1

Name Work experience Background in continuous

improvement activities Expectations

Introductions

2

What is quality?

Quality = Performance Expectation

Fitness for use

Conformance to specifications

Producing the best results

Total customer satisfaction

Exceeding customer

expectations

Excellent products or services

3

Kano Model

The Kano model relates three factors to their degree of implementation or level of implementation, as shown in the diagram. 1) Basic ("must be") factors2) Performance ("more is better") factors3) Delighter ("excitement") factors.

The degree of customer satisfaction ranges from disgust, through neutrality, to delight.  

Performance

Delight

Neutral

Dissatisfied

Kano Model

Presence of Characteristics

Deg

ree

of C

ust

om

er S

atis

fact

ion

Absent Fulfilled

"Basic"

"Delighter"

See V-14

4

Quality

Delivery

Responsiveness

Cost

Safety

… what about other factors?

“QDRCS”

5

To repeatedly apply the DMAIC strategy to produce success stories and improve the corporate scorecard

To understand the Six Sigma culture and to be able to contribute to its development

To realize the importance of the need and use of statistics in process improvement

To know what Six Sigma is, the relationship between variation and Cost of Poor Quality (COPQ) and to be able to apply basic Six Sigma concepts for the purpose of improving the bottom line

To continually challenge the employees to reduce waste

Why Green Belts?

6

Able to ◦ manage a project◦ define a process◦ define metrics◦ gather and analyze data◦ show process control◦ determine process capability

Able to use statistics and communicate expectations for process control data to untrained people

Understand that simple tools can produce dramatic results

Behavior is to: “Learn - Do - Communicate”

Expectations of a Green Belt:

7

Accelerating 6s Activity:

Every employee is actively involved in process improvements using DMAIC tools,

resulting in measurable improvements.

100%

All employees

5 - 20%

Green Belts

1 - 2%

BBs

Champions

8

Measureprocess flow, IPO, C&E, metrics, etc.

Course Outline

Statistical toolsAnalyze & ImproveCpk, control charts, DOE

ControlSOP, control charts

No Defects

Statistical toolsStat

istic

al to

ols

We have a toolbox of techniques to help us reduce defects:

PF / CE / CNX / SOP / ……….DOE / etc.

GREEN BELT TRAINING PROJECT SELECTION GUIDLINES

Your Green Belt training project should be carefully selected so you get the most from the training. These guidelines were put together to assist you in your project selection process. It is impossible to find a “perfect” training project. However, by choosing a project that meets a majority of the following criteria, you will be most likely to apply the tools you’ll be taught. These criteria are broken down into five major categories and are shown below. These criteria alone should not be used for project selection. It is highly advised that you consult with your instructor, or mentor, and work closely with the process owner during the selection process.

THE PROBLEM: • You should have a general understanding of the problem• The team should understand and be excited about why they’re working on this problem• Scoped to make good progress which will help keep the team involved• Don’t get too caught up in Return On Investment (R.O.I.)• Good “leverage” potential is always a plus (i.e. – your lessons learned can be applied on many

other parts/processes) • As a training project, it should have a good chance of success

THE DATA:• Good data exists, or can be collected in a timely manner• While working on the project, you will need to have a good “stream” of incoming data (i.e. –

avoid jobs/processes that only occur once)• You can develop a good “performance” measure• Variable data is preferred

THE SCOPE:• Narrow scope/likely to be solved in a 90 day time frame• Use your mentor or any other Black Belt to help with “scoping”

HOW TO IDENTIFY:• Create a Pareto of defects for an area, department, product line, etc.• Talk to process owners• Talk to your customers • Develop a “potential” project list• Use your mentor or any other Black Belt to help with the scope of your project

WHEN DOES YOUR PROJECT NEED TO BE IDENTIFIED?• The earlier the better… yesterday would have been good• Consider going into week 1 training with more than 1 potential training project to choose from • Final decisions should be made right after week 1 of training.

Definition of a Process (SIPOC) I P O Inputs Process Output(Sources of Variability) (Measures of Performance)

Process(Activity)

A blending of inputs to achieve the

desired outputs

Perform a service

Produce a product

Complete atask

Material

Machine

Measurement

Methods

Mother Nature

Manpower

Any sequence of events that can be described with a SIPOC can be improved with DMAIC

Su

pp

lier

Cu

stom

er

10

Microsoft Word template available on website11

See V-2 to 7

January 15, 1987

Motorola officially launched the concept of Six Sigma on this date and set the Six Sigma goal of achieving less than 3.4 defects per million opportunities throughout an organization

12

Happy Birthday!