CLSSBB - Phase 2 Course Material

TRAINING MANUAL
CERTIFIED LEAN SIX SIGMA BLACK

BELT
LEAD FACILITA CO-FACILITATO
TOR R
Prof . Dr. Gopal Sivakumar Dr. V. Ramakrishnan
VISION EXCELLENCE Consulting Private Limited,
Old 6/1, New 15, Manigandan 5th Street, Old Washermenpet, Chennai - 600021,
Phone: 8838165936, sivakumar@visionexcellence.in
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TRAINING OUTCOME
The Certified Six Sigma Black Belt (CSSBB) is a professional who

can explain Six Sigma philosophies and principles, including
supporting systems and tools. A Black Belt should demonstrate
team leadership, understand team dynamics, and assign team
member roles and responsibilities. Black Belts have a thorough
understanding of all aspects of the DMAIC model in accordance
with Six Sigma principles. They have basic knowledge of lean
enterprise concepts, are able to identify nonvalue-added
elements and activities, and are able to use specific tools.
At the end of the training, participants are expected to:

1.Gain comprehensive knowledge of the Six Sigma methodology
through a practical results-oriented approach and the key
tools and techniques used in DMAIC / DMADV projects
2.Gain enough knowledge to successfully attempt and pass the
requirements for CLSSBB certification exam
3.Lead complex cross functional projects and guide Green and
Yellow Belts on project implementation and improvement
TARGET AUDIENCE
QA Professionals & Team; Leaders, Process Improvement team
members, Operational managers & supervisors, Six Sigma team
members, Department heads
CLSSBB BELT BODY OF
BASICS KNOWLEDGE
& INTRODUCTION: Quality definition, Lean, Six Sigma, DMAIC,
DMADV, KPIs & Metrics, DMAIC-Key Tools, Data Types, Sampling
Techniques, Descriptive Statistics, Central Tendancy, Variation, Normal &
Std. Normal Distribution, Specification & Control Limits, "Revenue, market
share, margin, NPV, ROI, CBA, Hard and soft cost
DEFINE: VOC, VOB, COPQ, CTQ, CTB, Pareto & Project Prioritization
Matrix, Kano Model - Must be, Performance, Delight, Indifferent, Reverse,
Project Charter & SIPOC: Business case, Problem, Goal, Scope statement
etc, High Level Process Map, Q FD
MEASURE: Measurement Plan - Data type, Measurement Scale,

Operational definition. Sample size & sampling techniques, Validating
Measurement System - MSA Terms - Bias, Linearity, Stability, Kappa and
AAA Analysis, Baseline Performance: PPM, DPMO, Yield, FPY, RTY, Cp,Cpk
& Pp,Ppk
ANALYZE: Brainstorming, Why-Why analysis, C&E diagram, C&E matrix,

Hypothesis Testing - Null, Alternate, P value, Type-I & Type-II error,
Confidence level, Power of test, Z test, t-test, 1 proportion & 2 proportion
test, Chi-square, Correlation & Regression - Correlation coefficient, R
square, Prediction Analysis - Confidence & Prediction Interval
IMPROVE: Solution Generation & Evaluation Techniques Pugh matrix, 6 hat

thinking, Pilot & Implementation schedule, Pilot & Solution Implementation
FMEA-RPN, AP Method, Solution O ptimization - DO E - Full
factorial method
CONTROL: Control Plan, Poka Yoke, Solution replication and

Standardization, Project Closure
LEAN TOOLS: TPS, 7 classic wastes, pull systems, kanban, 5S, standard
work5S, Standard work, Process Metrics - work in progress(WIP), work in
queue (WIQ), touch time, takt time, cycle time, throughput, Process
Analysis -value stream maps, spaghetti diagrams, circle diagrams, gemba
walk, Cycle time reduction - Value Stream Mapping, Sphafetti diagram,
single-minute exchange of die (SMED), heijunka, OEE
PROJECT SELECTION
Trainings and Manuals

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PARETO
ANALYSIS
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Learning Objectives
Pareto Chart
Role of Pareto in a Six Sigma Project
Draw a Pareto Chart
Types of Pareto Charts
Stratification in Pareto Analysis
Pareto Analysis, Focusing on vital

problems
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What is a Pareto
Chart?
Vilfredo Pareto;
1986, 80:20 rule

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What is a Pareto
Chart?
A frequency
distribution of
data arranged in
descending
order

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Role of Pareto in a six-sigma

Project
Identifies Helps focus Prioritize
critical cause improvement quality
factors efforts problems
How is it helpful for a six-sigma team?

Pareto chart can help a six-sigma team identify
causes leading to the biggest chunk of a problem.

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How to draw a Pareto?
Example case : Garment Defects
To reduce customer complaints, a garment industry collected defect data for 30 days. They want
to reduce the defects. As a GB, Can you help them identify the frequently occurring defects?
Data
Defect Frequency
defective button 217
Loose thread 67
Misaligned fabric 18
Fabric stains 23
Stitching defects 112
Hemming defects 43
coloring errors 12
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How to draw a Pareto chart…

explained
Defect Count Cumulative Count Cumulative percentage
Defective button 217 217 44.1
Stitching defects 112 329 66.9
Loose thread 67 396 80.5
Hemming defects 43 439 89.2
Fabric stains 23 462 93.9
Misaligned fabric 18 480 97.6
Coloring errors 12 492 100.0

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250 100.0
90.0
200 80.0
70.0
150 60.0
50.0
100 40.0
30.0
50 20.0
10.0
0 0.0
Defective Stitching Loose thread Hemming Fabric stains Misaligned Coloring
button defects defects errors
fabric 2021
Limitation of a
Pareto
• Areas of greatest frequency may not
always yield expected gains
• Most frequent ones has lesser

impact on the expected gains

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Types of Pareto
Chart
Weighted Before-After Stratified
Pareto Pareto Pareto
Pareto charts used in a six-sigma project

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Weighted Pareto?
Example case : Defects in a Garment
A garment industry collected defect data and the cost associated per defect.
They want to reduce the defects. As a GB, can you help them focus on the
important factors?
Data
Defect Frequency Cost Frequency*Cost (Weighted count)
defective button 217 1.35 292.95
Loose thread 67 0.89 59.63
Misaligned fabric 18 5.12 92.16
Fabric stains 23 4.89 112.47
Stitching defects 112 1.89 211.68
HHeemmmmningg ddeeffeeccttss 4433 44.2233 181.89
coloring errors 12 2.67 32.04

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Weighted Pareto…
continued
WEIGHTED PARETO
NORMAL PARETO

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BEFORE / AFTER
PARETO
AFTER PARETO
BEFORE PARETO

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STARTIFIED
PARETO WEIGHTED PARETO
NORMAL PARETO
Before stratifying a factor, it is always better to confirm its importance with a weighted pareto
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PARETO STARTIFICATION –
LEVEL 1
STARTIFIED PARETO
DEFECTS PARETO

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PARETO STARTIFICATION –
LEVEL 2
LEVEL - 2
LEVEL - 1

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QUICK RECAP
Pareto charts highlights the most frequently occurring defects
Defects of greatest frequency may not yield the desired gains
Weighted Pareto analysis ensures that the improvement efforts are directed on the
important problems
Weighted pareto, before/after pareto and stratified pareto are widely used
Stratification helps to understand the problem at the root level

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PROJECT PRIORITIZATION MATRIX
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Learning
Objectives
Prioritization matrix
Consensus Criteria Method
Application with example

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Project
Prioritization
A process to determine which projects are most important,
so that the resources can be utilized on successfully
delivering those value-added projects.
Align the projects with organisation strategy
Quantify which projects add value to the Organisation
Focus your whole project delivery team on project which

generates customer satisfaction, business benefits etc

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Project
Prioritization
Matrix
The Project Priority Matrix is a structured approach for selection
of significant project for project's' stakeholders. ...
It also identifies their relative importance

by providing ranks
The ranking of projects is based on criteria

that are considered to be significant.

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Prioritization
Matrix
Project Criteria-1 Criteria-2 Criteria-3
Project-1
Project-2
Project 3
Project 4
A prioritization matrix - Visual diagram that compares problems using business specific criteria
Prioritization refers to ranking of projects, based on business priority criteria, to determine the order of
execution.

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Consensus Methods
Consensus methods determines the extent to
which experts agree about a project .
Deals with conflicting scientific evidence
To assess the extent of agreement (consensus

measurement) and to resolve disagreement
(consensus development)
Seeks to control the effects that can often bias
the process of expert discussion.

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Consensus Criteria
• Projects Method
under consideration are placed in rows
and the criteria are shown in columns
• The criteria are given weights by the team using

the consensus decision rule
• The weighted score is used to prioritize

the projects

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Prioritization Matrix: How to do it

Gather your project’s stakeholders.
Explain the concepts involved.
Discuss about what the goal of the project
Come to a consensus on which factors to constrain,

accept, and enhance.
Draw up the matrix. Base your roadmap development on

this
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2021
Activity: Project Prioritization Matrix
Facilitator: Dr.S.Ravikumar
Business Priorities ROI Duration Cost Resource Difficulty Complexity Maximum

Weighting (1-10): 8 5 6 6 4 4 330
Projects ROI Duration Cost Resource Difficulty Complexity Total

Weighted
Score
Project #9 10 10 6 3 6 10 248
Project #10 10 7 9 5 7 4 243
Project #5 6 1 9 10 7 6 219
Project #6 6 10 7 7 2 4 206
Project #8 5 3 6 10 1 9 191
Project #2 10 4 3 6 7 2 190
Project #4 5 1 9 2 8 9 179
Project #3 5 6 1 8 6 5 168
Project #1 1 2 7 10 5 4 156
Project #12 1 9 3 5 9 4 153
Project #7 6 1 3 5 5 4 137
v
Pce.rinoject #11
isionexcellen 3 7 2 2 3 7 1 2
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E 3xcellence | 2021
QUICK
RECAP
Prioritization matrix - visual diagram – figure out the most important project
Common method - Consensus Criteria Method.
The projects are placed in rows and the criteria are shown in columns
The Project with higher total weighted score will be selected

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Thank you!

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Define Phase
Project Charter & SIPOC
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Learning Objectives
At the end of the training, you will able to:
Understanding elements of waste and how they relate to our everyday

processes
Understanding variation in processes and how it impacts the

outcome
Development of skills to achieve sustainable quality improvement through process improvement
Development of skills to reduce variation in processes and achieve predicted

outcomes
Ability to use a structured approach to process

improvement
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Overview of Define Phase
Purpose of Define Phase is as

follows:
 Establish the purpose and importance of project
 Ensure management endorsement
 Identify key stakeholders and understand their concerns
 Define the measures to represent the concerns/ requirements in terms of

 Critical to Quality (CTQs);
 Project (Y); and
 Project Consequences (Zs)
 Map the macro-level process which contain the cause and effect

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Project Charter
A Project charter is an agreement between management and the
team about what is expected
 The charter:
– Clarifies what is expected of the team
– Keeps the team focused
– Keeps the team aligned with organizational priorities
– Transfers the project from the champions to the project team

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Elements of Project
Charter
 Project Description
 Scope
 Goal and Measures (indicators)
 Expected Business Results / Business Case
 Team Members
 Support Required
 Expected Customer Benefits
 Schedule

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Project selection : Benefits

perspectives
Express the financial benefits in terms Express non-financial improvements in
that make sense for your business: terms that make both sense for the
customer and your business:
• Return on Capital • Reduced cycle time
• Return on Equity • Improved on-time
• delivery
Return on Investment
• Increased flexibility
• Economic Value
Added • Faster response
• Cash Flow • Reduced effort
• Payback Period • Increased availability
• Net Present Value • Fewer defects

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Project Charter
Template
Project Description
Problem Statement
Business Case
Process Owner(s)
Start
Scope Stop
Excludes/Constraints
Metric Baseline Current Goal Entitlement

Project Goals
Project Role Champion MBB BB/GB Project Member Project Member
Name & Department
Project Phase Define Measure Analyze Improve Control
Planned
Actual
Validated By: Approved By:

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SIPOC
What is SIPOC?
 SIPOC is high level view of the “As Is” state of a process under investigation
 SIPOC is a data collection form that is used before we start to construct a flow
chart
Why is it used?
 It helps us to identify project scope and relevant stakeholders in consideration
 It can also help us identify any constraints that we may face in project execution

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Components of a SIPOC
Suppliers – who or what (internal or external) provides the raw materials, information, or
technology to the process
Inputs – what are the material or information specifications that are needed by the
process
Process – a highly level flow chart of the key 5 to 7 core activities that comprise the
process. This is a 30,000 foot view of the process. The detail steps will be developed in
the flow chart.
Outputs – what the process produces as products, services, or technology
Customers – who are the main users of the process’s output

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SIPOC
Template
Supplier Input Process Output Customer
Note: When developing a SIPOC always start by noting down the Process first and accordingly populate
the other items correspondingly
In Service Industry, when the processes are unknown, we can utilize COPIS which is the reverse variant of
SIPOC

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Bonus – Change Acceleration
Process
Strongly Strongly
Stakeholder Supportive Neutral Opposed
Supportive Opposed
Manager 1 R C
Manager 2 R C
Engineer 1 R C
Engineer 2 R C
Vendor 1 RC
Vendor 2 RC
Customer 1 R C
Customer 2 RC
Current Support Level =

Required Support C
Level =
R
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Bonus – Communication
Plan
What will be Who will Who will it be How will it be When will it be
communicated communicate communicated to communicated communicated
Project Status Report Project Leader (BB) Project Coach (MBB) Email Weekly
Project Metric
Project Leader (BB) Project Champion Email Monthly
Performance
Project Metric
Process Owner Project Team Email Daily
Daily Performance

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Bonus – RACI
Matrix
Process
Activity Steer Co Champion MBB BB GB SME
Owner
Champion Training I R A
SS Training I A R R
Metric Collection I C R R A C
Project Status
I A R R C
Reporting
R – Responsible
A –
Accountable C
– Consulted
I – Informed

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Tea Break
11:00 – 11:15 AM

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Define Phase
Kano Model

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Stakeholders
STAKEHOLDERS - Those who have got stakes in the business in some manner
 Can be broadly classified into External Customers & Interested Parties (like
Government, Society, Employees, Owner, Supplier, Scientific Community etc.)
 It is important to identify the stakeholders in the process in connection with the

project before we listen their voices.
 In broader sense, Customer is anybody who is impacted by the product and processes

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Identify Customer Requirements
 Who are the customers of the service?
 Who are the most important customers?
 Do all the customers have the same need?
 How can customers be segmented?
 How do we collect data on customers’ needs?
 How do we understand customer’s most important needs?
 What are the critical design requirements to meet the customers’

needs?
 What performance targets should design meet to satisfy customers?

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Kano
Model Satisfaction
•
•
Developed by Professor Noriaki Kano in 80’s
The purpose of the Kano model is to help
companies prioritize customer satisfaction
… One Dimensional
Delighter: If they exist, it’s better. But if they
…Delighter
don’t
High
Fulfillment
exist, it doesn’t matter
Low
Fulfillment
One Dimensional: If they are present, they satisfy
…M ust Be the client
Must Be: Without them, the customer will

certainly be dissatisfied
Indifferent Requirements: Features that don’t

affect the degree of user satisfaction
Dissatisfaction
Reverse Requirements: Their existence

is perceived negatively by customers

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Voice of Customer
Voice of the Customer (VOC) is used to describe customers’ needs and their
perceptions
of the product or service.
VOC data helps an organization to:

- decide what products and services to offer.
- identify critical features and specifications for those products and services.
- decide where to focus improvement efforts.
- get a baseline measure of customer satisfaction to measure improvement against.
- identify key drivers of customer satisfaction.

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Typical Reactive System

Elements
• Customer complaints (phone or written)
• Problem or service lines
• Technical support calls
• Customer service calls
• Claims, credits payments
• Sales reporting
• Product return information
• Warranty claims
• Web page activity

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VOC to
CTQ
CTQ Tree
VOC CTQ
CTQ
I Want CTQ
need CTQ
CTQ
CTQ

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Critical to Quality
Translate VoC Needs into Measurable Requirements (CTQs)
• For any Six Sigma Projects, it is necessary to identify the CTQ’s.
• The CTQ which is key to the project is often termed as Big-Y or Project CTQ or
Principal Response which are drilled down to Intermediate responses (called CTQ
Drill-down).
• Consequences (often termed as Business CTQ) or responses which can be

influenced by the project CTQ are being defined as Auxiliary responses.

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Levels of fixing VOC
Example: Toaster Manufacturing Corrosion Problem
Level 1 Level 2 Level

3
Fix the toasters Fix the process for Fix the system that
that have handling produced changes
corrosion corrodible in designs that
problems: material: have problems like
these.
a) units in the field a) in house
b) units still in b) at suppliers
house
How?? How?? How??
Replace Use “no Incorporate as a
damaged touch” part of all
parts handling design reviews
a check for
possible
corrosion
problems.

2021
Derive CTQ from

VOC
VOC 1st 2nd Level
CTQ
Level
CTQ
Skill level of Operators
Operational convenience
Difficulty level of set-
up
Ease of Maintenance Level of automation /Digital

Control Time between failure
Ease of Operation
Error-proof machineries
and
Skills level of mechanics/ operators
Maintenance
Ease during Modification
Level of flexibility
Minimum special
tools / equipment
required
Generic Specific
Hard to Easy to measure
measure
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Define Phase
Sample Project

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VOC to CTQ
Drilldown
Project Brief
As a part of its Strategic Business Plan and in compliance with the CSR requirements, a chemical fertilizer processing organization decided
to proactively pursue its CSR goals by
1. Reducing its water consumption; &
2. Increasing Sewage water treatment volume at its Sewage Treatment Plant (STP).
However, the sewage water intake was limited due to constant failure of pumps at the Municipal Drain Tank (wet well). Thus a six sigma
project
VOC towas initiated
CTQ to reduce the number of pump failures.
Drilldown
Interruption in Sewage Flow to STP

VOC
Uninterrupted flow of sewage at STP

CTS
Reduction in number of pump failures
CT
Reducing pump failures to less than 12 per year
Q
Project
2021
‘y’
Baseline
Data
Time Series Plot of No. of Failures P Chart of No. of Pump Failures
1
10 0.35 1 1
UCL=0.3132
0.30
8
0.25
6 0.20
Proportio
0.15
Failures
_
No. of
P=0.1312
n
4
0.10
2 0.05
0.00 LCL=0
0
Jun-14 Sep-14 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16
Aug-14 Nov-14 Feb-15 May-15 Aug-15 Nov-15 Feb-16 May-16 Aug- Months
16
Tests are performed with unequal sample sizes.
Month
Pumps failure proportions per day were noted to be 0.1312, which translates to approximately 4 pump failures per month.

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Project
Charter
Project Description Reduction in failures of sewage pumping stations pumps
Average 72 number of sewage pump failures per year have been leading to extensive repair work
Problem Statement
and starvation of STP for raw sewage
Business Case Interrupted sewage supply due to pump failures is leading to losses of INR 3.6 million for organization
on account of costly pump repair work and purchase of water from alternate sources.
Process Owner(s) DGM (STP/ETP)
Start Receipt of raw sewage
Scope Stop Supply of raw sewage to STP tank
Excludes Power unavailability, pipeline constraints
Metric Baseline Current Goal Entitlement
Avg. 4
Project Goals 2 pump
Pump failure rate pump 1 pump failure 0 pump failure
failures
(nos. per failures (March 15)
(Sep
month) (June 14 –
16)
Aug 16)
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SIPRO
C
Supplier Input Process Resource Output Customer
MCGM (Sewage Wet Well

Raw Sewage Screening Screened Sewage RCF
Ops. Dept.) Sewage Lines
RCF Screened Sewage Wet Well
Reliance Energy Electric Power Pumping Electricity Pumped Sewage RCF
Pumping Submersible Pump

Engineering Dept.
Operations
Discharge Valve
Sewage at Required
RCF Pumped Sewage Flow Regulation STP
High Pressure flow rate
Sewage Pipelines

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Stakeholder Analysis – Change

Acceleration
Strongly Strongly
Stakeholder Supportive Neutral Opposed
Supportive Opposed
Pump Opr. R C
Pmpng H. Sup. R C
Eng.Dept.Head R C
Eng.Dept. Tech. R C
BMC Staff RC
Reliance Power RC
STP Operators R C
STP Supervisors RC
DGM STP RC
Current Support Level =

Required Support C
Level =
R

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Define Phase
Quality Function Deployment

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Quality Function Deployment (QFD)

• Critical to ensure product design meets customer expectations
• Useful tool for translating customer specifications into

technical requirements is Quality Function Deployment (QFD)
• QFD encompasses
– Customer requirements
– Competitive evaluation
– Product characteristics
– Relationship matrix
– Trade-off matrix
– Setting Targets

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Components of
QFD Customer Requirements: Voice of Customer translated to
specific requirements
Relative Importance
Trade-off matrix
Competitive Assessment: How well do we compare with our
existing competition
3
Product Characteristics: Technical requirements elaborated by
Product
characteristics
engineers/designers
Relationship Matrix: Evaluation of co-relationship between

1 4 2 the customer requirements and Product Characteristics
Customer Relationship Competitive Trade-off Matrix: The Trade-off matrix facilitates necessary
Requirements matrix assessment
engineering trade-offs by evaluating each Product
Characteristic against the other
Target Value: The target value (metric) being set against each
Design Characteristics to ensure that our product/service is
better than our competition
6 Target values

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QFD
Example
Step 3: Identify all
Example: Development
of a new Backpack Product
Characteristics
Step 1: Identify all Step 2: Assess our

customer existing product
requirements along- capability standing
with perceived against the existing
relative importance competition on a
liker scale
Step 4: Evaluate the relationship

between the Customer Requirements
and Product Characteristics

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QFD
Example Step 5: Identify if
any relationship
exists between
Example: Development Product
of a new Backpack Characteristics
Step 6: Establish
quantifiable Target
Values to overcome
the competition

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Q&
A

2021
Thank you!
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MSA TERMS

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Learning
Objectives
MSA TERMS
Bias, Linearity & Stability

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MSA TERMINOLOGY – A
QUICK
TERM
BIAS OR ACCURACY
VIEW SHORT DEFINITION
Average measured value - True value
STABILITY Bias over a longer period
LINEARITY Bias over entire measurement range (same means linear)
RESOLUTION The lowest possible reading
REPEATABILITY the variation within same appraiser
REPRODUCIBILITY The variation between the appraiser

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Variation
Measurement
Process Variation
Variation
Accuracy Precision
Bias Linearity Stability Repeatability Reproducibility

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BIAS -
Bias
EXERCISE
Actual value -true value
A standard with a known value of 25.4 mm is checked 10 times by one mechanical inspector
using a dial caliper with a resolution of 0.025 mm. The readings obtained are:
25.425, 25.425, 25.400, 25.400, 25.375,
25.400, 25.425, 25.400, 25.425, 25.375
• Avergae = 254.051/10 = 25.4051 mm
• BIAS = Avg – true value = 25.4051 – 25.400 = 0.0051

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LINEARI
TY

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STABIL
ITY

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WHAT IS GOOD FOR YOUR
MEASUREMENT SYSTEM

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RESOLUTI
ON
First reading Immediate next Resolution

2.1 2.2 0.1
2.01 2.02 0.01
How many categories (of readings) are possible between 5 and

5.5, if resolution is 0.1?
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QUICK
RECAP
Main objective of measure phase is validating the measurement system and measuring
the baseline performance
Basic statistics helps in summarizing the data with central values, assess the degree of
variation and explore possible differences between groups
MSA Terms: Bias, Stability & Linearity, Resolution, Gage R&R

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Thank you!

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DATA TYPES

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Types of Data
Qualitative Binomial Nominal Ordinal
Quantitative Discrete Continuous

Countable Measurable

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Types of Data
Identify the data type
Pass or Fail Qualitative Binomial
Blue, Red, Orange Qualitative Nominal
Satisfaction level 1 − 5 Qualitative Ordinal
No. of assignments submitted Quantitative Discrete Countable

Height, Weight Continuous Measurable
Quantitative

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Types of Data
Nominal Ordinal Discrete Continuous
Blue, Red, Orange Good, Better, No. of objects Height, Weight

Best
Differentiate Order Countable Measurable

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Types of Data Measurement levels

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Types of Data
Categorical Numerical
Discrete/Qualitative Discrete Continuous
Dichotomous Dichotomous variables are nominal variables which have

only two categories or levels.

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Discrete/Qualitative
Car brands: Chevrolet, Honda, Audi, Nissan, Ford, Volvo
No. of children? (10, 20,

24)
S. A. T. (1500, 2000,
score? 2400)
Dichotomous
Yes/No type answers

Dichotomous variables are nominal variables which have Do you own a car?
only two categories or levels. Are you enrolled in the university?

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Continuous Discrete
150 𝑝𝑜𝑢𝑛𝑑
68.039 𝑘𝑔 Grades? A, B, C or 0 to 100
Weight?
Weighing Machine %
Height? No. of objects?

150 𝑝𝑜𝑢𝑛𝑑 + 0.01 𝑝𝑜𝑢𝑛𝑑
Distance? 68.043 𝑘𝑔 Bank notes?
Time?
Bank notes are discrete. You cannot pay Rs.1.5 note!
Area?

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Nominal
Milk (3) Dark (1) White (2)
Preference
Sex Male (0) Female (1)
Colour 1 2 3 4

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Colour Percentage
Nominal Blue 40 B B B B
Yellow 30 Y
Green 20 Y Y
Red 10
G G
We use percentage
Average color? ? ?
R
We cannot find mean or average

MEAN = Incorrect

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Nominal

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Satisfaction
Very happy 4 VH VH VH VH
Ordinal Happy 3 H H H
Unhappy 2 U U
Very unhappy 1 VU
We use rank
Satisfaction Very happy Happy Unhappy Very unhappy
1 2 3 4
Order
Intervals are not equal

2021
Satisfaction Percentage
level
Ordinal 4 7 (28 %) Average satisfaction level
3 6 (24 %)
2 4 (16 %) MEAN = 2.48
1 8 (32 %)
We use percentage We can sometimes find mean or average
Never calculate MEAN for an ordinal data!
Very happy Happy Very unhappy

Unhappy
4
1 2 3
Intervals are not equal

2021
Interval
Scale
Quantitative
Parametric

2021
Ratio It is a versatile data
Discrete Data Continuous Data

5 customers 4.5 km
18 points 25.3 degrees
12 shops 5.6 minutes

2021
Level or Scale of Measurement
Nominal Ordinal Interval Ratio
Frequencies and
Proportions Mean Mean
Frequencies and
Median Median
Proportions
Means Standard Standard
(occasionally) Deviation Deviation

2021
Questionairre
1. Age: Years
2. Gender: Male/Female
3. How much do you spend per week?
4. How many bars do you buy in a week?
5.Which type of chocolate do you like the best?

Dark ⊡ Milk ⊡ White ⊡
6. How satisfied are you with the choconutties?

Very satisfied Satisfied Not satisfied Very unsatisfied
7. How likely are you to buy a box of 10 packets of choconutties?
Very likely likely Not likely Very unlikely

2021
Customer Age Sex Expenditure Choco-bars Type Satisfied Bulk

1 23 Male 2640 5 Milk 4 4 Data Data type
2 26 Male 4670 5 White 1 1
3 40 Female 3540 4 Dark 4 2 Customer Nominal
4 22 Male 2860 3 Milk 3 2
5 48 Male 1670 4 White 1 1 Age Ratio / Interval
6 20 Male 2880 1 White 3 1
7 45 Male 3280 4 White 1 2 Sex Nominal
8 29 Male 1050 3 White 1 1
9 37 Female 3660 1 Dark 2 3
Expenditure Ratio/Interval
10 56 Female 2730 1 Dark 3 3
11 38 Female 2630 2 White 4 2
Choco bars Ratio/Interval
12
13
30
22
Female
Male
3610
1350
5
1
Dark
Milk
3
1
2
1
Type Nominal
14 36 Male 2850 2 White 1 1
Satisfaction Ordinal
15 36 Female 3310 1 Dark 1 2
16 60 Female 4500 3 Milk 2 3
Bulk purchase Ordinal
17 44 Male 1960 5 White 3 1
18 27 Female 2960 3 Dark 4 2
19 46 Male 1440 4 Milk 1 4 Nominal Data mn bar chart
20
21
59
25
Male
Female
3910
4780
3
4
White
White
1
2
2
4
Preferred type of chocolate: Pie chart or Colu
22 51 Female 4160 2 White 4 1 Summary
23 51 Male 1810 4 White 1 3
24 39 Female 2460 1 Dark 4 4 − −% of customers prefer dark chocolate
25 29 Male 1570 3 Milk 3 1
26 60 Male 2020 2 White 2 1 − −% of customers prefer milk chocolate
27 20 Female 1050 2 Dark 4 4
28 26 Male 2420 2 Dark 3 2 − −% of customers prefer white chocolate
29 31 Male 1540 4 White 2 3
30 19 Male 4620 4 Dark 2 2

2021
Ordinal Data
Satisfaction level :Ordinal
Satisfaction level: Likely bulk purchase: Ordinal
Summary
− −% of customers are very satisfied
− −% of customers are satisfied or very satisfied
Average customer′s satisfaction score is
Likely purchase in bulk :
Summary
− −% of customers are very likely to buy
− −% of customers are slikely or very likely to buy Is this correct or not?
Average customer′s likely bulk purchase score is

2021
Ordinal Data
Satisfaction Score
Satisfaction score
35
30
25
20
15
10
Very satisfied Satisfied 5
Unsatisfied Very unsatisfied 0

Very satisfied Satisfied Unsatisfied Very
unsatisfied

2021
2021
Interval/Ratio Data
Age Chart Age Chart

40
35
30
25
20
15
10
0-9 10-19 20-29 30-39 40-49
5
0
0-9 10-19 20-29 30-39
40-49
The mean age is _ Years The mean number of chocobars/week is 3.3
The mean expenditure/week is 3.3 All are meaningful summary statistics

2021
Age Chart
0-9 10-19 20-29 30-39 40-49

2021
The mean age is _ Years The mean number of choc bars/week is 3.3
The mean expenditure/week is 3.3 All are meaningful summary statistics
Age Chart
40
35
30
25
20
15
10
0
0-9 10-19 20-29 30-39 40-49

2021
Nominal Interval/Ratio
and Ordinal with a few categories and Ordinal with many categories
Weight
Test for Proportion Test for Mean 12.0
15.5
13.1

2021
𝐘𝐞𝐬
Ratio
𝐘𝐞𝐬 Zero Means Decision

none?
𝐘𝐞𝐬 Equally 𝐍𝐨 Interval

Spaced?
Ordered? 𝐍𝐨 Ordinal Decision
𝐍𝐨 Nominal Decision

2021
Named? 𝐘𝐞𝐬 Nominal
Ordered 𝐘𝐞𝐬 Ordinal
Equally spaced 𝐘𝐞𝐬 Interval
Abs.Zero accomodated 𝐘𝐞𝐬 Ratio

2021
Type of Differentiate Order Equal Abs zero Example Central

scale spacing tendency
Nominal Yes No No No colour Mode
Ordinal Yes Yes No No Level Median
Interval Yes Yes Yes No Temperature Mean
Ratio Yes Yes Yes Yes Weight Mean

2021
Colour Level Temperature Weight
Statistics Nominal Ordinal Interval Ration

Mode Yes Yes Yes Yes
Median No Yes Yes Yes
Mean No No Yes Yes
Frequency Yes Yes Yes Yes
Range No Yes Yes Yes
Add and Subtract No No Yes Yes
Multiply and
Divide
No No No Yes

2021
Thank You

2021
GAGE R&R & NDC

© VISION em a nd|
2021
Learning
Objectives
Repeatability & Reproducibility Error
Resolution & NDC
Gage R&R, Application

2021
OBSERVED VARIATION = PROCESS VARIATION + MEASUREMENT VARIATION
Six Sigma aims to reduce process variation
MSA helps in reducing the measurement error
MSA ensures six sigma team
focus accurately on the
process variation and ensure
improvement efforts are used
efficiently to reduce process
variation
YOU CAN SEE BETTER & UNDERSTAND THE

PROCESS CONDITIONS BETTER WITH MSA
2021
RESOLUTI
ON
First reading Immediate next Resolution

2.1 2.2 0.1
2.01 2.02 0.01

2021
DESIRED NDC FOR CONTINUOUS
VARIABLES
X Discrimination index (D.I)

X X also known as no. of distinct
X data categories (NDC)
X X X
X X compares Measurement
X X
X
X Variation & Process
X X Variation, to determine if the
Good if, NDC > 5 discriminate
X measurementdifferent
system parts.
can
5.1 5.2 5.3 5.4 5.5
NDC = 1.41 x [σparts / σgage]

5
2021
REPEATABIL
ITY

2021
REPRODUCIBI
LITY

2021
MEASUREMENT
METRICS
99.73 % of

2021
MSA – Acceptance Rule FOR GAGE R&R
Gage R&R measures Combined repeatability and reproducibility
that defines the capability of measurement system
• < 10% -
10 – 30% - Conditionally Acceptable (If CL are far inside
Good
• SL)
> 30% - Not
• Acceptable Targe
t
100
99. 100.
5 5
LC UCL
L
100.45 +/- 0.1 (Type-

1)
0.1 0.1
HEATED ARGUMENTS WITH VENDORS & SUPPLIERS CAN BE AVOIDED BY ENSURING GAGE R&R <
10%
2021
REPEATABILITY -
EXERCISE
The data in Table are from a
measurement study involving
two
parts,inspectors.
each partEach
was inspector
checked
checked
twice by the surface finish of five
each inspector.
records the
The
roughness in micro-inches. The
gauge surface
gage has a resolution of 0.1 m-
inches.

2021
The repeatability error from this study is calculated by 5.15 x 0.44 =
www.visionexcellence.in 2.266 © VISION Excellence |
2021
REPRODUCIBILITY
EXERCISE
• Using the data shown in the previous
example, each inspector’s average is
computed, and we find:
• Inspector #1 average = 118.79 m-inches
• Inspector #2 average =118:90 m-inches
• Range = R = 0.11m-inches
• R/d2* = 0.11/1.41 = 0.078
The reproducibility error from this study = 5.15 x 0 = 0

2021
Gives Checks the
broader Part-wise
picture of Reproducibility
variation of appraiser
Checks the Checks the

Repeatability overall
of appraiser Reproducibility
of appraiser
Checks ability whether any

of MS to specific part /
differentiate appraiser
Good & Bad affecting the
measurement
% Tolerance = SV/(USL-
LSL)
GUIDELINE
1. If the Repeat bar is taller, this indicates that there is an issue with Repeatability.
2. If the Reprod bar is taller, this indicates that there is an issue with Reproducibility
3. If they are a similar height, this indicates that there is an issue with both
Repeatability and Reproducibility.

2021
Checks the Repeatability of appraiser R Chart monitors within appraiser
variation
GUIDELINE
If any of the points on the graph go above the upper control limit (UCL), then that operator is
having problems consistently measuring parts. If the operators are measuring consistently, then
these ranges should be small relative to the data and the points should stay in control .

2021
Checks ability of MS to differentiate parts If X% of bad parts are included, X% are beyond CL
GUIDELINE
Because the parts chosen for a Gage R&R study should represent the entire range of possible parts,
this graph should ideally show lack-of-control . Lack-of-control exists when many points are above
the upper control limit and/or below the lower control limit.

2021
Response by Part
1.
1
1.
0
0.9
0.8
0.7
0.6
0.5
0.4
1 2 3 4 5 6 7 8 9 10
Part
Checks the Part-wise Reproducibility of appraiser Part-6 & 7 : Very Good Part-10 : Worst
Ideally,
· the multiple measurements for each individual part will vary as little as possible (the
dots for one part will be close together)
· the averages will vary enough that differences between parts are clear
2021
Response by Operator
1 .1
1 .0
0.9
0.8
0.7
0.6
0.5
0.4
Checks the overall Reproducibility of appraiser Operator-2 is not aligning with team
Operator wise measurements are represented by box plots; Ideally,

· the average of the readings must be at same level
· If parts are selected evenly about the target, Mean = Median
2021
whether any specific part / appraiser combination is affecting the measurement?
Ideally,
· the lines will follow the same pattern maintaining parallelity
· the lines should part averages will vary enough that differences between parts are clear

2021
QUICK RECAP
Main objective of measure phase is validating the measurement system and measuring
the baseline performance
Basic statistics helps in summarizing the data with central values, assess the degree of
variation and explore possible differences between groups
MSA Terms: Bias, Stability & Linearity, Resolution, Gage R&R
Gage R&R < 10% of the interest zone
Interest zone : Customer Tolerance, Process Tolerance, Study

Variation

2021
Thank you!

2021
Process Capability Indices

© VISION em a nd|
2021
Expected Learning
Outcomes
Process Capability Indices
Process Performance Indices
Case Study

2021
Process Capability Indices, Cp &
Cpk • Potential Process Capability Ratio
• Specification Width / Process Width
• (USL-LSL) / 6σ
Cp σwithin = Within standard deviation = Rbar /d2
• Process Capability Index

• Min {Cpupper, Cplower)
•
Cpk
Cpupper = (USL - Xbar) / 3σ
• Cplower = (Xbar - LSL) / 3σ

2021
PROCESS CAPABILITY
RATIO CWidth
Specification p = USL-LSL = = 20 minutes
Process Width = UCL-LCL = 12 minutes

LSL = 30 minutes
USL=50 minutes
UCL (X bar   )
LCL (X bar 
X bar =      
 )

LSL(30) 34 46
CTQ = Time = 40 min USL (50)
Cp = Sp. Width / Process width = 20/12 =
www.visionexcellence.in 1.67 © VISION Excellence |
2021
Limitation of USL
Cp Width = USL-LSL = = 20 minutes

Specification
Process Width = UCL-LCL = 12 minutes

LSL = 30 minutes
USL=50 minutes
Customer Target;   40
X bar ≠    
LCL (X bar 
 )

LSL(30) 34 46
CTQ = Time = 40 min USL (50)
Cp = Sp. Width / Process width = 20/12 = 1.67

2021
PROCESS CAPABILITY USL
INDEX
X bar - LSL C
pk
USL- X bar
3 3
LSL = 30 minutes
USL=50 minutes
LCL (X bar 
X bar =      
 )

46
LSL(30) 34 CTQ = USL (50)
Time = 40 min Cpk = Min{Cpupper, Cplower)

Cpupper = (USL – X bar) / 3 sigma = 10/6 = 1.67
2021
Cplower = (X bar – LSL) / 3 sigma = 10/6 = 1.67

LSL Cpk, in case of Process USL
Shift
X bar – LSL = 15 USL- X bar = 5
3 3
LSL = 30 minutes
USL=50 minutes
Customer Target =    
X bar ≠    
LCL (X bar 
 )

46
LSL(30) 34 CTQ = Time = 40 min USL (50)
Cpupper = (USL – X bar) / 3 sigma = 5/6 = 0.833
Cplower = (X bar – LSL) / 3 sigma = 15/6 = 2.5
Cpk = Min{Cpupper, Cplower) = 0.833
LSL Cpk, in case of Process USL
Shift
X bar - LSL USL- X bar
3 3
LSL = 30 minutes
USL=50 minutes
Customer Target =    
X bar ≠    
LCL (X bar 
 )

LSL(30) 34 CTQ = Time = 40 min 46

USL (50)

2021
DECISION RULE FOR CAPABILITY INDICES
• If Yes, Process Mean = Customer Target
Cp=Cpk • If No, Move process towards target
• If Yes, Process outputs are consistently same

• If No, Reduce Variation
Cp>1.67
• If Yes, Outputs get accepted in inspection
• If No, Outputs get rejected in inspection
Cpk>1.67

2021
For an electronic manufacturing process, the specification for current flow is 100 ±
10 milliamperes. The process mean and estimated standard deviation are 107.0 and
1.5 respectively. Compute Cp, Cpk
USL = 110; LSL = 90; X bar = 107;
σ = 1.5
Cp = (USL – LSL) / 6σ
Cp = 2.22
Cpk = Min(Cpu, Cpl); Cpu= (USL – Xbar) / (3σ); Cpl = (Xbar - LSL) / (3σ)
Cpu = (110 – 107) / (3*1.5) = 0.66;
Cpl = (107 - 90) / (3*1.5) = 3.77
Actual Requirem
CpkCondition
= 0.66 ent Inference Action to be taken
Process Centre is Move Process Centre towards

Cp ≠ Cpk Cp = Cpk shifted towards USL Customer Target
Process is under
Cp = 2.22 Cp > 1.67 statistical control No action required
Cpk = 0.66 Cpk > 1.67 Process Not Capable Both above (Move the mean)
2021
An extrusion die is used to produce aluminum rods. The diameter of the rods is a critical
quality characteristic. Specifications on the rods are 0.5035 ± 0.0010 inch. The process
average is 0.5031 and estimated standard deviation is 0.0003. Compute Cp, Cpk
USL = 0.5045; LSL = 0.5025; X bar = 0.5031; σ = 0.0003
Cp = Specification width / Process Width = (USL – LSL) / 6σ
Cp = (0.0020)/6*0.0003 = 1.11
Cpk = Min(Cpu, Cpl); = Min { (USL – Mean) / (3σ), (Mean - LSL) / (3σ)}
Cpu = (0.5045 – 0.5031) / (3*0.0003) = 1.55;
Cpl = (107 - 90) / (3*1.5) = 0.666
Cpk = Min(Cpu, Cpl) = 0.666
INFERENCE: Move mean closer to target; Reduce Variation

2021
For a process Cp = 0.94; Cpk = 0.33 and

if the process is not capable. What
action is needed to improve the
capability?
Move the process mean towards target and reduce

variation

2021
QUICK
Capability of a Process canRECAP
be measured in terms of Traditional Yield, FPY, RTY and
Process Capability Indices Cp, Cpk
FPY is the probability that a process can produce a good output without making any
defects and without doing any rework
DPMO stands for Defects per million opportunities. This metric can be used for
measuring the capability of a process, where output is measured in discrete units
Cp compares process width with specification width;

Cpk compares Process mean with customer target in addition to comparing process
spread with the specification spread.
For critical process; Cp=Cpk & Cpk >1.67

For non-critical process; Cp=Cpk & Cpk >1.33
2021
Process Performance Indices

© VISION em a nd|
2021
Process Performance Indices, Pp &
Ppk
• Potential Process Performance Ratio
Pp • Specification Width / Process Width
𝚺(𝐗 − ഥ𝒙)
• (USL-LSL) / 6σ𝟐 /(𝐧
σ − =𝟏)Overall standard deviation =
overall
• Process Performance Index

• Min {Ppupper, Pplower)
•
Ppk
Cpupper = (USL - Xbar) / 3σ
• Cplower = (Xbar - LSL) / 3σ

2021
Process Performance Indices, Pp & Ppk
• What is Pp, Ppk?

• When to use Pp, Ppk?
Part-1
•Understanding σwithin, σbetween, σcombined, σoverall

• Case Study with Calculations
Part-2

2021
Short
CAPABILITY
term
Long
term Variation & Position of Centre
Potential Measures Actual Measures

(Short Term) Cp, Cpk (Long Term) Pp, Ppk
σwithin σbetween σcombined σoverall

Within capability W/B capability Overall capability
Cp, Cpk Cp, Cpk Pp, Ppk
2021
Process Performance Indices, Pp & Ppk

• Specification Width / Process Width
• (USL-LSL) / 6σoverall
Pp • σoverall = 𝚺(𝐗 −𝒙 ഥ)𝟐 /(𝐧 −
𝟏)
• Min {Ppupper, Pplower)

• Ppupper = (USL - Xbar) / 3σoverall
• Pplower = (Xbar - LSL) / 3σoverall
Ppk

2021
When to use Pp & Ppk ?
If process is not in statistical control
Use Pp, Ppk
If process is in statistical control
Use Cp, Cpk
2021
Coating Roll Coating Roll Coating Roll Coating Roll Coating Roll
50.3175 1 49.8851 6 50.2943 11 48.6722 16 50.3306 21

50.1432 1 50.1697 6 49.7753 11 49.6390 16 49.4764 21
50.4081 1 49.8762 6 49.7322 11 49.1306 16 49.5988 21
49.5077 2 50.4223 7 48.6112 12 49.5332 17 49.9728 22
50.2715 2 50.7303 7 48.0480 12 49.5897 17 50.2333 22
49.4091 2 49.9994 7 48.5373 12 50.0007 17 50.7228 22
49.3587 3 49.7899 8 49.3312 13 49.4866 18 50.5934 23
49.1436 3 49.8906 8 48.9048 13 49.5549 18 49.9355 23
49.5229 3 49.5800 8 48.6753 13 50.4324 18 49.3386 23
49.5005 4 50.4464 9 49.4319 14 48.6924 19 49.5547 24
50.4829 4 51.6716 9 50.1224 14 49.8281 19 49.6442 24
49.7904 4 51.1060 9 49.2045 14 49.8926 19 49.7181 24
47.9110 5 51.4371 10 50.3789 15 50.8253 20 51.3211 25
47.9221 5 50.7355 10 49.7629 15 50.6484 20 51.9875 25
48.6716 5 50.7538 10 50.5952 15 50.8569 20 51.7502 25
2021
Description Formula Result
No. of subgroups No. of rolls 25
Subgroup size No. of data in each subgroup 3
Total no. of data No. of subgroup x subgroup size 75
Range within subgroup Maximum - Minimum R1, R2 ………. R25
Variation within Subgroup (σwithin) 𝑅ത / d2
σwithin = 0.4139
𝑅 = (R1+R2+… +R25)/25; d2= 1.693
Std. deviation of subgroup averages S = 0.7805 S = 0.7805
Variation between subgroup (σbetween) 2
ത
𝑅 σbetween = 0.6617
𝑠2 −
𝑑2
Combined Variation (σcombined) (σwithin)2⋅+(σbetween)2 = 0.7805 σcombined = 0.7805
Overall Variation (σoverall) σ 𝑥 − 𝑥ҧ 2
𝜎𝑜𝑣𝑒𝑟𝑎𝑙𝑙 = = 0.8384 𝜎𝑜𝑣𝑒𝑟𝑎𝑙𝑙 = 0.8384
𝑛−1
If, Process is statistically in control Use (𝜎𝑤𝑖𝑡ℎ𝑖𝑛); Cp, Cpk Within Capability Cp = 2.46; Cpk = 2.37
If, Process is statistically out of control Use (𝜎𝑐𝑜𝑚𝑏𝑖𝑛𝑒𝑑); Cp, Cpk B/W Capability Cp = 1.26 ; Cpk = 1.21
If, Process is statistically out of control Use (𝜎𝑜𝑣𝑒𝑟𝑎𝑙𝑙); Pp, Ppk Actual Capability Pp = 1.19; Ppk = 1.15

2021
DIAGNOSTIC REPORT
Xbar-R Chart
Confirm that the process is stable.
52
50
Mea
n
48
2
Rang
1
e
0
1 3 5 7 9 11 13 15 17 19 21 23 25
Process is statistically out of control

Use Pp, Ppk,
2021
ACTUAL & POTENTIAL

CAPABILITY

2021
LONG TERM CAPABILITY
Since
process is
statistically
out of
control
Use only
Pp,
Ppk,
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© VISION Excellence | 2021
Thank you!

2021

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TRAINING MANUAL

CERTIFIED LEAN SIX SIGMA BLACK

The Certified Six Sigma Black Belt (CSSBB) is a professional who

At the end of the training, participants are expected to:

MEASURE: Measurement Plan - Data type, Measurement Scale,

ANALYZE: Brainstorming, Why-Why analysis, C&E diagram, C&E matrix,

IMPROVE: Solution Generation & Evaluation Techniques Pugh matrix, 6 hat

CONTROL: Control Plan, Poka Yoke, Solution replication and

Trainings and Manuals

Role of Pareto in a Six Sigma Project

Draw a Pareto Chart

Types of Pareto Charts

Stratification in Pareto Analysis

Pareto Analysis, Focusing on vital

1986, 80:20 rule

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Role of Pareto in a six-sigma

How is it helpful for a six-sigma team?

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How to draw a Pareto chart…

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• Most frequent ones has lesser

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Pareto charts used in a six-sigma project

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Defects of greatest frequency may not yield the desired gains

Stratification helps to understand the problem at the root level

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Consensus Criteria Method

Application with example

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Align the projects with organisation strategy

Quantify which projects add value to the Organisation

Focus your whole project delivery team on project which

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It also identifies their relative importance

The ranking of projects is based on criteria

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To assess the extent of agreement (consensus

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• The criteria are given weights by the team using

• The weighted score is used to prioritize

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Prioritization Matrix: How to do it

Explain the concepts involved.

Discuss about what the goal of the project

Come to a consensus on which factors to constrain,

Draw up the matrix. Base your roadmap development on

Business Priorities ROI Duration Cost Resource Difficulty Complexity Maximum

Projects ROI Duration Cost Resource Difficulty Complexity Total

Common method - Consensus Criteria Method.

The Project with higher total weighted score will be selected

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Understanding elements of waste and how they relate to our everyday