Six Sigma BB Exercises - Wave 1 - June'15

QAI GLOBAL SERVICES
6th Floor, Vakil Square, Bannerghatta Road

Bangalore - 560029
QAI_ Black Belt Training _Exercise
ONLY FOR BB PARTICIPANTS
Page | 1
Author: QAI GLOBAL , Ver 3.0, 20150620
DEFINE PHASE
Exercise 1 : VOC and CTQ identification
Supremo Ltd was a fast growing automobile major. Since its inception 10 years ago, it had recorded
phenomenal growth. Lately, however due to economic downturn, it stop line and bottom line have
come under intense pressure. The company is determined that it will continue its inorganic growth and
has aims of reaching a stretch target that it had set for itself. A recent survey of dealers shows that
there is a dip in dealer satisfaction from 4.3 t0 3.6 on a scale of 1 to 5. The company decided to find
out the reason for the same and thus called for a dealers conference.
We gentlemen , let us assure that the company is committed to doing its best to your utmost
satisfaction , said Mr. Sundeep, the Chief of Sales and Marketing welcoming the delegates to the
conference. The conference was attended by over 100 dealers from all over the country. A dealer from
east said Thank you for your assurances Mr. Sundeep, but from the past 3 months we had a dismal
time, neither our orders are acknowledged nor the spares are delivered and we are right in front of the
customers who are hurling abuses at us. Your company has been implementing TMQ or TQM whatever it
is, but is this the way to treat your dealers who face your customers? What explanation do you have for
not supplying spares that we have ordered?
One dealer from the south It is just spare parts for you, but for me it is neither spares nor VOR nor
any communication from the company
You are right said a dealer from MP, When I inquired about the status of my VORs the answer was
what VOR?
Mr. Sundeep, remembered that the company had launched a scheme two months called as VOR, which
meant Vehicle Off Road. It was a scheme designed to rush parts to any dealer location on priority so
that the vehicle did not remain off road. He also remembered that the company had promised for
delivery of spare parts within 7 days.
Dealer from Mumbai said Your phones are eternally down, your regional office does not have any
information and your plant is not contactable, we are in a fix.
Dealer from Blore complained your invoicing is a perennial problem, the invoices reach us so late
that it is difficult to match with the orders because most of the supplies are either short or wrong.
What is the problem in completing the order and taking another.
Dealer from Hyderabad mentioned Along with partial shipments there are problems in invoices with
regard to part number and quantity, I have actually received 2 invoices that were meant for Chennai.
Dealer from Delhi expressed his concern What my colleagues are saying is very true, we have
problems in supply of parts, and I have heard that some people are trying to manufacture and sell
spurious parts, which is not in the best interest of the company. Also there seems to be a lack of
Page | 2
control in your internal processes due to which the part numbers and supplies are not matching, these
need to be looked into, addressing all the dealers We have grown with the company for the past 10
years, currently there seems to be a problem and we should co-operate and set things right
The dealer from east said Mr. Sundeep you spoke of a tool called Magma or Sigma that would solve
problems, why dont you use that to solve all our problems.
a) Could you please suggest what the problem areas of Supremo are and what is the priority of
these problems?
b) Accordingly identify the CTQs
c) Build the CTQ tree.
WRITE DOWN YOUR FINDINGS BELOW
CTQ Identification
A project has been identified to improve its Customer Loyalty, what would be the CTQ for this
project? Build the CTQ tree accordingly
Page | 3
Additional Exercises on VOC to CTQ Tree;

Below are the voices of customers, Identify the CTQ and build the Tree for the following
I am always on hold or transferred to the wrong person
Im getting my bill at different times of the month
Why does the Loan processing take so long ?
Im not that satisfied with your service
The phone must have rung six times before I got an answer
Exercise 2 : Below are some of the VOCs for a Loan Approval Process , what is your approach to
deal with the same :
Low interest Rates, Easy application, Easy Access to Capital, All charges should be clearly stated, Ill
pay back when I want, Quick Loan Decision, Always Available to talk and outside business hours, should
be professional, make me more comfortable and friendly, The sales rep should be knowledgeable,
Facility to apply for loan over the phone, Give preference for the existing customer, No pre-payment
penalty charges, Should know the status of application after approval, Responsive to my calls, Cares
about my business, Talk to only one person, Knows about my business, Has access to experts, Will come
to my facility, makes finance suggestions, Should call up when problems arise
Page | 4
Exercise 3 : Elevator Speech

Instructions:
1. Brainstorm a short concise statement that best describes why this project is important to the
organization.
2. Describe the need for change and vision for the new state as one might respond to the question, "Why
are we doing this project?"
3. Address the following elements: Problem/Issue, Benefit, Where we are in the project, and What
others can do to support the project.
4. This statement must be able to be made in 90 seconds or less
Exercise 4 - SIPOC
Draw a SIPOC for Photocopying Process.
SUPPLIER
INPUTS
PROCESS
OUTPUTS
Page | 5
CUSTOMER
Exercise 5 : Project Charter Review 1

Below are charters submitted for review, what are your observations ?
Problem Statement
Roles and Responsibilities
No process flow defined for defined for administrative

activities.
Sponsor: AM
Project Scope
Coach: QAI
Leader (% time commitment): SR

Team Members (% time commitment): JVS, CJ, ND, OM.
XYZ location
Administrative activities
Steering Committee:
Facilities, Travel desk, HR, IT services & all line functions at
VD, AM, DK, SR.
XYZ location
Additional resources (to be involved as needed):
SS
Goals and Business Benefits

Reduce the rework in admin line function
Smoothen the processes.
Improve the efficiency.
Write your observations here
Page | 6
Project Charter Review 2:

Problem Statement
The organization is incurring additional cost on adhoc

transport requests raised by associates and they drop out at
last minute with out information.
Sponsor: MR
Project Scope
Team Members (% time commitment): SJV, JO.

Coach: QAI
The process starts when an associate requests for a cab

and end when the associate boards the cab.
Steering Committee:
XYZ, location
VD, MR, DK, RS.
Adhoc cabs
Transport services, all line functions at XYZ, location using
transport services.
Additional resources (to be involved as needed):

X and Y

Optimal utilization of transport services to reduce the additional costs incurred due to drop outs.
Baseline cost analysis have to be done to reduce the cost.
Page | 7
Project Charter Review 3:

Problem Statement

Sponsor: VD
Lack of comprehensive KPI metrics f or ABC reporting group is

undermining the ef f iciency & productivity of team.

Coach: QAI
Project Scope
Team Members (% time commitment): PJ, NK
Start and End:
Analysis and evaluation of ABC reporting services by def ining and

designing the process f low and establishing the metrics.
Steering Committee: SR AT, AM, Kh, VkD
Functions:
India , ABC Reporting group.
Establishment of Metrics
-Establishment of Quality and Productivity metrics to improve quality of

services to enhance scope of business.
- Reduce the number of steps in releasing a report.
- Reduce time lags, rework, stress in system.

- Improve Customer satisf action and enhance scope
Page | 8
Project Charter Review 4

Problem Statement
Quality of the documents as scored by the feedback forms

is average (~80%) in the PW group of ABC -India.
Sponsor: RO
Project Scope
Coach: QAI
Leader (% time commitment): SS (20%)

Team Members (% time commitment): PB, VS ShG
All documents processed at ABC-India
Steering Committee: SR, SS
Linkages
To improve the quality scores from the customers of

publication writing from 80% to 95% to enhance the
customer satisfaction and improve the business
Page | 9
MEASURE PHASE
Exercise 1 Descriptive Statistics
For the cycle time data in Exercise 4 derive the descriptive statistics.
WRITE DOWN YOUR FINDINGS BELOW
Exercise 2 Data Collection Plan

Build a data collection plan based on the situation given.
Page | 10
Exercise 3 Measurement System Analysis (Attribute)

As part of a project to reduce defects associated with transactions, 10 transactions were reviewed to
see if they were meeting the specifications. Each transaction was classified as either good or bad.
Three (3) QAs randomly reviewed the 10 transaction , two (2) times each.
Part#
Std
John 1
John 2
Bob 1
Bob 2
Sam 1
Sam 2
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Bad
Bad
Good
Good
Bad
Bad
Bad
Bad
Bad
Bad
Bad
Good
Good
Good
Bad
Bad
Good
Good
Bad
Bad
Bad
Bad
Bad
Bad
Bad
Bad
Good
Good
Bad
Bad
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
Good
10
Bad
Bad
Bad
Bad
Bad
Bad
Bad
Derive the measurement system variability for the above data.

WRITE DOWN YOUR FINDINGS HERE
Page | 11
Exercise 3 Measurement System Analysis (Variable)

As part of a project to reduce defects associated with transactions, 5 transactions were reviewed and
scored. Scores are given below by each of the QAs.
Three (3) QAs randomly reviewed the 5 transactions , two (2) times each.
Part#
John 1
John 2
Bob 1
Bob 2
Sam 1
Sam 2
98
98
96
95
97
96
99
98
98
97
98
98
95
94
94
94
96
95
93
92
91
90
92
93
94
93
95
94
95
94
Derive the measurement system variability for the above data.

WRITE DOWN YOUR FINDINGS HERE
Page | 12
Exercise 4 : Estimate Probabilities

1. For a normal random variable with mean of 650 and standard deviation of 40, find the probability
that its value will be below 600.
2. X is a normally distributed random variable with mean 410 and standard deviation of 2. Find the
probability that X will be between 407 and 415.
3. The volume of half litre Coke bottles is normally distributed with a mean of 500 ml and a standard
deviation of 10. What is the chance that a bottle will have less than 475 ml.
4. Scores at a Management Aptitude Exam are believed to be normally distributed with a mean of 650
(max score of 900 ) and standard deviation of 50. What is the chance that the score would be above
700? What is the chance that the score is below 750?
5. The time in hours that a copier would work without breaking down is normally distributed with a
mean of 540 hours and standard deviation of 60 hrs. Find the chance that the copier would work for
atleast 500 hrs.
Page | 13
ESTIMATE PROBABILITIES..Contd
Question 1: The duration of the project ranges from 3 months to 20 months. The average is 8
months and standard deviation is 4 months. For a study, 30 projects are randomly selected
that have been determined to be at the very beginning stage of the project.
a. What is the probability that the average duration of the project among the
sampled ones will be less than 7 months
b. What is the probability that the average duration of the project among the
sampled ones will be between 7 to 9 months
What is the probability that the average duration of the project among the sampled ones will
be between 3 to 15 months
Q 2: The TAT of ITSR tickets in maintenance projects in Chennai LU are normally distributed
with a mean of 25 days and a standard deviation of 5 days. The following questions ask you to
compute probabilities and quantiles from a normal distribution
a. What is the probability the TAT of tickets will take at least 30 days? What is the
Z score corresponding to 30? Do you need to compute Z to obtain P(X>30)? Why
or Why Not?
b. What is the probability the TAT of tickets will be between 15 and 30 days?
c. What is the probability the TAT of tickets will take at most 20 days? Why is this
answer the same as the answer for question a?
d. Suppose you know P(X>30) = 0.21 and the mean is 25. What is the standard
deviation? Why is this probability greater than that in question a?
e. Suppose you know P(X>30) = 0.0548 and the standard deviation is 5. What is the
mean? Why is this probability less than that in question a?
f. Compute the median TAT of tickets and the quartiles for the tickets TAT? Be
sure to reset the mean to 25 and the standard deviation to 5.
Question 3:
(a) What proportion of a normal distribution is within one standard deviation of the
mean?
(b) What proportion is more than 1.8 standard deviations from the mean? (c) What
proportion is between 1 and 1.5 standard deviations above the mean?
Page | 14
Exercise 5 : Process Capability 1

Derive the process capability for the cycle time data. Upper limit is 30 days and lower limit is 0.
Exercise 6 : Process Capability

For an invoice processing process, following is the summary of defects identified from a sample of 1000
invoices, find out the sigma level of the process. There are 10 fields for each invoice.
Sl.No
Field
No.of
Invoices
Name
16
Address
31
Date
Part No.
11
No. of parts
96
Rate per part
55
Tax
Total amount
Amount in words
10
Signature
WRITE DOWN YOUR ANSWER BELOW
Page | 15
SIGMA DPMO
TABLE
Sigma
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0.09
0.10
0.11
0.12
0.13
0.14
0.15
0.16
0.17
0.18
0.19
0.20
0.21
0.22
0.23
0.24
0.25
DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO
931888 0.26 892512 0.51 838913 0.76 770350 1.01 687933 1.26 594835 1.51 496011 1.76 397432
930563 0.27 890651 0.52 836457 0.77 767305 1.02 684386 1.27 590954 1.52 492022 1.77 393580
929219 0.28 888767 0.53 833977 0.78 764238 1.03 680822 1.28 587064 1.53 488033 1.78 389739
927855 0.29 886860 0.54 831472 0.79 761148 1.04 677242 1.29 583166 1.54 484047 1.79 385908
926471 0.30 884930 0.55 828944 0.80 758036 1.05 673645 1.30 579260 1.55 480061 1.80 382089
925066 0.31 882977 0.56 826391 0.81 754903 1.06 670031 1.31 575345 1.56 476078 1.81 378281
923641 0.32 881000 0.57 823814 0.82 751748 1.07 666402 1.32 571424 1.57 472097 1.82 374484
922196 0.33 878999 0.58 821214 0.83 748571 1.08 662757 1.33 567495 1.58 468119 1.83 370700
920730 0.34 876976 0.59 818589 0.84 745373 1.09 659097 1.34 563559 1.59 464144 1.84 366928
919243 0.35 874928 0.60 815940 0.85 742154 1.10 655422 1.35 559618 1.60 460172 1.85 363169
917736 0.36 872857 0.61 813267 0.86 738914 1.11 651732 1.36 555670 1.61 456205 1.86 359424
916207 0.37 870762 0.62 810570 0.87 735653 1.12 648027 1.37 551717 1.62 452242 1.87 355691
914656 0.38 868643 0.63 807850 0.88 732371 1.13 644309 1.38 547758 1.63 448283 1.88 351973
913085 0.39 866500 0.64 805106 0.89 729069 1.14 640576 1.39 543795 1.64 444330 1.89 348268
911492 0.40 864334 0.65 802338 0.90 725747 1.15 636831 1.40 539828 1.65 440382 1.90 344578
909877 0.41 862143 0.66 799546 0.91 722405 1.16 633072 1.41 535856 1.66 436441 1.91 340903
908241 0.42 859929 0.67 796731 0.92 719043 1.17 629300 1.42 531881 1.67 432505 1.92 337243
906582 0.43 857690 0.68 793892 0.93 715661 1.18 625516 1.43 527903 1.68 428576 1.93 333598
904902 0.44 855428 0.69 791030 0.94 712260 1.19 621719 1.44 523922 1.69 424655 1.94 329969
903199 0.45 853141 0.70 788145 0.95 708840 1.20 617911 1.45 519939 1.70 420740 1.95 326355
901475 0.46 850830 0.71 785236 0.96 705402 1.21 614092 1.46 515953 1.71 416834 1.96 322758
899727 0.47 848495 0.72 782305 0.97 701944 1.22 610261 1.47 511967 1.72 412936 1.97 319178
897958 0.48 846136 0.73 779350 0.98 698468 1.23 606420 1.48 507978 1.73 409046 1.98 315614
896165 0.49 843752 0.74 776373 0.99 694974 1.24 602568 1.49 503989 1.74 405165 1.99 312067
894350 0.50 841345 0.75 773373 1.00 691462 1.25 598706 1.50 500000 1.75 401294 2.00 308538
Page | 16
Sigma
2.01
2.02
2.03
2.04
2.05
2.06
2.07
2.08
2.09
2.10
2.11
2.12
2.13
2.14
2.15
2.16
2.17
2.18
2.19
2.20
2.21
2.22
2.23
2.24
2.25
DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma

305026 2.26 223627 2.51 156248 2.76 103835 3.01
301532 2.27 220650 2.52 153864 2.77 102042 3.02
298056 2.28 217695 2.53 151505 2.78 100273 3.03
294598 2.29 214764 2.54 149170 2.79 98525 3.04
291160 2.30 211855 2.55 146859 2.80 96801 3.05
287740 2.31 208970 2.56 144572 2.81 95098 3.06
284339 2.32 206108 2.57 142310 2.82 93418 3.07
280957 2.33 203269 2.58 140071 2.83 91759 3.08
277595 2.34 200454 2.59 137857 2.84 90123 3.09
274253 2.35 197662 2.60 135666 2.85 88508 3.10
270931 2.36 194894 2.61 133500 2.86 86915 3.11
267629 2.37 192150 2.62 131357 2.87 85344 3.12
264347 2.38 189430 2.63 129238 2.88 83793 3.13
261086 2.39 186733 2.64 127143 2.89 82264 3.14
257846 2.40 184060 2.65 125072 2.90 80757 3.15
254627 2.41 181411 2.66 123024 2.91 79270 3.16
251429 2.42 178786 2.67 121001 2.92 77804 3.17
248252 2.43 176186 2.68 119000 2.93 76359 3.18
245097 2.44 173609 2.69 117023 2.94 74934 3.19
241964 2.45 171056 2.70 115070 2.95 73529 3.20
238852 2.46 168528 2.71 113140 2.96 72145 3.21
235762 2.47 166023 2.72 111233 2.97 70781 3.22
232695 2.48 163543 2.73 109349 2.98 69437 3.23
229650 2.49 161087 2.74 107488 2.99 68112 3.24
226627 2.50 158655 2.75 105650 3.00 66807 3.25
DPMO Sigma
65522 3.26
64256 3.27
63008 3.28
61780 3.29
60571 3.30
59380 3.31
58208 3.32
57053 3.33
55917 3.34
54799 3.35
53699 3.36
52616 3.37
51551 3.38
50503 3.39
49471 3.40
48457 3.41
47460 3.42
46479 3.43
45514 3.44
44565 3.45
43633 3.46
42716 3.47
41815 3.48
40929 3.49
40059 3.50
DPMO Sigma
39204 3.51
38364 3.52
37538 3.53
36727 3.54
35930 3.55
35148 3.56
34379 3.57
33625 3.58
32884 3.59
32157 3.60
31443 3.61
30742 3.62
30054 3.63
29379 3.64
28716 3.65
28067 3.66
27429 3.67
26803 3.68
26190 3.69
25588 3.70
24998 3.71
24419 3.72
23852 3.73
23295 3.74
22750 3.75
DPMO Sigma
22216 3.76
21692 3.77
21178 3.78
20675 3.79
20182 3.80
19699 3.81
19226 3.82
18763 3.83
18309 3.84
17864 3.85
17429 3.86
17003 3.87
16586 3.88
16177 3.89
15778 3.90
15386 3.91
15003 3.92
14629 3.93
14262 3.94
13903 3.95
13553 3.96
13209 3.97
12874 3.98
12545 3.99
12224 4.00
DPMO
11911
11604
11304
11011
10724
10444
10170
9903
9642
9387
9137
8894
8656
8424
8198
7976
7760
7549
7344
7143
6947
6756
6569
6387
6210
Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO Sigma DPMO
4.01 6037
4.26 2890
4.51 1306
4.76
557
5.01
224
5.26
85
5.51
30.4
5.76
10.2
4.02 5868
4.27 2803
4.52 1264
4.77
538
5.02
216
5.27
82
5.52
29.1
5.77
9.8
4.03 5703
4.28 2718
4.53 1223
4.78
519
5.03
208
5.28
78
5.53
27.9
5.78
9.4
4.04 5543
4.29 2635
4.54 1183
4.79
501
5.04
200
5.29
75
5.54
26.7
5.79
8.9
4.05 5386
4.30 2555
4.55 1144
4.80
483
5.05
193
5.30
72
5.55
25.6
5.80
8.5
4.06 5234
4.31 2477
4.56 1107
4.81
467
5.06
185
5.31
70
5.56
24.5
5.81
8.2
4.07 5085
4.32 2401
4.57 1070
4.82
450
5.07
179
5.32
67
5.57
23.5
5.82
7.8
4.08 4940
4.33 2327
4.58 1035
4.83
434
5.08
172
5.33
64
5.58
22.5
5.83
7.5
4.09 4799
4.34 2256
4.59 1001
4.84
419
5.09
165
5.34
62
5.59
21.6
5.84
7.1
4.10 4661
4.35 2186
4.60
968
4.85
404
5.10
159
5.35
59
5.60
20.7
5.85
6.8
4.11 4527
4.36 2118
4.61
936
4.86
390
5.11
153
5.36
57
5.61
19.8
5.86
6.5
4.12 4397
4.37 2052
4.62
904
4.87
376
5.12
147
5.37
54
5.62
19.0
5.87
6.2
4.13 4269
4.38 1988
4.63
874
4.88
362
5.13
142
5.38
52
5.63
18.1
5.88
5.9
4.14 4145
4.39 1926
4.64
845
4.89
350
5.14
136
5.39
50
5.64
17.4
5.89
5.7
4.15 4025
4.40 1866
4.65
816
4.90
337
5.15
131
5.40
48
5.65
16.6
5.90
5.4
4.16 3907
4.41 1807
4.66
789
4.91
325
5.16
126
5.41
46
5.66
15.9
5.91
5.2
4.17 3793
4.42 1750
4.67
762
4.92
313
5.17
121
5.42
44
5.67
15.2
5.92
4.9
4.18 3681
4.43 1695
4.68
736
4.93
302
5.18
117
5.43
42
5.68
14.6
5.93
4.7
4.19 3573
4.44 1641
4.69
711
4.94
291
5.19
112
5.44
41
5.69
14.0
5.94
4.5
4.20 3467
4.45 1589
4.70
687
4.95
280
5.20
108
5.45
39
5.70
13.4
5.95
4.3
4.21 3364
4.46 1538
4.71
664
4.96
270
5.21
104
5.46
37
5.71
12.8
5.96
4.1
4.22 3264
4.47 1489
4.72
641
4.97
260
5.22
100
5.47
36
5.72
12.2
5.97
3.9
4.23 3167
4.48 1441
4.73
619
4.98
251
5.23
96
5.48
34
5.73
11.7
5.98
3.7
4.24 3072
4.49 1395
4.74
598
4.99
242
5.24
92
5.49
33
5.74
11.2
5.99
3.6
4.25 2980
4.50 1350
4.75
577
5.00
233
5.25
88
5.50
32
5.75
10.7
6.00
3.4
Page | 17
STANDARD NORMAL DISTRIBUTION TABLE
0.00
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0.09
0.0
0.0000
0.0040
0.0080
0.0120
0.0160
0.0199
0.0239
0.0279
0.0319
0.0359
0.1
0.0398
0.0438
0.0478
0.0517
0.0557
0.0596
0.0636
0.0675
0.0714
0.0753
0.2
0.0793
0.0832
0.0871
0.0910
0.0948
0.0987
0.1026
0.1064
0.1103
0.1141
0.3
0.1179
0.1217
0.1255
0.1293
0.1331
0.1368
0.1406
0.1443
0.1480
0.1517
0.4
0.1554
0.1591
0.1628
0.1664
0.1700
0.1736
0.1772
0.1808
0.1844
0.1879
0.5
0.1915
0.1950
0.1985
0.2019
0.2054
0.2088
0.2123
0.2157
0.2190
0.2224
0.6
0.2257
0.2291
0.2324
0.2357
0.2389
0.2422
0.2454
0.2486
0.2517
0.2549
0.7
0.2580
0.2611
0.2642
0.2673
0.2704
0.2734
0.2764
0.2794
0.2823
0.2852
0.8
0.2881
0.2910
0.2939
0.2967
0.2995
0.3023
0.3051
0.3078
0.3106
0.3133
0.9
0.3159
0.3186
0.3212
0.3238
0.3264
0.3289
0.3315
0.3340
0.3365
0.3389
1.0
0.3413
0.3438
0.3461
0.3485
0.3508
0.3531
0.3554
0.3577
0.3599
0.3621
1.1
0.3643
0.3665
0.3686
0.3708
0.3729
0.3749
0.3770
0.3790
0.3810
0.3830
1.2
0.3849
0.3869
0.3888
0.3907
0.3925
0.3944
0.3962
0.3980
0.3997
0.4015
1.3
0.4032
0.4049
0.4066
0.4082
0.4099
0.4115
0.4131
0.4147
0.4162
0.4177
1.4
0.4192
0.4207
0.4222
0.4236
0.4251
0.4265
0.4279
0.4292
0.4306
0.4319
1.5
0.4332
0.4345
0.4357
0.4370
0.4382
0.4394
0.4406
0.4418
0.4429
0.4441
1.6
0.4452
0.4463
0.4474
0.4484
0.4495
0.4505
0.4515
0.4525
0.4535
0.4545
1.7
0.4554
0.4564
0.4573
0.4582
0.4591
0.4599
0.4608
0.4616
0.4625
0.4633
1.8
0.4641
0.4649
0.4656
0.4664
0.4671
0.4678
0.4686
0.4693
0.4699
0.4706
1.9
0.4713
0.4719
0.4726
0.4732
0.4738
0.4744
0.4750
0.4756
0.4761
0.4767
2.0
0.4772
0.4778
0.4783
0.4788
0.4793
0.4798
0.4803
0.4808
0.4812
0.4817
2.1
0.4821
0.4826
0.4830
0.4834
0.4838
0.4842
0.4846
0.4850
0.4854
0.4857
2.2
0.4861
0.4864
0.4868
0.4871
0.4875
0.4878
0.4881
0.4884
0.4887
0.4890
2.3
0.4893
0.4896
0.4898
0.4901
0.4904
0.4906
0.4909
0.4911
0.4913
0.4916
2.4
0.4918
0.4920
0.4922
0.4925
0.4927
0.4929
0.4931
0.4932
0.4934
0.4936
2.5
0.4938
0.4940
0.4941
0.4943
0.4945
0.4946
0.4948
0.4949
0.4951
0.4952
2.6
0.4953
0.4955
0.4956
0.4957
0.4959
0.4960
0.4961
0.4962
0.4963
0.4964
2.7
0.4965
0.4966
0.4967
0.4968
0.4969
0.4970
0.4971
0.4972
0.4973
0.4974
2.8
0.4974
0.4975
0.4976
0.4977
0.4977
0.4978
0.4979
0.4979
0.4980
0.4981
2.9
0.4981
0.4982
0.4982
0.4983
0.4984
0.4984
0.4985
0.4985
0.4986
0.4986
3.0
0.4987
0.4987
0.4987
0.4988
0.4988
0.4989
0.4989
0.4989
0.4990
0.4990
3.1
0.4990
0.4991
0.4991
0.4991
0.4992
0.4992
0.4992
0.4992
0.4993
0.4993
3.2
0.4993
0.4993
0.4994
0.4994
0.4994
0.4994
0.4994
0.4995
0.4995
0.4995
3.3
0.4995
0.4995
0.4995
0.4996
0.4996
0.4996
0.4996
0.4996
0.4996
0.4997
3.4
0.4997
0.4997
0.4997
0.4997
0.4997
0.4997
0.4997
0.4997
0.4997
0.4998
Page | 18

Six Sigma BB Exercises - Wave 1 - June'15

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Six Sigma BB Exercises - Wave 1 - June'15

Uploaded by

Copyright:

Available Formats

QAI GLOBAL SERVICES

6th Floor, Vakil Square, Bannerghatta Road

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Additional Exercises on VOC to CTQ Tree;

I am always on hold or transferred to the wrong person

Im getting my bill at different times of the month

Why does the Loan processing take so long ?

Im not that satisfied with your service

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Exercise 3 : Elevator Speech

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Exercise 5 : Project Charter Review 1

Roles and Responsibilities

No process flow defined for defined for administrative

Leader (% time commitment): SR

Facilities, Travel desk, HR, IT services & all line functions at

VD, AM, DK, SR.

Goals and Business Benefits

Improve the efficiency.

Write your observations here

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Project Charter Review 2:

Roles and Responsibilities

The organization is incurring additional cost on adhoc

Team Members (% time commitment): SJV, JO.

Leader (% time commitment): SR

The process starts when an associate requests for a cab

VD, MR, DK, RS.

Additional resources (to be involved as needed):

Goals and Business Benefits

Write your observations here

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Project Charter Review 3:

Roles and Responsibilities

Lack of comprehensive KPI metrics f or ABC reporting group is

Leader (% time commitment): SR

Team Members (% time commitment): PJ, NK

Start and End:

Analysis and evaluation of ABC reporting services by def ining and

Steering Committee: SR AT, AM, Kh, VkD

Goals and Business Benefits

-Establishment of Quality and Productivity metrics to improve quality of

- Reduce time lags, rework, stress in system.

Write your observations here

QAI_ Black Belt Training _Exercise

ONLY FOR BB PARTICIPANTS

Author: QAI GLOBAL , Ver 3.0, 20150620

Project Charter Review 4