1.0 Introduction: Overview of Six Sigma
Value of Six Sigma
Recognize why organizations use Six Sigma and understand the origins of Six Sigma.
Organizational Drivers and Metrics
Recognize key drivers for business (profit, market share, customer satisfaction, efficiency, product differentiation) and how key metrics and scorecards are developed and impact the entire organization.
2.0 Six Sigma—Define
Define and describe SIPOC
Owners and Stakeholders
Identify process owners, internal and external customers, and other stakeholders in a project.
Identify Customers and Customer Segmentation
Identify and classify internal and external customers as applicable to a particular project, and show how projects impact customers.
Collect and Classify Customer Data
VOC, Survey Methods, Kano Analysis.
Translate Customer Requirements
Translate customer feedback into project goals and objectives, including critical to quality (CTQ) attributes and requirements statements. Use of Quality Function Deployment (QFD) to translate customer requirements into performance measures.
Project Identification and Planning Tools
Define, select, and use:
- Affinity Diagrams
- Interrelationship Digraphs
- Tree Diagrams
- Prioritization Matrices
- Matrix Diagrams
- Process Decision Program (PDPC) Charts
- Activity Network Diagrams – Gantt Charts, PERT and CPM.
Organizational Goals and Six Sigma Projects
Describe the project selection process including knowing when to use Six Sigma DMAIC methodology.
Project Charter and Project Metrics
Define and describe elements of a Project Charter. Development of metrics – COQ, DPU, DPMO, RTY.
Team Stages and DMAIC
Define and describe the stages of team evolution, including forming, storming, norming, performing, adjourning, and connectivity with DMAIC.
Six Sigma – Team Roles and Responsibilities
Describe and define the roles and responsibilities of participants on Six Sigma teams, including black belt, master black belt, green belt, champion, executive, coach, facilitator, team member, sponsor, process owner, etc.
3.0 Lean principles in the organization
Lean concepts and tools
Define and describe concepts such as value chain, flow, pulls, perfection, etc., and tools commonly used to eliminate waste, including kaizen, 5S, error-proofing, value-stream mapping, etc.
Value-added and non-value-added activities
Identify waste in terms of excess inventory, space, test inspection, rework, transportation, storage, etc., and reduce cycle time to improve throughput. (Understand)
4.0 Six Sigma—Measure
Develop and review process maps, flowcharts, etc.
Process Inputs and Outputs
Identify process input variables and process output variables (SIPOC), classify as CTQs and CTPs including Control & Noise CTPs.
Probability and Statistics
Distinguish between enumerative (descriptive) and analytical (inferential) studies, and distinguish between a population parameter and a sample statistic.
Basic Probability Concepts
Describe and apply concepts such as independence, mutually exclusive, multiplication rules, etc.
Types of Data and Measurement Scales
Identify and classify continuous (variables) and discrete (attributes) data. Describe and define nominal, ordinal, interval, and ratio measurement scales.
Data Collection Methods
Define and apply methods for collecting data such as check sheets, stratification, coded data, etc.
Techniques for Assuring Data Accuracy and Integrity
Define and apply techniques such as random sampling, stratified sampling, sample homogeneity, etc.
Define, compute, and interpret measures of dispersion and central tendency, and construct and interpret frequency distributions and cumulative frequency distributions.
Depict relationships by constructing, applying and interpreting diagrams and charts such as stem- and leaf plots.
Describe and interpret binomial, and Poisson, normal, chi square, Student’s t, and F distributions.
Central Limit Theorem and Sampling Distribution of the Mean
Define the central limit theorem and describe its significance in the application of inferential statistics for confidence intervals, control charts, etc.
Measurement System Analysis
Calculate, analyse, and interpret measurement system capability using repeatability and reproducibility (GR&R), measurement correlation, bias, linearity, percent agreement, and precision/tolerance (P/T)
5.0 Six Sigma—Analyse
Root cause analysis, cause and effects analysis.
Failure Mode and Effects Analysis (FMEA)
Define and describe failure mode and effects analysis (FMEA).
Plotting sequential data and analyse for normality, trends, patterns.
Create and interpret multi-vari studies to interpret the difference between positional, cyclical, and temporal variation.
Simple Linear Correlation and Regression
Interpret the linear regression equation and determine its statistical significance. Use regression models of Six Sigma.
6.0 Six Sigma—Improve and Control
Process Capability and Performance
Identify, describe, and apply the elements of designing and conducting process capability studies.
Process Performance vs. Specification
Distinguish between natural process limits and specification limits.
Process Capability Indices
Define and calculate Cp and Cpk, and assess process capability.
Process Performance Indices
Define and calculate Pp, Ppk, and assess process performance.
Short-Term vs. Long-Term Capability
Describe the assumptions and conventions.
Process Capability for Attributes Data
Compute the Sigma level for a process and describe its relationship to Ppk.
Statistical Process Control (SPC)
Define and describe how rational sub-grouping is used.
Describe the objectives and benefits of SPC.
Selection and Application of Control Charts
Identify, select, construct, and apply the following types of control charts: X-bar −R, X-bar−s.
Analysis of Control Charts
Interpret control charts and distinguish between common and special causes using rules for determining statistical control.
Control Plans, SOPs, Work Instructions
Developing these documents and assisting in implementing controls and monitoring systems.
- To understand the value of Six Sigma
- To understand organizational drivers and metrics
- To understand organizational goals and Six Sigma projects
- To understand the Lean principles in the organization
- To understand how Quality Function Deployment fits into DFSS process
- To analyse the difference between DFMEA and PFMEA
- To understand the road map for DFSS
- To analyse the process elements (recognize how processes cross various functional areas and the challenges that result for process improvement efforts)
- Managers, Team Leaders, supervisors and all employees who want to apply quality control process, efficiency
- Quality System Managers
- Operation Managers
- Production and Materials Managers
- HR Managers
- Finance, Sales, Marketing and commercial managers
- Senior consultants
- Employees seeking career growth
Mr Gajendra Balasingham
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