375895 0.000362482 0.000349515
3.40 0.000336981 0.000324865 0.000313156 0.000301840 0.000290906 0.000280341 0.000270135 0.000260276 0.000250753 0.000241555
3.50 0.000232673 0.000224097 0.000215816 0.000207822 0.000200105 0.000192656 0.000185467 0.000178530 0.000171836 0.000165377
3.60 0.000159146 0.000153135 0.000147337 0.000141746 0.000136353 0.000131154 0.000126141 0.000121308 0.000116649 0.000112158
3.70 0.000107830 0.000103659 0.000099641 0.000095768 0.000092038 0.000088445 0.000084983 0.000081650 0.000078440 0.000075349
3.80 0.000072372 0.000069507 0.000066749 0.000064094 0.000061539 0.000059081 0.000056715 0.000054438 0.000052248 0.000050142
3.90 0.000048116 0.000046167 0.000044293 0.000042491 0.000040758 0.000039092 0.000037491 0.000035952 0.000034473 0.000033052
4.00 0.000031686 0.000030374 0.000029113 0.000027902 0.000026739 0.000025622 0.000024549 0.000023519 0.000022530 0.000021580
4.10 0.000020669 0.000019794 0.000018954 0.000018148 0.000017375 0.000016633 0.000015922 0.000015239 0.000014584 0.000013956
4.20 0.000013354 0.000012777 0.000012223 0.000011692 0.000011183 0.000010696 0.000010228 0.000009780 0.000009351 0.000008940
4.30 0.000008546 0.000008169 0.000007807 0.000007461 0.000007130 0.000006812 0.000006508 0.000006217 0.000005939 0.000005672
4.40 0.000005417 0.000005173 0.000004939 0.000004716 0.000004502 0.000004297 0.000004102 0.000003914 0.000003736 0.000003564
4.50 0.000003401 0.000003244 0.000003095 0.000002952 0.000002815 0.000002685 0.000002560 0.000002441 0.000002327 0.000002218
4 60
4.60 0 000002115
0.000002115 0 000002015
0.000002015 0 000001921
0.000001921 0 000001830
0.000001830 0 000001744
0.000001744 0 000001661
0.000001661 0 000001583
0.000001583 0 000001508
0.000001508 0 000001436
0.000001436 0 000001368
0.000001368
4.70 0.000001302 0.000001240 0.000001181 0.000001124 0.000001070 0.000001018 0.000000969 0.000000922 0.000000878 0.000000835
4.80 0.000000794 0.000000756 0.000000719 0.000000684 0.000000650 0.000000618 0.000000588 0.000000559 0.000000531 0.000000505
4.90 0.000000480 0.000000456 0.000000433 0.000000412 0.000000391 0.000000372 0.000000353 0.000000335 0.000000318 0.000000302
5.00 0.000000287 0.000000273 0.000000259 0.000000246 0.000000233 0.000000221 0.000000210 0.000000199 0.000000189 0.000000179
5.10 0.000000170 0.000000161 0.000000153 0.000000145 0.000000138 0.000000130 0.000000124 0.000000117 0.000000111 0.000000105
5.20 0.000000100 0.000000095 0.000000090 0.000000085 0.000000080 0.000000076 0.000000072 0.000000068 0.000000065 0.000000061
5.30 0.000000058 0.000000055 0.000000052 0.000000049 0.000000047 0.000000044 0.000000042 0.000000039 0.000000037 0.000000035
5.40 0.000000033 0.000000032 0.000000030 0.000000028 0.000000027 0.000000025 0.000000024 0.000000023 0.000000021 0.000000020
5 50
5.50 0 000000019
0.000000019 0 000000018
0.000000018 0 000000017
0.000000017 0 000000016
0.000000016 0 000000015
0.000000015 0 000000014
0.000000014 0 000000014
0.000000014 0 000000013
0.000000013 0 000000012
0.000000012 0 000000011
0.000000011
5.60 0.000000011 0.000000010 0.000000010 0.000000009 0.000000009 0.000000008 0.000000008 0.000000007 0.000000007 0.000000006
5.70 0.000000006 0.000000006 0.000000005 0.000000005 0.000000005 0.000000004 0.000000004 0.000000004 0.000000004 0.000000004
5.80 0.000000003 0.000000003 0.000000003 0.000000003 0.000000003 0.000000002 0.000000002 0.000000002 0.000000002 0.000000002
5.90 0.000000002 0.000000002 0.000000002 0.000000002 0.000000001 0.000000001 0.000000001 0.000000001 0.000000001 0.000000001
6.00 0.000000001
GREEN BELT:
Table 2 – Z Table in Decimal beyond a given value (z from -6 to 0)
z table as proportion greate r than a give n z v alue (-6.00  z  0.00)
0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
-6.00 0.999999999
-5.90
5 90 0 999999998
0.999999998 0 999999998
0.999999998 0 999999998
0.999999998 0 999999998
0.999999998 0 999999999
0.999999999 0 999999999
0.999999999 0 999999999
0.999999999 0 999999999
0.999999999 0 999999999
0.999999999 0 999999999
0.999999999
-5.80 0.999999997 0.999999997 0.999999997 0.999999997 0.999999997 0.999999998 0.999999998 0.999999998 0.999999998 0.999999998
-5.70 0.999999994 0.999999994 0.999999995 0.999999995 0.999999995 0.999999996 0.999999996 0.999999996 0.999999996 0.999999996
-5.60 0.999999989 0.999999990 0.999999990 0.999999991 0.999999991 0.999999992 0.999999992 0.999999993 0.999999993 0.999999994
-5.50 0.999999981 0.999999982 0.999999983 0.999999984 0.999999985 0.999999986 0.999999986 0.999999987 0.999999988 0.999999989
-5.40 0.999999967 0.999999968 0.999999970 0.999999972 0.999999973 0.999999975 0.999999976 0.999999977 0.999999979 0.999999980
-5.30 0.999999942 0.999999945 0.999999948 0.999999951 0.999999953 0.999999956 0.999999958 0.999999961 0.999999963 0.999999965
-5.20 0.999999900 0.999999905 0.999999910 0.999999915 0.999999920 0.999999924 0.999999928 0.999999932 0.999999935 0.999999939
-5.10 0.999999830 0.999999839 0.999999847 0.999999855 0.999999862 0.999999870 0.999999876 0.999999883 0.999999889 0.999999895
-5.00
5 00 0 999999713
0.999999713 0 999999727
0.999999727 0 999999741
0.999999741 0 999999754
0.999999754 0 999999767
0.999999767 0 999999779
0.999999779 0 999999790
0.999999790 0 999999801
0.999999801 0 999999811
0.999999811 0 999999821
0.999999821
-4.90 0.999999520 0.999999544 0.999999567 0.999999588 0.999999609 0.999999628 0.999999647 0.999999665 0.999999682 0.999999698
-4.80 0.999999206 0.999999244 0.999999281 0.999999316 0.999999350 0.999999382 0.999999412 0.999999441 0.999999469 0.999999495
-4.70 0.999998698 0.999998760 0.999998819 0.999998876 0.999998930 0.999998982 0.999999031 0.999999078 0.999999122 0.999999165
-4.60 0.999997885 0.999997985 0.999998079 0.999998170 0.999998256 0.999998339 0.999998417 0.999998492 0.999998564 0.999998632
-4.50 0.999996599 0.999996756 0.999996905 0.999997048 0.999997185 0.999997315 0.999997440 0.999997559 0.999997673 0.999997782
-4.40 0.999994583 0.999994827 0.999995061 0.999995284 0.999995498 0.999995703 0.999995898 0.999996086 0.999996264 0.999996436
-4.30 0.999991454 0.999991831 0.999992193 0.999992539 0.999992870 0.999993188 0.999993492 0.999993783 0.999994061 0.999994328
-4.20 0.999986646 0.999987223 0.999987777 0.999988308 0.999988817 0.999989304 0.999989772 0.999990220 0.999990649 0.999991060
-4 10
-4.10 0 999979331
0.999979331 0 999980206
0.999980206 0 999981046
0.999981046 0 999981852
0.999981852 0 999982625
0.999982625 0 999983367
0.999983367 0 999984078
0.999984078 0 999984761
0.999984761 0 999985416
0.999985416 0 999986044
0.999986044
-4.00 0.999968314 0.999969626 0.999970887 0.999972098 0.999973261 0.999974378 0.999975451 0.999976481 0.999977470 0.999978420
-3.90 0.999951884 0.999953833 0.999955707 0.999957509 0.999959242 0.999960908 0.999962509 0.999964048 0.999965527 0.999966948
-3.80 0.999927628 0.999930493 0.999933251 0.999935906 0.999938461 0.999940919 0.999943285 0.999945562 0.999947752 0.999949858
-3.70 0.999892170 0.999896341 0.999900359 0.999904232 0.999907962 0.999911555 0.999915017 0.999918350 0.999921560 0.999924651
-3.60 0.999840854 0.999846865 0.999852663 0.999858254 0.999863647 0.999868846 0.999873859 0.999878692 0.999883351 0.999887842
-3.50 0.999767327 0.999775903 0.999784184 0.999792178 0.999799895 0.999807344 0.999814533 0.999821470 0.999828164 0.999834623
-3.40 0.999663019 0.999675135 0.999686844 0.999698160 0.999709094 0.999719659 0.999729865 0.999739724 0.999749247 0.999758445
-3.30 0.999516517 0.999533462 0.999549856 0.999565714 0.999581052 0.999595887 0.999610233 0.999624105 0.999637518 0.999650485
-3
3.20
20 0.999312798 0.999336262 0.999358984 0.999380986 0.999402289 0.999422914 0.999442878 0.999462202 0.999480905 0.999499004
-3.10 0.999032329 0.999064496 0.999095677 0.999125901 0.999155194 0.999183581 0.999211088 0.999237740 0.999263560 0.999288571
-3.00 0.998650033 0.998693692 0.998736057 0.998777162 0.998817040 0.998855724 0.998893246 0.998929637 0.998964929 0.998999149
-2.90 0.998134120 0.998192789 0.998249775 0.998305122 0.998358871 0.998411062 0.998461736 0.998510932 0.998558689 0.998605044
-2.80 0.997444809 0.997522864 0.997598756 0.997672537 0.997744260 0.997813974 0.997881730 0.997947576 0.998011558 0.998073724
-2.70 0.996532977 0.996635789 0.996735852 0.996833231 0.996927987 0.997020181 0.997109875 0.997197128 0.997281997 0.997364539
-2.60 0.995338778 0.995472853 0.995603474 0.995730718 0.995854658 0.995975369 0.996092924 0.996207393 0.996318845 0.996427351
-2.50 0.993790320 0.993963425 0.994132240 0.994296853 0.994457354 0.994613830 0.994766365 0.994915046 0.995059954 0.995201171
-2.40 0.991802471 0.992023745 0.992239749 0.992450589 0.992656367 0.992857185 0.993053143 0.993244339 0.993430871 0.993612833
-2.30
30 0.989275919 0.989555950 0.989829586 0.990096947 0.990358150 0.990613313 0.990862548 0.991105971 0.991343692 0.991575823
-2.20 0.986096601 0.986447466 0.986790661 0.987126322 0.987454580 0.987775567 0.988089412 0.988396244 0.988696189 0.988989373
-2.10 0.982135643 0.982570884 0.982997038 0.983414253 0.983822675 0.984222449 0.984613720 0.984996631 0.985371321 0.985737932
-2.00 0.977249938 0.977784475 0.978308376 0.978821799 0.979324905 0.979817852 0.980300797 0.980773894 0.981237299 0.981691164
-1.90 0.971283507 0.971933461 0.972571119 0.973196650 0.973810224 0.974412010 0.975002175 0.975580885 0.976148306 0.976704602
-1.80 0.964069734 0.964852162 0.965620555 0.966375089 0.967115942 0.967843287 0.968557300 0.969258155 0.969946026 0.970621086
-1.70 0.955434568 0.956367097 0.957283815 0.958184901 0.959070532 0.959940886 0.960796142 0.961636477 0.962462069 0.963273096
-1.60 0.945200711 0.946301077 0.947383870 0.948449263 0.949497431 0.950528549 0.951542794 0.952540341 0.953521368 0.954486051
-1.50 0.933192771 0.934478263 0.935744490 0.936991617 0.938219807 0.939429229 0.940620050 0.941792438 0.942946563 0.944082597
-1.40 0.919243289 0.920730109 0.922196112 0.923641445 0.925066257 0.926470700 0.927854925 0.929219087 0.930563344 0.931887852
-1.30 0.903199451 0.904902018 0.906582427 0.908240802 0.909877266 0.911491948 0.913084979 0.914656492 0.916206622 0.917735507
-1.20 0.884930268 0.886860491 0.888767499 0.890651383 0.892512238 0.894350161 0.896165253 0.897957619 0.899727366 0.901474606
-1.10 0.864333898 0.866500443 0.868643073 0.870761839 0.872856799 0.874928011 0.876975542 0.878999459 0.880999834 0.882976744
-1.00 0.841344740 0.843752345 0.846135756 0.848494980 0.850830029 0.853140919 0.855427672 0.857690314 0.859928875 0.862143390
-0.90 0.815939908 0.818588775 0.821213646 0.823814480 0.826391238 0.828943888 0.831472403 0.833976760 0.836456943 0.838912939
-0.80 0.788144666 0.791029974 0.793892006 0.796730665 0.799545861 0.802337508 0.805105527 0.807849842 0.810570386 0.813267094
-0.70 0.758036422 0.761148006 0.764237576 0.767304982 0.770350076 0.773372720 0.776372779 0.779350124 0.782304631 0.785236183
-0.60 0.725746935 0.729069152 0.732371166 0.735652770 0.738913765 0.742153956 0.745373154 0.748571176 0.751747842 0.754902979
-0.50 0.691462467 0.694974281 0.698468229 0.701944056 0.705401511 0.708840345 0.712260318 0.715661192 0.719042736 0.722404724
-0.40 0.655421697 0.659096986 0.662757237 0.666402148 0.670031420 0.673644759 0.677241874 0.680822481 0.684386299 0.687933051
-0.30 0.617911357 0.621719457 0.625515770 0.629299955 0.633071673 0.636830590 0.640576374 0.644308699 0.648027240 0.651731677
-0.20 0.579259687 0.583166134 0.587064387 0.590954073 0.594834824 0.598706274 0.602568057 0.606419814 0.610261186 0.614091818
-0.10 0.539827896 0.543795364 0.547758470 0.551716823 0.555670033 0.559617712 0.563559473 0.567494933 0.571423709 0.575345420
0.00 0.500000000 0.503989379 0.507978354 0.511966527 0.515953499 0.519938873 0.523922253 0.527903240 0.531881440 0.535856456
GREEN BELT:
4. Facilitation & Brainstorming
7. Facilitation Team Dynamics

Green Belt Training Class Date; __
______________
__________
9. Develop / Execute Plans

3. Roles & Responsibilities
5. Simulation Round 1
Grading Scale:
S
• (1) Stron
ngly disagree
6. Charter Writing
2. CPI Overview
• (2) Disa
agree
1. Introduction
• (3) Neuttral
8. SIPOC
• (4) Agre
ee
• (5) Stron
ngly Agree
Comments:
I learned what I expected to learn
I am confident in my ability to applly what I have learneed in my position
This training was
w a valuable use of my time
I would recomm
mend this training to
o others
The instructor clearly
c knew the subject and material
Overall, the loccation provided a go
ood learning environ
nment
The lecture is good
g just as it is
The class mateerials are appropriate and helpful
Comments
14. Value Stream Map & Analysis

______________
__________
10. Voice of the Customer
12. Data Collection Plan

11. Walk the Process
Grading Scale:
S
13. Train the Team
• (1) Stron
ngly disagree
16. Flow & Pull

• (2) Disa
agree
15. Data Tools
18. Statistics
• (3) Neuttral
• (4) Agre
ee
• (5) Stron
ngly Agree
Comments:
This training was
I would recomm
o others
nment
The lecture is good
g just as it is
Comments
20. Implement Improvements

______________
__________
23. Execution / Sustainment
19. Reducing Variation
Grading Scale:
S
24. Final Examination

• (1) Stron
ngly disagree
24. Final Closeout

22. Control Plans
• (2) Disa
agree
Overall Course
• (3) Neuttral
• (4) Agre
ee
• (5) Stron
ngly Agree
Comments:
This training was
I would recomm
o others
nment
The lecture is good
g just as it is
Comments
GREEN BELT:

CNAF NAE GB Student Book (Ver 1070)

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CNAF NAE GB Student Book (Ver 1070)

Uploaded by

Copyright:

Available Formats

Mar 2011

Green Belt Training

Misc. Day 1 Ratings

CNAF AIRSpeed SharePoint Site

GREEN BELT: PROJECTS

Notional Green Belt Class Agenda

1 – Introduction Review Review Review Review

2 – CPI Overview 9 – Develop / 14 – Value 17 – Simulation 21 – Simulation

GREEN BELT: PROJECTS

Green Belt Training

MODULE 2: CPI Program Overview

 Roots of Lean: back to early 1900’s

Dr. Edward Deming: build in quality

GREEN BELT: Slides 03-05

Within the 8 wastes, time is a significant factor.

Start Broken TIME Repaired Finish

The Value of Time

GREEN BELT: Slides 06-08

IDENTIFY AND ELIMINATE THESE WASTES:

What is Six Sigma ?

Six Sigma DMAIC Problem-Solving Roadmap

DESCRIBE AS-IS CONDITION MEASURE

IDENTIFY KEY CAUSES

SUSTAIN THE GAIN CONTROL

Validate & Replicate Changes

Define Measure Analyze Improve Control

Used by permission, © 2007 George Group Consulting, L.P. All

Define Measure Analyze Improve Control

Identify and Implement Quick Improvements

Tools RIE/Kaizen, 5S,

Used by permission, © 2007 George Group Consulting, L.P. All

Define Measure Analyze Improve Control

Used by permission, © 2007 George Group Consulting, L.P. All

• 20,000 incorrect prescriptions per month • 68 wrong prescriptions per year

TOC Focuses on Constraints:

TOC Measures Progress:

Drum-Buffer-Rope uses this methodology

GREEN BELT: Slides 18 - 22

GREEN BELT: Slides 23 - 24

Green Belt Training

MODULE 3: ROLES & RESPONSIBILITES

CPI Office Line Departments

GREEN BELT: Slides 01 - 03

Master Black Belt Responsibilities

Black Belt Responsibilities

Green Belt Responsibilities

Project Sponsor (Process Owner) Responsibilities

GREEN BELT: Slides 04 - 09

Suppliers Process Process Process

Process Process Process

“You can choose not to change, but you

GREEN BELT: Slides 10 - 12

Green Belt Training

MODULE 4: FACILITATING Part 1 – “Brainstorming”

 Develops highly creative solutions to a problem

GREEN BELT: Slides 01-06

Category 1 __________________________________Category 2_______________________________________

Category 3__________________________________Category 4_______________________________________

Category 5__________________________________ Category 6______________________________________

Category 7__________________________________ Category 8_______________________________________

GREEN BELT: Slides 07-10

The result is a short list identifying what is important to the team.

When Should a Team Use Voting Methods?

GREEN BELT: Slides 10-14

Category 1 Category 2_____

Category 3Category 4_____

Category 5 Category 6____

Category 7 Category 8_____