LSSG Green Belt
Training
Summary Module
Agenda for LSS Summary Module
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DMADV/DFLSS
Supplier LSS
LSS Implementation Issues
The Malcolm Baldrige Award
Miscellaneous Topics, Based on Participant
Feedback
“Quality begins with me.”
Phil Crosby
Six Sigma Improvement Methods
No need to choose between improvement and
replacement - Six Sigma accommodates both!
Define
Measure
Analyze
Improve
Design
Control
Validate
“He who stops being better stops being good.”
Oliver Cromwell
LSS Tollgates/DMAIC Checklist
Tollgate Purpose:
to insure that the team does not rehash, regress, or fail for
other reasons
Responsibility: Quality Council (Steering Team)
 Review progress after each DMAIC phase
 Approve transition to the next phase
Define Tollgate Checklist
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Relevant Background Information
Problem Statement/Clear Business Case
Voice of Customer
Process Description - SIPOC
Project Charter
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Project Benefits
Resources Needed
Source of Baseline Data
High Level Flowchart
DMADV/DFSS?
Measure Tollgate Checklist
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Scheduled Team Meetings
Identify Measures to Collect and Analyze
Collect Baseline Data
Control Charts for Y’s
MSA
Initial Cpk
RTY
Update Charter
Types of Measures/Setting Targets
Yield
Financial
Customer

RTY
Internal Process
Learning & Growth
Data Collection and Prioritization
Monday
Billing Errors
Wrong Account
Wrong Amount

e
m
Ti
Understanding
Variation
Cause & Effect Matrix
Wrong Amount
A/R Errors
Wrong Account
Process
Step
1
2
3
4
5
6
7
8
9
Total
Y1
Y2
Y3
Y4
Y5
Y6
Y7
Y8
Total

0
0
0
0
0
0
0
0
0
KPIV
Process Capability
0 0 0 0 0 0 0 0
Control Charts
KPOV
Statistical Process Control vs. Inspection
Measurement Systems Analysis
2
2
 obseerved
  2product   gage
Defects
Accept
A
B
Receive
Lot
C
Send to
Customer
Take
Meet
Sample Criteria?
D
Reject
Rework
/Waste
Analyze Tollgate Checklist
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Detailed Process Map
Process Analysis
Collect Baseline Data on X’s
Root Cause Analysis
? 1+1=2
Control Charts for X’s
Analyze X’s vs. Y’s
FMEA
Benchmarking
Qualitative vs. Quantitative Tools
E X IT
no
Deposit
envelop
ready?
Acceptable
Q ueue?
y es
ATM
ye s
Teller
yes
Go
directly
to ATM
line
Phase 3: Similar Industry Process Benchmarking
Phase 2: Reverse Engineering
Average WIP
Lead Time 
Throughput Rate
Deposit ticket
ready?
yes
Go
directly
to teller
line
Phase 1:Internal Benchmarking
Teller
Q ueue
Discovery
4-D
Cycle
Design
no
P repare
d eposit ticket
Capacity Planning and Line Balancing
Units
per month
Stage 1
6,000
Stage 2
7,000
Utilization =

Phase 4: Different Industry Process Benchmarking
AT M
Q ueue
Dream
no
Phase 5: Strategic Benchmarking
P repare
depo sit
envelope
no
E nter
Bank
ye s
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Phase 6: International Benchmarking
Process Analysis and Little’s Law
S TAR T
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Benchmarking/Appreciative Inquiry
Destiny
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Other Lean Tools
Stage 3
5,000
A
Previous
SubProcess or
Supplier
Sum of task times
# of stations * Cycle time
D
Next SubProcess
B
Takt Time 
Available Work Time
Customer Demand
Statistical Roadmap for Analyze
FailureProcess/Product
Mode Failure
and
Effects
Analysis
Modes
and Effects Analysis
DMAIC
ANALYZE
Process Step Failure Mode Failure Effects
May be process step, general
activity, functional area, or
other rational grouping
VALIDATE ROOT CAUSES
HYPOTHESIS TESTS
CONTINOUS DATA
DISCRETE DATA
What is the potential
failure or undesirable
outcome for this area?
If the failure mode occurs,
what will the effect be?
Causes
S
E
V
What is/are the cause/s
of the failure?
use max
SEV
Controls
O
C
C
What controls are in place to
prevent the cause from occuring
or to detect that the cause has
occurred?
D
E
T
R
P
N
Action
Resp
Timing
What specific actions are
When is completion of
Who will be accountable for
required to improve the RPN
the action required or
implementing the change
number
planned
P
S
E
V
P
O
C
C
P
D
E
T
P
R
P
N
0
0
0
0
0
0
0
0
0
0
0
0
Improve Tollgate Checklist
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Create Future State/Pilot Solution
Optimize Solution
Develop Implementation Plan
Improvement Significance
Obtain Approvals
Implement Improvements
Mistake Proof
Service Recovery
Control Tollgate Checklist
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Standardize Work
Assure Change Management
Guarantee Process Capability
Obtain Management Sign-off
Implement Controls
Insure Gains
Monitor Process
Assign Process Owner
Implement a Periodic Review
Standardization
Closure
Monitor Process
1
Travel Need
2
Use On-line
tool
b
a
8
Call Travel #
No
Problem w/
Itinerary?
18
No Receive Travel
Requirements
Yes
10
Select Travel
Planner
Financial Benefit
19
QC trip
Flight
Required?
Yes
20
Book Airfare
F in a n c ia l B e n e fit
T h ou sa nd s

Yes
35
30
14
Lowest Airfare
Selected?
Hig h
Esti m a te
25
20
15
Enter
Reason
Code
No
No
44
Send Email of
Itinerary
Yes
15
10
22
View Yes
Preferred
Hotels
Low
E sti m a te
5
0
-5
1
3
-1 0
5
7
9
11
13
15
17
19
21
23
25
27
29
31
33
35
No
26
Select and
Confirm Hotel
M o n th s
-1 5
41
Problem
resolved within
72 hrs?
29
Select Hertz or
National
32
Submit and
Confirm
Itinerary
A
40
Problem
Acknowledged
with Traveler
Yes
42
Client Notified
Problem
Resolved
b
a
Change Management
CURRENT
STATE
TRANSITION
STATE
FUTURE
STATE
Response Plan
Specification/
Requirement
Variable
Process
Sub
Process
Step
KPOV
KPIV
LSL
Target
USL
Measurement
Method
Who
Where is Decision Rule/
Sample Size Frequency Checks
Data
Corrective Action
Data
Process Capability
Design for Lean Six Sigma (DFLSS)
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A design process for re-engineering opportunities
(DMADV)
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Objective is to design a new process with Six Sigma quality
to start
Focus is on “front-loading the pain”
Must be identified by management as major
opportunities for savings and/or customer satisfaction
Projects will be longer; team members may need to
be back-filled in their jobs for the duration of the
project
Tools: QFD, Benchmarking, FMEA, DOE, Simulation, Optimization, Life-Cycle
Planning, Taguchi Loss Functions, and TRIZ
Design for Lean Six Sigma (DFLSS)
Taguchi Loss Function
Loss (L)
LSL
Loss
USL
No Loss
Loss
x
T
Design for Lean Six Sigma (Continued)
DFLSS Dimensions:
 Design for Manufacture and Assembly
 Design for Reliability
 Design for Maintainability
 Design for Serviceability
 Design for Environmentality
 Design for Life-Cycle Cost
Benefits Include:
 Reduced Life-Cycle Cost
 Improved Quality
 Increased Efficiency and Productivity
“When organizations are considering making a change, they will consider associated
costs, but will not give adequate consideration to the cost of not making the change.”
Source: F. Breyfogle, Implementing Six Sigma, 2003
DFLSS Tools: Life Cycle Planning
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The probability of a new product or service
failure is highest in the early stages due to
design or production flaws, and decreases and
then levels out with usage
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e.g., initial problems with new cars or homes
However, at some point, the probability of
failure increases as parts wear out
Some systems are repairable or replaceable,
while others are not
DFLSS planning must consider these factors
DFLSS Tools: Life Cycle Planning
Bathtub Curve
Don’t Waste Money on Extended Warranties!
Many stores recommend the purchase of extended warranties to go with
consumer electronics. They are available for automobiles as well, but they are
rarely if ever cost effective. The bathtub curve (a model for failure or hazard rates
in reliability engineering,) explains why.
How does this curve suggest the best way to prioritize defect reduction?
DFLSS Tools: Simulation
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A method for replicating real world relationships
with the aid of a computer
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Utilizes historical data and
other knowledge
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Allows for the study of variation
in processes
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Enables analysis without disrupting the real
system
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Not an optimization technique - decision
variables are inputs to a simulation
DFLSS Tools: Design of Experiments
DOE is a statistical procedure for
conducting a controlled
experiment, where the impact of
high versus low settings of X’s are
determined, including possible
interactions
Examples:
 Vary the time and temperature
and amount of butter used to
bake a batch of cookies.

Vary elements of a website to
measure the impact on customer
click-through or purchase rates
DFLSS Tools: Theory of Inventive
Problem Solving (TRIZ)
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A combination of methods, tools, and a way of thinking
developed in the Soviet Union in the 1940s
Used for concept generation and problem-solving
Assumes that all inventions contain at least one
contradiction
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e.g., faster auto acceleration reduces fuel efficiency, productivity
vs. accuracy, etc.
Success depends on resolution of contradiction
Involves trade-off between contradictory factors, or
overcoming the contradiction
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Despite the immensity of problems, only 1250 typical system
contradictions in 39 design parameters have been found to date
Many Triz tools have been developed to deal with these
contradictions
Source: Design for Six Sigma, Yang and El-Haik, 2003
Lean and Single Supplier Strategy
Advantages
 Reduction in variability
 Time saved dealing with many suppliers
 Volume discount from single supplier
 Minimized identification issues when field failures
 Priority access to supplier’s R&D breakthroughs
Disadvantages
 Fewer brainstorming and competitive benchmarking
opportunities
 Dependence on one supplier to get it right
 Potential loss of diversity of suppliers
Other Lean Considerations
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Many organizational decisions negatively
impact continuous flow
Lean continuous flow is not always appropriate
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Multiple supplier relationships cannot support
Lean
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Innovative products
Need responsiveness and flexibility
Single supplier strategy is needed,
even for critical resources
Need to partner with a supplier to
achieve your Lean goals!
Bullwhip Effect
Lean is a prerequisite
to outsourcing
Retail Orders
Wholesaler’s Orders
Manufacturer’s Orders
Time
LSS Implementation Issues
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Change Management
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LSS Length
LSS Buy-in
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Resistance to change
Lack of appropriate data
Threat of job security
Rewards and recognition
Training
Leadership
Individuals and teams
Measurement of LSS Success
LSS buy-in: the LSS steering team vs. the management team
LSS Training Roll-Down
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Start with Executive Management/Champions
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Orientation to Lean Six Sigma
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Complete initial LSS plan after this training
Initiate 1-2 LSS projects to begin to “walk the talk”
Develop/Purchase Training Materials
MBB/BB Training and Learning
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DMAIC methodology
Key tools
Management responsibilities
Develop the infrastructure for LSS training
Middle Management/Process Owners
Green Belts/Other Belts
Remaining Organization Orientation
Baldrige Award Criteria Framework
A Systems Framework for Performance Excellence
Organizational Profile: Environment, Relationships, and Challenges
Strategic
Planning
Human Resource
Development
& Management
Business
Results
Leadership
Customer and
Market Focus
Process
Management
Measurement, Analysis, and Knowledge Management
Successful Transformation
Requires Balance!
Internal and External Focus
Strategy and Execution
Continuous Improvement and
Re-Engineering
Measurement and Intuition
Short-term and Long-Term
Standard Work and
Continuous Improvement
Manufacturing and Services
Methodology and
Creativity
Teams and Individuals
Quantitative and Qualitative
Measurement
Management and Employee
Empowerment
Customer and Other Stakeholder Needs
Lean and Six Sigma
Root Cause Analysis and
Immediate Action
Intro to LSS
23