Lean Six Sigma Black Belt
Tharika Gamage
Introduction to lean six sigma
Week 01
1.1 A brief history of quality – evolution of quality.
1.2 Evolution of lean and six sigma – Key contributors
1.3 Leadership approach for lean and six sigma implementations
1.4 lean six sigma team formation
1.5 Implementing communication strategies
1.6 Decision making tools for teams
1.7 Performance evaluation and rewards
A brief history of quality – evolution of quality.
Era
Perspective on Quality
Before industrial
revolution
“Guilds” were established. And guilds implemented rigid rules to increase the quality of the
product or service
Industrial revolution Major improvements in craftsmanship and factory system. This era was recognized by the
mass production, division of labor and introduction to work instructions
Beginning of 20th
century
Firms incorporated processes.
A process is a set of sequential activities that uses some inputs and production output.
During world war II
Quality is considered as a vital factor in war. US forces rejected unsafe military equipment.
Suppliers improved quality using Statistical Quality Control techniques.
After world war II
Japanese manufacturers received inputs from experts such as Joseph M. Juran and W.
Edwards Deming. And the total quality evolution was started in Japan
Emergence of Total
Quality
Americans built on to Japanese Quality Revolution
What is Quality?
What is quality ?
Meeting or exceeding customer expectation
ISO 9000 2000
The degree to which a set of inherent characteristics fulfil the requirement
Six Sigma
Number of defects per million opportunities
Garvin’s five
definitions
Transcendent definition – excellence
Product based definition – quantities of product attributes
User based definition – Fitness for intended use
Value based definition – Quality vs price
Manufacturing based definition – Conformance to specifications
Philip B. Crosby
Conformance to requirement
Joseph M. Juran
Fitness for use
Genichii Taguchii
Uniformity around a target value. The loss a product imposes on society after it is shipped
Peter Drucker
Quality in a product is not what the supplier puts in. it is what the customer gets out and
willing to pay for.
TQM – Total Quality Management
Total Quality Management (TQM) is a business management approach intended to implement a quality
improvement program within a company based on the participation of all members, aiming at long term success
through customer satisfaction and benefits to all members of the organization and the society.
Principles of TQM
1. Management dedication – TQM needs management dedication and human resources to adopt continuous
improvement approach with the intention of improving the organizational performance
2. Employee involvement and empowerment – Requirement of training and education and appreciation
3. Fact based decision making – Effectiveness of decisions depends on analysis of data and information.
4. Continual improvement – Focus on continuous improvement of the organization’s overall performance
through improvement of capabilities, people, processes, technology and machine capability
5. Customer focus – understand what customer wants, fulfil customer requirements, and exceed customer
expectation
6. Supplier partnership – To have a mutually beneficial partnership with suppliers to improve business
capability
Modern TQM – Modern Total Quality Management
Recognizes importance of following,
1. Customer satisfaction – Define, understand, evaluate and manage customer expectations. Combination of
fitness for use and conformance to requirements
2. Prevention over inspection – The cost of preventing mistakes is generally much less than the cost of
correcting them
3. Management responsibility – management should lead all members while the TQM success is all members
'responsibility
4. Continuous improvement – PDCA cycle
Quality Guru’s and their contribution
Philip Bayard Crosby Popularizing the concept of zero defects Need for building processes to do things right first
time
Dr. Edward Deming
PDCA cycle, Statistical Process Control, Deming’s 14 points of management
Dr. Armand V.
Feigenbaum
Total Quality Control and Total Quality Management
Dr. kaoru Ishikawa
Company wide quality control, Cause and Effect Diagram, Quality Circle
Dr. Joseph M. Juran
Juran’s Quality triology (Quality Planning, Quality Control, Quality Improvement
Walter Andrew
Shewhart
Statistical Quality Control, Control Chart
Dr. Genichi Taguchi
Taguchi quality loss function, Design of Experiments – Describe the relationship between
input variables and output of the process
Shingo Shigeo
Poka Yoke
Value and Foundations of Six Sigma
Six Sigma concept was developed in 1980 at Motorolla as an approach to improve their product quality.
Six Sigma can be viewed as a philosophy, technique and a goal.
Philosophy : Customer focused, breakthrough improvement in processes
Technique: Comprehensive set of statistical tools and methodologies.
Goal : Reduce variation, minimize defects, Shorten cycle time, improve yield, enhance customer satisfaction, boost
the bottom line
Six sigma is six standard deviations from the mean.
Six sigma system
Effective implementation of six sigma
requires following
1. The involvement and the support of the
top management
2. Focus on the customer
3. Authentic and reliable data
4. Disciplined and systematic application of
methodology
5. Reorientation of work culture
Benefits of Six Sigma
1. Continues defect reduction in products
and services.
2. Improved customer satisfaction
3. Support to make the right decision at the
right time
4. Achieve stability of processes
5. Sustainable competitive advantage
What is Leadership responsibility for six sigma
implementation ?
Leadership responsibility for six sigma
implementation
1.
2.
3.
4.
Leader must not only be knowledgeable, but also tactical to allocate resources
Be aware and maintain team dynamics
Maintain communication
Inspire approvals
What are organizational roadblocks?
Organizational roadblocks
1.
2.
3.
4.
5.
6.
7.
8.
Structure and culture of the organization
External change is challenging
Policies of the organization,
Stakeholder resistance
Market conditions
Customer acceptance trends
Inadequate resources
Improper communication
Six sigma key players and roles and
responsibilities
Key Players
Roles and responsibilities
Executive leadership
Project sponsors and project
owners
Implement company vision
Champions
Champions are selected by the
executive leadership or senior
champions
Develop six sigma vision for the organization
Create broad training plan
Identify how six sigma can be implemented
Master Black Belt
MBBs are in house experts selected
by the champions
Work closely with champions
Provide trainings to others
Assist champions to identify projects with high impact
Black belts
Assist MBBs with data
Identify project barriers
Green belts
Ake charge in six sigma projects while doing their day
today job role
Continue using six sigma methodologies
Q&A