Lean Six Sigma DMAIC Workshop Green Belt Part 6

1. Lean Six Sigma DMAIC Workshop Green Belt Part 6 6 σ Green Belt Green Belt Training

2. Control Control Green Belt Training

3. Control Process Flow Develop Control strategy Develop control plan Update SOP’s and training plans Green Belt Training

4. Key Concepts • Prevention vs detection • Visual Factory • Control Plan • Reaction Plan Green Belt Training

5. Control Phase • Control is a means of sustaining improvements by eliminating the opportunity for defects to occur, or monitoring the process using a feedback system • Sustaining the gains is key! • We move from detection of defects to prevention of defects Green Belt Training

6. Error Proofing • The avoidance of an error before it occurs • Error-proofed processes are designed to require extensive operator training while allowing the operation to be performed the correct way EVERY time. • Automation • Fixtures • Jigs Green Belt Training

7. Visual Factory • Visual Displays • Communicate important information, but do not what people or machines do • Visual Controls • Communicate information and/or build controls into the process so that activities are performed according to standards Green Belt Training

8. Control Charts Control Charts Green Belt Training

9. Variation • Variation means that a process does not produce exactly the same result every time the product or service is delivered • Variation exists in all processes • Measuring and understanding variation in our business processes helps identify specifically what the current level of performance is and what needs to change in order to reduce the variability and therefore reduce the defects delivered to customers Green Belt Training

10. What Causes Variation? Critical Customer Requirement Market Suppliers Process Inputs Business Processes Process Outputs Defects Root cause analysis of variation leads to permanent defect reduction Variation in the output of processes causes defects Green Belt Training

11. Control Charts - Basics • Control Charts • Have the ability to indicate the presence of special causes that upset our processes • Help us to detect, diagnose, and correct • production problems in a timely fashion • Provide an easy to understand visual • indicator of process performance Green Belt Training

12. Control Charts - Basics Steps to building an appropriate control chart 1. Determine the type of data 2. Collect data consistently 3. Select the appropriate control chart 4. Build the control chart 5. Analyze process performance 6. Take corrective action Green Belt Training

13. Common Cause Variation • There are always inherent chance causes responsible for natural variation in all processes due to “normal” variation in materials, environments, methods, etc. (common cause) • Variation within a stable pattern is inevitable Green Belt Training

14. Special Cause Variation • Once we have an indication of a shift outside a stable pattern of variation, we must discover the reason for the shift (special cause) • We want to remove the influence of a special cause if it is adversely affecting product-process quality • If the special cause influence is improving product-process quality (e.g., 6 Sigma projects), we want to permanently capture its effect Green Belt Training

15. Eliminate Special Causes Commuting Time (mins) In Control Variation Out of Control Variation Commuting Time (mins) Days Time Green Belt Training

16. Issues on Control Charts • It is critical to understand that: • Control charts do not tell us whether or not we • are meeting tolerance specifications • consistently • They neither explicitly identify nor remove • special causes • Control charts are statistical based devices for • addressing process stability • We need to develop meaningful process logs to account for and document physical characteristics, action items, and results obtained Green Belt Training

17. Charting Variation – Control Charts Commuting Time (mins) Days Green Belt Training

18. Benefits of a Well-Defined Control Plan • Improves overall quality by reducing chances of deviation • Reduces defects by keeping processes centered • Aid in timely troubleshooting of the process • Serve as a communication tool for changes in CCR‘s • Sustain improvements Green Belt Training

19. Control Plan Contents • Characteristic/Parameter • CCR • Specification/Requirement • Measurement Method • Sample Size • Frequency • Who measures • Where recorded • Decision Rule/Corrective Action Green Belt Training

20. Reaction Plan • Actions to be taken when an out of control condition occurs • When do we react? • Who needs to be involved? • What other information do we need to have? Green Belt Training

21. Procedures and Standards • Procedures and standards are the details behind the activities documented on the business process map • They serve as a vehicle for every employee -from senior executives to hourly workers -to gain an understanding of the improvement • Procedures are both a training aid and a means to ensure successful implementation Green Belt Training

22. Procedures and Standards • Contents • They should be at such a level that the job can be performed well by employees who are not fully trained • They should be specific. Tell precisely what actions to take and when and where to take them. Make it clear where people‘s responsibilities lie • They should describe how to prevent product and service variation • They must be able to be followed. No contradictory or unrealistic instructions. • Priorities must be considered. Focus on the root causes • Formats • – Procedures – Checklists • – Flowcharts – Metrics Green Belt Training

23. Communication Planning • Research has shown that one of the most significant variables in successful implementation is the quality of communications supporting a change. Teams must be very careful to develop the right communications for the right people and deliver them at the right time • Channels: There are numerous communication channels • such as: • One-on-one meetings • Electronic mail • Posters • Bulletin boards • Small discussion groups or workshops • Videos • Teleconferencing or video teleconferencing • Memorandums or personalized letters • Voice mail Green Belt Training

24. Presentation Checklist • Do your research and preparation: • Understand audience • Include stakeholders • Anticipate questions • Presentation Opening: • Set the expectations • Share the burning platform • Establish a sense of urgency Green Belt Training

25. Presentation Checklist • Deliver Body: • Present “As Is” and “To Be” • Use facts and data • Show how stages of DMAIC tools were used • Sell Your Solution: • Be Specific • Provide Examples to prove point • Link Benefit/results to actions Green Belt Training

26. Presentation Checklist • Closing: • Make recommendations • Include How-By • Present resource requirements • Ask for approval • Follow-up: • Post presentation debrief • Publish meeting minutes • Thank participants Green Belt Training

27. Appendix Appendix Green Belt Training

28. Statistical Tools Summary Green Belt Training

29. Statistical Tools Summary Green Belt Training

30. Statistical Tools Summary Green Belt Training

31. Control • Websites: • www.isixsigma.com • www.asq.org/sixsigma/ • www.minitab.com/ Green Belt Training