CLSSBB - Phase 3 - Course Material

TRAINING MANUAL
CERTIFIED LEAN SIX SIGMA BLACK BELT
LEAD FACILITATOR CO-FACILITATOR
Prof.Dr.Gopal Sivakumar Dr.V.Ramakrishnan

VISION EXCELLENCE Consulting Private Limited,
Old 6/1, New 15, Manigandan 5th Street, Old Washermenpet, Chennai - 600021,
Phone: 8838165936, sivakumar@visionexcellence.in
www.visionexcellence.in
TRAINING OUTCOME
The Certified Six Sigma Black Belt (CSSBB) is a professional who

can explain Six Sigma philosophies and principles, including
supporting systems and tools. A Black Belt should demonstrate
team leadership, understand team dynamics, and assign team
member roles and responsibilities. Black Belts have a thorough
understanding of all aspects of the DMAIC model in accordance
with Six Sigma principles. They have basic knowledge of lean
enterprise concepts, are able to identify nonvalue-added
elements and activities, and are able to use specific tools.
At the end of the training, participants are expected to:

1.Gain comprehensive knowledge of the Six Sigma methodology
through a practical results-oriented approach and the key tools
and techniques used in DMAIC / DMADV projects
2.Gain enough knowledge to successfully attempt and pass the
requirements for CLSSBB certification exam
3.Lead complex cross functional projects and guide Green and
Yellow Belts on project implementation and improvement
TARGET AUDIENCE
QA Professionals & Team; Leaders, Process Improvement team
members, Operational managers & supervisors, Six Sigma team
members, Department heads
CLSSBB BELT BODY OF KNOWLEDGE
BASICS & INTRODUCTION: Quality definition, Lean, Six Sigma, DMAIC,
DMADV, KPIs & Metrics, DMAIC-Key Tools, Data Types, Sampling
Techniques, Descriptive Statistics, Central Tendancy, Variation, Normal &
Std. Normal Distribution, Specification & Control Limits, "Revenue, market
share, margin, NPV, ROI, CBA, Hard and soft cost
DEFINE: VOC, VOB, COPQ, CTQ, CTB, Pareto & Project Prioritization
Matrix, Kano Model - Must be, Performance, Delight, Indifferent, Reverse,
Project Charter & SIPOC: Business case, Problem, Goal, Scope statement
etc, High Level Process Map, QFD
MEASURE: Measurement Plan - Data type, Measurement Scale,
Operational definition. Sample size & sampling techniques, Validating
Measurement System - MSA Terms - Bias, Linearity, Stability, Kappa and
AAA Analysis, Baseline Performance: PPM, DPMO, Yield, FPY, RTY, Cp,Cpk
& Pp,Ppk
ANALYZE: Brainstorming, Why-Why analysis, C&E diagram, C&E matrix,
Hypothesis Testing - Null, Alternate, P value, Type-I & Type-II error,
Confidence level, Power of test, Z test, t-test, 1 proportion & 2 proportion
test, Chi-square, Correlation & Regression - Correlation coefficient, R
square, Prediction Analysis - Confidence & Prediction Interval
IMPROVE: Solution Generation & Evaluation Techniques Pugh matrix, 6 hat
thinking, Pilot & Implementation schedule, Pilot & Solution Implementation
FMEA-RPN, AP Method, Solution Optimization - DOE - Full factorial
method
CONTROL: Control Plan, Poka Yoke, Solution replication and
Standardization, Project Closure
LEAN TOOLS: TPS, 7 classic wastes, pull systems, kanban, 5S, standard
work5S, Standard work, Process Metrics - work in progress(WIP), work in
queue (WIQ), touch time, takt time, cycle time, throughput, Process
Analysis -value stream maps, spaghetti diagrams, circle diagrams, gemba
walk, Cycle time reduction - Value Stream Mapping, Sphafetti diagram,
single-minute exchange of die (SMED), heijunka, OEE

Six
HYPOTHESIS TESTING
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Six
Interpret Results
Hypothesis Test Decision 𝑝 − 𝑣𝑎𝑙𝑢𝑒 ≥ 𝛼 𝒑 − 𝒗𝒂𝒍𝒖𝒆 < 𝜶

Fail to reject H0 Reject H0
𝑝 − 𝑣𝑎𝑙𝑢𝑒 𝑖𝑠 𝑙𝑜𝑤 𝑜𝑟 ℎ𝑖𝑔ℎ?
Accept Reject
Decision is on Null hypothesis only
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t test − one sample Mean comparison
Input data
Population mean DF 1 DF 1
Sample mean
Sample Standard deviation
Output data p − value

P S1
Population Group 1
Decision:
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Z test − one sample

Mean comparison
Input data
Population mean DF 1 DF 1
Sample mean
Population Standard deviation
P S1
Decision: Population Group 1
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Z test − one proportion

Proportion comparison
Input data
DF 1 DF 1
Population proportion
Sample proportion
Population Standard deviation
Output data p − value P S1
Population Group 1
Decision:
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Z test − two roportion

Proportion comparison
Input data
DF 1 DF 1
Sample proportion 1
Sample Standard deviation 1
Sample proportion 2
Sample Standard deviation 2
P S1
Group 1 Group 2
Decision:
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Chi sq − more proportions Proportion comparison

Input data
Sample data 1 DF 1 DF 1 DF1
Sample data 2
Sample data . .
Sample data . .
S1 S2 S3
Group 1 Group 2 Group 3
Decision:
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Six
t test − two samples Mean comparison
Input data
Sample mean DF 1 DF 1

Sample mean
S1 S2
Group 1 Group 2
Decision:
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ANOVA test − more − one − way samples Mean comparison
Input data
Sample data 2
Sample data . .
Sample data . .
S1 S2 S3
Group 1 Group 2 Group 3
Decision:
IF in one direction
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ANOVA test − more − samples

−two way without replication Mean comparison
Input data
Sample data 1
DF 1 DF 1 DF1
Sample data 2
Sample data . .
Sample data . .
S1 S2 S3
Decision: Group 1 Group 2 Group 3

IF in two directions
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ANOVA test − more − samples

Mean comparison
− two way with replication
Input data DF 1 DF 1 DF1
Sample data 2
Sample data . .
Sample data . .
Output data p − value S1 S2 S3
Decision: Group 1 Group 2 Group 3
IF in two directions
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Hypothesis Testing by RK
What is Proportion? What is Mean or Average?
Out of 1000, 87 responded (or purchased)

400 women out of 1000 women made a purchase from our mall.
450 men out of 1100 men made a purchase from our mall.
Four regions gave 10 %, 20 %, 45 % and 15 % wrong applications
Fat content in cooking oil is average of 15 %
Purchases made by women Average Amount Rs1.75 lakh
Purchases made by men Average Amount Rs1 lakh
Strength of a product using process B in hot water is 3.5 N/sq.mm
Strength of a product using process A in cold water is 3.0 N/sq.mm
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Six
What is the test?
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Six
What is the test?

What is the test?
What is the test?
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What is the test?

What is the test?
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CS#1:
Fat content in cooking is always said to be 15 % with a standard deviation of 2.6
A sample of 12 bottles of cooking oil contain an average of 16.6 % fat content.
Is there a change in the average fat percentage at 5 % significance level?
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CS#2:
Fat content in cooking is always said to be 15 %

A sample of 12 bottles of cooking oil contain an average of 16.6 % fat content with a
standard deviation of 2.066
Is there a change in the average fat percentage at 5 % significance level?
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CS#3:
𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 𝑆𝑎𝑚𝑝𝑙𝑒
𝑝0 1 − 𝑝0
𝑛 = 1000 𝜎= ?
𝑝0 = 0.065 𝑛
𝑝1 = 0.087
Is there a difference in response rate due to mail advertisement at 5 % significance level?
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CS#4:
𝑆𝑎𝑚𝑝𝑙𝑒 1(𝑀𝑎𝑙𝑒) 𝑆𝑎𝑚𝑝𝑙𝑒 2(𝐹𝑒𝑚𝑎𝑙𝑒)

𝑝𝑐 1 − 𝑝𝑐
𝑛1 = 480 𝑛2 = 740 𝜎= ?
𝑛
𝑝1 = 0.77 𝑝2 = 0.79
Is there a difference in response rate due to mail advertisement at 5 % significance level?
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CS#5:
A company has 4 regional offices.
Region North South East West
Total 200 200 200 200
Defectives 25 21 22 17
Non- 175 179 178 183
defectives
Four regions gave different number of wrong (defective) applications with incorrect data entries.
At 5 % significance level, check whether the defectives vary by region.
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CS#6:
250 cardholders were given just ordinary promotion advertisements.

Purchases made by them Rs.391597
250 cardholders were given promotion advertisements with incentives.

Purchases made by them Rs. 409375
At 5 % significance level check whether this promotional effort increased

the purchases by the cardholders
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CS#7:
A financial services organisation outsourced their back-office operations to three different

vendors. The contracts are up for renewal and the CEO wants to determine whether they
should renew contracts with all vendors. Vendor with the least transaction time will be
preferred. CEO wants to evaluate whether to renew individual contracts or consolidate. CEO
will renew individual contracts if the performance is similar.
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CS#8:
Observation Dipping Spraying

Primer 1 4.5 4.9
Primer 2 5.6 5.8

Primer 3 5.4 6.3
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CS#9:
Observation Detergent A Detergent B Detergent C

Cold 15 18 10
12 17 8
14 19 8
Cool 12 14 9
11 16 7
12 15 8
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In hypothesis test, decision is taken on ? Null hypothesis or Alternative hypothesis?
If p value is lower than 0.05, we … Reject the Null or reject the Alternative
If p value is more than 0.05, we …

Option 1:Reject the Null Option 3: Fail to reject the Null
Option 2: Reject the Alternative Option 4: Fail to reject the Alternative
Alpha is
Option 1: Significance value Option 3: fixed before the test
Option 2: Type I Error Option 4: All the above
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Null hypothesis will always have .. Equal to sign in it or Not-Equal to sign in it?
Hypothesis test compares …
Option 1:Mean only Option 3Proportion only
Option 2: Mean or Proportion Option 4: Mean or Proportion between two

between two groups only. or among more groups.
Hypothesis test compares mean or proportion
Option 1: between two study groups Option 3: between a population and study group
Option 2: between two population Option 4: All the above
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DESIGN OF EXPERIMENTS
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www.visionexcellence.in Managed Training Services Learning onExcellence
© VISION demand | 2021
CHAPATHI MAKING
1.Pour the wheat flour, salt, and 4. Place the dough into an oiled 7. Heat a heavy frying pan, tawa, or griddle
ghee into a bowl and mix the bowl and cover it for 25 over medium heat and cook each chapati on
ingredients minutes. both sides
2. Add ½ a cup of water and stir the 5. Divide the dough into 10-12 small 8. Remove the chapati from the heat and wrap it
mixture until it's soft and supple balls, and dip them into flour in a towel until they are all ready to serve.
3.Add the remaining water

6. Roll the dough with a rolling pin 9. Serve it with potato subjiee
slowly, stirring until it's fully
until the balls resemble thin, round
combined.
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Y = F(X); Y = 10-12 Eatable Chapathi
X : {Wheat flour, Oil, Salt, Water, Time of
cooking, Shape, Stove, Tawa} Critical Factors – 6; Level – 3; Replication – 2
X1 : Wheat Flour – 200g / 250g / 300g Runs – 36 = 729 * 2 = 1458 nos
X2: Salt - 5gm, 7.5gm, 10gm Blocking - 2 blocks
X3: Water – 120 ml / 150 ml / 180 ml Full factorial – make 1458 chappathi
X4: Thickness = 4mm / 6mm / 8mm Half factorial – make 729 chapathi
X5: Time of cooking : 2 min / 2.5 min / Main Effect of X2
3min – Salty, Tasty, Tasteless
X6: Temperature – 200 C / 225 C / 250 C – High X2
X7: Hot / Cold / Lukewarm 3 level Interaction
X8: Shape – Round / Square / Triangle
X9: Stove - Gas / Induction – Soft / Moderate / Hard
X10: Tawa – non-stick / Normal iron – Thin X4 / long X5 / high X6
X11: diameter = 6 inch / 8 inch / 10 inch 2 level Interaction
– half cooked / perfect / overcooked
– Thick X4 / low X6
TAGUCHI’S METHOD = Utilize your wife’s experience © VISION Excellence | 2021
Step11: Select & Optimize Solutions
Design of
Experiments (DOE)
Experiments
& Simulation
Simulation
DOE: OPTIMIZING THE ROOT CAUSE
➢Traditional Approach
➢OFAT
➢Not possible to hold all other variables constant
➢No way to account for joint variation
➢No way to account for experimental error
➢OFAT is inefficient; it will require more experimentation than a
factorial,
➢There is no assurance that OFAT will produce the correct results.
➢Designed Experiments
➢Interactions can be detected & measured
OBJECTIVES OF DOE
➢Determining which variables are most influential?
➢Determining where to set the influential x’s?
➢ so that y is near the nominal requirement.
➢ so that variability in y is small.
➢ so that the effects of the noise are minimized.

FACTORIAL EXPERIMENTS
• In a factorial experiment, all possible combinations of the levels of the factors
are investigated.
• The simplest type of 2k design is the 22 — that is, two factors A and B, each at
two levels.
Trials A B C
1 - - -
2 - - +
3 - + -
4 - + +
5 + - -
6 + - +
7 + + -
8 + + +
FACTORIAL EXPERIMENTS
• The effects of interest in the 22 design are the main
effects A and B and the two-factor interaction AB.
INTERACTION
MAIN EFFECT OF A MAIN EFFECT OF B
EFFECT AB
INTERACTION : FAILURE of one factor to produce the

same effect at different levels of other factors

The yield of a chemical reaction was thought to be a function of three variables: Formulation (F), Mixer
Speed (S), and Temperature (T). An eight-run two-level experiment was conducted based on these three
factors.
Level Formulation (F) Mixer Speed (S) Temperature (T)
1 A 60 rpm 70 C
2 B 80 rpm 82 C
Random order Std Order F S T Y
4 1 -1 -1 -1 164
1 2 -1 -1 +1 166
8 3 -1 +1 -1 161
5 4 -1 +1 +1 160
6 5 +1 -1 -1 184
3 6 +1 -1 +1 187
2 7 +1 +1 -1 179
7 8 +1 +1 +1 182
➢Grand Total (GT) = Sum of Responses

= 164 + 166 + 161 + 160 + 184 + 187 + 179 + 182
= 1383
➢Correction Factor = GT2/n
= 239086.1
➢Main Effect = {[Sum]high – [Sum]low} / (no. of trials at each level)
➢Sum of Squared Variation (SS)
= [Sum high – Sum low]2/ total no of trials
➢Squared Sum = 164 + 1662 + 1612 + 1602 + 1842 + 1872 + 1792 + 1822
2
= 239963
➢Total Sum of Squares (SST)
= Squared Sum – CF
= 239963-239086.1 = 876.875
➢% Contribution = SS factor / SST
➢Average Response = 172.875

Random Std
T S F TS TF SF TSF Y
order Order
4 1 - - - + + + - 164
1 2 + - - - - + + 166
8 3 - + - - + - + 161
5 4 + + - + - - - 160
6 5 - - + + - - + 184
3 6 + - + - + - - 187
2 7 - + + - - + - 179
7 8 + + + + + + + 182
Total Response Difference Effect
Factor Δ𝟐 SS (Δ𝟐/𝟖) % contribution
high low Δ Δ/𝟒
T 695 688 7 1.75 49 6.125 0.698503207
S 682 701 -19 -4.75 361 45.125 5.146115467
F 732 651 81 20.25 6561 820.125 93.52815396
TS 690 693 -3 -0.75 9 1.125 0.128296507
TF 694 689 5 1.25 25 3.125 0.356379187
SF 691 692 -1 -0.25 1 0.125 0.014255167
TSF 693 690 3 0.75 9 1.125 0.128296507
SST 876.875
Source of
variation SS df MS Fcal p-value Conclusions
Since P value<0.05,
we reject Ho that means
S 45.125 1 45.125 19.4086 0.00698574 Effect S at high ≠ Effect S at low;
i.e. set S at low
Since P value<0.05,
we reject Ho that
F 820.125 1 820.125 352.7419 0.00000788 Effect F at high ≠ Effect F at low;
i.e. set F at high
Error 11.625 5 2.325
Total 876.875 7 P Value = FDIST (FStat, DFF, DFE)
PREDICTION EQUATION Y = AVERAGE RESPONSE + (-4.75/2)*S + (20.25/2)*F
PREDICTION EQUATION Y = 172.875 - 2.375*S + 10.125*F

Recap
➢Designed experiments optimize the selected solutions
➢A pilot study is performed on a small scale
➢A full-scale implementation plan will include FMEA, Implementation Schedule, Cost-
benefit analysis, Training & communication Plan
➢The improvement post full-scale implementation can be validated using tools such as
Sigma Level, Cp, Cpk, Hypothesis Tests, MSA, FMEA etc

FMEA – FAILURE MODE & EFFECT
ANALYSIS
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Expected Learning Objectives

Terminologies Used
FMEA - Failure mode and Effect Analysis
AIAG - The Automotive Industry Action Group -AIAG is where auto industry members collaborate to
develop common global standards for Quality, Supply Chain, and Corporate Responsibility issues.
VDA - Verband der Automobile industries (German Automobile Industry)-The German Association of the
Automotive Industry is a German interest group of the German automobile industry, both
automobile manufactures and automobile component suppliers.
RPN - Risk Priority Number
AP - Action Priority
page no
Terminologies Used
Failure Modes and Effects Analysis (FMEA)

# Systematic & proactive method
# Evaluating a process to identify
# Where and how a process might fail
# Assess the relative impact of different failures,
# To identify the process that are in need of
immediate change.

What is FMEA?
€ In 1974, US NAVY developed the MIL-STD-1629 ,
Developed and applied by NASA in the 1960’s
€ An analytical methodology used to identify, quantify,
prioritize and evaluate risk
€ Highlights weaknesses in the current design or process in
terms of the customer
€ To prioritize potential defects
€ Recommends corrective actions
WHY
FMEA?
Keeps track of For

potential Regulatory
failures Prevention is purposes
reducing risk better

Perform a FMEA when you’re:
WHEN
FMEA? Looking for existing
quality control
(QC) issues within
a process..
Setting up a new Changing an

process, before Improving an existing process –
you start running it existing process. for example,
in a production modifying the type
environment. of material used.
Types -FMEA

Design FMEA & Process FMEA
€ A DFMEA focuses on a product or service.
€ Before a new product or service is put into
manufacture, or change the design of existing .
€ LookS at potential failures, safety issues, and
regulatory concerns with the end product.
€ A PFMEA looks at a process.,
€ It looks for the failure in the process that produces
the product it.
When to use FMEA in six sigma?
Can be used at any stage of a

DMAIC project to ensure the
to determine if to evaluate the
there is a high risk impact of to determine associated risks stay within
of failure or its proposed which failure
poor detection changes modes are critical
prescribed limits

What are failure modes? ( FM)
3. It’s an
1.Failure modes opportunity for 4. Every
5.Complex
are the possible a defect or process has
system - more
ways a system variation to potential weak
failure modes
can fail occur in a spots.
product.
2.A failure 7.If recognized

mode is a 6. Multiple in advance, it
chance for a failure modes helps
process to go or risks minimizing the
wrong. damage
What are failure modes?
A home fire
alarm can fail b
ecause of
Defective dead or
missing
alarm. battery,
defective faulty
detector, wiring,

What are failure modes?
Aircraft systems is a complex system. Some FAILURES include but are not limited to:
Flight controls
Landing gear
Electrical system
Bleed system
Hydraulics
Avionics
Supplemental oxygen
Fuel
Power plant
Navigation
Communication
Ice protection (anti icing and de icing)
Environmental controls
Instrumentation and recording
Vacuum system
Fire protection
Steps in FMEA
Assign a value on
Potential effects
a 1-10 scale for The values are
of failure, current
severity, multiplied RPN becomes a
Identify all the controls and
occurrence and together to priority value to Re-conduct FMEA
probable failure Recommended
detection for provide Risk rank the failure for new RPN
modes Action are to be
each of the Priority Number modes
included in an
potential failure (RPN = (S) (O) (D)
FMEA analysis
modes

Scoring in FMEA
Severity Rankings (A numerical measure of how serious is the effect of the failure)
Ranking Effect Design FMEA Severity Process FMEA Severity
10 Hazardous-no warning affects safe operation without warning may endanger machine or operator without warning
9 Hazardous-with warning affects safe operation with warning may endanger machine or operator with warning
8 Very High makes product inoperable major disruption in operations (100% scrap)
makes product operable at reduced minor disruption in operations (may require sorting and
7 High
performance (customer dissatisfaction) some scrap)
minor disruption in operations (no sorting but some
6 Moderate results in customer discomfort
scrap)
results in comfort and convenience at a minor disruption in operations (portion may require
5 Low
reduced level rework)
results in dissatisfaction by most minor disruption in operations (some sorting and portion
4 Very Low
customers. may require rework)
results in dissatisfaction by average minor disruption (some rework but little effect on
3 Minor
customer. production rate)
results in dissatisfaction by few
2 Very Minor minor disruption (minimal effect on production rate)
page no customers.
1 None No effect No effect
Occurrence Rankings (A measure of probability that a particular failure happens)
Ranking Effect Failure Rates Percent Defective Cpk
10 Extremely High > 1 in 2 50% Cpk < 0.33

9 Very High 1 in 3 33% Cpk ~ 0.5
8 Very High 1 in 8 10-15% Cpk ~ 0.75
7 High 1 in 20 5%
6 Marginal 1 in 100 1%
5 Marginal 1 in 400 0.25% Cpk ~ 1
4 Unlikely 1 in 2000 0.05%
3 Low 1 in 15,000 0.007% Cpk > 1.33
2 Very Low 1 in 150,000 0.0007% Cpk > 1.5
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1 Remote < 1 in 1,500,000 0.000007% Cpk > 1.67
Detection Rankings (A measure of probability that a particular failure or cause in our operation shall be detected )
Ranking Effect Design FMEA Detection Process FMEA Detection
Absolute No chance that design control will detect cause mechanism No known process control to detect cause
10
uncertainty and subsequent failure. mechanism and subsequent failure.
Very remote chance that design control will detect cause
9 Very remote
mechanism and subsequent failure.
Remote chance that design control will detect cause Remote chance that process control to detect
8 Remote
mechanism and subsequent failure. cause mechanism and subsequent failure.
Very low chance that design control will detect cause
7 Very Low
Low chance that design control will detect cause Low chance that process control to detect cause
6 Low
mechanism and subsequent failure. mechanism and subsequent failure.
Moderate chance that design control will detect cause
5 Moderate
Moderately high chance that design control will detect
4 Moderately High
cause mechanism and subsequent failure.
very remote chance that design control will detect cause High chance that process control to detect cause
3 High
mechanism and subsequent failure. mechanism and subsequent failure.
Very high chance that design control will detect cause
2 Very High
Design control will almost certainly detect cause Current control almost certain to detect cause
1 Almost Certain
mechanism and subsequent failure. mechanism and failure mode.

FMEA analysis – ATM Operation

page no
FMEA analysis – Pressure cooker

FMEA analysis – Pressure cooker
Action
Priority
Index


SUMMARY
FMEA is an analytical procedure used to identify, quantify, prioritize and evaluate risk
Used to reduce risks, prevent problems in process and used in regulating a process
Can be used in all phases of DMAIC
Failure modes are the possible ways a system can fail
RPN number is used to provide a risk assessment value
Action Priority-AP was developed in order to emphasize failure modes for corrective action
FMEA is conducted to check the revised RPN and AP

INTRODUCTION TO IMPROVE PHASE
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Objectives of IMPROVE phase

Steps in IMPROVE phase
STEP 10 Generate and evaluate solutions
STEP 11 Select and optimize best solution
STEP 12 Pilot, implement and validate the solution
Tools & Techniques in IMPROVE phase

Brainstorming
To develop solutions Creative thinking

Step 10
Generate and Benchmarking
evaluate
solutions Pugh Matrix
To evaluate solutions Six Hat
Risk analysis - FMEA

FMEA &
Step 11
Multi Voting
Select and
optimize Design of
Experiments (DOE)
best Experiments &
solution Simulation Simulation

Deliverables of IMPROVE phase
Presentation to Full Scale

Proposed Cost-Benefit
Top Pilot Plan Implementation
Solutions Analysis
Management Plan
SOLUTION GENERATION TECHNIQUES
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What isBenchmarking?
Benchmarking is the process of comparingone's business processes and
performance metrics to industry bests and/or best practices from other
industries.
Why are others better ?

How are others better ?
What can we learn ?
Company B
Company A
Company C
How can we catch up ?
Client
Co.D
How can we become the
best in our industry ?
Cement Industry
Benchmarking Process
• BM must for Key Business Processes
(KBPs)
▪ Product Development
▪ Customer Service
▪ HR Practices
▪ Inventory Control
▪ Research & Development etc
• BM must for Critical Success Factors (CSFs)
❖ Cost Management
❖ Product Quality
❖ Product Design
❖ Organisation Image etc
1. IDENTIFY WHAT IS TOBEBENCHMARKED
A BENCHMARKING PROCESS
2. IDENTIFY COMPARATIVE COMPANIES
3. DETERMINE DATA COLLECTIONMETHOD

AND COLLECTDATA
4. DETERMINE CURRENT PERFORMANCE "GAP"
5. PROJECTFUTURE PERFORMANCE LEVELS
6. COMMUNICATE BENCHMARK
FINDINGS AND GAIN ACCEPTANCE
7. ESTABLISHFUNCTIONAL GOALS
8. DEVELOPACTION PLANS
9. IMPLEMENT SPECIFICACTIONS
AND MONITOR PROGRESS
10. RECALIBRATE BENCHMARKS
Benchmarking- Industry Practice
Xerox Corporation was first to gain market shares

among the major U.S corporations in 1980s after losing
it to Japanese competitors in the end of 1970s
It used Benchmarking to study the retailer L.L.Bean for

distribution practices and achieved 10% improvement
in their distribution systems

PILOT, IMPLEMENT & VALIDATION
Learning Excellence
demand | 2021
Expected Learning Outcome

Pilot the Solution
The pilot project is an initial small-scale implementation that
is used to prove the viability of a project idea
The evaluated solution is ready for pilot.

Pilot When can you use?
A pilot process is a test of a proposed
solution, a trial run
To assess true
Performed on a small scale to make When there is performance of To identify
full scale implementation effective limited capital solutions in a implementation
and controlled but challenges
expenditures “live”
Provides expected results, exposes issues
and challenges environment
Implementation approaches
Sequenced ➢ Solution is fully implemented in
one location; implementation
begins at a second location
approach
➢ Solution is implemented at 2 or
Parallel approach more location or processes
simultaneously
Phased ➢When a pre-determined milestone is

achieved at one location; the
implementation at a second location
approach begins
➢ Implementation is done at all target

Flat approach locations, companywide

Full Scale Implementation
Potential Risk Solution

Communication Cost-Benefit
Analysis – Implementation Training Plan Plan Analysis
FMEA Schedule
Improvement Validation
Revalidate the • MSA

Measurement System
Collect the data post full ➢Sigma Level

scale implementation to ➢Cp, Cpk
Validate the ➢FMEA
performance ➢Hypothesis tests

Lets Recap
➢ Pilot is performed on a small scale to make full scale implementation effective
➢ Full scale implementation is done using Sequenced, Parallel, Phased or Flat approaches
➢ During full scale implementation, tools such as FMEA, Solution Implementation Schedule, Training Plan,
Communication Plan, Cost-Benefit Analysis are used
➢ During Validation, the measurement system is revalidated along with Sigma Level, Cp, Cpk, Hypothesis
tests
➢ Selected solution which is implemented on full Scale and re-validated becomes the main deliverable of
Improve phase
CONTROL
Learning Excellence
demand | 2021
CONTROL PHASE OVERVIEW
STEP 13 Implement Control System for critical X’s
STEP 14 Document Solution and Benefits
STEP 15 Transfer to process owner, project closure
Control
Control plan to
charts detect
monitor &
the presence
sustain
of special
improvement
cause
CONTROL PHASE DELIVERABLES
Documented
Replication &
Solutions and
Standardization
Benefits

IMPLEMENT CONTROL SYSTEM
Learning Excellence
demand | 2021
CONTROL PLAN
A Control Plan includes the following

• Process documentation
• Data Collection Plan
• Mistake Proofing System
• Response / Reaction Plan
• Audit / Inspection Plan
• Risk Mitigation System
• Statistical Process Control

Process documentation
www.visionexcellence.in © VISION23Excellence | 2021

25
Response / Reaction Plan

26
Response / Reaction Plan

27
Risk Mitigation System
28
Poka yoke
www.visionexcellence.in 29 | 2021
© VISION Excellence
Mistake Proofing Techniques

Prediction /
Technique Detection
Prevention
When a mistake is about to be When a mistake or defect has
Shutdown
made been made
Items cannot move on to the

Control Errors are impossible
next step
That something is about to go Immediately when something

Warning
wrong goes wrong

TYPES OF POKA YOKE
WARNING POKE YOKE CONTROL POKE YOKE
▪ Signals that a mistake can ▪ Controls the possibility of a
occur mistake to occur
▪ Blinking light, alarm ▪ Gate closes before train crosses
Wash basin
Blockage in the main drain.

If you forget to close the tap. What will happen ?
Water overflow and spills on floor
How to avoid ?

Wash basin
Overflow hole provided to avoid dropping on floor
Poka – Yoke
Simple Design change

Chart interpretation for abnormalities – Rule 1
Point outside the control limits
37

7 Points in a row above or below the mean line.
38
6 points in a row descending or ascending
39

Too Close to the average
40
Too far away from the average
41

Cyclic pattern
42
DOCUMENT SOLUTION & BENEFITS
Learning Excellence
demand | 2021
Document Solution and Benefits

Why should I document the solution?
1. Solutions should be documented for review and
application in other processes in the organization.
2. It also acts as lessons learnt document for other
greenbelts.

Document Solution and Benefits
Standardization and Solution Replication
1. Replication is taking the solution from the team and
applying it to the same type or a similar type of process
2. Standardization is taking the lessons / solutions from
the team and applying those good ideas to processes
that may be dissimilar to the original process improved
TRANSFER TO PROCESS OWNER
Learning Excellence
demand | 2021
Transfer to Process Owner, Project Closure
Transferring the responsibility to process owner will require
Review meetings to communicate the Process Status

Updated flowcharts, procedures and SOWs
SPC measures & Process Control Plan
Response plans to handle irregularities
Additional activities during wrap up

The team might consider evaluating how the team worked together
Management may devise rewards to recognize the work and
success of the team
Recognition and celebration of a successful six sigma drive process

excellence philosophy within the organization and managing
change becomes simpler.

Deliverables of IMPROVE phase
Proposed Solutions
Cost-Benefit Analysis
Presentation to Top Management
Pilot Plan
Full Scale Implementation Plan

PILOT IMPLEMENT & VALIDATE SOLUTION
Learning Excellence
demand | 2021
Tools and
Techniques in
generating solutions
Benchmarking
How to
technique with an
brainstorm?
example
How to probe Different types of

creative ideas? Brainstorming
What is creative Various approaches

thinking? used in it
The cause
factors which Tools and Techniques in IMPROVE
are
responsible phase
for the gap in
performance
are validated
in ANALYZE
phase
The possible
solutions are
generated for such
cause factors in the
first step of
IMPROVE phase
How to Brainstorm?
Different types of Brainstorming
Decided based on the requirements to
identify solutions
Unstructured Brainstorming
Structured Brainstorming
Systematic
generation of
ideas
This ensures the

All members are dominant
given equal persons won't
chance be taking over
Team members
may not be able
to share all their
ideas

Open with the bluehat…
❖ Why we are here
❖ what we are thinking about
❖ definition of the situation
❖ what we want to achieve
❖ where we want to end up
❖ The background to the thinking
❖ A plan for the sequence of hats

57
Design Selection –Pugh’s Method

Step 1 Step 2
Select the Criteria for Select the Solutions
Comparison to be Compared
The list of criteria must be

developed from the The alternative design
customer needs and solutions should be those
that proceed from the
engineering specifications.
brainstorming, Creative
All team members should thinking , bench marking ..
contribute in making the
list.

Step 3 –Generate the Score

For each comparison, the concept being
A favorite design solution evaluated is judged to be either better than (“+”
should be selected as a datum. score), about the same (“s” score), or worse than
All other designs are the datum (“-” score).
compared to it relative to each
customer needs •Numeric scores can also be used.

Step 4
Compute the total score
Three scores are tallied, the

number of plus scores, the
number of minus scores and
the total.
If most designs get the same score on

a certain criterion, examine that
criterion closely.
More knowledge may have to be
developed in the area of the criterion.
Summary
61
TOOLS & TECHNIQUES IN ANALYZE PHASE

STEP TOOLS & TECHNIQUES
Brainstorming
7. List all
Fishbone Diagram
probable X
Why-Why Analysis
Value Stream Mapping, VA/NVA analysis
Other Tools & FMEA

Techniques
Focused Problem Statement

Tools and Techniques in generating solutions
Brainstorming
Benchmarking
creative thinking
Creative thinking
ability to look at
things differently,
and find new
ways of solving is
problems imaginativ
e
generates
many
possible
solutions
is lateral
is
divergent
How to probe creative ideas?
Using the probing methods, ideas are

initiated by problem solving experts
Scientists and innovators probe to

understand the existence, validity and
feasibility of an idea
This helps in improving and optimizing the

idea, and may also trigger a new idea
PUGH MATRIX OR DECISION MATRIX
Learning Excellence
demand | 2021
Learning Outcomes
PUGH matrix ( Decision matrix)
PUGH matrix Methodology
Application with example
Steps followed in Pugh’s Method

Step 1 -Select the Criteria for
Comparison
Step 2
Select the Solutions to be Compared
Step 3
Generate the Score
Step 4
Compute the total score

Criteria
Function Development costs

Product life span
Manufacturing costs
Development time
Company standards
Size
Manufacturing capabilities
Material costs
Safety
Decision-Matrix (Pugh’s Matrix)

A weighted decision matrix
The method is an iterative evaluation that quickly identifies the
strongest design solution.

Pugh Matrix
Criteria Strength Cost to ROI Cost of Ease of Recycleabl Impact Size
manufa poten warranty maintenen e on brand Smaller =
cture tial ce better
Summary
Total Total Total

Weight 3 6 8 7 5 9 6 5 1 0 -1
project -1 1 1 0 -1 1 1 -1 1 5 1 2
project -2 -1 -1 1 1 -1 1 -1 1 4 0 4
project -3 1 1 -1 1 0 -1 1 1 5 1 2
project -4 -1 1 -1 1 1 -1 0 1 4 1 3
5 0 2
project -5 1 -1 1 +1 -1 1 1 1
• (3 * 1) + ( 6 *1) + (8 * 0) + (7 * -1) + (5 * 1) + (9* 1) + (6* -1) + (5 * 1) =13

The Right Decision
Solutions Its a design

should be tool that
based on may be used
analysis and multiple
logic; times
not personal throughout a
opinion. process.

SIX HAT THINKING
Learning Excellence
demand | 2021
Learning Outcomes
Six Hat
What and how to use Six Hats?
Apply six hats method for solution Generation

…What is six hats ……
➢ White: Objective facts & figures
➢ Red: Emotions & feelings
➢ Yellow: Hope, positive & speculative
➢ Green: Creativity, ideas & lateral thinking
➢ Blue: Control & organization of thinking
➢ Black : Pessimistic
75
How to use the hats ….
Requires
discipline
Use any Sequence Not Time under from each Can be
hat, as can be necessary each hat: person used by
often as preset or to use generally, – While individuals
needed evolving every hat short using it, and groups
stay in the
idiom
76
❖ Control of thinking & the process
Blue Hat
❖ Instructions for thinking Managing the Thinking Process
❖ The organization of thinking Example
❖ How do we get 30,000

❖ Control of the other hats
votes?
❖ Begin & end session with blue hat ❖ What influences voter
❖ Discipline and focus turnout?
❖ Who knows about this?

❖ Facilitator, session leader’s role
77
Open with the bluehat…

❖ Why we are here
Example
❖ what we are thinking about
❖ How do we get 30,000
❖ definition of the situation votes?
❖ what we want to achieve ❖ What influences voter

turnout?
❖ where we want to end up
❖ Who knows about this?
❖ The background to the thinking
❖ A plan for the sequence of hats

White Hat
Information Available & Needed
❖ Neutral, objective information

❖ Facts & figures
❖ Questions: what do we know, what don’t we know, what do we
need to know
❖ Excludes opinions, hunches, judgements
❖ Removes feelings & impressions
❖ Example: “We need to win 20% of the votes to win 5 seats. The voter turnout in the last
three local elections has been 43, 48 and 41%. The polls indicate that if the election
were held today, we’d get 17% of the votes. We have a budget of Rs 200,000
79
Red Hat
Intuition and Feelings
❖ Emotions & feelings

❖ Hunches, intuitions, impressions
❖ Doesn’t have to be logical or consistent
❖ No justifications, reasons or basis
❖ All decisions are emotional in the end
Example
❖ I feel bad /good about the project...!!!!!
❖ My instincts tell me80this will/ won't work.!!!!

Black Hat
Caution, Difficulties, and Problems
❖ Cautious and careful

❖ Logical negative – why it won’t work
❖ Critical judgment, pessimistic view
❖ Separates logical negative from emotional
❖ Focus on errors, evidence, conclusions
❖ Logical & truthful, but not necessarily fair
Example
❖ Will this really work?
❖ How is this likely to fail
❖ How can
81
we justify this financially?
Yellow Hat
Benefits and Feasibility
❖ Positive & speculative
❖ Positive thinking, optimism,
opportunity
❖ Benefits
❖ Best-case scenarios
Example
❖ Exploration
❖ What’s the best way to approach this issue?
❖ What positive outcomes could result?
❖ How can we make it work?
❖ What are the long-term benefits?
82
Green Hat
Alternatives and Creative Ideas
❖ Green Hats excel at devising creative solutions to a

problem.
❖ They are possibility thinkers who go outside the box for
solutions and aren’t afraid to break rules and traditions.
❖ New ideas, concepts, perceptions
Example
❖ Deliberate creation of new ideas
❖ Alternatives and more alternatives ❑ Can we do this a different way?
❑ How can I think outside the box about this
❖ New approaches to problems issue?
❑ How can we adopt a unique perspective?
❖ Creative & lateral thinking 83
…and close with the blue hat

❖ What we have achieved
❖ Outcome
❖ Conclusion
❖ Design
❖ Solution
❖ Next steps
84
Thank you!

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TRAINING MANUAL

CERTIFIED LEAN SIX SIGMA BLACK BELT

LEAD FACILITATOR CO-FACILITATOR

Prof.Dr.Gopal Sivakumar Dr.V.Ramakrishnan

The Certified Six Sigma Black Belt (CSSBB) is a professional who

At the end of the training, participants are expected to:

DMADV, KPIs & Metrics, DMAIC-Key Tools, Data Types, Sampling

Techniques, Descriptive Statistics, Central Tendancy, Variation, Normal &

Std. Normal Distribution, Specification & Control Limits, "Revenue, market

share, margin, NPV, ROI, CBA, Hard and soft cost

Matrix, Kano Model - Must be, Performance, Delight, Indifferent, Reverse,

etc, High Level Process Map, QFD

MEASURE: Measurement Plan - Data type, Measurement Scale,

Operational definition. Sample size & sampling techniques, Validating

Measurement System - MSA Terms - Bias, Linearity, Stability, Kappa and

ANALYZE: Brainstorming, Why-Why analysis, C&E diagram, C&E matrix,

Hypothesis Testing - Null, Alternate, P value, Type-I & Type-II error,

Confidence level, Power of test, Z test, t-test, 1 proportion & 2 proportion

test, Chi-square, Correlation & Regression - Correlation coefficient, R

square, Prediction Analysis - Confidence & Prediction Interval

IMPROVE: Solution Generation & Evaluation Techniques Pugh matrix, 6 hat

thinking, Pilot & Implementation schedule, Pilot & Solution Implementation

FMEA-RPN, AP Method, Solution Optimization - DOE - Full factorial

CONTROL: Control Plan, Poka Yoke, Solution replication and

Standardization, Project Closure

work5S, Standard work, Process Metrics - work in progress(WIP), work in

Analysis -value stream maps, spaghetti diagrams, circle diagrams, gemba

walk, Cycle time reduction - Value Stream Mapping, Sphafetti diagram,

single-minute exchange of die (SMED), heijunka, OEE

Trainings and Manuals Managed Training Services Learning on demand

Hypothesis Test Decision 𝑝 − 𝑣𝑎𝑙𝑢𝑒 ≥ 𝛼 𝒑 − 𝒗𝒂𝒍𝒖𝒆 < 𝜶

𝑝 − 𝑣𝑎𝑙𝑢𝑒 𝑖𝑠 𝑙𝑜𝑤 𝑜𝑟 ℎ𝑖𝑔ℎ?

Decision is on Null hypothesis only

t test − one sample Mean comparison

Output data p − value

Z test − one sample

Output data p − value

Decision: Population Group 1

Z test − one proportion

Z test − two roportion

Chi sq − more proportions Proportion comparison

Sample data 1 DF 1 DF 1 DF1

t test − two samples Mean comparison

Sample Standard deviation

ANOVA test − more − one − way samples Mean comparison

ANOVA test − more − samples

Decision: Group 1 Group 2 Group 3

ANOVA test − more − samples

Decision: Group 1 Group 2 Group 3

Out of 1000, 87 responded (or purchased)

Four regions gave 10 %, 20 %, 45 % and 15 % wrong applications

Fat content in cooking oil is average of 15 %

Purchases made by women Average Amount Rs1.75 lakh

Purchases made by men Average Amount Rs1 lakh

Strength of a product using process B in hot water is 3.5 N/sq.mm

Strength of a product using process A in cold water is 3.0 N/sq.mm

Dr. V. Ramakrishnan, MSME-TDC organised online Green

What is the test?

What is the test?

What is the test?

Fat content in cooking is always said to be 15 %

Is there a difference in response rate due to mail advertisement at 5 % significance level?

PREDICTION EQUATION Y = AVERAGE RESPONSE + (-4.75/2)S + (20.25/2)F

PREDICTION EQUATION Y = 172.875 - 2.375S + 10.125F