Six Sigma

Green Belt

Process Analysis Methods

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 Six Sigma
Low Hanging Fruit Green Belt

Inefficiency Description/Example Action

Duplication When we make reservations with most hotel chains, we provide them Eliminate unnecessary
with our name, address, etc. When we arrive at the actual hotel, the duplication
probability that we will have to give that same information is usually very
high.

Misplaced At a famous car manufacturer, the glove box was installed at point “A” on Reorder process steps
Activity the line. At point “C,” down the line, the glove box was removed to install
some electrical wiring.

Storage Stored material, supplies, etc., takes up space and incurs cost. Minimize storage,
Examples range from manufacturing in-process inventory to the “vast” implement Just-in-Time
amount of pens, pencils, and stationery “stored” in office buildings. delivery

Transport Transportation does not add value to the material or product being Minimize wasted transports
transported (consider also the “transport” of customers through your
processes)

Motion Often people do things a certain way because of habit, not because it’ s Minimize wasted motion
the best way to perform a task.

Inactivity There’s an old saying, “A person watching a machine is not working.” Minimize or eliminate.
One of our quality friends was curious to know why an automated
production line was shut down when the workers went on break. 1

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 Six Sigma
The Five “S’s” Green Belt

Sort Go through the workplace and sort all materials, equipment, etc. that is not needed to perform the work.
Get rid of this stuff!

Shine Clean the workplace. Remove grease and dirt from equipment, scraps and offal lying around. Hang
necessary tools in appropriate places – make it easy to obtain tools for the job.

Set-in Place Establish responsibilities for maintaining the clean, clutter-free workplace (e.g. Joe and Jill clean up the
lathe area once a shift, Jack and Jean clean up the toolbin).

Standardize Develop a common method for performing the process.

Sustain Ensure that the common method is employed each time the process is performed and that
improvements made to the process are built into the common method.

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 Six Sigma
Was the Process Followed? Green Belt

Is there YES Was NO Could it have NO

a standard that, if been followed if Technique Issue
START the standard – Discover the
followed, would have Followed? “their life depended
prevented the on it” required “knack”
event? and train

NO YES YES

Either - Create the standard & train,

and/or simplify the task or process Was the
individual aware of NO
the consequences Inadvertent Error
of their action? – Point out “bad”
Why effects of the
WhyWasn’t
Wasn’taaProcess
Processinin action, if not
Place? Are There Other
Place? Are There Other already obvious
Cases Either - Modify the standard & train,
CasesLike
LikeThis?
This?
and/or simplify the task or process YES

Cultural [~95%] – Organizational “behaviors”

require change.
Individual [~5%] – Individual behavior requires
Why
WhyDoes
Doesthe
theWrong/Inappropriate
Wrong/Inappropriate adjustment
Process Exist? Are There Other
Process Exist? Are There Other
Cases
CasesLike
LikeThis?
This?

STANDARD means policies, procedures, training, The items shown in the gray boxes are “human factors”
checklists and other items that are supposed to issues. Appropriate countermeasures would be generated
prescribe the way specific tasks are to be done. directly from this analysis without the need for additional
root cause analysis work.

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 Six Sigma
Comparative Process Analysis Green Belt

1. Identify how the process operated when the problem

occurred,

2. Identify how the process operates when no problem

occurs, and

3. Seek out the differences between the two. Adopt the best
method of performing the process.

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 Six Sigma
Twenty Questions Green Belt

What? Where? When? Who? How?

Current What Where is it When is it Who does How is it

Method happens? done? done? it? done?

Reason Why do Why do it Why do it Why them? Why do it

it? there? then? this way?

Better Can we Can we do Can we do it Can some - Can we do it

Way do some- it some- some other body else some other
thing where time? do it? way?
else? else?

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 Six Sigma
Managing Reliability Green Belt

To ensure the reliability of a process, we

must manage the process’ failures.

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 Six Sigma
FMEA Purposes Green Belt

 Checking (and improving) the system's design as it exists

on paper.

 Identifying those critical components that required

extensive testing to determine their reliability.

 Planning the system's maintenance program to determine

preventive and corrective maintenance actions.

 Improving the reliability of existing systems by identifying,

ranking, and improving critical components of systems or
processes.

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 Six Sigma
FMEA Example Green Belt

Step Possible Failure/Error Effect of Error Frequency Action to Prevent Error

Description of Error
1. Gather Wrong Tools Unable to perform one or more tasks Low None
Tools below
2. Obtain Oil Wrong Oil Filter Unable to install Medium Check filter number against old
Filter Inadequate engine lubric ation filter
3. Obtain New Wrong quality, viscosity Inadequate engine lubric ation Medium Check oil container against
Oil specifications
Wrong quantity Added time for process (if insufficient Low None
oil quantity)
4. Drain Old Not all oil drained Sludge buildup in engine High Include engine heat-up step
Oil
Oil spilled on ground Environmental pollution High Provide wide collection pan
5. Remove Filter Seal sticks to oil filter flange Oil sprays from filter when engine Low None
Old Filter started
Oil spilled on ground Environmental pollution High Provide wide collection pan
6. Apply New Threads crossed Filter leaks Low None
Filter
Inadequate torque applied Filter leaks Medium Provide instructions: 1 1/2 turns,
check for leaks after oil change
Same as above
Too high torque applied Filter seal damaged, difficult to get Low
filter off
7. Replace Threads crossed Drain plug leaks Low None
Drain Plug
Inadequate torque applied Drain plug leaks Low None

Too high torque applied Drain plug threads stripped, leaks Low None

Wrong wrench used Plug head stripped, unable to remove Medium Design twist-off drain plug
8. Add New Insufficient oil added Inadequate engine lubric ation Low None
Oil
Too much oil added Engine damage Low None
9. Replace Forgot Oil leaks when engine running Medium Include final check step in
Filler Cap instructions
Forgot to tighten Minor oil leaks Low None

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 Six Sigma
4. List the Failure Mode(s) of the Item Green Belt

 Premature Operation
 Failure to Operate at a Prescribed Time/Condition
 Intermittent Operation
 Failure to Cease Operation at a Prescribed
Time/Condition
 Loss of Output or Failure during Operation
 Degraded Output or Operational Capability

Describes the How, Not the Why

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 Six Sigma
6. List the Possible Causes of the Mode Green Belt

Man Machine Materials

Failure
Mode

Method Environment

Defective Material Defective Processing Defective Assembly Fatigue

Assembly Flaws Welding Flaws Construction Flaws High Temperature

Low Temperature Humidity Vibration External Force

Contamination Chemical Spray Salt Spray Mechanical Stress

Temperature Change Pressure Change Radiation (UV, Gamma, etc.) Other Environmental Factor

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 Six Sigma
7. Determine Detection Abilities Green Belt

 During Operation

 During Construction/Manufacture

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 Six Sigma
8. Prioritize Failure Modes/Causes Green Belt

 Risk Priority Number (RPN)

FAILURE PROBABILITY SCORE
Failure is very unlikely to occur 1-2
Failure probability is low based on data from similar components 3-4
Possibility exists for failure to occur 5-6
Failure probability is high based on data from similar components 7-8
Failure is very likely to occur 9 - 10

FAILURE SEVERITY SCORE

Minor failure that may pass unnoticed by the user 1-2
Minor failure that deteriorates item's appearance 3-4
Medium failure that causes functional deterioration during operation/use 5-6
Major failure that disables operation/use 7-8
Critical safety failure resulting in injury or death, or damage to property 9 - 10

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 Six Sigma
8. Prioritize Failure Modes/Causes Green Belt

 Risk Priority Number (RPN)

PROBABILITY OF FAILURE DETECTION SCORE
Possible to detect almost every failure in-house prior to construction/assembly 1-2
(i.e. at receipt inspect ion)
Mostly detectable prior to completion of construction/ maintenance. Usually 3-4
detected during assembly/fit -up
Undetectable until turnover to operations. Most failures detected during startup 5-6
or post -maintenance testing
Undetectable until use by operations/end-user. Most failures detected during 7-8
operations/periodic testing
Undetectable until demanded by abnormal condition/ accident, not detectable 9 - 10
during operations/periodic testing.

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 Six Sigma
9. Recommend Corrective Actions Green Belt

 Mitigating Severity

 Reducing Frequency of Failure

 Improving Failure Detection

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 Six Sigma
Poka-Yoke* Approaches and Examples Green Belt

I. Prevent Errors II. Mitigate Errors

A. Eliminate the possibility of the error
 Lawn mower must have safety bar
engaged to start engine
 Gas cap tethered to car so it cannot
be left behind
B. Delegate decisions
 Cash register calculates change
 One-touch setting for popcorn on a
microwave
C. Facilitate tasks
 Program VCR using a program
code
 Wires that connect are color coded
A. Detect Errors
 Auto-shut off on coffeemakers
and irons
 Spell checking in word
processor
B. Mitigate Errors
 Radar for collision avoidance
 Automatic correction of
spelling errors in a word
processor

* Japanese Term for Error Proofing

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 Six Sigma
The Best Poka-Yoke Green Belt

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 Six Sigma
The Best Poka-Yoke Green Belt

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 Six Sigma
Example of Poka-Yoke type control Green Belt

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