Lean Six Sigma
White BeltBorhan Musleh PMP, ITIL, LSS Master
Black Belt
Borhan Musleh• Sr. Programmer Analyst (DCJS) – 14 years• Contract programmer ( more than 50 companies and more
than 260 Applications developed)• PMP (Project Management Professional)• Master Black Belt in Lean Six Sigma• ITIL V3• Top Instructor 3 times• M.O.S.• MCT
Questions
• Please leave all your questions to the end of the presentation. We will have a Q and A session at the end.
• Thank you
Understanding Six Sigma
In this section you will learn
1. What six sigma really is?
In this section you will learn
2. How it can effect your organization?
In this section you will learn
3. Who will actually be involved in the change process
1. What six sigma really is?
• 6 Sigma is a strategy:– Improve customer satisfaction and shareholder
values– Reducing variability in every aspect of your
business
Who are your Stakeholders
Who are the stakeholders at your company?
Stakeholders are anyone who has a vested interest in your project
Why use 6 Sigma?
• 6 Sigma delivers:– Customer Satisfaction– Cost Improvement results FASTER– Sustain the Improvement– Simply Put:
• For every ($1.00) Dollar you spend• You get ($4.00) For Dollars in return
The Growth of Six Sigma
Fathers of Lean 6 Sigma
Yesterday’s Market
Today’s Market
Cost of Poor Quality
6 Sigma DefinedWhy did they call it 6 Sigma
• 3 Sigma (Historical standard) = 93.32% Perfection• 4 Sigma (Current standard) = 99.38% Perfection• 6 Sigma (Future standard) = 99.997% Perfection
• OR 3.4 Errors Per Million Opportunities
Sigma levels and defects per million
opportunities (DPMO)
2 Sigma
3 Sigma
4 Sigma
5 Sigma 233 Defects .
6,210 Defects .
66,807 Defects .
308,537 Defects .
6 Sigma 3.4 Defects
Levels Six Sigma
Why not 3 Sigma?
• 20,000 lost articles of mail per hour• 15 minutes of unsafe drinking water each day• 5,000 incorrect surgical operations each week• 2 short/long landing at most airports each day• 200,000 wrong drug prescriptions each year• No electricity for 7 hours each month• 40,500 newborn babies dropped each year
What does it mean!
200,000 wrong drug prescriptions each year
68 Wrong drug prescriptions each year
2 Short or long landings at most major airports dailyOne short or long landing at a major airport every 5 years
5,000 incorrect surgical operations per week1.7 incorrect surgical operations per week
Unsafe drinking water Almost 15 minutes each dayOne minute of unsafe drinking water every seven months
Is 99% (3 ) good enough?
99.999997% at (6)
Technology Industry: 4 Sigma
(6,000 defects per million opportunities
As the 6 Sigma
level goes up
Cost and
Cycle time Goes downCu
stom
er
Satis
facti
on
What is Lean?
• Lean concept grew out of the Toyota Production System (TPS) (1960s)• Lean’s goal is to eliminate all forms of waste (Muda) in process and using employee creativity• The currency of Lean is time• Requires process mapping to identify our Value Stream and ID value added and non-value added time
Process Improvement Model
• The GE model for process improvement
Define Measure Analyze Improve Control
D M A I C
Define•Critical Quality
Factors•High Level
business process
Measure•Establish Baseline•Develop process
improvement measures
Analyze•Determine root cause• Improvement
opportunities
Improve•Design•Test• Implement
Control•Maintain•Cost effective
Control•Continuously
Improve
DMAIC
Methodology
• Identify and state the practical problemDefine
• Validate the practical problem by collecting dataMeasure
• Convert the particular problem to a statistical one, define statistical goal and identify potential statistical solutionAnalyze
• Confirm and test statistical solutionImprove
• Convert the statistical solution to practical solutionControl
Identify Problems
Define Condition
Develop Solution
Prepare action Plans
Implement Improvements
Verify Results
Document, Communicate and check for sustainability
Long Term Implementa
tion
Define
MeasureDetermine Causes
Analyze
Improve
Control
What is 6 Sigma?
• Six Sigma has its roots as far back as 1920s with Statistical Process Control • Six Sigma’s goal is to understand customer needs and seeks perfection delivered every time – Six Sigma quality: 3.5 defects per million opportunities• Six Sigma’s currency is consistency: reduce variation in processes to create consistently good product/service
How Do Lean and Six Sigma Work Together?
• Both require an organizational culture change on how we view work• Lean-Six Sigma (L-SS) Logical—tight fit between the two—both with a goal to reduce cost (waste elimination)• Lean reduces waste; Six Sigma (then) can be used to create perfection/consistency of value added processes• Generally, you may wish to “lean out” a process first; and then apply Six Sigma tools
The Seven Wastes (Muda)
• Overproduction - making more than is necessary • Transportation (of product) • Unnecessary inventory • Inappropriate processing - too large machines, re-work,
unnecessary (non-value added) processes • Waiting (unnecessary delay)• Excess motion• Defects in workmanship
The Eighth Waste
underutilization of employee
minds/suggestions/talents
How did we do things?
• Fast Food Restaurants• Lucy in the Chocolate Factory• The Rise of Toyota
How do we do things now?
Gemba Walk
Poka-Yoke
• Poka-Yoke (Mistake Proofing)• Poka-Yoke• The 5 WHYS
Six Sigma White Belt
The controversial White Belt (WB) was seemingly created out a need for a less rigorous training course than the Yellow level. Traditionally, the Yellow Belt served as training on the basic overview of the Six Sigma program for support staff not fully involved in the Six Sigma Process. It is the foundation of Six Sigma knowledge for those who may be unsure if the program will work for them, or who want an introduction to its most basic principles. Note: The White Belt level is not fully recognized by the entire six sigma community. Many consider the Yellow Belt to be the lowest “official” six sigma level.
Six Sigma Yellow Belt
Six Sigma Yellow Belt (YB) certification provides an overall insight to the techniques of Six Sigma, its metrics, and basic improvement methodologies. A yellow belt must know how to integrate Six Sigma methodologies for the improvement of production and transactional systems to better meet customer expectations and bottom-line objectives of their organization. A Yellow Belt typically has a basic knowledge of Six Sigma, but does not lead projects on their own. They are often responsible for the development of process maps to support Six Sigma projects.
Six Sigma Green Belt
Six Sigma Green Belt (GB) training provides participants with enhanced problem-solving skills, with an emphasis on the DMAIC (Define, Measure, Analyze, Improve and Control) model. Six Sigma Green Belt certification helps an employee serve as a trained team member within his or her function-specific area of the organization. This focus allows the Green Belt to work on small, carefully defined Six Sigma projects, requiring less than a Black Belt's full-time commitment.
Six Sigma Black Belt
• A Six Sigma Black Belt (BB) embodies a thorough knowledge of Six Sigma philosophies and principles (including supporting systems and tools). A certified Black Belt exhibits team leadership, understands team dynamics, and assigns their team members with roles and responsibilities. They have a complete understanding of the DMAIC/DMADV models in accordance with the Six Sigma principles, have a basic knowledge of lean enterprise concepts, and they can quickly identify "non-value-added" activities.
Six Sigma Master Black Belt
• Another important belt level within this Methodology is the Six Sigma Master Black Belt (MBB), who is a Black Belt with additional training and experience. He or she has been able to gain experience managing several projects and has a deep expertise and knowledge base in the tools and methods of Six Sigma.
Six Sigma Champions
The Six Sigma Champion (SSC) is a senior or middle level executive whose role is choosing and sponsoring specific projects. He or she ensures the availability of resources.A champion is the person on the team who knows the business at hand inside and out as well as the Six Sigma Methodology. They are responsible for ensuring that whatever projects are undertaken mesh well with the goals and intentions of the business or corporation overall.
Wise people learn when they can. Fools learn when they must.-The Duke of Wellington