《[]Green Belt Exam Study Guide.ppt》由会员分享，可在线阅读，更多相关《[]Green Belt Exam Study Guide.ppt（174页珍藏版）》请在三一办公上搜索。
1、Six Sigma Quality Overview,Two Meanings of“Sigma”,The term“sigma”is used to designate the distribution or spread about the mean(average)of any process or procedure.For a business or manufacturing process,the sigma capability(z-value)is a metric that indicates how well that process is performing.The
2、higher the sigma capability,the better.Sigma capability measures the capability of the process to perform defect-free work.A defect is anything that results in customer dissatisfaction.,s,GEs Quality Goal,Although GEs quality levels were equal to or better than those of its competitors,in late 1995G
3、E set a stretch goal to reach 6s quality by 2000GE 1996:31/2s35,000 defects per million opportunities96.5%good results GE goal:6s3.4 defects per million opportunities 99.9997%good results-nearly flawless performanceTo reach goal,must reduce defect rate by factor of 10,000!,Enormous challenge,Definit
4、ions,CTQCritical-to-Quality attribute,An attribute important to the customer-A“Y”ResponseOpportunityAny measurable event that provides a chance of not meeting specification limits of a CTQDefectAnything that results in customer dissatisfaction.Anything that results in a non-conformance.DPMODefects P
5、er Million OpportunitiesSigma The probability of defect,a measure Capabilityof process capability,measured in(z-value)units of standard deviationsMBBMaster Black Belt-A Full-Time Teacher and Mentor of Black Belts.BB Black Belt-Full-Time,Trained Resource who Completes 5-10 Projects to Reduce DefectsG
6、BGreen Belt-Trained Resource who Completes 2 Projects to Reduce Defects,CenterProcess,ReduceSpread,Defects,The Statistical Objective of Six Sigma,Reduce Variation&Center ProcessCustomers feel the variation more than the mean,Process Off Target,Excessive Variation,The Focus of Six Sigma,YDependentOut
7、putEffectSymptomMonitor,X1.XnIndependentInput-ProcessCauseProblemControl,To get results,should we focus our behavior on the Y or X?,1994 Dr.Mikel J.Harry V3.0,f(X),Y=,Historically the Y,with Six Sigma the Xs,D-M-A-I-C,For Each Product or Process CTQ Define,Measure,Analyze,Improve,&Control,Y=f(X),Def
8、ine AIdentify Project CTQs Project CTQs(1)BDevelop Team CharterApproved Charter(2)CDefine Process MapHigh Level Process Map(3)Measure 1 Select CTQ Y Customer,QFD,FMEA Project Y(4)Characteristics 2 Define Performance YCustomer,BlueprintsPerformance Standard Standards for Project Y(5)3Measurement YCon
9、tinuous Gage R&R,Data Collection Plan&System Analysis Test/Retest,Attribute MSA(6),Data for Project R&R Y(7)Analyze 4Establish Process YCapability Indices Process Capability Capability for Project Y(8)5Define Performance YTeam,BenchmarkingImprovement Goal Objectives for Project Y(9)6Identify Variati
10、on SourcesXProcess Analysis,Prioritized List of all Xs Graphical Analysis,(10)Hypothesis Tests Improve 7Screen Potential CausesXDOE-Screening List of Vital Few Xs(11)8Discover Variable XFactorial Designs Proposed Solution(13)Relationships 9Establish Operating Y,XSimulationPiloted Solution(14)Toleran
11、cesControl10Define&Validate Y,XContinuous Gage R&R,MSA Measurement System on Test/Retest,Attribute Xs in Actual Application R&R11Determine Process Y,XCapability IndicesProcess Capability Y,X Capability(15)12Implement Process XControl Charts,Sustained Solution(15),Control Mistake Proof,FMEA Documenta
12、tion(16),StepDescriptionFocus ToolsSSQC Deliverables,The 12 Step Process,Define Phase-Identify Project CTQs,C.Define Process Map,B.DevelopTeam Charter,Deliverables:1)Develop The Business Case2)Develop The Problem and Goal Statements3)Determine Project Scope4)Select Team&Define Roles5)Set Project Mil
13、estones,Deliverable:High Level Process Map Connecting the Customer to the Process,Who Is the Customer?,Customer-Whoever receives the output of your process.Internal Customer Vs.External CustomerOutput-The material or data that results from the operation of a process.Process-The activities you must p
14、erform to satisfy your customers requirements.Input-The material or data that a process does something to or with.Supplier-Whoever provides the input to your process.,Customer,Process,Input,Output,Supplier,What is critical to the quality of the process?according to your customer!,CTQ,Define Phase,C.
15、Define Process Map,B.DevelopTeam Charter,Deliverables:1)Develop The Business Case2)Develop The Problem and Goal Statements3)Determine Project Scope4)Select Team&Define Roles5)Set Project Milestones,Deliverable:High Level Process Map Connecting the Customer to the Process,Team Chartering,A Charter:Cl
16、arifies what is expected of the teamKeeps the team focusedKeeps the team aligned with organizational prioritiesTransfers the project from the champion to the improvement team,Five Major Elements of a Charter,Business CaseExplanation of why to do the projectProblem and Goal StatementsDescription of t
17、he problem/opportunity or objective in clear,concise,measurable termsProject ScopeProcess dimensions,available resourcesMilestonesKey steps and dates to achieve goalRolesPeople,expectations,responsibilities,Define Phase,C.Define Process Map,B.DevelopTeam Charter,Deliverables:1)Develop The Business C
18、ase2)Develop The Problem and Goal Statements3)Determine Project Scope4)Select Team&Define Roles5)Set Project Milestones,Deliverable:High Level Process Map Connecting the Customer to the Process,Define Phase-Define Process Map,Business Process Mapping,Process Map,Process,Measures,Measures,Flow,Thinki
19、ng,The Focus is on the Customer:COPIS,Steps of Process Mapping,Name the processIdentify the outputs,customers,suppliers,&inputsIdentify customer requirements for primary outputsIdentify process steps,Suppliers,Inputs,Customers,Outputs,Requirements,Process,CAP Tools,Tools to Get Started:ARMI Model,Wh
20、at:Why:How:,A tool to determine individuals and/or groups whose commitment is essential for project successTo ensure that the project leader has identified Key StakeholdersList individuals/groups involved in the process and identify project function,ARMI Model,A Approval of team decisions outside th
21、eir charter authorities,i.e.,sponsor,business leaderRResource to the team,one whose expertise,skills,or clout may be needed on an ad hoc basisM Member of team,with the authorities and boundaries of the charterIInterested party,one who will need to be kept informed on direction,findings,if later supp
22、ort is to be forthcoming,Key Stakeholders,PROJECT PHASE,Startup/Planning,Implementation,Evaluation,In/Out of the Frame,Tool:In/Out of the Frame-This is a visual tool based on the analogy of a picture frame.It challenges the team to identify those aspects of the project(the type and extent of end res
23、ults or deliverables,the people impacted,timing,product lines impacted,sites involved,etc.)which are“in the frame”(meaning clearly within the scope of work),“out of the frame,”or“half-in-half-out”(meaning this is either up for debate,or some aspects are in the scope of work but only in a partial way
24、.),Uses:Not as complex as SIPOC,but useful when you feel there are many“boundary issues”facing the team(differences of opinion as to what is and isnt in the scope of work).,In the Frame/Out of the Frame Flip Charts,In/Out of the Frame,Steps:1.Gather all storyboard materials and find a wall space lar
25、ge enough to accommodate the completed chart.2.Help the team get organized to complete the chart.A hint here:encourage team members to use the location of cards they place on the chart to indicate how strongly they feel about a particular aspect of the project(a card placed in the middle of the fram
26、e signifies a strong sense that this aspect is clearly within the scope of work,while one placed near the border refers to an aspect that a person is a bit suspicious about).3.Draw a large square picture frame on a flip chart(or use tape on a wall)and use this metaphor to help the team identify what
27、 falls inside the picture of their project and what falls out.This may be in terms of type and extent of end results,people impacted,time frame,product lines,sites,etc.3.Discuss with Champion/Functional Leader and other key stakeholders and resolve differences.4.OPTION:You might want to instruct the
28、 team to place their cards on the chart without talking to one another and then to have a 5-10 minute silent team huddle to resolve differences.That is,in silence,team members begin to move the cards others have placed on the chart to“get it right”from their perspective.If a card is moved and the or
29、iginator of it disagrees,he/she can move it back,but then a dot is placed on it to signify that some discussion is warranted.Having to work in silence is challenging for a talkative team and can be both fun and a nice change of pace,and,they are really ready to talk when the time is up.,Threat vs.Op
30、portunity Matrix,Tool:Threat vs.Opportunity Matrix-Best Practice organizations know how to frame the need for change as more than a short-term threat.They work to find ways to frame the need as a threat and opportunity over both the short and long term.By doing so,they begin to get the attention of
31、key stakeholders in a fashion that ensures their involvement beyond what can be gained from a short-term sense of urgency.,Uses:Building the case for change is one of the first and most important tasks of the team.This simple tool helps the team discover how to frame the need for change more broadly
32、 and perhaps break some old habits about change only as it applies to a short-term threat.,Steps:1.Working individually,team members pick which of the four quadrants fits the need for change for this change initiative.Team members share their perceptions and then debate and discuss similarities and
33、differences.2.Individuals then write a 3-4 sentence statement of the need for change using language that speaks to as many of the four quadrants as possible.3.Team members read their statements and the team debates and discusses each to create a statement that encompasses the best of each individual
34、 effort.This statement is then modified to appeal to key constituent groups(manufacturing,marketing,engineering,etc.).4.OPTION:Though most teams find this discussion fairly straightforward,some struggle with the degree of specificity required to really frame the need for change along both dimensions
35、.Therefore,it may be useful to begin this discussion and then table it for additional work once the vision has been articulated and the key stakeholders have been identified.It is not unusual to find a team finally ready to use this tool after they have worked on the vision and begun to do a stakeho
36、lder analysis.,Threat vs.Opportunity Matrix,GOALS-How clear and in agreement are we on the mission and goals of our team/projects?,G.R.P.I.Check List,Tool:G.R.P.I.Check List-This tool is based on a simple model for team formation.It challenges the team to consider four critical and interrelated aspe
37、cts of teamwork:Goals,Roles,Processes and Interpersonal relationships.It is invaluable in helping a group become a team.,Uses:An excellent organizing tool for newly-formed teams or for teams that have been underway for a while,but who have never taken time to look at their teamwork.Ideally,this tool
38、 should be used at one of the first team meetings.It can and should be updated as the project unfolds.,Low,High,ROLES-How well do we understand,agree on,and fulfill the roles and responsibilities for our team?,PROCESSES-To what degree do we understand and agree on the way well approach our project A
39、ND our team?(Procedures and approaches for getting our project work done?For running our team?),INTERPERSONAL-Are the relationships on our team working well so far?How is our level of openness,trust,and acceptance?,G.R.P.I.Checklist,G.R.P.I.Team Model,G.R.P.I.Check List,Steps:1.Distribute copies of
40、the check list to all team members prior to a team meeting.Invite team members to add details/examples on each of the four dimensions of the check list.Ask each team member to bring his/her completed checklist to the team meeting.2.At the team meeting discuss and resolve issues related to the check
41、list.3.Share certain aspects with Champion/Functional Leader if appropriate.4.OPTION:When there is considerable disagreement or tension within the team environment,team members can choose to complete the questionnaire individually and turn it in to a neutral party who will collate the data and give
42、it back to the team in an aggregate fashion(thus protecting the anonymity of individual team members).,G,We understand and agree on our project mission and the desired outcome(vision).,We know who the project stakeholders are,what they require,and why this project is really needed.,We have identifie
43、d specific,measurable&prioritized project goals&deliverables linked to our business goals.,We understand/agree on what in/out of our project scope&tasks.The project scope is“set”.,R,Roles&Responsibilities,We have defined&agreed on our roles,responsibilities,required skills,and resources for our proj
44、ect team,Authority&Autonomy,Out team is clear on the degree of authority/empowerment we have to meet our project mission.,Assessing Project Team Status,How would you rate the degree to which your team presently has CLARITY,AGREEMENT,and EFFECTIVENESS on the following GRPI-related elements?,G.R.P.I.C
45、heck List,Expanded Version of the Tool:Useful when a more detailed look at team elements is required.,0%,25%,50,%,100,%,P,We know and are focusing on the key factors needed to meet the project goals and mission,We have an effective game plan to follow that includes the right tasks;clearly defined/as
46、signed.,We have an effective monitoring process and specific metrics linked to progress and goals,We have defined our project schedule and know what the key phases and milestones are.,I,We have shared expectations,agreed and followed guidelines for how our team works together,We have the necessary r
47、elationships,trust,openness,participation and behaviors for a healthy&productive team.,Assessing Project Team Status(Cont.),G.R.P.I.Check List,Measure Phase,Define AIdentify Project CTQs Project CTQs(1)BDevelop Team CharterApproved Charter(2)CDefine Process MapHigh Level Process Map(3)Measure 1 Sele
48、ct CTQ Y Customer,QFD,FMEA Project Y(4)Characteristics 2 Define Performance YCustomer,BlueprintsPerformance Standard Standards for Project Y(5)3Measurement YContinuous Gage R&R,Data Collection Plan&System Analysis Test/Retest,Attribute MSA(6),Data for Project R&R Y(7)Analyze 4Establish Process YCapa
49、bility Indices Process Capability Capability for Project Y(8)5Define Performance YTeam,BenchmarkingImprovement Goal Objectives for Project Y(9)6Identify Variation SourcesXProcess Analysis,Prioritized List of all Xs Graphical Analysis,(10)Hypothesis Tests Improve 7Screen Potential CausesXDOE-Screenin
50、g List of Vital Few Xs(11)8Discover Variable XFactorial Designs Proposed Solution(13)Relationships 9Establish Operating Y,XSimulationPiloted Solution(14)TolerancesControl10Define&Validate Y,XContinuous Gage R&R,MSA Measurement System on Test/Retest,Attribute Xs in Actual Application R&R11Determine P
