Six Sigma

BB 1_02
Content:

Training overview
Belts profile
Projects
Organization and structure
Roles and responsibility

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BB 1_02 six sigma roles
Training Overview

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BB 1_02 six sigma roles
 Training: Program overview
Six Sigma Training Overview training: all Trainings: WB / GB / YB and BB are provided locally
Training Description Target Group Certificate
One day training at site with management
team:
WB=
Introduction why Six Sigma, DMAIC case, Managers
White Belt
Deployment structure, roles (workshop type),
certification after training

YB= One day training on site: DMAIC with basic

Technicians, Operators
Yellow Belt tools + 1 small project

6-8 days training at site over period of 3

GB= months on site: Human Dynamics, DMAIC , Engineers, Shift managers,
Green Belt Statistics, experienced technicians ,etc..
Exam and 2 projects, local certification

4 times one week (extended) training, :

BB= Experienced Engineers, Project
Human Dynamics, DMAIC , Statistics
Black Belt Leaders
Exam and 2 projects, central certification

MBB= Certified BB with min 5yrs

(Full time activity): Master class
Master Black Belt experience

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BB 1_02 six sigma roles
Overview Six Sigma Training:
Types: DMAIC Industrial, DMAIC Trans-actional, DfSS (DIDOV)

week 1 week 2 Week 3 week 4

Intro Define Measure Analyze Improve Control

►BB course: duration: 4wks

►6-10 wks between each block (allow deployment of learning's ).

Training agenda: (theory, exercise and assignment ).

Content of training material is conform the market standard, Philips etc…

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BB 1_02 six sigma roles
Green Belt Six Sigma
Typical profile:
Engineer with min. 2-3 year experience working in projects

When certification:
Finished Green Belt DMAIC course Six Sigma
Participated in at least 2 Six Sigma projects
Pass Green Belt examination in DMAIC methodology

Local Six Sigma management can do examination and certification

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BB 1_02 six sigma roles
Black Belt Six Sigma
Typical profile:
Engineer with min. 5-10 years experience working in projects
Growth potential
When certification:
Finished Black Belt course Six Sigma
Pass Black Belt examination in statistics, Six Sigma way of working
and coaching
Project leader of 2 Six Sigma projects

Six Sigma certification NXP – central - ME

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BB 1_02 six sigma roles
Black Belt and Six Sigma

Traditional Six Sigma

Project leader is obliged to make
an effort
Set of tools
Focus on technical knowledge
Project leader is left to his own
devices
Black belt is obliged to achieve
financial results
Well structured method
Focus on experimentation
Black Belt is coached

Results are fuzzy Stretched targets

Safe targets Projects are top priority / resource
Project conducted “ on the side “ Permission to make change

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GB/BB Projects

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Improvement levels

Pro-active

Re-active
Improvement

Small Chronicle problems

Solving the issue Continuous improvement Breakthrough

37
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BB 1_02 six sigma roles
What is necessary for a DMAIC project?
A customer
– Internal / external

Opportunity / Gap and solution not yet known

A defined metrics to measure the problem
– Do we know what is CTQ (internal/external) and Target?

Data
– Is there enough data to make conclusion/decision?

Management support
– Do you have support of a project owner (sponsor) and champion?

Resources
– Do you have key team members necessary to support the project?

Ideal project conditions include :

– Continuous data available (as opposed to discrete)
– High impact project

DMAIC sets aggressive improvement targets – typical targets are 50%

defect reduction and 30% cycle time reduction, xxxKeuro savings

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BB 1_02 six sigma roles
DMAIC improvement projects – examples

Defect Reduction: Reduce zero-hour defect rate at OEM

from 3600 ppm to less than 500
Yield improvement: Reduce defects in production by 50%
Cycle Time: Reduce supply chain cycle time by 30%
Accelerate the Production Introduction Process from 12 to 6
months
Increase the market share in a sales organization from 18
to 22% through targeted actions

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Organization and
structure

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Impact on Business Performance
Impact on Business Performance

World
Class en
t
vem lity
o i
pr pab tial
Hi Im Ca en
t
Po
Black Belts

Med
Team leaders
Improvement
Green Belts /

Process
Low Improvement Teams
1% Employee population 100%

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BB 1_02 six sigma roles
Time spent by GB / BB
Number of employees

Green
Belts Black
Belts

% of time spend

Part time job (20-30%) Full time job (90-100%)

Permanent position Transitional assessment
Operational process improvements Breakthrough improvement
Business/cross functional processes

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BB 1_02 six sigma roles
Objective of the Belt Process
To accelerate our capability to improve

Local improvement Common

strategy way of working:
DMAIC

Improvement opportunities Improved processes

Belt process
Motivated process owners/ Improved improvement competencies
team leaders

Committed Management Team

GB/BB
Local GB champion
training
Coaches assigned

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BB 1_02 six sigma roles
Deployment: Structure Manager

s s
in e
s
bu
a t vie
w : Industrial
Manufacturing
Excellence

h nd
re
Operations & Quality

W ymen t a

p lo GM GB/BB program

t de Sponsor Manager
j ec
o
Pr y
la it
u
Process GB/BB : Q
Owner Champion iv ew
e
Fab
o ce s s R
o w
Pr
Black Belt
Green Belt
GB/BB/YB
Coaches/MBB
H
Yellow Belt

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Deployment: Maturity

Six Sigma deployment model

10 Milestones in program maturity development

DMAIC is the standard way of working in all processes 10

10
BB/GB business process fully operational 99
BB/GB business process defined and running 88
GB/BB certification 77

Projects successfully completed 66

Project execution and review 55
Trainers & Coaches made available 44
BB/GB program kicked-off 33

Champion appointed 22
BB/GB policy defined 11

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BB 1_02 six sigma roles
 BB/BB/YB
Roles &
Responsibility

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 Overview of roles
ƒ Owns vision and
results
ƒ Directs integration
ƒ Full time
ƒ Leads change
ƒ Sets direction
ƒ Creates Business
Deployment Plan
Black Belt
Executive,
Executive ƒ (Partial) DMAIC and
Black
Deployment
Belt Champion DFSS project leaders for
Champions
Program Manager Green Belts smaller projects
ƒ Participate as team
Understand vision member on DMAIC and
ƒ Oversees a particular Project DFSS teams
functional area or is the Champions All Employees
linking pin in adjacent areas
ƒ Stimulates project idea
• Apply concepts to
Black Belts
Black Belts
generation Project their Job and Work Area
Green Belts ƒ Full Time project manager
Owners ƒ Facilitates problem solving
ƒ Develops draft charters Process ƒ Trains and coaches project teams
ƒ Sanctions resources Master ƒ May teach Green Belts
ƒ Reviews progress Black Belts Owner
ƒ Full time ƒ Supports Black Belts and Project
ƒ Trains and coaches Black Owners
Belts ƒ Implements solutions
ƒ May train Green Belts ƒ Sustains and leverages gains
Support roles

Programme
Program Finance IT Support
ITManager
Support Change
Management Manager
Rep. Manager

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BB 1_02 six sigma roles
Involvement of various DMAIC roles
Potential Select Active Realization
Status project project
Level of Effort Over a Project Life
Champion/Owner/(MBB) Black Cycle
Analyze
Belt/Project Owner
Process Owner/ Business
manager/Accounting
Phase Identify/select projects Define Measure Analyze Improve Control

(Note: shared resp. of PC, PO,

Project Authorization (assigned to Black Belt)

Black Belt for first 2 months)
High

Initial Project Validation (Black Belt)

Typical Level of Effort

Champion/Owner
Master Black Belt

Final Project Validation

Black Belt

Assign Black Belt

Develop, sell, pilot, and Standardize and
Project kickoff implement solutions replicate solutions
Team kickoff

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Summary

The Black/Green Belt Process meant to accelerate our ability to

improve
There are more similarities than differences between Black Belts and
Green Belts
The Black Belt / Green Belt Process is more than training and
delivering a DMAIC project now and then

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BB 1_02 six sigma roles