Cqap Six Sigma

4/11/21
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Objectives
To provide clarity on the fundamentals of Lean Six Sigma
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Kamran Moosa: Six Sigma Fundamentals 1
4/11/21
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Contents
1. Some Key Concepts

2. Exercise
3. Lean Six Sigma Methodology
4. Example Case Studies
Part 1
SOME KEY CONCEPTS
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The Objectives of Quality Management
ORGANIZATIONAL
SYSTEMS
Quality Standardization
Management & Improvements
Policies, Processes, Outcomes

of Organizational Systems
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Two Courses of Development
• Quality Manager
• Quality Auditors / Assessors
Quality • Mgrs of Accreditation Bodies
Professional • Trainers
• Consultants
• Managers of Testing Labs/Agencies
Quality
Management • Top Mgt / Policy Makers
• Production
• Supply Chain
Quality • Marketing
• Finance
Practitioner • Medical Personnel
• Engineers
• Academicians, etc
• Mgrs of Service organizations
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Quality Management requirement in different sectors
Manufacturing
Quality Public
Management
Services Defence Services Administration
Process
NGOs Academics IT Industries
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From QC to QA & QM
Level 3
Strategic &
System Continuous
(Performance) Quality Improvement
Based Management (CQI) Job
Quality Level 2
Assurance
‘Systems’ Dev,
Process + Product Opr & Auditing
Assurance Job
Quality
Control
Product/ Level 1
Service Laboratory /
Conformity testing Job
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Quality is now about business outcomes
TOOLS TRAINING, COACHING, GOVERNANCE &

AUDITING LEADERSHIP
• ISO STANDARDS • TRAINING
• VISION, MISSION,
• AWARDS (EFQM, • COACHING
BALDRIGE, ETC) POLICIES
• CONSULTING • SOPs
• METROLOGY
• AUDITING
Quality • SPC
DEVELOPMENT
• SOPs
• LEAN SIX SIGMA DEPLOYMENT
• COST OF QUALITY
• ACCOUTABILITY
• BENCHMARKING
• COMMITTEES
• FMEA
• QFD
Data • 5S, KAIZEN,
GEMBA
Science Productivity • PYTHON
• EXCEL
(Q 4.0) • MINITAB
• POWER-BI
• MSA
• ETC.
RELEVANT BUSINESS SECTOR(S)

Aviation, manufacturing, Healthcare, Education, Software
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Common development in Q Professionals & Practitioners
Quality Quality
Practitioner Professional
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Two Dimensions of Quality
Dept Competitive
High A Targets
PRODUCTIVITY
Dept
Med B
Dept Dept
C D
Low
Low Med High
QUALITY
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Quality Leadership
Standardization
& Improvements
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Regular Improvement
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is a challenge and part of every TQM
Program
ISO 9000 Business Excellence
TQM / TQC Quality Awards
C i C i C i
Six Sigma
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Anything other than the minimum

amount of equipment, materials, parts,
space, and workers time, which are
absolutely essential to add value to the
product or service.
Toyota (Fujio Cho)
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7 Types of Wastes
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Part 2
EXERCISE
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Statistical Skills at Mgt level - RCA
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Part 3
SIX SIGMA METHODOLOGY
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Six Sigma Definitions 20
• A Management driven, scientific methodology for product and process

improvement which creates breakthroughs in financial performance and
Customer satisfaction.
Source: Motorola
• A methodology that provides businesses with the tools to improve the

capability of their business processes. This increase in performance and
decrease in process variation lead to defect reduction and improvement
in profits, employee morale and of product.
20 Source: American Society for Quality
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Quality Management as a business strategy
Increase
Sigma
10-20%
30-50%
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Two basis for selecting projects 22
QUALITY WASTE
• Customers Complaints, • Reducing Profitability
churn & Surveys • Non-value added
• Audits processes
• Market Reputation • Rework
• Performance Reports • Cycle times
• Inventory
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How much do we waste or do rework ? 23
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3 types of ‘Improvements’ Programs
Management Level
Individual Level Middle Level Group
Group Activity
Activity Activity
Complex & Deep
Common Sense With Basic
Rooted problems
Suggestions & Statistical Analysis
Using Advance
Ideas Statistical Analysis
Kaizen
Quality Circles
Quality Improvement Teams
Six Sigma Project Teams
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Manual Quality Reporting
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Video 26
Kaizen (example)
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Six Sigma vs Kaizen and Quality Circles 27
For improving For improving Only for improving

Day to day Day to day High value,
Quality Quality deep rooted
issues Issues Quality
Require group issues
efforts
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Breakthrough vs Continual Improvement
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History of Six Sigma
• 1984 Bob Galvin of Motorola edicted the first objectives of Six Sigma
10x levels of improvement in service and quality by 1989
100x improvement by 1991
Six Sigma capability by 1992
Bill Smith, an engineer from Motorola, is the person credited as the father of Six Sigma
• 1984 Texas Instruments and ABB Work closely with Motorola to further develop Six Sigma
• 1994 Application experts leave Motorola
• 1995 AlliedSignal begins Six Sigma initiative as directed by Larry Bossidy
Captured the interest of Wall Street
• 1995 General Electric, led by Jack Welsh, began the most widespread undertaking of Six
Sigma even attempted.
• 1997 To present Six Sigma spans industries worldwide
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The Approach behind DMAIC
Practical Statistical Practical

DATA Statistical
Problem EXPERIMENTS
ANALYSIS DATA Solutions
VALIDATION
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Not every problem is a Six Sigma Project
Kaizen Quality Circles Six Sigma

By any person A little trained Specialists
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What is Six Sigma Level ?
“The ‘Sigma level’ of a process can be used to express its capability;
i.e. how well it performs with respect to customer requirements.
-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6
The higher the sigma level, the better the performance. Six Sigma refers to a process having 6 Standard
Deviations between the average of the process center and the closest specification limit or service level.
*LSL – Lower Spec Limit
*USL – Upper Spec Limit
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Sigma Levels: Short Term vs Long Term Process
Short Term Long Term

Process Not Shifted Process Shifted 1.5 σ
Yield (OK) Reject Yield (OK) Reject
% ppm % % (ppm)
1σ 68.27 317,300 30.23 69.7 % (697,700)

2σ 95.45 45,500 69.13 30.8% (308,700)
3σ 99.73 2,700 93.32 6.7 % (66,810)
4σ 99.9937 63 99.3790 0.62% (6,210)
5σ 99.999943 0.53 99.97670 233
6σ 99.9999998 0.002 99.999660 3.4
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Real Life Sigma Levels

4σ Process 6σ Process
without hot water more than without hot water for less
54 hours each year than two minutes a year
Lights would be out an hour Lights would be out about
a week two seconds a week
Phone without service for Phone without service for
more than four hours a about nine seconds a month
month
about six out of every 1,000 mistakes will occur only
invoices will contain incorrect about three times in every
information 1,000,000 invoices
you would spend 37 minutes you would have only 1.2
in the repair shop for every seconds of repair for every
100 hours you operate the 100 hours of operation
vehicle
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Improving Sigma is improving capability ….
(LSL) (USL)
-6σ -5σ -4σ -3σ -2σ -1σ +1σ +2σ +3σ +4σ +5σ +6σ
(LSL) (USL)
-6σ -5 -4 -3 -2 -1 +1 +2 +3 +4+5+6σ
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Sigma Level Rating
1 Sigma
4 Sigma
2 Sigma
5 Sigma
6 Sigma
3 Sigma
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What are Six Sigma Metrics ?
Each of these metrics serves a different purpose and may be used at different levels
in the organization to express the performance of a process in meeting the
organization’s (or customer’s) requirements. We will discuss each in detail as we go
through the course.
1.Defects
2.Defects per unit (DPU)
3.Parts per million (PPM)
4.Defects per million opportunities
(DPMO)
5.Rolled Throughput yield (RTY)
6.First Time Yield (FTY)
7.Sigma (s)
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SIX SIGMA
Methodology
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Six Sigma Methodologies
DMAIC DMADV
SIX SIGMA & LEAN SIX SIGMA
DESIGN FOR SIX SIGMA

Define Define
Measure Measure
Analysis Analysis
Improvement Design
Control Verify
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Six Sigma Programs
SIX Elimination of Defects from

SS SIGMA Existing Products and processes
LEAN Six Sigma plus Elimination of Wastes

LSS SIX SIGMA From Existing Products and processes
DESIGN FOR Elimination of Defects from

DFSS SIX SIGMA New Products and processes
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Six Sigma Methodology ?
Hunting and
focusing
Problems
Measure long
Standardizing
term process
(locking
behavior &
solutions)
baseline
Experimenting Systematic
& validating causal analysis
solutions with validation
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Lean Six Sigma Tools
DEFINE MEASURE ANALYZE IMPROVE CONTROL

• Problem selection • Data collection • Normality Tests • Brainstorming • SPC
Quality & Lean • Pareto Charts • C&E Matrix • Design of • SOPs
• Project Charter • X-Y Matrix • Hypothesis Tests Experiments • Control Plans
• CTQs • MSA (for variable & • Probability • FMEA
• Process Map attributes) Theorem • 5S, Kaizen, Poka
• SIPOC • Process Capability • Sampling theorem Yoke
Study • Central Limit
• Descriptive Theorem
Statistics • ANOVA
• Sigma Metrics • Scatter Diagram
• VSM • Correlation &
• Quality Function Regression
Deployment
• Kano Model
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Define Identifying and defining business problems and six

DMAIC sigma projects
1. Customers and Critical to Quality (CTQs)
ACTIVITIES
2. Problem Statement, Goals and Benefits)

3. Identify Champion, Process Owner and Team
4. Resources
5. Evaluate Key Organizational Support
6. Develop Project Plan and Milestones
7. Develop Process Map
1. Process Chart
2. SIPOC Diagram
3. CTQs
TOOLS
4. Project Charter
5. Surveys
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Measure Measuring the extend, location and nature of problem
DMAIC
1. Define Defect, Opportunity, Unit and Metrics
ACTIVITIES
2. Detailed Process Map of Appropriate Areas

3. Develop Data Collection Plan
4. Validate the Measurement System Analysis (MSA)
5. Collect the Data and extensive study
6. Begin Developing Y=f(x) Relationship
7. Determine Process Capability and Sigma Baseline
1. Process Flow Charting
2. Data Collection Plan
3. Descriptive Statistics of Xs and Ys
TOOLS
4. Measurement System Analysis (MSA), R&R

5. Voice of Customer Gathering
6. Process Sigma Calculations
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Analyze
Exploring and validating deep rooted causes
DMAIC
1. Exploring causes
ACTIVITIES
2. Validating Significant Causes

3. Identify Value/Non-Value Added Process Steps
4. Why-Why analysis
5. Determine Vital Few x's, Y=f(x) Relationship
1. Pareto Analysis, Time Series/Run Charts

2. Scatter Plots, Regression Analysis
3. Cause and Effect Matrix and Diagrams
TOOLS
4. Test of Hypothesis, Why-Why Analysis

5. Data Analysis & Inferential Statistics
6. Failure Mode and Effect Analysis
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Improve
Experimenting and validating solutions
DMAIC
1. Perform Design of Experiments

ACTIVITIES
2. Develop Potential Solutions

3. Define Operating Tolerances of Potential System
4. Assess Failure Modes of Potential Solutions
5. Validate Potential Improvement by Pilot Studies
6. Correct/Re-Evaluate Potential Solution
1. Mistake Proofing (Poke Yoke)

2. Design of Experiments (DOE)
3. House of Quality (Quality Function Deployment)
TOOLS
4. Failure Mode and Effect Analysis

5. Simulations
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Control
Standardizing and locking solutions for long term
DMAIC
operations
1. Define and Validate Monitoring and Control System

ACTIVITIES
2. Develop Standards and Procedures

3. Implement Statistical Process Control
4. Determine Process Capability and Cost of Quality
5. Develop Transfer Plan, Handoff to Process Owner
6. Verify Benefits, Cost Savings/Avoidance, Profit Growth
7. Close Project, Finalize Documentation, Reward/Award
1. Process Sigma Calculation
2. Control Charts
3. Cost of Quality Calculations
TOOLS
4. Control Plan
5. ISO 9001
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PROJECT CHARTER
Project Title Project Title
Business Benefits - Monitory considerations spread over a year figures.
- What are the benefits of doing this project
Problem What is the problem, issue and/or concern . This should be
Statement explained in terms of SS metrics and figures
Goal What are your improvement objectives and targets in numerical
estimations
Metrics (CTQ’s) - Primary Metric(s): key measures to be used for the
objectives
- Secondary Metric(s): those measures which indicates
impacts on secondary concerns and which indicates that
problem is not shifted to other key areas
Project Scope - what processes/products you are addressing
- What areas / functions are being addressed
Project Team - who are the team leader, sponsor, and members
- what are their roles and responsibilities in this project
Project Plan - DMAIC stages with estimated dates
Communication - what are your interfaces with each other
Plan - what are your meeting and reporting times
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Converting practical parameters into formula
Y= f(x)
Results Factors influencing Results
Y X
Outcome Factor
Effect Cause
Symptom Problem
Dependent variable Independent variable
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Reducing Process Variation & Defect Rates
Off-Target Too Much Variation
Centered
On-Target
Center Reduce
Process Spread
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DMAIC Process (overall)
Key Problem X
Y
Metrics (Ys) linked to 2 1
X
Y
1 3
Project Goal Measure
2
X
3
X
Y
2
3
Analyze
1 4
Define Measure and Analyze data

and process performance to
determine the critical
variables and root cause of
the problem
END 4
Lock Revised Improve
To improve
Processes
results
Experiments
X1
X2 Y1
5
with
X3 Y2
Control X4
Y3
Revise processes, optimize

variables, validate results
d l
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Logical Problem Solving : The Funnel Effect
Measure 30 - 50 Inputs
10 - 15 X’s
Analyze
8 - 10 X’s
Improve 4-8 Critical X’s
3-6 Critical X’s
Control
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Optimization
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Example data – Input Variables / Output Variables
x1, x2, x3 KPIVs PROCESS KPOVs y1, y2, y3
x1=ink viscosity y1=Mis-registration

x2=machine speed y2=Faded color
x3=paper weight KPIVs PRINTING KPOVs y3=Spots
x4=paper gloss PROCESS y4=Poor adhesion
x5=formulation y5=Over coloring
KPIVs: Key Process Input Variables

KPOVs: Key Process Output Variables
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Data Collection Sheet for Measurement
X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11 X12 X13 X14 X15
Manufacturer
Cost of spare
Equipment
Replace d/
Fault Type
Reporting
Mnt Start
Nature of
End time
Repaired
problem
Made in
Part Life
BTS Site
Month
Date
Time
time
Year
1 Jan 2012 2118 GS AB Pak Batter Burnt Repla 6m 11am 2pm 3pm 10000
y ced
X16 X17 X18 X19 X20 X21 X22 X23 Y1 Y2 Y3

Time to Repair
Spare Made in
Site Condition
Temperature
Qualification
Experience
Technician
Technician
Technician
Downtime
Years with
PM Status
Warranty
company
Name
MTBF
Pak No Poor Poor 35C ALI Btech 12 2 6m 1hr 4hr
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Six Sigma Structure Program
Driver
Coach
Six Sigma Steering Committee Project
Driver
Master
Black Belt
Champions
Project
Team or Manager
bers
Mem ers
Lead
Black Belt Black Belt
Green Belt Green Belt Green Belt Green Belt

Yellow Belt Yellow Belt Yellow Belt Yellow Belt
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Six Sigma Belts - Roles
SPONSOR •Senior executive who sponsors the overall Six Sigma
initiative
•senior-level executive who sponsors a specific Six Sigma

CHAMPION project, ensuring that resources are available and cross-
functional issues are resolved.
•Full-time professional who acts as a team leader on Six

BLACK BELT Sigma projects. Expert in methods, statistical tools and
team skills.
• Part-time professional who participates on six sigma

GREEN BELT project team or leads smaller projects.
•Professional who has general awareness of Six Sigma and

YELLOW BELT who brings relevant experience or expertise to a
particular project
•Highly experienced and successful Black Belt responsible

MASTER BLACK BELT for coaching/mentoring/training Black Belts
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Six Sigma Structure
• Six Sigma Steering Committee

• will set meaningful goals and objectives for the corporation
• will drive the implementation of Six Sigma publicly
• will regularly review and upgrade the six sigma program
• Champion
• will select Six Sigma projects consistent with corporate goals
• will drive the Six Sigma project and removal of barriers
• will be accountable for the success of the project
• Black Belt
• will lead and coordinate the six sigma projects
• will mentor Six Sigma project teams working under him/her
• will organize six sigma teams in a disciplined manner
• will guide team members and leaders on tools, techniques and
methods used in six sigma problem solving
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Six Sigma Structure
• Green Belt
• Work under the guidance of black belt in solving organizational problems
• May be team leader or member
• Yellow Belts (Team Members)
• will participate in problem solving, data processing, identifying and experimenting
solutions and support team leaders as subject matter experts
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Continuous Improvement Hierarchy

CEO
SIX SIGMA PROJECT TEAMS
HODs
Mgrs
Sup
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Roles and Responsibilities / Traits of a Champion
• Six Sigma project selection

• Six Sigma project deployment
• Must be aligned at the strategic level with organizational KPIs
• Driver for the Implementation of six sigma project results
• Must be believer in ‘systems’ and potential for improvement
• Must be driver for problem solvers – the six sigma way
• Must be team builder and motivator
• Must be ready to work under existing constraints
• Must appreciate creativity and new solutions, and willing to try out new
approaches
• Must be optimistic
• Must provide infrastructural support to six sigma teams
• Must remove hurdles and bottlenecks from his/her six sigma team
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Why Six Sigma project fails – strategic elements
• emotional start without structural and training backup to implement Six Sigma
• Un-alignment of Top Management with HODs; diversity of approaches
• Lack of depth in subject matter in HODs; thus avoids the subject implementation
• Isolated approach; dealing Six Sigma in isolation with strategic business plans
• Structural Chaos; unclear roles and structure for Quality Management
• Stand alone training with any deployment targets
• Ineffective and insufficient training at different levels
• Lack accountability of HODs on Quality KPIs
• No system of measuring performance of processes or functions (KPIs)
• Disconnect between financial management and quality management
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System Maturity Logic
An S-Curve
Improvement
Embryonic
SYSTEM
Maturity
1ST Year 2nd Year 3rd Year
Six Sigma Implementation
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Leadership Drive from Champions
Focus on
Business Outcomes
% %
Poor Good
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Most QM/QA programs don’t reach Phase III
EVENT REPEATED EVENTS (CULTURE)
PHASE II
PHASE I PHASE III
DEPLOY
DESIGN REGULAR IMPLEMENTATION
MENT
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Part 4
EXAMPLE CASE STUDIES
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2013 Started
SAVING
$12.6
Rs1.3b
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CI Organzation
SS Steering Group CI DEPT’L

(Strategic) LEAD CI LEADS
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MATURITY
START DEPLOYMENT
TRAINING TRAINING
TRAINING 2015 – 50% >90%
(25%) 2016 – 75%
PROJECTS PROJECTS PROJECTS

12 30 45
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Savings & Projects
LSS Projects Completed
35
30
25
20
34
15 28
25 25
10
13
5
2013 2014 2015 2016 2017
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Actual Savings
Savings USD (Millions)

4
3.5
2.5
1.5
0.5
0
2013 2014 2015 2016 2017
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Results
SAVING $ 12.6 Million
First Pass Compliance raised

from 92% to 98.5% +
15% Improvement in Yield
10% Increase in plant energy and

utilities efficiencies
Excellence in Planning, Maintenance
and Warehouse Inventory Management
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Let’s look at the

Power of Data Analysis
Using Excel
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Some knowledge and skill set are required …
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System Maturity Logic
An S-Curve
Improvement
Embryonic
SYSTEM
Maturity
1ST Year 2nd Year 3rd Year
Six Sigma Implementation
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Conclusion
TODAY’S LESSON
If you want to rapidly excel in your careers and give more benefits to
your organizations, then
,
Build your knowledge and skills of tools to be able to drive conclusions
and decisions based on reliable data and its analysis towards problem
resolutions in your daily, operational and strategic management.
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WWW. WEBSI TE. COM
Thank You
For Your Attention
Com pa ny A ddress Goes Here
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4/11/21

To provide clarity on the fundamentals of Lean Six Sigma

1. Some Key Concepts

Management & Improvements

Policies, Processes, Outcomes

TOOLS TRAINING, COACHING, GOVERNANCE &

RELEVANT BUSINESS SECTOR(S)

Low Med High

Anything other than the minimum

Toyota (Fujio Cho)

Six Sigma Definitions 20

• A Management driven, scientific methodology for product and process

• A methodology that provides businesses with the tools to improve the

20 Source: American Society for Quality

Quality Management as a business strategy

Two basis for selecting projects 22

How much do we waste or do rework ? 23

Six Sigma Project Teams

Six Sigma vs Kaizen and Quality Circles 27

For improving For improving Only for improving

Practical Statistical Practical

Kaizen Quality Circles Six Sigma

Short Term Long Term

1σ 68.27 317,300 30.23 69.7 % (697,700)

Real Life Sigma Levels

What are Six Sigma Metrics ?

DESIGN FOR SIX SIGMA

SIX Elimination of Defects from

LEAN Six Sigma plus Elimination of Wastes

DESIGN FOR Elimination of Defects from

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Define Identifying and defining business problems and six

2. Problem Statement, Goals and Benefits)

Measure Measuring the extend, location and nature of problem

2. Detailed Process Map of Appropriate Areas

4. Measurement System Analysis (MSA), R&R

2. Validating Significant Causes

1. Pareto Analysis, Time Series/Run Charts

4. Test of Hypothesis, Why-Why Analysis

1. Perform Design of Experiments

2. Develop Potential Solutions

1. Mistake Proofing (Poke Yoke)

4. Failure Mode and Effect Analysis

1. Define and Validate Monitoring and Control System

2. Develop Standards and Procedures

Off-Target Too Much Variation

Define Measure and Analyze data

Revise processes, optimize

Improve 4-8 Critical X’s

3-6 Critical X’s

x1, x2, x3 KPIVs PROCESS KPOVs y1, y2, y3

x1=ink viscosity y1=Mis-registration

KPIVs: Key Process Input Variables

X16 X17 X18 X19 X20 X21 X22 X23 Y1 Y2 Y3

Pak No Poor Poor 35C ALI Btech 12 2 6m 1hr 4hr

Green Belt Green Belt Green Belt Green Belt

•senior-level executive who sponsors a specific Six Sigma

•Full-time professional who acts as a team leader on Six

• Part-time professional who participates on six sigma

•Professional who has general awareness of Six Sigma and

•Highly experienced and successful Black Belt responsible

• Six Sigma Steering Committee

Continuous Improvement Hierarchy

SIX SIGMA PROJECT TEAMS