Six Sigma White Belt (Study notes)

Purpose of Six Sigma:

Make customer happy and make profit.

Organizational Challeges:

- two characters: employees need to be motivated; clients need to be delighted

-7 chanllenges: On Time Delivery; Good Service; Responsive to Customer need; Customer want Low Cost; Flexible; Good Quality

Six Sigma Benefits:

-Sustained success; project selection; Profits Focus; Customer Satisfaction; Engaged Employees; Shareholder value

What is Six Sigma

- Six means number; Sigma means standard deviation

- use only half of the allowance given, then it's a six sigma process

Overview of Six Sigma

- Six Sigma as a tool: reduce DPMO (Defects per Million Opportunities); profuce < 3.4 defects per million opportunities

- Six Sigma as a Process: DMAIC approach (Define; Measure; Analyze; Improve; Control)

- Six Sigma as a Philosophy: Understanding that improving processes will lead to long term benefits; anything less than ideal is an opportunity for improvement

Six Sigma Philosophy:

-Data Driven approach (based on facts)

-Process (Input and output; Y=F(X))

-Boundary less (process cut across departments)

-Gate Reviews (driven for perfection but tolerance filure)

-CTQ (critical to quality)

-DPMO (Target of 3.4 defects per million opportunities)

-Target (Target the process around mean/center)

-Variation (Minimize variation)

DMAIC Approach (Improve process)

-Define the problem

-Measure current performance

-Analyze problem

-Improvement the process

-Control

DMADV Approach (Define new process;also called DFSS)

-Define the goal

-Quantify the needs of customer wants

-Analyze the options available

-Design new process

-Verify the process can meet client need

Six Sigma Belt System

-White Belt (Basic terminology)

-Yellow Belt (Support project)

-Green Belt (Mentor Yellow Belts)

-Black Belt (Mentor Green Belt)

-Mater Black Belt (Mentor Black Belt)

Six Sigma History

-1985 Dr. Mikel J Harry wrote a paper relating early failures to quality

-1987 Motorola

-1992 Allied Signal

-1995 General Electric

-2002 Johnson & Jognson; Ford, Nissan, Honeywell

After course project:

- Activity 1: Identify 10 areas of improvement

- Activity 2: Filter out one Six Sigma project from the above list

Filter 1:

Remove all from the list where there is no significant gap between the current performance and the needed/desired performance of its processes. You should be looking for 10 times improvement.

Filter 2:

Remove all from the list where the cause of the problem is known or clearly understood. You don't need a Six Sigma project for that. You will do a Six Sigma project where the cause of the problem is not obvious.

Filter 3:

Remove all from the list where there is a predetermined or apparent optimal solution. If you already know the answer, then just go fix it.

- Activity 3: Make it a SMART project

Once you have identified one improvement project from the list, put it on a piece of paper. Your project definition should be SMART.

SMART is Specific, Measurable, Achievable, Realistic and Time-bound.

- Activity 4: Share your project objective