Lean Six Sigma Yellow Belt Training Module

No part of the training material shall be reproduced or used without the consent of Elevate Six Sigma YELLOW
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TRAINING OBJECTIVES
• To have basic understanding on the “why” and
“how” of Lean Six Sigma methodologies, tools
and processes.
• To be able to communicate using Lean Six Sigma
concepts and apply that knowledge in
contributing to the company’s key initiatives,
objectives and goals.
• To appreciate how and why Lean and Six Sigma
methods are integrated into a single process
improvement initiative to achieve higher quality
and shorter process time.
• To learn the five-step DMAIC model used to
improve processes.
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COURSE OUTLINE
• CONTEXT OF PROBLEM SOLVING DMAIC METHODOLOGY
• PRACTICAL DEFINITION OF LEAN 1. DEFINE
• What is a Project Charter
SIX SIGMA • Writing a Problem & Goal Statement
• WHAT IS SIX SIGMA? • Project Scoping and Team Members
• Six Sigma Principles • Hard vs. Soft Benefits
• WHAT IS LEAN? • Creating a high level process or SIPOC
• Lean Principles 2. MEASURE
• Types of Waste • Creating a data collection plan
• Trends and patterns using Line Charts
• LEAN VS. SIX SIGMA • Detailed Process mapping
• LEAN SIX SIGMA COMBINED 3. ANALYZE
• LSS BELTS, ROLES AND • Brainstorming
RESPONSIBILITIES • Fishbone/Ishikawa Diagrams
• IDENTIFYING SOURCES OF • Pareto Analysis
• 5 Why Analysis
PROJECTS & PROJECT SELECTION
4. IMPROVE
• Voice of the Customer
• SCAMPER
• Critical to Quality • Choosing the best solution
• Selecting and prioritizing projects • Creating Action Plans
• Types of Lean Six Sigma Projects 5. CONTROL
• Standardization Plan
• Creating a Control Plan
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CONTEXT OF
PROBLEM SOLVING
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MAIN PROBLEM BUSINESS FACE TODAY
Problem
Identified
Fire fighting!
Immediate
Containment
Action Implemented
Problem Re-occurs
else where!
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CONTEXT OF PROBLEM SOLVING
• Solve your problem in systematic approach and with

analytical thinking
• Addressing the true drivers rather than the symptoms
• Making sure the solution sticks and will be sustained
Defined the
Properly Standardized
Containment Root Cause Effective
Identified and Sustained
Action Analysis Solutions
Problem Impact
Process
ANALYTICAL APPROACH – LEAN SIX SIGMA

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PRACTICAL DEFINITION OF LEAN SIX SIGMA
What is Lean Six Sigma?
Lean Six Sigma is a data-driven process improvement

methodology with several tools to fix the process, with the goal
of reducing costs by reducing variation and improve speed
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WHAT IS
SIX SIGMA?
WHAT IS SIX SIGMA?
Define
Six Sigma is a disciplined, data-
driven problem solving approach
and methodology for eliminating Control Plan
Measure
defects and reducing variation.
Act Do
Check
Improve Analyze
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HISTORY OF SIX SIGMA
• Concept of six sigma was developed by Motorola, 1987

• Motorola is producing TV sets with 1/20 defectives
• The methodology helped the company to receive the
Malcolm Baldrige National Quality Award in the year
1988
• Adopted by ABB and Allied Signal, 1993
• Allied Signal CEO persuades Jack Welch of GE to try
Six Sigma, 1995
“Six Sigma has forever changed GE. Everyone – from the Six Sigma zealots emerging from
their Black Belt tours, to the engineers, the auditors, and the scientist, to the senior
leadership that will take this Company into the new millennium – is a true believer in Six
Sigma, the way this Company now works.” – GE Chairman John F. Welch
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WHAT IS SIX SIGMA?
The Greek symbol “sigma” (σ) which means

standard deviation, is a way to describe
how much VARIATION exists in a process
or set of data.
Six Sigma is about identifying VARIATION

in order to reduce and control it.
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SIX SIGMA
Why Six (6)?
Goal is to become a world Class process with only 3.4 defects
per million opportunities
SIGMA DPMO COPQ CAPABILITY Error Free Rule
6 Sigma 3.4 <10% of Sales World Class 99.9997%
5 Sigma 230 10 - 15% of sales Excellent 99.977%
4 sigma 6200 15 - 20% of sales Industry average 99.4%
3 sigma 67,000 20 to 30% of sales Average 93%
2 sigma 310,000 30 to 40% of sales Non-competitive 69%
1 sigma 700,000 > 40% of sales 31%
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SIX SIGMA
Variation describes how consistent a process’ output is.

Reducing variation is a fundamental goal of Six Sigma, as it
means more consistent results that meet customer requirements.
ABC XYZ
Target 10 days 1 day Target 10 days

1 day
5 days 5 days
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SIX SIGMA PRINCIPLES
Management
Philosophy
• Always focus on the customer
• Understand how work really happens
Data Reduce
• Make your processes flow smoothly Quality Variation
• Reduce waste and concentrate on

value
• Stop defects through removing
variation
Customer
Eliminate
• Get buy-in from the team through Focus
(VOC)
Defects
collaboration
• Make your efforts systematic and Statistical
scientific Thinking
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HEART OF SIX SIGMA
The Fundamental Equation of Six Sigma
Y = f (x1, x2, x3, xn)
Dependent Output Is a Function/Process of the Independent Inputs
In order to improve the “output” (Y), we need to understand how the

process works (F) and identify how the change in the inputs (X’s)
affects the output
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HEART OF SIX SIGMA
Y = f (x’s)
Fluffy rice = Cooking method Stove/Electric + quality of rice +
quantity of rice + water level + cooking temperature + cooking time
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WHAT IS LEAN?
WHAT IS LEAN?
Practical Definition
A Set of tools developed to reduce the waste
associated with flow of process.
The Goal is to identify non-essential and

non-value added steps in the business
process in order to streamline the process
Lean started in the Toyota shop floor when

Taiichi Ohno was tasked to check on the
assembly line of Ford. Ohno also incorporate
concepts of Supermarket and Built-In quality
(JIDOKA)
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VALUE VS. WASTE
Value Value Enabling Non Value Adding

Adding (Necessary Waste) (Wastes)
An Activity that An activity done for An activity that does not

transforms inputs or regulatory or legal add to the value of the
information or meet reasons product/ service itself
customer requirements
• Needs to be looked at • The customer does
• The customer is VERY carefully not care about or is
willing to pay for • Often, the regulatory not willy to pay for
• Transforms the or legal requirements • Adds to the cost but
product / service into are based on not to the perceived
something better company’s poor value
• Makes it more interpretation of the
valuable to the law or over-
customer compliance
• Distinguishes the
product
MAXIMIZE MINIMIZE ELIMINATE
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LEAN PRINCIPLES
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8 TYPES OF WASTES
T
I
M
W
O
O
D
S
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SAMPLES OF WASTES
TRANSPORTATION INVENTORY MOTION WAITING
Taking files to another Files waiting to be Looking for files or Waiting for approvals,
person, Going to get worked on (approval), documents (electronic waiting for raw materials
signature, Physically Purchasing too many copy), poor office and other supplies,
moving the materials or office supplies, unread layout, multiple files awaiting IT system to
product from one place to emails. Finished goods saved in desktop refresh, waiting for copy
another waiting to be triggered window, looking for machine and printer to be
equipment/tools available
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SAMPLES OF WASTES
OVERPRODUCTION OVERPROCESSING DEFECT SKILLS
Making too many Manual entry of Mistakes on paperwork, No multitasking due to

copies, emailing information to multiple encoding error, missing lack of cross training,
documents people systems, duplicate information or micro-management
already have, creating reports created, multiple specifications, lost of vs. coaching,
reports that no one checking files and records,
reads defective products and
raw materials
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LEAN VS. SIX SIGMA
LEAN SIX SIGMA

Focuses on process flow elimination of Focuses on process variation and defect
wastes in the process opportunities
• Process Speed • Process Yields and other capability
• How quickly things move through a metric
process • How consistent/correctly things move
• Improve cycle/turnaround times and through a process
on-time delivery, by reducing wastes • Heavy on data-driven approach
and delays in a process problem solving
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LEAN + SIX SIGMA (COMBINED)
PROCESS
LEAN SIX SIGMA
IMPROVEMENT
Identify and eliminate non- Close understanding of
Sustainable improvement based
essential and non-value added customer needs
on effective analysis of facts and
steps in order to streamline Disciplined way of using facts,
voice of the customer
production data and statistical analysis
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DMAIC METHODOLOGY
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ROLES AND PROGRESSIONS
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PROJECT LEVELS
SCOPE Improves sub-process of a Improves end to end Improved cross functional

scope of the team process of the team process
COMPLEXITY Low-Med Complexity High Complexity Very High complexity
6 months avg
DURATION 3 – 6 months Can be > 6 months
Probability of hard and soft High probability of hard

High Probability of Soft
SAVINGS savings savings or efficiencies
savings/effort reduction
Can be taken by a high- Must be taken by a Team Must be handled by a BB or

LED BY Master BB
potentiation employee Leader/Manager
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IDENTIFYING PROJECT SOURCE
Strategic Initiatives
Voice of the Client
Key Performance Indicators
Process Gaps
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KEY PERFORMANCE INDICATOR
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PROCESS GAPS
VA
(Value Add)
PASS
INPUT PROCESS INSPECTION OUTPUT
FAIL
REWORK
Defects and NVA
Hidden Factory Hidden Factory (Non-Value Add)
SCRAP
!
Time
Cost
People
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VOICE OF THE CUSTOMER
VOC reflects the qualitative and / or quantitative

elements that drive customer satisfaction
Why should we use VOC?
Before beginning and process improvement

initiative, it is important that we clearly
understand the needs of our customers or we
may be in risk of driving changes with little
impact over customer satisfaction.
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VOICE OF THE CUSTOMER
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TRANSLATING VOC INTO REQUIREMENTS
What is Critical to Quality (CTQ) Measure?

• A tool that aids in translating customer language (VOC) into specific
quantified requirements for a product or service
• Helps team to move from high-level and vague to details specifications
• Used when customer requirements are unspecific, broad or complex
Voice of the Customer Key Issue Critical Customer

Requirement (CTQ)
“I am not satisfied with Waiting time is too long Approval of Loan not
this company’s Quality for the approval of a more than 7 days
of Service” loan
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TYPES OF LEAN SIX SIGMA PROJECTS
Consistently HIGH VARIATION Consistently Consistently

New Idea/ FAILING on the HITTING EXCEEDING the
Innovation the Target Movement the Target Target
of KPI Opportunity to
Problem Solving Leverage
Solution is Solution is
KNOWN UNKNOWN
COMPLEX
INNOVATION PROBLEM SOLVING
JUST DO IT (JDI)
(DFSS) (LSS)
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HOW TO SELECT AND PRIORITIZE PROJECTS
Used during brainstorming to evaluate several projects based upon certain criteria. This
helps determine which projects need to be done first in order to meet business objectives.
Project Name Strategic Value Ease of Financial Resource Impact

(5 – Highly Important; 4 – Implementation Benefit (5 – Low Impact; 4 –Minimal
Important; 3 – Somewhat Impact ; 3 – Some Impact; 2 –
(5 – Very Easy; 4 – Easy; (5 – Highly likely; 4 – Considerable Impact; 1 – High
Important; 2 – Of little 3 – Neutral; 2 – Difficult; 1 – Likely; 3 – Neutral; 2 –
importance; 1 – Not Impact)
Very Difficult) Unlikely; 1 – Highly
important) Unlikely)
Project Name A
Project Name B
Project Name C
No part of the training material shall be reproduced or used without the consent of Elevate Six Sigma YELLOW BELT
TRAINING
WORKSHOP
Think of 1 process or problem that

you would want to solve within your
company. We will be using Lean Six
Sigma and DMAIC tools and
methodology together.
(Apply VOC to CTQ Approach)
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D M A I
C
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DEFINE ROADMAP
The DMAIC process starts when you have

identified the problem. The DEFINE PHASE
Lean Six Sigma projects start with
helps to clarify your understanding of WHY it PROBLEMS, not SOLUTIONS.
is a problem, before investing time and
money in the project
Define the Define the

Calculate Gain Project
Business high level
benefit Approval
Case Process
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DEFINE : PROJECT CHARTER
The purpose of a project charter is to provide vital information about a project in a quick and easy to
comprehend manner.
A document which outlines the background, the purpose or goal of the project, main metrics,
team composition and expected benefits.
Business Case Scope

• A compelling reason to fulfill the • Defines the bounds of the
project delivery project coverage. In-scope/Out
• Projected risk and savings of Scope
Problem Statement Members

• Defines current state of the • Identifies the project team
process with reference to particularly the Lead, members,
performance versus the ideal state
sponsor, stakeholders etc.
Goal Statement Timeline

• Future state that the project team • Details target timeframe for
aims to achieve upon completing each of the milestones of the
the project initiative
project
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DEFINE : BUSINESS CASE
The Business Case provides compelling reason why the

project initiative is performed. It quantifies impact of the
problem and consequences of not resolving the problem
❑ Business Impact
• Quantifies the gap in terms of cost, time spent, efficiency, market
share, volume, etc., and the projected impact and savings
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PROJECT BENEFITS
Impact of the Project on…
HARD SAVINGS SOFT SAVINGS
• Reduction on Operating Cost • Monetary equivalent of
• Reduction of Penalties Manpower Optimization while
Tangible • Evident increase in Sales retaining them
Benefits Volume • Sustenance of Good Customer
• Positive effect on Cost of Poor Relationship (Sustained
Quality Revenue)
Business Development
Internal & External Branding
Intangible Achieving Statutory &

Benefits Regulatory Compliance
Internal Benchmarking
Employee Satisfaction & Growth
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DEFINE: PROBLEM STATEMENT
During the (period of time), the (KPI / Metric)

of (subject process / team) was at an
average of (historical performance) against
the acceptable/target of (goal/target
performance).
Example: From January to July 2019, the

productivity of ABC Toy Factory was at an
average of 30 completed toys against the
target of 50 toys per day per agent.
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ELEMENTS OF GOAL STATEMENT
states the factual objective of the project. It provides the amount
Goal of change the project intends to have with respect to the
Statement problem. It should be:
S Specific Why do we need a project objective?

• To clarify the direction of the project
M Measurable • To establish a threshold for success and
project completion
• To measure improvement
A Attainable
The project objective:
R Relevant • Starts with an action verb

• Describes a target
• Assigns a target date
T Time-
bound • Is S.M.A.R.T
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DEFINE: GOAL STATEMENT
To increase/decrease the (Project Y or Metric)

of (Subject Process/ Team) from (Average
historical performance) to a (Defined Goal) by
(defined timeline).
Expected positive effect may also be stated.
Example:
To improve the average daily productivity of
ABC Toy Factory from 30 to 50 toys per agent
by the end of December 2019.
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EXAMPLE: PROBLEM & GOAL STATEMENT
Timeliness Performance of Employee Benefits Request
Problem Statement Goal Statement

Timeliness yield of employee benefits To achieve the required Timeliness
processing is equal to 60%, which is Yield of Employee Benefits
below target of 90%. Data obtained Processing of 90% by end
from October 2019 to June 2019. December 2019.
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ACTIVITY:
CREATE A PROBLEM AND GOAL STATEMENT
*Year 2019
Target Accuracy: 99.75%
Average Accuracy Achieved: 99.60%
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TEAM COMPOSITION
Project Steering Key Business
Project Sponsor Project Lead
Committee Representatives
Lean Six Sigma

Champions/
No part of the training material shall beConsultants
reproduced or used without the consent of Elevate Six Sigma YELLOW
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DEFINE: PROJECT SCOPE
•Defines the specific

project beginning and
end points
How the customer How the project How the analyst How the How the Business
•Sets appropriate explained it leader understood
it
designed it programmer wrote
it
Consultant
described it
expectations and
project limitation for
stakeholders and
leaders, what the
project will do and
will not do. How the project
was documented
What operations
installed
How the customer
was billed
How it was
supported
What the
customer really
needed
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DEFINE: SIPOC DIAGRAM
• The SIPOC Model is used to:

• Understand a high level view
of the process and to
communicate to others
• Understand how the process
links with suppliers,
customers, and other
processes
• Key tool to define scope,
stakeholders, team
members, process inputs
(x’s) & outputs (y’s) to
monitor
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SAMPLE SIPOC
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DEFINE: PROJECT CHARTER
ABC Toy Factory Productivity Improvement Project
Business Case Members
ABC Toy Factory specializes on small stuffed toys Project Lead: Ramon Mendoza
and have been operating for more than 5 years. Sponsor: Alberto Nunez
The company has 10 processors working in 2 Members: Monica Estrella
shifts. Recently, the business is losing an average Alejandra Cruz
of 100k Php worth of revenue per month due to Enrico dela Paz
deadlines and volume targets not met. Coach: Jeffrey Solis
Problem Statement Scope
From January to July 2019, the productivity of ABC In Scope: Out of Scope
Toy Factory was at an average of 30 completed Small Stuffed toys Medium-Large Toys
toys against the target of 50 toys per day per Teddy Bears Electronic Toys
agent. Dogs Mechanical Toys
Piglets
Goal Statement Timeline
To improve the average daily productivity of ABC Define: August 1 – 15, 2019
Measure: August 16 – September 15, 2019
Toy Factory from 30 to 50 toys per agent by the Analyze: September 16 – October 15, 2019
end of December 2019. Improve: October 16 – November 15, 2019
No part of the training materialControl: November
shall be reproduced or 16 – December
used without the31, 2019 of Elevate Six Sigma YELLOW BELT
consent
TRAINING
WORKSHOP
1. Create a project charter for your problem/project.

2. Create a SIPOC chart of your process
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D M A I
C
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MEASURE ROADMAP
The MEASURE PHASE aims to collect data Don’t be tempted to jump

on our metric and also to understand in ahead to root causes or
detail both how the current process and data solutions until the process
can be measured
behaves that may provide clues in the effectively.
analyze phase.
Collect process Map the process Understand how

data in detail the data Behaves
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MEASURE - OVERVIEW
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MEASURE: DATA COLLECTION PLAN
To ensure collected data will be useful (measuring the right

Purpose things) and statistically valid (measuring things right).
Data collection is the process of gathering and measuring information on

targeted variables in an established systematic fashion, which then
enables one to answer relevant questions and evaluate outcomes.
Data Collection
Collection Usage
Plan
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MEASURE: DATA COLLECTION PLAN
When Will
Performance Data Source How will Data Who Will
Data Type Operational Definition Data Be
Measure and Location Be Collected Collect Data
Collected
Order Lead Continuous The amount of time (in Data Collect system Host Collect data
Time minutes) it takes from extraction from timestamps: for all orders
the moment the patron the system 1. Time Order from Week 4
places the order to the Placed to Week 10
moment the order is 2. Time Order (7 weeks)
delivered Delivered
Incomplete Discrete Any pick up order Manual data Cashier to fill in Cashier Sample all
Orders missing the correct collection the check sheet order data for
supplies including for incomplete 6 weeks
napkins, hot sauce, orders.
forks or knives
Wrong data leads to

wrong conclusions
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PROCESS MAPS
What is Process?
It is a logical, related, sequential set of activities that takes an input, adds value to it and
produces an output
What is Process Map?

It is a graphical representation
that shows
• Flow of work through the
process in varying degrees
of detail
• Inputs (X) and outputs (Y)
and their relationships
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MEASURE: PROCESS MAP
Why is it important?
• Serves as the primary record to identifying the critical process

inputs that drive overall process performance
• Provides visibility of possible wastes and improvement areas
Common Process Map Symbols
Terminator Process Step Decision

Activity
(Start / End) Connector
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MEASURE: PROCESS MAP
Always walk-through the process with the full project team and
ensure that the map reflects what actually happens!
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MEASURE: TIME SERIES CHART (RUN CHART)
Run Chart
A run chart is a line graph of data plotted over time. By collecting and charting data over
time, you can find trends or patterns in the process. Although Run charts do not use
control limits, run charts cannot tell you if a process is stable. However, they can show you
how the process is running over time.
Why is it important?
• Helps to visualize the behavior of your collected data.
• Provide insights and potential issues to be fixed before proceeding to analyze and other succeeding phases
• Useful for comparing measurements of before and after project status
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ACTIVITY: RUN CHART
Productivity Productivity Data for Productivity (Transaction per hour)
Week Week
(Trans/hr) (Trans/hr) were collected and as follow:
W1 18 W15 20
W2 20 W16 22 Using Run Chart, provide your insights/findings.
W3 21 W17 18
W4 19 W18 45
W5 36 W19 20
W6 22 W20 24
W7 19 W21 23
W8 18 W22 22
W9 40 W23 45
W10 24 W24 24
W11 20 W25 20
W12 22 W26 22
W13 26 W27 46
W14 41 W28 25
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TRAINING
WORKSHOP
Create a process flow chart/map of the

process in your project and label if value
added or non-value add/waste
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D M A I
C
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Root Cause Analysis
Roadmap aims to identify critical factors that ROOT CAUSE ROADMAP
drive problem Y from happening. These
factors are then validated to assess its
existence and significant effect to the Y metric
What causes the problem to happen?
Y = f (X1, X2, X3…. Xk)

Root Cause Identification
Root Cause Validation

Determining the Existence and Significance
• What does the existing
process knowledge say?
• What does the data say?
• How does the root cause
Root Cause Drill Down affect the problem?
(Final List of Root Causes)
Root Cause Verification True Root

(Verify the identified RC if true) Causes
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ANALYZE: BRAINSTORMING
This is a process by which multiple

people get together to discuss
problems and solutions.
It involves open thinking, evaluation

of multiple solutions etc.
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ANALYZE: BRAINSTORMING (AFFINITY
DIAGRAM)
Use Sticky notes (Affinity Diagram) to gather a lot of ideas regarding the
problem then place them on a whiteboard or wall. Next, group similar ideas
together and put a category under them.
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ANALYZE: FISHBONE DIAGRAM
• Tool used for structured brainstorming for potential causes of a problem. The lay-out shows a
cause and effect relationship. Identify specific causes within each major category that may be
affecting the problem.
• Also known as the ISHIKAWA DIAGRAM
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SAMPLES OF FISHBONE DIAGRAMS
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ANALYZE: FISHBONE (WITH DOT VOTING)
If the team found too many issues, you will need to prioritize, in order to focus your improvement
activities
1. Identify which causes are controllable/non-controllable by putting a C or X near the cause
2. Each team member will get 3 votes/dots where you can place them on the fishbone
3. Count the causes which has the highest number of votes then do 5 why analysis to drill down
X C
C
X
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ANALYZE: PARETO CHART
• It works on the Pareto principle or 80/20 rule :
80% of defects (or faults) come from 20% of
the causes (or fault types)
• It was created by an Italian economist who
found that the largest part of the Italian wealth
was held by a very small percentage of
people, to display this he has developed graph
called “Pareto Chart”
• A powerful graphical tool that separates the
vital few from trivial many
• Pareto charts are type of bar charts in which
the horizontal axis represents categories of
interest like defects etc., the Y axis is count
and Secondary Y is “%” Cumulative
contribution
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ANALYZE: PARETO CHART
Parts of the graph and how to read them
Cumulative Percentage or
Percent Cumulative Line
Counts of Individual
Categories (errors or factors)
Categories or Factors
Note: 80-20 Rule is more of a guide and not to be followed strictly. It is still your
business knowledge and priority that will dictate what top issues should we address.
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ANALYZE: PARETO CHART APPLICATION
Restaurant Complaints
A restaurant has a declining customer demand during 2015, the owner is considering
reduction of personnel. An analyst has gathered feedback about the customer’s complaints
during one year and us planning to use it to improve customer experience by first quarter of
2016.
Category of Issues Frequency
Please help us: Food Cold 5
▪ Identify the top priorities for improvement Rude Waiters 73
▪ Confirm if we are to prioritize the most
Parking Problems 112
frequent problems
Noisy 11
Cooking Problems 50
Dirty 3
Coffee Bad 2
Long Wait 1
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ANALYZE: PARETO DIAGRAM
How to Build a Pareto Table
1. Arrange data : Sort tabulated date in descending order (largest to smallest)
2. Perform a Sum of the total frequency (Total Complaints)
3. Build a Column for Percentage (Contribution) by dividing each frequency by the total
4. Build a column for Cumulative Percentage, this will be done on each category row, by adding the
previous row’s cumulative percentage. If this was done correctly, the last row should show a 100%.
Category of Issues Frequency Contribution % Cumulative % Notes:

Parking Problems 112 43.58% 43.58%
Rude Waiters 73 28.40% 71.98%
Cooking Problems 50 19.46% 91.44%
Noisy 11 4.28% 95.72%
Food Cold 5 1.95% 97.67%
Dirty 3 1.17% 98.83%
Coffee Bad 2 0.78% 99.61%
Long Wait 1 0.39% 100.00%
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ANALYZE: PARETO DIAGRAM
1
How to Build a Pareto Table Category of Issues Frequency
Contribution
%
Cumulative %
Parking Problems 112 43.58% 43.58%
Rude Waiters 73 28.40% 71.98%
1. Select 3 columns (category, Cooking Problems

Noisy
50
11
19.46%
4.28%
91.44%
95.72%
frequency and Cumulative Food Cold

Dirty
5
3
1.95%
1.17%
97.67%
98.83% 2
Percentage) Coffee Bad
Long Wait
2
1
0.78%
0.39%
99.61%
100.00%
2. Click F11, or insert chart >

select column chart
3. Right click on the cumulative
frequency bars
4. Select “Change Chart Type”
5. Set Cumulative % to “Line” 3
6. Tick
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PARETO DIAGRAM INTERPRETATION
Notes:
What should be our top priorities for improvement?

BELT
TRAINING
ANALYZE: 5 WHY’S
Originally developed by Sakichi Toyoda and was used

within Toyota Motor Corporation during the evolution of
their manufacturing methodologies
A question-asking method used to explore the

cause/effect relationships underlying a particular
problem. The primary goal of the technique is to
determine the root cause of a defect or problem
BELT
TRAINING
ANALYZE: 5 WHY’S
Notes:
BELT
TRAINING
Remember:
The objective is to identify TRUE root

cause and createOUR PROMISE
a solution to
address the root cause, not the
symptoms.
BELT
TRAINING
WORKSHOP
1. Brainstorm possible and potential causes for

your problem
2. Create a fishbone diagram and use dot voting
to narrow down on root causes
3. Use 5 Why analysis to drill-down on the
real/final root cause
BELT 87
TRAINING
D M A I
C
BELT
TRAINING
IMPROVE: FINDING THE RIGHT SOLUTION
“We cannot solve a problem by

using the same kind of thinking
we used when we created them.”
-Albert Einstein
BELT
TRAINING
IMPROVE ROADMAP
The IMPROVE PHASE aims to map the verified root causes with solutions that will take influence on the
movement of Y. Improve phase commences from identification until it was proven effective.
This is also the phase where you can inject creative thinking in formulating your solutions.
Remember:
Solutions should be
supplemented across
verified root causes; a
true root cause that is
Solution Solution Solution Solution out-of-control doesn’t
Identification Prioritization Implementation Verification necessarily mean that
it will be ruled out in the
list that will merit
changes.
BELT
TRAINING
IMPROVE: SCAMPER
S Substitute
• SCAMPER is actually an acronym that provides a framework of
challenging questions. It aids you to take a structured approach to
Notes:
developing ideas, and can be used to develop new solutions or
refine existing ones.
C Combine
• SCAMPER is particularly useful towards the end of “idea
generation” phase, when ideas might be moving slower and the
A Adapt
team needs to refresh their ideas.
M Modify
P Put to another use
E Eliminate
R Reverse No part of the training material shall be reproduced or used without the consent of Elevate Six Sigma YELLOW
BELT
TRAINING
IMPROVE: SOLUTION PRIORITIZATION
Impact-Effort Matrix EFFORT

Low High
• Method of rating potential solutions based on Effort vs Impact
• Effective in evaluating many potential solutions to a problem
based on the following questions:
Quick Major
High
• How much effort is needed to implement the solution?
• Wins Projects
IMPACT
How much benefit do you realistically think the solution will
bring?
• The solutions with least effort and most impact are the most
desirable solutions.
Low Not
Low
Hanging Worth
Fruits Doing
BELT
TRAINING
IMPACT-EFFORT MATRIX
IF TIME & SWEET
Impact Questions MONEY SPOT
• How much immediate benefit will the Customer see?
• How much will this improve your process meeting
Customer requirements?
• How much does this tackle root cause?
• How much will this improve the company or team image?
Effort Questions
• How many resources and skill sets required for
implementation?
• How much will this solution cost?
• How much system, procedure or culture change be
required?
• How much training will be required?
NOT WORTH WORTH
IT IT
BELT
TRAINING
IMPROVE: IMPACT-EFFORT MATRIX SAMPLE
BELT 96
TRAINING
IMPROVE ACTION PLAN
A document that lists what steps must be taken in order to achieve a specific goal or deliverables. Action
plan allows the team to keep track of the progress, potential issues and the resources needed to make the
solution up and running.
Action Description Owner Start Date End Date Resources Needed Risks
Create a macro-based excel tool to Ioana L. Oct 23, 2019 Nov 10, Reference files for Sudden changes in
automatically compute for material costing 2019 costing from accounting costing
Creation of payment transaction checklist (with Gail B. Nov 11, Nov 15, • Copies of acceptable Data Privacy
Valid ID pictures) 2019 2019 valid IDs Compliance
• Past transaction
errors related to ID
Incorporate new inquiry topics in the on- *TBD Dec 1, 2019 Dec 20, • Training Materials Access restrictions
boarding modules for agent 2019 from customer care after updating
• Access to Sharepoint
BELT
TRAINING
MEASURING SUCCESS
Graphical Tools to highlight the

improvement of the Y metric or Impact of Before - we are averaging at around 60%. After
your solutions After – we are now averaging at 86% Improvement
BELT
TRAINING
WORKSHOP
1. Brainstorm possible solutions based on the

root cause
2. Use Impact/Effort Matrix to prioritize solutions
3. Create an action plan
BELT 101
TRAINING
D M A I
C
BELT
TRAINING
CONTROL ROADMAP
The CONTROL PHASE ensures the continuity and sustenance of the gained improvement. In this phase,
the new solutions should now be cascaded to the whole organization or affected teams, and will be the new
Business As Usual task.
Solutions that are not yet

proven effective should not
be standardized yet. Projects
Standardization Final Project may be closed if the Y metric
Control Plan already improved, even
Plan Writing though there are still pending
solutions. Team should still
keep track of the pending
solutions.
BELT
TRAINING
CONTROL: OVERVIEW
If we don’t spend the time to ensure our project is sustainable, we will

revert back to the original state.
BELT
TRAINING
CONTROL: STANDARDIZATION PLAN
Standard Operating Procedures, Polices, Training Manuals, Work Instructions and all
other documents should be updated if there is any process change that we have
implemented via our solutions in improve phase to ensure the process will not go back
to the old ways
BELT
TRAINING
CONTROL: STANDARDIZATION PLAN
•A Control Plan is a written summary describing the systems that your team will use to control
product and process variation to an acceptable level
•It describes how all critical process outputs and inputs will be maintained in control to meet
the customer’s expectations
Establish
Is the No Take corrective
Standards and Assign POC to
metric action and re-
methods for Measure
meeting evaluate
measuring Performance
standard? controls
performance
Yes
Continue
monitoring
performance
The Control Plan will capture the critical to quality methods that will ensure
your process remains in the optimized state long after you leave the project
BELT
TRAINING
CONTROL PLAN
A control plan is a system or method to document the functional elements of quality control or
solutions that are to be implemented in order to assure standards are met for a particular
product, service or process.
Typically, the control plan may also include the frequency with which the process is reviewed,
verification of the measurement systems/tools, and corrective action to do when there are out
of control conditions.
KPI or Metric Control / Review Responsibility Target / Response Plan

Monitoring Frequency Requirements
Instrument
Output Metrics / Dashboards / Daily / Weekly / Individual / Customer What are we
KPI Software / Bi-Weekly / Group that will Specifications going to do IF
Reports Monthly monitor and or Internal current
implement Business performance is
response plans Requirements not meeting
target?
BELT
TRAINING
CONTROL: CONTROL PLAN
KPI or Metric Control / Review Responsibility Target / Requirements Response Plan
Monitoring Frequency
Instrument
Medium Rare Steak Thermometer Every 2 minutes Chef Internal Temperature of If after 30 mins, the steak
60-80 degrees celsius is still raw ---
Add 2 minutes cooking
time on each side
BELT
TRAINING
CONTROL PLAN: SAMPLE
KPI or Metric Control/ Review Responsibility Target Response Plan
Monitoring Frequency Requirements
Instrument
Average waiting Call Dashboard Hourly / Shift Workforce 2 minutes waiting If AWT rises to 3 minutes, Team
Time in Queue Management time Leader to support the queue.
Team
If AWT rises to 5 mins, Pull / add
other CS agents fom Email or Chat
Defect Rate of Daily Log Sheet Daily QA Team < 2 per 50 batches Stop machine if > 2 defect per 50
Stamping Process (Specific Name batch (Calibrate machine and Jigs)
or Position)
BELT 109
TRAINING
WITHOUT CONSISTENCY, YOU’LL NEVER
FINISH…
BELT
TRAINING
RECAP
Understand the problem and relate Practical Problem
it to business performance
RECOGNIZE REALIZE
Identify the problem’s input, output Statistical Problem
and key performance indicator
DEFINE Find out the data drivers that will

Statistical Solution
lead you to business solutions
Provide solution that will increase gain and

CONTRO VOC Practical Solution
MEASURE eliminate waste. Do not lose site of
L Innovative solutions
Ensure solutions and gains will be

sustained and will become the Control Plan
VOP VOE new Business as usual
IMPROVE ANALYZE Measure the benefits and celebrate the

Results
success and learnings of the team
BELT
TRAINING
BELT
TRAINING
BELT
TRAINING
THANK YOU
BELT
TRAINING

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No part of the training material shall be reproduced or used without the consent of Elevate Six Sigma YELLOW

• Solve your problem in systematic approach and with

ANALYTICAL APPROACH – LEAN SIX SIGMA

Lean Six Sigma is a data-driven process improvement

• Concept of six sigma was developed by Motorola, 1987

The Greek symbol “sigma” (σ) which means

Six Sigma is about identifying VARIATION

SIGMA DPMO COPQ CAPABILITY Error Free Rule

6 Sigma 3.4 <10% of Sales World Class 99.9997%

5 Sigma 230 10 - 15% of sales Excellent 99.977%

4 sigma 6200 15 - 20% of sales Industry average 99.4%

3 sigma 67,000 20 to 30% of sales Average 93%

2 sigma 310,000 30 to 40% of sales Non-competitive 69%

1 sigma 700,000 > 40% of sales 31%

Variation describes how consistent a process’ output is.

Target 10 days 1 day Target 10 days

• Reduce waste and concentrate on

The Fundamental Equation of Six Sigma

Y = f (x1, x2, x3, xn)

Dependent Output Is a Function/Process of the Independent Inputs

In order to improve the “output” (Y), we need to understand how the

The Goal is to identify non-essential and

Lean started in the Toyota shop floor when

Value Value Enabling Non Value Adding

An Activity that An activity done for An activity that does not

MAXIMIZE MINIMIZE ELIMINATE

TRANSPORTATION INVENTORY MOTION WAITING

OVERPRODUCTION OVERPROCESSING DEFECT SKILLS

Making too many Manual entry of Mistakes on paperwork, No multitasking due to

LEAN SIX SIGMA

SCOPE Improves sub-process of a Improves end to end Improved cross functional

COMPLEXITY Low-Med Complexity High Complexity Very High complexity

Probability of hard and soft High probability of hard

Can be taken by a high- Must be taken by a Team Must be handled by a BB or

Voice of the Client

Key Performance Indicators

VOC reflects the qualitative and / or quantitative

Why should we use VOC?

Before beginning and process improvement

What is Critical to Quality (CTQ) Measure?

Voice of the Customer Key Issue Critical Customer

Consistently HIGH VARIATION Consistently Consistently

Project Name Strategic Value Ease of Financial Resource Impact

Think of 1 process or problem that

The DMAIC process starts when you have

Define the Define the

Business Case Scope

Problem Statement Members

Goal Statement Timeline

The Business Case provides compelling reason why the

Internal & External Branding

Intangible Achieving Statutory &

Employee Satisfaction & Growth

During the (period of time), the (KPI / Metric)

Example: From January to July 2019, the

S Specific Why do we need a project objective?

R Relevant • Starts with an action verb

To increase/decrease the (Project Y or Metric)

Expected positive effect may also be stated.

Problem Statement Goal Statement

Lean Six Sigma

•Defines the specific

• The SIPOC Model is used to:

Business Case Members