Green Belt Course Structure

• Introduction to • Introduction to • Introduction to

Root Cause variation Lean and Six
Analysis • Understanding Sigma
• Data Driven Variation • Simple and
GAMMA

Techniques • Process robust problem

TAU
PSI
• Process Stability solving
focused • Process • Define the
techniques Capability problem
• Validating root • Improving • Measure the
cause process output correctly
stability and • Fix the problem
process permanently at
capability the source

© Benchmark Six Sigma. All Rights Reserved Page - 1

Identify Critical Causes / X’s

Potential X’s
A Graphical Tools X X X X X X X X X X C Statistical Tools
X X X X X X X X X X
X X X X X X X X X X
X X X X X X X X X X
1. Pareto Plot
1. 2 Proportion Test
2. Scatter Plot
2. Chi square Test
3. 2 Sample T Test
Process Map 4. ANOVA
B
Based Tools
5. Correlation and
1. VA/NVA Analysis
XXX Regression
2. FMEA
Critical X’s

© Benchmark Six Sigma. All Rights Reserved Page - 2

Green Belt Workshop Module GAMMA -2

-2
FMEA

VA/NVA Analysis

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Risk Analysis
What is Risk?
Risk can be defined as the likelihood of occurrence of an undesirable event
combined with the magnitude of its impact

What is Risk Assessment?

Risk assessment is the determination of quantitative and qualitative value of
risk related to a concrete situation and a recognized threat (also called hazard).

What does Risk Analysis include?

Risk analysis includes
✓ Identification of risks and the magnitude of their potential impact
✓ Estimation of their likelihood of occurrence
✓ Estimation of their causes
✓ Risk evaluation and Development of risk mitigation plan

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Failure Modes and Effects Analysis (FMEA)
It is a structured approach to:
➢ Predict failures and prevent their occurrence in manufacturing and other
functional areas which generate defects.
➢ Identify the ways in which a process can fail to meet critical customer
requirements (Y).
➢ Estimate the Severity, Occurrence and Detection (SOD) of defects
➢ Evaluate the current Control Plan for preventing these failures from
occurring and escaping to the customer.
➢ Prioritize the actions that should be taken to improve and control the
process using a Risk Priority Number (RPN)

This enables us to evaluate current risks in the process and thereafter

developing an action plan to mitigate risks

It is developed and maintained by multi-disciplinary (or cross functional)

team typically led by the Green Belt/ Black Belt/Process Owner

© Benchmark Six Sigma. All Rights Reserved Page - 5

FMEA Benefits

➢ Improve the quality, reliability and safety of products.

➢ Increase customer satisfaction.

➢ Reduce product development time and cost.

➢ Document and track actions taken to reduce risk and improve

the process.

➢ Focus on continuous problem prevention not problem solving.

© Benchmark Six Sigma. All Rights Reserved Page - 6

FMEA Types

Design Process
FMEA
FMEA FMEA

During design, it is advantageous Performed to identify and

to know: address areas of potential risk
a) How and where customers within existing process.
will use product?
b) How customer may “abuse” Helps proactively manage risks in
product? a process

© Benchmark Six Sigma. All Rights Reserved Page - 7

 PFMEA Template

Process or Page
Product Prepared by: ____ of
Name: ____
FMEA Date (Orig) ______________
Responsible:
(Rev) _____________

C u r r e n t P r o c e s s Action Results
C Responsi
Process Step Potential Potential S l Potential R Recommen bility
Requir Cause(s)/ S O D R
/ Failure Effects E a Mechanism( Controls Controls P ded and Actions

OCC

DET
ement E C E P
Function Mode of Failure V s N Action(s) Completi Taken
s) of Failure Prevention
Detection
on Date V C T N
s

*The above format is based on AIAG 4th Edition FMEA format for Process FMEA. You may choose to
customize it to meet your requirement

© Benchmark Six Sigma. All Rights Reserved Page - 8

Definitions
Process step or product function: It indicates the item being analyzed. If the
FMEA were based on a flow chart, it would be a step in the chart

Potential failure mode: It describes the way in which the process step or
product function could possibly fail to satisfy its intended purpose. There may
be more than one potential failures to a process step and each one should be
listed separately

Potential effect of the failure: It describes the impact of the failure on the
functionality of the product or process or what the customer or process owner
will experience. The effect must be a very clear and explicit description of the
impact of the noncompliance

Severity: The severity measures how critical or serious a potential failure can
be on the product or process. If the failure is so serious that it can stop
production, it is graded 10 and if it is very easy to correct, it is graded 1

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Definition
Potential causes of the failure: It describes the flaws of the design that may
lead to a potential failure. Every conceivable reason for failure should be listed
so that the corrective actions can be more promptly and cost effectively taken

Occurrence: The occurrence measures how often the failure is likely to happen.
Here again, the likelihood of an occurrence is expressed in ranking from 1 to 10
(1 for rare and 10 for often)

Current control: Current controls are known preventive or detective controls

that are currently being used in similar processes or products

Detection: How easy is the failure to detect? Detection is a measure of the

ability to detect pre-emptively the failures. If the potential failure is easy to
detect, the grade should be low (1 for very easy to detect and 10 for very hard)

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 Severity Ranking Scale
A numerical measure of how serious is the effect of the failure.
Effect Design or Process: Customer Effect Process: Manufacturing/Assembly Effect

10 Hazardous Very high severity ranking when a potential failure mode affects Or may endanger operator (machine or assembly) without warning
without safe vehicle operation and/or involves noncompliance with
warning government regulation without warning.

9 Hazardous Very high severity ranking when a potential failure mode affects Or may endanger operator (machine or assembly) with warning.
with safe vehicle operation and/or involves noncompliance with
warning government regulation with warning.

8 Very High: Vehicle/item inoperable (loss of primary function). Or 100% of product may have to be scrapped, or vehicle/item repaired
in repair department with a repair time greater than one hour.

7 High Vehicle/item operable, but at a reduced level of performance. Or product may have to be sorted and a portion (less than 100%)
Customer very dissatisfied. scrapped, or vehicle/item repaired in repair department with a repair
time between a half-hour and an hour.

6 Moderate Vehicle/item operable, but Comfort/Convenience item(s) Or a portion (less than 100%) of the product may have to be scrapped
inoperable. Customer dissatisfied. with no sorting, or vehicle/item repaired in repair department with a
repair time less than a half-hour.

5 Low Vehicle/item operable, but Comfort/Convenience item(s) operable Or 100% of product may have to be reworked, or vehicle/item repaired
at a reduced level of performance. off-line but does not go to repair department.

4 Very Low Fit & Finish/Squeak & Rattle item does not conform. Defect Or product may have to be sorted, with no scrap, and a portion (less
noticed by most customers (greater than 75%). than 100%) reworked.

3 Minor Fit & Finish/Squeak & Rattle item does not conform. Defect Or a portion (less than100%) of the product may have to be reworked,
noticed by 50% of customers. with no scrap, on-line but out-of-station.

2 Very minor Fit & Finish/Squeak & Rattle item does not conform. Defect Or a portion (less than100%) of the product may have to be reworked,
noticed by discriminating customers (less than 25%). with no scrap, on-line and in-station.

1 None No discernable effect Or slight inconvenience to operation or operator, or no effect.

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Occurrence Ranking Scale
A numerical measure of how frequently the failure will happen

Likelihood Either … Or … Cpk

10 Very High: More than 100 per thousand machines/items/ 1 in 10 or less <0.55
pieces

9 Persistent Failures 50 per thousand machines/items/pieces 1 in 20-50 0.55 to 0.78

8 High: 20 per thousand machines/items/pieces 1 in 50-100 0.78 to 0.86

7 Frequent Failures 10 per thousand machines/items/pieces 1 in 100-200 0.86 to 0.94

6 Moderate: 5 per thousand machines/items/pieces 1 in 200 -500 0.94 to 1.00

5 Occasional 2 per thousand machines/items/pieces 1 in 500-1000 1.00 to 1.10

4 Failures 1 per thousand machines/items/pieces 1 in 1000-2000 1.10 to 1.20

3 Low: Relatively 0.5 per thousand machines/items/pieces 1 in 2,000-10,000 1.20 to 1.30

2 Few Failures 0.1 per thousand machines/items/pieces 1 in 10,000-100,000 1.30 to 1.67

1 Remote: Failure is unlikely Less than 0.010 per thousand machines/item/ 1 in 100,000 or more >=1.67
pieces

© Benchmark Six Sigma. All Rights Reserved Page - 12

 Detection Ranking Scale
A numerical measure of how easy is it to detect a failure or cause of failure

Detection
10 Absolute certainty of
non-detection
9 Controls will probably
not detect
8 Controls have poor
chance of detection
7 Controls have poor
chance of detection
6 Controls may detect
5 Controls may detect
4 Controls have a good
chance to detect
3 Controls have a good
chance to detect
2 Controls almost certain
to detect
1 Controls certain to
detect
Criteria: Likelihood of Detection by PROCESS control
Design Control will not and/or cannot detect a potential
cause/mechanism and subsequent failure mode; or there is no
Design Control.
Very remote chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Remote chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Very low chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Low chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Moderate chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Moderately high chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
High chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Very high chance the Design Control will detect a potential
cause/mechanism and subsequent failure mode.
Design Control will certainly detect a potential cause/mechanism
and subsequent failure mode.
A B C Suggested Range of Detection Methods
X Cannot detect or is not checked.
X Control is achieved with indirect or random checks only.
X Control is achieved with visual inspection only.
X Control is achieved with double visual inspection only.
X X Control is achieved with charting methods, such as SPC
(Statistical Process Control)
X Control is based on variable gauging after parts have left the
station, or Go/No Go gauging performed on 100% of the parts
after parts have left the station.
X X Error detection in subsequent operations OR gauging
performed on setup and first-piece check (for set-up causes
only).
X X Error detection in-station, or error detection in subsequent
operations by multiple layers of acceptance: supply, select,
install, verify. Can’t accept discrepant part.
X X Error detection in-station (automatic gauging with automatic
stop feature.) Cannot accept discrepant part.
X Discrepant parts cannot be made because item has been error-
proof by process/product design.

* Inspection Types: A= Error Proofed, B= Gauging, C= Manual Inspection

© Benchmark Six Sigma. All Rights Reserved Page - 13
Risk Priority Numbers (RPN)
It is a numerical and relative “measure of overall risk” corresponding to a
particular failure mechanism and is computed as follows

Risk Priority Number = Severity * Occurrence * Detection

RPN = S * O * D

➢ The risk priority number (RPN) helps to rank the failures and establish their
precedence for problem resolution considerations. It measures the process
or product risk.
➢ The higher the RPN, higher the risk and hence more attention that a
particular step of the process or that characteristic of the product should get
➢ RPN acts as a guideline and not a threshold for determining action priorities

© Benchmark Six Sigma. All Rights Reserved Page - 14

FMEA Concept

Effect

Severity

Risk Action
Failure Mode Cause Priority Plan
Number
Occurrence

Control

Detection

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 Action Plan
Preventive tasks are assigned to the task owner and the priority of execution
should be subjected to the RPN ranking. Not all FMEAs follow the same pattern
of action plan but the following steps are usually considered

➢ Recommended actions – It consists of all the suggested proceedings that

need to be followed to prevent failures. The reasons for failures are
multifaceted. Every failure can have several causes; that is why recommended
preventive actions are better generated by a cross-functional team

➢ Task owner and projected completion date: The task owner is the person
who has been assigned the task of implementing the recommended actions.
The projected completion date is also determined to avoid procrastination
and enforce accountability

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 FMEA Exercise- Pwiggy Food Delivery Process
✓ Pwiggy, a start up in food delivery, is looking into customer complaints data. Recent
complaints have been about delayed orders, incorrect orders and partial orders
especially during peak hours. Pwiggy considers this to be a major cause of customer
dissatisfaction and wants to address the customer concerns.
✓ The most common reason for delayed orders is the delivery executives ending up in
wrong locations as per the GPS location shown by the application. In the current
process the customer manually enters the address. The customers aren’t dissatisfied
much, but it causes distress to delivery agents as they must call the customer multiple
times to get to the right address. Incorrect address is selected 1 in 17000 orders. Such
instances are detected in 85% orders as delivery agents usually call up the customer
before making the delivery.
✓ Customers are extremely dissatisfied if they get an incorrect order. They will also
request for a full refund. However, in-case of partial orders the customers express
dissatisfaction and might request for a partial refund. During risk analysis of the current
process, it was observed that wrong orders are handed over to the delivery executives
by the restaurant. Incorrect orders are handed over in 1 in 2300 orders and partial
orders are handed over 1 in 700 orders. Incorrect orders are detected in 96% of the
cases as most of the delivery agents manually check the items against the order. Partial
orders cannot be detected and are only brought to notice by customers.
© Benchmark Six Sigma. All Rights Reserved Page - 17
 FMEA Exercise Solution
# Process Function
Customer selects/enters the
1 delivery address
Restaurant hands over order to
2 delivery executive
© Benchmark Six Sigma.
CL R
Potential Failure Effects SE AS Potential Causes of Failure OC DE P
Potential Failure Mode (KPOVs) V S (KPIVs) C Current Process Controls T N
Delay in delivery. Multiple
communications between
customer and executive. Delivery executive calls
Wrong address selected/added by the Distress for the delivery before delivery to confirm
customer executive 7 Human error 3 address 7 147
0
Customer extremely Most delivery agents
dissatisfied. Complete Too many orders from the manual check the order
Wrong order handed over refund to be given 9 same restaurant 4 items 3 108
Customer expresses Wrong communication by the
dissatisfaction. Partial refund order receiver to the food
Partial order handed over may be requested 8 preparation team 5 No controls 10 400
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Identify Critical Causes / X’s

Potential X’s
A Graphical Tools X X X X X X X X X X C Statistical Tools
X X X X X X X X X X
X X X X X X X X X X
X X X X X X X X X X
1. Pareto Plot
1. 2 Proportion Test
2. Scatter Plot
2. Chi square Test
3. 2 Sample T Test
Process Map 4. ANOVA
B
Based Tools
5. Correlation and
1. VA/NVA Analysis
XXX Regression
2. FMEA
Critical X’s

© Benchmark Six Sigma. All Rights Reserved Page - 19

Green Belt Workshop Module GAMMA -2

-2
FMEA

VA/NVA Analysis

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Process Map Analysis
A process map is a schematic model for a process. Many procedures are simply described
by word of mouth or may reside in documents that are obsolete. Process management,
often by simply trying to define and map the process, we provide a means for both
understanding and communicating operational details to those involved in the process. It
provides a baseline, or standard, for evaluating the improvement. In many cases, merely
defining and charting the process as it is can reveal many deficiencies such as redundant
and needless steps and other non value-added activities.

Process maps can be analyzed for :

✓ Time-per-event (reducing cycle time)
✓ Process repeats (preventing rework)
✓ Duplication of effort (identifying and eliminating duplicated tasks)
✓ Unnecessary tasks (eliminating tasks that are in the process for no apparent
reason)
✓ Identifying and segregating Value-added and non-value-added tasks

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VA and NVA (Lean)
Value Added Activities must satisfy the following three criteria:
1. Work that the customer is willing to pay for
2. Work that physically transforms the product (or document/information)
3. Work that is done right the first time
Use the acronym CPR to remember: Customer pays for it, Physically transforms the
product, Right the first time.

Non value-Added Step:

• Is not essential to produce output.
• Does not add value to the output.
Non-Value-Added Steps can be further classified

1. Required NVA
Business necessity (e.g. accounting)
Employee necessity (e.g. payroll)
Process necessity (e.g. inspection)

2. Pure Waste/ NVA

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VA/NVA analysis procedure
Step 1: Map the process like a flowchart detailing each activity, arrow and decision.

Step 2: For each arrow, box, and diamond, list its function and the time spent (in
minutes, hours, days) on the value-added check list

Step 3: Now become the customer. Step into their shoes and ask the following
questions:

o Is the customer not willing to pay for it?

o Is this inspection, testing, or checking ?

o Is this just “fix it” error correction work or waste?

Step 4: If the answer to any of these questions is “yes”, then the step may be non-value-
added.

Step 5: How can activities and delays be eliminated, simplified, combined, or

reorganized to provide a faster, higher quality flow through the process?

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Identify the Waste’s!

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Mnemonics to Remember

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Waiting

Waiting is non-productive time due to lack of

material, people, or equipment. Waste of Waiting
is the cost of an idle resource.

Examples are:

✓Processing once each month instead of as the work comes in

✓Showing up on time for a meeting that starts late

✓Delayed work due to lack of communication from another internal group

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Overproduction
➢ Overproduction is producing more than the next
step needs or more than the customer buys.
➢ It may be the worst form of waste because it
contributes to all the others.
➢ Waste of Overproduction relates to the excessive
accumulation of work-in-process (WIP) or finished
goods inventory.

Examples are:

✓Preparing extra reports

✓Adding more features than required

✓Producing parts/components more than sales demand

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Over-processing

➢ Over-processing is tasks, activities and materials

that don’t add value.
➢ Can be caused by poor product or tool design as
well as from not understanding what the customer
wants.

Examples are:

✓Reports that contain more information than the customer wants or needs

✓Communications, reports, emails, contracts, etc. that contain more than

the necessary points (briefer is better)

✓Voice mails that are too long

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Defects/ Rework
Waste of Correction includes the waste of handling and
fixing mistakes. This is common in both manufacturing
and transactional settings.

Examples are:

✓Incorrect data entry

✓Paying the wrong vendor

✓Misspelled words in communications

✓Non-conforming output

✓Materials discarded during production

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Motion
➢ Motion is the unnecessary movement of people and equipment.
➢ This includes looking for things like documents or parts as well as movement
that is straining
➢ Waste of Motion examines how people move to ensure that value is added.

Examples are:

✓Task-Switching

✓Movement of people in a
warehouse/factory floor

✓Steps required to get a task

done/Navigation

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Transportation
➢ Transportation is the unnecessary movement of
material, goods and information
➢ Steps in a process should be located close to each other
so movement is minimized.

Examples are:

✓Hand-Off’s

✓ Physical travel for work (vs Video conference)

✓Moving files from desk to desk

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Inventory
Inventory is the liability of materials that are bought,
invested in and not immediately sold or used. Waste
of Inventory is identical to overproduction except that
it refers to the waste of acquiring raw material before
the exact moment that it is needed.

Examples are:

✓Transactions not processed

✓Bench

✓Bigger “in box” than “out box”

✓Over-ordering raw materials

© Benchmark Six Sigma. All Rights Reserved Page - 32

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