LSS - Yellow - Belt - 2021 V1.0 Sharing

Lean Six Sigma Yellow Belt
Certification Training
Online Mode
Yellow Belt
Krishnan P M
Principal Counsellor-
Business Excellence & Lean Six Sigma
Confederation of Indian Industry,
Institute of Quality, Bangalore.
© Confederation of Indian Industry
© Confederation of Indian Industry
V1.0 Feb 2021 1
This material is shared with the participants of the Online Training of this
program only. The material should not be shared with any other person
and is strictly to be used for this training purpose only.
© Confederation of Indian Industry 2

Introductions & Expectations
… … … …
… …
… …
Content
1. Overview, Lean & Six Sigma
Introduction
2. Managing Change
3. Six Sigma Methodology-DMAIC
✓ Define Phase
✓ Measure Phase
✓ Analysis Phase
✓ Improve Phase
✓ Control Phase
4. Evaluation
5. Conclusion

About CII
CII over the years has forged a strong nationwide network working beyond facilitating
growth and development of industry to address economic and societal challenges.
CII has been a lead player in Indian industry’s trajectory. With its origins in 1895, it has
assumed a key position at the forefront of development, especially since liberalization
in 1991. Committed to working closely with Government on policy issues, it is the
interface between Government and industry for enhancing competitiveness and
strategic global linkages.
Partnerships with civil society organizations carry forward corporate initiatives for
integrated and inclusive development across diverse domains including affirmative
action, healthcare, education, livelihood, diversity management, skill development,
empowerment of women, and water, to name a few. These are areas where CII has
pioneered industry engagement and is setting the pace for industry-community
partnerships.

About CII - IQ
CII Institute of Quality is the leading authority

in Quality Enhancement among organisations
and industries. Over the past century, CII has
provided Indian Industry with the support,
systems and tools to make a mark in the
competitive world. CII IQ aims to enhance an
organisation’s competitiveness is through the
quality route.
Verticals of CII-IQ are: The CII Institute of Quality has been awarded
‘GOLD’ level of certification under the ‘IGBC Green
• Business Excellence Existing Buildings’ rating system on 25th November
• Quality Management Systems 2017 during the 25th Silver Jubilee National Quality
Summit celebrations in Bangalore
• Lean Six Sigma
• Total Productive Maintenance
© Confederation of Indian Industry 6 6
HIGHLIGHTS ➢ 1988 - CII set up the TQM Division with the objective of
supporting Indian Industry – Opening of Economy-
Competition
➢ 2001 – Formal Inauguration of CII-Institute of Quality focusing

on Quality and Competitiveness of industry
➢ First Centre of Excellence on Quality –nodal and reference

point for Quality – Pioneer for Quality Movement in India
➢ Initial Focus - Created consciousness in Industry and Society

on Quality.
➢ Brought significant changes in India on how Quality was

perceived – Inspection to Quality Assurance to Operational
& Business Excellence

Certification Criteria-Yellow Belt
• 100 % Attendance of All Modules

• Continuous Evaluation of Group works
• Min 70% marks in Qualifying Exam(will be conducted on
final day)- Note: Candidate fail to score the required level,
can take a re-test later as announced by CII.
• Online, Open Book Test

1. Overview

100% Inspection/Verification…...
………………..what’s the reality??

Market Leaders “Then”
………..Market Leaders “Today” ????
-----
What has changed over time?

Transformation- The Need
Technology changes
are faster, superior
Example- changes in
the last three decades
12

Do you have issues related to
Process Variation

If your answer is YES to any those…
Opportunity
Identification
Then you need a
structured improvement
Solution
program Periodic Analysis
Review &Implement
One of the solution is ation
Adapting
Lean Six Sigma Methodology Improvement

What is Sigma and Six Sigma?
Sigma is
A uniform measurement
Six Sigma is
is a uniform improvement method
15Indian Industry
© Confederation of 15
History : Change
❑ 1850 – Interchangeble parts

– Eli Whitney
❑ 1920 – Time and motion

study – Frederick Taylor
❑ Ford : Mass production - 1920
❑ 1940 – TQM – Dr. Deming

❑ Toyoto : Focus on “flow”,
elimination of waste time &
material – 1950
❑ Motorola : Six Sigma –1986

What is Lean
• Lean manufacturing is a methodology that focuses on minimizing waste within

manufacturing systems while simultaneously maximizing productivity.
• Lean manufacturing is based on a number of specific principles, such as Kaizen, or

continuous improvement.
WORK FOR
MAP VALUE ESTABLISH FLOW IMPLEMENT PULL PERFECTION
SPECIFY VALUE STREAM
Define value from Draw the AS-IS Identify the flow Demand from Strive towards
customer’s process flow that of material and customer to be providing best
perspective; create value-add, information known to customer
define non-value add to across the supply implement pull. satisfaction ; focus
products/service customer chain[end-to- Pull system works
end] on kaizen to
when customer
continuous
signals the need
for the product / remove waste
service from processes
PRINCIPLES OF LEAN

What is Lean
The 7 Wastes of Lean Production

• Defects, which require effort and cost for corrections.
• Over-production of a product;
• Waiting, whether it is people waiting or idle equipment
• Unnecessary Transportation;
• Excess Inventory;
• Unnecessary Motion of people, equipment or machinery;
• Excess-processing or putting more time into a product than a customer needs, such as
designs that require high-tech machinery for unnecessary features;
8th Waste..?

Lean Manufacturing Tools and Concepts
Heijunka: production leveling or smoothing that seeks to produce a continuous flow of production, releasing work to
the plant at the required rate and avoiding interruptions.
Kanban: A signal -- either physical, such as tag or empty bin, or electronically sent through a system -- used to
streamline processes and create just-in-time delivery.
Jidoka: A method of providing machines and humans with the ability to detect an abnormality and stop work until it can
be corrected.
Andon: A visual aid, such as a flashing light, that alerts workers to a problem.
Poka-yoke: A mechanism that safeguards against human error, such as an indicator light that turns on if a necessary
step was missed, a sign given when a bolt was tightened the correct number of times or a system that blocks a next step
until all the previous steps are completed.
5S: A set of practices for organizing workspaces to create efficient, effective and safe areas for workers and which
prevent wasted effort and time. 5S emphasizes organization and cleanliness.
SMED/QCT: A method to instantly change the tool/die to reduce setup time of a machine/press.

Lean Manufacturing Tools and Concepts- 5S

Lean Manufacturing Tools and Concepts- 5S

5S

Lean thinking…
Lean Thinking is all about…
• Rethinking every aspect of jobs, careers, functions and firms in order to correctly
specify value as defined by the customer.
• Consider the customers investment in time and effort to be able to receive the
service.
• Putting the entire Value Stream for specific products relentlessly in the foreground
• Making value flow continuously along the whole length of Value stream
• Ensuring this flow is pulled by the customer in pursuit of perfection

House of Lean
HOUSE OF LEAN
Achieve Highest Quality, Lowest Cost, Shortest Lead Time

JIT Jidoka
• Stop, Correct,
• Continuous Flow Proceed
• Takt time • QCT/SMED
• Pull system • Less Human-
• Kanban Machine
interaction
Heijunka Standardized work Kaizen
Stable and Enhanced Production

Six Sigma

Reduce the Variation – Rewards Are High…..
• 68.26% of the data will fall within +/- 1s from the mean
68.26 %
95.46%
99.73%
-4 -3 -2 -1 0 1 2 3 4
Statistical Meaning of Six Sigma
Lower Upper
Specification Limit Mean / Target Specification Limit
High
Probability
of Failure
1
3 1 3 1
Much Lower
Probability
1 of Failure
6 2

Sources of Inefficiencies
• Use of resources beyond what is needed

to meet customer requirements
1.
Waste
2.
3. • Inability of the process to deliver
• Any deviation from
Variability and meet customer requirements
performance standards Inflexibility

Lean Six Sigma
Typical primary Lean entry point: Typical primary Six-Sigma entry point:
Reduce waste Reduce variability
Overproduction
1 Sample distribution
Unnecessar Waiting "Voice of
y 7 2 the
movements Transportation
customer"
WASTE LSL USL
6 3
Rework and
rejections
+
5 44 Over-
LCL UCL
"Voice of the process"
processing
Inventory
• Waste
• Waste

Lean Six Sigma
Lean
Six
Lean Six
Sigma
Sigma
Reduce waste by Eliminate defects and Serve customers with faster
reorganizing reduce variation in the and reliable
the process process products/services
▪ Remove waste ▪ Remove variation ▪ Reduce defect rate

▪ Increase speed ▪ Increase quality ▪ Prevent problem from
▪ Remove non-value ▪ Detect and recurrence
added steps eliminate errors ▪ Add value to customer
▪ Focus on customer ▪ Focus on customer ▪ Retain customer

2. Managing Change

Stages of Change
Contentment Renewal
➢Provide a Vision ➢Leverage Enthusiasm
➢Paint a Picture ➢Keep Them Involved
➢Raise Awareness
Denial Confusion
➢Listen to Views ➢Provide a Plan
➢Focus on Process ➢Pilot and Deploy
➢Gather Data ➢Follow Methodology

Breakthrough Need New Approach

What prevents us to make dramatic changes ?
• Barriers
– subject matters
– process deficiency
– relying on experience (paradigms)
Finish
– Company culture
– Individual resistance Finish
Start
Start

Group Work

3. Lean Six Sigma
Methodology

DMAIC & DFSS
DMAIC DFSS
Define Define
the Requirement
characterisation
Understanding
Process
Y’s Measure Measure
Analyse Analyse
Optimisation
Design
optimisation
Improve
Process
Optimise
Design
X’s
Control Validate

Levels of Lean Six Sigma Certification
• Awareness of Learn Six Sigma methodology and tools
Green Belt
• Participate in improvement projects with some mentoring
(GB)
• Continuous improvement focus
• Learn Six Sigma methodology and tools

Green Belt
• Apply Six Sigma to projects in current job scope
(GB)
• Lead improvement projects with some mentoring
• Lead multiple Six Sigma projects

Black Belt
• Apply Six Sigma to individual projects working independently
(BB)
• Mentor Green Belts
Master • Train others in Six Sigma

Black Belt • Mentor Black Belts and Green Belts
(MBB) • Cultural change agent for Six Sigma

3a. DMAIC Approach

Introduction to Six Sigma: DMAIC
Define Where is the Gap and How Much is the Gap
Measure What are the Current Performance
Analyse
What are the potential root causes of &
improvement opportunities?
What are the solutions and how do we

Improve
implement them?
Control How do we maintain the gains?

DMAIC Approach
3b. DEFINE PHASE

Introduction to Six Sigma
Define Where is the Gap and How Much is

the Gap
Analyse What are the potential root causes of & improvement

opportunities?
Improve What are the solutions and how do we implement

them?

Define
1. Project Charter
Define 2. Stakeholder Analysis
3. Process Mapping
Key Deliverables :
➢ Develop Team Charter (Business case, Goal Statements, Scope,
Milestone, Team..)
➢ Stakeholder Analysis
➢ Detailed Process Map
Applicable Tools :
➢ Charter Stakeholder Analysis, Kano Model
➢ Process Mapping – SIPOC, VSM

Approach to Project Selection
Identify Opportunities
Prioritise – Impact v/s Feasibility
Identify Team
Stakeholder Buy-In
Charter

Project Prioritization
▪ Impact
▪ Success Elements
✓ Critical to customer
✓ Critical to business ✓ Dedicated resource that possesses
✓ The problem must be solved process / product expertise
✓ Project meets expectations
✓ Completed in a short timeframe
3-6 months
▪ Feasibility
✓ Clear sponsorship and process
ownership
✓ Solution unknown or ✓ Adhering to a structured, well
unproven communicated improvement plan
✓ Additional analysis &
validation required

Project charter
• A project charter explains what is the project, the approach to solve it, who are the
team members
• It is a living document & must be revisited on need basis.
Along with the basic project details Project charter answers 7 main questions
1 2 3 4 5 6 7
Why should What
we do this exactly is What are By when & What are Who will What are
the what will be project be part of the start &
project the
expected the boundari the end dates?
problem?
benefits? outcome? es? project?
Business Problem Expected Goal Team roles Project

Project
Case statement benefits statement timeline
scope

Project charter
Business problem Risk
Project milestones & schedule

Goals Phase Milestone Target Review Remark
completion dates
Define Project Charter

Stakeholder Analysis
Process Mapping
Measure Validate Measurement System

Collect Data
Establish Baseline
Scope (IN & OUT bonds) Team Members

Analysis Identify Sources of Variation
Funnel Causes
Validate Root Cause
Improve Generate Solution Ideas

Customers/Stakeholders Constraints & Assumptions Select Best Fit Solution
Test Solution & Confirm Results
Control Implement Solution

Monitor Process & Results
Replicate & Share Best Practices
Financial benefits
Resources

Project charter – Example
Business problem Risk
• In-ability to make changes in the system
The bank currently is ramping up its Credit Operations at the rate of • Getting full support from field staff
15-20% per year. At this stage it is essential to improve the Turn
Around Time to the Benchmark Levels in industry and ensure Right
the First Time. Project milestones & schedule
Phase Milestone Target Revie Remar
Goals complet
ion
w
dates
k
Define Project Charter

•Reduce of TAT from current level of 1-7 Days to 75% within 1 Day Stakeholder Analysis
by Dec 2015 Process Mapping
•Establish the measurement for First Time Right/Rolled throughput Measure Validate Measurement System
Collect Data
Yield by Sep 2015 and reduce the gap between current level and Establish Baseline
100% by one third Analysis Identify Sources of Variation
Funnel Causes
Scope (IN & OUT bonds) Team Members Validate Root Cause
Home Loans to Salaried • Team Leader: AS, Improve Generate Solution Ideas
Customers in southern region • Team Members: VP, MSA, AYS, Select Best Fit Solution
Test Solution & Confirm Results
excluding Chennai Circle
Control Implement Solution
Customers/Stakeholders Constraints & Assumptions Monitor Process & Results
Replicate & Share Best Practices
Regional Heads, Branch •Availability of system data
Managers •Ability to change over the forms
Resources
Financial benefits •Field and branch staff
• Opportunity gain by early on-boarding (To be estimated) •IT
• Achieve benchmark level to enable increase in market share

DMAIC Approach
3c. MEASURE PHASE

Analyse
improvement opportunities?

Improve
implement them?

Measure
4. Validate Measurement System
Measure 5. Collect Data
6. Establish Baseline
Key Deliverables :
➢ Measurement system for Ys and Xs
➢ Data Collection Plan & Compilation of Past Data
➢ Quantification of current performance level
Applicable Tools :
➢ Measurement System Analysis – Attribute and Variable
➢ Types of Data, Sampling, Simple Seven QC Tools
➢ Descriptive Statistics, Run Chart, Process Capability Analysis, Normality
Plot

Why do Errors Occur?
▪ Incorrect procedures ▪ Unclear or undocumented

processes
▪ Excessive variation in the
process ▪ Unclear or incomplete
specifications
▪ Excessive variation in the raw
materials ▪ Human error
▪ Inaccurate measuring devices ▪ Inadequate Skill

Detecting Errors
Traditional approach . . .
FEEDBACK
Step 1 Step 2 Step 3 Step 4 Inspection
Mistake Proofing provides immediate feedback so that action can

be taken
FEEDBACK FEEDBACK FEEDBACK
Step 1 Step 2 Step 3 Step 4

Kano Model
multiple dimensions of quality Vs customer satisfaction
Dissatisﬁers:
Basic needs - Presence of these features or
functions does not produce satisfaction,
but their absence creates strong
dissatisfaction.
Performance:
Satisﬁers - Increasing these features or
functions leads to higher satisfaction.
Excitement:
Delighter - Presence of these unexpected
features or functions leads to "delight“ or
customers being "pleasantly surprised".

Defining CTQ
A CTQ is a Product or Service characteristic that satisfies a

Customer Requirement OR a Process Requirement
• Customer CTQs are often hazy & they must be converted into meaningful internal
goals that are assignable to functions
• Some functions in the organization may also need to look at internal customers. In this
case, Business CTQs may mingle with Customer CTQs
• Internal CTQs are internal organizational deliverables that characterize a
customer CTQ
Some of the tools used to convert Customer CTQs / Business CTQs into internal CTQs
• CTQ Drill-down
• Quality Function Deployment (QFD / House of Quality)

CTQ Drilldown tree

Process Mapping - SIPOC
Process: Loan Processing

Supplier Input Process Output Customer
Loan Application
Processed Loan
Customer Credit rating Loan Processing Customer
in time

Process Mapping Nomenclature
Process Decision Data
Pre-defined Document Terminator

Process
Manual Manual
Delay
Operation Input

Process Map Example – Online Order and Delivery
No
Enter
Call Yes customer details
Customer calls
Answered?
in the system
Take Confirm Take

Yes
card Credit card? payment order
details type details
No
Deliver &
Despatch collect money,
order if non-credit card
customer
However, in this step, emphasis is on creating a micro-level process map. The team can go to
micro level or detailed process maps in Measure and Analyze phase
Cross Functional Process Maps
Cross Functional Process Maps are also effective when the process moves
across different functions
Step
Function 1 Step 5
4
Step 3
Function 2
Step 2
Step 1 Step 8 End

Function 3
Step 6 Step 7
Function 4

3c1. Data Collection

Types Of Data
Data
Variable / Attribute /
Continuous Discrete
 Measurable  Countable
 Endlessly Divisible  Indivisible

Basic Statistics – Numeric Representation
Project data can be numerically represented in two forms:
Mean Range
Median Variance
Mode Standard Deviation
Measures of central tendency Measures of variation
Location Spread

Measures Of Location In Data
• Mean
• Arithmetic mean represents the simple average of observations in a sample
• Median
• Value at which at least 50% of observations are above and at least 50% of the data are
below
• For even number of observations the average of the two central values is often called the
Median
• p-Quartile
• Value at which at least p(100)% of observations are below and at least (1-p) 100% of the
data are above
• 25% Quartile: 25% of data (one quarter) are below and 75% are above
• 75% Quartile: 75% of data (three quarters) are below and 25% are above
Measures Of Spread In Data
• Variance
• Obtained by averaging the squared deviations of observations around the
mean. Because its units are the square of the variable Y, it is a measure that is
not used directly but used to calculate standard deviations
• Standard Deviation
• Obtained by taking the square root of the variance and measures the spread
around the Mean. The interpretation in asymmetric sample distribution is not
always clear cut
• Range
• Obtained by subtracting the smallest observation (minimum) from the largest
observation (maximum)
• Coefficient of Variation (CV)

• The CV is the Standard Deviation divided by the Mean
Data Collection Plan (DCP)
Once we complete Measurement System Analysis, we need to collect new set of data
Why we need to collect a new set of data to ensure the data we are collecting is
• Precise & Accurate
• Representative
• Stable
Key points to keep in mind

✓ What is the data type you want to collect
✓ Determine What kind of data that is available
✓ Determine how much data is needed
✓ Determine how to measure the data
✓ Decide who is going to collect the data
✓ Determine where the data will be collected from
✓ Decide whether to measure a sample or the whole
population
Data Collection Template
Who
Sampling
What (is Being Measured) How (Is It Being Measured) (is
Frequency
measuring)
Sl.
No
Operational Operator Frequency of
Parameter To Data Environ Measuring
X or Y Definition of the Machine Material Method Name, the
Be Measured type ment Equipment
parameter Designation measurement

DPU, DPO,DPMO Definitions
Defect (D)
Anything that results in customer dissatisfaction.

Anything that results in a non-conformance,
- 9 defects

DPU, DPO,DPMO Formula
No of Units (U) = 4 Defects per Opportunity (DPO)

No of Defects (D) = 9 DPO =Defects(D)/ Total
Opportunities
Defects per Unit
= 9/20
DPU = D/U
= 0.45
9/4 = 2.25
DPMO = DPO*1,000,000
Total Opportunities = No of Units * No of
opportunities = 0.45*1,000,000
= 4*5=20 = 450000

Defects per Million Opportunities → Sigma
SIGMA LEVEL WITHOUT SHIFT WITH SHIFT
1 3,17,400 6,97,700
2 45,400 3,08,537
3 2,700 66,807
4 63 6,201
5 0.57 233
6 0.002 3.4

3c2. Standard
Deviation

Causes of Variation
Common Causes
- Many small sources
- Stable
- Relatively predictable
- Permanent -unless action taken.
Special Causes
- One or few major sources
- May be irregular
- Unpredictable
- May reappear unless action taken

Standard Deviation - Sample
The Sample Standard Deviation is Denoted by s. The formula has following

2 differences
1. Sample Average REPLACES Population Average

2. n-1 REPLACES N
= σ𝑁 (X − X ) 2
s 𝑖=1 i
n−1
Xi – Individual Observations
X – Average of the Sample

n – Sample Size
3c3. Sampling plan

Types of Sampling
Probability Samples
Simple Systematic
Random Random Stratified Cluster
Non-probability Samples
Quota Convenient Judgmental Snowball

Random Sampling
xxxx x
xxxx x x
xx
xxxx
----
……..
Population Sample
N=2000 N=50

Sample Size
Data
Variable / Continuous Attribute / Discrete

2 2
1.96s 1.96
n= n= [p(1-p)]
d d
n = sample size
s = standard deviation
d = precision
p = proportion defective
1.96 implies 95% Confidence

3c4. Measurement System
Analysis (MSA)

Gauge R & R
Gage R&R (Gage Repeatability and Reproducibility) is the amount of

measurement variation introduced by a measurement system, which consists
of the measuring instrument itself and the individuals using the instrument.
Purpose:
• Determine how much variability is due to the gage or instrument
• Isolate the components of variability of the measurement system
• Assess whether the instrument or gage is capable (suitable for
intended application)

Key Concepts
▪ Accuracy and Precision

▪ Repeatability
▪ Reproducibility
▪ Stability
▪ Linearity
▪ Measurement System Analysis – Variable Data
▪ Measurement System Analysis – Attribute

Accuracy & Precision
Accuracy refers to the closeness of a measured

value to a standard or known value
Precision refers to the closeness of two or more

measurements to each other.

Repeatability
Repeatability is the variation in

measurements obtained with one
measurement instrument when used
several times by one appraiser while
measuring the identical characteristic on
Repeatability
the same part.

Reproducibility
Operator B
Reproducibility is the variation in the
average of the measurements made by
Operator C
different appraisers using the same
measuring instrument when measuring Operator A
the identical characteristic on the same Reproducibility
part.

Simple Seven Problem Solving Tools
1. Check Sheet
2. Histogram
3. Pareto Analysis
4. Cause and Effect Diagram
5. Stratification
6. Scatter Diagram
➢ Flow charting (Supplementary tool)
➢ Brain storming (Supplementary tool)
7. Control Charts
➢ Why Why Analysis

What are QC Tools
QC Tools are techniques used in QC Activities for
➢Discovering problems (Check sheets, Graphs,charts)

➢Organizing information (Charts & Graphs)
➢Generating Ideas (Brain storming, cause & effect diagrams)
➢Analyzing causes (Pareto)
➢Taking Action
➢Effecting Improvements
➢Establishing Controls (Control charts)

DMAIC Approach
3d. ANALYSE PHASE

Introduction to Six Sigma: DMAIC

Analyse improvement opportunities?
Improve implement them?

Funneling
All ‘X’ s 30
Categorization
25 Data Available Data Not Available 5
Data Gemba Significance

Analysis Investigation Test
5 Real ‘X’ s Real ‘X’ s 3
Counter Measures/Actions 8
Process capability
➢ What is difference Process Condition-A
between Process A,
B and C?
➢ Which is most
desirable?
L Mean U
Process Condition-B
Process Condition-C
U L Mean U
L Mean

Process capability
Process 1 Process 2
LSL X=20, SD=1
X=22, SD=1
=16
USL LSL USL
=24 =16 =24
Process 3 Process 4
X=25, SD=1
LSL X=17, SD=1
=16 USL LSL USL
=24 =16 =24

Calculation of Cpk index
Cpk = Minimum of ( CPU and CPL)
USL – X X - LSL
CPU = ----------- , CPL = -------------
3 SD 3 SD
Also, CPU = ZU / 3, and CPL = ZL/3
Calculate Cp and Cpk for the four processes depicted earlier.

Chance causes / Common causes of
variation
➢Are Large in number
➢Each cause small variation
➢Can’t be easily identified
➢May not be always economical to eliminate
Assignable Causes or Special cuases of Variation

➢Are Small in number
➢Each causes large variation
➢Can be easily identified
➢It is always economical to eliminate

Failure Mode and Effect Analysis

Failure Mode Effect Analysis
FMEA is systematized and analytical technique intended to:
❑ Identify and evaluate potential failure modes and causes associated with
product and process design
❑ Identify actions that will eliminate or minimize the Risk associated with
potential product and process design failures
❑ Document the processes of due care and problem closure to positively define
what the design must do to satisfy the customer
❑ Be a tool for building and refining - not simply completed then tossed

Risk Priority Number (RPN)
❑ SEVERITY ( Of Effect) - Importance of effect on customer requirement -

Could also be concerned with safety and other risks if failure occurs.
❑ OCCURRENCE ( Of Cause ) - Frequency with which a given cause occurs

and creates failure mode.
❑ DETECTION (Capability of Current Controls) - Ability of current control

scheme to detect:
▪ All three use a scale of 1- 10 ,with 1 being Best or lowest risk,

▪ 10 being worst or highest risk
RPN = Severity X Occurrence X Detection
Effects Causes Controls

CURRENT CONTROLS :
The mechanisms that prevent or detect the failure mode before it reaches the
customer. Current controls include SPC, Inspections, Monitoring, Training,
Preventive Maintenance.
RECOMMENDED ACTION :
Corrective actions to reduce occurrence, and / or Detection rankings. Directed
at the highest RPN and critical severity items.

FMEA worksheet
Using your Process Map, enter the process steps in the
Process Function (Step) column
Process Potential Potential S Potential O Current D R
function (step) failure modes failure effects E causes of C process E P
(process (Y’s) V failure (X’s) C control T N
defects)

The Rating Scale
Use the following guide line for assigning ratings to Severity, Occurrence and Detection
Scores. Occurrence scores can be assigned based on probability or time period.
Severity Scale Occurrence Scale Detection Scale
Rating
Definition Time Period Probability Definition
10 Injure a customer or employee More than once per day > 30% Defect caused by failure is not detectable
9 Be illegal Once every 3-4 days ≤ 30% Occasional units are checked for defect
Units are systematically sampled and

8 Render product or service unfit for use Once per week ≤ 5% inspected
7 Cause extreme customer dissatisfaction Once per month ≤ 1% All units are manually inspected
Units are manually inspected with mistake-
6 Result in partial malfunction Once every 3 months ≤ .03% proofing modifications
Cause a loss of performance which is likely Process is monitored (SPC) and manually
5 to result in a complaint Once every 6 months ≤ 1 Per 10,000 inspected
SPC is used with an immediate reaction to
4 Cause minor performance loss Once per year ≤ 6 Per 100,000 out-of-control conditions
Cause a minor nuisance, but can be SPC as above with 100% inspection
3 overcome with no performance loss Once every 1-3 years ≤ 6 Per Million surrounding out -of-control conditions
Be unnoticed and have only minor effect on

2 performance Once every 3-6 years ≤ 3 Per 10 Million All units are automatically inspected
Be unnoticed and not affect the Defect is obvious and can be kept from
1 performance Once every 6-100 years ≤ 2 Per Billion affecting the customer

FMEA Action Guide
❑ Take actions on the items having high RPN scores

❑ Besides the high RPN score items use the following guide to
identify the items which needs attention

FMEA New Standard
Note – The details of FMEA given in the

earlier slides are based on previous version
of the standard, presented for understanding
the process of FMEA
While doing FMEA, you may refer to the new

standard guidelines for arriving at the
solution.
However, earlier standard also will provide

the necessary inputs for you to proceed with
the project effectively

FMEA New Standard

FMEA New Standard

Validation Tools

Overall Approach
Practical Problem Statistical Problem
Practical Solution Statistical Solution

Method’s To Identify ALL Possible
Factors Affecting Variation……
Process Map Analysis Cause and Effect
Xs Ys
Suspected
ALL POTENTIAL Xs
Causes
Graphical Analysis
Pareto Analysis

Funneling
All ‘X’ s 30
Categorization
25 Data Available Data Not Available 5
Data Gemba Significance

Analysis Investigation Test
5 Real ‘X’ s Real ‘X’ s 3
Counter Measures/Actions 8
Funneling (Application of Tools)
Data Characterization
Brainstorming &
Partitioning
FMEA
x1 x7 = 38%
x2 x6 = 27% Vital X’s
x3 x2 = 12%
x4
x5 Exploration x9 = 4%
x6 of the y-x x10= 4%
x7 relationship x5 = 2%
x8 x1
x9 x3
Trivial X’s σ error
x10 x4
x11 x8 = 13%
x12 x11
x12
Fishbone

Hypothesis Testing
• Real Life Hypothesis: The newly modified machine
will increase output.
• This is called the Alternative Hypothesis (Ha)
• There is no difference in output between the old
machines and the improved one.
• This is called the Null Hypothesis (Ho)
➢ It is the null hypothesis that is always tested in an attempt to ‘disprove’ it &

support the alternative hypothesis.
➢Generally, the null hypothesis would state that ‘null’ condition exists, i.e.
there is nothing new happening, the old theory is still true.
➢The alternative hypothesis, on the other hand, would state that the new
theory is true, there are new standards, etc.

Probability Value or P-value of the Test Statistics
➢ P-value is the probability of null hypothesis being true
• This probability value is used to draw conclusion whether to
reject or not to reject Null hypothesis
• When P-value is low (below α level, usually 5% or 0.05 as rule
of thumb), there is evidence to reject Null hypothesis

Correlation and Regression
Black Belt Training

Correlation and Regression - Objective
❑ To see how the performance variable is influenced or

related to an input variable
❑ To ascertain how changes in the input variable affect
the performance variable
❑ To predict performance using input values
❑ To understand the relationship between performance
and input.
❑Correlation describesIsthe
it strength
linear, ofcurvilinear, S-shaped?
a linear relationship Does
between two it
variables
have saturation levels?
❑Regression tells us how to draw the straight line described by the correlation

Correlation Analysis using Scatter Plot
Y Y Y
X X X
Strong Positive Correlation Moderate Positive Correlation No Correlation
Y Y Y
X X
Strong Negative Correlation

X
Moderate Negative Correlation Other Pattern -
No Linear Correlation

Scatter Plot
Scatter Plot
Shows the Relationship Between X and Y
A scatter plots show how an output

(Y) changes in relationship to an
input (X). If there is no relationship,
the points will scatter randomly on
the plot.

Regression
➢ Regression analysis generates a line that quantifies the

relationship between X and Y.
➢ Quantifies the Relationship Between X and Y
Y (output)
8
0 1 2 3 4 5 6 7 8 9 10
X (input)

DMAIC Approach
3e. IMPROVE PHASE

Introduction to Lean Six Sigma DMAIL
Analyse What are the potential root causes of & improvement opportunities?
Improve What are the solutions and how do we

implement them?

10. Generate Solution Ideas
Improve 11. Select Best Fit Solution
12. Test Solution & Confirm

Results
Key Deliverables :
➢ Potential Solutions
➢ Best Fit solution based on feasibility and impact
➢ Validation of results
Applicable Tools :
➢ Value Stream Mapping
➢ PUGH Matrix
➢ TOH, ANOVA, Regression

Objective of Improve Phase
❑ Develop, test and implement solutions to improve

the process by reducing variation in the critical output
variables caused by the vital few input variables
❑ Demonstrate with data that the solutions work

Improve Phase – Steps
➢ Generate ideas for improving the process,

➢ analyze and evaluate those ideas,
➢ select and test the best potential solutions,
➢ plan and implement the solutions, and
➢ validate the results with data and statistical
analysis

Failure Mode and Effect
Analysis
(FMEA)

Improvement
Planning

Selection techniques
• Brainstorming
• Ranking method
• Rating method
• Decision Matrix

Idea Selection

DMAIC Approach
3f. CONTROL PHASE

Introduction to Lean Six Sigma DMAIL
Analyse What are the potential root causes of & improvement opportunities?
Improve What are the solutions and how do we implement them?

13. Implement Solutions
Control
14. Monitor Process & Results
15. Replicate and Share Best

Practices
Key Deliverables :
➢ Work Instructions and SOPs
➢ Control Plans
➢ Required communication and training
Applicable Tools :
➢ Control Plans, SOPs
➢ Control Charts
➢ Poka Yoke

Control Plan & Process Control
Objectives
• Articulate the need for standardization.
• Carry out an approach to standardization.
• Recognize barriers to standardization.
• See how standardization fits into the strategy for process improvement.
• Understand that standardization must be balanced with creativity, empowerment,

ownership, and leadership.

Different ways to implement time-monitored changes
HUMAN PARTIAL FULL

INTERVENTION AUTOMATION AUTOMATION
SOP + audit Automatic Automatic

warning corrective
+ audit action
SPC of results Dual automatic

warning
SPC of Automatic warning + automatic shut

process down
variables

Control Plan

Control Charts
• A Control chart is a time ordered plot of the data with control limits.
• Control limits identify the expected range of variation of the data.
• Control charts identify the presence of special cause of variation within a
process.

Mistake Proofing
[Poka-Yoke]

Objectives of Mistake Proofing
• What is “Mistake Proofing”

• What are Errors and how do we
detect them
• Mistake Proofing Techniques
• Mistake Proofing Examples

How do I change the process and keep it
in control forever?
Operational Method
Written Instructions
Verbal Instructions
(Mistake Proofing)
Sheets (OMS)
Poka - Yoke
DFSS
SPC
AMOUNT OF CONTROL
Amount of Effort Expended by the Process

Mistake Proofing Techniques
When can we find mistakes?

•Before they occur (PREVENTION or PREDICTION)
•After they occur (DETECTION)
Technique Prevention / Prediction Detection
When a mistake is about to When a mistake or defect

SHUTDOWN
be made has already been made
Defective items can’t move

CONTROL Errors are impossible
on to the next step
That something is about to Immediately when

WARNING
go wrong something goes wrong

4. Project Closure

Project Closure
• Goal : Plan Vs Actual

Sigma Level
• (Base Line Vs Current)
4.2 4
2.3
Sigma Level
Base Line 2.3
Goal 4.2
current
Base Line Goal current
4

Project Closure
Documentation, Review and Approval
Document the Project Management Review and Communication Recognition

steps and findings as per Approval
the format/templates
covering
DMAIC Steps
Project review comments
Financial saving approval
Project Learning
Sustenance Plan
Horizontal Deployment
process/suggestions

Benefits of Lean Six Sigma
Customer
Productivity Quality Complaint
Improvement Improvement Reduction
Product
Development Customer
Material Waste
Improvement Audit Score
Reduction
Improvement
Energy Saving Cost &

Inventory Improve
Reduction Safety

Journey Begins

Wish You All The Best
Krishnan P M
Principal Counsellor-
Thank You
Business Excellence & Lean Six Sigma
Krishnan.pm@cii.in

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Lean Six Sigma Yellow Belt

© Confederation of Indian Industry 2

© Confederation of Indian Industry 4

© Confederation of Indian Industry 5

CII Institute of Quality is the leading authority

➢ 2001 – Formal Inauguration of CII-Institute of Quality focusing

➢ First Centre of Excellence on Quality –nodal and reference

➢ Initial Focus - Created consciousness in Industry and Society

➢ Brought significant changes in India on how Quality was

© Confederation of Indian Industry 7

• 100 % Attendance of All Modules

© Confederation of Indian Industry 8

© Confederation of Indian Industry 9

………………..what’s the reality??

© Confederation of Indian Industry 10

………..Market Leaders “Today” ????

© Confederation of Indian Industry 11

© Confederation of Indian Industry 12

© Confederation of Indian Industry 13

© Confederation of Indian Industry 14

❑ 1850 – Interchangeble parts

❑ 1920 – Time and motion

❑ 1940 – TQM – Dr. Deming

❑ Motorola : Six Sigma –1986

© Confederation of Indian Industry 16

• Lean manufacturing is a methodology that focuses on minimizing waste within

• Lean manufacturing is based on a number of specific principles, such as Kaizen, or

© Confederation of Indian Industry 17

The 7 Wastes of Lean Production

• Unnecessary Motion of people, equipment or machinery;

© Confederation of Indian Industry 18

© Confederation of Indian Industry 19

© Confederation of Indian Industry 20

© Confederation of Indian Industry 21

© Confederation of Indian Industry 22

Lean Thinking is all about…

• Ensuring this flow is pulled by the customer in pursuit of perfection

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Achieve Highest Quality, Lowest Cost, Shortest Lead Time

Heijunka Standardized work Kaizen

Stable and Enhanced Production

© Confederation of Indian Industry 24

© Confederation of Indian Industry 25

© Confederation of Indian Industry 27

• Use of resources beyond what is needed

© Confederation of Indian Industry 28

© Confederation of Indian Industry 29

▪ Remove waste ▪ Remove variation ▪ Reduce defect rate

© Confederation of Indian Industry 30

© Confederation of Indian Industry 31

© Confederation of Indian Industry 32

© Confederation of Indian Industry 33

© Confederation of Indian Industry 34

© Confederation of Indian Industry 35

© Confederation of Indian Industry 36

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• Learn Six Sigma methodology and tools

• Lead multiple Six Sigma projects

Master • Train others in Six Sigma

© Confederation of Indian Industry 38

© Confederation of Indian Industry 39

Define Where is the Gap and How Much is the Gap

Measure What are the Current Performance