Training 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.
Training Materials Samples
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© Open Source Six Sigma, LLC
Define Phase
Six Sigma Fundamentals
Six Sigma Fundamentals
Understanding Six Sigma
Six Sigma Fundamentals
Process Maps
Voice of the Customer
Cost of Poor Quality
Process Metrics
Selecting Projects
Elements of Waste
Wrap Up & Action Items
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© Open Source Six Sigma, LLC
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
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© Open Source Six Sigma, LLC
Examples of Processes
We go through processes every day. Below are some examples of
those processes. Can you think of other processes within your
daily environment?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Injection molding
Decanting solutions
Filling vial/bottles
Crushing ore
Refining oil
Turning screws
Building custom homes
Paving roads
Changing a tire
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Recruiting staff
Processing invoices
Conducting research
Opening accounts
Reconciling accounts
Filling out a timesheet
Distributing mail
Backing up files
Issuing purchase orders
© Open Source Six Sigma, LLC
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
Process Map
Start
Step A
Training Materials Samples
Step B
Step C
7
Step D
Finish
© Open Source Six Sigma, LLC
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 PARALLELOGRAM shows
that there are data
A DIAMOND signifies a decision
point. Only two paths emerge from
a decision point: No and Yes
An ARROW shows the
connection and direction
of flow
Training Materials Samples
An ELLIPSE shows the start
and end of the process
1
8
A CIRCLE WITH A LETTER OR
NUMBER INSIDE symbolizes
the continuation of a
flowchart to another page
© Open Source Six Sigma, LLC
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
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© Open Source Six Sigma, LLC
Process Map Example
Process Map for a Call Center B
START
Z
REVIEW CASE
TOOL HISTORY &
TAKE NOTES
LOGON TO PC &
APPLICATIONS
LOGOFF PHONE, CHECK
MAIL,E-MAIL,VOICE MAIL
E
C
SCHEDULED
PHONE TIME?
Z
Y
TRANSFER
APPROPRIATE?
TRANSFER
CALL
Y
A
D
PHONE
TIME
N
CALL or
WALK-IN?
Z
IMMEDIATE
RESPONSE
AVAILABLE?
Y
PROVIDE
RESPONSE
PHONE&
NOTE
DATA ENDS
Y
WALK-IN
N
CALL
PUT ON HOLD,
REFER TO
REFERENCES
PHONE DATA
CAPTURE BEGINS
ANSWER?
DETERMINE WHO
IS INQUIRING
Y
ANSWER?
Y
N
C
ENTER APPROPRIATE
SSAN (#,9s,0s)
CREATE A CASE
INCL CASE TYPE
DATE/TIME, &
NEEDED BY
N
Y
Y
AUTO
ROUTE
ROUTE
N
Y
CASE
CLOSED
OFF HOLD AND
ARRANGE CALL
BACK PHONE DATA
ENDS
ADD TO
RESEARCH
LIST
B
Training Materials Samples
F
UPDATE ENTRIES
INCL OPEN DATE/TIME
N
CASE TOOL
RECORD?
ACCESS CASE TOOL
OLD
CASE
QUERY INTERNAL
HRSC SME(S)
DETERMINE NATURE
OF CALL & CONFIRM
UNDERSTANDING
N
IF EMP DATA NOT
POPULATED, ENTER
N
ACCESS CASE TOOL
D
A
EXAMINE NEXT NOTE
OR RESEARCH ITEM
N
LOGON
TO PHONE
Y
SCHEDULED
PHONE TIME?
N
10
N
TAKE ACTION
or
DO RESEARCH
Y
CLOSE CASE
W/
DATE/TIME
E
GO TO
F or E
DEPENDING ON
CASE
E
NEXT
F
© Open Source Six Sigma, LLC
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
Start
Request
transfer
ACH – Automated
Clearing House.
Attach ACH
form to
Invoice
Produce an
Invoice
No
Vendor
info in
FRS?
Yes
General
Accounting
Training Materials Samples
Fill out ACH
enrollment
form
Receive
payment
End
Match against
bank batch
and daily cash
batch
Input info into
web interface
Maintain database
to balance ACH
transfers
Accepts transactions,
transfer money and
provide batch total
Bank
Financial
Accounting
Vendor
Department
Sending Wire Transfers
Review and
Process
transfer in
FRS
11
3.0
Journey Entry
21.0
Bank
Reconciliation
© Open Source Six Sigma, LLC
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.
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© Open Source Six Sigma, LLC
Measure Phase
Process Discovery
Process Discovery
Welcome to Measure
Process Discovery
Cause and Effect Diagrams
Detailed Process Mapping
FMEA
Six Sigma Statistics
Measurement System Analysis
Process Capability
Wrap Up & Action Items
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© Open Source Six Sigma, LLC
Overview of Brainstorming Techniques
We utilize Brainstorming techniques to populate a Cause and Effect
Diagram seeking ALL possible causes for our issue of concern.
Cause and Effect Diagram
People
Machine
Method
The
Y
The Y
The or
Problem
Problem
Condition
The X’s
X’s
(Causes)
l
Material
Training Materials Samples
Measurement
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Environment
Categories
© Open Source Six Sigma, LLC
Cause and Effect Diagram
CauseCause
and Effect
and Effect
Diagram
Diagram
People
People
Machine
Machine
Method
Method
The
TheYY
Theor
Problem
The X’s
X’s
Problem
Problem
Condition
(Causes)
Material
l
Material
Products
– Measurement
– People
– Method
– Materials
– Equipment
– Environment
Training Materials Samples
Measurement
Measurement
Environment
Environment
Categories
Categories
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.
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Transactional
– People
– Policy
– Procedure
– Place
– Measurement
– Environment
© Open Source Six Sigma, LLC
Cause and Effect Diagram
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 People category groups Root Causes related to people, staffing and
Organizational structure:
Examples of questions to ask:
People
• Are people trained, do they
•
•
have the right skills?
Is there person to person
variation?
Are people over-worked, under-worked?
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Y
© Open Source Six Sigma, LLC
Cause and Effect Diagram
The Method category groups Root Causes related to how the work is done, the
way the process is actually conducted:
Method
Examples of questions to ask:
• How is this performed?
• Are procedures correct?
• What might be unusual?
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?
Y
Materials
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© Open Source Six Sigma, LLC
Cause and Effect Diagram
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?
Y
Equipment
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?
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Y
Environment
© Open Source Six Sigma, LLC
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:
– Procedural:
– Noise:
C (Knowledge)
P (People, Systems)
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?
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© Open Source Six Sigma, LLC
Chemical Purity Example
Measurement
Incoming QC (P)
Manpower
Materials
Raw Materials (C)
Training on method (P)
Measurement
Method (P)
Measurement
Capability (C)
Skill Level (P)
Insufficient staff (C)
Multiple Vendors (C)
Specifications (C)
Adherence to procedure (P)
Work order variability (N)
Startup inspection (P)
Handling (P)
Purification Method (P)
Room Humidity (N)
RM Supply in Market (N)
Shipping Methods (C)
Column Capability (C)
Chemical
Purity
Nozzle type (C)
Temp controller (C)
Data collection/feedback (P)
Methods
Training Materials Samples
Mother Nature
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Equipment
© Open Source Six Sigma, LLC
Control Phase
Lean Controls
Lean Controls
Welcome to Control
Vision of Lean Supporting Six Sigma
Lean Controls
Lean Tool Highlights
Six Sigma Control Plans
Project Sustained Success
Wrap Up & Action Items
Training Materials Samples
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© Open Source Six Sigma, LLC
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!!
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© Open Source Six Sigma, LLC
The Vision of Lean Supporting Your Project
Kanban
The Continuous Goal…
Sustaining Results

Kaizen
We cannot sustain
Kanban without Kaizen.
Standardized Work

Visual Factory


5S Workplace Organization
We cannot sustain Kaizen
(Six Sigma) without
Standardized Work.
We cannot sustain Standardized
Work without a Visual Factory.
We cannot sustain a visual
factory without 5S.
Lean tools add discipline required to further
sustain gains realized with Six Sigma Belt Projects.
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© Open Source Six Sigma, LLC
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
Get that garbage outta here!
– 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.
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© Open Source Six Sigma, LLC
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.
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© Open Source Six Sigma, LLC
5S - Workplace Organization
Before..
After..
• 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.
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© Open Source Six Sigma, LLC
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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© Open Source Six Sigma, LLC
Training Materials
Sample End