LE

AN SIX SIGMA
GREEN/BLACK
 BELT
Here are benefits of Six Sigma
certification • Career Advancement
• Helps Nurture Managerial and Leadership Ability
• Standardization
• Improve Business Processes and Sustain Quality Improvement •
Excellent Salary
• Applicability across Industries
• Ensure Compliance
• Gain Hands-On Experience in Quality Management
• Better Understanding
• Organizational Growth
• Support Your Organization Eliminate Errors
• Improved Company Culture
• Widen the thinking capability
• Improve self-esteem
• Be competent in a highly competitive world

50% of your current

knowledge is irrelevant in every
2 years

Turning Words into Numbers and

 Numbers into Data and data has to be
converted into decisions
Introductions 1. Who are you?

2. What do you do?

3. Your 2021 Goals?

4. Achievements if any?

5. Motivation for Six Sigma Green/Black Belt.? 6. Something that you enjoy

What do you mean by a GOOD

Organization?
“
we didn’t do anything wrong, but somehow, we lost”
What the Top Management wants?
The Greater Target set
by Management

Not Achieved
by current
activities
 o

Running The
business

Mo
nth
Improvement
Changing the
Candidates
Business
e

r
Normal Improvement Through Routine Video

120

100

80

20
r

te

60

0
40 2016 2017 2018 2019 Year

Organizations wants Improvement..!!!

Net
Profit
 Lean Six Sigma is the Improvement
Blueprint for the Organization
 Prof. Yamaguchi san

PHILOSOPHY
Life Improvement
What is Lean Six
Sigma?
 Lean Six
Sigma
MANAGEMENT
SYSTEM
Job relationship
Framework (YB,
GB…)

METRIC
3.4 Defects per
million
METHODOLOGY
Systematic Approach DMAIC
Does 6 Sigma Apply to Me ?

🠶When there is an output … there is a Process

🠶When there is a Process …there is Performance Variation

🠶When there is Performance Variation …there is a 6 Sigma

 Opportunity

6 Sigma can be applied to ALL functions, disciplines and

business processes

What is Lean Six Sigma ?

19

What is Six Sigma ?

🠶Goal – Reduce variation to improve performance

(eg.3 liar)

🠶Method – DMAIC / DFSS approach

What is Lean
Six Sigma?
20
 What is Lean ?

🠶Goal – Eliminate waste and increase process

speed 🠶Method

🠶Genchi Genbutsu– Go and See the workplace (gemba).

🠶Kaizen (Change for better) workshops

Six Sigma or Lean Manufacturing?

 Lean Manufacturing : Flow Focused
Lean cannot bring a process under statistical control

Six Sigma: Problem Focused

Can not dramatically improve process speed or reduce
invested capital
What is Lean Six Sigma?
Lean Six Sigma
➢ Removes Waste ➢ Increases Speed
➢ Removes non-value added process steps ➢ Improves Quality

➢ Fixes connections between process steps ➢ Reduces variation at each remaining step

➢ Focuses on the customer Speed + ➢ Optimizes remaining process steps

➢ Focuses on the customer Accuracy

➢ Reduces Variation

Better Delivery Better Quality Satisfied Employees Satisfied Customers

 The Lean Six Sigma concept was first
introduced in
2002 by Michael George in the book titled Lean Six
Sigma: Combining Six Sigma with Lean Production
Speed.
How Six Sigma Originated at Motorola? ❖
Motorola corporation was facing a serious competitive challenge from Japanese
pagers in late 1970’s.

❖ Motorola lost a substantial market share and made losses on pagers.

❖ Motorola quality had not deteriorated in 1980 compared to earlier. ❖

The competition was offering much better products.

❖ The consensus was that “Our Quality Stinks”.

 ❖ How do we make better products?

🠶 In the late 1970's, Dr. Mikel Harry, a senior staff engineer at Motorola's Government

Electronics Group (GEG), experimented with problem solving through statistical analysis.
Using
this approach, GEG's products were being designed and produced at a faster rate and at a lower cost.

🠶 Subsequently, Dr. Harry began to formulate a method for applying six sigma throughout Motorola. In 1987 when

Bob Galvin was the Chairman, Six Sigma was started as a methodology in Motorola

🠶 Bill Smith, an engineer, and Mikel Harry together devised a methodology with the focus on defect reduction and
improvement in yield through statistics.

🠶 The term "Six Sigma" was coined by Bill Smith, who is now called Father of Six Sigma Terms such as Black
Belt and Green Belt were coined by Mikel Harry in relation to martial arts.

BOB GALVIN BILL SMITH MIKEL HARRY

🠶

Themes of Lean Six Sigma • Focus on the

Customer
• Data and Fact-Driven

Management • Process Focus

• Proactive Management

• Boundaryless Collaboration

• Drive for Perfection (with tolerance for failure)

Led by Senior Mgmt Driven by
customer
needs

Success- Three

Dimensions

Process Map Analysis

LSL USL

Customer Customer Process A Process A Process B Process B Vendor

Define

Measure •• • •
Analyze •• ••• • • ••••••
Improve
Control
Enabled by team. Process variation Regression

••••••••
Upper/Lower
specification 100%

limits 80%

••
60%

40%

20%

0%

•
LKAFBCGRD

35 30 25 20 15 10 5 Frequency Cumulative Frequency

0

Pareto Chart
Define
Measure Analyze Improve Control

Success- Culture Driven by

customer
needs

Led by
Senior
Mgmt

Customer Customer Process A Process A Process B Process B Vendor

 LSL USL

Process Map Analysis •• • •

•• ••• • • ••••••

Enabled by team. Process variation Regression

••••••••
Upper/Lower
specification 100%

limits 80%

••
60%

40%

20%

0%

•
LKAFBCGRD

35 30 25 20 15 10 5 Frequency Cumulative Frequency

0

Pareto Chart

Organization Team
Project Sponsor
 Black Belt

Green Belt

Six sigma Organization There are many roles and responsibilities for
successful implementation of Six Sigma

MBB
Black Belts
Green Belts
 Yellow Belts

People Structure Level 1 Level 2 Level 3 Level 4

Yellow Belt Assistant Black Belt Project Leaders 1% of the

80% of the Organization 10% of the Organization
Green Belt Project team Organization
members Master Black Belt
50% of the Organization Mentors
Role of Green Belt 🠶Support Six

Sigma projects with higher ROI. 🠶Lead Smaller Six Sigma projects.

🠶Perform data collection & data analysis.

🠶Manage the team in the absence of Black Belt.

 Role of Black Belt

🠶Full time responsible for leading project

teams

🠶Training Green Belts in the DMAIC process

🠶Should often act as mentors to other Black Belts

 🠶Must have at least completed 2 or 3 projects with total

annualized benefits of $250,000 (1cr).

Negative team dynamics 1. Overbearing

members

2. Reluctant participants

3. Unquestioned acceptance

4. No public disagreements

5. Rush to accomplishment
 Success- Approach

Define
Measure Analyze Improve Control
Driven by
customer
needs

Led by
Senior
Mgmt
 Process Map Analysis

LSL USL

Customer Customer Process A Process A Process B Process B Vendor

•• • •
•• ••• • • ••••••

Enabled by team. Process variation Regression

••••••••
Upper/Lower
specification 100%

limits 80%

••
60%

40%

20%

0%

•
LKAFBCGRD

35 30 25 20 15 10 5 Frequency Cumulative Frequency

0

Pareto Chart
 Simple QC tools

Lean Six Sigma

Logic and common sense
Methodology
Quick hits-Kaizen
Sweet fruits
DFSS - DMADV

Bulk of fruits Process limitations

Process characterization
and optimization
The Six Sigma
Low hanging fruits Approach
Practical Statistical
problem solution

Statistical Practical
problem solution

Conventional Approach ( Trial & Error )

The Formula of Six Sigma (Any phenomenon)

Y f (X)
= • Dependent • Output
• Effect

• Symptom • X1 . . . XN • Independent • Input-

Process • Cause
• Monitor
• Problem

• Control

Would you control target or the shooter to get the Gold Medal?
2
X Y
How Six Sigma Relates to a Process
X3
Process ?
“Correct” Xn
(In-Spec.)
X1
 Customer’s
Needs & expectations

Process Input Variables Process Output Variables Critical To Quality (CTQ)

Manage the INPUTS and good OUTPUTS will follow

THE FOCUS OF SIX SIGMA

 Y = f(X)
🠶Y 🠶 X1, X2, …….., Xn

🠶 Dependent variable 🠶 Output of the 🠶 Independent variable 🠶 Input to the

process 🠶 Effect process 🠶 Cause

🠶 Symptom 🠶 Problem

🠶 It is monitored 🠶 It is controlled
To get results should we focus on Y or X?

DMAIC Process Preparing a Coffee

Sugar X1 Strong Coffee

water X2
X3
Coffee bean milk
X4Y1
Temperature Rate of X5 X6
ROCESS Y2 Y3
heating P Sweet Coffee

Boiling time X7 Cappuccino

 The above example the shows the process in which in the right Y’s which are
measurable customer requirements or business requirement.

❖ The X’s on the left side are the variable inputs for the process. So the levels and the types of the X’s determines
the required Y. Y is found out or identified in the DEFINE phase.

❖ For each Y there will be many number of potential X’s. The potential X’s are identified and measured
in MEASURE phase.

❖ The vital critical X’s are identified from the potential X’s in the ANALYSE phase.
 ❖ After which it is improved to give a required Target Y.

The above example of preparation of a Tea gives a outline of the DMAIC process which will help you to
understand. So any change in any of the X’s can affect your Y.

Classification of Problems
(How to select Problem solving BB projects)

lu

io

n
 2 1

Cause :Known Cause :Unknown

Cause :Known Cau
Solution :Unknown Solution :Unknown
Solution :Known Sol
U

n
known Unknown Cause

Classification of Problems
(How to select Problem solving BB projects)

lu

io

Cau
Cause :Unknown Sol
Solution :Unknown
U

n
k

o
Cause
w

known Unknown

DMAIC Methodology
 Define Measure Analyze Improve Control
Define
CTQ & CTB
Project
Selection
Team Formation
Project charter
Business case

Data Collection

Analyze Data
Identify Root
Causes
 Ensure Solution is Prioritize root causes
Sustained
Validate Measurement System

Innovate pilot solutions Validate the improvement

The Funnel EffectDefine Phase

Measure Phase

Analyze Phase

Improve Phase
Control Phase

Optimized Process

Success- Tools

Define
Measure Analyze Improve Control
Driven by
customer
needs

Led by
Senior
Mgmt
 Process Map Analysis

LSL USL

Customer Customer Process A Process A Process B Process B Vendor

•• • •
•• ••• • • ••••••

Enabled by team. Process variation Regression

••••••••
Upper/Lower
specification 100%

limits 80%

••
60%

40%

20%

0%

•
LKAFBCGRD

35 30 25 20 15 10 5 Frequency Cumulative Frequency

0

Pareto Chart
SCIENTISTS WHO CONTRIBUTED TO SIX
SIGMA
What is
 Quality ?

Which car is a quality car?

56

TATA NANO MERCEDES BENZ

Which one will you take home ?
 T-Shirt Question

PO ND A POND B Average
depth = 4 feet Average depth = 4 feet 5.5 Feet
 6 meters 5 meters

2
44 2
55 4 3

4
74

POND A POND B x x-xbar (x-xbar)2x x-xbar (x-xbar)2

2 2-4 = -2 4 2 2-4 = -2 4
4 4-4 = 0 0 3 3-4 = -1 1
4 4-4 = 0 0 4 4-4 = 0 0
5 5-4 = 1 1 7 7-4 = 3 9
5 5-4 = 1 1 4 4-4 = 0 0
4 4-4 =0 0
Sum 24 6 20 14 Average (x bar) 4 4

2
=

= 1.6
2

= 1 = 2.8

X X- X bar (X- X

13 13 – 12 = 1 bar)2 1

10 10 – 12 = -2 4

8 8 – 12 = -4 16

15 15 – 12 = 3 9
 12 12 – 12 = 0 0

14 14 – 12 = 2 4

34/6 = 5.66
= 2.37
 What is sigma?

Greek letter, referring to Standard Deviation

(The best measure of variation)

What is a Process? A collection of activities that takes one or

more inputs and transforms them into outputs that are of value to the customer
 Inputs
Outputs

Supplier(s) Customer(s) “The Process”

The Process
Controllable Factors
Employee time
Energy
Machines
Inputs Money
Quantity, material, parts,
 Outputs
Characteristics

Climate
Holidays

Non Controllable Factors

 The Process Outputs Target
Controllable Factors l

Employee time 5

Energy
.

Machines
Money Inputs
0.06 ml
Quantity,
material,
parts, LSL:3.72 USL:3.78

Climate
Holidays
The Process Controllable
Factors
Non Controllable Factors Employee time
Energy
Machines 0.06 ml

Money Inputs
Quantity, LSL:3.72 USL:3.78
material,

The Process Controllable

parts,

Climate Factors
Holidays Employee time
Energy
Non Controllable Factors Machines
Money Inputs
Quantity,
material,
Outputs Target
parts,
l

Climate
7

Holidays
Non Controllable Factors Energy
Machines
Money Inputs
Quantity,
Outputs Target material,
parts,
l

Climate
Holidays
0.06 ml
Non Controllable Factors

LSL:3.72 USL:3.78

The Process Outputs

l
Target

Controllable Factors m

Employee time
.

3
0.06 ml LSL:3.72 USL:3.78

Office In timing exercise

Anatomy of Normal
curve

• Mean
• Sigma (σ) or Standard deviation
 • Why “6” Sigma ? Why not 4 or 7?
Non Controllable Factors

The Process
Controllable Factors
Outputs Target
Employee time l

Energy
m

Machines 7

Money Inputs
Quantity,
material, 0.03 ml
parts,
LSL:3.72 USL:3.78

Climate
Holidays
 Controllable Factors
Employee time (LESS,HIGH)
energy (LOW,MEDIUM,HIGH)
Outputs Target
Inpu Machines ( M1,M2)
Money (LOW,HIGH)
l

ts
m

The Process
.

Data (TABULATED,NONTABULATED) Material Climate (DEPENDED ON SEASON) 0.03 ml

(TYPE1,TYPE2), Parts( PARTA, PARTB),

Holidays (DIFFERS)
Breakdown (MAINTANENCE) Non
LSL:3.72 USL:3.78

Controllable Factors
 inputs

The Process
Controllable Factors
Outputs Target
Employee time (LESS,HIGH)
energy (LOW,MEDIUM,HIGH)
l

Machines ( M1,M2) 5

Money (LOW,HIGH)
7

Data 0.03 ml
(TABULATED,NONTABULATED)

Material (TYPE1,TYPE2),
Parts( PARTA, PARTB), LSL:3.72
USL:3.78

Climate (DEPENDED ON SEASON)

Holidays (DIFFERS)
Breakdown (RESOURSE ON
MAINTANENCE)

Non Controllable Factors