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

www.visionexcellence.in
 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
 ￅￇￔￖￋ￈ￋￇￆ ￎￇￃ￐ ￕￋￚ ￕￋ￉ￏ ￃ ￄￎￃￅￍ
ￄￇￎￖ

ￏ ￕￏ ￇ  ￖￆ ￅ ࣀ ￅ￞ￛ￤￤ￗ￟ ࣀ ￉￥￬￪ ࢼ ￥ￜ ￋ￤ￚ￟ￗ ￅￛ￨￪￟

ￜ￟￙ￗ￪￟￥￤ ￒ ￨￥￝￨ￗ￣
ￖ￨ￗ￟￤￟￤￝￩ ￗ￤ￚ ￏ ￏ ￗ￤ￗ￝ￛￚ ￖ￨ￗ￟￤￟￤￝ ￕ Lea rning on dema nd
ￗ￤￫ￗ￢￩ ￛ￨￬￟￙ￛ￩

ￎￛￗ￨￤￟￤￝ ￑￘￠ￛ￙￪
￟￬ￛ￩
At the end of the training, you will able
to: HISTORY OF LEAN SIX SIGMA

QUALITY CONCEPTS, QUALITY FRAMEWORKS & PURPOSE

LEAN & SIX SIGMA – WHY &

DIFFERENCES

SIX SIGMA BELTS & ROLES

SIX SIGMA METHODOLOGY – KEY STEPS WITHIN DMAIC

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￃￒￇￚ ￉￢￥￘
ￗ￢ ࡏࡐ ࡎࡐࣀ

2
 ￇￚￒￇￅￖￇￆ ￅ￑ￗ ￔￕￇ ￑ￗ ￖￅ￑ￏ ￇ
At the end of the training, participants are expected to:
1. Gain comprehensive knowledge of the Sigma
Sixmethodology through a practical results-oriented approach
and the key tools and techniques applicable to back-office
operations of financial services
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

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

ࡒ ￋￏ ￒ￑ￔￖￃ￐ￖ ￕￍￋￎￎￕ

 Problem solving - Six Sigma way

 Decision Making – Data & Fact driven
 Tool Selection – Right choice
 Approach - Customer & Process Centric

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

4
 Prof. Dr. GOPAL SIVAKUMAR
B.E.(Distinction.), M.E., Ph.D., LSS Black Belt • Expertise in SPC, DoE,
Author/Trainer/Principal Consultant MSA, Hypothesis testing,
Regression, 5S
• 18+ years, 6600 hours of
training experience
• Authored 7 books in
Mechanical Engineering,
and Mathematics
• Demonstrated highly
successful DMAIC
projects for his clients

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ￤￙ￛ ࡏࡐ
ࡎࡐࣀ
￢
￢ￛ￤￙ￛ ࢼ ￟￤

ￋ￐ￖￔ￑ￆￗￅￖￋ￑￐
ￓ ￗ ￃￎￋￖￛ ࣀ ￎￇￃ￐ ࣀ ￃ￐ￆ ￕￋￚ ￕￋ￉ￏ ￃ

www.apexgloballearning.com © APEX Globa l |

2021
6
 ￊ ￑￙ ￋￖ ￃￎￎ ￕￖￃￔￖￇ
ￆࢹ
The Rise of Motorola Inc.
🠶In 1980s, Motorola, Inc. sought to Matsushita Electric
reduce internal failures
🠶Statistical, metric-based system
🠶1986 – Six Sigma as 4-phase
methodology - MAIC
🠶 Motorola saved $16 billion
🠶1988 – Malcolm Baldridge
National Quality Award

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

ￊￋￕￖ￑ￔￛ
1986
Motorola

1995
General Electric 90
Philips, IBM, Allied Signal
SONY

2000
Lean Six Sigma

Ford, Toyota, GM, Xerox, AMEX

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

8
 ￓ ￗ ￃￎￋￖￛ ￑￘ￇￔ￘
ￋￇ￙
MIRAG RANGE
E ROVER

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

ￓ ￗ ￃￎￋￖ
ￛ
END USER
INTERNAL EXTERNAL

QUALITY
MEETING CUSTOMERS’ REQUIREMENTS CONSISTENTLY

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

10
 ￓ ￗ ￃￎￋￖￛ ￆ ￇ￈ￋ￐ￋￖￋ￑￐
Deming: "Quality is defined from the customer’s point of view as anything that
enhances their satisfaction".

Juran: "Fitness for use. Those product features which meet the needs of
customers and thereby provide product satisfaction. Freedom from deficiencies".

Taguchi: “Quality is the loss a product causes to society after being shipped, other
than losses caused by its intrinsic functions."

Philip Crosby: Quality is the result of a carefully constructed cultural environment.

It has to be the fabric of the organization, not part of the fabric.”
11
￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

11

ￓ ￗ ￃￎￋￖￛ ￒￔￋ￐ￅￋￒￎ
ￇￕ
Customer Understand your internal and external
Focus customers and strive to exceed them

Process & Know your inputs & outputs

QUALITY
System Variation exists in all processes
PRINCIPLES Approach
Reducing variation is key to improvement

Factual Factual approach to decision making.

Approach Suppliers should deliver optimal results

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

12
 ￉￑ￃￎ ￒ￑ￕￖ ࡖ ￖￃ￉ￗￅￊￋￕ ￒￊￋￎ￑ￕ￑ￒ
ￊￛ
Lower Spec. Limit
Good

Upper Spec. Limit Defectives

Out of Spec. Center-line Out of Spec.

This perception prevents us from feeling the immediate

needs to improve the process.
Because it makes us feel good, most of the time.

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

13

ￓ ￗ ￃￎￋￖￛ ￈ￔￃￏ ￇ￙
￑ￔￍCUSTOMER PROCESS KPIs
KPIs Create & Retain Effective
Customers Utilization inventory,
CSAT, operational
revenue/ effic ienc y, lead
c ustomer, time.
c ustomer Innovation
retention
Profit
FINANCIAL KPIs Learning
& Growth
Revenue, QUALITY & employees’ skills,
expense, ROI, employee training,
net inc ome Cost COMPETITIVE employee
of goods sold Day retention, and their
Sales satisfac tion
Outstanding
(DSO)
14
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

14
 ￅ￫￩￪￥￣ￛ￨ ￍￒￋ￩  ￄￗ￤￡￟￤￝
Client Survey Score: Bank performance as measured by customer feedback.
Average Time To Close Issues: Length of time from when a problem is identified to
when it is solved.
First Contact Resolution (FCR): No .of persons one must contact to resolve an issue
New Account Setup Error Rate: The total number of new customer accounts created
containing an error divided by the total number of new customer accounts set up at
the same point in time
Accounts Opened with Insufficient Documentation:

• Market Share
• Share Price
• On-time delivery

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

15

ￒ￨￥ￚ￫￙￪￟￬￟￪￯ ￍ ￒￋ￩ ࡖ ￏ ￛ￪￨￟￙￩  ￄￗ￤￡￟￤

￝
Total Volume Of Accounts: The total number of accounts managed by your bank
AUM Per Employee: The total dollar value of assets being managed by the bank
divided by the number of employees.
Operating Profit Per Employee: The total dollar amount of operating profits
divided by
the total number of employees.
Sales Per Branch: The total dollar amount of sales generated through a single branch
divided by the total number of branch locations.
Number Of Workflow Processes Implemented: Counting the processes that the bank
has created or revised to improve workflows and better operations.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

16
 ￈￟￤ￗ￤￙ￛ ￍￒￋ￩  ￄￗ￤￡￟￤￝ ￋ￤￩￪￟￪￫￪￟￥￤
Revenue: All incoming cash flow.
Expenses: All costs incurred during bank operations.
Operating Profit: Money earned from core business operations, excluding deductions
of interest and taxes.
Operating Expenses As A Percentage Of Assets: Total operating expenses divided by
the total dollar amount of owned assets, shown as a percentage.
Return On Equity: Total income the bank generates divided by the total equity owned
by shareholders
Return On Assets (ROA): The total dollar amount of net income generated by the bank
divided by the total assets

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

17

ￍￒￋ￩ ￘￩ ￏ ￇￖￔ
ￋￅￕ •• Market Share
Share Price
• Employee Available
Time
•
•
Process capability
Work-in-progress (WIP)
• Cash CC • Inventory Turnover • Defects ratio
• EBIDTA • Faults detected prior • Process cycle Time
• Gross Profit Margin to failure • first-pass yield
• % decrease in • Maintenance • Units produced
production-to-market cost/unit • Operating Cost
time • Manufacturing cost
• M/c downtime
• Unused capacity per unit
• Percentage reduction
expenditures • Mean time between
• Reduction in
in manufacturing lead
failure (MTBF)
penalties • Overtime as a times
• Percentage increase in percentage of total
revenue hours
• Time from order to
shipment
Strategic Tactical Operational
CEO General Manager Head (operations)
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

18
 ￍￒￋ￩ ￟￤ ￊ ￛￗ￢￪
￞￙ￗ￨ￛ
1 Mean wait time in emergency department (ED)

2 Medication errors per 1,000 treatments

3 Patient/staff ratios & Physician productivity

4 Percentage of outpatient revenue

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

19

ￍￒￋ￩ ￟￤ ￏ ￗ￨
￡ￛ￪￟￤￝
1 Ad click-through ratio (CTR)

2 Average response rates of campaigns

3 Cost per converted lead & Cost per lead

4 Engagement Rate & Conversion Rate Ranking

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

20
 ￍￒￋ￩ ￟￤ ￅ￥￤￩￪￨
￫￙￪￟￥￤
1 Project completion ratio - Actual versus baseline

2 Percentage of equipment downtime

3 Client satisfaction - Client-specified criteria

4 % On-time delivery

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

21

ￍￒￋ￩ ￟￤ ￖ￨ￗ￤￩￦￥￨￪ ࡖ ￙ￗ
￨ￛ￞￥￫￩￟￤￝
1 % On-time shipment

2 Cost of goods sold/ Inventory value

3 Time elapsed from order release to ship confirm

4 Transit time

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

22
 ￍￒￋ￩ ￟￤ ￋￖ ￋ￤ￚ
￫￩￪￨￯
1 Network availability

2 Exchange server availability

3 Data center capacity consumed

4 Service desk time to escalate

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

23

ￆ ￔￋ￘ￋ￐￉ ￈ￃￅￖ￑ￔￕ ࣧ ￓ ￗ ￃￎￋￖￛ

Quality is driven and effected by three main resources:

Customer Lean Six Sigma

Employee Process

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

24
 ￙ￊ ￛ ￎￇￃ￐ ￕￋￚ ￕￋ￉
ￏￃࢹ
PRODUCE QUALITY PRODUCTS
Organization loose 20 to 45% of
their revenue as CoPQ
PRODUCE FASTER
30 to 50% of the CoPQ is
caused by slow speed & rework
PRODUCE QUALITY PRODUCTS
FASTER
20% of the process steps
produce defects & affect
process￢ￛ￤￙ￛ
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢ cycle
ࢼ ￟￤time by 80% ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ
ࡎࡐࣀ

25

￙ￊ ￛ ￎￇￃ￐ ￕￋￚ ￕￋ￉

ￏￃࢹ
Competition Drives the Price drop
Down Price
Lower Product Costs Price

Profit
B
Lean Six Sigma
COPQ
C

Shorter Lean Six sigma

Improved product A
Delivery quality Base
Times Cost

A : Cut Base Cost; B : Reduce Profit; C: Reduce COPQ

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

26
 ￎￇￃ￐ ࡖ ￕￋￚ ￕￋ￉ￏ ￃ  ￆ ￋ￈￈ￇ
ￔￇ￐ￅￇￕ
DESCRIPTION LEAN SIX SIGMA

Focus? Eliminate waste Eliminate Defects

How? By reducing NVA activities By reducing part-to-part variation

Reduces Lead Time Rejections & Reworks

Improves On-time deliveries Quality

Makes you Effective Efficient

Measured as Process Cycle Efficiency Sigma Level

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

27

ￕￋￚ ￕￋ￉ￏ ￃ ￄￇￎￖￕ ࡖ ￔ

￑ￎￇￕ
Belt
Levels
Green Belts
3 GBs can be effective team members
Leads Green Belt Projects

Yellow Belts
Can assist Green belts

White Belts Basic Understanding to

appreciate Six Sigma Efforts

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

28
 ￕￋￚ ￕￋ￉ￏ ￃ ￄￇￎￖￕ ࡖ ￔ
￑ￎￇￕ Creates deployment plan Identifies
Belt
Levels
Sponsors
Champions & 3 individual projects, Allocates resources
and remove roadblocks.

Master Black Belts

(Internal Consultant) Trains and coach BBs & GBs

Develops metrics & Strategic directions

Black Belts BBs mentor GBs & Lead cross-functional

projects, completes 6-8 projects / year

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

29

￙ￊ ￋￅￊ ￋￕ ￏ ￑ￕￖ ￋￏ ￒ ￑ￔￖￃ

￐ￖ ࢹ
ￔￛ￩￫￢￪￩ ￥￨ ￒ￨￥￙ￛ￩￩
Will you
change the
fruits or the
roots? New Product
Product Quality Improvement - DMAIC Development -
DMADV

PROCESS {Y = F (X)}
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

30
 ￒￔ￑ￄￎￇￏ ￕ￑ￎ￘ￋ￐￉ ￕￖￔￃￖￇ￉ￛ
Y is the Result / Problem / Dependent Variable
X are the Inputs / Parameters / Independent Variable
Y = Coffee
X : {Milk, Coffee Powder, Sugar, Temperature, Vessel, Stove…..}

X : {x1, x2, x3, x4, x5, x6…..}

Y = Strong Coffee
X : {Milk, Coffee Powder (x2), Sugar, Temperature, Vessel, Stove…..}
Y = Sweet Coffee
X : {Milk (x1), Coffee Powder (x2), Sugar (x3), Temperature, Vessel, Stove…..}

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

31

PATH TO SIX SIGMA

DMADV 6 Sigma
Increase in sigma level requires

Design for Six Sigma

exponential defect reduction

3.4
Extensive use of DPMO
Statistic s
DMAIC Sigm
4.5-6
Management, aDPMO
Tec hnology & 6210 -
Statistic s 233
3
Sigma
DPMO
66807

W
O
R
K
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ I ￤￙ￛ ࡏࡐࡎࡐࣀ

32 N
G

&

S
T
A
T
I
S
T
I
 WHAT IS SIX SIGMA?

DMAIC / DMADV YB / GB / BB / MBB

Methodology Management

SIX
SIGMA
3.4 DPMO Applied across all sectors
Metric osophy
Phil

￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

33

ￕￋￚ ￕￋ￉ￏ ￃ ￏ ￇￖￊ ￑ￆ ￑ￎ￑￉ￛ ࣧ

ￆ ￏ ￃￋￅ
ure Improve Control
Define Meas
Make the roblem
p
Analyze
MEASURABLE (Y) Have you validated? Have you controlled?
ROOT CAUSE (X) ROOT CAUSE (X)

HOW BIG IS THE PROBLEM? Have you FIXED?

BASELINE (Y) ROOT CAUSE (X)

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

34
 ￍￇￛ ￕￖￇￒￕ ￙ￋￖￊ ￋ￐ ￆ ￏ
ￃￋￅ
DEFINE Step 1: Generate Project Ideas

Step 2: Select Project

Step 3: Finalize Project Charter & High-Level Process Map

MEASURE Step 4: Finalize CTQ Performance Characteristics

Step 5: Validate Measurement System for Y

Step 6: Measure Baseline Performance and Target Gap

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

35

ￍￇￛ ￕￖￇￒￕ ￙ￋￖￊ ￋ￐ ￆ ￏ

ￃￋￅ ANALYZE Step 7: Identify Potential Factors

Step 8: Validate Critical Factors

Step 9: Verify Sufficiency of Critical Factors

IMPROVE Step 10: Generate & Evaluate Solutions

Step 11: Select & Optimize Best Solution

Step 12: Pilot, Implement & Validate Solution

CONTROL Step 13: Implement Control System for Critical 'X'

Step 14: Document Solution & Benefits

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ Step 15: Handover to Project Owner, Project Closure ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

36
 ￎￇￃ￐ ￖￊ ￐ￍￋ￐￉ ￒￊ ￋￎ￑ￕ
￑ￒￊ ￛ

Make the right choice

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

37

ￎￇￃ￐ ￖ￑￑
ￎￕ
3M MUDA(waste), MURA (unevenness), MURI (overburden)

TPM Total Productive Maintenance

VSM Value Stream Mapping

Single Minute Exchange of Dies SMED, KANBAN Trigger based Pull System

Sort, Set-in order, Shine, 5S, KAIZEN Continuous Improvement

Standardize, Sustain

7 WASTE TIMWOOD

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

38
 ￕￇￕￕￋ￑￐ ￔￇￅ
ￃￒ1. Quality is meeting Customer Requirements consistently
2. Traditional “Goal Post philosophy” of producing products within the specification
prevents us from feeling the immediate needs to improve the process
3. KPIs helps us to monitor and improve the performance and quality goal
4. Quality = F (Customer, Process, Employee requirements)
5. Six Sigma helps in reducing defects; Lean helps in reducing cycle time
6. Lean Six Sigma will improve Quality, reduce Cost and Lead time to Delivery
7. WB – Basic understanding; YB – assist GBs, GB – Lead small & mid-sized projects
8. BB – Lead complex and CF projects; MBB – Develops KPIs, Mentors BBs & GBs
9. Champion – Allocates resources, removes roadblocks; Sponsor – Approves
project
10. DMAIC – Problem solving strategy for improving Quality, 5 phases, 15
steps

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

39

ￕￇￅￖￋ￑￐ ࡐ  ￆ ￏ ￃￋￅ ￑￘ￇￔ ￘ￋￇ￙

ￍￛ￯ ￕ￪ￛ￦￩ ࣀ ￖ￥￥￢￩ ࡖ ￖￛ￙￞￤￟￧￫ￛ￩ ࣀ ￆￗ￪ￗ ￪￯￦ￛ￩ ࣀ
ￆ ￛ￩￙￨￟￦￪￟￬ￛ ￕ￪ￗ￪￟￩￪￟￙￩

www.apexgloballearning.com © APEX Globa l |

2021
40
 ￎￛￗ￨￤￟￤￝ ￑￘￠ￛ￙￪
￟￬ￛ￩
At the end of the training, you will able
to: OVERVIEW OF EACH PHASE OF DMAIC

KEY STEPS, TOOLS, TECHNIQUES & DELIVERABLES

DATA TYPES & SAM PLING

APPROACHES

DESCRIPTIVE
STATISTICS

WRAP UP & QUICK ASSESEMENT

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￃￒￇￚ ￉￢￥￘
ￗ￢ ࡏࡐ ࡎࡐࣀ

41

ￆ ￇ￈ￋ￐ￇ ￒￊ ￃￕￇ ࢴ ￖ￑ￎￎ￉ￃￖￇ ￔￇ￘ￋￇ￙

Is this project important to business?

Does a business case exist?

Have you identified the CTQs?

Are Project Plans & Key milestones defined?

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

42
 ￆ ￇ￈ￋ￐ￇ ￒￊ ￃￕￇ ￕￖￇ
ￒￕ

STEP 1 Project identification

STEP 2 Select the Project

STEP 3 Finalize Project Charter & High-Level Process Map

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

43

ￆ ￇ￈ￋ￐ￇ ￒￊ ￃￕￇ ￖ￑
￑ￎￕ
Tools Description
Charter Documents achievable project goals and available resources
Kano Model Helps the team to understand customers’ requirements
Helps the team to understand the key steps in the process and defines the
SIPOC boundaries and scope for each step
Pareto Chart Helps focus efforts on problems that are causing most trouble.
CTQ Tree Describe customers’ needs into measurable characteristics.
Allows the team to structure the relationship among the Y’s (CTQs) and the
Y = f(x) x’s (causal factors)
VOC, VOB Voice of Customer, Voice of Business
Tollgate Review Keeps the project on track and promote successful results.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

44
 ￆ ￇ￈ￋ￐ￇ ￒￊ ￃￕￇ ࣧ ￆ ￇￎￋ￘ￇￔ
ￃￄￎￇ

APPROVED HIGH LEVEL

PROJECT PROCESS MAP
CHARTER

￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

45

ￏ ￇￃￕￗ ￔￇ ￒￊ ￃￕￇ ࢴ ￖ￑ￎￎ￉ￃￖￇ ￔￇ￘ￋￇ￙

Have you identified the inputs (X) and the Output (Y)

Is your measurement system Capable & Adequate?

Do you have an appropriate data collection plan?

Is the data collected is appropriate for analysis?

How far is your project goal from current

performance?
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

46
 ￏￇￃￕￗￔￇ ￒￊￃￕￇ ￕￖￇￒ
ￕ

STEP 4 Finalize CTQ Performance Characteristics

STEP 5 Validate Measurement System

STEP 6 Measure Baseline Performance

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

47

ￏￇￃￕￗￔￇ ￒￊￃￕￇ ￖ￑￑ￎ

ￕ
Tools Description
GAGE R&R (Repeatability & Reproducibility) to validate the Measurement system
It provide a visual interpretation of numerical that lie within a range of
Histogram values.
Control Charts It helps to identify when special events interrupt normal operations
Pareto Chart Helps focus the efforts on problems that are causing most trouble.
Data Collection Plan Helps in systematically collecting baseline data.
Check Sheets It helps the project data look for patterns over time in process variation
Tollgate Review Keeps the project on track and promote successful results.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

48
 ￏￇￃￕￗￔￇ ￒￊￃￕￇ ￆￇￎￋ￘ￇￔￃￄￎￇ
ￕ
Source StdDev (SD) (6 × SD) (%SV)
Gage R&R Study - XBar/R Method
Total Gage R&R 0.016137 0.09682 4.27
Repeatability 0.016137 0.09682 4.27
MSA REPORT Reproducibility 0.000000 0.00000 0.00
Part-To-Part 0.377471 2.26483 99.91
BASELINE
Total Variation 0.377816 2.26690 100.00 PERFORMANCE
Number of Distinct Categories = 32

￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

49

ￃ￐ￃￎￛￜￇ ￒￊ ￃￕￇ ࢴ ￖ￑ￎￎ￉ￃￖￇ ￔￇ

￘ￋￇ￙
Have you identified the sources of waste, risk & variation?

Have you identified the potential Xs & the Critical ones?

Have you statistically validated the root cause?

Has the validated factors sufficient to produce the result?

Have you identified any new risks?

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

50
 ￃ￐ￃￎￛￜￇ ￕￖￇￒ
ￕ

STEP 7 List all probable X’s

STEP 8 Identify critical X’s

STEP 9 Verify sufficiency of critical X’s for the project

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

51

ￃ￐ￃￎￛￜￇ ￒￊ ￃￕￇ ￖ￑￑

ￎￕ
STEP TOOLS & TECHNIQUES

Brainstorming

7. List all
probable Fishbone Diagram
X
Why-Why Analysis

Value Stream Mapping, VA/NVA analysis

Other Tools &

Techniques FMEA

Focused Problem Statement

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

52
 ￃ￐ￃￎￛￜￇ ￒￊ ￃￕￇ ￖ￑￑
ￎￕ

STEP TOOLS & TECHNIQUES

Impact, Control Matrix

8. Identify & Validate Critical ‘X’
Hypothesis Testing – t test, ANOVA, 2 proportion & Chi-square

9. Verifying Sufficiency of Critical ‘X’ Correlation & Regression Analysis

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

53

ￃ￐ￃￎￛￜￇ ￒￊ ￃￕￇ ￆ ￇￎￋ￘ￇￔￃￄￎ

ￇￕ

Potential Cause Factors Validated Root Cause (s)

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

54
 ￋￏ ￒￔ￑￘ￇ ￒￊ ￃￕￇ ￕￖￇ
ￒￕ

STEP 10 Generate and evaluate alternative solutions

STEP 11 Selec t and optimize best solution

STEP 12 Pilot, implement and validate the

solution

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

55

ￋￏ ￒￔ￑￘ￇ ￒￊ ￃￕￇ ￖ￑
￑ￎￕ
Tools Description
Measuring products, services, and processes against those of organizations
Benchmarking known to be leaders
Creative Thinking Critical questions that test the existence of solution
Multi-voting Tool to short-list a list of solutions to a few
Nominal Group
Technique Tool to gain group consensus, when the issue at hand is controversial

Design of
Experiments A tool to detect and measure main and Interaction effects of factors

Simulation Tool to study the effects in simulated condition

Pugh Matrix Tool to shortlist and select a viable solution from many

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

56
 ￋￏ ￒￔ￑￘ￇ ￒￊ ￃￕￇ ￆ ￇￎￋ￘ￇￔￃ
ￄￎￇￕ

SELECTED COST-BENEFIT
SOLUTION ANALYSIS

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

57

ￅ￑￐ￖￔ￑ￎ ￒￊ ￃￕￇ ￕￖￇ

ￒￕ

STEP 13 Implement Control System for critical X’s

STEP 14 Document Solution and Benefits

STEP 15 Transfer to process owner, project closure

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

58
 ￅ￑￐ￖￔ￑ￎ ￒￊ ￃￕￇ ￖ￑
￑ￎￕ
Tools Description

Control Plan Explains the audit frequency, sample size and sampling plan

Control Chart Tool to check whether a process is in statistical control or not?

Poka-Yoke Mistake Proofing Systems

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

59

ￅ￑￐ￖￔ￑ￎ ￒￊ ￃￕￇ ￆ ￇￎￋ￘ￇￔￃ

ￄￎￇￕ
🠶 Control Plan
🠶 Process documentation
CONTROL PLAN
🠶 Data Collection Plan
🠶 Mistake Proofing System
🠶 Response / Reaction Plan
🠶 Audit / Inspection Plan
🠶 Risk Mitigation System
🠶 Statistical Process Control

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

60
 ￆ ￃￖￃ ￖￛￒￇￕ

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

61

ￆ ￃￖￃ ￖￛￒￇ ࢴ ￇￚￇￔￅￋ

ￕￇ
Continuous Discrete
Width of sheet
No. of liners thinned
No. of Tubes rejected
Compressive strength
Saturated Fat Content
Sheet thickness

Out of 100 sheets, the numbers

that meet the thickness 4  0.9

Calories consumed

No. of bugs in a program

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

62
 ￄￃￕￋￅ ￕￖￃￖￋￕￖￋￅￕ
STATISTICS: The science of collecting, organizing, presenting, analyzing, and
interpreting data to assist in making more effective decisions.

• Use 1: To summarize data with central values

• Use 2: To assess the degree of variation
• Use 3: To explore possible differences between groups

EXAMPLE: The typical automobile in the United States travels 11,099 miles per year,
the
typical bus 9,353 miles per year, and the typical truck 13,942 miles per year.

In Canada, the corresponding information is 10,371 miles for automobiles, 19,823 miles
for buses, and 7,001 miles for trucks.
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

63

ￆ ￇￕￅￔￋￒￖￋ￘ￇ ￕￖￃￖￋￕￖￋￅￕ

6,2,3,10,5,4,4,3,3,1,2,3
Mean =
Standard deviation: 2.368
3.833
1,2,2,3,3,3,3,4,4,5,6,10
Standard Error of Mean = SD/√N = 2.368/√12 = Boxplot of data
0.6835 Quartiles: Q1,Q2,Q3 10

Q1 = (N+1)/4th term
= 13/4th term = 3.25th term
8

= 3rd term + 25% of gap = 2.250 6

Q3 = 3(N+1)/4th term
dat
a

= 39/4th term = 9.75th term

4

= 9th term + 75% of gap = 4.750 2

Interquartile
0

IQR
Range = Q3-Q1 = 4.750 – 2.250 =
2.500
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

64
 ￆ ￇￕￅￔￋￒￖￋ￘ￇ ￕￖￃￖￋￕￖ
ￋￅￕ
• DESCRIPTIVE STATISTICS are the methods of organizing, summarizing, and
presenting data in an informative way.

• If you use data to summarize past population, your approach is called

Descriptive Statistics

• Example:
The average person spent $103.00 on traditional Valentine’s Day
merchandise in 2010. This is an increase of $0.50 from 2009. As in previous
years, men will spend nearly twice the amount women spend on the
holiday. The average man spent $135.35 to impress the people in his life
while women only spent $72.28.

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

65

ￋ￐￈ￇￔￇ￐ￖￋￃￎ ￕￖￃￖￋￕ
ￖￋￅￕ
• INFERENTIAL STATISTICS are the methods used to estimate a property of a
population based on a sample.

• If you use sample data to estimate future populations, your approach is called
Inferential Statistics

• Using a sample to learn something about a population is done extensively in

business, agriculture, politics, and government

• EXAMPLE: A random sample of 1,260 marketing graduates from four-year

schools showed their mean starting salary was $42,694. We therefore estimate
the mean starting salary for all marketing graduates of four-year institutions to
be $42,694.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

66
 ￕￃￏ ￒￎￋ￐￉ ￃￒￒￔ￑ￃ
ￅￊ
PROABAILITY SAMPLING NON-PROBABILITY
(chance based) (choice based)
• RANDOM • NON-RANDOM
– Simple random – Convenience (Quantitative)
– Purposive (Qualitative)
– Systematic
– Quota
– Stratified
– Snowball
– Cluster

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

67

ￔￃ￐ￆ ￑ￏ ￕￃￏ ￒￎￋ

￐￉
• WHAT
– Random sampling is a part of the sampling technique in which each sample has an
equal probability of being chosen. A sample chosen randomly is meant to be an
unbiased representation of the total population.
• WHY
– Random sampling ensures that results obtained from your sample should approximate
what would have been obtained if the entire population had been measured. The
simplest random sample allows all the units in the population to have an equal chance
of being selected.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

68
 ￔￃ￐ￆ ￑ￏ ￘￩ ￐￑￐ ࣧ ￔￃ￐ￆ ￑ￏ ￕￃ
ￏ ￒￎￋ￐￉

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

69

ￕￖￔￃￖￋ￈ￋￇￆ ￘￩ ￅￎￗ ￕ
ￖￇￔ

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

70
 ￅ￑￐￘ￇ￐ￋￇ￐ￅￇ ￘￩ ￑ￖￊ ￇￔ ￕￃ
ￏ ￒￎￋ￐￉

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

71

ￅￇ￐ￖￔￃￎ ￖￇ￐ￆ ￃ￐ￅￛ ࡖ ￘ￃￔￋ

ￃￖￋ￑￐

Mean: Captures Central Tendency; Std. deviation: Captures

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
Variation:
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

72
 ￕￖￃ￐ￆ ￃￔￆ ￆ ￇ￘ￋￃￖￋ￑￐ ࡖ ￐￑
ￔￏ ￃￎￋￖￛ

Standard Deviation tells you

how close, or far, the values
of that data set are in
relation to the mean.

Curve is symmetrical at the centre

99.73% of points will lie inside 3 sigma limits (extremities / control limits)

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

73

ￊ ￑￙ ￖ￑ ￗ ￕￇ ￏ ￇￃ￐ ࡖ ￕￖￆ ࢼ ￆ ￇ￘
Squared
ￋￃￖￋ￑￐
S.No. ࢹ
Age Deviation deviation
Σ(X-Xbar) / (n-1) 2 SQRT Σ(X-Xbar)2 / (n-1)
(X) (X-Xbar) (X-Xbar) 2

1 39 0.5 0.25
2 30 -8.5 72.25 4.27
3 42 3.5 12.25
91.5/5 99.73% of participants
4 40 1.5 2.25 = 18.3 attending ASSGB
program are aged
5 40 1.5 2.25 between (24.4, 52.6)
6 40 1.5 2.25
Xbar Σ(X-Xbar) Σ(X-Xbar)2

38.5 0 91.5 Variance Std. deviation

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

74
 ￒￔ￑ￅￇￕￕ ￅￃￒￃￄￋￎￋￖￛ

If Process Width < Specification Width

PLEASURE : ALL ACCEPTABLE

If Process Width > Specification Width

CHALLENGE: THERE WILL BE REJECTIONS
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

75

ￗ ￐ￆ ￇￔￕￖￃ￐ￆ ￋ￐￉ ￅￃￒￃￄￋ

ￎￋￖￛ

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

76
 ￇￚￃￏ ￒￎￇ ࣧ
ࡐ TARGET

CAN YOU CORRELATE TAGUCHI’S PHILOSOPHY OF PERFORMING AROUND TARGET?

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

77

￙￞￥￣ ￭￥￫￢ￚ ￯￥￫ ￦￨ￛￜￛ￨ ￪￥ ￜ￢￯ ￭￟￪

￞ࢹ

PILOT RED

PILOT YELLOW

PILOT GREEN

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

78
 ￎￇￃￔ￐ￋ￐￉ￕ
CUSTOMER TARGET DRIFT CUSTOMER LIMITS PROCESS LIMITS

Centre Line Not Preferred EXTERNAL FAILURE INTERNAL FAILURE

PROCESS AVERAGE VARIATION USL, LSL UCL, LCL

HOLD THE GUN CORRECTLY (X bar)

QUALITY = f(x bar, sigma) & HIT THE TARGET CONSISTENTLY (Sigma)
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

79

￙ￊ ￃￖ ￋￕ ￕￋￚ ￕￋ￉
ￏￃࢹ
Methodology to reduce
defects by reducing variation
to improve performance on
CTQs

DMAIC / DMADV

￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ
ࢼ￟ ￤￙ￛ ࡏࡐࡎࡐࣀ
￤
80
 ￒￔ￑ￅￇￕￕ ￅￃￒￃￄￋￎￋￖￛ
It is the Ability of a Process to meet Customer’s & Business requirements

20 +/- 10
minu tes

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

81

ￕￒￇￅￋ￈ￋￅￃￖￋ￑￐ ￎￋ
ￏ ￋￖￕ Specification Width = USL-LSL = 20
Customer Target =    
LSL = 10

USL=30

LSL(10) CTQ = Time = 20 USL

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ (30) ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

82
 ￅ￑￐ￖￔ
￑ￎ
Process Width = UCL-LCL = 30-10 = 20
LCL (X bar   )

UCL (X bar   )
X bar =   2   


10 CTQ = Time = 20 30

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

83

ￌￗ ￕￖ ￅￃￒￃￄￎￇ ￒￔ￑ￅￇￕ
ￕ Specification Width = USL-LSL = = 20

Process Width = UCL-LCL = 20

UCL (X bar   )

REJECTION
LCL (X bar   )

0
3
LSL = 10

X bar =      

=
L
S
U


LSL(10)
     
CTQ = Time = 20 USL
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ (30) ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤￙ￛ ࡏࡐ
ࡎࡐࣀ
84
 ￆ ￑ￗ ￄￎￛ ￅￃￒￃￄ ￎￇ ￒￔ￑ￅￇ
ￕￕ Specification Width = USL-LSL = = 20

Process Width = UCL-LCL = 10

LSL = 10 minutes

USL = 30 minutes
LCL (X bar   )

UCL (X bar   )
X bar =      

           
LSL(10)
(15) CTQ = Time = 20 (25) USL
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ (30) ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ
85

ࡑ ￕ￟￝￣ￗ ￬￩ ࡔ ￕ￟￝￣ￗ
ￒ￨￥￙ￛ￩￩
99.73% (Z score = 3) 99.999% (Z score = 4.)5

LSL(28) x bar =    UCL (   ) USL (32)

One tailed
99.999666%
DPMO : 3.4

Two tailed
99.999320%
DPMO :
6.8

        
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ A 3  Process A 6 Process ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ￤

￙ￛ ࡏࡐ
ࡎ
ࡐࣀ
86
 ￘ￗ￨￟ￗ￪￟￥￤ ￘￩ ￕ￟￝
￣ￗ ￎￛ￬ￛ￢ Process Sigma Yield % Defects /
Level DPMO
Amount of Effect
Variation
TOO MUCH (SD) Hard to produce output Low Low High
within customer (0–2)
requirements
MODERATE Most output meets customer Middle Moderate Moderate
requirements (2–4.5)

VERY LITTLE Virtually all output meets High High Low

customer requirements (4.5–6)

￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢

￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

87

ￕￋￚ ￕￋ￉ￏ ￃ ￙ￃￛ ￑￈ ￒￔ￑ￄￎￇￏ ￕ

￑ￎ￘ￋ￐￉
Conventional
Practical Approach
( Trial &
problem Error )
Statistical
problem

Statistical
solution

Practical

solution

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

88
 ￄￇ￐ￇ￈ￋￖￕ ￖ￑ ￑ￔ￉ￃ￐ￋￜￃ
ￖￋ￑￐ￕ

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

89

ￄￇ￐ￇ￈ￋￖￕ ￖ￑ ￋ￐ￆ ￋ￘
ￋￆ ￗ ￃￎￕ

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

90
 ￕￇￕￕￋ￑￐ ￔￇￅ
ￃￒ
Define Phase deliverables – Approved PC & HLPM

Measure Phase deliverables – Validated MS & BLP

Analyze Phase deliverables – Validated Root Causes

Improve Phase deliverables – Selected Solution

Control Phase deliverables – Control Plan

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

91

ￕￇￕￕￋ￑￐ ￔￇￅ
ￃￒ
Average helps you to find out, whether your processes target correctly or not?

Standard deviation helps you to find out, whether your process outputs are closer to
the average or not?

A distribution is called Normal, if the data points are symmetrical about mean

99.73% of data points will stay within 3 sigma limits (Extremities or Control Limits)

A Process is Capable - If control limits stay inside specification limits

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

92
 ￕￇￕￕￋ￑￐ ￔￇￅ
ￃￒ
Sigma Level is a measure of Process Capability

Specification Limits are the tolerance limits provided by the customer

Control limits are the tolerance limits calculated using process data

A 3σ process is a just capable process, short-term yield is 99.73%

A 6σ process is a doubly capable process, long-term yield is

99.999666%
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

93

ￕￇￕￕￋ￑￐ ￔￇￅ
ￃￒ
In a 3σ process, the control limits overlap with specification limits

In a 6σ process, the control limits move closer to the process average

Higher the sigma level, higher will be the capability

For higher sigma level, sigma value (std. deviation) must be lowered

Problem solving & decision-making skills are helpful in both

Professional & Personal life

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

94
 ￕￇￅￖￋ￑￐ ࢴࡑ ￆ ￇ￈ￋ￐ￇ
ￒￊ ￃￕￇ

ￕￖￇￒ ࢴ ࡏ ￒￔ￑ￌￇￅￖ ￋￆￇ￐ￖￋ￈ￋￅￃￖￋ￑

￐
ￖ￨ￗ￟￤￟￤￝￩ ￗ￤ￚ ￏ ￏ ￗ￤ￗ￝ￛￚ ￖ￨ￗ￟￤￟￤￝ ￕ Lea rning on dema nd
ￗ￤￫ￗ￢￩ ￛ￨￬￟￙ￛ￩

95

ￎￇￃￔ￐ￋ￐￉ ￑ￄￌￇￅￖￋ￘ￇￕ
Prerequisites for project identification

Project Identification & Selection Process

VOC / VOB / COPQ – CTQ & CTB

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

96
 ￒￔ￑ￌￇￅￖ ￋￆ ￇ￐ￖￋ￈ￋￅￃￖￋ￑￐ ࣧ ￒￔￇￔￇￓ ￗ
ￋￕￋￖￇￕ
1 Understanding Strategic Goals & Policy Deployment System

2 Alignment of improvement Efforts with Strategy

3 Understanding Core Business Processes

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

97

ￕￖￔￃￖￇ￉ￋￅ ￉￑ￃￎￕ ࡖ ￒ￑ￎￋￅￛ ￆ ￇￒￎ￑

ￛￏ ￇ￐ￖ
GOAL

Operational
Inventory - WIP

Tactical
IT Ration

Strategic
CCC
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

98
 ￃ￢￟￝￤￟￤￝ ￟￣￦￨￥￬ￛ￣ￛ￤￪ ￛￜￜ￥￨￪
￩ ￭ ￟￪￞ ￩￪￨ￗ￪ￛ￝￯
Strong Competitive Position
Emphasize product development
Fast growing market - DMADV

Weak Competitive Position

Emphasize operations improvement
Slow market - DMAIC

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

99

ￅ￑ￔￇ ￄￗ ￕￋ￐ￇￕￕ ￒￔ￑ￅￇￕ

ￕￇￕ Market Study Development
Product Process
Development
Order
Fulfillment
End of Life

Decide sunset
Survey Design Drawing Receive order
date

Schedule Decision buy-

Kano Analysis Prototype Bending
production in

Communicate
QFD Re-design Punching Make
EOL

Design Prepare
Buffing
approval shipment

Assembly Pay supplier

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

100
 Supplier Payment Process
Retrieve invoice

Ensure invoice compliance

Ensure supplier

details Validate

signatures Make

Payment
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ

101
ࡎ
ࡐࣀ
Communicate
supplier

ￒￔ￑ￌￇￅￖ ￋￆ ￇ￐ￖￋ￈ￋￅￃￖￋ￑￐ ࡖ ￕￇￎￇￅￖￋ￑

￐ ￒￔ￑ￅￇￕￕ
Review Strategic plan / Goals / Targe ts

Compare Target vs Actual (Organization/Dept/

Functional)
Identify L1 & L2 Processes and work steps

Select Brainstorm, Rank & Prioritize Projects

GOAL - is an objective (Health)

KPI - monitors progress towards a Goal (Hb1AC)
TARGET - has a numerical value (Hb1AC = 6)
Metric – a numerical value that can impact KPIs (Calories,
Workout, Sleep time etc)
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

102
 ￘￑ￅ ࡖ
ￅￖￓ Voice of Customers (VOC)
These are the expressions or
statements
that drive s customer s atisfac tion
Example Critical to Quality (CTQ)
VOC: “l don’t want to wait for CTQ Metrics are the measurable
too long to see the doctor” elements that defines customer
CTQ: Patient Waiting Time satisfaction

Interviews; Focus groups; Surveys; Sales Complaints; Problem or service hotlines;

visits/calls; Market research / monitoring; Customer calls; Decreased, increased or
Benchmarking; Scorecards / Dashboards. repeat business; Contract cancellations; Web
page or social media activities; Internal
complaints
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

103

ￅￖￓ ࡖ ￅ
ￖￄ
My baby cries uncontrollably when she gets a shot

Gauge Size Inner Diameter Color

(mm)
23 0.330 Orange
24 0.300 Blue-Green
25 0.250 Red
26 0.240 Peach

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

104
 Project Identification Methods
VOC ANALYSIS
Project1
Problems identified based on
Customer’s voice
Project2
VOB ANALYSIS Identification of
CTQs / CTBs / COPQ Project3
Problems identified based on metric
Business’s voice Project4
COPQ ANALYSIS
Project5
Problems identified based on
COPQ Project6

Project7
￭￭￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑ ￛ￢
￢ￛ￤￙ￛ
￤ ￐ ￇ￮￙ ࡏࡐࡎ
ࡐࣀ

105 Project8

VOC DRIVERS CTQs

More People Footfall / day

More Business Revenue / day

Not a lot of people
are visiting our Male Customers No of male customers
shopping mall
Female Customers No of female customers

Children No of children

Less SPECIFIC More

Hard MEASURE Easy

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

106
 VOC DRIVERS CTQs

Lightweight Overall weight in grams

Comfortable Heel height in cm

I just need a
Quality Kilometers run
Durable
Footwear
Roomy enough Contour Width & Depth

Stable Heel flatness

Less SPECIFIC More

Hard MEASURE Easy

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

107

ￅ￑ￕￖ ￑￈ ￓ ￗ ￃￎ
ￋￖￛ Cost of Quality

COGQ COPQ

Internal External
Prevention Appraisal
Failure Failure

￭ ￭ ￭ ࢼ ￬￟￤ￛ￮ ￛ￤￙ￛ ࣃ ￘ ￑￐ ￇ￮￙ ￤￙ￛ ࣀ

￩￟￥ ￙ￛ￢ ࢼ ￟￤ ￋￕￋ ￛ￢
￢ￛ ࡏࡐ
ࡎࡐ
￢
108
 ￅ￑ￕￖ ￑￈ ￉￑￑ￆ ￓ ￗ ￃￎ
ￋￖￛ
PREVENTION
ATTENDING TRAINING
Quality management Programs
QMS Software, Process control.
Employee training, Design reviews,
APPRAISAL
MOCK TEST / PREP. EXAMS
Inspection and testing, Equipment
monitoring, Audits, Calibration cost

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

109

COST OF POOR QUALITY

INTERNAL FAILURE
FAILING IN MOCK TEST
Scrap and rework costs
Productivity loss costs
Material replacement costs,

EXTERNAL FAILURE
FAILING IN FINAL EXAM
Warranty claims, Product recalls, Return
Nov 2020: DETROIT (AP) — Ford is
costs, Regulatory fines and penalties,
recalling more than 375,000 Explorer SUVs brand damage and loss of customer,
in the U.S. and Canada to fix a suspension
problem that has caused 13 crashes. Complaint resolving time
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

110
 4-5% OF SALES
VISIBLE & TANGIBLE
Rejects, Warranty, Repair, Rework, Over-
ￅ￑ￕￖ ￑￈ ￒ￑￑ￔ ￓￗￃￎ

testing, Over-inspection, Recall

Long set-up time, Long cycle times, Excess

Inventory, Premium Shipment, Lost OEE, Lost
sales, Waiting, Motion, Overproduction, Over
processing, Customer dissatisfaction, Lost
Market Share, Failure resolving time
ￋￖￛ

20-45% OF SALES
INVISIBLE & IN-TANGIBLE
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

111

ￖ￑ￖￃￎ ￓ ￗ ￃￎￋￖￛ ￅ￑
ￕￖ
Quality Management System,
SOP, Design reviews,
Production Schedule

PREVENTION

Inspection, Calibration, Audits

APPRAISAL

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

112
 ￑ￒￖￋￏ ￗ ￏ ￓ ￗ ￃￎￋￖￛ ￎￇ
￘ￇￎ

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

113

ￄￇ￐ￇ￈ￋￖￕ ￑￈ ￒￔￇ￘ￇ￐ￖￋ￐￉ ￒ￑￑

ￔ ￓ ￗ ￃￎￋￖￛ

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

114
 ￕￋ￉ￏ ￃ ￎￇ￘ￇￎ ￘￩ ￅ
￑ￒￓ

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

115

Project Identification Methods

VOC ANALYSIS
Project1
Problems identified based on
Customer’s voice
Project2
VOB ANALYSIS Identification of
CTQs / CTBs / COPQ Project3
Problems identified based on metric
Business’s voice Project4
COPQ ANALYSIS
Project5
Problems identified based on
COPQ Project6

Project7
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑ ￛ￢
￢ￛ￤￙ￛ
￤ ￐ ￇ￮￙ ࡏࡐࡎ
ࡐࣀ

116 Project8
 ￓ ￗ ￋￅￍ ￔￇￅￃ
ￒ
Understanding Core Business Processes, Alignment of Improvement efforts with
strategic goals & Policy Deployment System are pre-requisites for Project Identification

Champions, Master Black Belts (MBBs) and BBs follow a structured method for
identifying lean Six Sigma projects.

At the operational level, projects are identified from VOC, VOB & COPQ data

A CTQ Tree is a tool that translates VOC in to measurable CTQ

COQ includes Prevention, Appraisal, Internal & External Failure

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

117

ￕￇￅￖￋ￑￐ ࢴࡑ ￆ ￇ￈ￋ￐ￇ
ￒￊ ￃￕￇ

ￕￖￇￒ ࢴࡐ ￒￔ ￑ￌￇￅￖ ￕￇￎￇￅￖￋ￑￐ आ ￒￔ ￋ￑ￔ ￋￖￋￜￃￖￋ￑

￐ ￏ ￃￖￔ ￋￚ इ
ￖ￨ￗ￟￤￟￤￝￩ ￗ￤ￚ ￏ ￏ ￗ￤ￗ￝ￛￚ ￖ￨ￗ￟￤￟￤￝ ￕ Lea rning on dema nd
ￗ￤￫ￗ￢￩ ￛ￨￬￟￙ￛ￩

118
 ￎￇￃￔ￐ￋ￐￉ ￑ￄￌￇￅￖￋ￘ￇￕ
Prioritization matrix

Consensus Criteria Method

Application with example

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

119

ￒￔￋ￑ￔￋￖￋￜￃￖￋ￑￐ ￏ ￃ
ￖￔￋￚ
Project Criteria-1 Criteria-2 Criteria-3
Project-1

Project-2
Project 3

Project 4

A prioritiza riteria

Prioritizatio e the order of

execution.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

120
 ￅ￑￐ￕￇ￐ￕￗ ￕ ￅￔￋￖￇￔￋￃ ￏ ￇￖￊ ￑ￆ
• Projects 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

￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

121

Activity: Project Prioritization Matrix

Facilitator: Dr.Gopal Sivakumar

Business Priorities SAFETY TEACHING IS COE CONVENIENCE RECOGNITION

Maximum
Weighting (1-10): 8 8 6 6 4 4 360

Projects SAFETY TEACHING IS COE CONVENIENCE RECOGNITION Total Score

School #1 8 9 8 4 6 9 268
School #2 2 6 4 9 9 4 194

School #1

School #2

9/12/2021
￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

122
 Activity: Project Prioritization Matrix
Facilitator: Dr.Gopal Sivakumar

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
Project #11 3 7 2 2 3 7 123
9/12/2021
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ ࡎ
ࡐࣀ

123

ￓ ￗ ￋￅￍ ￔￇￅￃ
ￒ
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

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

124
 ￕￇￅￖￋ￑￐ ࢴࡑ ￆ ￇ￈ￋ￐ￇ
ￒￊ ￃￕￇ

ￕￖￇￒ ࢴࡑ ￒￔ ￑ￌￇￅￖ ￅￊ ￃￔ ￖￇￔ ࡖ ￊ ￋ￉ￊ ￎￇ￘ￇￎ ￒￔ ￑ￅ

ￇￕￕ ￏ ￃￒ
ￖ￨ￗ￟￤￟￤￝￩ ￗ￤ￚ ￏ ￏ ￗ￤ￗ￝ￛￚ ￖ￨ￗ￟￤￟￤￝ ￕ Lea rning on dema nd
ￗ￤￫ￗ￢￩ ￛ￨￬￟￙ￛ￩

125

ￎￇￃￔ￐ￋ￐￉ ￑ￄￌￇￅￖￋ￘ￇￕ
Project Charter

SIPOC

High Level Process Map

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤ ￤￙ￛ ࡏࡐࡎࡐࣀ

126
 ￒￔ￑ￌￇￅￖ ￅￊￃￔￖￇￔ
Six Main Elements of a Six Sigma Project Charter:
• Business Case
• Problem Statement
• Goal Statement:
• Scope Statement
• Timeline
• Team Members

99//1122/
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ
/2200221
ࡎ
ࡐࣀ
1
127

ￄￗ ￕￋ￐ￇￕￕ ￅￃￕￇ
• The business case describes why this project is important to the
company. Why should the organization support this project?
• From [time1] to [time2], we experience [pain metric].
With a
target of [target metric], this gap of [##] leads to a COPQ of [$$].

• EXAMPLE-1: From 06/05/2017 to 06/12/2018, ABC Inc has experienced a 23% increase in
operating cost of ABC Construction. With a target of .05%, this increase of 22.5% has led to a
COPQ of $253,000.
• EXAMPLE-2: Reducing the rejection %age from average 2.8 to 1.0 production line A. Our
project is expected to save 4 lacs annually by shifting current 3.4 sigma level to 3.8 sigma level
after demolishing 65 % of overall rejections within a time period of 180 days.

￭￭￭ ࢼ ￬￟￟
￩￥
ￛ￢￢
￙
99//1122/
￥￤ￛ
￙
￤ￛ￮ￛ￤
￮
￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢ￛ
￤
/2200221 ￤￙ￛ ࡏࡐࡎࡐࣀ
1
128
 ￒￔ ￑ￄￎￇￏ ￕￖￃￖￇￏￇ ￐ￖ
• The problem statement contains a brief description of the “pain”
being experienced by the organization. The Problem statement
should be related to the VOC (internal or external)
• Must include the current state of the process in a metric!
• EXAMPLE-1: In the last six months (when) 20% of our repeat
customers were late, over 60 days, paying our invoices (what). The
current rate of late payments is up from 10% in 2017 and
represents 30% (how big) of our outstanding receivables (where).
This negatively affects our operating cash flow by $150,000
(concern or consequence).”

99//1122/
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
￢ￛ￤￙ￛ ࢼ ￟￤ ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢
ￛ￤￙ￛ ࡏࡐ
/2200221
ࡎ
ࡐࣀ
1
129

￉￑ￃￎ ￕￖￃￖￇￏ ￇ
￐ￖ•
Goal Statement: What is the goal of the
project? How much improvement is targeted?
Specific
• Must include the desired state of the metric
identified in the problem statement! Measurable
• Goal Statement should be a SMART Goal.
• EXAMPLE: Increase (verb) employee motivation
survey scores (what) from the current 42% to
Achievable
70% (improvement) by end of 3rd. Quarter
2017 (completion date) Relevant
Time Bound
99//1122/
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 ￕￅ￑ￒￇ ￕￖￃￖￇￏ ￇ￐ￖ
• The scope of the project clearly describes the physical
boundaries of the project. The Scope defines what is
included in the project and what is excluded in the
project.
• Scope can include product families, geographical areas,
departments etc.
• EXAMPLE:
– In scope - Account Receivable Department Seattle facility,
Receivables greater than $1m.
– Out of Scope - All other Departments, Receivables less than
$1m.
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ￖￋￏ ￇￎￋ
￐ￇ• The timeline describes the key milestones and when they will be completed.
• Typically for a DMAIC Six Sigma project, the times for the completion of each
of the five phases (Define, Measure, Analyze, Improve, and Control)
Project Status
On Time

Stopped
Delayed

Phase Start Date End Date % Complete Health

Start Date 6/13/2017 6/20/2017

Define 6/20/2017 7/4/2017
Measure 7/4/2017 7/18/2017
Analyze 7/18/2017 8/1/2017
Improve 8/1/2017 8/15/2017
Control 8/15/2017 8/29/2017
Completion Date 8/29/2017 9/12/2017
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 ￖￇￃￏ ￏ ￇ ￏ ￄ ￇ ￔ ￕ
• Team members section includes all the resources that are
required to work on this project.
• Typically, mentioned in this section are the
– project sponsor
– key stakeholders
– team members
– subject matter experts

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ￒￔ￑ￌￇￅￖ ￅￊ ￃￔￖￇ
ￔ Business Case
Reducing the rejection %age from average 2.8 to 1.0 production line A.
Our project is expected to save 4 lacs annually by shifting current 3.4
sigma level to 3.8 sigma level after demolishing 65 % of overall rejections
within a time period of 180 days.
Opportunity Statement
Through continuous improvement in product, process and reducing the
rejection %age from 2.8 to 1%, we Save Rs 30000/ month from from blocked
inventory of rejections, Save 0.5 sq.m inventory area, Increased customer
satisfaction One man day every day, Improve 5 S score of shop floor

Goal Statement Scope

Reduce rejection by 65 % within 180 days and achieve 3.8 sigma level. In scope:
Y = F(x) 1. Length undersize rejection;
Y = Components rejected 2.Cup bulb deshaped rejection Out
X) = Possible measures for this rejection of scope: All other rejections

Project Plan Team

Apr May Jun Jul Aug Sep Oct Nov Dec Name 1: Dept 1 : Level 1: % availability
Form Team
Project Chart
Data collection
Analysis
Improve
Select Solution
Mgmt.
Approval &
Implementatio
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 ￒￔ￑ￌￇￅￖ ￕￅￊ ￇￆ ￗ ￎ
ￇ

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ￕￋￒ￑ￅ
A SIPOC diagram is a tool used by a team to identify all relevant elements of a process
improvement project before work begins. It helps define a complex project that may not
be well scoped.

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 ￕￋￒ￑ￅ ࢴ ￏ ￃￍￋ￐￉ ￃ ￒￊ ￑ￖ
￑ￅ￑ￒￛ

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ￕￋￒ￑ￅ ￅ￑ￏ ￒ￑￐ￇ￐ￖￕ

Basically, the SIPOC diagram used is a combination of matrix, flowchart, and
summarization and includes:
• Suppliers: Significant internal/external suppliers to the process.
• Inputs: Significant inputs to the process, like material, forms,
information, etc.
• Process: One block representing the entire process.
• Outputs: Significant outputs to internal/external customers.
• Customers: Significant internal/external customers to the process.

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 ￈￑￑ￆ ￒￔￇￒￃￔￃￖￋ￑￐ ￒￔ￑
ￅￇￕￕ

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￈￑￑ￆ ￑ￔￆ ￇￔￋ￐￉ ࡖ ￆ ￇￎￋ￘ￇￔￛ

ￒￔ￑ￅￇￕￕ

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 ￈￑￑ￆ ￑ￔￆ ￇￔￋ￐￉ ࡖ ￈￑￑ￆ
ￕￖ￑ￔￃ￉ￇ

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￈￑￑ￆ ￒￔￇￒￃￔￃￖￋ￑￐ ࡖ ￑ￔￆ ￇￔ ￆ ￇ

ￎￋ￘ￇￔￛ

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 Learning Objectives

What is Kano Model

Must be, Performance, Delight, Indifferent, Reverse

Application with example

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What is Kano Model?

• It is a product development and customer
satisfaction tool
• Visually model the customer provided
characteristics vs Level of satisfaction each
characteristic delivers
• Used after gathering VOC
• Allows development teams to focus on
optimizing the essential features of a given
product
Noriaki Kano, 1980s
lecturer, writer and consultant
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 KANO MODEL
Depending on Functionality &
Satisfaction

• Must-Be
– Dissatisfiers, Threshold
• Performance
– Satisfiers, One dimensional
• Attractive
– Delighters, Excitement
• Indifferent
• Reverse 145

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Satisfiers ? Dissatisfiers?

Calling & Call receiving feature in a smartphone

Hand wash facility in a restaurant Kitchen in a newly built apartment

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 Print in A4 Size

EXAMPLE
Seat Belt in a passenger
car MUST BE

FEATURE
Ability to make phone calls
S
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“Must-Be” features - Dissatisfiers

MUST BE FUNCTIONALITY SATISFACTION REMARKS

FEATURE
PRESENT GOOD NO EFFECT Customer Expects & accepts it.
Helps in Neutralizing the customer
ABSENT POOR POOR Customer dislikes the product

• Attributes relative to safety

• Self-starter in automotive
• Use of all new parts

Fully satisfying the customer at this

level simply gets a supplier into the
market

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 Must be Features
• Basic Infrastructure
• Approval & Affiliation
• Campus Safety
• Classrooms & Laboratories
• Qualified Teachers

Must Be Attributes CTQ Category

Decent Print Quality Must Be
Ability to print in A4 size Must Be
Copied Document Sizing Must Be

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Must Be Features - Smartphone

Must Be Attributes CTQ
Calling & Receiving Y/N
Text Messages Y/N
Apps & Games Y/N
Camera (F & B) Y/N
Web Browser Y/N
In-Built memory Y/N
Operating System Y/N
Quality Display Y/N
Gorilla Glass Y/N
Bluetooth Y/N
Editing Office documents Y/N
Editing Photos Y/N
Touch Screen Y/N
Phone Book Y/N

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 Performance Features or “More is Better”
PERFORMANCE FEATURE FUNCTIONALITY SATISFACTION REMARKS
PRESENT GOOD +VE EFFECT Customer likes it
ABSENT POOR -VE EFFECT Customer dislikes it

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Satisfiers ? Dissatisfiers?

High Mega Pixel Camera feature in a smartphone

Taste & Variety of food menu in a restaurant

Size of a kitchen in newly built apartment

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 A vehicle’s miles-per-litre

EXAMPLE
The inbuilt memory of a
PERFORMANCE smartphone
FEATURES
The processing speed of a
computer or laptop

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Performance Features - Satisfiers

• Graduation Rate
• Placement %
• % of PhD Qualified Faculty
• Cost of Education / Year

Must Be Attributes CTQ Category

Print Speed Performance
Duty Cycle Performance
Laser vs. Inkjet Performance
Scanner Resolution Performance

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 Performance Features - Smartphone
Performance Attributes CTQ
High Mega Pixel Camera (F & 16 MP / 64 MP
B)
HDR (Rich Tone) Y/N
Fast Auto Focus Camera Micro-seconds
Selective focus camera Y/N
Turbo Charging Mode 15 minutes
RAM speed 8 GB
Dust & water Resistant Y/N
Edge screen Y/N

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Enhanced functionality will typically

lead to higher levels of satisfaction
among users. So, the development
Sweet teams will have to consider:
• Whether enhancing a certain feature
will help differentiate the product from
Spot? the competition, in the eyes of the user

• Cost of enhancing feature < Extra cash

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 Attractive Features – “Wow”
WOW FEATURE FUNCTIONALITY SATISFACTION REMARKS
PRESENT GOOD +VE EFFECT Customer likes
ABSENT POOR NO EFFECT Customer Accepts & Expects.
Stays Neutral

• Its absence doesn’t affect the level of

satisfaction.
• Its presence will always
enhance customer satisfaction
• Attractive features are
“Must-Be Inverse”

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Satisfiers ? Dissatisfiers? Delighter?

20% Moneyback

Attractive offers in a restaurant No EMI for first 1 year

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 No of seats can be adjusted

EXAMPLE
A smartphone with wireless
DELIGHT charging capabilities
FEATURE
S Free two-day shipping from
an online retailer

99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
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Delight Features
• Earn while Learn Opportunities
• Study Abroad Opportunities
• Tuition fee waiver
• Free Hostel & Transportation

Wi-Fi or Network Connectivity Delight

Memory Card & phone Compatibility Delight
Free Delivery & Installation Delight

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
￤
/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
1 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￤￙ￛ ࡏࡐࡎࡐࣀ
￢ￛ

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 The goal Features that Wow your
Sweet should be to
“wow” your
were once
considered
customers,
after crossing
customers “Attractive” – AQL
with as little will
Spot? investment as eventually
possible become Must-
Be or One-
Dimensional
features
99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
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Indifferent Features
INDIFFERENT FEATURE FUNCTIONALITY SATISFACTION REMARKS
PRESENT Adds value NO IMPACT Customer Don’t care
internally
ABSENT POOR NO IMPACT Customer Don’t care

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
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/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
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 The type of plastic a bottle of
juice comes in

Whether a car’s gas tank is

located on the left or right side
Indifferent of the car
Features

The color of a printer’s inner

casing

99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
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Reverse Features
REVERSE FEATURE FUNCTIONALITY SATISFACTION REMARKS
PRESENT POOR -VE IMPACT Customer dislikes
ABSENT GOOD +VE IMPACT Customer likes, Accepts, Stays Neutral

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
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22//
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/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
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￢ￛ

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 Too many buttons on a steering
wheel, to the point that the
driver becomes distracted

Advanced software features

that are too complicated for the
average user to utilize

An excess number of tables at a

restaurant, to the point that it’s
always crowded

99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
ￛ￤￙ￛ ࡏࡐ
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Once you’ve determined for certain which category each

feature belongs in, you’ll be ready to begin developing and
optimizing these features.

USING Remember your focus should be on all your Must-Be features.

THE
RESULT After optimizing all your Must-Be features, your next priority
will be on optimizing the Performance (One-Dimensional)
S features that your respondents report as being most important.

Then be extra certain that the Attractive features you focus on

are those which your users will find valuable.
￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
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/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
1 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￤￙ￛ ࡏࡐࡎࡐࣀ
￢ￛ

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 ORDER OF EXECUTION

99///1
112
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Kano Scoring Model

Functional Question: If your printer can print A4 Dysfunctional Question: If your printer can not print
sheets, how do you feel?
in A4 size, how do you feel?
a. I like it that way a. I like it that way
b. I expect it that way b. I expect it that way
c. I am neutral c. I am neutral
d. I can accept it to be that way d. I can accept it to be that way
e. I dislike it that way e. I dislike it that way
Customer Requirements Answer to Dysfunctional Question
Like Expect Neutral Accept Dislike
Answer to Like Q A A A O
Expect R Q I I M
Functional
Question Neutral R I I I M
Accept R I I Q M
Dislike R R R R Q
R – REVERSE; A – ATTRACTIVE; O – ONE DIMENSIONAL; I – INDIFFERENT; M – MUST BE; Q - QUESTIONABLE

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
￤
/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
1 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￤￙ￛ ࡏࡐࡎࡐࣀ
￢ￛ

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 Kano Scoring Model
Functional Question: If your printer can print 60 Dysfunctional Question: If your printer can’t print
sheets per minute. how do you feel?
60 sheets per minute, how do you feel?
a. I like it that way a. I like it that way
b. I expect it that way b. I expect it that way
c. I am neutral c. I am neutral
d. I can accept it to be that way d. I can accept it to be that way
e. I dislike it that way e. I dislike it that way
Customer Requirements Answer to Dysfunctional Question
Like Expect Neutral Accept Dislike
Answer to Like Q A A A O
Expect R Q I I M
Functional
Question Neutral R I I I M
Accept R I I Q M
Dislike R R R R Q
R – REVERSE; A – ATTRACTIVE; O – ONE DIMENSIONAL; I – INDIFFERENT; M – MUST BE; Q - QUESTIONABLE
99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
ￛ￤￙ￛ ࡏࡐ
/2
2ࡎ20
002
ࡐࣀ
1 ￢ￛ￤￙ￛ ࢼ ￟￤
221 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￢

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Kano Scoring Model

Functional Question: If your printer has a wi-fi Dysfunctional Question: If your printer does
capability, how do you feel?
not have wi-fi capability, how do you feel?
a. I like it that way a. I like it that way
b. I expect it that way b. I expect it that way
c. I am neutral c. I am neutral
d. I can accept it to be that way d. I can accept it to be that way
e. I dislike it that way e. I dislike it that way
Customer Requirements Answer to Dysfunctional Question
Like Expect Neutral Accept Dislike
Answer to Like Q A A A O
Expect R Q I I M
Functional
Question Neutral R I I I M
Accept R I I Q M
Dislike R R R R Q
R – REVERSE; A – ATTRACTIVE; O – ONE DIMENSIONAL; I – INDIFFERENT; M – MUST BE; Q - QUESTIONABLE

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
￤
/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
1 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￤￙ￛ ࡏࡐࡎࡐࣀ
￢ￛ

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 Product Characteristics Attractive / One-dimensional / Must Be / Reverse Indifferent Conclusion
Delighter Performance
Threshold
Capability to print in - 13 87 - - Must Be
A4 sheet
Printing Speed 60/min - 87 13 - - Performance

Printer with a wi-fi 87 13 - - - Delighter

connectivity
Installation & Set up - - - 87 13 Reverse

Color of the inner 8 5 10 - 77 Indifferent

casing

99///1
112
22//
￭ ￭ ￭ ࢼ ￬￟￩￟￥￤ￛ￮￙ￛ￢
ￛ￤￙ￛ ࡏࡐ
/2
2ࡎ20
002
ࡐࣀ
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￢

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QUICK RECAP
Must be, Performance, Wow factors

Your focus should always be on the value. Your focus should be on all your Must-Be
features.

Order of execution : Must be, Performance & then wow

You’ll be able to become laser-focused on optimizing the specific features, which your
customer’s values

￭￭￭ ࢼ ￬￟￟
￩￥
99///1
ￛ￢
￥￤ￛ
￙
￤￢
￙
ￛ￮ￛ￤
112
22//
￤
/2 2￮￙ￛ
ￛ ￢￢ￛ￤￙ￛ ࢼ ￟
20
002 221
1 ࣃ ￘ￋￕￋ￑￐ ￇ￮￙ￛ￢
￤￙ￛ ࡏࡐࡎࡐࣀ
￢ￛ

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