udhakar
SR
Objectives
•
Understand the need for Six Sigma
•
Explain the Six Sigma DMAIC process
•
Clarif the roles of the Sponsor and the !roject "eader
•
Underst Understand and the #e differ differenc ences es bet$ee bet$een n trad traditi itiona onall probl problem em solving methods and the Six Sigma approach
•
Demonstrate the % basic tools
•
Develop an a$areness of the vario&s Six Sigma tools and their applicabilit
•
O&tline the #e attrib&tes of a Six Sigma project
Overvie$
Section A' Six Sigma Concepts Section (' Six Sigma )oles and )esponsibilities
SEC*IO+ A
SI, SI-MA CO+CE!*S
Six Sigma
l
C&stomer foc&sed b&siness improvement process.
l
Defect red&ction in a process or prod&ct.
l
Common meas&rement scale called the Sigma capabilit or /.
l
Six Sigma capabilit corresponds to an efficienc of 00.00012.
Six SixSigma Sigmais isaa Business BusinessPhilosophy Philosophy
;istor Six Sigma $as developed b (ill Smith3 4M at Motorola lIt5s implementation began at Motorola in 607% lIt allo$ed Motorola to $in the first (aldrige A$ard in 6077 lSeveral major companies in the $orld have adopted Six Sigma since then .8and applied to Man&fact&ring processes to improve prod&ct 9&alit l
*exas Instr&ments3 Asea (ro$n (overi3 AlliedSignal3 -eneral Electric3 (ombardier3 +o#ia Mobile !hones3 "oc#heed Martin3 Son3 !olaroid3 D&pont3 American Express3 :ord Motor388. -E applied the Six Sigma methodolog to improve all b&siness processes and it became a $a of r&nning the b&siness.
l
Six Six Sigma Sigma is is aa Competitive Competitive Tool Tool
Expectations of !eople Capabilit "EHE"
<=3=== feet vie$
CO+*E+*
COM!E*E+CF
Characteri>e ? Optimi>e
Everbod sho&ld &nderstand3 &se ? teach
Define3 Meas&re3 Anal>e3 Improve ? Control
Exec&tives &nderstand Managers &nderstand3 &se and teach F(
@ 6B step process
Managers &nderstand3 !roject "eaders &nderstand3 &se and teach -(G((
*ools info snthesis and statistics
-(G(( &nderstand3 &se M(( teach
<== feet vie$
< feet vie$
-ro&nd level
Applicable Applicableat atall alllevels levels
*he Standard Deviation
σ
1 Sigma - 68% 2 Sigma - 95% 3 Sigma - 99.73 %
=
1
Upper Specification Limit (USL) Target Specification (T) Lower Specification Limit (LSL) Mean of the distribution ( µ ) Standard Deviation of the distribution (σ )
(X – X) n-1
p(d)
T
USL
3
at *s Si+ Sigma
Beo#e
3
# 3 ro!ess $e!ause 3 stanar e&iations "it $et'een target an se! Target
Customer Se!i"i!ation
1
0.27% Deects up!to "." %
2 3
Target
Customer Se!i"i!ation
Ate#
6 $o Deects
,eu!ing aria$iit/ *s Te 0e/ To Si+ Sigma
*he :oc&s of Six Sigma
• • • • •
Dependent O&tp&t Effect Smptom Monitor
" (X) X6 . . . X+ •*neenent •*nut-ro!ess •Cause •ro$em •Contro •
ou /ou !ontro target or te sooter to get te o 4ea
*he Ee of the (eholder Customers ie'
&o' (i( Supplie# inluence my A→ C Pe#o#mance) &an(ling Deects oun( at my en(
Customer ro!ess #
C
Suier ro!ess
&o' (i( * (o against my A→ B +bligations) &an(ling Damage at my en(
Suiers ie'
:oc&sing on Average
#&erage ,i&er et -"t
Focus Focuson onAverage Averagecan canturn turnyour yourbusiness business
*he +eed for Six Sigma ;o$ are $e vie$ed b o&r c&stomers )eactionar3 not preventative Ade9&atel responsive to c&stomer needs !roblems not permanentl solved ;ard perennial problems not solved. Inconsistent :la$ed Start&ps
•
•
•
•
• •
Customers oo: "or our !ometitors
*he +eed for Six Sigma ;o$ do $e $ant to be vie$ed b o&r c&stomers !roactive 4&ic#3 agile ;aving rob&st prod&cts Sstem experts :la$less d&ring start&ps Contin&o&sl improving thro&gh an Enterprise $ide problem preventionGproblem solving c<&re
• • • • • •
;ur Customers est Suier
*he DMAIC Methodolog *?>T
z i r Identif !roject3 !eople and e !rocess t c a r Ens&re o& have o&tp&t a e meas&res for process and h reliable $as of meas&ring it C :ind the gaps bet$een c&rrent and final states
z i m i t p O e
:ind root ca&ses and develop sol&tion
Comm&nicate3 standardi>e and doc&ment the improvement
ST
;>T>T
e"in
Fo& have a problem definition and a thoro&gh exec&tion plan
e
4eas ure
#na/
*mro &e
Contr o
Fo& ens&re reliable analses and decisions
Fo& &nderstand the problem no$
Fo& have the sol&tion to the problem
Fo& have ens&red s&stained improvement
Jhere to appl8.. ... Can e #ie To &er/ usiness Aun!tion 4ar:eting
ngineering
ur!asing
@, 6 Sigma 4etos
Ainan!e
4anu"a!turing
So"t'are
Example !i>>a Deliver Service Dabba$ala and Co. a fast food compan3 o$ned b Mr. Dabba$ala !i>>a r&ns a pi>>a deliver service in and aro&nd Delhi. Dabba$ala and Co. $hich $as doing ver $ell over the last fo&r ears3 notices a drop in sales over the past five months. C&stomer complaints abo&t deliveries have been grad&all on the rise. Several complaints from c&stomers regarding irreg&lar deliveries $ere bothering Dabba$ala. ;e had increased the n&mber of deliver personnel to improve deliver performance. (&t his c&stomers $ere still leaving him. !i>>a ;&t3 a m<inational fast food chain3 had set &p shop in do$nto$n and $as becoming more pop&lar $ith the c&stomers. Dabba$ala neither had the financial m&scle to match !i>>a ;&t5s advertising blit> nor co&ld afford the expensive pac#aging to l&re his c&stomers bac#.
*he Define !hase Divisional directive
*mr o&e Saes
6. ;o$ does the c&stomer vie$ Dabba$ala5s 4&alit
!lant objectives
:&nctional goals
So 'ats ne'
ro' re&enu es
et more orers
Emploees
B. Jho are the sta#eholders C&stomer and !rocess Improvement *eam
@. Jhich of his processes sho&ld he tr to improve in order to improve Sales
*he Define !hase Step A A. IDE+*I:F !)OKEC* C*4s'
A re9&irement of the c&stomer is that the !i>>a sho&ld be delivered on time. *h&s for the c&stomer3 Deliver is Critical to the 4&alit of Dabba$ala5s service C*4.
Hoice of C&stomer HOC Affinit Diagram C*4 *ree.
*he Define !hase Step ( (. DEHE"O! *EAM C;A)*E)' *he (&siness Case Jh sho&ld the project be done !roblem and -oal Statement Description of the problemGopport&nit )oles and )esponsibilities *he team3 expectations and responsibilities Sta#eholder Analsis3 *MA!3 -antt Chart
*he Define !hase Step C C. DE:I+E !)OKEC* SCO!E' Identif the high level process to be improved Define bo&ndaries of project
SI!OC Stratification Analsis Contract Sheet
*he % (asic *ools 6 S*)A*I:ICA*IO+ A+A"FSIS' Stratification analsis Is G Is +ot Matrix is helpf&l in defining the conditions s&rro&nding the problem bo&nding or scoping Is
Is +ot
So&th3 East and -eograph Central Delhi
Jest and +orth Delhi
O&tp&t
Deliver time
Mix&ps3 ;giene3 *emperat&re
C&stomer
"o$er and Middle Income
*ime
After A&g =0
Distinctions Jest and +orth Delhi are s&b contracted
;igher Income
!remi&m service for higher income gro&p
(efore A&g =0
Increased emploees in A&g =0
*he Define !hase S&mmar *he Define phase is o$ned b the !roject Sponsor. *he three steps of the Define phase are' 6. Identif !roject C*4 B. Develop *eam Charter @. Define !roject Scope
HOC3 Affinit Diagram3 C*4 *ree3 -antt Chart3 SI!OC3 Sta#eholder Analsis3 *MA!3 Stratification Analsis
Divisional directive ien Custo mer ase
!lant objectives
:&nctional goals ,eu!e &ariation in ei&er/ time
ro' re&enu es
*mro&e ei&er/ ro!ess
Emploees
*he Meas&re !hase Step 6 6. IDE+*I:F C*4 C;A)AC*E)IS*ICS *ranslate the C*4 to a meas&rable o&tp&t of the deliver process Deliver time can be meas&red in man $as' 6. +o. of times the deliver person delivered d&ring the shipping $indo$ Discrete meas&re B. *ime ta#en to travel from Dabba$ala5s location to c&stomer location Contin&o&s meas&re @. Act&al deliver time as seen b c&stomer Contin&o&s meas&re Deliver time is the !roject F.
*he Meas&re !hase Step B B. DE:I+E !E):O)MA+CE S*A+DA)DS' Jhat are the c&stomer5s re9&irements on Deliver time Jhat is the definition of a defect 6. Capt&re the *arget mean deliver time On time B. -et the allo$able variation on F G @= min&tes
"oss HOC Competitive (enchmar#ing
Deviation B
s s o "
*arget
F
*he Meas&re !hase Step B Te !ustomer toeran!e 'ino' is 3B minutes on eiter sie
S
Customer oes not 'ant earier tan tis
5
>S
Customer oes not 'ant ater tan tis
Tis is te target ei&er/ time
3B
15
EA)"F DE"IHE)F
B (4*?>TS)
15
3B
5
"A*E DE"IHE)F
,isuali-e ,isuali-e custome# custome# #eui#ements #eui#ements
*he Meas&re !hase Step B
!reparation for data collection' 6. *he F or the Deliver !rocess O&tp&t B. *he ,s or the Inp&ts to the Deliver !rocess -enerate a list of ,s (rainstorming !rocess Map !MA! :ail&re Modes Effects Analsis :MEA Ca&se ? Effect Diagram or :ishbone 4&alit :&nction Deploment 4:D !rioriti>ation Matrix Chec#sheet
*he % (asic *ools B C;ECLS;EE* DA*A CO""EC*IO+ :O)M Chec#sheet is a data collection sheet &sed to record occ&rrences of an event to loo# for patterns in the data in order to 9&antif the problem and to facilitate &nderstanding.
?;. ;A #T *,*S Categories Misinterpreted "abel
Dan 6
Dan 7
....
.... ....
....
.... .
*raffic
....
...
....
....
!ar#ing
...
....
..
"arge Order
....
"ocating home
..
Others
.
Dan 8
.... .... ....
. ...
Dan 9
....
...
Tota.
7
..
2
..
.... .
18
...
....
..
15
.
.
...
7
..
.
P#epa#e P#epa#eto tocollect collect(ata (ataon onthe the/s /s also also
*he Meas&re !hase Step @ @. EHA"UA*E MEASU)EME+* SFS*EM' Meas&rement sstem ma introd&ce variation into data Act&al process variation meas&rement variation data Identif and remove contrib&tion to variation from meas&rement sstem Ens&re reliable data MSE3 -age )?)3 *est N )e test3 Lappa Method3 Intra Class Correlation
C#>T*;?E ;$Fe!ts in mirror are !oser tan te/ aear
*he Meas&re !hase S&mmar A data collection plan is done in the Meas&re phase. It sets the expectations for the project. *his phase is o$ned b the !roject "eader. *he three steps of the Meas&re phase are' 6. Identif C*4 characteristic B. Define !erformance Standards @. Eval&ate Meas&rement Sstem *he list of tools available for the Meas&re phase are' (rainstorming3 !MA!3 :MEA3 MSE3 -)?)3 C?E Diagram or :ishbone3 4&alit :&nction Deploment or 4:D3 !rioriti>ation Matrix3 "earn more abo&t the !MA!3 :MEA and MSE in the Six Sigma -reen (elt *raining.
*he Anal>e !hase Step 6 . ES*A("IS; !)OCESS CA!A(I"I*F Jhat are the chances of o&r process creating defects (aseline the c&rrent process' Meas&re variation in c&rrent process o&tp&t Eval&ate against !erformance Standards
• •
• •
Understand variation in o&r data $ith the help of' ;istogram (ox and Jhis#er plot Dot plot Standard Deviation Hariance S&m of S9&ares
•
*he % (asic *ools @ ;IS*O-)AM *he ;istogram is a graphical data s&mmar tool $hich gro&ps observed data into predefined bins in order to anal>e the data val&es and distrib&tion.
Target time e.i&er/ time )rs )rs
6B'@= 6B'@= 6@'@= 6@'@= 6@'== 6@'== 6@'@= 6@'@= 6B'@= 6B'@=
6B'67 6B'B1 6@'@ 6@'B 6@'=% 6@'=1 6@'B@ 6@'6 6B'B1 6B'@%
Target time e.i&er/ time )rs )rs
6@'== 6@'== 6@'== 6@'== 6@'@= 6B'== 6B'== 6B'== 6@'== 6@'==
6B'@7 6@'=0 6B'0 6@'=< 6@'@6 6B'= 6B'=7 6B'6= 6@'67 6@'=6
Target time e.i&er/ time )rs )rs
6@'@= 6@'@= 6B'== 6B'== 6B'== 6B'== 6B'== 6B'@= 6B'@= 6@'@=
6@'< 6@'B6 6B'6% 66'<7 6B'6% 66'1 66'<@ 6B'@@ 6B'@= 6@'B7
*he % (asic *ools @ C)EA*I+- A ;IS*O-)AM' Using the concept of the late and earl deliveries3 ta#e the target time as the reference3 and find the n&mber of min&tes b $hich each deliver is late or earl. 6. S&btract *arget time for each data point from the Deliver time B. Define < predetermined bins class intervals of si>e e9&al to 6= min&tes3 from B< to B< on a hori>ontal line @. !lace each data point verticall in a bin according to its val&e . Dra$ a bar e9&al to the height of stac#ed &p points
-25
-15
-5
5
15
25
*he Anal>e !hase Step 6 + U M ( E
) O : D A * A !
Dabba$ala has an average deliver time B min&tes late and a standard deviation of 6= min&tes O I+ * S
5
3B
15
#, *,
B (4*?>TS)
15
3B
#T *,
easu#e easu#ethe thep#ocess p#ocessoutput output
5
*he Anal>e !hase Step 6 /
Customer toeran!e
ro!ess stanar e&iation
>S
S
/
3B minutes 1B minutes
5
3B
15
#, *,
B (4*?>TS)
/@
15
3B
#T *,
easu#e easu#ethe theP#ocess P#ocess+utput +utput
5
*he Anal>e !hase Step 6
ro!ess Caa$iit/
e"e!ts er 4iion ;ortunities
B
@=73<@%
@
1137=%
13B6=
<
B@@
1
*t is !ost e""e!ti&e to
*nse!t in Guait/
4anu"a!ture in Guait/
@.
&ighe# &ighe#11implies implieslo'e# lo'e#(eects (eects
esign in Guait/
-etting the Competitive Edge Sweet Fruit Design for Processability
< σ Jall3 Improve Designs
Bulk of Fruit Process Characterization and Optimization
σ Jall3 Improve !rocesses
Low Hanging Fruit Seven Basic Tools
@ σ Jall3 (eat Up S&ppliers
Ground Fruit Logic and Intuition
Mi#el ;arr3 600
Ind&str (enchmar#s Do o& #no$ the Sigma capabilities of the follo$ing processes U.S. Man&fact&ring ind&str average
Sigma capabilit3 / .B
Kapanese man&fact&ring ind&str average
5.5
:light fatalit in airline ind&str
6.
Airline (aggage handling
3.2
Doctor prescription $riting
2.8
*ax advice b Internal )even&e Service in U.S.
2.5
Six SixSigma Sigmais isaaet#ic et#ic
*he Anal>e !hase Step B <. DE:I+E !E):O)MA+CE O(KEC*IHES !rocess Off *arget
Excessive Hariation in !rocess Target
Target
C S C
C S C
> S C
Center !roces s
> S C
)ed&c e Spread
Target
;pothesis testing S
>S
n(e#stan( n(e#stan(you# you#P#oblem P#oblem
4&i> Characteri>e Six Sigma is a A. Statistical 4&alit *ool *ool (. (&siness !hilosoph C. U.S. Management stle
Jhat is the F A. Meas&rable Meas&rable !rocess O&tp&t O&tp&t (. Hoice of the C&stomer C. !rocess Inp&t
*he goal of Six Sigma is to A. )ed&ce defects defects to @. per million million (. Improve prod&cts C. )ed&ce variation
Jho gives the US" and "S" A. Management (. C&stomer C. Derived from the process data
In the !i>>a Deliver Service example3 $hat is the C*4 A. "&nch (. *ime C. Deliver
In the example3 the Hoice of the C&stomer is characteri>ed b A. Deliver time (. +o. of deliveries made C. *olerance *olerance aro&nd the *arget *arget
If a process is Six Sigma /13 it implies i mplies A. !rocess is 00.002 00.002 good (. !rod&cts are 00.002 defect free C. *here are onl @. defects in a million opport&nities
In the example3 the deliver service is characteri>ed characteri>ed b A. Mean deliver time (. *olerance *olerance aro&nd the *arget *arget C. Mean ? variation of the deliver time
*he Anal>e !hase Step @
1. IDE+*I:F SOU)CES O: HA)IA*IO+ *o find root ca&ses or ,s :ishbone or C?E Diagram Ishi#a$a !MA! :MEA 4:D :ishbone Ishi#a$a is another of the % basic tools. It is also #no$n as the Ca&se ? Effect Diagram. Diagram . It is a hierarch of ca&ses that starts $ith the primar ca&se and then steps several laers in detail to drive to$ards possible root ca&ses.
*he % (asic *ools :IS;(O+E MAC;I+E
MO*;E) +A*U)E
MA*E)IA"S Sac#s too small
*oo m&ch traffic Jeather Unreliable bi#es
"arge items diffic< to carr in b&s Gbi#es
(&s service &nreliable in pea# ho&rs
+o mone for repairs Deliver persons o$n j&n#
Deliver person does not sho$ &p
+o team$or#
MA+
*oo fe$ deliver persons
*oo man sac#s
!ar#ing space problem Don5t #no$ ro&tes ;igh t&rnover
+o training
)&n o&t of storage space on vehicles
Cant locate emploees homes
*oo man orders per person
Deliver *ime !oor handling of large orders
+ot on std ro&tes
Deliver person gets lost
-et $rong information
Did not &nderstand labels
MEASU)EME+*
!oor dispatching Did not &nderstand labels
Uneven distrib&tion of deliver loads
*oo fe$ deliver persons
ME*;ODS
Develop Developaalist listo o/s /sthat thatpossibly possiblyaect aect3 3
*he Improve !hase Step 6 %. SC)EE+ !O*E+*IA" CAUSES *o find the Hital :e$ ,s and separate it from the *rivial Man !areto A+OHA Analsis of Hariance )egression ChiS9&are tests
Sstematic data generation if historical data is not s&fficient Design of Experiments DOE
Statistical StatisticalAnalysis Analysisto to i(entiy i(entiy,ital ,ital4e' 4e'/s /s
*he % (asic *ools < !A)E*O *his is also called the !areto !rinciple or the 7=GB= r&le and is &sed to identif the Hital :e$ ,s.
Others "ocation Order Si>e !ar#ing *raffic "abel
C&toff level to be decided b team consens&s based on !rocess #no$ledge )eso&rce availabilit
*he Improve !hase Step B 7. DISCOHE) CAUSA" )E"A*IO+S;I!S *o find o&t effect of ,s on the F
)egression Scatter Diagram
X2 X1
*he % (asic *ools 1 SCA**E) DIA-)AM A Scatter Diagram is a graph that sho$s the relationship bet$een t$o n&merical variables3 , and F
It is &sed to loo# for a ca&se and effect relationship bet$een the t$o +&merical variables.
, = -* C = 8
? # 1 S = 4* T 2
?;. ;A *HH#S I *, ,S;?
In this example3 the Scatter Diagram sho$s that the Deliver time is less if the n&mber of l&nches per deliver person is less.
*he Improve !hase Step @ 0. ES*A("IS; O!E)A*I+- *O"E)A+CES
y = 4* T 2 , = -* C = 8
=
f ( )
US"
"S"
x"
x*
xU
?;. ;A *HH#S , *, ,S;?
x
*he Control !hase Step 6
6=. HA"IDA*E MEASU)EME+* SFS*EM O+ , Ens&re noise from meas&rement sstem on , is small compared to process variation
MSE3 -)?) *est )etest3 Lappa Method3 Intra Class Correlation
LSL
USL process
meas&rement
*olerance
σ !easure
*he Control !hase Step B 66. ES*A("IS; +EJ !)OCESS CA!A(I"I*F
>S
S
/ .<
5
3B
15
#, *,
B (4*?>TS)
15
3B
#T *,
5
*he Control !hase Step @ 6B. IM!"EME+* !)OCESS CO+*)O" A good Control !lan sho&ld be p&t in place to ens&re s&stained improvement. *his ma incl&de' 6. Use of Control Charts to monitor ,s B. Doc&mentation of Control !lan @. Update of process doc&ments s&ch as !:MEA . Error !roofing <. Standardi>ation
*he % (asic *ools % )U+ C;A)* A )&n Chart is a time series plot of data that allo$s a team to st&d observed data for trends or patterns over a specific period of time. It capt&res instances $hen the process is changing more than statisticall expected
3B n o s r e 2B I s e ) ! n 1B u . o ?
B
*he DMAIC Steps and Deliverables ST
*,#S
A. Identif project C*4s
Identif c&stomers3 c&stomer C*4s and (&siness Case
(. Develop *eam Charter
!roblem statement3 !roject Scope3*eam3 Milestones
C. Define !roject Scope
;igh "evel !rocess Map connecting c&stomers to process
D
M
6. Select C*4 characteristic
Identif meas&rable characteristic of C*4 F
B. Define performance standards
Confirm specification limits re9&irements for F
@. Eval&ate Meas&rement Sstem
Ens&re meas&rement sstem is capable
. Establish process capabilit
(aseline the c&rrent process
<. Define performance objectives
Understand statistical objective red&ce variation or shift means
1. Identif so&rces of variation
"ist significant ca&ses ,s or factors
%. Screen potential ca&ses
Determine vital fe$ ,s3 $hich $ill be controlled
7.Discover variable relationship
:ind ca&sal relationship and optimal sol&tion
0. Establish operating tolerances
Halidate the relation and determine specs on ,s
A I
C
6=. Meas&rement Sstem Eval&ation on ,s
Ens&re , meas&rement is capable
66. Establish process capabilit
Establish improved capabilit
6B. Implement process control
Doc&ment control plan
*t5s *t5s aa common common sense sense app#oach app#oach
Attrib&tes of a Six Sigma -( project
6. C&stomer :oc&sed' A Six Sigma -( project sho&ld address a c&stomer C*4 B. Data Driven' In a Six Sigma -( project3 decisions sho&ld be made &sing data analsis and not on g&t feelings or int&itions @. Hariation red&ction' Six Sigma -( projects address the iss&e of variation in process o&tp&ts and is aimed at red&cing variation
4&i> Characteri>e part consists of A. Define and Meas&re (. Define3 Meas&re and Anal>e C. Define3 Meas&re and part of Anal>e
*he !areto principle is A. Also called the 7=GB= r&le (. Used to identif the Hital :e$ C. Usef&l in the Anal>e phase
Optimi>e part consists of A. Anal>e3 Improve and Control (. Improve and Control C. part of Anal>e3 Improve and Control
Jhich of the follo$ing tools is &sed to generate data A. Analsis of Hariance A+OHA (. DOE C. )egression
In Six Sigma3 ,s are A. Un#no$n variables (. Excess variation C. !rocess Inp&ts Jhich of the follo$ing is &sed to list ,s A. DOE (. :ishbone C. !areto
Jhich of the follo$ing cannot identif the Hital :e$ ,s A. Analsis of Hariance A+OHA (. DOE C. )egression A Six Sigma -( project has to A. :inish in @ months (. Sho$ dollar savings C. Address the variation iss&e
SEC*IO+ (
SI, SI-MA )O"ES ? )ES!O+SI(I"I*IES
)oles and )esponsibilities Exec&tive Champion )esponsible for providing reso&rces to ((G-(s ;elp in team selection *rac# progress of project -enerall is s&pervisor of ((G-(. Ma help in selection of the project
Sponsor Call for need of project !roject identification (eneficiar of the project Halidate c&rrent stat&s and stat&s after completion of project Allocates reso&rces for the project Ens&re compliance to controls established as a res< of the project
!roject "eader (lac# (elt G -reen (elt "ead the project As# for reso&rces re9&ired Call meeting of sta#eholders and see# help from EC $hen sta#eholders are not responding Ens&re team involvement and sponsor5s b& in for sol&tion !&blish $ee#l progress report ? call for help $hen re9&ired
)oles and )esponsibilities Deploment Champion Mentor and g&ide ((sG-(s !rovide technical help $hen ((sG-(s reach a roadbloc# !&blish S&mmar report of all projects )aise alarm $hen things are not moving
M(( *rain ((G-( Assess the s#ills of ((G-( Certification of -(s and ((s after completion of projects Deploment of -lobal policies and proced&res
C:OG:inance Assess the saving potential at start of project Halidate savings against the targets achieved at completion of project
)oles and )esponsibilities Fello$ (elt F(' Sho&ld &nderstand the DMAIC process and &se the Six Sigma philosoph Sta#eholder involvement. -reen (elt -('Sho&ld be able to &se DMAIC process $ith basic Six Sigma tools for project exec&tion. "ead Six Sigma projects in their f&nctions. a!: et ()E Sho&ld be able to &se advanced tools in projects and teach -reen (elt level techni9&es G tools. Identifies Six Sigma projects and leads project teams. Mentors -reen (elts. !rocess experts in their f&nctions.
4aster a!: et (4)E Sho&ld be able to train (lac# (elts and -reen (elts. Mentors (lac# (elt projects. Drivers of c<&ral change. !rocess experts in an f&nction. Can develop ne$ tools.
*he -( Certification Map asi! statisti!s training (not manator/ "or Certi"i!ation) Si+ Sigma Training roFe!t #i!ation
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Te!ni!a Certi"i!ation
ase on emonstration o" te Si+ Sigma toos. Occ&rs d&ring project revie$s and onsite visits Instr&ctor or M(( is responsible for technical certification. Eval&ation form sent to -( and Champion after each session. •
+o Improve *ools and Application to !roject
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+o Complete !roject and S&bmit :inal )eport
Si+ Sigma reen et an Fes
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S&mmar •
Lno$ing C&stomer C*4s
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Data driven improvements
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:oc&s on the ,s of the process
• Application of statistical tools to b&siness problems •
Understanding process capabilit and its impact on 9&alit
• An environment that demands onl the highest performance standards.
Su!!ess 'i $e e"ine 'en our !ustomers noti!e K
