Six Sigma-GB-Day-1 - 2020

IQF-Certified Six Sigma
Green Belt Program
4-Days Course
(Day 1)
Developed By: Z.A Shah
Certified Lean Six Sigma Black Belt CLSSBB IQF-USA
(IQF- International Quality Federation USA, www.iqf.org )
Certified Lean Six Sigma Master Black Belt CLSSMBB CSSC-USA
(Projects submitted, awaiting approval)
(CSSC – Council for Six Sigma Certification USA, www.sixsigmacouncil.org)
30-Years Aviation MRO experience. EASA Part-145 Train-The-Trainer & assessor.

MSME (Design Engineering)
BE (Mechanical Engineering) 2nd Faculty position.
BSc (Math. Physics, Statistics)
Learning Objectives
At the end of the training Six Sigma Green Belt’s will be
able to:
 Able to explain the concepts and philosophy
 Able to apply six sigma metrics
 Able to implement DMAIC methodology
 Able to select correct statistical tools
 Able to perform statistical analysis using Ms-Excel
 Able to interpret charts and statistical reports.
 Answer questions confidently in IQF GB exam.
BUSINESS DOCUMENT This document is intended for business use and should be distributed to intended recipients only.
IQF SSGB BOK (Body of Knowledge)
 Voice of the Customer  DMAIC methodology
 Surveys and Kano Analysis  Designing Pivot Table
 Process Map  DPMO & Sigma level
 Descriptive Statistics  Cause & Effect Matrix
 Discrete Distributions  Process Capability Pc
 Continuous Distributions  Non-normal Data and
 Statistical Inference & Capability
Confidence Intervals  Analysis of Variance
 Power & Sample Size (ANOVA)
 Statistical Process Control SPC  Gage R&R Study
 Measurement Systems Analysis  Design of Experiments DOE
MSA  Process/Design FMEA
 Histogram, Box plots  Pough Decision Matrix
 Pareto analysis  Control Strategies
What Is Six Sigma?
• Six sigma is a philosophy, performance metric and

methodology that strive toward nearly perfect
products and services using data.
• A project-based approach for improving
effectiveness and efficiency.
Lean Six Sigma History
Six Sigma
 Walter Shewhart identified 3-sigma and used in control charts.
 As a name six sigma was thought of by Motorola Engineer Bill Smith.
 In the mid 1980s, the chairman of Motorola, Bob Galvin, with his team of
engineers, developed the Six Sigma measurement system.
 Six Sigma helped Motorola to realize the powerful bottom-line results in their
company and save $16 billion as a result of the efforts.
Lean
When Lean is mentioned, it is most commonly associated with Toyota and Taiichi
Ohno. It has its origin as Toyota Production System (TPS) and has evolved over
the years into a holistic system for both manufacturing and service sectors.
Lean Six Sigma
When the two are put together, Lean Six Sigma becomes an effective business
management system that improves quality, minimizes waste and maximizes profit.
Six Sigma: Philosophy
• Strive for perfection

• Proactive
• Prevention based.
Six Sigma: Performance Metric
Sigma = σ
Standard deviation
3σ Process
6σ Process
Six Sigma: Performance Metric
Understanding a Process
A process is something which takes inputs and
converts it into outputs
LSL Target USL

• Customers want constancy – all products
on the target all the time.
• Every process and service is subjected to
variation and hence acceptance limits are used
Stability of a Process
A process is considered stable when the

variation is consistent with reference to
time
Stable process means the process is
predictable
Defects are not zero in stable process, they
are only predictable
Capability of a Process
An output not meeting customer

requirements is called a defect.
Lower the defects a process generates,
higher the capability of the process
Process capability is referred as Sigma
Quality Level in Six Sigma terminology
Hence, higher the sigma level, lower the
defect level and vice versa.
Drift in Six Sigma Process
LSL USL
 Drift is due to changes in material, people, machine etc.

 Analytical studies established the drift of 1.5 times S.D.
 Defect level is 0.002 in million, in case of no drift
 Defect level is 3.4 in million, in case of 1.5 S.D. drift
Process Maturity
Sigma Quality Level
Sigma Defects in Yield
Quality Million
Level
7 0.019 99.999998
6 3.4 99.99966
5 233 99.98
4 6210 99.4
3 66807 93.3
Six Sigma performance is a Benchmark and
is target for few core processes only.
The target for other processes may be 3 – 5
Six Sigma ultimate goal.
• To make customer happier.

• Increase profits.
Six Sigma deployment philosophy
• Paradigm shift
• From talk to action.
• From slogans to data.
• From Opinions to
experimentation and control.
Six Sigma deployment philosophy
• Customer satisfaction
• Organisation profitability
• Human resources
• Quality
What is Quality?
Traditional definition Six Sigma definition
Conformance to Quality is a state in
standards which value
entitlement is realized
for the customer and
provider in every
aspect of the business
relationship.
Quality view
Quality approaches over the years
1979- 1981: Quality Circles
Mid-1980: Statistical Process Control (SPC)
1987-present: ISO9000
1996-1997: Re-engineering
1988-1996: Benchmarking
1990s-present: Balance Scorecard
1995-present: Six Sigma
2000-present: Lean manufacturing
2002-present: Lean Six Sigma
Achieving Six Sigma Quality
To put it in simple terms the six sigma approach
focuses on reducing variability and reaching
excellence. This is achieved by working on the
following three key strategies:
 Process standardization.
 Process Stability.
 Capability Improvement.
Key Concepts of Six Sigma
Defect
 Anything that results in customer dissatisfaction.
 Anything that results in a non-conformance.
Variation
 What the customer sees and feels
Critical to Quality
 Attributes most important to the customer
Stable Operations
 Ensuring consistent, predictable processes to
improve what the customer sees and feels
Customers Feel the Variance, Not the Mean
The goal of Lean Six Sigma
Old equation
 Cost + Profit = Price
New equation
 Price (fixed) – Cost = Profit
Key to profitability
 Cost Reduction
Cost Of Quality COQ
6 Sigma Cost Of Quality COQ
Why organisation use six sigma?
• Application across industries.
• Improve Analytical ability.
• Improve Financial Knowledge.
• Develop better business sense.
• Improve problem solving
• Improve customer confidence
• Improve knowledge on system integration
Quality Attributes
Product Service Software
• Conformance • Tangibles  Correctness
• Performance • Reliability  Reliability
• Features • Responsiveness  Integrity
• Reliability • Competence  Usability
• Durability
• Courtesy  Efficiency
• Credibility Maintainability
• Serviceability 
• Security Flexibility
• Aesthetics
• Access

• Perception  Testability
• Communication  Interoperability
• Understanding
the customer  Reusability
 Portability
5 Gap Model for Service Quality
GAP-1 – Knowledge
GAP-2 – Policy
GAP-3 – Delivery
GAP-4 – Communication
GAP-5 – Customer
 The Gap Model of Service Quality is

a framework which can help us to
understand customer satisfaction.
 The model shows the five major
satisfaction gaps that organizations
must address when seeking to meet
customer expectations.
Word-of-Mouth Personal Past Experience
Communications Needs
CUSTOMER
Expected Service
Gap 5
Perceived Service
Service External
Gap 1 Delivery Gap 4 Communications
Gap 3 To Customers
PROVIDER
Service Quality
Specifications
Gap 2
Management Perception of Customer Expectations
 According to the Gap Model of Service

Quality, the only way to close the customer
gap is to close the other 4 gaps in the
model. The extent to which one or more of
these four gaps exist will determine the
extent to which customer perceived quality
falls short of their expectation.
 There is no way for the company to directly
close this gap.
GAP CLOSING STRATEGIES
GAP-1 – Knowledge GAP-3 – Delivery
•Customer research. • Empower & Train employees.
•Interactions between management and • Provide the right technology, tools, and
customers. equipment.
•Interactions between management and service • Focus on internal marketing.
staff. • High-performing employees retention.
•GAP-2 – Policy GAP-4 – Communication
•Ensure a good proportion of senior  Getting employee input to your
management remuneration is aligned to service advertising campaigns.
quality.  Use reality advertising by using real
•Set, communicate and reinforce quality customers, real reviews, and real
standards. employees etc.
•Set measurable service quality goals.  Manage customer
expectations realistically.
•Train managers to be service quality leaders.
•Update policies regularly. GAP-5 – Customer
•Reward staff for the achievement of quality  This gap can only be closed by closing
goals. the other four gaps in the model.
Six Sigma Belts
Six Sigma
Organizational Structure and Roles
Champion
- responsible for overall deployment
Master Black Belt
- Helps Champion & Coaches Black Belts
Black Belt
- Implements projects & Coaches Green Belts
Green Belt
- Works as a member in Black Belt Projects. May
work on small projects independently.
Role of Six Sigma Champion
• Identifying the business and removing the
roadblocks in achieving high performance.
• Ensuring that the process owner’s support is
there during all phases.
• Focusing on Black Belt development.
• Encouraging follow-up & monitoring activities.
• Carefully selecting high impact projects.
• Helping transfer of project ownership from Black
Belt to line managers who own the process upon
completion of the corrective actions.
Six Sigma White Belt
Six Sigma Yellow Belt
Six Sigma Green Belt
Role of Green Belts
• Green Belts execute Six Sigma as a part of their

overall job.
• Gain experience in the practical application of the
Six Sigma methodology and tools, while working
with the Black Belts
• All employees can be trained as Green Belts.
• Role of Green Belts
• Work as a team member in Black Belt projects
• Lead smaller improvement projects within their

respective areas.
Six Sigma Black Belt
Role of Six Sigma Black Belt
• Implement the Six Sigma methodologies

• Identify, lead breakthrough projects and
achieve significant results, which impact
the bottom line
• Use statistical tools
• Facilitate and coach the team
deployment
• Support champions in Six Sigma
deployment
Six Sigma Master Black Belt
SSGB DAY-1 Lunch Break
Questions?
Characteristics of a
Good Six Sigma Project
• The project is clearly connected to business
priorities (business case).
• The problem is of major importance to the
organization (impact).
• The project has a reasonable scope (doable)
in three to six months.
• The project defines clear quantitative
measures of success (measurable).
• The projects importance is clear to the
organization (communication).
• The project has the support and approval of
the management (commitment).
Two approaches for Selecting
Projects
Top-down
 Start with the Business Strategy and objectives
 Identify the key elements in the strategy.
 Prioritize the key processes for your business.
 Prioritize the areas for improvement.
Bottom-up
 Discuss and agree on a Business focus areas
 Functional HOD’s to generate list of potential projects.
 Prioritize the projects for improvement.
 Check the alignment of projects with the business
strategic elements and objectives
DMAIC Methodology
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
Six Sigma: Methodology
Define - Major Activities
• Creating Project Charter.

• Identifying Customer Needs & Requirements.
• Creating SIPOC.
• Standardize the Process.
• Conducting Stakeholder Analysis.
Project Charter
• Problem Statement.
• Goal & Objectives (SMART)
• Project Scope.
• Team & Roles.
• Team Guidelines.
• Implementation Plan.
SIPOC - Pizza Home Delivery
Supplier Input Process Output Customer
Material Pizza Base Write Order Right Business
Planning
Pizza Executive
Different Give Order to Cook
Stores
Toppings
Assemble Pizza
Packing Boxes
Bake
Scooter
Package
Delivery boys Deliver Pizza to
Customer
Collect Payment
Rev. 6
Stakeholder Analysis
S.No. Name of (--) (-) (0) (+) (++) Communication Plan

Stakeholder
1 XYZ # *
2 ABC #
3 SDF # *
Using Stakeholder Analysis
Stakeholder analysis is NOT to be shared or
included in presentation/documentation
Use both – formal/informal channels of
communications to talk to negative people
Include at least one negative stakeholder in your
team
 They are very intelligent and capable people
 Convincing them in smaller groups is easier
 They can motivate other, once buy-in is created
Measure - Major Activities
• Identifying CTQs and CTPs.

• Conducting Measurement System Analysis.
• Planning the data collection system.
• Establishing the Baseline Performance.
Identifying CTQs and CTPs
• Output parameters:
Critical-to-Quality parameters (CTQ)
• Process parameters:
Critical-to-Process (CTPs)
Kano’s Model
+ CUSTOMER SATISFACTION
DELIGHTERS
ACTUAL PERFORMANCE
0 100%
SATISFIERS
DISSATISFIERS
CT Matrix
Process Steps
Give Order to Cook

Importance Rating
Collect Payment
Deliver Pizza to
Assemble Pizza
Write Order
Customer
Customer
Package
Bake
Hot Food 8 5 5 1 5
Voice of Customer
Right Pizza 6 5 3 1 3
Response 5 1 5
Taste 4 5 1
(VoC)
Quick
Delivery
10 1 1 5
Fair Price 3 3
Courtesy 5 5 5 1
Competency 6 5 5
99 28 66 44 18 188 5
 Writing Order: 6*5 + 5*1 + 3*3 + 5*5 + 6*5 = 99
Process Mapping
User Purchase External Stores Quality Finance
Department Department Supplier Department Department Department
Check
Prepare
Inventory
Indent
Approved
Indent
Supplier
Entry
Into PC
Negotiation
Purchase
Make Product Material Quality Check
Order
Receipt
Update
Stock Acceptance
in PC
Make Issue Inform User

Slip
Get Approval Material SendMaterial

issued details
Make
Payment
Measure Stage Planning Sheet
Process Step Operational Definition Data Type Sample
CTQ/CTP Stratification Size
Courtesy, Communication, • Customer Type

Quality Competency, Attribute • Booking Person 30%
1 Write Order Address, Phone, Type, Size,

Data Errors Count 10%
Toppings
First Ring to Phone
Booking Time Variable 10%
disconnection
Assembly Type, Size, No & Type of • Pizza Type
Toppings Count • Assembly
10%
Assemble Defects
2 Person
Pizza Order conformation to
Assembly Time Variable 10%
placing in Furnace
Box Size, Cutting Pizza,
Packing Defects Sticker, Additional material Count 10%
3 Package
Furnace to Scooter
Packing Time Variable 10%
Deliver Right Pizza Type, Size, Toppings Attribute • Customer Type 100%
4 Pizza to • Location
Delivery Time Order to Delivery Variable • Deliver Boy 100%
Customer
Measurement Concepts – 1
• Operational definition is clear, and
understandable description of what is to be
measured or observed, so that different people
recording or interpreting the data would do so
with consistency
• Specification or performance standard for each
of the CTQs/CTPs must be established clearly
and the same should be acceptable to the
customers.
Standardizing defect type will reduce variation in the
subjective measurement and also helps in the analysis
of the root causes. Defect types in courier delivery
process (FedEX):
 Right day but late delivery
 Wrong day delivery
 Damaged packages
 Invoice errors
 Late pickups
 Lost packages
 Missed proof of delivery documents
 Package movement Tracking errors
Classification of data types: Variable, Attribute

and Counts
 Variable data type is measurable on a
continuous scale: cycle time, diameter, time to
resolve customer complaints, pressure
 Attribute data type classifies product or
transaction into two categories, such as -
good/bad and quotation is converted to orders
 Counting of events or defects is ‘counts’ data:
defects, errors, accidents, non-conformities,
calls resolved
Variation is caused by different sources of
variation, such as operator, machine etc.
Collecting data on the basis of source of
variation is known as stratification
Manufacturing Process Service/Transactions

Operator wise Agent wise
Machine wise Experience of agent wise
Spindle wise Experience of customer
Location wise Product/service wise
Time wise Complexity of the task wise
The following four sampling strategies are

used:
 Random Sampling
 Systematic Sampling
 Stratified Random Sampling
 Subgroup Sampling
Sampling frequency should be right enough to
detect the special causes
Guidelines for sampling frequency:
 Take small samples more frequently: taking 5 samples
per hour is better than 60 samples per shift.

 It is a good idea to monitor different sources of variation:
machine-wise, operator-wise etc. Later, combined

samples can be taken, if the difference between
different sources of variation is not significant.
 In case of variable, sample size of 2 – 5 is more than
sufficient.
 In case of attribute, sample size should be at least 50 –
100.
Designing Data Collection Formats
• Simple – the amount of writing should be
less.
• Grouped according to the source of variation
(stratification). For example, when
monitoring the operator wise data, group
each operator data at one place.
• Try to capture data for one full day/month on
one sheet. This will help in trend analysis.
• As far as possible, add a suitable chart on
the data collection format itself.
Designing Data Collection Formats
• It is a good idea to capture special

observations, major changes and also the
actions on the data collection sheet itself.
• Collect the data as frequently as possible
for at least one day to get a clear idea of
the time-to-time variation. Then you can
choose appropriate time and frequency of
data collection.
• If possible, compile the data on computer
– use Microsoft Excel.
End Of SSGB DAY-1.
Questions?

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IQF-Certified Six Sigma

Green Belt Program

30-Years Aviation MRO experience. EASA Part-145 Train-The-Trainer & assessor.

• Six sigma is a philosophy, performance metric and

• Strive for perfection

LSL Target USL

A process is considered stable when the

An output not meeting customer

 Drift is due to changes in material, people, machine etc.

• To make customer happier.

 The Gap Model of Service Quality is

 According to the Gap Model of Service

• Green Belts execute Six Sigma as a part of their

• Lead smaller improvement projects within their

• Implement the Six Sigma methodologies

• Creating Project Charter.

S.No. Name of (--) (-) (0) (+) (++) Communication Plan

• Identifying CTQs and CTPs.

Give Order to Cook

 Writing Order: 6*5 + 5*1 + 3*3 + 5*5 + 6*5 = 99

Make Issue Inform User

Get Approval Material SendMaterial

Courtesy, Communication, • Customer Type

1 Write Order Address, Phone, Type, Size,

 Wrong day delivery

 Missed proof of delivery documents

 Package movement Tracking errors

Classification of data types: Variable, Attribute

Manufacturing Process Service/Transactions

The following four sampling strategies are

per hour is better than 60 samples per shift.

machine-wise, operator-wise etc. Later, combined

• It is a good idea to capture special

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 Writing Order: 65 + 51 + 33 + 55 + 6*5 = 99