Day 1:

SEssion 1:

Day 1:-- DEFINE

Day 2- -- MEasure
Day 3----- MEASURE
Day 4--- ANalyze
Day 5----Anal;yze--
Day 6--- Improve and control
Day 7--- Revision + DOE

3 Case studies
1 Case study template

Day 2--- One project in hand

DMA---

PPT with me
MINITAB--- 1 month--- 15-16-17-18

Manufacturing
Day to day life
___________________________________________________________________________________
______________________________________________________________________

3.4 defects in a million opportunity

SIgma is standard devuiation---99.99966% process accuracy
Statistical methodology---
Reuction of variation in process

Aviation industry works at 12 sigma

F1-- 9 sigma level

- Statistical approach to improve process capability/capacity by reducing standard

deviation---- normal distribution of the data

1) WHy improvement?
Customer retention/ satisfaction
Productivity enhancement
COst reduction-------------------------
-- COPQ / COQ-------------------------------------
1) COst of Rework
2) COst of Appraisel
3) COst of Prevention
4) Cost of failure/ opprtunity cost

12 sigma--- 99.9999999999765%0.000000000000335%

1) Pasted the label myself------------ Rework--------------------------------

(Maximum)
2) Ask the quality inspector to check every bottle----approasel cost
3) Training---------------- Preventive--------------------------------- Minimum--
(Long term)

Preventive actions only

2) Why six sigma?.. criteria when should use six sigma?

Rejction percentage is 40%----30----20---10----5-- 3%--

1) 5S- ----- " A place for everything & Everything at its place"
SOrting
Set in order
Shine
Standardise
Sustain
Safety----

2) Quick wis approaches-

TPM- Total Productive Maintenance---- Take help from customer (Internal
/External) to help improve your processes--- Employee engagement

customer involvement
KAIZEN--Continious improvement---- continual improvement-
TOC-- Theory of Constraints-- Identify the constraint & expoit the constraint

___________________________________________________________________________________
_____________
3) LEAN-- Waste elimination
Identify the waste

4) Six SIgma----- Variation reduction

___________________________________________________________________________________
___________
LEAN SIx SIgma

to reduce the time taken by me to reach office

40 Mins-----------------25 Mins

MAP the process

1) Get up -------------- 5 mins--

2) Freshen up------------ 5 mins--

5) Clothes-----------------5 Mins
7) Drive the bike---------10 Mins
-------------
40 Mins----- 25 Mins----- 15 mins
 DMAIC-------------------
DMADV ---- Design verify
Develop Validate
IMDOV-- Initiate Measure Develop observe and Verify
IDOV-----Initiate Develop observe Validate

DMAIC---1) Capability enhancement project

2) ALready having a system / process in place

DMADV----1) Capacity increment projects

2) No process in place

Capacity Vs Capab ility

Capacity -- How much you can Produce

Capabiolity-- your ability to utilise the capacity

Top speed--- 300 KMPH----

220 KMPH----270-----29---- 300---- 330----

Levels

W/Y -----4 hours of quality training session--- LEAN

GB----- 4 Days--- implement SS approach
BB------8 Days---- Deeper statistical understnading of the concept
MBB--------------- + Change management

Ailment -- stomach ache

- Diagnose---- Family history
Recent past

Tests-------- statistical tests

9----- Medication0

Identify the problem

-- list down the causes

statistical tests--- Improve the system

--
PROVE IT

1) TOp down approach--- for implementation

Identify the problem
Validate the problem
Identify the root cause
Validate the cause
Improve the system

2) Bottoms up approach------- for our learning

Identify the problem

Identify the root cause
Validate the cause
Improve the system

Motorola----- GE~ 2 $ bn

MAIC
D
DMAIC

Business Cycle in Six SIgma

1) Business Problem--------------------------2) Statistical problem

4) Business Solution-----------------------3) Statistical solution

-----------------------------------------------------------------------------------
--------------------------------------------------------------------------

DEFINE= identifying and defining the problem

1) Identify the project

1) Identify the customer-- (Internal / External)
2) Capture the VOC--------------- Verbatim
3) Priortisation----------13 tools- 1) Control Impact
MAtrix
2) Affinity diagram
3) Kano Model
4) Effort impact MAtrix
5) N/ 3 Voting techniques
6) Screeninig against Must Be
 7) Criteria Based Matrix
8) Nominal Group Technique
9) RPN
10) QFD
11) Pareto CHart
12) Regression
13) Correlation
4) Translate voc into CTQ----- (* Quantifyable)--- 1 CTQ--
5) Priortize the CTQ
2) Management Buy In
6) Project CHarter- LIVE- 1) Business Case---- WHY----
1) Historical refrences
2) FInancial Impact
2) PRoblem Statement / Opportunity
Statement- CTQ in subjective format
GOal Statement- SMART
SPecific / Measurable/
Acheiveable (15-20%) / Realistic / TImebound
- (TO +
Verb--------------------------- Timeline)
3) Project SCOpe---- Scope in-
Scope Out---- Everything
else
4) Project TImelines------- D---2-3 Weeks-
Reviewed by MBB /CHampion
M--- 2-3 Weeks----2-2.5
Months
A---4! Weeks
I- 4-6 weeks
C--- 4-6 Weeks---
3-4 Months
6-8 <Months
5) roLES & rESPONSIBILITIES------
1) RACI----- Activities are known
2) ARMI------ Activities are not
known
___________________________________________________________________________________
____________________
3) Process Mapping

100 Causes-------- Categorise-- control--- Impact

Kano Model

1) Functionality
2) Satisfaction level or decrease the dissatisfaction level------ Industry
benchmark

1) Car breaking down after every 200 KMS------------ 1000 KMS------ 800----
-------1
MUST BE..... Critical priority-------------------- Are not / will not

2) 18 KMPL------------------- (18)-------------------------22 KMPL--------

Competitive priority----- 1 Dimentional ------------------------------Are
more likely to --------2-----1 for six sigma

3) 20% customer---------------------------------- 80% customers-------3----2 six

sigma
Delighters--------------------- May or may not

cost of improvement implementation------ SIX SIOGMA Projkec

Hypothesis Testing

6.8-----7.0---- p[etrol

- Mumbai--- CHurgate----- (Charchgate station--), supplied by MC, 9am-12 Noon

Longitudnal
Lateral--------

COntrol Impact Matrix- Highest-- High control and high impact

Affinity - category--- similarities

Quality--------------------------------------------1)
1) Quality of tea leaf
2) ------- SUgar
3)---------- Milk
4) ----------- condiments

TEMPErature
1) Temp of water
2) Temp of tea
3) Temp of milk

1) Incubation time kamm

2) Incubnation Temp
3) TIme for Incolution
4) Storage temperature
5) Improper handling

Pre Requisities
1) Root cause of the problem should not be known at the very start of the project
2) No replication & Duplication within the same organisation
3) Quantifyable
Minitab-