Six Sigma GB Online TrgV-3.0 Oct 20 - Sharing - F

Lean Six Sigma Green Belt Certification
Training -Online Mode

Green
Belt
Krishnan P M
Principal Counsellor-Business Excellence &
Head -Lean Six Sigma
Confederation of Indian Industry,
Institute of Quality, Bangalore.
©©Confederation of Indian Industry Version 3.0 April 2020

Confederation of Indian Industry 1
This material is shared with the participants of the Online Training,
offered in three modules.
The material should not be shared with any other person and is strictly to
be used for this training reference purpose only.
© Confederation of Indian Industry

2
Introductions & Expectations
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13-10-2020
3
Program Schedule

4 4
Content
Module 1 Module 2 Module 3
1. Overview 6.Analyse Phase 7. Improve Phase-continued

2. Lean Principles • Analysis Phase 8. Control Phase
3. Six Sigma -introduction • 7 QC Tools 9. Project Closure
4. Managing Change • FMEA &Documentation
5. Lean Six Sigma • Validation 10. Evaluation
Methodology-DMAIC • Improve Phase 11. Conclusion
• Define Phase
• Measure Phase

5
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.
Incorporating the vision elements of India@75 for positioning CII as #ciiI4india, various
initiatives are scheduled to take place between January to December 2020 across the country
and abroad.
The year 2020 marks a new milestone as CII completes 125 years of service to India and
the Indian Industry.

6 6
CII Institute of Quality

7
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
• Business Excellence Green Existing Buildings’ rating system on 25th
• Quality Management Systems November 2017 during the 25th Silver Jubilee
• Lean Six Sigma National Quality Summit celebrations in
• Total Productive Maintenance Bangalore

8 8
About CII - IQ
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

9
IQ SERVICES
Education and Training TQM
Counselling Business Excellence Model
Assessment Systems and Standards
Awards and Recognition Lean, Six Sigma
Events / Missions to TPM

promote and share
Best Practices
Healthcare excellence
Networking
Laboratory & Measurement
Clusters

10 10
Certification Criteria-Green Belt
• 100 % Attendance of All Modules

• Continuous Evaluation of Group works
• Min 70% marks in Qualifying Exam(will be conducted
at the end of Course- Module 3, final day)- Note:
Candidate fail to score the required level, can take a
re-test later as announced by CII.
• Open Book, 90 Minutes Test

11
Certification Criteria-Green Belt
• Successfully Completing min ONE Project at Green Belt
Level
o Min one project to be completed- 3-4 members can form one
team
o Completed Projects to be submitted to CII after duly signed by
the Lean six Sigma Leader/Reporting Manager/Head for
Review.
o Specific Review Comments, if any by CII review panel, to be
incorporated and submitted for final review
o On successful completion of the project , participants will be
awarded the certificate, if they also qualified in the test.

12
1. Overview

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Is your Morning Tea Tastes the same
every time ?

14
100%
Inspection/Verification…..
.

15
Reality Test……
Count the Number of letter “i” in the text within the box
Dr. Juran noted that inspection was at best, 80% accurate
One-hundred-percent inspection is commonly used to avoid shipping
nonconforming product. Each of the items produced is measured and
judged to be either conforming or nonconforming. The conforming items
get shipped, and the nonconforming items get set aside for use as factory-
authorized replacement parts or some other equally ignominious fate. It all
seems quite simple until you do the math. The purpose of this article is to
show what happens when a product stream is subjected to 100-percent
screening inspection with less-than-perfect measurement systems

16
Reality Test……
No Inspection is 100% effective

17
Market Leaders “Then”
………..Market Leaders “Today” ????
-----
What has changed over time?

18
Transformation
- The Need
Technology changes are
faster, superior
Example- changes in
the last three decades
19

19
Transformation
- The Need
Features once an
add-on , surpassing
the primary purpose
20

20
Do you have issues related to
Process Variation
Error in PO
High outstanding
on receivables

21
If YES Identifica
tion
Then you need a
structured
improvement program Improve Impleme
ment ntation
Periodic
Review
One of the solution is
Adapting
Lean Six Sigma Methodology

22
23
Sigma is
A uniform measurement
Six Sigma is
is a uniform improvement method

23
History : Change
❑ 1850 – Interchangeable
parts – Eli Whitney
❑ 1920 – Time and motion

study – Frederick Taylor
❑ 1940 – TQM – Dr. Deming

❑ Ford : Mass production - 1920
❑ Toyoto : Focus on “flow”,

elimination of waste time &
material – 1950
❑ Dell : Shorter Lead Time, High

inventory terns & getting paid fast
– 21st century

24
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

25
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..? Un utilized talent/Resource?

26
Seven 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.

27
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

28
House of Lean
HOUSE OF LEAN
Achieve Highest Quality, Lowest Cost, Shortest Lead Time

JIT Jidoka
• Continuous Flow • Stop, Correct, Proceed

• Takt time • QCT/SMED
• Pull system • Less Human-Machine
• Kanban interaction
Heijunka Standardized work Kaizen
Stable and Enhanced Production

29
Lean Manufacturing Tools and Concepts- 5S

30
5S

31
5S

32
5S
Purpose of 5S

33
Benefits of 5S

34
35
Six Sigma
Graph of the normal distribution, which underlies the statistical assumptions of the
Six Sigma model. In the centre at 0, the Greek letter µ (mu) marks the mean, with
the horizontal axis showing distance from the mean, marked in standard
deviations and given the letter σ (sigma). The greater the standard deviation, the
greater is the spread of values encountered. For the green curve shown above, µ =
0 and σ = 1. The upper and lower specification limits (marked USL and LSL) are at a
distance of 6σ from the mean. Because of the properties of the normal distribution,
values lying that far away from the mean are extremely unlikely: approximately 1 in a
billion too low, and the same too high. Even if the mean were to move right or left by
1.5σ at some point in the future (1.5 sigma shift, coloured red and blue), there is still
a good safety cushion. This is why Six Sigma aims to have processes where the
mean is at least 6σ away from the nearest specification limit.

36
Six Sigma
Role of the 1.5 sigma shift
Experience has shown that processes usually do not perform as well in the long term
as they do in the short term.
As a result, the number of sigmas that will fit between the process mean and the
nearest specification limit may well drop over time, compared to an initial short-term
study
To account for this real-life increase in process variation over time, an empirically
based 1.5 sigma shift is introduced into the calculation.
According to this idea, a process that fits 6 sigma between the process mean and
the nearest specification limit in a short-term study will in the long term fit only 4.5
sigma – either because the process mean will move over time, or because the long-
term standard deviation of the process will be greater than that observed in the short
term, or both.

37
Six Sigma

38
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

39
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
40
Six Sigma

41
Process Capability

42
Sources of Inefficiencies
• Use of resources beyond what is needed to

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

43
Four types of inflexibility
e.g. inability to e.g. inability to produce products
produce different that the customer wants
products rapidly
Product
Mix
Volume Delivery
e.g. inability to handle e.g. inability to respond to

peaks in volume demands

44
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 customer"
WASTE Transportation LSL USL
6 3
Rework and
rejections
+
5 44 Over-
LCL UCL
"Voice of the process"
processing
Inventory
• Waste
• Waste

45
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

46
2. Managing Change

47
Stages of Change
Contentment Renewal
➢Provide a Vision ➢Leverage Enthusiasm
➢Paint a Picture ➢Keep Them Involved
➢Raise Awareness
Denial Confusion
➢Listen to Views
➢Focus on Process ➢Provide a Plan
➢Gather Data ➢Pilot and Deploy
➢Follow Methodology

48
Breakthrough Need New Approach

49
What prevents us to make changes ?
• Barriers
– subject matters
– process deficiency
– relying on experience (paradigms)
– Company culture Finish
– Individual resistance
Finish
Start
Start

50
Group Work

51
3. Lean Six Sigma
Methodology

52
Levels of Lean Six Sigma Certification
Master Black Belt
Black Belt
Green Belt
.
Yellow Belt

53
Levels of Lean Six Sigma Certification
• Awareness of Learn Six Sigma methodology and tools
Yellow Belt
• Participate in improvement projects with some mentoring
(YB)
• 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

54
3a. DMAIC Approach

55
DMAIC v/s 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

56
Introduction to Six Sigma
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?
Improve What are the solutions and how do we implement

them?
Control How do we maintain the gains?

57
DMAIC Approach
3b. DEFINE PHASE

58
Introduction to Six Sigma
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?
Improve What are the solutions and how do we implement

them?
Control How do we maintain the gains?

59
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

60
Approach to Project Selection
Identify Opportunities
Prioritise – Impact v/s Feasibility
Identify Team
Stakeholder Buy-In
Charter

61
Project Prioritization
✓ Impact
✓ Critical to customer
✓ Critical to business
✓ The problem must be solved
✓ Success Elements
✓ Dedicated resource that possesses

process / product expertise
✓ Feasibility ✓ Project meets expectations
✓ Completed in a short timeframe
✓ Solution unknown or 3-6 months
unproven ✓ Clear sponsorship and process
✓ Additional analysis & ownership
validation required ✓ Adhering to a structured, well
communicated improvement plan

62
Kano Model
Developed to reflect the 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".

13-10-2020
63
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)

13-10-2020
64
CTQ Drilldown tree

13-10-2020
65
Process Mapping - SIPOC
Process: Loan Processing

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

66 66
SIPOC Example

67 67
Process Mapping Nomenclature
Process Decision Data
Pre-defined Document Terminator

Process
Manual Manual
Delay
Operation Input
68 68
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

69 69
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

70 70
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

Select Best Fit Solution
Test Solution & Confirm Results
Customers/Stakeholders Constraints & Assumptions
Control Implement Solution
Monitor Process & Results
Replicate & Share Best
Practices
Financial benefits
Resources

71
Project charter – Example
The bank currently is ramping up its Credit Operations at the rate of 15- • In-ability to make changes in the system
20% per year. At this stage it is essential to improve the Turn Around • Getting full support from field staff
Time to the Benchmark Levels in industry and ensure Right the First
Time.
Goals
completion dates
•Reduce of TAT from current level of 1-7 Days to 75% within 1 Day by
Dec 2015 Stakeholder Analysis
•Establish the measurement for First Time Right/Rolled throughput Yield Process Mapping
by Sep 2015 and reduce the gap between current level and 100% by Measure Validate Measurement System
Collect Data
one third Establish Baseline
Analysis Identify Sources of Variation

Scope (IN & OUT bonds) Team Members Funnel Causes
Home Loans to Salaried • Team Leader: AS, Validate Root Cause
Customers in southern region • Team Members: VP, MSA, AYS, Improve Generate Solution Ideas
excluding Chennai Circle Select Best Fit Solution
Customers/Stakeholders Constraints & Assumptions Control Implement Solution

Regional Heads, Branch Managers •Availability of system data Monitor Process & Results
•Ability to change over the forms Practices
Financial benefits
• Opportunity gain by early on-boarding (To be estimated)
• Achieve benchmark level to enable increase in market share
Resources
•Field and branch staff
•IT

72
Project charter – Fill for Your Project

Goals
completion dates

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

Select Best Fit Solution
Customers/Stakeholders Constraints & Assumptions
Control Implement Solution
Monitor Process & Results
Practices
Financial benefits
Resources

73
DMAIC Approach
3c. MEASURE PHASE

74
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 Tools
➢ Descriptive Statistics, Run Chart, Process Capability Analysis, Normality
Plot
75
Why do Errors Occur?
▪ Incorrect procedures
▪ Excessive variation in the process
▪ Excessive variation in the raw materials
▪ Inaccurate measuring devices
▪ Unclear or undocumented processes
▪ Unclear or incomplete specifications
▪ Human error
▪ Inadequate Skill
76
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

77
Project Drill Down
Product/Process/Service
Product A Product B
/Service A /Service B
Project-1 Project-2 Project-3 Project-4 Project-5 Project-6 Project-7
Process 1
Process 2
Process 3
Process 4

78
3c1. Data Collection

79
Types Of Data
Data
Variable / Attribute /
Continuous Discrete
 Measurable  Countable
 Endlessly Divisible  Indivisible

80
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

81
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

82
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

83
Using Data To Understand Process Performance
❑ Process data can be collected regularly
✓ Hourly
✓ Daily
✓ Weekly
✓ Monthly
✓ Quarterly
❑ Using different timing for data collection can yield valuable insights into a
process
▪ Measurements on the first 30 lots completed one week
✓ Measurements on every 5th lot
✓ Weekly yields from the past two years
❑ The first step in understanding process performance variation should always

be to plot such data in time order
84
Defect, DPO, DPMO
Defect (D)
Anything that results in customer dissatisfaction. Anything that results in a non-
conformance,
- 9 defects

85
Defect, DPO, DPMO
No of Units (U) = 4
No of Defects (D) = 9
Defects per Unit
DPU = D/U
9/4 = 2.25
Total Opportunities = No of Units * No of opportunities

= 4*5=20
Defects per Opportunity (DPO)

DPO =Defects(D)/ Total Opportunities
= 9/20
= 0.45
DPMO = DPO*1,000,000
= 0.45*1,000,000 = 450000

86
Defect, DPO, DPMO
Defect per Million Opportunities
DPMO = DPO*1,000,000
0.45*1,000,000 = 450000

87
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

88
3c2. Standard Deviation

89
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

90
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
 i −
=
2
(X X - Bar )
s i =1
n -1
Xi – Individual Observations
X-Bar – Average of the Sample
n – Sample Size

91
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
92
Short Term & Long Term
-1,5  +1,5 
Short Term
Defects Defects
Long Term
Defects Defects
LSL Target USL

Value

93
3c3. Sampling plan

94
Types of Sampling
Probability Samples
Simple Systematic
Random Random Stratified Cluster
Non-probability Samples
Quota Convenient Judgmental Snowball

95
Random Sampling
xxxx x x
xxxx x x
x
xxx
Population Sample
N=2000 N=50

96
Systematic Sampling
• Systematic sampling is the selection of samples from a
population according to a set schedule or plan
Every second item is being systematically picked

97
Stratified Sampling
• When the population consists of mixture of more than one
characteristics, each forming a homogeneous group, Stratified
sampling can assure that sample represents the population
adequately
M M M M F F
M M M F
M F
M M F
M M M M F F
M M M F
M F
M M F
A sample of size 6 - 4 males & 2 females

98
Clustered Sampling
• When the population consists of clusters, each having
heterogeneous elements, Clustered sampling can assure that
sample represents the population adequately
East West South
M M M M M M F
F F F M
M M F M F
F F M
M M M M M M F
F F F M
M M F M F
F F M

99
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

100
Probability Sampling
Type of sampling Definition Merit Demerit
Random sampling Every member in the entire Best chance of an unbiased Minority subgroups of interest
target population has an equal representative sample in population may not be
chance of being selected. present in sample in sufficient
numbers for study
Systematic Random Arranging the target population Sample evenly spread over Sample may be biased if
sampling according to some ordering entire reference population hidden periodicity in population
scheme and then selecting coincides with that of selection.
elements at regular intervals
through that ordered list.
Stratified sampling Divide the population into sub A deliberate efforts is made to It can be time consuming as
categories and selecting make the sample sub categories has to be
members in the proportion that representative of the target identified and proportion
they occur in the population. population calculation
Cluster sampling Total population is divided into Quick, easy and with optimized Over represented or
these groups (or clusters) and cost underrepresented cluster which
a simple random sample of the can skew the results of the
groups is selected. study

101
Non-Probability Sampling
Type of sampling Definition Merit Demerit
Quota sampling The population is first When time is limited, the Samples may
segmented into mutually research budget is very tight be biased because not
exclusive sub-groups, just as in or when detailed accuracy is everyone gets a chance of
Judgment
stratified sampling. Then judge- not important. selection
ment taken to select subjects
Convenience sampling This involves the sample being It allows the researcher to Sample is not representative
drawn from that part of the obtain basic data and trends of the entire population.
population which is close to regarding his study without
hand. That is, readily available the complications of using a
and convenient. randomized sample.
Judgmental sampling Samples are picked up basis the Last-resort method that may
judgments be used when there is no time Inexpert judgment and
to do a proper study selection based on limited
information
Snowball sampling Technique for gathering Appropriate to use in It depends greatly on the
research subjects through the research when the members initial contacts & connections
identification of an initial subject of a population are difficult made.
and using it for tracing other/ to locate
remaining subjects

102
3c4. Measurement
System Analysis
(MSA)

103
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)

104
Key Concepts
▪ Accuracy and Precision

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

105
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.

106
Repeatability
Repeatability is the variation in

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

107
Reproducibility
Reproducibility is the variation in the Operator B

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

108
Simple Seven Problem Solving Tools
1. Check Sheet
2. Histogram
3. Pareto Analysis
4. Cause and Effect Diagram
5. Stratification
6. Scatter Diagram
7. Control Charts ➢Flow charting (Supplementary tool)

➢ Brain storming (Supplementary tool)
➢ Why Why Analysis

109
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)

110
Use of QC Tools
Use of 7 QC Tools in Problem solving Process
Steps
Identification Observation Analysis Checking Standardise Conclusion
Tool
Sl No
1 Data Collection
2 Charts & Graphs
3 Pareto Diagram
4 Histogram
5 Scatter Diagram
6 Run Chart
7 Stratification
Cause & Effect

8
Diagram
9 Flow Chart
Suggested Tool

111
Sample Check Sheet

112
Cause and Effect Diagram
This is a useful method for identifying the causes of a problem. It classifies the
various causes thought to affect the results of work, indicating with arrows the
cause-and-effect relationship among them.
This also called a “Fish Bone”diagram as the structure resembles that of a fish
or “ Ishikawa” diagram which is also named after the Quality expert who
championed this tool.

113
Structure of the Diagram
➢ Diagram has a “ CAUSE “ and an “ EFFECT “ side
➢“ Effect “ can be termed s the characteristic that is affected or is currently a

point of concern or Problem.This may include problems faced across any area.
➢“Causes” can be termed as the contributors to the problem involving various

factors such as men, machines, operating conditions, method, maintenance etc.

114
Structure of the Diagram
This
This is is used
used whenwhen it is
it is required
required to to identify,
identify, explore
explore andanddisplay all of the
displaycauses
possible all of theof possible
a specificcauses
problem of or
a specific problem
condition. or called
It is also
condition.
Ishikawa It is also
Diagram called Ishikawa
or Fishbone Diagram Diagram or Fishbone
Diagram
CAUSES EFFECTS
Method Manpower
Quality
Material Machinery

115
Pareto Diagram
Pareto diagrams are specialized Bar graphs that can be used to show the relative
frequency of events such as Bad products,Repairs, defects etc.
A Pareto diagram presents information in the descending order, from the largest
category to the smallest.Points are plotted for the cumulative total in each bar
and connected with a line to create a graph that shows the relative incremental
addition of each category to the total.

116
Step-by-Step process in PARETO construction
1
A
B
C
D 2
3 4
D
A
B
C
Rejection Type
25 60
20 Cumultive graph
20 50 50
45
15 40
15 35
10 30
10
20 20
5
5 10
0 0
D C A B
D
A
B
C

117
Example of Usage of Pareto
100.0
100
90.4 93.4 93.5
200 Vital 86.2
Few 79.5
71.7 75
150
100.9 Loss Hrs
43.9 50
100 Useful many Cum %loss
63.8
50 25
17.9 15.4 9.7 14.9
6.9 0.2
0 0 0
No Material ( Inhouse)
Quality Prob ( Inhouse)
Issue Mix up
Quality Prob ( Vendor)
No Material ( Vendor)
Assembly problem
Others
Stores Material delay

118
HISTOGRAMS
A Histogram or “ Frequency distribution Table” is a graph that displays the Distribution

of Data collected in a frequency table,which is a chart that divides the range of data
into several equal sections to compare the frequency of occurrence in each section.
The Histogram drawn from the frequency table resembles a bar graph composed of
columns representing the frequency at which data appears in various sections of the
range.

119
Scatter Diagrams
Scatter diagrams are used to study the possibility of relationship

between one variable to another.This is used to test for possible cause
and effect relationship.
A Scatter diagram makes it clear whether a relationship exists and if so
how strong it is.The variable that’s being investigated as the possible “
Cause” is on the X axis and the “Effect” variable is on the Y axis.
Positive Correlation
Plotted points form a cluster.
y
Direction and tightness of the cluster gives
the strength of the relationship. 6
A tendency of a straight line indicates

4
change in the variables in equal amounts 2
0
2 4 6
x
120
Patterns and Inferences
Positive Correlation Negative

May Be Present . Negative Correlation Correlation
y y Y May Be Present
6 6 6
4 4 4
2 2 2
0 2 4 6 x 0 2 4 6 x 0 2 4 6 x
If X is increased,Y An increase in X will
may somewhat cause a decrease in Y An Increase in X will
increase, but Y has Therefore X can be cause a tendency for a
causes other than X controlled instead of Y decrease in Y
No Correlation
Y
Tip : In case of values repeating, Circle the
6 point. Draw Concentric circles in case of
values repeating more than twice
4
0 2 4 6 x

121
Stratification
Stratification is a useful technique in analyzing data to find improvement

opportunities.
Stratification helps to analyze cases in which data actually masks the real
facts. This often happens when the recorded data is from many sources
but is treated as one number.
This tool aims to break down single numbers into meaningful categories
or classifications to focus on corrective action.
For Ex., Data on minor injuries in a plant could be broken up as follows.
By Type : Cuts,burns
By Location of Injury : Eyes, hands, legs etc.
By Department : Maintenance, Production, Shipping etc.

122
Control Charts
Control Charts are used when we need to check how much variability in a process is due
to random variation ( CHANCE CAUSES ) and how much is due to unique events/ specific
actions ( ASSIGNABLE CAUSES) in order to determine whether a process is in Statistical
Control.
These are also Called Run charts in absence of Control limits
They represent change in measurements over a period of time.
This involves gathering, organizing, charting and interpreting data.

123
X Bar Chart
18.499
18.498
18.497 Mean
X bar bar
18.496
UCL Upper Control Limit)
18.495 LCL( Lower Control Limit)
18.494
18.493
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Sub Groups –25
Sub group size – 5
X Bar Bar = Average Mean = 18.4960
UCL = Average Mean + A2Rbar = 18.4960+(.577 *.0014) = 18.4968.
LCL = Average Mean – A2Rbar = 18.4960- (.577*.00014) = 18.4952
A2 : From Std Tables , R is the range

124
R Bar Chart
0.0035
0.003
0.0025
0.002 Range
R bar
0.0015
UCL (Upper Control Limit)
0.001
0.0005
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Sub Groups –25

Sub group size – 5
R Bar = Average Ranger = 0.0014
UCL = D4 R bar = 2.11*0.0014 = 0.0030.
LCL = D3 R bar = 0*0.0014 = 0
D4 & D3 : From Std Tables , R is the range

125
DMAIC Approach
3d. ANALYSE PHASE

(Introduction)

126
PROCESS CAPABILITY

127
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
L U L Mean U
Mean

128
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

129
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.

130
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

131
Failure Mode and Effect Analysis

132
Failure Mode Effect Analysis
Definition of FMEA
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

133
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

134
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.

135
FMEA through Cause & Effect Diagram

136
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)

137
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.
Ratin Severity Scale Occurrence Scale Detection Scale
g Definition Time Period Probability Definition
Defect caused by failure is not
10 Injure a customer or employee More than once per day > 30% detectable
Occasional units are checked for
9 Be illegal Once every 3-4 days ≤ 30% defect
Render product or service unfit for Units are systematically sampled and
8 use Once per week ≤ 5% inspected
Cause extreme customer
7 dissatisfaction Once per month ≤ 1% All units are manually inspected
Units are manually inspected with
6 Result in partial malfunction Once every 3 months ≤ .03% mistake-proofing modifications
Cause a loss of performance which is Process is monitored (SPC) and
5 likely to result in a complaint Once every 6 months ≤ 1 Per 10,000 manually inspected
SPC is used with an immediate
4 Cause minor performance loss Once per year ≤ 6 Per 100,000 reaction to 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
2 effect on 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

138
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

139
FMEA New Standard
Note – The details of FMEA given in the

earlier slides are based on earlier
standard 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

140
FMEA New Standard

141
FMEA New Standard

142
FMEA New Standard

143
Validation Tools

144
Overall Approach
Practical Problem Statistical Problem
Practical Solution Statistical Solution

145
Method’s To Identify ALL Possible Factors Affecting Variation……
Process Map Analysis Cause and Effect
Xs Ys
Suspected
ALL POTENTIAL Xs
Causes
Graphical
Pareto Analysis
Analysis

146
Funneling
All ‘X’ 30
s
Categorisation
25 Data Available Data Not Available 5
Gemba Significanc
Data
Investigatio e
Analysis Test
n
5
Real ‘X’ Real ‘X’ 3
s s
Counter Measures/Actions 8

147
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

148
Introduction to
Hypothesis Testing

149
Hypothesis Testing
In the Real World
• We can catch a good process on a bad day or

• We can catch a bad process on a good day
In either case, we can make the wrong inference
Yield
Study One Study Two
We say we made an improvement in the process, but the

results were just a function of sampling

150
Basic idea behind sampling
Data is collected from a sample that is representative of a
population. And then, we proceed to make valid conclusions
about that population.
Inference

151
Hypothesis Testing
• Hypothesis testing is to test any assumption:
:does work experience affect productivity in a call
centre?
: does temperature affect yield in a chemical
process?
Exercise:
In relation to your project, write an assumptions to be
validated?

152
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.

153
Alternate Hypothesis
Alternate Hypothesis denoted as Ha or H1 can have three different
form:
– Greater than (>)

– Less than (<)
– Not equal (=/=)

154
Writing Hypothesis statements
Assumption : Tendulkar scores more runs than Sehwag on average.
➢Hypotheses are statistical statements of assumption & its

complement.
HA: Statement we want to prove is: μ (Tendulkar) > μ (Sehwag)
Ho: Statement of complementarity is: μ (Tendulkar) = μ(Sehwag)
➢Typically, H0 is stated first. As such,
H0 : μ (Tendulkar) = μ (Sehwag)
HA : μ (Tendulkar) > μ (Sehwag)
Please note that hypothesis is at population level and hence use of

symbol μ (and not X-bar)

155
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

156
Correlation and Regression
Black Belt Training

157
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. Is it

linear, curvilinear, S-shaped? Does it have saturation levels?
❑Correlation describes the strength of a linear relationship between two

variables
❑Regression tells us how to draw the straight line described by the correlation

158
Correlation Analysis using Scatter Plot
Y Y Y
X X X
Strong Positive Moderate Positive No Correlation

Correlation Correlation
Y Y Y
X X
Strong Negative Correlation

X
Moderate Negative Other Pattern -
Correlation No Linear Correlation

159
Correlation
Correlation (r): The Strength of the Relationship
ORIGINAL STRATIFIED
Invoice Cycle
Time
After stratifying the plot, we see no correlation

but a difference due to branch

160
Simple correlation coefficient (r)
• The value of r ranges between ( -1) and ( +1)
• The value of r denotes the strength of the association as illustrated

by the following diagram.
strong intermediate weak weak intermediate strong
-1 -0.75 -0.25 0 0.25 0.75 1
perfect correlation perfect correlation
no relation

161
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.

162
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)

163
Improve Phase

164
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

165
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

166
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
➢ TOH, ANOVA, Regression

167
Failure Mode and Effect
Analysis
(FMEA)

168
Improvement
Planning

169
Improvement cycle
Select solutions
• Analyze result
• Risk evaluation and mitigation
• Cost benefit analysis
• Communication matrix

170
Selection techniques
• Brainstorming
• Ranking method
• Rating method
• Decision Matrix

171
Idea Selection

172
Criteria based solution selection
• Define criteria and assign weighted average to each criteria
• Each team member to tick the best criteria for each solution
• Sum up number of tick, multiply by respective weights and cal the score for each
criteria for each solution
• Sum up the numbers for each solution
• Highest number becomes most favorable choice

173
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

174
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.

175
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

process shut down
variables

176
Establish Permanency of Actions
Option 1: Standard Operating Procedure
Option 2: SPC of Output Variable
Option 3: SPC of Input Variables
Option 4: Automated alarm
Option 5: Multiple automated alarms
Option 6: System shutdown
Option 7: Error-proofed action

177
Control Plan

178
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.

179
Use of Control Chart
• As we have learned there are Two types of variation in the process
• Special Cause
• Common Cause
• Control Chart helps in identifying the Special Causes in the Process by
identifying out of control points

180
Mistake Proofing
[Poka-Yoke]

181
Objectives of Mistake Proofing
• What is “Mistake Proofing”

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

182
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

183
What is Mistake Proofing?
• Make it impossible to produce mistakes
• In Japan: Poka - Yoke
Yokeru (to avoid) Poka (inadvertent errors)
• A technique for eliminating errors

184
Mistake Proofing Techniques
Shutdown Control Warning

Normal operations are Prevents defective items System signals when
stopped when defect is to pass on to the next abnormality is about to
detected or predicted process occur
Prevention: Prediction:
Some cameras will not Prevention: Many cars have warning
function when there isn’t ATM does not allow a card systems to alert the driver
enough light to take a to be inserted wrongly that not all seatbelts have
picture been fastened.
Detection:
Detection:
Detection: Smoke detectors provide a
Air-conditioners trip or
Quality check at the end of warning that smoke has
shutdown once it detects
a process / assembly line been detected and that
slight overheating
there’s a possible fire.

185
Project Closure

186
Project Closure
Goal : Plan Vs Actual
(Base Line Vs Current)
Sigma Level
4.2 4
2.3
Sigma Level
Base Line 2.3
Goal 4.2
current 4
Base Line Goal current

187
Project Closure
Documentation, Review and Approval
• Document the Project steps and findings as per the format/templates
covering
• DMAIC Steps
• Project review comments
• Financial saving approval
• Project Learning
• Sustenance Plan
• Horizontal Deployment process/suggestions
• Management Review and Approval
• Communication
• Recognition

188
Certification Criteria
• 100 % Attendance
• Min 70% score in certification Examination
• Min One Project Completion within three months from the
date of training completion

189
Lean Six Sigma Methodology
Summary & Conclusion

190
Benefits of Lean Six Sigma
Customer
Productivity Quality Complaint
Improvement Improvement Reduction
Customer
Product Material Waste
Audit Score
Development Reduction
Improvement
Improvement
Energy Saving Cost & Improve

Inventory Safety
Reduction

191
Problems/Improvement Opportunities are there
—our ability to be enhanced to see the same
Use appropriate
tools/methods

192 192 41
(c) Confederation of Indian Industry
193
Journey Begins

193
Wish You All The Best
Krishnan P M
Principal Counsellor-Business Excellence &
Thank You
Head -Lean Six Sigma
Krishnan.pm@cii.in

194

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Lean Six Sigma Green Belt Certification

Training -Online Mode

©©Confederation of Indian Industry Version 3.0 April 2020

© Confederation of Indian Industry

© Confederation of Indian Industry

1. Overview 6.Analyse Phase 7. Improve Phase-continued

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

➢ 2001 – Formal Inauguration of CII-Institute of Quality

➢ First Centre of Excellence on Quality –nodal and

➢ Initial Focus - Created consciousness in Industry and

➢ Brought significant changes in India on how Quality was

© Confederation of Indian Industry

Counselling Business Excellence Model

Assessment Systems and Standards

Awards and Recognition Lean, Six Sigma

Events / Missions to TPM

© Confederation of Indian Industry

• 100 % Attendance of All Modules

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

No Inspection is 100% effective

© Confederation of Indian Industry

………..Market Leaders “Today” ????

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

❑ 1920 – Time and motion

❑ 1940 – TQM – Dr. Deming

❑ Toyoto : Focus on “flow”,

❑ Dell : Shorter Lead Time, High

© Confederation of Indian Industry

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

© Confederation of Indian Industry

The 7 Wastes of Lean Production

• Unnecessary Motion of people, equipment or machinery;

• Excess-processing or putting more time into a product than a customer

© Confederation of Indian Industry

SMED/QCT: A method to instantly change the tool/die to reduce setup time of a

© Confederation of Indian Industry

Lean Thinking is all about…

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

© Confederation of Indian Industry

Achieve Highest Quality, Lowest Cost, Shortest Lead Time

• Continuous Flow • Stop, Correct, Proceed

Heijunka Standardized work Kaizen

Stable and Enhanced Production

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry