www.leansixsigmainstitute.org 1

WB Introduction 1

Introduction to White Belt Basic Lean Tools

www.leansixsigmainstitute.org

©

WB Introduction 2

1. Understand the basic concepts and principles of Lean Six Sigma.

2. Understand the types of waste.

3. Learn how teamwork affects the Lean Six Sigma philosophy.

Learning objectives

www.leansixsigmainstitute.org 2

WB Introduction 3

Content

II. MATURITY MODEL AND TACTICAL TOOLS

I. BACKGROUND

VII. TEAMWORK

IV. STRUCTURE & ROLES LEAN SIX SIGMA

V. PRODUCTIVITY MODEL

III. WHAT IS LEAN SIX SIGMA?

VI. LIMITATIONS TO PRODUCTIVITY

WB Introduction 4

TQC

Quality Circle

JIT

Supplier Development

TQM WorldClass

TPM

TOC

Six Sigma

Lean6 sigmaOper.

All Processes

LeanSix SigmaCompany

70s 80s 90s 2010s60s50s40s

I. Background

2020s

LeanSix Sigma4.0

Automation, Human Approach and Sustainability

Evolution

www.leansixsigmainstitute.org 3

WB Introduction 5

Opportunities

1. System / Process Design 2. KPI Definition 3. System / Process

Implementation4. Performance Measurement

7. Improvement & Innovation

Actions

6. Corrective & Preventive Actions

Best Practices Comparison

(Benchmarking)

5. Performance Analysis

II. Maturity Model / Tactical Tools

5S HousekeepingVisual ManagementStandard WorkTime ManagementProblem Solving

FMEACheck listIshikawaOEE

SMEDTPMCellsKanban

WB

QFDKanoDOEStatistical Processes control

SCRUMKataGembaLean Company

Value EngineeringDFSSTRIZLean Startup

YB

YBGBBBMBB

WB Introduction 6

§ LEAN = Speed• Flexible processes

• Stable processes

• Continuous flow

§ SIX SIGMA = Quality• Problem solving

• Processes without variation

• Redesign and innovation

III. What is Lean Six Sigma?

§ Cost Reductions§ Improvements in Quality§ Improvements in Personal

Satisfaction§ Teamwork§ Sustained Profitability

www.leansixsigmainstitute.org 4

WB Introduction 7

IN PROCESS34 UNITSIN PROCESS

300 UNITS

OUTPUT2 UNITS / MIN

Find the difference in:

§ Inventory cost (if $10/unit)§ Delivery speed§ Changeover time§ Space required

Traditional vs. Lean Model

WB Introduction 8

Lean Six Sigma Model

Source: Lean Company, Luis Socconini

Leadership: Strategy, Structure, Talent Development, VSM, etc.

Stability: 5S Housekeeping, Visual Management, Standardization, etc.

Speed

Continuous Flow

TPM

Theory of Constraints

Quick Preparations (SMED)

Pull System

QualityVisual

Management (Andon)

JidhokaError-Proofing (Poka- Yoke)

6 Sigma

FMEA

ProblemSolving

Goals: Delight Customers,Sustain Profitability,

Company, Employee and Societal Benefits

Motivated Team

Focus on the Constraint (TOC)

www.leansixsigmainstitute.org 5

WB Introduction 9

Responsible for budget and resources

Lean Six Sigma Project Sponsor

Experienced Implementation Expert

and BB coach

Expert in practicing Lean Six Sigma throughout the

company and supply chain

Project Leader & Coach

Ensures correct implementation for the

value stream or

Service Family

Small Project Leader

Provides specific support

Ensures sustainability in his / her area of

responsibility

Lean Practitioner

Ensures philosophy is sustained on a daily

basis

IV. Lean Six Sigma Structure and Roles

CHAMPIONLSS Management

MASTER BLACK BELT

BLACK BELTGREEN BELTYELLOW BELTWHITE BELT

Project Team Member

Practices the basic tools every day as

part of his/her work

Leaders 100% 1 – 3%10- 20%20 – 50% 1 %

WB Introduction 10

Top Management

Middle Management

Supervisors

Workers

Innovation

Sustainment

Improve

Time dedication

www.leansixsigmainstitute.org 6

WB Introduction 11

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Sweet Fruit Design for Six Sigma

Bulk of FruitProcess Characterization and Optimization

Low Hanging FruitProcess Effectiveness

Ground FruitProcess stabilization

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

6 s

5 s

to

4 s

3 s

to

1 s- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Master Black Belt

Black Belt

Green Belt

Yellow Belt

White Belt

Lean Six Sigma tools

WB Introduction 12

Level White Belt Yellow Belt Green Belt Black Belt Master Black Belt

APPROACH Quality and Speed Improve Quality, Speed & Costs Strategy, Innovation

PRINCIPLES

§ Personal organization

§ Identify Opportunities

§ Team collaboration

§ Pull-system§ Continuous Flow§ Quality at first

§ Zero defects§ Zero variation§ Unsurpassed quality§ Processes

§ Value creation§ Leadership in the

Value Stream§ Agile company

§ Leadership in business

§ Strategic management

§ Constant innovation

HARDTOOLS

§ Time management§ Problem solving§ Order and cleaning§ Visual management§ Work instructions

§ TPM§ SMED§ KANBAN§ POKA – YOKE§ Value Stream

Analysis§ Etc.

§ Statistical tools§ Design of experiments§ Etc.

§ Agile project management

§ Advanced statistics§ Kata§ Scrum§ Etc.

§ Strategic management tools

§ Value Engineering§ Innovation Tools§ Industry 4.0

SOFT TOOLS

§ Teamwork§ Personal

management

§ Management of improvement teams

§ Agile project management

§ Information management

§ Value Stream Management

§ Leadership§ Coaching§ Emotional

intelligence

§ Coaching§ Technology

management§ Team development

Lean Six Sigma tools

www.leansixsigmainstitute.org 7

WB Introduction 13

Personally

§ Keep their area clean and tidy

§ Manage their time correctly

§ Work with quality and on time

Teamwork

§ Identifies opportunities for continuous improvement

§ Participates in solving simple problems

§ Participates in improvement projects frequently

Knowledge

§ Lean Six Sigma Philosophy

§ Basic tools

White Belts responsibilities

WB Introduction 14

Productivity =Outputs

Inputs

PROCESSES

Parameters

Products/ ServicesQualityCostResponse / Delivery timeSafetyMotivationSocial ImpactEnvironmental impact

ManpowerMaterialsMethodsMachinesMother NatureMeasurements

The 6 M´s

Inputs Outputs

V. Productivity Model

www.leansixsigmainstitute.org 8

WB Introduction 15

3 Mu´s! ��

��§ Muri = Overburden

§ Mura = Variability§ Muda = Waste

VI. Limitations to Productivity

WB Introduction 16

Overburden occurs when workers and/or machines are required to produce beyond their natural limitations or capacity.

muriOverburden

Stressors

TOO HEAVY!

DIRTY! DANGEROUS!

OVERBURDEN = Muri

www.leansixsigmainstitute.org 9

WB Introduction 17

��

muraVariability

DEFINITION:Total Variability = Material + Machinery + Methods + Manpower

MACHINERY METHODS

MATERIALS MANPOWER

EFFECT TOTAL VARIABILITY

VARIABILITY = Mura

WB Introduction 18

1. Overproduction

2. Excess inventory

3. Defects

4. Movement5. Overprocessing

6. Wait

7. Transport

8. Energy

9. Talent10. Pollution

Work that adds value

Work that doesn’t add any value, but is necessary under current conditions

Work that doesn’t add value

muda

WASTE = Muda

www.leansixsigmainstitute.org 10

WB Introduction 19

LIMITATIONS DEFINITION CHARACTERISTIC CAUSE

OVERPRODUCTIONProduce more than what is needed, faster than what is required, or before they are needed

• Accumulated inventory• High inventory, but lack of

necessary products or materials

• Missing demand with capacity

• Hidden problems• Efficiency syndrome

EXCESS INVENTORY It is any excess of material or product greater than necessary

• Large storage spaces• Materials and products

• Overproduction• Advance purchases• Work imbalance

DEFECT / RE-WORKProducts or services that do not meet the requirements of customers

• Unclear specifications• High costs of guarantees• Sales reduction

• Lack of training• Lack of standards• Poor equipment• Etc.

TRANSPORTMovements of materials that do not directly support the production system

• Excess of transport equipment

• Too many personnel assigned to transport

• Excess of product• Too much product in

process• Missing demand with

capacity

Waste = Muda

WB Introduction 20

LIMITATIONS DEFINITION CHARACTERISTIC CAUSE

OVERPROCESSING Activities that add cost and time but not value

• Excess staff• Too much bureaucracy

• Poor process design• Complex structures

WAIT Lost time of resources to start a job or deliver to the client

• People waiting• Team waiting to process• Difficult to find materials

or information

• Poor job design• Work imbalance• Poor order and cleanliness

MOVEMENTSTransfer of people beyond what is essential to add value to the product

• Too many personnel• Poor layout design• Poor job design• Staff not trained

TALENTLittle or minimal participation in the development of ideas to improve or solve root problems

• Very few ideas for improvement

• Many unresolved problems

• Lack of ideas generation system

Waste = Muda

www.leansixsigmainstitute.org 11

WB Introduction 21

Productivity Problems

Inventory

Large

lot sizes

Long setup times

AbsenteeismRework/Defects Work for inspections

Variable Demand

Inadequate

Layout

Machine Downtime

Unbal

ance

d

Prod

uctio

n

Slow Production Time

Excess inventory = waste

WB Introduction 22

What is a team?§ A team is a group of people who perform interdependent tasks to work

toward a common mission.

VII. Teamwork

§ White Belts normally are individuals that participate in teams and contribute ideas and actions to solve many problems with simple tools based on their individual job experience.

www.leansixsigmainstitute.org 12

WB Introduction 23

§ Process improvement teams are project teams that focus on improving or developing specific business processes

§ Work groups, sometimes called “natural teams”, have responsibility for a particular process (e.g., a department, a product line or a stage of a business process) and work together in a participative environment

§ Self-managed teams directly manage the day-to-day operation of their particular process or department

White Belts participate in every type of team and understand the team dynamics and the tools in order to maximize the results

Types of teams

WB Introduction 24

§ A productive team has an atmosphere of trustand is completely accountable for its results

§ Each of its team members invests in the teamthrough his or her actions and attitudes

§ The team members are respectful, caring andcooperative

§ These teams are the mechanism by whichorganizations can unlock world class results

Qualities of an effective team

www.leansixsigmainstitute.org 13

WB Introduction 25

§ The need to quickly respond to changes

§ Demands for continuous improvement

§ More effective use of resources

§ Decision-making and problem-solving

are better handled by teams

Why teamwork is important as White Belts?

WB Introduction 26

Forming

•Lack of integration or group maturity

• Effort to be pleasant among team members (complacent)

• Little progress in terms of work completed

• Roles and responsibilities are clarified and understood

• “Honeymoon” phase

Storming Norming Performing

•Team members start to voice their opinions

• The understanding of roles and responsibilities is questioned

• Conflict arises due to different ideas and conclusions

• Lack of agreement delays the team’s work

•Team members resolve their conflicts

• The team reaches an understanding through mutually accepted ideas

• Some work is completed (team progress)

• Team members start to work as a team

• Trust is developed and more ideas are shared

•Synergy is created

• Interdependence is evident and accepted

• Team-based problem solving skills are developed

• Agreements are achieved

• Significant and noticeable progress in terms of work completed

Source: Adapted from Bruce W. Tuckman

Stages of team development

www.leansixsigmainstitute.org 14

WB Introduction 27

DESCRIPTION

§ The pursuit of individual goals and personal status erodes the focus on collective success.

§ The need to avoid interpersonal discomfort prevents team members from holding one another accountable.

§ The lack of clarity or buy-in prevents team members from making decisions they will stick to.

§ The desire to preserve artificial harmony stifles the occurrence of productive ideological conflict.

§ The fear of being vulnerable with team members prevents the building of trust within the team.

Inattention to Results

Avoidance of Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust

Source: Patrick Lencioni

Lencioni’s five dysfunctions of a team

WB Introduction 28

§Achievement

§Belonging

§Contribution

The ABCs for teamwork