six sigma white belt material

8/11/2019 Six Sigma White Belt Material

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Lean Six Sigma White Belt Certification

The purpose of this course:

This brief course is designed to providea general background regarding six

sigma, where it comes from, why it is

used and the very foundationalconcepts upon which it is built.

Copyright, Management and StrategyInstitute

Copyright, Management and Strategy Institute


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History of Six Sigma

Although referred to regularly in todays workingworld, the Six Sigma methodology is a relativenewcomer to the landscape of theories andpractices to work quality. In 1986, Bill Smith was

the first person to take forward this principle. Hewas working for Motorola at the time and hadbeen fascinated with ways to improve workingpractices. Making them more efficient and

effective by pushing ahead with qualityimprovements. Trying to get the most from amanufacturing production line.



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The idea that Mr. Smith came up with was towork on a way to minimize defects in productionthrough continuous improvements. He

recognized that every manufacturing andbusiness process could be measured, analyzed,and improved based on analysis and thencontrolled to stay within that new process.

Continuing to do this would reduce variations inprocess; therefore produce output much moreeffectively, meeting the desires of the customer.




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Six Sigma clearly focuses on measuring the

impact of an improvement project. It requires

buy-in across the business for the project tomake changes based upon those

measurements, irrespective of personal

views. Guesswork and assumptions have noplace in Six Sigma, it is a precise process.




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A Six Sigma White Belt is an entry-level

certification for those individuals who simply

need to have a basic understanding of what

Six Sigma is. These individuals are notinvolved in a Six Sigma project, but may work

in a company or department going through a

Six Sigma process improvement.


Six Sigma White Belt


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A Six Sigma Yellow Belt is typically a subject-

matter expert in a particular subject being

reviewed within the Six Sigma project. These

members are generally not involved with theSix Sigma project directly, but may provide

information and assistance to Green Belts so

that they can better understand a certainsegment of the business.


Six Sigma Yellow Belt


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A Six Sigma Green Belt is an employee whotakes up Six Sigma implementation along withhis or her other job responsibilities, operating

under the guidance of Black Belts. A Green Belt works to understand which

business processes are not performing asneeded, identify root causes of problems,analyze and improve contributing factors, andsustain gains in those improvements.


Six Sigma Green Belt


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A Six Sigma Black Belt has knowledge of Six

Sigma philosophies and principles and leads a

team during a Six Sigma project. They must

have both leadership and projectmanagement skills to be successful.


Six Sigma Black Belt


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A Six Sigma Master Black Belt is in charge of

training Black Belts and Green Belts in Six Sigma

processes. They are also a go-to reference for

ideas and theories during a project. A Six Sigma Champion is a senior executive within

the organization whose role is sponsoring specific

projects. They have the authority within theorganization to allocate resources for the project.


Six Sigma Master Black Belt / Champion


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An Overview of DMAIC

The purpose of this module:

This module will provide a basic understanding

of the Define, Measure, Analyze, Improve, andControlDMAIC fundamentals at the core ofSix Sigma methodology.



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The DMAIC Method

Every Six Sigma project will follow the same

process in a systematic and uniform method

known as DMAIC, an acronym made up from

the first letters of each elementDefine,Measure, Analyze, Improve, Control.



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The DMAIC Method

This is a formalized problem solving method

which is designed to improve the effectiveness

and ultimate efficiency of the organization.

This module will provide a basic

understanding of the concept and how it

applies to the life cycle of a Six Sigma project.



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The DMAIC Method

The Steps to a Solution:

Define

This first stage sets the context within whichthe Six Sigma project is to be performed.



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The DMAIC Method


Measure

The second stage is where the starting pointmetrics are recorded to baseline the current

performance level and constraints of the

process to be worked upon.



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The DMAIC Method


Analyze

The third stage reviews the metrics. Using avariety of tools one gains an understanding of

the cause and effects within the system being

looked at.



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The DMAIC Method


Improve

The fourth phase focuses on fully

understanding the top causes identified in theAnalyze phase, with the intent of eithercontrolling or eliminating those causes to

achieve breakthrough performance. Theoverall theme for the Improve phase isprocess redesign.



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The DMAIC Method


Control

The final phase is about sustaining the changes

made in the Improve phase to guarantee lastingresults. The best controls are those that requireno monitoring (irreversible product or processdesign changes). But oftentimes there areprocess settings, setup procedures, etc., that

require employees to follow specificrequirements in daily operationsthese itemsare typically documented in a control plan.



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The DMAIC Method

In some Six Sigma organizations you will seethe DMAIC method with a small r precedingthe acronym in the form of rDMAIC. The r is

used for a recognition phase, which is wherethe identification of the project takes place.This tends to be used in some operationaldelivery environments to confirm the need for

the change to take place rather than theexistence of Six Sigma irrespective of theappropriateness of the targeted area.



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The DMAIC Method

The 5 stages to improving the business

process can be defined as a series of steps or

rungs on a ladder, where they follow in

sequence with the activities of each stagebeing dependent upon the outcome of the

previous stage.



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The DMAIC Method

The define stage begins the process ofimprovement. Here we are writing the problemstatement, objective of goal, and formallylaunching the activities to apply Six Sigma

methodology. Once we know this, we can thenstart to understand the process throughmeasurement of the associated activities. Wecan determine the range of the process so that

we know what limits we can work within, thenconfirm the accuracy of the metrics collated onthe process. Thus ensuring that they are valid tobe used as a benchmark for improvement.



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The DMAIC Method

With the metrics available we need to define therelationship within the process. Here we use thisdata to define the y = f(x) + function. This willenable us to begin looking at potential for

refinement and improvement within the processand look at the causes of error or failure withinthe process. Having identified where thesevariances are occurring in the function, we can

determine how to improve the function withsolutions to achieve the original goal or solve theproblem statement.



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The DMAIC Method

Having arrived at one or more solutions we

then implement the new process or system

within a controlled environment and take a

period of monitoring to ensure consistentachievement with a release into the business

normal of the improved process to maintain

the identified results.



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The DMAIC Method

When looking at who undertakes the work ateach stage of the DMAIC journey, the need forBlack and Green Belts at every stage is evident.However, in the definingstage, the activity will be

a mutual collaboration with localizedmanagement and the appointed Black Beltproject lead. This is where the project leadsexperience and knowledge is used to clearly

define a workable problem statement and ensurecomprehension of the task at hand and its likelyimpacts.



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The DMAIC Method

The Measure, Analyze and Improve stages will

be undertaken within the project team. The

Green and Black Belts use all his or her skills to

undertake this work, pulling information andsubject knowledge from the business, through

clever use of Yellow Belts and the process

owner(s).



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The DMAIC Method

The Control stage is the release of

responsibility from the project team to the

business. It is where the process owner takes

back control of the process and with thesupport of the Six Sigma project team, ensures

the sustainability of the improvement into the

future.



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What is Lean?


The purpose of this module:

This module will provide a basic understanding Lean

within Six Sigma methodology.


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Definitions of Lean Lean -The core idea is to maximize customer value while

minimizing waste. Simply, lean means creating more value forcustomers with fewer resources. A lean organization understandscustomer value and focuses key processes to continuously increase

it. The ultimate goal is to provide perfect value to the customerthrough a perfect value creation process that has zero waste.*

Value - The capability provided to a customer at the right time at anappropriate price, as defined in each case by the customer. Features

of the product or service, availability, cost, and performance aredimensions of value.

Waste - Any activity that consumes resources but creates no value.

Copyright, Management and StrategyInstitute* What is Lean. Lean.org/whatislean/


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What is Lean? Lean focuses on eliminating waste in

processes

Lean is about expanding capacity by reducingcosts and shortening cycle times

Lean is about understanding what is important

to the customer Lean is not about eliminating people



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Thinking Lean Specify value

can only be defined by the ultimate customer

Identify the value stream

exposes the enormous amounts of waste Create flow

reduce batch size and WIP (work in progress)

Let the customer pull product through the value stream make only what the customer has ordered

Seek perfection continuously improve quality and eliminate waste

From Lean Thinking by Womack and Jones



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Benefits Lean provides tangible benefits

Reduces costs not just selling price Reduces delivery time, cycle time, set-up time

Eliminates waste

Seeks continuous improvement

Improves quality

Improves customer ratings and perceptions

Increases overall customer satisfaction

Improves employee involvement, morale, andcompany culture

Helps transform organizations



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End of Course

The Management and Strategy Institute alsooffers Six Sigma Certification at the followinglevels:

Six Sigma Yellow Belt - $99.95

Six Sigma Green Belt - $199.95

Lean Six Sigma Green Belt - $199.95

Six Sigma Black Belt - $299.95 Six Sigma Lean Black Belt - $299.95

Lean Six Sigma Master Black Belt - $299.95* You must be a certified Black Belt through MSI to qualify for the

Master Black Belt certification.



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End of Course

Thank you for viewing our Lean Six Sigma

White Belt Certification training. You may

now proceed to take the final exam.

Copyright, Management and StrategyI i

six sigma white belt material

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