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Six Sigma Green Belt
Computer-Based Training
The Six Sigma Green Belt CBT will provide information for those needing to use the principles of Six Sigma Problem Solving in their day-to-day job function, but
who do not need to be at a Black Belt level. The CBT will provide the appropriate information for the Green Belt to handle most situations with the assistance of a Black Belt. The Six Sigma Green Belt CBT will cover many areas of Six Sigma Problem solving, requiring general understanding, basic understanding and in-depth understanding of the various principles of Six Sigma.
Six Sigma Green Belt CBT Overview:
Click on the items below to see an expanded explanation.
Over the years, the term 'Six Sigma' has been used to describe a wide variety of programs and initiatives as companies adapted it to their needs. The Six
Sigma process starts with strategic and annual business goals and targets. To accomplish those goals, the right projects must be selected. Then the correct
people must be trained to work on those projects. Improvement plans must be developed and implemented by the teams. Operations must be managed to achieve
excellence. Finally the gains must be sustained. If all of this can be accomplished then the output of the process will be achieving the set goals and targets.
Most companies effect process improvement at some level. However, progress is often at an evolutionary rate. This sections provides some over information
on Kaizen, PDCA, and 8D.
A continuous flow of good Projects is the lifeblood of a Six Sigma Program. Without this flow, a Six Sigma Program will soon fail. Any Six Sigma project
must directly address three factors: improved customer satisfaction, improved bottom line, and directly support the companies strategic critical success
factors.
Teams are established to accomplish something within a timeframe. Energizing and focusing the creativity of all employees on accomplishing the most
important issue the company needs to do is the strength of Six Sigma. This section explains the roles and responsibilities of a Six Sigma team.
Quality costs are those costs associated with making, finding, repairing, avoiding or preventing the occurrence of defects. Quality costs are a measure
of the costs specifically associated with the achievement or non-achievement of product or service quality - including all product or service requirements
established by the company and its contracts with the customers and the society.
Today's projects are more complex than the Great Pyramids, place more stringent demands on time and cost, and require sophisticated techniques to
plan systematically. In life you will make enough mistakes accidentally. You don't need to make any on purpose. Not planning your project is making a mistake
on purpose. To fail to plan is to plan to fail.
The Project Charter is the foundation, the starting point for the Six Sigma Team. It is the Project Sponsor's concise statement of the problem
to be solved, the objectives that are to be attained, and gives the team the basic information they need to get off to a strong start.
Quality auditing provides the organization with objective insights based on data. The main objective of this audit is to establish the initial
"Current State" performance and costs of the processes. This will then serve as the baseline from which improvements and trends are monitored
Benchmarking is the process of comparing the current project, methods, or processes with the best practices of other organizations to quickly
identify improvement opportunities. Often it serves as a "Reality Check" for the Six Sigma Team when they see that the processes of others are
performing at levels that they initially may have considered "impossible" to achieve.
Sometimes referred to as Process Flow Diagramming, Process Mapping is used to document the movement of products or services through the
organization's manufacturing or support process. Special attention should be taken to document redundant activities, for example, the number of
manager approvals that are needed before a decision can be implemented.
Value stream mapping is a tool that helps you see and understand the flow of material, process steps and information as a product or service
makes its way through the value stream. A current state map is drawn by following a product or service's path from the customer to the supplier. This
then serves as a baseline from which lean "future state" maps can be developed.
A lean operating system provides for a Systematic Approach that empowers people to plan how and when they will implement improvements. A lean
system establishes a process so that work units and/or information can flow at a pace required by the customer.
Senior leaders must constantly manage the balance of satisfying Customer needs while meeting the shareholder / stakeholder needs of constantly
increasing the value of the organization. By having both of these needs clearly identified and defined, the Six Sigma Team can optimize the use of the
Six Sigma process to maximize the benefits to the customers and shareholders / stakeholders.
What gets measured gets managed! When the problem is quantified and measured mathematically, you can use the powerful Six Sigma statistical
tools to give managers insights into problems that cannot be seen using any other process. It is the power of statistics that enable managers to make
bolder, more informed decisions that accelerate the rate of positive improvement in their organizations.
The old saying "garbage in, garbage out" is very true. If the measuring system itself produces a significant amount of variability
into the data, any decisions made based on that data carries a high risk of being a bad decision. Measurement systems analysis assesses the quality of
a measurement system to ensure that the measurement system being used is appropriate for the application.
Collecting data provides the information needed to solve problems. Sampling or sample sizes are determined by the acceptable risk that
an organization can endure. The lower the acceptable risk the larger the sample sizes required to mitigate that risk.
When a manager makes a decision, they want a high probability that they will get the benefits the Six Sigma Team have predicted, at the cost the
team has estimated and understand the risks of making that decision.
For a process to be predictable it must first be stable. That is it must consistently produce its output with its range of "Natural"
variability. After a process is stable, then the Six Sigma Team can assess its capability. That is its ability to consistently perform within its
customer's needs / expectations.
Testing hypotheses using statistical methods is similar to making an educated guess based on the probabilities associated with being correct.
Due to sampling variation, an organization can never know with complete certainty whether a decision is right or wrong.
ANOVA, or analysis of variance, compares multiple settings or outputs to determine if there is any statistical significance in the variation
of each setting's output. It is an extremely powerful tool that can identify the true "Root Cause" of a problem. Once the true root cause
has been identified, the Six Sigma team can focus its creativity and resources to eliminate the problem and fail proof the process. It can also be
used to find the optimum settings of Key Process Parameters that will maximize the throughput of the process.
Correlation can be best described as one factor that directly affects another. This affect can either be positive or negative. Regression is
the determining of a statistical relationship between various factors.
A D.O.E. investigates a list of potential factors whose variation might impact the process output. This powerful tool gives managers insight
into how several factors interact with each other. It may well be that the right combination of these factors would create a synergy that would produce
a greater output than otherwise possible. Managers would not be able to attain these synergies without this insight.
Quality Function Deployment is a matrix method that is used to translate customer wants and desires into written requirements. Further deployment
converts requirements to specifications at a component level and finally to the control factors on the process machinery, or "Moments of Truth"
in the service industries. It allows employees to graphically see the impact of how they perform their individual jobs has on the organization's customers.
FMEA, or Failure Mode and Effects Analysis, is an analytical technique used primarily by a design or process responsible engineers/teams as a means
to ensure that, to the extent possible, potential failure modes and their associated causes/mechanisms have been considered and addressed. It is a key
tool to identify potential sources of failures and other waste and prevent them from ever happening.
A typical decision making process would be a Pugh matrix where new options are compared against the current baseline when measured against program
must-haves and wants. It allow the Six Sigma Team to evaluate a broad range of options and select the options that create the most value for the organization.
Other than eliminating the opportunity for errors, mistake proofing is relatively inexpensive to install and engages the operator in a contributing
way. Work teams can often contribute by brainstorming potential ways to thwart error prone activities. There are many examples in consumer products: on
automobiles, warning keys left in ignition; on floppy disks, shield covering disk surface and notch to correct placement; on file cabinets, interlocks
that prevent more than one drawer open at a time.
Control plans are developed to inspect products or characteristics for features that have some probability of being incorrect. There is no reason
to have a control plan if all critical and significant characteristics are mistake-proofed.
Work instructions are the extension of any item from a control plan or special control and identify the "Best Practice" on how to
perform a function. They should be detailed enough to allow the operator, or user of the instruction, to follow it and complete the task with a
very low probability of making an error. It must be as visual as possible and preferably on one sheet of paper.
A powerful, simple tool that makes a distinction between Common and Special Causes of Variation and helps to determine whether a process is
running within established control limits.
Estimated material review time - 30 minutes
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