SIX SIGMA GREEN BELT TRAINING

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SIX SIGMA GREEN BELT TRAINING
INTRODUCTION TO
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Six Sigma has evolved over the last two decades
and so has its definition. Six Sigma has literal,
conceptual, and practical definitions. Six
Sigma has three different levels1. As a
metric 2. As a methodology 3. As a management
system Essentially, Six Sigma is all three at
the same time.
WHAT IS SIX SIGMA?
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The term "Sigma" is often used as a scale for
levels of "goodness" or quality. Using this
scale, "Six Sigma" equates to 3.4 defects per one
million opportunities (DPMO). Therefore, Six
Sigma started as a defect reduction effort in
manufacturing and was then applied to other
business processes for the same purpose.
Six Sigma as a Metric
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Six Sigma as a Metric
SIGMAS DEFECTS PER MILLION OPPORTUNITIES (DPMO) QUALITY
1 691,463 31
2 308,538 69
3 66,807 93
4 6,210 99.38
5 233 99.977
6 3.4 99.9997
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Six Sigma is a business improvement methodology
that focuses an organization onUnderstanding
and managing customer requirements Aligning key
business processes to achieve those requirements
Utilizing rigorous data analysis to minimize
variation in those processes Driving rapid and
sustainable improvement to business processes
At the heart of the methodology is the DMAIC
model for process improvement. DMAIC is commonly
used by Six Sigma project teams and is an acronym
forDefine opportunityMeasure
performanceAnalyze opportunityImprove
performanceControl performance
Six Sigma as a Methodology
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Six Sigma as a Methodology
Voice of the Customer
Improve
Analyze
Measure
Define
Control
Institutionalization
The DMAIC Model
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(Six Sigma as a Methodology)
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When practiced as a management system, Six Sigma
is a high performance system for executing
business strategy. Six Sigma is a top-down
solution to help organizationsAlign their
business strategy to critical improvement efforts
Mobilize teams to attack high impact projects
Accelerate improved business results Govern
efforts to ensure improvements are sustained
The Six Sigma Management System drives clarity
around the business strategy and the metrics that
most reflect success with that strategy. It
provides the framework to prioritize resources
for projects that will improve the metrics, and
it leverages leaders who will manage the efforts
for rapid, sustainable, and improved business
results.
Six Sigma as a Management System
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Six Sigma as a Management System
STRATEGY
STRATEGY
FEEDBACK
Big Ys

• VOICE OF...
• Market
• Customer
• Employee
• Business

VOICE OF...
RESULTS Top-LevelIndicators (Dashboards)
Market

BUSINESS OBJECTIVES
Customer

If new product
If new product

Employee
or process
or process

Business
DFSS
DFSS
(DMADV)
Fundamental Redesign
EXECUTION (PROCESS MANAGEMENT)
PROCESS
PROCESS MAPS
PROCESS CONTROL
PROCESS
D
D
PROCESS
S
S
MAPS
SYSTEMS
SYSTEMS
PROCESSES
R
R
U
U
I
I
Sub Ys
P
P
V
V
TOOLS
P
P
E
E
ALIGNMENT
O
O
CORE ENABLING PROCESSES
SKILLS
S
S
R
R
Y
Y
1
1
T
T
TRAINING
S
S
y
y
1
1
Flexible Problem Solving Models
PROCESS IMPROVEMENT
Projects
WORKOUT
SIX SIGMA
LEAN SIGMA
The power of the Lean Tools
The power of the Lean Tools
Principles fully integrated into
Principles fully integrated into
DMAIC DFSS
DMAIC DFSS
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Six Reasons Why Business Leaders Love Six Sigma?

1. Six Sigma impacts the bottom line
2. Six Sigma drives strategy execution
3. Six Sigma generates robust, flexible business
   processes
4. Six Sigma improves human performance across the
   enterprise
5. Six Sigma is highly scalable
6. Six Sigma is a low risk investment

Note Robustness is the condition of a product or
process design that remains relatively stable
with a minimum of variation even though factors
that influence operations or usage, such as
environment and wear, are constantly changing.
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Six Habits of Six Sigma Leaders

1. Delivering customer value (exhibit passion,
   listen actively, communicate partnership)
2. Focusing on execution (result-driven, resource
   conscious, process-oriented)
3. Making sound, data-driven decisions (critical
   thinking, decisiveness, accountability)
4. Managing performance (set goals, track progress,
   manage details)
5. Advocating breakthrough improvements
   (assertiveness, influence, tenacity)
6. Supporting team-based implementations (manage
   teams, reward teams)

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Six Tools Every SS BB/GB Loves

1. Quality Function Deployment (QFD)helps to drive
   customer-focused development across the design
   process
2. Cause and Effect (CE) Matrixhelps to facilitate
   team decision making
3. Failure Modes and Effects Analysis (FMEA)helps
   to identify and address weaknesses in a product
   or process before they occur
4. Control Chartshelps to assess process stability
5. T-Student Test (t-test)helps to validate test
   results using small sample size
6. Design of Experiments (DOE)helps to make the
   most of valuable resources

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Six Reason Why Six Sigma Fails?

1. Lack of visible senior leader sponsorhip
2. Lack of alignment to a clear organization
   strategy
3. Lack of performance tracking and accountability
4. Failure to link projects to bottom-line impact
5. Insufficient or ineffective alocation of human
   resources
6. Over-emphasis on rigid approach and technical
   tools

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SIX SIGMA IMPLEMENTATION AT PT MATTEL INDONESIA
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PT Mattels Vision A globally competitive
manufacturer of premier toy brands through
continuous improvement
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PRACTICAL PROBLEM (PT Mattels Needs)
L E A N S U P P L Y C H A I N
S I X S I G M A
STATISTICAL PROBLEM
STATISTICAL SOLUTION
PRACTICAL SOLUTION (MATTELS SMART OBJECTIVES)
SMART Specific, Measurable,
Attainable/Actionable,
Result-oriented, Time-bound
PT MATTELS VISION
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PT Mattels COPIS IDENTIFICATION
Vision A globally competitive manufacturer of
premier toy brands through CI
SMART OBJECTIVES

1. To Increase Direct Labor Efficiency from ____ to
   ____
2. To Reduce Scrap from _______ PPM to ______ PPM
3. To Improve Production Schedule Adherence from
   ______ to ______
4. To Improve Daily Schedule Adherence from _____
   to ______
5. To Reduce Lot Buy Off from _____ PPM to ______
   PPM
6. To Reduce Containment Audit from _______ PPM to
   ______ PPM
7. To Maintain Lost Day Incident Case at Zero Level
   (Always Zero Goal)

Customers Outputs Processes
Inputs Suppliers
Product Type
1 2 3 4 5 6 etc
Customers Needs (Voice of Customer VOC)
KPOV (Key Per- formance Outputs Variables)
CTQ (Critical To Quality),CTS (CT Schedule,
CTC (CT Cost)
Processes Needs (Voice of Processes VOP)
Inputs Requi- rements
Suppliers Require- Ments Selection
COPIS Customer, Outputs, Processes, Inputs,
Suppliers
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Six Sigma COPIS Model
How does Six Sigma Work?
The Voice of the Customer (VOC) is aggressively
evaluated and used to determine needed outputs
and hence the optimal process configuration
needed to yield those outputs and their necessary
inputs for which the best suppliers are
identified and allied with. From Mattels
Concept to Market the Voice of the Customer
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PT MATTELS SIPOC PROJECTS
PT MATTELS LEAN SUPPLY CHAIN
Product Type
Suppliers ? Inputs ? Processes ? Outputs
? Customers
1 2 3 4 etc
LEAN-SIX SIGMA PROJECTS (PT MATTELS PROJECTS)
LEAN-SIX SIGMA PROJECTS
APPROACH (DMAIC)
PROJECTS OBJECTIVES ? LEAN SIX SIGMA TOOLS
Define Measure Analyze Improve Control
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Six Sigma Way of Transformation

• Six Sigma Way is a best-in-class change strategy
  for accelerating improvements in manufacturing
  processes and services.
• Six
  Sigma Way is
• Mindset/Way of thinking
• A way of doing manufacturing/service business
• Methodology/Tools for continual improvement

Six Sigma Way
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