Green Belt

Course Introduction

Course content
o Understand the Lean Six Sigma methodology
o Apply the methodology to transactional and
operational processes, as well as products
o Understand when to use the basic tools, graphics and
advanced tools
o Select the right project related to a problem
o Identify root causes of a problem
o Find and implement solutions
o Understand and use the tools to ensure and maintain
the benefits achieved
o Understand statistical process control.
100-2
Evaluation method
o Participation in case study
o Final exam on the last day (no notes allowed)
o Short project plan
o Identify the first project that you would initiate in
your work place
o Write the mission statement
o What are the first steps you would take with the
team
o Establish your overall project steps

100-3

Contemporary Influences on Quality

• Partnering
• Adaptability and speed of change
• 65 Percent of Today’s Students Will Be
Employed in Jobs That Don’t Exist Yet
(U.S. Department of Labor report)

• Environmental sustainability
• Globalization, democratization
• Knowledge focus and retention
• Customization and differentiation
• Shifting demographics
100-4
 Customer-Driven Quality
• “Meeting or exceeding customer
expectations”
• Customers can be...
• Consumers
• External customers
• Internal customers

100-5

Quality and Profitability

Improved quality Improved quality

of design of conformance

Higher perceived Higher Lower

value prices manufacturing and
service costs
Increased market Increased
share revenues

Higher profitability
100-6
Deming’s System of
Profound Knowledge William Edwards Deming 1900 - 1993

• Appreciation for a system

• Understanding variation
• Theory of knowledge
• Psychology

100-7

Systems

• Most organizational processes are

cross-functional
• Parts of a system must work together
• Every system must have a purpose
• Management must optimize the
system as a whole

100-8
Variation

• Many sources of uncontrollable

variation exist in any process
• Excessive variation results in product
failures, unhappy customers, and
unnecessary costs
• Statistical methods can be used to
identify and quantify variation to help
understand it and lead to
improvements
100-9

Theory of Knowledge

• Knowledge is not possible without

theory
• Experience alone does not establish
a theory, it only describes
• Theory shows cause-and-effect
relationships that can be used for
prediction

100-10
Psychology

• People are motivated intrinsically and

extrinsically; intrinsic motivation is the
most powerful
• Fear is demotivating
• Managers should develop pride and joy
in work

100-11

Juran’s Quality Trilogy

• Quality planning
• Quality control
• Quality improvement

Joseph Juran 1904 - 2008

100-12
 100-13

Continuous Improvement
Management method whereby small,
gradual improvements are made in order to
minimize and control the sources of
variations and waste
It is also a philosophy and a way of
thinking that motivates us to continuously
improve what we do.

100-14
 Continuous Improvement
Cost reduction
Safety
Environment

Morale Quality

Cost Delivery
Continuous
Improvement

Time reduction

Quality level increase On-time

delivery
100-15

Six Sigma Methodology

• One of the Lean Six-Sigma
methodology’s goals is to reduce the
variation and waste in any process, i. e.
manufacturing, transactional,
administrative or operational.
• This methodology is focused on
customer needs.
• Quality = meeting customer’s needs
and expectations 100-16
Application of Six Sigma: how
• Several means, several rhythms
• Workshop (1 – 5 days, consecutive or not)
• Data relatively easy to gather
• Agreement between parties / Bureaucracy
• Project (led by a Green Belt or Black Belt)
• Process improvement
• Process design
• Large quantity of tools

100-17

The five improvement steps

1) Recognize / Define:
Identify and select good project(s), and establish priorities.
2) Measure:
Identify the customer needs (the value), understand the current
processes and measure its performance.
3) Analyze:
Identify significant factors which cause variation.
4) Improve:
Implement solutions and reduce variation and waste
5) Control:
Maintain what has been achieved.
100-18
 Projects and Workshops

D M A I C

D M A I C
Workshop
100-19

Mission statement

20
Scope and team:SIPOC
Sponsor, Process Owner identification
Project Charter, Prj. Management Plan (10 dims)
Force field, Stakeholder analysis

Strategic plan
Customer complaints and surveys Define Voice of the customer, Needs, Y, X
Scorecards, Dashboards Brainstorming, Ishikawa, 5W, 5W2H, ICUKU
COPQ Process mapping, Value Stream Mapping
Benchmarking, SWOT analysis VA/NVA and other analysis types
Tree technique Risks: FMEA
Selection grids Observation, Data collection, MSA
Multi Generation Project Planning Process capability

Recognize Lean Six Sigma Measure

Roadmap

Visual management
Critical X
Control plan and charts
Graphical analysis: relationships, trends
Standard work
Chronological analysis, time series
Transfer of power to the Process Owner
Statistical analysis
Lessons learned
Celebrate

Improve
Control Scenarios, Functional analysis
Analyze
Creativity: SCAMPER, analogy, workout, TRIZ
Value Engineering
Flow techniques, Setup Reduction
Pull: Kanban, Heijunka
Poka Yoke, 5S, TPM
Selection grids, Pugh principle
Copyright Abacus Team Inc. DOE, Performance prediction
2017 Pilot and Implementation plan
 Project Management
and Lean Six Sigma Phases

Project Monitoring and Controlling Processes

and
Program
Initiating Planning Executing Closing
Portfolio Processes Processes Processes Processes
Management

Recognize Define Measure Analyze Improve Control

100-21

Application of Lean Six Sigma

Non effective process Inventory turn and WIP reduction
Output is not satisfactory Bid process

No process exists Supplier Should Be Cost estimate

Determining how the execution has to
be handled every time
Non efficient process
Too much effort and investment is
needed to generate output
Complex problem to solve
Many possible causes, sites, functions
Non performant product
In terms of quality, cost, delivery
Production/technology transfer process
Make or buy
Innovation capturing process
Market intelligence
Manufacturing, testing and troubleshooting
End of month reports: GL, consolidation
Parts standardization
Software implementation
Floor space reduction
Open items (snag) prioritization and reduction
Reduction of field returns by redesigns on several
components

New product development Ford Focus, Motorola pagers, GE jet Engines

100-22