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Lean Six Sigma

White Belt Training

Version 2018-10-30 online skript

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Objectives of the White Belt training

Create awareness: Understand the purpose and concepts of Make quality happen

Inform: Learn the basic principles of Lean Six Sigma and performance management

Develop your plan: Get informed and enroll into Lean Six Sigma courses

February 18, 2020 Slide 2

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Clear customer focus & quality will power our growth

The customer is the ultimate judge of our quality

Quality improves when we fix what the customer tells us to fix

Fixing what the customers ask us to fix, will delight them

Delighted customers become fans

Fans stay with “team” ABB, which powers growth

Our customers are the ultimate judges of quality, and delighting them powers growth

February 18, 2020 Slide 3

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Customers expect higher speed and better customer care

Net Promoter Score (NPS) categories (% of red cards per category with respect to total number of red cards)

Lead time 13%

Speed
On-time delivery 10%

Technical support 8%

Complete and timely quotes 7%

Issue resolution 7%

Ease of doing business 6%

6%
Spare parts

Top 7 issues 56%

February 18, 2020 Slide 4

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Make quality happen – how will we make it work?

ABB Strategy

1 Voice of the 2 KPIs and 3 Gap 4 M

customer metrics identification
D 1 A

Ambition C I
…we want to be recognized as the company
ABB
with the highest customer focus and quality
quality
in our industry by 2020 – driving significant growth culture

The Voice of the Customer powers ABB quality culture

February 18, 2020 Slide 5 1. DMAIC stands for Define, Measure, Analyze, Improve, Control
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Lean Six Sigma – combination of two well-proven methodologies

LSL USL

+
Lean Six Sigma
– Identify and eliminate waste to improve speed – Reduction of variation in products and processes
– Hands-on focus – Data driven and fact based
– High potential for bottom-line impact – Customer focused

February 18, 2020 Slide 6

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The 5 Lean Principles

What is Lean Management 5 Lean Principles Objectives

Philosophy 1 Define Value Client centric

+ 2 Identify Value Streams Eliminate waste (Muda)

Production Model 3 Create a Flow Speed

+ 4 Pull the production Just In time

Management Policy 5 Aim for Perfection & Worker mobilization

Achieve Immediate Continuous improvement
improvement (Kaizen)

Slide 7
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Value add vs non-value add

Value-adding processes (~5%) Waste (~80%)

Processes that directly add value to the Processes that don’t add value to the
product product

Objective:
Business non-value add work (~15%)
To maximize the proportion of value
Processes that don’t add value but must be done in
added activity by eliminating waste
the short term to accomplish value-added work in the
and incidental activity
current system

Use the time only for what adds value in the eyes of the customer

February 18, 2020 Slide 8

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The eight types of waste – WORM PIIT

1. Waiting
People or parts that wait for a work cycle to be
W P 5. Processing
Processing beyond the standard required by the
completed customer

2. Overproduction O I 6. Inventory
Material which is not having value added to it
Producing too much, too fast, or too soon

7. Intellect - Skills Untapped

3. Rework - Defects Any failure to fully utilize the time and talents of
Repetition or correction of a process R I people

4. Motion 8. Transportation
Unnecessary movement of people or parts Unnecessary movement of parts or people
within a process M T between processes

Lean aims to reduce these sources of waste

February 18, 2020 Slide 9

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Why aim for Six Sigma?

Off target with low variation

On target
with low variation
Center

6σ
Process

On target with high variation

Reduce
Variation

February 18, 2020 Slide 10

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Why aim for Six Sigma?

Examples of variation impact:

99% good (3.8 sigma) 99.99966% good (6 sigma)

10,000 defects per million 3.4 defects per million

214,000 lost US mail pieces per hour 73 lost mail pieces per hour

6 short or long landings at London Heathrow LHR 1 short or long landing at LHR per year
Airport per day

5,000 incorrect surgical operations per week 1.7 incorrect operations per week

February 18, 2020 Slide 10

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Lean Six Sigma projects follow the DMAIC process

Define the opportunity/problem from

Understand the process, its
both business and customer Define Measure performance and the waste
perspectives

DMAIC Search for key factors that have

Sustain results through process control the biggest impact on process
Control Analyze
plans, standard work and ownership performance and determine the
root causes

Improve

Develop, pilot and implement solutions to address the key factors

In each phase different tools are applied to solve the problem in a structured way
In order to follow the right path the project team is supported by an experienced coach

February 18, 2020 Slide 12

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Lean Six Sigma offers a range of powerful problem solving tools
Define
– Problem definition
– Suppliers Inputs Process
Outputs Customers (SIPOC)
– Voice of the Customer
(VOC)
– Critical to Quality (CTQ)
Tree
– Defined Metrics and Defects
– Business case calculation
During DMAIC the best tools for a problem are selected based on coaching by an experienced Belt
February 18, 2020 Slide 13
Measure
– Histogram
– Pareto Chart/Run Chart
– Scatter Plot
– Process Map/Value Stream
Map Review
– Spaghetti diagrams
– Overall Equipment
Effectiveness (OEE)
– Measurement System
Analysis/Gage R&R
– Process Capabilities Sigma
levels
– Process Yield
– FMEA
Analyze
– Cause and Effect/ Fishbone
Diagram
– 5 Whys
– Hypothesis testing
– Design Of Experiments
(DOE)
– Regression analysis
– Non Normal Data Analysis
– Demand-leveling
Improve Control
– Idea Generation – Standard Operating
– Pilot Plan Procedures (SOP)
– Failure Mode Effects – Control Plans
Analysis (FMEA) – Control charts (e.g.,
– Pull/One Piece Flow Statistical Process Control)
– Kanban – Visual Management
– Mistake proofing
(e.g., Poka Yoke)
– Single-Minute Exchange of
Dies (SMED)
– 5S
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Organizing for Lean Six Sigma

Master Black Belt

(Coach)
– An organizational structure
is required to support a L6S deployment

– The project sponsor is the central Implementation Leader Process Owner

role that is highly invested in the success of
the L6S deployment and projects
Project Sponsor

– The business can customize L6S team Project Leader

structures to best fit their needs Project Team Member
(Black Belt or Green Belt)

February 18, 2020 Slide 14

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What are the attributes of successful performance management?

Performance – Visible, relevant, and actionable measurements of overall performance

Key
Performance – Simple and easy-to-understand KPIs according to SMART** principles
Indicators (KPI)

Transparency – Performance dialogues that immediately trigger countermeasure and process oriented continuous improvement

Standards – Performance measured regularly and timely to achieve closed-loop feedback

People – Problem solving is “everyone’s job”

**SMART: Specific, Measurable, Achievable, Relevant, and Time Bound

February 18, 2020 Slide 15
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Lean Six Sigma organization consists of different belt levels

Lean Six Sigma pyramid Roles in the organization Dedication

Master
Black Belt Experts who can drive cross-business-unit projects as sparring partners to business Full time
managers and develop Lean Six Sigma (L6S) at ABB

Black Belt Motors of the organization who deliver high-impact projects while supporting Full time
management in building a capable organization

Green Belt Change agents who execute projects themselves and provide critical support to black belts 25%
and master black belt both on their projects and in building the L6S culture

Ambassadors who are capable of identifying improvement needs and steering them into 10%
Yellow Belt the organization

Beginners who draw on basic knowledge of L6S to provide a starting point for further None
White Belt development and awareness of quality

February 18, 2020 Slide 16

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What can I do?

Understand
the Make Quality Happen initiative and determine
what role you play

Commit
to never knowingly pass on poor-quality work, and to
never accept poor-quality work from anyone else

Enroll
in Lean Six Sigma training, and work in projects to
improve customer focus and quality

February 18, 2020 Slide 17

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Lean Six Sigma White Belt Training
Test Your Knowledge

Version 2018-10-30 online Skript

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Test Your Knowledge

What are the 3 Net Promotor Scores (NPS) categories with the highest total number of red cards?
Select all that apply and Click Submit

Lead Time

On time delivery

Technical support

Spare parts

February 18, 2020 Slide 19

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Test Your Knowledge

What are the attributes of a successful performance management?

Select all that apply and Click Submit

Performance

KPI’s

Transparency

Communication

Standards

People

February 18, 2020 Slide 20

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Test Your Knowledge

Put the 5 phases of the Six Sigma methodology in order.

Drag and rearrange in correct order and Click Submit

1. Improve

2. Control

3. Define

4. Measure

5. Analyze

February 18, 2020 Slide 21

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Test Your Knowledge

In Lean, how many types of waste are there?

Select the correct option and Click Submit

February 18, 2020 Slide 22

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Test Your Knowledge

The next level of belt training after White Belt is?

Select the correct option and Click Submit

Master Black Belt

Yellow Belt

Green Belt

Black Belt

Purple Belt

February 18, 2020 Slide 23

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Test Your Knowledge

The purpose of the Six Sigma methodology is?

Select the correct option and Click Submit

Reduce variation and minimize defects

Design products to meet customer demands

Increase Inventory

February 18, 2020 Slide 24

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Test Your Knowledge

Even with great product, outstanding customer care is necessary to ensure loyalty.
State True or False and Click Submit

True

False

February 18, 2020 Slide 25

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Test Your Knowledge

The purpose of the Lean methodology is?

Select the correct option and Click Submit

Remove defects

Identify and eliminate waste to improve flow/speed

Minimize variation

February 18, 2020 Slide 26

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Test Your Knowledge

What are the 4 key components of Make Quality Happen?

Select all that apply and Click Submit

Strategy alignment

Voice of customer

KPI’s and metrics

Gap identification

Lean Six Sigma

February 18, 2020 Slide 27

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Test Your Knowledge

Select from the list below central roles in a L6S organization?

Select all that apply and Click Submit

Master Black Belt

Project sponsor

Distribution coordinator

Team member

Process owner

February 18, 2020 Slide 28

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Results

Your Score: x% (x points)

Passing Score: 90% (90 points)

Congratulation, you passed.

x Sorry, you failed. Please re-do the training and test

February 18, 2020 Slide 29

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Safety is our first priority
Don’t look the other way

February 18, 2020 Slide 30

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Quality follows safety
Don’t look the other way. Make quality happen.

February 18, 2020 Slide 31

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Quality follows safety
Don’t look the other way. Make quality happen.

February 18, 2020

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Quality follows safety
Don’t look the other way. Make quality happen.

February 18, 2020

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Quality follows safety
Don’t look the other way. Make quality happen.

February 18, 2020

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