ASQ CSSYB - Six Sigma Yellow Belt Flashcards
What Six Sigma measures?
Variant in the process leads to opportunities for the error -> product deffects -> unsatisfied customers. Six sigma works with variation reduction
What is six sigma
(i) methodology of the process improvement
(ii) a statistical concept that seeks to define inherent variaton (naturally occuring variation through time)
(iii) - KPI how well the company is doing on particular process.
6s - perfect process - 99.99966 processes are without deffect.
Six Sigma combined with business experience
6s provides mathematical and statistical foundation for for decision making, which together with experience and intuitation shoud enable good results
Non 6s process improvement method steps
- Idea
- Decision making regarding the idea
- Idea implemented
- Success weighted after implementation
Beta testing
Implementing idea with the select group of people in controlled environment. Helps to reduce the risks and find problems before rolling out. Not part of 6s method.
6s improvement steps
- id problems
- validate assumptions
- brainstorm sollutions
- plan implementation
Statistical analysis and process mapping enable team to predict outcome with high level of certainty.
1 to 6 sigmas - formula
6s if the highest steps from the sigmas 1s has 69% of deffects, while 6s has 0.023% deffects.
Defect/(Product x Opportunities) x 1000000
6s as KPI
6s is not final KPI, sometimes low levels of sigma do not indicate the need for improvement, it is important to consider other factors such as (i) customer need and (ii) profitability.
Both would require statistical analysis
Six Sigma principles (focus areas)
Customer focused improvements - we should always establish what customer wants from the improvements
Continous process improvements - find low sigma and impove that
Reduce variation (didference in the service levels)
Remove waste
Equiping employees to control (plan, act, control). Control phase left for employees
Controlling outcomes - applying statistical controls which ensure that process remains within boundries of statistical control
Value stream
Sequence of all items, events and people
6s issues
Lack of Support - no management support, employees do no support, afraid or happy with their process
Lack of Resources or Knowledge - consultants are expensive to hire, no good access to the tools
Poor Project Execution - 1st project executed poorly
Data Access Issues - no data, poor data or overwhelming data
Concerns about Using 6s in a Specific Industry - suitable only for factory?
Tqm v 6s
Both concern PECE
Tqm - ends with goal
6s - never ends
Difference in cultural element. 6s after the project is complete ensures progress continous and one cannot revert back.
DMAIC or DMADV
Six Sigma applies statistics to define, measure, analyze, verify, and control processes
Improve existing - Define, Measure, Analyze, Improve, and Control
Develop new - Define, Measure, Analyze, Design, and Verify
Toyota System
Define customer values
Identify the value stream for customer needs
Identify waste in the process
Create contious process flow
Continue to reduce number of steps it takes to reach customer satsifaction
Motorola system
6s applied to the processes
Step by step process for all sectors developed
Created methodology for all
Individuals that contributed most to 6s
Gauss - probability distribution
Shewart - 6s and control charts
Deming - plan do control act (toyota production system)
Harry - 6s inventor - Motorolla
Schroeder - quality delivers profits
Welsch - ceo approach to 6s, statistical process controls
Six Sigma - steps - short version (3 steps)
- Quantify broken processes
- sigma level
- cost of defects
- downtime
- other - Cost of adressing problem
- Prioritisation
Belts
White - basic overview of 6s, meant for ordinary employee
Yellow - understand overall methodology + dmaic
6s roles, quality tools (pareto, scatter etc), 6s metrics, data collection, root cause, hypothesis testing.
Green - handles small projects under supervision of Bl belt
Black. Have intermediate statistical knowledge, can address data abd analysis concerns.
The following concepts are often included in Green Belt training:
All of the information listed for yellow belt certification
Failure mode and effects analysis Project and team management Probability and the Central Limit Theorem
Statistical distributions
Descriptive statistics
How to perform basic hypothesis testing
Waste elimination and Kaizen
Basic control charts
Black belt
Advanced project and team management skills
Knowledge of the expansive list of Six Sigma brainstorming and project tools Intermediate to advanced statistics
An understanding of other process improvement and quality programs, including Lean and Total
Quality Management
An ability to design processes
Advanced capabilities for diagraming processes, including flow charts and value stream maps
Use of software to conduct analysis, such as Excel or Minitab
Lean
Perfect when 0 waste
Remove (i) waste or (ii) create value for the customer through Kaizen (change for better) through continous improvement
TQM
Stepping stone to 6s
Perfect - defined by themselves
Requires
Quality = ethics + integrity + trust
Organisation = training + teamwork + leadership + recognition and Communication
Helped to move from silos to organisational thinking
A strict quality commitment at all levels of the organization, especially among leaders
• Empowered employees who can make quality decisions while working within the process
without constantly seeking leadership approval for those decisions
• A reward and recognition structure to promote quality work so that employees have a reason to
make quality-making decisions
• Strategic planning that takes quality and quality improvement goals into account when making
long-term decisions
• Systems that let organizations make improvements and monitor quality
Busines Process Reengineering
BPR - expensive and mostly concerned with IT
Plannning - define as is
Design - validation that new will work with existing structure
Implement -
Rummler Brache
Matrix
manager design goals
Performer
Process
Organisation
Scrum
Scrum is a project development method specific to Agile programming endeavors in technical departments. Scrum is used when teams want to create new technical products or integrate new developments on existing products within a short time frame and existing resources. Commonly, Scrum projects last between two and four weeks, which is traditionally a very tight timeline for programming projects.
Pregame - defining scope with business
Games - dev in sprints. QA ar sprints end
PostGame - QA
The Customer Experience Management
Developed by Virgin
Focuses on what customer needs and how eqch process in organisation serves that need. Purpose allign processes with needs.
Relies on data
JumpStart
Fast method to id problems and sollutions. Define and solve in one session.
When to use six sigma
When facing unknown or undefined
When solving complex problems
When costs tied to processes
DPMO
Defects per million of opportunities
DPO = # defects/(# opportunities * # units) * 1000000
DPU
Deffects per unit
Number of deffects / number of units
FTY
Probability that unit will be generated without errors
First time yield - ratio of produced units. Calculated same as dpu, however in stages.
RTY
Rolling througput yield
Probability that unit will be generated without errors.
Calculated same as FTY however taking into consideration rework
5 scrapped and 5 reworked. Although total outcome 95 we deduct rework as well.
1. (100 - (5+5)) / 100 = 0.9
2. (95 - (5+5)) / 90 = 0.944
0.9 * 0.944 = 0,85
Lean main concepts
We should always deliver value that customer can recognise
We should alwys reduce number of steps
We should do that through removal of waste (muuda)
7 Muuda
2 Types of muuda
5 S
Kaizen
Morning market
JIT
2 types of Muuda
- Muuda non value added taks that are necessary - e.g rework or quality control
- Muuda non value added tasks are not essential and should be removed
5S
Workspace (desk, computer, tasks) organisation to id and remove wastw
Sort - keep only what is necessary
Straighten - all items have a correct place
Shine - keep workplace clean, return all items
Standardize - maintain order
Sustain - all team must be committed
JIT (just in time manfucaturing)
Process where there little to no overproduction or inventory collection e.g. all machines work at the same speed of 1 item per 1 second
Lean - overproduction
Product was made
1. Too fast
2. At Wrong time
3. Too much
Lean - correction
Occurs when there desire to eliminate final product deffects.
Process which reworks the products
Lean - Inventory
Task or goods stackup at specific place of process
Lean - motion
Waste of human motion deals with movement in workplace or desktop
Lean - conveyance
Waste resulting from movement of items (outputs) / transportation waste
e.g. approval process, or report creation process
Lean - overprocessing
More done than valued by the customet
Causes - ignorance, desire of perfection
Lean - waiting
Waiting is any idle time in between the processes
Lean - other wastes
Talent - wrong employee at wrong place
Capital - not allocates
Idea - no heard
Standard deviation (per population and per sample)
Sample - specific data set
Popullation - all data
Standard variation
- Calculate the mean of the population/sample
- Substract mean from each number and square it
- Add all numbers from 2 and divide by the numbers in the population (for sample data deduct 1 from number of the sample items)
- extract square root
Process control and improvement
- Determine if process is functional
- Improve the process
Likert scale
5 points
Strongly agree, agree, neutral, disagree, strongly disagree
Paretto chart (principle)
20% of the causes lead to 80% of deffects.
Few inputs create most of variance
VoC
Voice of customer. Various methodics to collect customer feedback.
Can be General (NPS) or specific (how do you like new sandwich)
Surveys, focus groups, interviews, beta testing, complaints, social media, reviews, forums
DPU
Deffects per Unit
How many deffects in the unit measured.
DPMO
Sames as DPO just multipy by 1 mil.
FTY
First Time Yield is a ratio of produced unit to attempted to produce = number of good units / all units in the batch.
Total - 100
step a - 95 = 95/100 = 0,95
step b - 80 = 80/95 = 0,84
0,95 * 0,84 = 0,798
RTY
Rolled throughput yield. Same FTY however we add re work to the number of faulty units.
Sample - (faulty items in the step + sum of all faulty items from all steps)
Total - 100
step a - 100 - (5+5) = 90 / 100 = 0.9
step b - 90 - (5+10) = 75/90 = 0.83
0.9 * 0,84 = 0,75
Problem as a function
y=f(x)
y - problem
f - function
x - inputs
5 whys - lean - tools
Ask 5 why questions about the problem to discover the root cause
SME - can help to id problem causes instantly
5 Why allows to arrive from generic problem to the conrete one
Problem statement
30s elevator pitch. Brief description of the problem so it could be understood by anyone
- Where problem is occuring
- When problem is occuring
- What process did the problem involve
- How is the problem measured
- How much the problem is costing
Objectives statement (problem statement)
Problem statement leads to the objective goal statement which defines what needs to be improved
Scope definition (project charter))
Scope definition is necessary to establish what problem will be solved.
Scope creep happens when to much is added to the scope. One should stick to the objective
Process (Definition of the)
A collection of the steps, tasks and activities
Steps - definition (process)
Series of the steps that can be put into the operation procedure or graphical chart. Process maps use standard notations
Process - Processing time
Average time measure of the performing specific step
Process - Interdependencies (system thinking)
Interdependencies (or dependencies) are items process relies upstream and downstream.
Process - inputs (resources and assignments)
Things needed for the process - cash, bandwith, paper, skills and similar.
Process - inputs
Anything that enters the process and starts output production process
Process - outputs
The actual final result of the process. Customers that receive the output can be internal or external.
Process - events
Predefined criteria that start the process.
Process - tasks
Task are steps that turn input into the ouput
Process - decisions
Formal or informal rules that define how the process continues when rules are activated.
Process owners
A person who can approve the changes.
Process owner
- monitors process
- understand how process fits into the overall business
- ensures that process is documented
- ensures operators have resources and training
SME
Subject matter expert
SIPOC
Diagram used to understand process elements
Supliers - anyone who provides input for the ouput
Inputs - anything necessary for the process steps
Enablers - technology stack (software, drills and sim.)
Process - process steps
Outputs - result of the process
Customers - individuals who receive output
Lean - waste
Overproduction
Motion
Inventory
Conveyance
Correction
Overprocessing
Waiting
Describe the purpose of Six Sigma (fundamentals)
Six Sigma is structured and disciplined process designed to deliver perfect products and services on consistent basis. It aims at improving the bottom line by finding and eliminating the causes of mistakes and defects / deficiencies in business processes (reduce variation in products and/or services)
Invented by Dr Mikel Harry at Motorola
Describe sixSigma methodology DMAIC (fundamentals)
DMAIC stands for define, measure, analyse, improve, control.
Define (fundamentals)
Identify the issue e.g. causing decreased customer satisfaction
Define project management process
Measure (fundamentals)
Collect data from the process
Tools – PDCA, identify data collection plan, measurement systems analysis, collect data – check sheets, histograms, Pareto charts, run charts, scatter diagrams.
Analyse (fundamentals)
Study the process and data for clues to what is going on
Tools – PDSA, continual improvement, preventive maintenance, cleanliness, benchmark – continue process, central limit theorem, geometric dimensioning and tolerancing, shop audit, experiments
Improve (fundamentals)
Act on the data to change the process for improvement
Tools – PDSA, process improvement, organisational development, variation reduction, problem solving, brainstorm alternatives, create should be flowcharts, conduct FMEA, cost of quality, design experiments.
Control (fundamentals)
Monitor the system to sustain the gains
Tools – SDCA, Control plan, dynamic control plan, long-term MSA, mistake-proofing, process behaviour charts, update lessons learned.
In each step management has to provide the time and resources to accomplish each step, so everyone could strive for continual improvement.
- Everyone should be involved
- Data should be made available to everyone
- Financial data should be available in form of cost of quality analysis
Describe sixSigma evolution from quality
(fundamentals)
- Separation of work to speed up production (H. Ford)
- Quality improvements started with the control charts by Walter Shewhart
• Father of statistical quality control charts (modern name – process behaviour charts)
• Inventor of PDCA - Quality control and quality assurance was created as separate role, which created separation of tasks impacting the mindset that quality is owned by QA
- Around 1980 – quality circles appear in Japan, they are small study groups with supervisors
- Mid 80’s statistical process control is introduced
- 90’s – present ISO 9000 – international standards on quality management
- 96-97 Reengineering – restructuring organisation around quality
- 88-96 Benchmarking – improvement process in which company measures its performance against best in class. Object for benchmarking are – strategies, operations, processes and procedures
- 90’s – present - Balanced score card – concept that helps to monitor their results
- 95 – present - Six Sigma
- 00 – present Lean
Subir Chowdhury (fundamentals)
Leader in customer satisfaction
• Quality begins at the top
• Quality is responsibility of everyone
• Problems can be prevented through continuous improvement
• Quality is balance between people power and process power.
o People power – mindset of approaching quality with honesty, empathy and resistance to compromise
o Process power – solving problems, developing ideas and solutions and then perfecting them.
LEO – listen, enrich, optimise
Philip Crosby (fundamentals)
Certified Manager of Quality/Organisational Excellence Handbook
14 steps for quality improvement
Edwards Deming (fundamentals) knowledge
Invented PDSA. Advocated to change management principles,
14 points for management
7 Diseases of management
System of profound knowledge
• Appreciation of system – understanding the processes
• Knowledge variation – the range and causes in quality variation
• Theory of knowledge – how to learn
• Knowledge of psychology – understand people (empathy)
Armand Feigenbaum (fundamentals)
Invented total quality control
Quality planning – thinking in advance - the sequence of actions to accomplish a proposed course of action to accomplish certain objectives.
Demonstrate them with diagrams, formulas, tables, etc.
Quality costs – the hidden factory
Kaoru Ishikawa (fundamentals)
Created fishbone diagram and cause and effect diagram. Quality circles. High focus on internal customers.
• Quality first – not short term profit
• Consumer orientation – not producer orientation
• The next process is your customer
• Use facts and data to make presentations
• Respect for humanity as a management philosophy.
Joseph Juran (fundamentals)
Juran trilogy
• Quality planing
• Quality control
• Quality improvement
Pareto principle – the vital few and trivial many
Management theory of quality
Dorian Shainin (fundamentals)
Developed Red X – toolset for quality improvement
Walter Shewhart (fundamentals)
Father of statistical quality control. Invented PDCA.
Genichi Taguchi (fundamentals)
Taguchi loss function – used to measure financial loss to society resulting from poor quality
Off-line quality control – design products that are insensitive to outside parameters.
Describe the value of Six Sigma to the organisation as a whole (fundamentals)
Six Sigma helps organisation to improve customer products and/or services through the reduction of variation in the processes (reduce cost of quality (S-Double Bar) and earn more money. This is done through continuous improvement of all aspects of the organisation. Results are demonstrated by standard accounting practices.
Philosophy - All work is process that can be DMAIC. Process requires inputs to control the outputs. If you control inputs you control the outputs.
Tools - Six Sigma is a set of tools that includes qualitative and quantitative techniques.
Methodology – DMAIC
Metrics – 3.4 defects per million (1.5 sigma shift in the mean)
Describe the purpose of lean (waste elimination) and its methodologies (just-in-time, poka-yoke, kanban, value stream mapping). (lean)
Lean system created by Toyota (Toyota Production System). Make obvious what adds value by reducing everything else through culture in organisation that promotes CI and development of people.
VWP (value, cost, waste, process) (lean)
• Value – is defined by the customer on their perception of usefulness and necessity (customer is wiling to pay for it). Cost of the product is defined by mixture of the current competitor selling price and and elimination of waste by lean.
o Customer recognises value
o It changes the product
o It is done right the first time
• Waste
• Process of creating value without waste
8 P’s (lean)
• Purpose
• Process
• People
• Pull
• Prevention
• Partnering
• Planet
• Perfection
5s (lean)
Organisation method to improve workplace efficiency and management of the operations in the environment (e.g. work place or computer Desktop)
• Sort – remove unneeded items. They tend to accumulate. Discard what is not not needed
• Set in order / Straighten – arrange required and less required items for ease of accessibility
• Shine – clean environment daily
• Standardise – develop check lists, standards and work instructions to keep environment clean
• Sustain – dedicate time to sustain the effort
In lean process step is considered value adding if the customer recognises its value
Andon (lean)
A visual feedback system that indicated production status (red, yellow, green lights)
A3 (lean)
Overview of key topics/issues on the one sheet of paper.
Bottleneck / TOC (lean)
Theory of constraints concentrates on the weakest link in the chain. Constraint is the process that is slowest. Flow of the system cannot improve if constraint is not removed. Employs system approach – improvement of the individual process will not improve the rate of the system unless they improve the constraint
• Identify – best indicator WIP (work in progress)
• Exploit – use Kaizen or other methods
• Subordinate – adjust rates in the process to match of the constraint
• Elevate – in case system needs further improvement – invest into new technology
• Repeat – find new constraint and repeat all over again.
Drum-Buffer-Rope (TOC) (lean)
Soldier theory. To avoid long lead times and excess WIP, all system processes should be slowed down (via rope which connects lowest to the fastest process) to the speed of the slowest process (the drum) with the amount of WIP (or buffer) determined by the dependability of the individual process – Goldratt Critical Chain.
Continous flow (lean)
Work in process smoothly flows through the system. Developing continuous flow remove many types of waste.
Gemba (lean)
Philosophy of the real place. Get out of office and spend time where things happen.
Heijunka (lean) tools
Production scheduling that purposely produces in much small batches.