Training Materials Samples. © Open Source Six Sigma, LLCTraining Materials Samples Important information about these Samples This document contains random

Training Materials Samples

Training Materials Samples

© Open Source Six Sigma, LLCTraining Materials Samples

Important information about these Samples

This document contains random samples of Open Source Six Sigma’s copyrighted intellectual property. They are intended to be used exclusively for your own personal evaluation of the training materials content. You are strictly prohibited from using these samples for any other reason.

The sample modules provided include partial sections of modules from within the Open Source Six Sigma training materials content. Since we offer two versions of the training materials content - one featuring Minitab and one featuring SigmaXL, modules from both versions are included in this sample.

When evaluating these samples notice the on-slide content is accompanied by additional explanation per slide, where applicable, in the notes section.

2

Define PhaseSix Sigma Fundamentals

Define PhaseSix Sigma Fundamentals

© Open Source Six Sigma, LLCTraining Materials Samples 4

Six Sigma Fundamentals

Voice of the CustomerVoice of the Customer

Cost of Poor QualityCost of Poor Quality

Process MapsProcess Maps

Process MetricsProcess Metrics

Six Sigma Fundamentals

Selecting Projects

Elements of Waste

Understanding Six Sigma

Wrap Up & Action Items


What is a Process?

Why have a process focus?

– So we can understand how and why work gets done

– To characterize customer & supplier relationships

– To manage for maximum customer satisfaction while utilizing minimum resources

– To see the process from start to finish as it is currently being performed

– Defects: Blame the process, not the people

proc•ess (pros′es) n. – A repetitive and systematic series of steps or activities where inputs are modified to achieve a value-added output


Examples of Processes

• Injection molding• Decanting solutions• Filling vial/bottles• Crushing ore• Refining oil• Turning screws• Building custom homes• Paving roads• Changing a tire

• Recruiting staff• Processing invoices• Conducting research• Opening accounts• Reconciling accounts• Filling out a timesheet• Distributing mail• Backing up files• Issuing purchase orders

We go through processes every day. Below are some examples of those processes. Can you think of other processes within your daily environment?


Process Maps

The purpose of a Process Map is to:– Identify the complexity of the process– Communicate the focus of problem solving

Process Maps are living documents and must be changed as the process is changed:

– They represent what is currently happening not what you think is happening

– They should be created by the people who are closest to the process

Step AStart

Insp

ect

FinishStep B Step C Step D

Process Map


Process Map Symbols

Standard symbols for Process Mapping: (available in Microsoft Office™, Visio™, iGrafx™ , SigmaFlow™ and other products)

A RECTANGLE indicates an activity. Statements within the rectangle should begin with a verb

A DIAMOND signifies a decision point. Only two paths emerge from a decision point: No and Yes

An ELLIPSE shows the start and end of the process

A PARALLELOGRAM shows that there are data

An ARROW shows the connection and direction of flow

1A CIRCLE WITH A LETTER OR NUMBER INSIDE symbolizes the continuation of a flowchart to another page


High Level Process Map

One of the deliverables from the Define Phase is a high level Process Map which at a minimum must include:

– Start and stop points– All process steps– All decision points– Directional flow– Value categories as defined here:

• Value Added:– Physically transforms the “thing” going through the process– Must be done right the first time– Meaningful from the customer’s perspective (is the customer

willing to pay for it?)• Value Enabling:

– Satisfies requirements of non-paying external stakeholders (government regulations)

• Non-Value Added:– Everything else


Process Map Example

Process Map for a Call Center -

START

LOGON TO PC &APPLICATIONS

SCHEDULEDPHONE TIME?

LOGONTO PHONE

CALL orWALK-IN?

PHONE DATACAPTURE BEGINS

DETERMINE WHOIS INQUIRING

ACCESS CASE TOOL

CASE TOOLRECORD?

Y

N

A

Z

CALL

WALK-IN

DETERMINE NATUREOF CALL & CONFIRM

UNDERSTANDING

Y

N C

B

D PHONETIME

Y

N

Z

B

C

REVIEW CASETOOL HISTORY &

TAKE NOTES

PUT ON HOLD,REFER TO

REFERENCES

IMMEDIATERESPONSE

AVAILABLE?

Y

N

TRANSFERAPPROPRIATE?

Y

N

TRANSFERCALL

ANSWER?Y

N

QUERY INTERNALHRSC SME(S)

ANSWER?Y

N

OFF HOLD ANDARRANGE CALL

BACK PHONE DATAENDS

PROVIDERESPONSE

PHONE&NOTE

DATA ENDS

D

ADD TORESEARCH

LIST

Z

LOGOFF PHONE, CHECKMAIL,E-MAIL,VOICE MAIL

SCHEDULEDPHONE TIME?

N

YA

E

EXAMINE NEXT NOTEOR RESEARCH ITEM

ACCESS CASE TOOL

ENTER APPROPRIATESSAN (#,9s,0s)

IF EMP DATA NOTPOPULATED, ENTER

OLDCASE

Y

N

UPDATE ENTRIESINCL OPEN DATE/TIME

CREATE A CASEINCL CASE TYPE

DATE/TIME, &NEEDED BY

AUTOROUTE

YROUTE

CASECLOSED

N

Y

N

CLOSE CASEW/

DATE/TIMEE

TAKE ACTIONor

DO RESEARCH

F

GO TOF or E

DEPENDING ONCASE F

ENEXT


Cross Functional Process Map

When multiple departments or functional groups are involved in a complex process it is often useful to use Cross Functional Process Maps.

– Draw in either vertical or horizontal Swim Lanes and label the functional groups then draw the Process Map

Gen

era

l A

ccou

nti

ng

Ban

kFi

nan

cial

Acc

ou

nti

ng

Ven

dor

Dep

art

men

t

Start Requesttransfer

Attach ACHform toInvoice

Produce anInvoice

Fill out ACHenrollment

form

Receivepayment End

Vendorinfo inFRS?

Input info intoweb interface

Match againstbank batch

and daily cashbatch

Accepts transactions,transfer money andprovide batch total

Review andProcess

transfer inFRS

3.0Journey Entry

21.0Bank

Reconciliation

Maintain database to balance ACHtransfers

ACH – AutomatedClearing House.

No

Yes

Sending Wire Transfers


Process Map Exercise

Exercise objective: Using your favorite Process Mapping tool create a Process Map of your project or functional area.

1. Create a high level Process Map, use enough detail to make it useful.• It is helpful to use rectangular post-its for

process steps and square ones turned to a diamond for decision points.

2. Color code the value added (green) and non-value added (red) steps.

3. Be prepared to discuss this with your mentor.

Measure PhaseProcess DiscoveryMeasure PhaseProcess Discovery


Process Discovery

Detailed Process MappingDetailed Process Mapping

Cause and Effect DiagramsCause and Effect Diagrams

FMEAFMEA

Wrap Up & Action ItemsWrap Up & Action Items

Process CapabilityProcess Capability

Measurement System Analysis

Measurement System Analysis

Six Sigma StatisticsSix Sigma Statistics

Welcome to MeasureWelcome to Measure

Process DiscoveryProcess Discovery


Overview of Brainstorming Techniques

We utilize Brainstorming techniques to populate a Cause and Effect Diagram seeking ALL possible causes for our issue of concern.

Problem or Condition

The Y

The X’s(Causes)

l CategoriesMaterial Measurement Environment

People Machine Method

The Problem

Cause and Effect Diagram

Problem or Condition

The Y

The X’s(Causes)



The Problem


© Open Source Six Sigma, LLCTraining Materials Samples


Products–Measuremen

t–People–Method–Materials–Equipment–Environment

Transactional–People–Policy–Procedure–Place–Measureme

nt–Environmen

t

Categories for the legs of the diagram can use templates for products or transactional symptoms. Or you can select the categories by process step or what you deem appropriate for the situation.

Problem or

Condition

The Y

The X’s

(Causes)



The

Problem


Problem or

Condition

The Y

The X’s

(Causes)



The

Problem


16



The Measurement category groups Root Causes related to the measurement and measuring of a process activity or output:

Examples of questions to ask: • Is there a metric issue?• Is there a valid

measurement system? Is the data good enough?

• Is data readily available?

Measurement

Y

The Peoplecategory groups Root Causes related to people, staffing and Organizational structure:

Examples of questions to ask:

• Are people trained, do they have the right skills?

• Is there person to person variation?

• Are people over-worked, under-worked?

People

Y



The Materials category groups Root Causes related to parts, supplies, forms or information needed to execute a process:

Examples of questions to ask: • Are bills of material current? • Are parts or supplies obsolete?• Are there defects in the

materials?

Examples of questions to ask:

• How is this performed?

• Are procedures correct?

• What might be unusual?

The Method category groups Root Causes related to how the work is done, the way the process is actually conducted:

Y

Method

Y

Materials



The Equipment category groups Root Causes related to tools used in the process:

Examples of questions to ask: • Have machines been serviced

recently, what is the uptime? • Have tools been properly

maintained?• Is there variation?

The Environment (a.k.a. Mother Nature) category groups Root Causes related to our work environment, market conditions and regulatory issues.

Examples of questions to ask: • Is the workplace safe and

comfortable? • Are outside regulations impacting

the business?• Does the company culture aid the

process?

Y

Equipment

Y

Environment


Classifying the X’s

The Cause & Effect Diagram is a tool to generate opinions about possible causes for defects.

For each of the X’s identified in the diagram classify them as follows:

– Controllable: C (Knowledge)– Procedural: P (People, Systems)– Noise: N (External or Uncontrollable)

Think of procedural as a subset of controllable. Unfortunately many procedures within a company are not well controlled and can cause the defect level to increase. The classification methodology is used to separate the X’s so they can be used in the X-Y Matrix and the FMEA taught later in this module.

WHICH X’s CAUSE DEFECTS?


Chemical Purity Example

Measurement

Incoming QC (P)

Measurement Method (P)

MeasurementCapability (C)

Manpower

Skill Level (P)

Adherence to procedure (P)

Work order variability (N)

Materials

Raw Materials (C)

Multiple Vendors (C)

Specifications (C)

Startup inspection (P)

Handling (P)

Purification Method (P)

Methods

Room Humidity (N)

RM Supply in Market (N)Shipping Methods (C)

Mother Nature

Nozzle type (C)

Data collection/feedback (P)

Equipment

Column Capability (C)

Temp controller (C)

Chemical Purity

Insufficient staff (C)

Training on method (P)

Control PhaseLean Controls

Control PhaseLean Controls


Lean Controls

Lean Tool HighlightsLean Tool Highlights

Project Sustained SuccessProject Sustained Success

Vision of Lean Supporting Six SigmaVision of Lean Supporting Six Sigma

Six Sigma Control PlansSix Sigma Control Plans

Welcome to ControlWelcome to Control

Wrap Up & Action ItemsWrap Up & Action Items

Lean ControlsLean Controls


Lean Controls

You have begun the process of sustaining your project after finding the “vital few” X’s.

In Advanced Process Capability we discussed removing some of the Special Causes causing spread from Outliers in the process performance.

This module gives more tools from the Lean toolbox to stabilize your process.

Belts, after some practice, often consider this module’s set of tools a way to improve some processes that are totally “out of control” or of significantly poor Process Capability before applying the Six Sigma methodology.

Let’s get this place cleaned up!!


The Vision of Lean Supporting Your Project

p We cannot sustain Kanban without Kaizen.

p We cannot sustain a visual factory without 5S.

p We cannot sustain Standardized Work without a Visual Factory.

p We cannot sustain Kaizen (Six Sigma) without Standardized Work.

Lean tools add discipline required to further sustain gains realized with Six

Sigma Belt Projects.

The Continuous Goal…The Continuous Goal…Sustaining ResultsSustaining Results

5S Workplace 5S Workplace OrganizationOrganization

Visual FactoryVisual Factory

Standardized WorkStandardized Work

KaizenKaizen

KanbanKanban


What is Waste (MUDA)?

Waste is often the root of any Six Sigma project.

The 7 basic elements of waste (muda in Japanese) include:

– Muda of Correction

– Muda of Overproduction

– Muda of Processing

– Muda of Conveyance

– Muda of Inventory

– Muda of Motion

– Muda of Waiting

The specifics of the MUDA were discussed in the Define Phase:

– The reduction of MUDA can reduce your Outliers and help with defect prevention. Outliers exist because of differing waste among procedures, machines, people, etc.

Get that garbage outta here!


The Goal

Do not forget the goal ~ Sustain your Project by eliminating MUDA!

With this in mind we will introduce and review some of the Lean tools used to sustain your project success.

NO!


5S - Workplace Organization

• 5S means the workplace is clean, there is a place for everything and everything is in its place.

• 5S is the starting point for implementing improvements to a process.

• To ensure your gains are sustainable you must start with a firm foundation.

• Its strength is contingent upon the employees and company being committed to maintaining it.

Before.. After..


5S Translation - Workplace Organization

Step Japanese Literal

Translation English

Step 1: Seiri Clearing Up Sorting

Step 2: Seiton Organizing Straightening

Step 3: Seiso Cleaning Shining

Step 4: Seketsu Standardizing Standardizing

Step 5: Shitsuke Training & Discipline Sustaining

Focus on using the English words, much easier to remember.

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Training Materials Samples. © Open Source Six Sigma, LLCTraining Materials Samples Important information about these Samples This document contains random