E Books On Six Sigma 1

Agenda
Agenda and Objectives

Welcome to the Champion training. The goal of this training is to increase your
knowledge and application of the six sigma tools to effectively lead your team of Black
Belts. The six sigma tools reviewed during this training will enable you to determine
the capabilities and current status of a given process as well as assist you in the
selection of a Black Belt project. You will gain an understanding of your role and
responsibilities as a Champion leader.
Objectives
At the end of this training, you will be able to:
• Identify Champion roles and responsibilities.
• Lead Black Belts, Green Belts and Yellow Belts in establishing an effective six
sigma culture.
• Describe the six sigma methodologies in the application strategy.
• Select six sigma projects that can be successful and productive.
Agenda
• Overview of Six Sigma
• Roles and Responsibilities
• Certification Requirements
• The Successful Project
• Wrap-up and Summary
• Glossary
• Appendix
©1999-2001 Six Sigma Qualtec • SSQ Champion 385 • Version 3.1.0 00_Agenda • 1
Overview of Six Sigma
Agenda
• Overview and Objectives
• Six Sigma Overview
• Six Sigma Philosophy
• How to Analyze Data?
• The Six Sigma Predictive Equation
• The Cost Perspective of Y = f(X)
• Why Use a Strategy?
• Six Sigma Methodology and its Success Strategy
• The Six Sigma Application Strategy
• The Six Sigma Success Approach
• Benchmarking Standards
• The Relationship Between Process Complexity and Process Capability
• What Would You Invest?
• Cost of Poor Quality (COPQ)
• Understanding Opportunities
• Six Sigma vs. Traditional Metrics
• The Process Learning Strategy
• Why Use Six Sigma?
• P-A-L Exercise
• Exercise: How Does Your Company Compare to Six Sigma Performers?
• Summary
©1999-2001 Six Sigma Qualtec • SSQ Champion 385 • Version 3.1.0 01_Overview • 1
Overview
This session provides an overview of the six sigma philosophy and success strategy,
methodology and design for six sigma (DFSS). You will gain an understanding of the
impact of “lost opportunities” in your business environment due to the cost of poor
quality (COPQ).
Objectives
At the end of this unit, you will be able to:
• Identify elements of the six sigma strategy.
• Identify elements of the six sigma methodology; including the six sigma approach
to:
■ Business strategy.
■ Data-driven decision-making processes.
■ Problem-solving.
• State the relevance of a process learning strategy in a business environment.
• State the variation in processes and COPQ.
Six Sigma Overview
Six sigma differs from traditional quality improvement programs by focusing on
controlling inputs, as opposed to monitoring outputs. Six sigma incorporates strategic
business needs to meet customer requirements. While traditional process improvement
methods depend on measuring outputs and establishing control plans to shield
customers from organizational defects, a six sigma program demands that problems are
addressed at the input root-cause level. This eliminates the need for unnecessary
inspection and rework of output products or services.
Six sigma requires:
• Leadership Commitment
Achieving six sigma from a cultural point of view is not easy; it requires serious
commitments in time, effort and resources. To be successful, the top executive
leadership in the organization must initiate such a commitment before the
employees are expected to practice it. This commitment is agreed upon and included
in the contract before Six Sigma Qualtec schedules its first session.
• Managing with Data
Running a business based on one's experience or “tribal knowledge” (discussed in
more detail later in this unit) is not enough. Businesses that base decision-making
on the typical “I think” and “I feel” or “In my opinion” practices have been around
for a long time. However, in the long run these decision-making procedures never
pay off.
Today's information economy makes data available to virtually everyone in the
organization-along with the tools to analyze it. Proper usage of data is used to
Measure, Analyze, Improve and Control* performance–forming the foundation of the
six sigma methodology. Adopting the six sigma philosophy leads to a possible
supplement and/or modification of current data collection systems.
• Training and Cultural Change
Improved business performance generally will not happen automatically. If it does, it
cannot be sustained for a long term. High-caliber training is required; followed by
disciplined implementation. The need for change in organizational behavior must be
understood at all levels, while people go about doing their jobs. In short, when
implemented correctly, new ways of thinking, communicating, and operating will
pervade the entire organization over a period of time.
* Six Sigma Qualtec has designated the acronym “MAIC” to signify six sigma
perfomance tools: Measure, Analyze, Improve and Control.
Requirements of Business Change
While not the “silver bullet”, the six sigma approach is a very powerful and proven
approach; an approach that, when deployed effectively will yield dramatic
improvements and change the organizational culture and profitability. What results is
increased customer satisfaction and a greater market share.
The right training, followed by disciplined implementation creates the change.
Champions play a vital motivational role in the deployment of a successful business
culture change by communicating six sigma through the following techniques.
• Revelation: the dramatic disclosure of something previously not known.
• Inspiration: the effective stimulation of the emotions.
• Application: the act of putting something to special use.
• Transformation: the process of reconfiguring the nature of the way you do
business.
The Six Sigma Philosophy
• The Goal: Support/serve customer requirements through transformation of
knowledge–enable capabilities and sustain continuous improvement of
performance, processes, products, service, people and profit.
• The Vision: Drive organizations to design and offer products/services at increasing
sigma levels of quality.
• The Strategy: Provide a data-driven structured approach that addresses causes for
defects; thereby, improving business processes that meet customer
needs.
• The Tools: Use process/product exploration and data analysis to solve the equation
Y = f(X) and translate this solution to practical applications.
The Goal of Six Sigma
Since producing goods and services at a six sigma level is our targeted goal through a
data-driven problem-solving approach, ultimately product/service performance has less
variation and is more predictable.
• As the organization moves toward six sigma quality...
■ Defects are eliminated.
■ Production and development costs are reduced.
■ Cycle times and inventory levels are reduced.
■ Profit margin and customer satisfaction are improved.
■ Significant increases in resource costs are not incurred.
The Purpose of an Organization
Information Organization Value $
Six sigma works regardless of the type of business-a publicly held corporation, a
private institution, discrete manufacturing, process or financial services firm-all
organizations share a common attribute that six sigma addresses very effectively. This
common attribute is the presence of variation.
How Do We Create Value?
Knowledge
Once information is input, we react to it by applying our knowledge. Value dollars are
derived when a product or service meets customers' requirements while returning a
reasonable profit to your stakeholder.
How Does the Organization Deliver More Value to the Customer?
Knowledge
Control Chart
Champion System
• Organizations are made up of two or more “systems” and generally, multiple

systems. The role of each system is to deliver a product based on the information
and knowledge being received.
■ Examples of Systems: manufacturing, human resource, accounting,
information, sales and marketing, and so forth.
■ Inherent within each system is variation.
Tampering
Tampering is changing the operating parameters through the application of experience,
intuition, feelings and conventional wisdom. We call this “tribal knowledge”.
Knowledge
Control Chart
Champion System
Control Chart
Black Belts
Green Belts Processes
Yellow Belts
Task
Although we can graphically represent the variation inherent in the system through
the use of control charts, the fact is that most organizations do not track this
variation. Or, if they do, it is not with enough rigor that the measurements to actually
mean something. As a result, they are unable to distinguish between common cause
variation and special cause variation. They only know that something is wrong. Most
organizations, at this point, begin to tamper with the system. They treat all variation
as if it were common cause.
Example: Tampering
An organization that is bridging orders from the field into their order entry system
experiences a series of bad transactions from one customer. In order to address the
issue and placate the customer, the organization institutes another inspection station
to screen bad orders to that one customer. Eventually, this fix becomes a regular part
of the process and the cost associated with the fix becomes absorbed into the regular
operating expenses of the business. Instead of getting to the root cause of the
problem, the organization contains the problem and incurs the additional cost.
What Happens When We Tamper?
Tampering leads to increasing the size of your hidden organization.
Tampering Overcompensation Chaos
Chaos Atrophy Frustration
Tampering leads to more tampering; you are never done.

Solution to Tampering: MAIC
The six sigma methodology is the antithesis of tampering. In six sigma, you first seek
to understand the practical problem by converting it to a statistical problem. Next,
you solve the statistical problem by using statistical methods. Last, the statistical
solution is converted to a practical solution. The approach is referred to as “MAIC”-an
acronym for Measure, Analyze, Improve and Control.
Practical Problem Measure
Statistical Problem Analyze
Statistical Solution Improve
Practical Solution Control
• The six sigma goal is achieved by focusing on:

■ Cost of poor quality (COPQ).
■ Customer requirements that are critical to quality control (CTQ) in their
process control.
Sigma Short-Term Long-Term
Level PPM PPM
1 158655.3 691462.5 Short- term
2 22750.1 308537.5 distribution
shifted by 1.5σ
3 1350.0 66807.2 to obtain long -
4 31.7 6209.7 term PPM.
5 0.3 232.7
6 0.0 3.4
The Six Sigma Vision
Champions build a positive vision for the future to motivate candidates who qualify as
potential Black Belts. Enlist the cooperation and enthusiasm of these potential Black
Belts to maintain the vision and ensure a successful six sigma cultural change.
A strong vision can be built by addressing the following questions during the “vision
building sessions” with Black Belts.
Vision Building
• Where is the business today?
• Where is the culture today?
Where...
do we want to go?
• How will we know when we get there?
The Six Sigma Success Strategy
Application Implementation
Strategy Strategy
Measure
Analyze
6σ Champions
Black Belts
Improve Projects
Control Reviews
The Six Sigma Tools
Managing with Data
As mentioned earlier, business must be based on data versus the typical “I think,” “I
feel,” or “In my opinion” practices. Data is available to virtually everyone in the
organization-along with the tools for analyzing those data. Properly using data to
Measure, Analyze, Improve, and Control (MAIC) performance forms the foundation of
the six sigma methodology.
Data helps us understand and determine customer requirements. Data measurement
enables a business to pinpoint the gaps between the current and desired levels of
satisfaction. Data provides knowledge about our process.
What is Sigma?
• Sigma: The value of the process standard deviation for any given process
characteristic. It is used to quantify the spread (around the
mean) of a specific process or product characteristic.
• Sigma Level: The business metric used to indicate the performance of a process to
some specification-either internal or external.
• Sigma Score: Also referred to as “Z-scores” that are measurements of progress and
can be rolled up for related business processes.
σ1
Sigma Level
• What is the sigma level of this
characteristic?
• What happens to the level as the σ11
process sigma value decreased?
Why?
• The sigma level of the distribution
at the lower right is four.
• As the process standard deviation σ22
decreases, the sigma level increases.
• This occurs because the sigma level
is a count of the number of standard LSL
LSL USL
USL
deviations to the nearest
specification.
σ11
Normal Distribution
The Gaussian, or “normal” distribution is the most important frequency diagram in
statistics. This bell-shaped curve is also known as the “normal curve”. Normal
distribution is a continuous frequency distribution. The frequency distributions of many
events in nature closely approximate the normal curve. They are said to be “normally
distributed.” Throughout your forthcoming experiences as a Champion, you will
encounter factors in processes that do not represent a normal distribution.
• Normal curves are symmetrical and Z-scores (sigma levels) are used to describe how
far away a value is from the center of the normal distribution. Normally distributed
data reflects common cause variation.
Probability of being within ± 1 Probability of being within ± 2

standard deviation is 68% standard deviations is 95%
0.4 0.4
0.3 0.3
Freq
Freq
0.2 0.2
0.1 0.1
0.0 0.0
-3 -2 -1 0 1 2 3 -3 -2 -1 0 1 2 3
Z Z
Probability of being within ± 3 standard deviations is 99.73%
Probability of being within ± 3 standard deviations is 99.73%
Normal Distribution-Key Points

• Results of processes are probabilistic not deterministic (i.e., time to drive to work
is about the same everyday-adding or subtracting some amount of variation).
• If the influences on the process are just normal random variation, the results will
form a normal distribution when plotted in a histogram.
• Normal distributions have certain characteristics that are used to characterize
them: bell-shaped, symmetry, and so on.
Using Sources of Variation
The sources of variation are unstable parts and materials, inadequate design margins,
inappropriate measurement systems, and insufficient process capabilities. They are the
areas where you will find the vital X's for the predictive equation Y = f(X).
Sources of variation are those areas of a business that produce defects with respect to
a given specification.
Major Sources of Variation
1. Design
2. Parts and Materials
3. Process Capabilities
4. Measurement Systems
5. Organization (Infrastructure)
Major Sources of Variation
Parts
Design Process
and
Margins Capabilities
Materials
Measurement Organization
Systems Infrastructure
Six sigma focuses on addressing and significantly reducing the occurrences of root
causes-inadequate design margins, unstable parts and materials, and insufficient
process capabilities, measurement systems and organization infrastructure.
Long and Short-Term Variation
Over time, the process average will tend to shift the variation represented by chance in
the average value and is referred to as between subgroup variation.
The overall variation represents long-term data. This is mathematically calculated from
the total sum of squares and accounts for both the within and between subgroup
variation.
Short- term
Within Group Long - term
Variation Between Subgroup Variation
Variation
USL
Output
1.5
1.5
LSL
Time 1 Time 2 Time 3 Time 4 Time 5
Time
Attacking the Sources of Variation
What tools should we use?
6σ Tools
Product Scorecard™ 6σ Tolerancing
Design for Manufacturability Discrete Event Simulation
5σ Tools
Designed Experiments Process Mapping
Failure Modes and Effects Measurement Systems Analysis
4σ Multi-Vari Analysis Capability Studies
Tools
Fishbone Diagrams Brainstorming
3σ
Pareto Diagrams SPC Charts
Tools
1-2σ Common Sense Tribal Knowledge
Where is your organization? What kind of tools should you be using?
• The focus of six sigma is to identify causes for unpredictable variables and control
the variables at a predictable level.
■ Process redesign is likely to occur when an organization sets their goal to
increase their current sigma level of quality.
■ Process knowledge increases when new tools are used.
■ The process to develop a new product is called “design for six sigma (DFSS)”
and is used to accomplish six sigma level of quality prior to its
commercialization.
The Six Sigma Predictive Equation
Our ability to make money (Y) is a function of customer satisfaction, inventory returns,
rolled throughput yield and so forth. The more you truly know and understand about
your product and services, the less risk your organization takes.
• The fundamental equation that drives six sigma is:
Y = f(X)
• The output is a function of the inputs and process.
Y: Output (things important to the business)
f: function (how to treat and manage interrelationships)
X: Variables that must be controlled to consistently predict Y
The Cost Perspective of Y = f(X)
Customer Cycle
$ =f ( Satisfaction
Rolled Yield
Delivery
Time
PPM - defects
Productivity
)
Operating Dollars PPM: Internal defects, test rejects, rework, warranty Z-score: Provides
costs.
a common metric
Delivery delinquency rate: Units shipped late
divided by total units shipped to understand the
Supplier Dollars Raw materials received late; forcing production overall process
planning changes.
and/or product
Raw materials received defective.
performance.
Design Dollars Z - performance: Estimates of functionality.
Z - parts: Estimate of supplier quality.
Z - process: Estimate of manufacturing quality.
Design to unit production costs: Material cost plus
labor cost plus work cost.
The Six Sigma Success Strategy
Application Implementation
Strategy Strategy
Measure
Analyze
6σ Champions
Black Belts
Improve Projects
Control Reviews
Six Sigma Application Strategy
Black Belts strategically complete requirements in phases. Each phase entails specific
actions that are necessary before they move on to the subsequent phase. Champions
support Black Belts with guidance during the completion of each phase.
1. Measure
• Define the project scope.
• Map the process.
• Select the output characteristics (the Y's).
• Assess the performance specifications.
• Validate the measurement systems.
• Establish the initial capability (for the Y's).
2. Analyze
• Define the performance objectives.
• Document the potential X's.
• Analyze the sources of variation.
3. Improve
• Screen potential causes.
• Identify the appropriate operating conditions.
4. Control
• Validate the measurement systems (for the X's).
• Implement the appropriate process controls.
• Document what has been learned.
Six Sigma Success Approach
Organizational Issues Traditional Approach Six Sigma Approach

Problem Resolution Fixing (Symptoms) Preventing (Causes)
Behavior Reactive Proactive
Decision-Making Experience-Based Data-Based
Process Adjustment Tweaking Controlling
Supplier Selection Cost (Piece Price) Capability
Planning Short-Term Long-Term
Design Performance Producibility
Employee Training If Time Permits Mandated
Chain-of-Command Hierarchy Empowered Teams
Direction Seat-of-Pants Benchmarking and Metrics
Manpower Cost Asset
Exercise
1. Can you recall a situation within your business in which the company was reactive
to a problem? List the situation.
2. What was the solution to the problem? Did a similar problem reoccur? Why did this
happen in the first place?
3. What do you feel are the benefits of empowered teams vs. a hierarchy chain of
command?
4. How many times have you heard the phrase? “The last time we solved this problem,
we…”
Common Six Sigma Tools
Prelim Design
Detail Design
Production
Concept
Testing
Capability Analysis
Process Mapping
FMEA
Gage R&R
Hypothesis Testing
DOE
Control
Benchmarking Standards
Benchmarking standards refer to the standard measure by which future DPO can be
measured or judged. It is the initial measurement that is used to measure the degree
of success towards a shift to a six sigma level of quality.
Benchmarking an organization involves learning from the “best practices in the
industry”; studying that organization for a given process. However, benchmarking also
involves learning about the customer's process and their requirements for quality.
Benchmarking Data
• Identifying customer value.
• Defining the processes to deliver that value.
• Refining the value-delivery processes.
• Continuing improvement on the value-delivery processes.
The Relationship Between Process Complexity
and Process Capability
(Distribution
Process Capability (Sigma Level)
Short-Term Shifted ± 1.5 σ)
±3 Sigma ±4 Sigma ±5 Sigma ±6 Sigma

1 93.319% 99.379% 99.977% 100.000%
Rolled Throughput
(# of Opportunities)
10 50.086% 93.961% 99.768% 99.997%

Product Complexity
Yield (RTY)
80 0.396% 60.755% 98.156% 99.973%
100 0.099% 53.638% 97.700% 99.966%
150 0.003% 39.284% 96.570% 99.949%
300 0.000% 15.432% 93.257% 99.898%
1,200 0.000% 0.057% 75.636% 99.593%
3,000 0.000% 0.000% 49.753% 98.985%
150,000 0.000% 0.000% 0.000% 60.042% Long-Term
σ toothpick manufacturer (assume one opportunity for a defect): Has an RTY of

4σ
0.99379 (1) = 99.379%
σ mechanical pencil manufacturer (assume 10 opportunities for a defect): Has
4σ
an RTY of 0.99379 (10) = 93.961%
• The number of opportunities refers to “the frequency of mutually exclusive events
(or occurrences of defects independent to each other) for a defect to occur” and
also represents the complexity of a process. This metric will allow us to standardize
the comparison process, when it relates to dissimilar goods and services across a
division or organization.
• The sigma level based on the opportunities, thus enables us to compare dissimilar
goods or services.
• As the sigma level of quality improves, the RTY will improve for a constant level of
opportunities.
What Would You Invest?
• Achieving a cultural change in the way people behave through the successful
completion of six sigma projects.
• Applying the six sigma methodology, associated metrics and knowledge that will
improve the organization's ability to proactively prevent problems.
• Training for Champions to have a clear understanding of their commitments for
successful Black Belt projects before they begin leading their Black Belt teams.
• Improving plans and design, versus improving the product.
Improvement Ratios (Payback)

Improve
Plan
Improve
Design
Improve
Process
Improve
Product
1000 : 1 100 : 1 10 : 1 1:1
Improve Ratios
(Payback)
Cost of Poor Quality (COPQ)
Expenses associated with finding and fixing defects are termed “COPQ” and may
include these hidden costs:
• Failing to meet customer expectations the first time
• Finding and fixing defects (tampering)
• Missing opportunities for increased efficiency
• Overlooking any potential for higher profits
• Accumulating losses in market share
• Increasing cycle time
• Paying labor associated with ordering replacement materials
• Resulting costs associated with disposing of defects (scrapping waste)
• Consuming time with “complaints” handling and non-value-added activities
COPQ often exceeds the profit margin and can be as high as 25-40% of sales for the
average company.
COPQ becomes a hidden organization cost, when it is absorbed into the standard
costing structure.
Traditional COPQ
Easily Identified, but only the
TIP of the ICEBERG
Inspection
Overtime Idle time (tangible)
Defects Rework
Long Cycle Times Lost Sales

Cost of Capital
Missed Commitments
Redundant Processes (less obvious)
Expediting Costs Lost Opportunity Inaccurate Reports
Excessive Planning
Lost Customer Loyalty
Can you name any additional COPQ?
Understanding Opportunities
• Which product is performing better, the pencil or the calculator?
Mechanical
Pencil Calculator
Defects per Unit (DPU) 0.030 0.189
Rolled Throughput
Yield (RTY) 97.04 % 82.78 %
• Which product is performing better, the pencil or the calculator?
Mechanical
Pencil Calculator
RTY = e - dpu
Defects per Unit (DPU) 0.030 0.189 ln(RTY) = - dpu
Rolled Throughput
Yield (RTY) 97.04 % 82.78% dpu = - ln(RTY)
Opportunities 15 97
DPU/Opportunities 0.00200 0.00195
DPMO 2000 1948
Product Sigma Level 4.378 4.386
Note: Assumes the defects were collected in the long-term.

Understanding Opportunities-Key Points
• Use defects per million opportunities (DPMO) only when comparing dissimilar
goods/services.
• Do not apply an opportunity count to any non-value-added operation.
• Maintain the consistency of the “opportunity” by institutionalizing its definition.
Metrics
• Which metric is the ideal one to run your business?
Traditional Metrics
Equipment Util. vs. COPQ Test Yield vs. COPQ
$130,000 $130,000
$120,000 $120,000
$110,000 $110,000
COPQ
COPQ
$100,000 $100,000
$90,000 $90,000
$80,000 $80,000
$70,000 $70,000
$60,000 $60,000
0.825 0.85 0.875 0.9 0.925 0
0.95 0.975 1 80.0% 82.5% 85.0% 87.5% 90.0% 92.5%
Equipment Utilization Test Yield
Six Sigma Metrics

Sigma Level vs. COPQ Cycle Time vs. COPQ
$450,000 $450,000
$375,000 $375,000
$300,000 $300,000
COPQ
COPQ
$225,000 $225,000
$150,000 $150,000
$75,000 $75,000
$- $-
1.00 1.75 2.50 3.25 4.0 0 4.75 5.50 0.00 30.00 60.00 90.0 0 1 20.00
Sigma Level Cycle Time (Minutes)
Metrics-Key Points
• Traditional metrics do not have an acceptable predictability for the level of quality.
• Six sigma metrics have good predictability for profit and cost, based on the level
of quality.
The Process Learning Strategy
Improvement cannot occur prior to the gain of new knowledge.
Data Information Knowledge
Practical questions drive Champion leadership and Black Belt actions. Champions guide
Black Belts in identifying the answers to the most important question, “What is is that
I want or need to know?”
A clear concise answer must be found before the start of any project.
Questions to Begin Process Learning

The organization must learn and understand by collecting the appropriate data.
Action Plan Questions Implementation Action Questions

1. What do I want to know? 1. Where and how can I get his data?
2. How do I want to see it? 2. What type of data does this tool
require?
3. What type of tool produces 3. What type of tool produces this
this picture? picture?
4. What type of data does this 4. How do I want to see it?
tool require?
5. Where and how can I get 5. What do I want to know?
this data?
The more you know and understand your product and service-the less risk your
organization, customers and suppliers encounter.
Why Use Six Sigma?
Many organizations ask themselves “Why use six sigma?” Your organization may
currently be functioning at a four sigma level of quality with a low percentage of
defective goods or services. Using six sigma will involve an investment of time and
money supplemented by a serious commitment from all levels of the organization. The
answer is simple.
Use six sigma because you want to:
• Improve customer satisfaction.
• Improve your profit margins and reduce cost.
• Reduce your cycle times.
• Improve the sigma level of the processes, products and services of your
organization.
• Gain great predictability over your outputs.
• Become selective with suppliers based on the effect of their input on your
processes.
The Six Sigma Product
The product offered is improvement. Through training, guidance and use of the six
sigma tools-the Master Black Belt maximizes potential, translates problems into
solvable equations, and in the process transform clients into Black Belts and
Champions for improvement.
The methods and techniques taught and applied using the six sigma methodology are
not industry specific. They have been introduced to companies that represent a variety
of industries ranging from satellites to tennis balls-all with positive bottom-line results
and performance.
Exercise
Purpose: Obtain the participant's impression of their organizations' business
philosophy.
Agenda: • Complete each section of the survey. Check Yes or No for each
question.
• Take five minutes to complete the survey. A short discussion will
follow.
Limit: 5 minutes
My Business Philosophy Survey

Directions: Complete the business survey report for your business. Check Yes or No.
Our organization’s business... Yes No
1. Uses only tribal knowledge; we do not use data.
2. Collects data simply to say: “We collect data.”
3. Collects data and sometimes look at the numbers.
4. Logically groups the data; we form charts.
5. Uses sample data along with basic statistics.
6. Uses sample data along with inferential statistics.
7. Quantifies processes via prediction equations.
My Business Actions Survey

Directions: Answer each question. Check Yes or No.
Our organization… Yes No

1. Continually implements price reductions for current products.
2. Has an increasing number of competitors.
3. Spends 10–25% of sales dollars on repairing or reworking
a product before it ships.
4. Does not know the best-in-class companies that have similar
processes, but run 100 times more productively.
5. Believes zero-defect goals are neither realistic nor achievable.
6. Has more suppliers required for running the business.
7. Has 5–10% of its clients dissatisfied with the product, the sales
organization, or the service it has provided.
8. Has customers who will not recommend that others purchase
goods or services from us.
Exercise
Directions: Complete each question. List your answer on the spaces provided.
1. Name the two elements of the six sigma methodology.
a)
b)
2. Name the four key elements in the six sigma success strategy.
a)
b)
c)
d)
3. Describe the process learning strategy.
4. Write four action planning questions that would be used in process learning.
a)
b)
c)
d)
5. Name three COPQ issues for your organization.
a)
b)
c)
Summary
• The six sigma success strategy has four key phases. The are:
■ Measure
■ Analyze
■ Improve
■ Control
• All four steps must be completed by the Black Belt and supported by the
Champion.
• The six sigma approach deals with preventing causes vs. correcting problems.
• Solving the equation of Y = f(X) allows us to move from reacting to outputs to
proactively controlling the inputs.
• The six sigma methodology contains two strategies.
■ Application Strategy
■ Implementation Strategy
• The implementation strategy involves the MAIC project reviews completed by the
Champion and Black Belt. The completion of the project includes plans to
implement and sustain the change.
• The process learning strategy emphasizes that improvement can not occur without
new knowledge. The strategy begins with practical questions that drive Champion
leadership and Black Belt actions.
• The process learning strategy follows this sequence:
1. Data
2. Information
3. Knowledge
• Successfully applying the six sigma strategy requires that the Champion and Black
Belt build a positive vision by asking, “What is it that I need to know?”
• These questions can build a strong vision during the “vision building sessions”
with Black Belts:
■ What data is needed?
■ How should it appear?
■ What are the tools required to obtain this data?
■ What tool does this data require and where/how can the Black Belt access this
data?
Roles and Responsibilities
Agenda
• Six Sigma
■ Traditional Quality Program Implementation-Six Sigma Program Management
Approach
■ Characteristics of Six Sigma
■ Attitude Shift
■ Building a Vision
■ The Vision of Six Sigma Qualtec
■ Exercise
• Who is the Champion?
■ The Six Sigma Project Team Role Model
■ Champion Roles and Responsibilities
• MAIC Detailed Roles
Overview
The goal of this unit is to increase your knowledge of the management roles and
responsibilities of a Champion. You'll learn to effectively lead change and manage your
training deployment.
Objectives
• Identify the roles and responsibilities for a Champion.
• Identify the management action necessary to monitor Black Belt training and
project completion.
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 02_Roles & Respons. • 1
Traditional Implementation
vs. the Six Sigma Approach
Tradional Quality Program Six Sigma Project Program
Implementation Management Approach
• The need for quality improvement is • Six sigma is rolled out the same way
recognized. as a potentially high-profit product.
• Top management "buys in" to quality • A project leader is identified.
improvement. • Project objectives, implementation
• The implementation responsibility is schedule and milestones are defined.
turned over to a quality VP or leader. • A project team is created: Champions,
• The CEO makes a statement of support Black Belts and other team members.
and expectation. • Initial application projects are
• All employees are trained in basic identified.
quality tools. • Initial training is performed.
• Improvement is expected. • Plans are reviewed and revised.
Characteristics of Six Sigma

• Leadership Commitment
Commitment must come first from the top executive leadership of the organization
before all employees practice it. Achieving six sigma requires serious commitment
in the form of time, effort and resources.
• Managing with Data
Properly using data to Measure, Analyze, Improve and Control performance forms
the foundation of the six sigma methodology. Adopting six sigma will lead to the
enhancement of existing systems and the creation of new data collection systems.
• Training and Cultural Change
Improved performance does not and will not happen automatically. High-caliber
training is required, followed by disciplined implementation. Employees must
change the way they perform their jobs at all levels. Cultural change will pervade
the entire organization's way of thinking, communicating and operating.
Champions play an important role as change agents by providing revelation and
inspiration in the six sigma application and business transformation process.
Attitude Shift
One of the responsibilities of the Champion is to create a cultural attitude shift by
communicating that defects can be eliminated. When the entire organization adjusts
their attitude and utilizes the six sigma methodology, a new expectation of zero
defects will result.
• From a culture where: • To a culture where:
■ Defects are inevitable. ■ Defects can be eliminated.
■ People are blamed. ■ Causes are relentlessly pursued.
■ Employees are frustrated with ■ Mistake-proofing tools are
time constraints that prevent implemented.
elimination of defects. ■ Sampling inspections are
■ Inspections are added at the end. approved/encouraged.
■ 100% inspection is performed. ■ No defects are passed on to the
■ Customers receive defects. customer.
"When you pit a good performer against a bad process, the process will win."
-Rummler
Building a Vision
Building a vision that will bring forth the desired business culture may begin with a
review of the organization's foundational history and where it genuinely stands today.
Having evaluated the business's environment, we can begin to layout a blueprint that
will provide motivation and direction in the renovation.
Generally, people are trained to think in terms of responding appropriately to
circumstances. This often results in the unfortunate policy of limiting what one wants
to what seems realistic-forming a counter-creative habit.
Vision statements normally include:
• A description of the organization's most desirable future.
• A declaration of what the organization needs to do to reach the envisioned future.
Creating the vision may be deceptively simple; arriving there, profoundly complex.
Forming a vision requires the following actions:
• Viewing the future with expected changes.
• Appealing to logic and intuition, while explaining the need for change.
• Setting milestone markers to chart the progress of change.
The Vision of Six Sigma Qualtec
Exceed stakeholder expectations by:
• Offering clients knowledge transfer systems that produce irrefutably positive
results.
• Providing employees an environment that makes SSQ the employer of choice.
• Earning shareholders enhanced returns through flawless execution of our business
plans.
• Being the best-managed company in the expanding global training industry for the
benefit of all stakeholders.
Exercise
Purpose: Present your company's six sigma business vision.
Agenda: • Think of your ideal business setting.
• List three to four facts indicating the present state of your company.
• List three to four details of where you would like to go with a six
sigma initiative.
Record your answers on the space provided.
Limit: 5 minutes
My Business Vision
Present State of Business: Business Future:
Exercise: 90-Second Elevator Speech
Purpose: Develop a 90-second elevator speech that concisely captures your vision
of six sigma for your organization.
Agenda: • Take 10 minutes to jot down ideas. Do not script this; the speech is
to be delivered extemporaneously. Use the chart below to list your
ideas.
• Divide into pairs.
• Give your speech to your partner.
• Exchange feedback.
Limit: 20 minutes
Possible Ideas Your Thoughts and Ideas

Economic
Security
Growth
Satisfaction
Stress reduction
Who is the Champion?
A Champion is a member of the management team who is responsible for the logistical
and business aspects of the Black Belt program. The Champion is charged with
ensuring the systems within the organization function optimally. They directly or
indirectly influence the amount of tampering within the organization, resulting in
either a higher or lower COPQ. Champions encourage each player in the six sigma team
must be a role model for the six sigma culture change.
The Six Sigma Project Team Role Model
• Be tenacious.
• Be courageous.
• Make decisions based on fact.
• Think outside the box.
• Embrace change.
• Be enthusiastic-ready to celebrate success!
A Champion must be all of these and more.
Champion Roles and Responsibilities
The Champion has several important functions as a leader and manager of the Black
Belts and their projects.
• Broad Function
■ Coordinates a business roadmap to achieve six sigma.
■ Selects projects, executes control, and eliminates roadblocks for the six sigma
projects in their area of responsibility and implements improvement.
• Reporting Lines
■ Is part of the functional organization and a direct report to the six sigma
sponsor. The Champion is a member of the organization's six sigma leadership
team (quality council and customer satisfaction).
• Black Belt Leadership
■ Owns Black Belt selection.
■ Is the direct boss to Black Belts during project activity.
■ Owns the "execution" portion of Black Belt certification. Champions must
monitor and lead Black Belt projects to ensure successful completion of all
certification requirements.
■ Provides rewards and recognition to Black Belts.
■ Tracks the progress of six sigma related training for each Black Belt.
• Project Leadership
■ Develops and executes a roadmap for a given business project.
■ Selects projects, executes control, implements and realizes gains (the bottom-
line linkage).
■ Drives cross-functional coordination of projects.
■ Participates in all reviews of Black Belt projects.
• Time Commitment
■ Spends 15 to 20 minutes each week reviewing the progress of the projects
with each Black Belt.
Measure
Important Facts to Know About Measure
• The Goal of Measure
• The Steps to Complete the Measure Phase
• The Tools Used in Measure
• The Roadblocks That Can Occur
• The Champion Tools to Manage the Measure Phase
• The Champion Roles and Responsibilities
• Measure Deliverables
Measure Phase Overview - The Goal

The goal for the Measure phase is to assess the capabilities of the process, the
effectiveness of the measurement system and to identify possible variables that could
cause the problem. Measure is the discovery phase of the case or project. We are
detecting multiple unsolved crimes or defects. At the completion of measure you will
have several possible variables that could be the culprit to the crime of causing
defects.
Measure
Measure Phase Steps
Measure
• Capability Analysis
• Basics Statistics
• MSA 4. Capability Assessment

• MSA R&R (Establish the initial capability – for the Y's)
• XY Matrix
• FMEA 3. Measurement Verification
• Process Map (Assess the performance specifications)
• DPU 2. Process Exploration
• DPMO
(Select the output characteristics – the Y's)
1. Project Selection
(Refine the project scope)
Measure Phase - The Roadblocks

Roadblocks can occur during each phase. Specific roadblocks for this phase may
include:
• No historical data exists to support the project.
• Team members do not have the time to collect data.
• Data presented is the best guess by functional managers.
• Primary metrics are not reflected in the data.
• Data are communicated from poor systems.
• Waste and defect data are not currently captured.
Measure
Measure Phase - Black Belt Action
Manufacturing Industry Service Industry
• Engineers • Managers
• Supervisors • Customer Service Manager
• Managers • Engineer
• Design Engineers • Accountant
• Maintenance Engineers • Professional in the Business
Measure
Measure Phase - Champion Roles and
Responsibilities
The Champion must provide the purposeful guidance necessary to ensure that the Black
Belt completes the Measure phase successfully. A robust plan is developed to influence
stakeholders or functional barriers that could prevent success.
Measure Phase - Specific Champion Responsibilities
• During Process "X" Exploration
■ Ensure team participation.
• During Process "X" Prioritization
■ Ensure team participation.
• During Measurement Study Analysis
■ Ensure resources are available for study.
■ Remove barriers when study is outside of normal functional boundaries.
■ Assist with removing barriers associated with improving the measurement
systems when necessary.
• During Capability Assessment
■ Ensure data are available for assessment.
• Oversee informal and formal reviews of projects.
• Engage other key leaders in the project.
■ Elevator speech
■ Changing behaviors
• Provide coaching on leadership, facilitation and change management.
• Attend the first day of training for all Black Belt sessions.
Measure
Measure Phase - Champion Tools
The Champion is a key individual in each phase of a six sigma deployment. The
Champion should maintain an active involvement in the project by holding informal
reviews of the steps of the Measure phase, as well as complete the Measurement
Review Checklist to ensure that all the steps in Measure are completed.
• Measure Review Checklist
■ Contains important questions to use in ensuring the Black Belts have
completed all the important steps in Measure.
• Measure Tools Guide
■ Provides a description of the tools and their use. It supplies the Champion
with an easy reference while completing the Measure phase.
Measure Phase - Deliverables

1. Process "X" Exploration
2. Process "X" Prioritization
3. Measurement Study Analysis (MSA)
4. Capability Assessment
■ Process capability takes the practical problem and states it in terms of a
statistical problem.
■ The statistical nature of the problem gives the team leader insight as to the
type of X's to be identified.
Measure
Measure Breakthrough Strategy
No. Scope Measure Activities Tools

1. Project Selection 1. Focus on a problem statement. ProjStat.doc
(Refine the project scope) 2. Identify management metric Metric.xls
(baseline, goal, projection). DPMO
3. Form the team. DPU.xls
4. Process map with Xs and XY Matrix
Y's. FMEA
2. Process Exploration 5. XY Matrix. Process/
(Select the output 6. Preliminary process FMEA. Flow Charter
characteristics – the Y's) 7. List of response variables
(Y's).
8. Implement adequate data
collection.
3. Measurement 9. Attribute R&R. AttrR&R
Verification 10.Variable R&R. Minitab
(Assess the performance
specifications)
4. Capability Assessment 11. Zst, Zlt, DPU, RTY, DPMO, Minitab
(Establish the initial etc.
capability – for the Y's) 12. Capability Analysis.
Measure
Measure Checklist
• The Champion can ensure the completion of the Measure phase by completing the
checklist for all four steps.
• Review the checklist questions with your Black Belt.
Measure Questions YES NO

Step One
• What is your problem statement? Objective?
• Who will benefit from this project when it is completed?
• What are the benefits?
• Have the benefits been quantified? It not, when will this be done?
Date: _________________________________________________
• Who is the customer (internal/external)?
• Has the controller’s office been involved in these calculations?
• Who are the owners of this process?
• Who are the members on your team?
• Does anyone require additional training?
• What is your primary metric?
• What is your secondary metric?
• Why did you choose these?
• What are the defect categories on your Pareto charts?
Step Two
• Do you have a process map?
• Who was involved in its development?
• Where are the data collection points?
• Have you completed a fishbone diagram?
• Have you completed a XY Matrix?
• Have you completed a FMEA?
• Who participated in these activities?
Step Three
• What is your measurement systems analysis?
• Where did you get your data?
Step Four
• Do you have a histogram of your primary metrics?
• What is the short - term and long- term capability of your process?
General Questions
• Do you have any issues and barriers?
• Do you have adequate resources to complete the project?
• Have you completed your project status form?
Measure
Personal Deployment Planner Review
• This portion of the planner reviews the required Champion actions needed for the
Measure phase.
• The suggested time frame is useful in planning the Champion's action items
timetable.
MEASURE Schedule time to meet with candidate.

Six months Review selected project with candidate.
three weeks Articulate expectations.
before Inform candidate of open - door policy.
certification (optional) Contract with candidate for your support.
One week Check with candidate’s supervisor as to release status.
before the Check with candidate for barriers/issues.
start of Resolve barriers/issues.
Session 1 Deploy appropriate portions of the communications plan
to the organization.
MEASURE Drop by to meet with candidate.

Five months Ask about the training.
before Ask where the candidate needs help or special
certification emphasis.
Three days Inquire as to next actions.
after training Check with candidate for barriers—issues.
Resolve barriers and issues.
Schedule time to meet with MBB/mentor.
Monitor communications plan—informally or formally.
Communicate with six sigma coordinator.
MEASURE Review probing question for section on “Measure".

Four months Review Champions manual.
before Participate in read- out.
certification Meet with team members to discuss project.
One week Meet with MBB as to status and performance of
before candidate.
Session 2 Check for barriers/issues.
Address barriers/issues.
Adjust communications plan.
Measure
Exercise: Measure Phase
Directions: Complete each question. Circle all that apply.
1. The purpose of the Measure phase:
a) Reduce the number of potential X variables to a few variables.
b) Eliminate X variables and to control the critical X's.
c) Identify the initial capability for the Y's.
d) Discover the cause-and-effect or the functional relationship between Y and
X.
2. The roadblocks that may occur during Measure:
a) No historical data exists to support the project.
b) Primary metrics are not reflected in the data.
c) Team members do not have time to collect data.
d) Data presented is the best guess by functional managers.
3. The Champion leadership action during "Measurement Verification":
a) Remove barriers when study is outside normal functional boundaries.
b) Ensure resources are available.
c) Complete informal reviews of project.
d) Provide data for measurement.
4. Defectives are:
a) Countable failures associated with a single unit.
b) The portion of products that have been processed with zero defects.
c) The completed units that are classified as bad.
d) Counted when measuring COPQ.
5. The Champion tool(s) used to manage the Measure phase:
a) Measure Checklist
b) Experiment Strategy Plan
c) Black Belt Project Status Form
d) Personal Deployment Planner
Measure
Measure - Summary
The goal of this unit was to increase your knowledge and use of the tools Black Belts
will employ during the Measure phase. You learned about the Champion leadership
actions required during the various stages of the Measure phase. The steps and their
tools were reviewed to increase your knowledge of the process.
Measure Phase Goal and Steps
The goal for the Measure phase is to assess the capabilities of the process, the
effectiveness of the measurement system and to identify possible variables that could
cause the problem.
1. Project Selection
2. Process Exploration
3. Measurement Verification
4. Capability Assessment
Roadblocks
• Primary metrics are not reflected in the data.
• Data are communicated from poor systems.
• Waste and defect data are not currently captured.
Champion Tools
The Champion tools used to manage Black Belts are:
• Measure Review Checklist
• Measure Tools Guide
Measure Deliverables
1. Process "X" Exploration
2. Process "X" Prioritization
3. Measurement Study Analysis
4. Process Capability Assessment
Analyze
Important Facts to Know About Analyze
• The Goal of Analyze
• The Steps to Complete the Analyze Phase
• The Tools Used in Analyze
• The Champion Tools to Manage the Analyze Phase
• Analyze Deliverables
Analyze Phase Overview - The Goal

The goal for the Analyze phase is to develop a statistical problem from our defined
hunches we discovered during the Measure phase. Complex analytical tools are applied
to reduce the number of suspect variables (X's) prior to the initiation of the Improve
phase. We want to gain insight into the nature of the X's that control Y.
Analyze
Analyze Phase Steps
• Histograms Analyze
• Multiple Boxplots
• Scatter Plots
• Multi-Vari Studies
• Hypothesis Testing
• Regression Analysis
• XY Matrix
• FMEA 3. Analyze Source of Variability
• Process Map (Assess the Performance Specifications)
• Capability 2. Document Potential X's

• Analysis (Develop a starting list for possible X's)
1. Define Performance Objectives

(A review of the prior capability analysis to determine the action needed)
Analyze Phase-The Roadblocks

Roadblocks can occur during each phase. Specific roadblocks for this phase may
include:
• Lack of data.
• Lack of access to the process.
Analyze
Analyze Phase - Black Belt Action
• Separate the vital few X's from the trivial many X's.
• Update the project status form.
• Determine possible X for DOE.
• Identify additional support needed.
Analyze
Analyze Phase - Champion Roles and
Responsibilities
The Champion must provide the purposeful guidance necessary to ensure that the Black
Belt completes the Analyze phase successfully. Champions establish process owner
support and ensure resources are available to complete the steps.
Analyze Phase - Specific Champion Responsibilities
• Hold regularly scheduled meetings with the Black Belt to review the project status.
• Remove roadblocks that can impede the process.
• Check and remove barriers stated by the Black Belt.
• Monitor a communications plan-informal or formal.
• Communicate with the six sigma coordinator.
• Meet with the Master Black Belt or review the status and performance of the Black
Belt.
■ Complete the Analyze checklist with the Black Belt to ensure all steps in
Analyze are completed.
Analyze
Analyze Phase-Champion Tools
The Champion should maintain an active involvement in the project by completing the
Personal Deployment Planner for Analyze and holding informal reviews to discuss the
steps of analyze as well as complete the Analyze Review Questionnaire to ensure that
all the steps in measure were completed. The Champion remains an important factor in
a six sigma deployment.
• The Champion tools used to manage Black Belts are:
■ Personal Deployment Planner (Wedding Planner) provides a recommended
timeline and the Champion actions necessary to complete Analyze.
■ Analyze Review Questionnaire: A checklist containing important questions use
to ensure the Black Belt has completed all the important steps in Analyze.
■ Analyze Tools Guide: This guide provides a description of the tools and their
use. It provides the Champion with an easy reference while completing the
Analyze phase.
Analyze Phase-Deliverables
1. Prioritized list of potential experimental X's.
2. Graphs built and analysis performed, as needed.
Analyze
Analyze Breakthrough Strategy
No. Scope Analyze Activities Tools

1. Define Performance 1. Evaluate existing and prior Capability Analysis
Objectives process data.
(A review of the prior
capability analysis to
determine the action
needed)
2. Document Potential X's 2. Review process exploration XY Matrix
(Develop a starting list for tools from the Measure FMEA
possible X's) phase. Process Map
3. Analyze Source of 3. Establish relationships Histograms

Variability between potential X's and Y Multiple Boxplots
(Assess the performance using graphical and Scatter Plots
specifications) statistical tools. Multi-Vari Studies
4. Develop a short list of X's for Hypothesis Testing
possible experimentation. Regression Analysis
Analyze
Analyze Checklist
• The Champion can ensure the completion of the Analyze phase by completing the
checklist following each step in the process with the Black Belt.
Analyze Questions YES NO

Step One
• What is the statement of the statistical problem?
• Is the response discrete or continuous?
• What does the distribution look like?
• How much of the problem, as described in the Measure phase, are
you going after?
Step Two
• Have you reduced the potential X's?
• Have you reduced the likely X's to a number of which can be
experimented?
• Have you completed a demographics matrix?
• Have you completed a graphical and distribution analysis?
Step Three
• Have you performed hypothesis tests?
• Have you updated the FMEA?
General Questions
• Do you have any issues/barriers?
• Do you need help from me?
Analyze
• The planner lists the recommended time frame and Champion action items to
ensure the Analyze phase is completed successfully.
• It is important that Champions review the time frame and action items prior to the
start of the Analyze phase.
ANALYZE Schedule time to meet with candidate.

Four months Review selected project with candidate.
before Articulate expectations.
certification Check with candidate for barriers/issues.
One week Resolve barriers/issues.
before Deploy appropriate portions of the communications plan
the start of to the organization.
Session 2
ANALYZE Drop by to meet with candidate.
Three months Ask about the training.
two weeks Ask where the candidate needs help or special
before emphasis.
certification Inquire as to next actions.
Three days Check with candidate for barriers/issues.
after training Resolve barriers/issues.
Schedule time to meet with Master Black Belt/mentor.
Monitor communications plan, informal or formal.
ANALYZE Review probing questions for section on “Analyze".
Two months Review Champions manual.
two weeks Participate in read- out.
before Meet with MBB as to status and performance of
certification candidate.
One week Meet with team members to discuss project.
before Check for barriers/issues.
Session 3 Address barriers/issues.
Analyze
Exercise: Analyze Phase
1. The purpose of the Analyze phase:
a) Eliminate the many potential X variables to a few variables.
d) Discover the cause and effect or functional relationship between Y and X.
2. The Champion leadership action during "Define Performance Objectives":
a) Ensure Black Belts have the resources necessary to collect data.
b) Provide a change of project direction.
c) Complete informal reviews of project.
d) Complete analyze checklist.
3. The Champion leadership action during "Document the Potential X's":
c) Complete analyze checklist.
4. The Champion leadership action during "Analyze the Source of Variation":
b) Provide data for measurement.
c) To complete analyze checklist.
d) Ensure resources are available.
5. The Champion tool(s) used to manage the Analyze phase:
a) Analyze Checklist
c) Personal Deployment Planner
d) Black Belt Project Status Form
Analyze
Analyze - Summary
will employ during the Analyze phase. You learned about the Champion leadership
actions required during the various stages of Analyze. The steps and their tools were
reviewed to increase your knowledge of the process.
Analyze Phase Goal and Steps
The goal for the Analyze phase is to develop a statistical problem from our defined
hunches we discovered during the Measure phase. Complex analytical tools are applied
to reduce the number of suspect variables (X's) prior to the initiation of the Improve
phase. We want to gain insight into the nature of the X's that control Y.
1. Define the performance objectives.
2. Document the potential X's.
3. Analyze source of variability.
Roadblocks
Roadblocks that can occur during Analyze involve the type of data and time
constraints placed on team members. Specific roadblocks include:
• Lack of data.
Champion Tools
• Personal Deployment Planner (Wedding Planner)
• Analyze Review Questionnaire
• Analyze Tools Guide
Analyze Deliverables
1. Prioritized list of potential experimental X's.
2. Graphs built and analysis performed, as needed.
Improve
Important Facts to Know About Improve
• The Goal of Improve
• The Steps to Complete the Improve Phase
• The Tools Used in Improve
• The Champion Tools to Manage the Improve Phase
• Improve Deliverables
• The Focus of the Improve Phase-Y = f(X)
Improve Phase Overview - The Goal

The goal of Improve is to finalize the identification of critical Y variables and to
investigate the nature of "f". We wish to determine the extent to which the variable
effects the output characteristic. The project team creates a practical solution.
Improve
Improve Phase Steps
Improve
• Capability
Analysis
• Final Report
• DOE
• Main Effects Plot
• Interaction Plot
3. Validate the Results
• Experimental
Strategy
• Experiment 2. Execute and Analyze the
Planning
Outline Design of Experiment (DOE)
1. Define the Experimental Plan
Improve Phase - The Roadblocks

• Lack of production volume and or parts.
• Lack of access to the process
• Excessively high sample costs.
Improve Phase - Black Belt Action

• Define and review the experimental plan with the Champion.
• Execute the DOE and collect data.
• Analyze data and draw a statistical conclusion.
• Draw practical solutions.
Improve
Improve Phase - Champion Roles and
Responsibilities
• Provide purposeful guidance to ensure that the Black Belt completes the Improve
phase successfully.
• Ensure that resources are available to complete the steps.
• Ensure process owner support.
• Challenge Black Belts to be rigorous and constantly look for learning opportunity.
Improve Phase - Specific Champion Responsibilities
• Review the DOE plan to determine the logistical issues and resources required to
execute the experiment.
• Ensure resources are available for the DOE.
• Informal reviews of the project and complete the Improve checklist.
• Challenge Black Belts to be rigorous and to constantly look for learning
opportunities.
• Ensure resources are available for study.
• Ensure that the practical solution is implemented.
• Ensure process owner support.
Improve Phase - Champion Tools

Tools used to manage Black Belts:
• Improve Review Questionnaire
■ Contains important questions used to ensure that the Black Belt has
completed all the important steps in Improve.
• Improve Tools Guide
■ Provides a description of the tools and their use. It supplies the Champion
with an easy reference while completing the Improve phase.
• DOE Checklist
■ Ensures all steps in the design of experiment are completed.
■ Provides a recommended timeline and the Champion actions necessary to
complete Improve.
Improve
Improve Phase - Deliverables
1. DOE Planning Sheet
2. Experimental Report (document the results)
3. Progress Summary
4. Update the FMEA (Failure Mode Effects Analysis)
Improve Breakthrough Strategy
No. Scope Improve Activities Tools

1. Complete the Design of Experiment
experiment planning Planning Outline
outline.
2. Secure Champion
approval for the
1. Define the Experimental Plan design of experiment
plan.
3. Create the
experiment structure.
4. Obtain Samples.
5. Execute the DOE
2. Execute and Analyze the experiment. Main Effects Plot
Design of the Experiment 6. Analyze the results. Interaction Plot
7. Draw statistical
conclusion.
8. Run the samples to Capability Analysis
3. Validate the Results verify the experiment Final Report
results.
Improve
Improve Checklist
• The Champion can ensure the completion of the Improve phase by completing the
Improve Questions YES NO

Step One
• Were all of the potential X's measurable and controllable for an
experiment?
• Have you completed a DOE Planning Sheet?
Step Two
• Are t he vital few X's statistically significant?
• How much of the problem have you explained with these X's?
• How much unexplained error exists?
Step Three
• Are the effects of practical significance?
• Are any new improvements transferable across the business?
• Is an action plan for spreading the best practice in place an
appropriate?
General Questions
Improve
• This portion of the planner provides a recommended time schedule for the
Champion actions required to ensure the Improve phase is completed.
• Review this page prior to the start of this phase with the Black Belt to ensure all
action items are understood.
IMPROVE Schedule time to meet with candidate.

Two months Review Selected project with candidate.
one week Articulate expectations.
before Meet with team members to discuss project.
Resolve barriers/issues.
One week Deploy appropriate portions of the communications plan
before to the organization.
the start of
Session 3
IMPROVE Drop by to meet with candidate.

Two months Ask about the training.
Inquire as to next actions.
after training Resolve barriers and issues.
Monitor communications plan—informal or formal.
Communicate with six sigm a coordinator.
Arrange for coordination and planning of celebration.
Start selection process of 2nd project.
IMPROVE Review probing questions for section on “Improve".

One month Review Champions manual.
two weeks Participate in read -out.
One week Check for barriers/issues.
before Address barriers/issues.
Session 4 Meet with team members to discuss project.
Check that the line functions are participating and they
are evolving as owners of the project.
Reinforce that the line functions will own the Control
phase.
Determine what support line managers will need to fully
own.
Improve
Exercise: Improve Phase
1) The purpose of the Improve phase:
d) Identify the critical X variables and to investigate the nature of "f".
2. The Champion leadership action during Define the Experimental Plan:
a) Ensure team participation.
b) Review the DOE plan to determine the logistical issues and resources
required to execute the experiment.
c) Complete informal reviews of the project.
d) Hire additional manpower.
3. The Champion leadership action during "Execute and Analyze the DOE":
c) Complete informal reviews of the project.
4. The Champion leadership action during "Validate the Results":
a) Ensure resources are available.
b) Ensure that the practical solution is implemented.
c) Provide data for improve.
d) Complete informal reviews of the project.
5. The Champion tool(s) used to manage the Improve phase:
a) Commitment Plan
c) Improve Checklist
d) Personal Deployment Planner
Improve
Improve-Summary
will employ during the Improve phase. You learned about the Champion leadership
actions required during the various stages of the Improve phase. The steps and their
The focus of the Improve phase - Y = f(X).
Improve Phase Goal and Steps
The goal of Improve is to finalize the identification of critical X variables and to
investigate the nature of "f". We wish to determine the extent to which the variable
effects the output characteristic. The project team creates a practical solution.
1. Define the experiment plan.
2. Execute and analyze the design of experiment (DOE).
3. Validate the results.
Roadblocks
• Lack of production volume and or parts.
• Excessively high sample cost.
Champion Tools
• Improve Review Questionnaire
• Improve Tools Guide
• DOE Checklist
Improve Deliverables
1. DOE Planning Sheet
2. Experimental Report (document the results)
3. Progress Summary
4. Update the FMEA (Failure Mode Effects Analysis)
Control
Important Facts to Know About Control
• The Goal of Control
• The Steps in the Control Phase
• The Tools Used in Control
• The Champion Tools to Manage the Control Phase
• Control Deliverables
Control Phase Overview - The Goal

The goal of the Control phase is to develop a plan that would describe the systems
used in monitoring and controlling process or product variation. We wish to determine
the optimal setting and control methods for key input variables, and maintain output
of the process in that optimal level.
Control
Control Phase Steps
Control
Control
• Control Plan
• Final Project
Report
• Capability 3. Documention of What

Analysis You Have Learned
• Six Sigma
Strategy 2. Capability Analysis for X and Y
• Control Charts
1. Process Enhancement and Control
Control Phase - The Roadblocks

• Resistance from process owners who do not want to give their support.
• Time and expense required to change a process.
Control Phase - Black Belt Action

• Complete the final project report.
• Complete and submit the control plan to the Champion.
• Recommend a training plan and provide a required equipment list.
Control
Control Phase - Champion Roles and
Responsibilities
• Provide purposeful guidance to ensure the Black Belt completes the Control phase
successfully.
• Ensure that resources are available to complete the steps.
• Guide the implementation of the recommendations made by the Black Belt.
Control Phase - Specific Champion Responsibilities
• Review the proposed process changes
• Ensure resources are available
• Informal reviews of project and complete the Control Checklist.
• Assume responsibility for the implementation of the recommended changes.
• Ensure resources are available for study.
• Informal reviews of projects
• Complete the Control Checklist.
• Ensure resources are available.
• Complete the Control Checklist.
• Ensure the success of the implementation of the control plan.
Control Phase - Champion Tools

The Champion tools used to manage Black Belts:
• Control Review Checklist: Contains important questions used to ensure the Black
Belt has completed all the important steps in Control.
• Control Tools Guide: Provides a description of the tools and their use. It supplies
the Champion with an easy reference while completing the Control phase.
Control
Control Phase - Deliverables
1. Control Plan
2. Final Project Report
Control Breakthrough Strategy
# Scope Control Activities Tools

1. Process Enhancement 1. To determine optimal Six Sigma
and Control setting for the process. Strategy
2. Identify control methods for Control Methods
the X variable. Charts
2. Capability Analysis for 3. Complete a final capability Capability Analysis
X and Y analysis for X and Y.
4. Determine the degree of
control and capability of
control variable (X's).
5. Determine the final
process capability (Y's).
3. Documentation of 6. Complete the control plan. Control Plan
What You Have 7. Complete the final report. Final Project
Learned Report
Control
Control Methods
Control Methods Tool/Method Control Method Purpose

1. Eliminate the Robust Process and Product Develop a realistic
Variable Design tolerance to establish the true
control units for X variables
Mistake-Proofing
based on the equation of
Y = f(X).
2. Automate the Process Controller Implement automated controls

Variable that require little or no operator
intervention.
3. SPC on the X's Statistical Process Control SPC on the X's: Implement
4. SPC on the Y's I – MR (Individual – Moving statistical process control on
Range) the input variables (X's). This
form of SPC requires that
EWMA Y = f(X) be understood.
Xbar and R Charts SPC on the Y's: Implement
P and nP Charts statistical process control on
C and U Charts the output variables (Y's).
5. Standard A standard methodology is It is the standard operating

Operating used for maintaining the procedure for detecting
Procedure (SOP) process. defects.
Control
Control Phase Checklist
The Champion can ensure the completion of the Control phase by completing the
Control Questions YES NO

Step One
Step Two
• What are the vital few X's?
• How will you control or redesign these X's?
• How are you monitoring the Y's?
Step Three
• How are you going to ensure that this problem does not return?
• Is the learning transferable across the business?
• What is the action plan for spreading the best practice?
• Is there a project documentation file?
• How is this referenced in process procedures and product drawings?
• What is the mechanism to ensure this is not reinvented in the future?
• Have you developed a Process Control Plan?
• Have you developed a Quality System Action Plan?
• What are the financial implications?
• Is there any spin-off projects?
• What lessons have you learned?
General Questions
• Have you completed your final report?
• Have you completed a local project review?
Control
This is the final section of the planner. It lists the required Champion actions,
including reviewing the Black Belt final project reports for certification requirements.
CONTROL Schedule time to meet with candidate.

One month one Review selected project with candidate.
week before Articulate expectations.
One week before
the start of Deploy appropriate portions of the communications plan to the
Session 4 organization.
CONTROL Drop by to meet with candidate.

One month before Ask about the training.
certification Ask where the candidate needs help or special emphasis.
Three days after Inquire as to next actions.
training Check with candidate for barriers/issues.
CONTROL Review probing questions for section on “Control".

Review Champions manual.
One week before
Participate in read- out.
certification
Meet with MBB as to status and performance of candidate.
Meet with team members to discuss project.
Check for barriers/issues.
CERTIFICATION Meet individually with candidate to review expectation

Celebrate results.
Personal Deployment Planner-Key Point

• The Champion must have contact with the Black Belt several times during the
phases of the six sigma strategy, as indicated in each area of the Personal
Deployment Planner.
Control
Exercise: Control Phase
1. The purpose of the Control phase:
d) Discover the cause and effect or functional relationship between Y and X.
2. The Champion leadership action during "Process Enhancement and Control":
a) Ensure resources necessary to collect data are available.
b) Provide a change of project direction.
c) Review the proposed process changes.
d) Assume responsibility for the implementation of the recommended changes.
3. The Champion leadership action during "Capability Analysis for X and Y":
a) Provide a second project requiring a DOE.
c) Complete analyze checklist.
4. The Champion leadership action during "Documentation of What You Have
Learned":
a) Provide data for control.
b) Complete the Personal Deployment Planner.
c) Complete control checklist.
d) Ensure the success of the implementation of the control plan.
5. What are the roadblocks that can occur during the Control phase?
a) Resistance from process owners who do not want to give their support.
b) Black Belt did not complete the certification process.
c) Not enough data available to complete the control phase.
d) Time and expense required for changing a process.
Control
Control - Summary
will employ during the Control phase. You learned about the Champion leadership
actions required during the various stages of the Control phase. The steps and their
Control Phase Goal and Steps
The goal of the Control phase is to develop a plan that would describe the systems
used in monitoring and controlling process or product variation. We wish to determine
the optimal setting and control methods for key input variables, and maintain output
of the process in that optimal level.
1. Process Enhancement and Control
2. Capability Analysis for X and Y
3. Documentation of What You Have Learned
Roadblocks
• Resistance from process owners who do not want to give their support.
• Time and expense required to change a process.
Champion Tools
• Control Review Checklist
• Control Tools Guide
Control Deliverables
• Control Plan
• Final Project Report
Control
MAIC Review
• In the Measure phase, we focused on identifying critical Y variables. We discovered
how they are measured and how good those measurements can be.
• During the Analyze phase, we analyzed the Y information and looked for patterns
that allow us to identify potential X variables.
• In the Improve phase, we ran the Design for Experiment (DOE) to identify X
variables. We found we can establish a cause-and-effect relationship—the "f" of
Y = f(X).
• In the Control phase, we discovered that we can use the cause-and-effect
relationship to optimize and control the process.
Design for Six Sigma
Overview
• The six sigma approach incorporates the organization's business needs to meet
customer requirements. Our goal is to prevent causes vs. correcting problems and
discontinue further tampering of the systems and processes.
• One required approach that is critical to the achievement of a six sigma level is a
Design for Six Sigma, also known as DFSS. DFSS will review your product and/or
service to ensure you are operating at a six sigma level from the very beginning.
DFSS - Influence on Cost, Quality and Cycle Time
Manufacturing
Up to 30%
Design
Over 70%
DFSS - A Look at a Generic Design Process
Preliminary
Concept Detail Design Testing Production
Design
• How are risks assessed and measured?

• How long is the process?
• How are specifications set?
• When are we "ready for production"?
• When are we ready for commercialization?
DFSS-What it is!
Part
Part
Process Process
Process
Teamwork
Teamwork
Set of Tools Happy Customers
DFSS - Overview
• DFSS is a rigorous approach to designing products and services-enabling processes
to operate at a six sigma level of quality and meet customer requirements from the
very beginning.
• Companies that implement a six sigma program find that a majority of defects are
actually created during the design process. As companies approach five sigma, they
typically hit a wall that requires a redesign of some of its processes. The capability
of the manufacturing and transactional processes must be factored into the design
of a product or service so that the final configuration is "producible" using
existing technology.
• Implementing DFSS involves two additional weeks of training for certified Black
Belts or Green Belts.
DFSS - A Combination ofProcesses and Tools
DFSS
IDEaSTM/SM Process Tools
Business Technical MAIC Design
Tollgate Reviews Design Reviews Basic Statistics QFD
Risk Managment Risk Analysis and Abatement ANOVA Scorecards
Project Management Piloting and Prototyping DOE Tolerance Analysis
Product Cost Analysis Gage R&R DFMA
Allocation of Capital and Resources Capability Analysis Reliability Assessment
Program Prioritization Process Mapping Equipment Selection
Strategic Planning FMEA Advanced DOE
Hypothesis Testing
DFSS-The IDEaSTM/SM Process
IInitiate What are the Y's?
DDesign What are the X's where Y = f(X) ?
EE xecute What is the short - term

capability?
TM/SM
and S SSustain What is the long- term

capability?
MAIC/DFSS Relationship
LSL USL
Reduce Variability
Reduce Variability
MAIC
MAIC
LSL USL
Reach Entitlement
Reach Entitlement
LSL USL
Shift Mean
Shift Mean
DFSS
LSL USL LSL USL
Reach Entitlement Six Sigma
MAIC vs. DFSS
MAIC DFSS
• Emphasizes project focus. • Emphasizes product or process focus.
• Provides a problem-solving • Provides measures and metrics.
methodology. • Identifies problem areas.
• Provides solutions to specific • Focuses on defect prevention.
question.
• Considers tradeoffs between all the
• Focuses on defect elimination. customer requirements.
• Focuses on a few key customer • Uses six sigma tools.
requirements.
• Uses six sigma tools.

Improve
Plan
Improve
Design
Improve
Process
Improve
Product
1000 : 1 100 : 1 10 : 1 1:1
Improve Ratios
(Payback)
DFSS - Summary
• The DFSS approach agrees that product design is a process. The process needs to
be standardized.
• The IDEaSTM/SM (Initiate, Design, Execute and Sustain) is the road map for
product/process design or redesign.
• As the product or process moves through the IDEaSTM/SM process, MAIC will be used
to close gaps and solve problems.
very beginning.
• The DFSS process includes:
I - Initiate (the concept)
D - Design (preliminary and detailed)
E - Execute (prototype testing)
and
S - Sustain (production)
Roles and Responsibilities - Summary
• The goal of this unit was to increase your knowledge of the management roles and
responsibilities of a Champion. You learned of Black Belt roles and responsibilities
during a project and about the actions necessary for management to monitor Black
Belt training and project completion.
• Six sigma is a new way of managing the business; whereby the Champion must
have the attitude that defects can be eliminated and no defects will be passed on
to the customer. Tampering of systems and processes that increase COPQ must be
reduced to increase customer satisfaction.
• The Champion must build a vision of the future with the culture change-appealing
to logic and intuition, while explaining the need for change, can help create this
vision.
• Champion roles and responsibilities include functioning as a leader and manager of
Black Belts and their projects. While Black Belts report to them, the Champion
reports directly to the six sigma sponsor.
• Champions monitor and lead Black Belt projects to ensure successful completion of
all certification requirements.
Certification Requirements
Agenda
• Who is the Black Belt?
■ Black Belt Characteristics
■ Black Belt Commitment
■ Sustaining the Gain
• Black Belt Certification Requirements
• A Single Black Belt Training Phase
• Closure Requirements for Projects
• Critical Factors for Black Belt Success
• Exercise
• Summary
Overview
The goal of this unit is to increase your knowledge of the certification requirements for
Black Belts. This unit also reviews the certification process; the training and project
criteria necessary to complete the certification.
Objectives
• Identify the certification requirements for a Black Belt.
• Identify the project closure requirements for Black Belt certification.
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 03_Certification Requirements • 1
Who is the Black Belt?
• A member of the management team who is responsible for spreading the use of the
six sigma methodologies, when called on to assist in business issues.
• A technical and cultural change agent for quality.
• Recommends and completes the six sigma project using the six sigma methodology.
• A critical leader for building a mutual need for the change as well as mobilizing
commitment for support when facing obstacles.
• Completes a final report and presents the findings to the Champion.
• Black Belt Characteristics
■ Is tenacious
■ Is courageous
■ Makes decisions based on facts
■ Thinks outside the box
■ Embraces change
■ Celebrates success readily and enthusiastically
• Black Belt Commitment
■ Two-year commitment
■ Four to five projects per year with a ROI of $75k/project
■ ROI of $375+k for the following years
Sustaining the Gain

• Black Belts can sustain gain through the following actions:
■ Provide consistent, visible and tangible reinforcement of the behavior needed.
■ Integrate change into ongoing work behaviors.
■ Monitor progress.
■ Align systems and structures that create a change that is part of individual
and team behavior.
Black Belt Certification Requirements
• There are three critical factors that can influence the success and certification of a
Black Belt.
■ Good certification project selection
■ Time to complete the project
■ Full Champion support
• A good certification project should allow the candidate to learn and apply the six
sigma tools. Project 1 should be scoped to allow for project completion in a four-
month time frame. The second project should be scoped by the end of the second
month and completed by the end of the sixth month.
The Black Belt Wave - A Six-Month Process

• The time frame for specific reporting documents is shown in the graph below.
Black Belt Wave

6 Month Process
Submittal of
1 Page Summary
for Project 1 Submittal of
(End of Month 4) 1 Page Summary
GS M for Project 2
A (End of Month 6)
I
Certification
Project 1 Started C
(Beginning of Month 1 or at
the beginning of Project 2 Started
Ground School [GS] Training) (End of Month 2)
Submittal of
Project 1 Report
Submittal of
(End of Month 4)
Project 2 Report
(End of Month 6)
Black Belt Certification Requirements - Key Points

• Two projects are completed within a six-month Black Belt Wave.
• SSQ on-site support is given after each training class.
• The greatest amount of on-site support is given after each training class. The tools
and techniques used to obtain data are reviewed. Any questions or concerns the
Black Belts might have are addressed at this time.
• The Black Belt is expected to demonstrate competency of the use of the tools and
techniques during the second project; the amount of on-site support is greatly
reduced.
• The six-month process does not include Ground School training.
Summary of Training Events
• An event of training totals a four-week period. The event begins with a week of
training in a classroom at a designated training site.
• The remaining three weeks of training are on-site at the organization. Within the
three-week period an SSQ support person will visit and provide support to each
candidate at least one time.
• The site support person from SSQ may or may not be the instructor presenting the
training material.
A Single Black Belt Training Phase-Summary of

Events
Event
week
Training Site Support Site Support Site Support
Course and
Complete Attendance Session Mastery Site Support Confidential Evaluation Class Status Report
Instructor Documentation of the
Sheet for Management
Evaluations
Site Support Person
Black Belt Wave

6 Month Process*
Submittal of
1 Page Summary
for Project 1 Submittal of
(End of Month 4) 1 Page Summary
GS M for Project 2
A (End of Month 6)
I
Certification
Project 1 Started C
(Beginning of Month 1 or at
the beginning of Project 2 Started
Ground School [GS] Training) (End of Month 2)
Submittal of
Project 1 Report
Submittal of
(End of Month 4)
Project 2 Report
* The 6 - Month Process does not include
(End of Month 6)
Ground School training.
Job Responsibility
Instructor Site Support Personnel
The instructor will instruct the client's The site support person from SSQ will
candidates, Champions, executives visit a client's candidate, when scheduled
managers, or any other client personnel, by the Senior Partner or Account Manager.
when scheduled by the senior Partner or The support person will assist the
Account Manager. It is the instructor's candidate in gaining knowledge of the
responsibility to make every effort to selection and application processes of the
ensure that the classroom students six sigma tools, as they are applied to
understand the material that is being the candidates first six sigma project. The
taught. site support person is also responsible for
reviewing the one page project summaries
as well as the final report for each
candidate they are assigned.
Summary of a Classroom Session for the Event

• Each day of the classroom training session requires specific Black Belt or Instructor
action.
Training Day Black Belt Action Instructor Action

Day One Verify that personal information such as e-mail Forward all attendance records to SSQ for
address, phone number, etc. is correct on the knowledge transfer tracking and candidate
attendance sheet to ensure credit for participating certification evaluation.
in the training.
Day Two Complete the training requirements scheduled for Provide instruction of the material.
the day.
Day Three Complete the training requirements scheduled for Provide instruction of the material.
the day.
Day Four Complete the Mastery Test and be prepared to Direct the candidates to complete the
grade and discuss the answers on the following Mastery Test. All scores will be sent to
training day. SSQ for knowledge transfer, tracking and
candidate certification evaluation.
Day Five Review the mastery test and plan for the Review the test with the candidates and
application of instruction given on the tools for the assist in planning their remaining three
remaining three weeks. weeks of training.
Black Belt Certification Requirements
• Attend all Black Belt training sessions.
• Complete four mastery tests with a final test average of 80%.
• Conduct two projects with a one-page summary for each project, including all
appropriate signatures.
• Submit a final report for Project 1 with acceptable final report scorecard scores.
• Submit a final report for Project 2 with acceptable final report scorecard scores.
• Sustain the change.
• Receive a recommendation by a Champion, which is done by signing off on a one-
page report.
Closure Requirements for Project 1

• The Project 1 documentation that is collected and developed by the Black Belt
must be thoroughly reviewed prior to the completion of the certification process.
The following items are due approximately four weeks after the completion of the
Control Phase Training. They include:
■ The one-page summary reviewed by the site support person and a technical
representative from SSQ.
■ SSQ will sign off on all acceptable one-page summaries.
■ The final report is reviewed by the site support person and evaluated with a
SSQ Final Report Scorecard or on 6.Net.
■ The information from the evaluation of the final report is shared with the
candidate and SSQ for knowledge transfer tracking and candidate certification
evaluation.
Project 2
• The review process for Project 2 is identical to Project 1. All reports are due
approximately 12 weeks after the completion of the Control Phase Training.
• Requirements include:
■ Submittal of a one-page summary (with signatures).
■ Submittal of a final report.
Critical Factors for Black Belt Success
• The Champion has several important functions as a leader and manager of the
Black Belts and their projects.
• The Champion Leadership for Black Belts
■ Project Leadership
■ Black Belt Management
The Champion Leadership for Black Belts

• Project Leadership
■ Develops and executes a roadmap for a given project.
■ Selects project, executes control, implements and realizes the gains (the
bottom-line linkage).
■ Removes roadblocks and barriers.
■ Assists in gaining stockholder support.
■ Drives cross-functional coordination of projects.
■ Participates in all project reviews with the Black Belt.
• Black Belt Management
■ Owns Black Belt selection.
■ Acts as director to Black Belts.
■ Owns the "execution" portion of Black Belt certification.
■ Provides rewards and recognition to Black Belts.
■ Tracks the six sigma related training within the organization.
The Champion Leadership for Black Belts-Key Points
• Constant communication and Champion visibility during the completion of a
project is an important element in a successful project.
• Appropriate rewards and recognition, as well as change management, can assist in
sustaining the change.
Exercise
Complete the following statements regarding Black Belt certification requirements,
roles, and responsibilities. Select all that may apply.
1. The Black Belt is responsible for:
a) Selecting Yellow Belts.
b) Completing Black Belt training.
c) Acting as a cultural change agent.
d) Removing roadblocks.
2. The training event:
a) Is a four-day period.
b) Is a four-week period.
c) Includes SSQ site support.
d) Is part of the Black Belt Wave.
3. Actions Black Belts complete to sustain the change are:
a) Removing barriers.
b) Winning stakeholders support.
c) Aligning systems and structures.
d) Monitoring and adjusting metrics.
4. A final project report must include:
a) A problem statement.
b) A training schedule.
c) Metric charts.
d) A statistical solution.
5. The practical problem statement must be in __________ terms.
6. Closure requirements for Project 1 are _____ weeks after the completion of the
Control Phase.
7. Closure requirements for Project 2 are _____ weeks after the completion of the
Control Phase.
8. Failure to align systems and structures can result in:
a) Unsuccessfully sustaining the change.
b) Repeating the project.
c) Retraining the Black Belt.
d) Reorganization.
9. Required certification closure documents include:
a)
b)
Certification Requirements Summary
• The goal of this unit is to increase your knowledge of the certification
requirements for Black Belts. This unit reviewed the certification process, the
training and project criteria necessary to complete the certification.
• A Black Belt is a member of the management team who is responsible for
spreading the use of the six sigma methodologies, when called on to assist in
business issues.
• Certification Requirements
■ Attend all Black Belt training sessions.
■ Complete four mastery tests with a final test average of 80%.
■ Conduct two projects with a one-page summary for each, including all
appropriate signatures.
■ Submit a final report for Project 1 with acceptable final report scorecard
scores.
■ Submit a final report for Project 2 with acceptable final report scorecard
scores.
■ Sustain the change.
■ Receive a recommendation by a Champion, which is done by signing off on a
one-page report.
• Closure Requirements for All Projects
■ The following items are due approximately four weeks after the completion of
the Control Phase Training.
❏ The one-page summary reviewed by the site support person and a
technical representative from SSQ.
❏ SSQ will sign off on all acceptable one-page summaries.
❏ The final report is reviewed by the site support person and evaluated
with a SSQ Final Report Scorecard or on 6.Net.
❏ The information from the evaluation of the final report is shared with
the candidate and SSQ for knowledge transfer tracking and candidate
certification evaluation.
The Successful Project
Agenda
• Elements of a Successful Project
■ Define the New Relationship
■ Successful Project Components
■ Mobilize Commitment
❏ Mobilize Commitment Plan
❏ Influence Strategy Plan
■ Monitor Change
■ Align Systems and Structures
■ Sustain Change
• Exercise
• Summary
Overview
The goal of this unit is to increase your knowledge of the elements of a successful
project that will create a positive impact. You will identify management skills that will
assist you in maintaining the positive change.
Objectives
• Identify the elements of a successful project.
• Identify management skills to sustain a positive change.
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 04_Successful Project • 1
Elements of a Successful Project -
Defining a New Relationship
Implementing a six sigma change in any organization will involve changes in roles and
job expectations. Employees, as well as management, must shift from a traditional
business paradigm to one that uses six sigma methodology.
Defining a New Relationship

What the Organization Expects of Employees
Six Sigma
Performance
Feedback Training
Challenging Rewards
Work
New Skills Recognition
What the Employees Expect of the Organization
Expectations During the Transition
• The Champion provides a vision of the future before, during and after the
completion of any Black Belt project.
• A Champion defines the expectations of six sigma as it relates to the business and
ensures that Black Belts have a clear understanding of their responsibilities.
• The SSQ vision is to be the leading provider of knowledge-based systems that drive
financially measurable results in client organizations.
• Shared expectations from all members of the team increases support and
commitment during a change.
Six Sigma Organization - Expectations

• A knowledge and understanding of the need for six sigma and the changes
required.
• A commitment and accountability from management for implementing the change.
• Employee's self-interest in furthering their needs.
Expectations
Employees need to know: Sponsors or leaders need to know:
• What will it be like to work here • What is expected of me as a sponsor
now? or leader?
• How will I succeed? • What do I expect of my boss?
• What is it they want? • What do i expect of my
subordinates?
• What do my subordinates expect of
me?
Sharing your expectations, while inviting employees to do the same, is

a powerful tool in managing change.
Successful Project Components
• The goal of any six sigma project is to increase customer satisfaction and reduce
the cost of poor quality (COPQ). The six sigma mindset needed during a project's
process is "Defects can be eliminated and tampering reduced."
• A successful project results in a 50% change in the metrics and a savings of 100K
or more for the company.
A Successful Project
• Describes the statistical problem.
■ What are the problems with mean, variance, or both?
■ What needs to happen?
• Describes the statistical solution.
■ What are the critical X variables?
■ How are they being controlled?
■ What is the result on the process?
• Describes the practical solution.
■ What is needed? Poke-Yoke, control methods, or process/product redesign?
■ What mechanisms are in place to ensure we "hold the gains"?
■ What are the quantifiable savings?
■ What is the defect reduction or sigma level improvement?
• For any remaining steps:
■ "Who? What? When?" plans.
Champion Role
• Reviews recommended projects with Black Belts.
• Selects projects, executes control and removes roadblocks.
• Resources for projects.
• Rewards and appoints recognition.
Stakeholders
• Stakeholders are individuals in the organization who have a vested interest in the
success of a six sigma project.
• Commitment from stakeholders is a critical component of any successful project.
Who are the Stakeholders?

• They control necessary resources.
• They can block the team directly or indirectly.
• They must approve any of the team's decisions.
• They influence the opinion of others stakeholders.
• They function as the process owners of any part of the process the team is
addressing.
• There are typically fewer than 15 true stakeholders. While every stakeholder does
not need to be strongly supportive for successful results, their ability to mobilize
commitments is necessary to ensure a successful business change.
How Can Champions Increase Stakeholder

Commitment?
• Communicate the big picture.
• Create a vision of the company as it is now and the future after the change.
• Identify stakeholders' concerns and issues, and present factors to overcome
stakeholder objections.
• Follow-up by reviewing possible changes in the commitment level of the
stakeholder.
• Recognize and reward stakeholders for their commitment level when it is given.
Mobilizing Commitment Plan
The Mobilizing Commitment Plan is a tool that will assist you in identifying the level
of commitment, issues or concerns your stakeholders might have.
Directions for Using the Mobilizing Commitment

Planner
• Complete the project details as listed at the top of the form-stating company
name, problem statement and project title.
• Identify possible stakeholders and list their names.
• Check their area of influence.
• List their concern (e.g., time, money, resources or other).
• Rate their level of influence on the company.
• Rate the level of commitment at this point in time.
• Determine whether a commitment strategy is needed by checking "Yes" or "No".
Mobilizing Commitment Plan Example

Company Name: ____________________________________Project Title: ___________________________________
Problem Statement :________________________________________________________________________________
Rating Scale: 1 - Strongly Against

2 - Moderately Against
3 - Neutral
4 - Moderately Support
5 - Strongly Support
Issue or Degree of Level of Commitment

Owner of parts of
Influences other
Blocker: Directly
Concerns Impact for the Commitment Strategy

Decision-maker
issue or Plan
Stakeholders
or Indirectly
the process
Possible Time concern Needed?

Resources
Stakeholders
Controls
Money
Resources Neg. Pos. Neg. Pos. Yes or No
Other
1 2 3 4 5 1 2 3 4 5 Yes No
1.
2.
3.
4.
Exercise: Mobilizing Commitment Plan
Purpose: Identify stakeholders that could affect the success of the six sigma
project.
Agenda: Complete the Mobilize Commitment Plan listing the appropriate details
regarding your current business setting. Refer to the desired project you
wish support from stakeholders.
Limit: 10 minutes
Mobilizing Commitment Plan Exercise

Problem Statement :________________________________________________________________________________

3 - Neutral
Issue or Degree of Level of Commitment

Owner of parts of
Influences other
Blocker: Directly
Concerns Impact for the Commitment Strategy

Decision-maker
issue or Plan
Stakeholders
or Indirectly
the process

Resources
Stakeholders
Controls
Money
Other
1 2 3 4 5 1 2 3 4 5 Yes No
1.
2.
3.
4.
Influencing Strategy
The commitment level of any stakeholder can be improved to some degree through the
use of an Influence Strategy Plan. The plan must identify the following stakeholder
data before you begin to win their support.
Influence Strategy Plan

• Who can have the most impact on this person?
• What is the message that needs to be delivered?
• What is the individual's style (e.g., socializer, amiable, driver, analyzer)?
• What is the individual's history with this problem?
■ Do they view this as a flavor of the day?
■ Are there personal conflicts with those involved in the project or other
shareholders)
• If changed, what are the things that could win the person's support (deal-makers
vs. breakers)?
• How and when will the influence process begin? Task out the influence strategy
with dates to ensure it gets done.
What is the Champion's Role in the Influencing

Strategy?
• Assist the Black Belt in completion of the Influence Strategy Plan.
• Provide time to meet with the stakeholders.
• Allocate resources to win stakeholders.
The Goal of the Influencing Strategy - Increase
Stakeholders' Commitment
• List the issue or concern.
• Define the steps to maintain or strengthen support.
• Acquire data to support the team's position.
• Report to the stakeholder, reviewing their concerns and the results of the analysis
of those concerns.
Directions for Using the Influencing Strategy Plan

• List the project name, Black Belt and Champion names.
• List those stakeholders you want to win in the first column.
• Identify the style of the stakeholder.
• List the issue or concerns of that stakeholder.
• Identify those things that could "Make the Deal" or win the stakeholder if they
were present.
• List those people who can influence the stakeholder and sin the support.
• How will you gain support, list the method or actions you will take to create the
win.
• List the date you will begin the Influence Plan.
Project: Black Belt:
Champion:
Style
Socializer
Analyzer
Stakeholders The Deal Method Date

Amiable
Issues or People who
Driver
to Win Concerns Makers Influence to Win to Begin
Monitoring Change
Goal
• The goal in monitoring change is to verify the effectiveness of the change through
the use of the appropriate measurement systems.
Action Items
• What are the metrics that will be used to determine the team's success in making a
sustained change?
• How will tracking these metrics be shared across all those impacted by the team?
• Will the support of doubters be won through results?
• Measurement will provide focus and direction. Remember that actions to fix things
can occur only when the problem is known. Roadblocks or failures in monitoring
progress can occur when:
■ It is assumed that Stakeholders know how things are going and are not
specifically informed.
■ Measures are put in place only to account for project goals, forgetting that
other impacts may occur.
■ Relationship/s to other initiatives/projects are not identified and thus not
monitored.
■ An attempt is not made to measure the "soft" stuff and only "hard" data
measures are made.
■ Data is not collected and reported in the timeframe outlined in the
monitoring plan.
Measurement System Checklist
Characteristic Description
Does the measurement system capture all elements of the
Completeness change or only parts of it? Does it take you in the right
direction?
Can the measure be taken soon after the actual occurrence
Timeliness
being measured?
Visibility Can the measure be openly tracked?
Does the measure have a significant influence on the desired
Controllability
outcome?
Cost Does the measure already exist for another purpose?
Is the measure easy to understand? Can it be used to compare
Interpretability
over time and across functions/organizations?
Is there a significant relationship between the measure and

Importance
business objective?
Aligning Systems and Structures

• A six sigma change in your business often involves changes in training,
development, criteria for rewards, and compensation and promotion. Your
employee's behavior will change as well. Significant changes usually require some
type of organizational infrastructure modifications.
• Aligning systems and structures requires assessing the existing systems of measures
and rewards resulting in identifying existing practices that are inconsistent or
unproductive.
Aligning Systems and Structures - Action Items

• Identify critical systems and structures areas that must be addressed.
• Assess the risk of slipping back into "old habits".
• Align systems and structures with desired behaviors.
Components of Systems and Structures
Staffing - What new qualifications will be needed in staffing open

positions in the future?
Development - What requirements will be needed/added to development
plans?
Measures - How will conformance to the implementation change be
measured?
Rewards - How will the above measures be incorporated into
compensation plans, rewards, etc.?
Communication - What is the ongoing plan to keep people informed on the
progress towards the vision?
Designing - Does the existing reporting structure support the changed
environment?
Aligning Systems and Structures Template

This is a template designed to walk teams through a detailed analysis of the existing
systems of performance measures and rewards. The level of detail required for these
discussions will necessitate having experts from both HR and management. It will take
time and research. There are two major areas that will be reviewed. They are
Performance Metrics and Rewards and Recognition.
System and Structures Integration Template
Directions
1. List all the desired behaviors.
2. List the existing performance objectives measures.
3. Evaluate the existing measures using the measurement checklist.
• Check those measures that do not meet the checklist criteria.
4. Identify existing measures' ability to provide information on the desired behavior.
• Check those measures that do not provide information about he desired
behaviors.
• Draw an affinity diagram that links the desired behaviors and the existing
measures that provide information on them.
5. Identify those existing measures that could send out false signals about
conformance to desired behaviors.
• Check these measures.
6. Identify desired behaviors that are not measured by the current measurement
system.
• List potential measures for these behaviors and evaluate them with the
measurement system checklist.
Systems and Structures Integration Template
1. Desired 2. Existing Performance 3. Existing 4. Affinity 5. Existing 6. Behaviors
Behaviors Objective Measures Measurement Diagram Measures not
System Needed? with False Measured
Passes Signals? by Current
Measurement System
Checklist
Criteria.
List
List YES NO YES NO YES NO
System and Structures Integration Template -
Rewards and Recognition
• List the behavioral changes.
• Evaluate the organization's likely reaction to displaying behaviors that are desired
to move to and behaviors desired to move from:
A = Reward or Approval
B = Punishment or Disapproval
C = No Reaction
D = Impossible to Predict
• List the existing rewards available to employees.
1. Behavioral 2. Evaluate 3. Existing Rewards 4. Pass the 5. Action plan 6. Action plan
Changes Organization’s Available Measurement Needed to Needed to
Reactions Checklist Reward Eliminate
Desired Rewarding
Behaviors Undesirable
Predict
D= Impossible to
Approval
A= Reward or
Disapproval
B= Punishment or
C= No Reaction
Behaviors
List List
YES NO YES NO YES NO
• Evaluate the existing reward using the measurement checklist.

• Develop an action plan to reward the desired behaviors not included in
performance metrics or included in the "likely to receive reward or approval".
• Develop an action plan to eliminate rewarding behaviors that are not desired.
Sustaining Change
• Commitments
■ Having consistent, visible, and tangible reinforcement of the changed
behavior.
■ Integrating change into ongoing work behaviors.
■ Aligning systems and structures helps make the change a part of individual
and team behavior.
• Failure to sustain change can result from:
■ Underestimating the time requirements of the new behaviors.
■ Unanticipated problems.
■ Lacking coordination.
■ Other changes being introduced at the same time.
■ The employees not having the necessary skills.
■ Not gaining the support of the "masses".
■ Having goals/objectives that are too broad.
■ Dismissing complaints rather than addressing them.
■ Not understanding strategic efforts that may impact, deteriorate, or eliminate
any gains made in the current environment.
Exercise: Force Field Analysis

Purpose: To identify those factors in the business environment that act as
enablers and will promote the change and those factors that might
shorten the life of the change that was recently implemented.
Agenda: Break into pairs.
Review you current business setting and a recent change that was
implemented. Determine those factors that could increase the life of the
change and those factors you feel could restrain or destroy the recent
change initiative.
List those changes in the appropriate heading.
Rank the importance of each.
Limit: 5 minutes
Sustaining Change
Force Field Analysis
Rank Enablers Restrainers Rank

Stakeholder X - in favor Manager Z - in charge of a
and will provide critical aspect of the change
resources. process - is not sold on the
idea and is slow to support.
Exercise
Directions: Answer each question. Refer to your participant guide when necessary.
(circle those that apply)
1. The elements of a successful project include:
a) Describe the statistical problem.
b) The Personal Deployment Planner.
c) Describe the practical solution.
d) The MAIC checklists.
2. The statistical solution in a successful project describes:
a) The critical Y's.
b) The critical X's.
c) The results of the process.
d) The plan to sustain the change.
3. The practical solution describes:
a) The quantifiable savings.
b) The control methods and or the process/product redesign.
c) The problem with mean, variance or both.
d) The process used to control the X's.
4. Name three Champion actions used to manage and sustain a change.
a) Mobilizing commitment.
b) Monitoring change.
c) Aligning systems and structures.
d) Rewards and recognition.
5. The purpose of aligning systems and structures is to:
a) Ensure all processes in the system are functioning properly.
b) To ensure appropriate measurement systems are used.
c) To ensure slipping back to "old habits" does not occur.
d) Ensure existing measures and rewards are align with the new systems and
structures.
6. The purpose of monitoring change is to:
a) To determine the effectiveness of the change.
b) To ensure all-important stakeholders are involved.
c) To avoid slipping back into old habits.
d) To ensure Black Belt completion of the project.
The Successful Project - Summary
• The goal of this unit was to increase your knowledge of the elements of a
successful project. In addition you learned the management skills that can assist
you in maintaining the positive change.
• An important factor that can effect the certification of the Black Belt is the
detailed account of the completed project as reviewed in the final report. It is
important that the Champion review the final report carefully to ensure that all the
appropriate elements are represented in the report. Missed details could possibly
effect future projects.
• Components of a Successful Project:
■ Describes the statistical problem.
■ Describes the statistical solution.
■ Describes the practical solution.
■ For any remaining steps: "Who? What? When?" plans.
Champion Purpose for Action Tools

Action
Mobilize Ensure all - important stakeholders involved Mobilizing

Commitment with the change are involved and support Commitment Plan
your efforts. They may control the resources Influencing
or can block the team directly or indirectly. Strategy Plan
The Influencing Strategy Plan completed by
the Black Belt can assist in mobilizing the
commitment.
Monitoring The effectiveness of the change needs to be Measurement
Change measured through the use of the appropriate Systems
measurement systems. The measurement Checklist
system needs to take the organization and
team in the proper direction for the business.
Aligning Align Systems and Structures requires Align Systems
Systems and assessing the existing systems of measures and Structures
Structures and rewards resulting in identifying existing Template
practices that are inconsistent or
unproductive. Slipping back to “old habits”
will reduce the change for a successful and
long lasting change.
Project Selection
Agenda
• The Importance of Project Selection
• Traditional Project Selection
• Six Sigma Project Selection
■ Establish a Business Case
■ Create a Project Desirability Matrix
■ Narrow the Project Focus
■ Project Definition
• A Champion's Role During Project Selection
• Exercise: Project Selection
• Summary
Overview
The goal of this unit is to increase your knowledge of the importance of project
selection and the six sigma business objectives. You will learn to narrow the project
focus to create a project definition.
Objectives
• Identify factors influencing project selection.
• Identify the elements of a business case.
• Identify factors used to narrow project focus.
• Evaluate project definitions for appropriateness.
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 05_Project Selection • 1
Project Selection
Importance of Project Selection
• Dissemination of the six sigma culture depends on news of successful projects
having significant business impact.
• Certification depends on successful completion of such a project within four to five
months. Poor project selection is the most common root cause of certification
delays.
• After certification, Black Belts will assist in selecting future projects.
■ They will use the tools learned to identify projects with the greatest
opportunity.
■ They will take these opportunities to strategic leadership/Champion for
sponsorship.
• Black Belts will help others in project selection.
Project Selection
Traditional Projects
Traditional business change initiatives often result in:
• Optimizing one part of the business at the expense of another.
■ Decreasing cycle time in a non-bottleneck process.
■ Reducing the cost in one area by increasing the costs in another.
• Missing the root causes of existing problems.
■ Automating a bad process just creates defects more quickly.
• Creating more incremental costs than savings.
■ Increasing the number of products/features sold but not generating additional
revenue from sales.
• Creating a scope that is too large.
■ Having too many insignificant things distract the attention of the team.
■ Focusing attention on things that do not produce the most impact.
Project Selection
Traditional Business Objectives
Overtime Expenses
Employee Efficiency Test Yield Utilization
• Employee satisfaction, supplier relations, and community relations

A paradigm shift occurs from a functional view to a
cross-functional view to enable the
measurement to look across the process.
Traditional Project Selection
• Based on performance optimization in one part of the business.
• Implemented a pre-determined solution.
• Managed the exceptions vs. norms.
• Lacked clarity for project expectations.
Traditional Project Selection-Examples
• Increase the number of sales.
• Reduce overtime in one department.
• Reduce the cost of one operation.
• Reduce the cycle time in one sub-process.
• Install new equipment.
• Create a new reporting system.
• Improve on delivery time.
Project Selection
Traditional Project Metrics
Metrics have been used to measure broad-based projects, which often resulted in
figures that continue to display a poor ROI (return on investment). In addition, a
marginal reduction to COPQ (cost of poor quality) resulted from these projects.
Equipment Util. vs. COPQ Test Yield vs. COPQ

$130,000 $130,000
$120,000 $120,000
$110,000 $110,000
COPQ
COPQ
$100,000 $100,000
$90,000 $90,000
$80,000 $80,000
$70,000 $70,000
$60,000 $60,000
0.825 0.85 0.875 0.9 0.925 0.95 0.975 1 8 0.0% 82.5% 85.0% 87.5% 90.0% 92.5%
Equipment Utilization Test Yield
Results show little or no impact on business. Why?
Six Sigma Projects

Six Sigma Business Objectives
Quality Service Level Cash Flow
Investment Cycle time Cost
• Employee satisfaction, supplier relations, and community relations

Successful six sigma projects result with at least
a 50% change in metrics with potential financial
savings of $100K or more.
Project Selection
Six Sigma Metrics
Sigma Level vs. COPQ Cycle Time vs. COPQ

$450,000 $450,000
$375,000 $375,000
$300,000 $300,000
COPQ
COPQ
$225,000 $225,000
$150,000 $150,000
$75,000 $75,000
$ $
1.00 1.75 2.50 3.25 4.00 4.75 5.50 0 30.00 60.00 90.00 120.00
Sigma Level Cycle Time (minutes)
The six sigma objectives and methodology result in a dramatic and

positive change for your business environment.
Project Selection
Six Sigma Project Selection
3. Narrow the Project Focus Based on the

Business Case
Assess the performance specifications.
2. Create a Project Desirability Matrix
Use when no data on six sigma business objectives is available.
1. Establish a business case for a project
Avoid project selection with little or no business impact.
Six Sigma Project Selection - Champion Tools

• Business Strategy and Goals
• Business Case Profile
• Project Desirability Matrix
• Business Impact Scale
• Pareto Charts
• Process Maps
Six Sigma Project Selection - The Champion Role

• Ensure a measurable business impact.
• Provide assistance in project selection and support that fulfills a business need.
• Align the organizational strategy and goals.
• Complete the project definition.
Project Selection
Business Case
Step 1
Establish a Business Case for a Project
- Avoid a project selection with little or no business impact.
The Goal
The goal of establishing a business case is to stress the importance of the project to
the business in terms of meeting business objectives.
The Components
• The linkage to strategic business objectives.
• The output unit (product/service) for the external customer.
• The primary business measure of the output unit for the project.
• The baseline performance of the primary business measure.
• The gap in the baseline performance of the primary business measure from the
business objective.
The Tools
• The Business Case Profile: An outline used to write the business case. It contains
the following data:
• Time Frame
• Primary Business Measure
• Output Unit
• Baseline Performance
• Business Objective
• Cost of Impact of the Gap
• Expected Impact on Performance
The Champion's Role
• Ensure that the financial impact is assessed, which may require the assistance of a
financial analyst in the business.
Characteristics of a Good Business Case
• The Champion states a business case to the best of their knowledge at the time of
project selection.
• The team leader will validate the information in the process of narrowing the
scope.
Project Selection
• Thoughtful consideration must be given when developing a business case.
The business case data determines the degree of impact
for the Black Belt project.
• Focuses on ONE primary business metric.
■ Keeps the team clear on the measure of success.
■ Monitors other impacts with the use of secondary metrics.
• Focuses on a process rather than a cost account.
■ Guards against suboptimization of the whole for the benefit of the project.
■ States the output of the process.
■ Identifies the customers.
■ Addresses customer requirements.
• Requires an assessment of the financial impact.
• Addresses the output unit (product/service) for the external customer.
■ Avoids internal optimization (more tampering) at the expense of total
optimization by focusing on the end product.
• Defines the primary business measure of the project.
■ Aligns with the six sigma business objective.
■ Determines what the impact will be on other successful six sigma business
objectives.
■ Narrows in on the Black Belt's greatest opportunity for improvement.
• Identifies the baseline performance of the primary business measure.
■ Historical performance of this measure is considered.
■ Time period of the historical performance is reviewed.
■ Over-reaction by leaders to one isolated exception in performance is
recognized.
• Measures the gap between the baseline performance of the primary business
measure and the business objective.
■ Establishes the target performance for the primary business measure vs.
baseline performance.
■ Quantifies the cost of the gap in the baseline performance of the primary
business measure from the business objective.
■ Examines the project's expected impact on the performance gap.
Project Selection
Business Case-Profile
A business case should include:
• Cost/Unit: Carries the burden of all the waste, rework and scrap loss/shortage
(includes refused deliveries, damages, returns and so forth).
• Defects: Encompasses inaccuracies and poor quality; items that fall out of specified
limits (includes wage increases in excess of the standards established).
• Cycle Time: Expressed as lead time or time to complete.
Establishing a Business Case Profile
Business Case Profile

rolled through put yield of physical
the 3 weeks from Feb. 20 to March 9
During _________________________, the _____________________________
location address accuracy
(Period of time for baseline performance) (Primary business measure)

at 65% (True Accuracy) resulting address accuracy mandates a business
Support Services 1 to Field in an annualized cost of poor objective to improve Order Management
Support Region 3
for _______________was __________________. This gap of ______________
quality of $3,300,000 physical location address accuracy by 50%
(Output unit) (Baseline performance) (Bus Obj. Target vs. baseline)

74.9% to 87.5% an annualized sum
by 27 2001
from _____________________ represents_____________
of $1,600,000 of cost savings.
(Business Objective) (Cost impact of gap)
increase to through put accuracy of Support Services 1 to meet the year 2001
This project will ________________________________________.
corporate goal of turning up an additional 400,000 new clients across the region.
(Project expected impact on performance of primary business measure)
Project Selection
Examples: Business Case
• Poorly developed business cases do not provide project focus or strong baseline
data to compare results.
Example 1 Example 2
A Poor Business Case A Good Business Case
There are too many In 1999, the big ticket return
customer complaints. The rate was 17%, representing
Division A complaint rate is $20MM in returns. This was
35% — the highest in the 7% higher than the target
company — 5% above the for the division.
average.
• What data is missing from Example 1?
Project Selection
Exercise: The Business Case
Purpose: Develop a business case profile for a possible Black Belt project.
Agenda: Complete the business case profile. Refer to the characteristics of a
good business case to complete specific areas of the form.
Limit: 10 minutes
Business Case Profile

During _________________________, the _____________________________
(Period of time for baseline performance) (Primary business measure)
for _______________was __________________. This gap of ______________

(Output unit) (Baseline performance) (Bus obj. target vs. baseline)
from _____________________ represents_____________ of cost savings.

(Business objective) (Cost impact of gap)
This project will __________________________________________________.

(Project expected impact on performance of primary business measure)
Project Selection
Desirability Matrix
Step 2
Create a Project Desirability Matrix
- Use when no data on six sigma business objective is available.
The Goal
The goal of the project desirability matrix is to provide information that will assist in
narrowing the project focus. Champions must select among the competing projects and
address the impact, effort and risk associated with each project. The project
desirability matrix avoids traditional project results by forcing an objective discussion
on what is really known about the problem.
The Components
• Business Impact (returns)
■ Estimated financial impact of the project.
• Investment Required (costs)
■ Length of time to complete.
■ Number of people required to be successful.
• Probability of Success (assessment of the various risk factors)
■ Time: Uncertainty of the completion date.
■ Effort: Uncertainty of the investment required.
■ Implementation: Uncertainty of roadblocks.
The Tools
• The Project Desirability Matrix
The Champion's Role
• Select a diversity of projects - avoid selecting all high - impact projects.
• Ensure evaluation of projects on the same scale - for example, a high-impact
project uses a high-impact scale.
• Collect as much data as possible-avoid subjectivity.
Project Selection
Understanding the Project Desirability Matrix -
Business Impact
• The business impact ultimately refers to cash flow and profit. It includes:
Cycle Time Investment Cost
Service Level Quality Cash Flow Sales
"Significant" impact means a change of 50%

as opposed to 5-10%.
Examples: Projects Without Impact

• Reducing the cycle time on non-bottleneck operations.
• Installing a measurement system (for example, creating a new report).
• Validating assumptions used in a model (e.g. sales forecasting).
• Quantifying the performance of a process.
• Analyzing a capital investment proposal.
• Anything that does not actually accomplishes a business impact that delivers cash
flow and profits.
Investment Impact and Business Impact Scale
• Investment Impact
■ Takes into account the time and effort required by the Champion and team
members, as well as the expenditure of money.
■ Established when using the project desirability matrix to evaluate multiple
potential projects.
Financial Impact Time Investment

• High impact is greater than $300K • Low effort is less than three months
• Medium impact is $100–$299K • Medium effort is three to six months
• Low impact is less than $100K • High effort is greater than six months
Project Selection
A Project Desirability Matrix
Assessing the likelihood the potential project will satisfy business needs can be done
with a project desirability matrix.
Investment Issues
Improve Customer
Project Return or
Large Amount of
Large Number of
Labor Reduction
Travel Expenses
Reduce Cycle
Satisfaction
People
Time
Time
Issue
Rating 8 5 4 -3 -5 -5
Return or
Invest Return Return Return Invest Invest Invest
Project Name Association Table

Fix Machine A 5 8 3 3 4 2
Improve Fixture XYZ 7 5 6 2 2 1
Increase Final Test Yield 7 7 2 3 3 3
Reduce Defect Rate on Line2 6 8 1 2 2 2
Reduce Field Failure Rate 4 3 9 2 2 3
The Goal
Selection of a project that has the greatest ROI with the least amount of effort. Keep
in mind that the probability of success is a factor in selecting projects.
Probability of Success
• An assessment that takes into account the various risk factors that may prevent
success.
■ Time: Uncertainty of the completion date
■ Effort: Uncertainty of the investment required
■ Implementation: Uncertainty of roadblocks
• Example: High-risk projects are old chronic problems; a product/service project on
a terminal phase.
Project Selection
Creating a Desirability Matrix
The Project Desirability Matrix is used to quantitatively tie potential projects to key
business issues by following these steps:
1. List the names of each project under the project name.
2. List the top five benefits and top five costs identified by your organization. Using
a force field analysis, as shown in the following exercise, can aid you in this
study.
3. List the number you rated each benefit and cost under the appropriate heading.
4. Rank each potential project as it relates to each benefit and cost. Rate one for
those with no effect, use ten for those with a strong effect.
- Keep this question in mind when ranking: "How much of this project will
effect the business issue?"
5. Leave any areas that you are unable to rank blank.
6. Calculate a desirability score automatically with the resource disk.
7. The final score is a desirability index.
Example: A Desirability Matrix
Desire
Input Variables %
Index
Improve Fixture 84 26.67
Reduce Defect Rate on Line 2 66 20.95
Increase Final Test Yield 60 19.05
Fix Machine A 53 16.83
Reduce Field Failure Rate 52 16.51
Project Selection
Exercise: Force Field Analysis of Business Issues
Purpose: Define the benefits and constraints (costs) within the organization.
Agenda: • Break into groups of three to four.
• Identify the benefit and costs within your organization.
• Rate each benefit and cost. Use "1" for a low degree of importance
and "10" for a high degree of importance.
Limit: 15 minutes
Force Field Analysis

1 = low degree of importance 10 = high degree of importance
Benefits/Returns Degree Constraints/Costs Degree
Project Selection
Project Focus
Step 3
Narrow the Project Focus Based on the Business Case
- Assess the performance specifications
The Goal
The goal of narrowing our focus is to find high-leverage projects where the return
justifies the investment in time and effort, and where the need for improvement is
substantial. Narrowing the focus must be consistent with the primary business
measures. It is used in conjunction with the project desirability matrix to help
prioritize the list of potential projects.
The Tools
• Pareto Chart
• Process Map
• Metrics
The Data Used to Narrow the Project Focus
• COPQ (rework, scrap and so forth)
• Defect counts (actual defects, RTY, FTY, DPMO and DPU)
• Non-value-added time (rework, delay and inspection)
The more tools that can be applied to narrow the project focus,
the broader the learning experience.
Project Focus Considerations

• Decisions based on factual data are always better than those based upon intuition,
hearsay or folklore.
• Strategic projects are sometimes a consideration (including new markets and
technologies).
• When working towards certification, an essential factor must be considered - the
project must serve as a learning experience for Black Belts.
• While the project should address a chronic problem, it should not be too large in
scope. Don't try to "feed the world!"
• The scope should be manageable, but not so narrow that the solution is already
known. You can use six sigma to validate the solution in another project outside
the training activities.
Project Selection
Pareto Charts
• Identify the categories that are the biggest contributors to the total problem.
• Utilize only information on defects when problem-solving.
• Separate the significant few from the trivial many.
• Perform several attempts.
Three - Level Pareto
Pareto Chart for Department

100
6m
80
Percent
Dollars
4m 60
40
2m
20
0 0
Patero of Dollars by Operation
Drill down to an
31
53
45
3
52
rs
36
48
35
he
100
Ot
Department
Dollars
Percent
2805670 145067 528263 430511 373456 350150 275888 256078
41.1 21.3 7.7 6.3 5.5 5.1
.1 4.0
0 230897 120967
3.8
. 3.4 1.8
.
2m
80 actionable level.
Cum % 41.1 62.4 70.1
.1 76.4
. 81.9
.9 87.0 91.1 94.8 98.2
. 100.0
00
Percent
60
Dollars
40
1m
20
0 0
Pareto Chart for Dept 31 by Steps
0
rs
0
0
-7
-3
-4
-2
-5
-6
he
OP
OP
0P
OP
OP
OP
Ot
Department 100
Dollars 1739515
1 394471 205463 181471 130659 84368 69723
Percent 62.0
. 14.1
. 7.3
. 6.5
. 4.7
. 3.0
. 2..5 1.5 m 80
Cum % 62.0 76.1 83.4 89.9 94.5 97.5
.5 100.0
Percent
60
Dollars
1m
40
.5 m
20
0 0
n
ing
rs
g
sio
gt
rmin
xin
he
en
orm
tru
l Fo
Flu
Ot
oL
Ex
rma
ll F
tt
The
Ro
Cu
Steps
Dollars 890500 478321 135900 125875 74902 34017
Percent 51.2 27.5 7.8 7.2 4.3 2.0
Cum % 51.2 78.7 86.5 93.7 98.0 100.0
Project Selection
First-Level Pareto
Pareto Chart for Department
Dollars
1st Level 100
$6 m
80
Percent
$4 m 60
40
$2 m
20
0 0
31 53 36 48 45 52 37 34 35 Others
Department
Dollars 2,805,670 1,450,677 528,263 430,511 373,456 350,150 27,588 256,078 230,897 120967
Percent 41.1 21.3 7.7 6.3 5.5 5.1 4.0 3.8 3.4 1.8
Cum% 41.1 62.4 70.1 76.4 81.9 87.0 91.1 94.8 98.2 100.0
Second-Level Pareto
ParetoChart
Pareto Chart of
of Dollars
Dollars by Operations
Operations
Department 31 Breakdown
2nd Level 100
80
Percent
$2 m
Percent
Dollars
60
$1 m 40
20
0 0
OP - 40 OP - 30 OP - 70 OP - 60 OP - 20 OP -50 Others
Department
Dollars 1739515 394471 205463 181471 130659 84368 69723

Percent 62.0 14.1 7.3 6.5 4.7 3.0 2.5
Cum% 62.0 76.1 83.4 89.9 94.5 97.5 100.0
Project Selection
Third-Level Pareto
Pareto Chart for OP - 40 by Step
3rd Level 100
$1.5 m 80
Percent
60
Percent
Dollars
Dollars
$1 m
40
$.5 m 20
0
0
gth ing ing
ion len
rm
xin
g rs
tru
s o rm l fo e
Ex t to ll f rm
a Flu Oth
Cu Ro T he
Steps
Steps
Dollars 890500 478321 135900 125875 74902 34017
Percent 51.2 27.5 7.8 7.2 4.3 2.0
Cum% 51.2 78.7 86.5 93.7 98.0 100.0
Pareto Charts Levels-Two and Three

Black Belt Action
Black Belts need to assess whether the areas identified in the Pareto analysis will
provide enough opportunity to have the impact on the primary business measure that
is identified in the business case.
Champion Leadership
• Discuss the Pareto analysis and the impact potential on the primary business
measure.
• Discuss any revisions to the original estimated impact.
• Develop plans, if necessary, to execute additional projects for other COPQ areas.
• Select, if necessary, another project to work on.
Project Selection
Process Mapping
• A process map is a graphic representation of a process. Inputs are taken through
process steps to add value in producing an output. A process map should enable
the Champion and Black Belt to complete a more thorough investigation of the
process. It can identify areas where process improvements are needed.
• Tool Overview
SUB - SUB - SUB -

INPUTS
INPUTS OUTPUT
OUTPUT
PROCESS PROCESS PROCESS
Circle = Inputs/Start Point Box = Process Step

Output/Stopping Point Arrows = Direction of Flow
Components of a Process Map

• All Activities
• Sub-processes
• Input
• Output
• Customer and Suppliers
• Process Owners
It is desirable to have as a primary project output (Y),
a measurable variable rather than an attribute variable.
Project Selection
Why Do We Need a Process Map?
A process map is a valuable tool used to accurately define the process for a product or
service.
• Allows everyone involved with improving a process to agree on the steps that it
takes to produce a good product or service.
• Creates a sound starting block for team breakthrough activities.
• Identifies areas where process improvements are needed.
■ Identifies and eliminates non-value-added steps.
■ Combines operations.
■ Assists with root-cause analysis.
• Identifies areas where data collection exists, as well as ascertaining its
appropriateness.
• The map identifies potential X's and Y's that:
■ Lead to the determination of Y = f(X) through designed experiments.
■ Identify appropriate SPC (Statistical Process Control) parameters.
• Monitors and updates changes in the process. The map should become a visual
living document.
• Acts as the baseline for the XY matrix, as well as the failure mode and effect
analysis (FMEA).
Process Maps-Key Points
• The scope of the project is from the beginning until the end of the sub-process
with the highest COPQ.
• Root causes of COPQ activities could be from upstream processes.
• Projects focusing on only sub-processes with the highest COPQ may not be
successful.
Project Selection
Project Definition
• Defining a project uses data from the narrowed project focus. It includes:
1. Problem Statement
2. Project Goal/Objectives
3. Primary Metric
4. Secondary Metric
5. Team Members
• Problem Statement Purpose
■ Focus the team on a process deficiency-controls the scope of the project.
■ Communicate the significance to others.
Problem Statement Examples
A POOR problem statement A GOOD problem statement

Product returns are too high due Product returns are 5% of sales,
to product A and will be reduced resulting in a profit impact of $5
by analyzing first - and second - million and customer dissatis -
level Pareto charts. faction.
Problem Statement - Key Points

• A problem statement should not include any guesswork as to the cause of the
deficiency or what action will be taken.
• The problem statement assists in controlling the scope of the project.
• Key output variables that are meaningful to management should be used to
quantify the problem.
Project Selection
Project Goal/Objective
• The project objective states the goal of the project. It must:
■ Address the issue in the problem statement.
■ Quantify the expected performance improvement.
■ Identify the expected timing.
Project Goal/Objective Examples
A POOR problem statement A GOOD problem statement

Reduce shipping errors by Reduce product returns from
implementing individual 5% to 2.5% of sales by year- end.
performance measures and
objectives.
The project objective does not state the cause of the deficiency or what
actions will be taken.
Metrics
The primary metric is the yardstick that will be used to measure your success.
• Must be consistent with the problem statement and project objectives.
• Is plotted on a time series graph with the following lines:
■ Baseline Performance (average over the past 12 months, if possible)
■ Actual Performance
■ Target Performance
Project Selection
Primary Metric Time Series Graph
7% Product Returns
6%
Return $ as a PCT of Sales $
5%
4%
3%
2% Baseline
Actual
1% Objective
0%
Jul 97
Feb 97
Nov 97
Mar 97
Apr 97
Jun 97
Aug 96
Nov 96
Oct 97
Jan 97
Dec 96
Aug 97
Sep 97
Dec 97
Oct 96
May 97
Sep 96
Secondary Metrics
Secondary metrics are the conscience that will "keep you honest".
• Tracks potentially negative consequences.
• More than one secondary metric may be required.
• Ensures control of unintended negative consequences.
■ Just as a balloon may pop out somewhere else when squeezed in one place.
■ The idea is that defects can be eliminated. Don't create a problem for
someone else.
Project Selection
A Champion's Role During Project Selections
• Develop a clear problem statement and communicate the significance to others.
• Assist in the development of the process map, as needed.
• Ensure that the secondary metric(s) have been reviewed.
• Review the business case and the scope of the project to improve focus.
• Review any trends and data on the primary metric.
• Select a team.
Team Selection
• Team selection should be created with forethought vs. afterthought. Team selection
is critical because they communicate the business needs. They…
■ Encourage Champions to secure the resources.
■ Avoid homeless Black Belts who beg for help because the Champion has not
established the legitimacy of the project.
■ Increase the probability that the most capable people will be made available.
Project Selection
Exercise: Project Selection
Directions: Answer each question. Select all that apply.
1. Why is project selection important?
a) It keeps the organization focused on quality improvement.
b) The dissemination of the six sigma culture depends on news of successful
projects.
c) Black Belts will help others to select future projects.
d) Black Belt certification depends on the completion of a successful project.
2. A Black Belt project must be completed within:
a) Three to four months
b) Four to five months
c) Seven to eight months
d) One year
3. Poor project selection often results in:
a) The organization losing money.
b) Redoing the project.
c) A delay of the Black Belt certification.
d) The Champion redoing the project.
4. The project selected should:
a) Make a dramatic impact on the bottom line in your organization.
b) Involve other organizations.
c) Be used as part of the Black Belt learning process.
d) Create more work for the Champion.
5. The purpose of a business case is to:
a) Stress the importance of the project in terms of meeting business objectives.
b) Identify the final business project.
c) Identify systems that need improvement.
d) Assist the Champion in redoing the project.
Project Selection
6. The business case includes:
a) The output unit for the external customer.
b) The gap in the baseline performance of the primary business measures.
c) A list of the organizations using the business case.
d) A linkage to strategic business objectives.
7. A business case profile contains:
a) Cost of impact of the gap
b) Time frame
c) Team performing the project
d) The Champion's roles and responsibilities
8. Elements of a good business case:
a) Must focus on one primary metric.
b) Is developed by the CEO.
c) Focuses on a process vs. a cost account.
d) Is a requirement of Black Belt certification.
9. The tools to narrow the project focus are:
a) MAIC
b) Process Map
c) DFSS
d) Pareto Chart
10. The data used to narrow the project focus consists of:
a) COPQ
b) History from other organizations
c) Defect counts
d) Non-value-added time
11. Defining a project uses data from the following:
a) A problem statement
b) Primary and secondary metrics
c) The mission statement for the organization
d) Team members
Project Selection
12. The problem statement purpose is to:
a) Focus the team on the system's deficiency.
b) Focus the team on the process deficiency.
c) Control the scope of the project.
d) Notify all CEO's of the current business problems.
13. Read the following problem statement. Identify those elements missing from the
statement.
Product returns are too high due to product Z and will be reduced by analyzing
first- and second-level Pareto charts.
a) Includes guesswork as to the cause of the deficiency.
b) Fails to quantify the problem.
c) Input variables are not mentioned.
d) Key output variables are not mentioned.
Project Selection
Project Selection Summary
Champion Role during Project Selections
The goal of this unit was to increase your knowledge of the importance of project
selection and the six sigma business objectives. The elements of a business were also
presented. Finally, you learned to narrow the project focus and to create a project
definition.
The Importance of Project Selection
• Careful project selection should be important to you because of the following
factors.
■ Dissemination of the Six Sigma culture depends on news of successful projects
having significant business impact.
■ Certification depends on successful completion of such a project within four
to five months.
■ After certification, Black Belts will assist in selecting future projects.
■ Black Belts will help others in project selection.
The Business Case Components
• The Champion states a business case to the best of their knowledge at the time of
project selection.
• The team leader will validate the information in the process of narrowing the
scope.
• Thoughtful consideration must be given when developing a business case.
The Business Case Components
• A good business case should include the following:
■ The linkage to strategic business objectives.
■ The output unit (product/service) for the external customer.
■ The primary business measure of the output unit for the project.
■ The baseline performances of the primary business measure.
■ The gap in the baseline performance of the primary business measure form the
business objective.
Project Selection
Narrowing the Project Focus
• The goal of narrowing our focus is to find high-leverage projects where the return
justifies the investment in time and effort, and where the need for improvement is
substantial. Narrowing the focus must be consistent with the primary business
measures.
• The Data Used to Narrow Project Focus
■ COPQ (rework, scrap and so forth)
■ Defect counts (actual defects, RTY, FTY, DPMO and DPU)
■ Non-value-added time (rework, delay and inspection)
Project Definition
• Defining a project uses data from the narrowed project focus. It includes:
1. Problem Statement
2. Project Goal/Objectives
3. Primary Metric
4. Secondary Metric
5. Team Members
Problem Statement Purpose
• Focus the team on a process deficiency (controls the scope of the project).
• Communicate the significance to others.
A Champion's Role During Project Selections
• Develop a clear problem statement and communicate its significance to others.
• Assist in the development of the process map, as needed.
• Ensure that the secondary metric(s) have been reviewed.
• Review the business case and the scope of the project to improve focus.
• Review any trends and data on the primary metric.
• Select a team.
Wrap-Up and Summary
The Big Picture - Using Your Personal Deployment
Planner
A six sigma deployment planner provides the Champion with a detailed timeline of the
action items and the team members involved in completing a six sigma project. The
planner will assist the Champion planning, deploying, monitoring and adjusting during
the project completion process. The culmination of a successful project is a possibility
using your planner.
Personal Deployment
Planner
Six Sigma Team

Champion
Black Belt
Green Belt
Yellow Belt
Team Member
Successful
Project
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 06_Wrap-up & Summary • 1
Wrap-Up and Summary
Review of the Personal Deployment Planner
The personal deployment planner is used to assist the Champion at the start of a six
sigma initiative. It begins with the selection of a Black Belt candidate. The planner
provides recommended Champion action items required seven months prior to Black
Belt certification. The planner concludes with the review of the final report and a
celebration of Black Belt certification.
Personal Deployment Planner
Six Sigma Personal Deployment Planner

When: What:
Seven months Select Black Belt candidates.
before Select projects.
certification Meet with functions that will be impacted by the bb
One month project to secure support and potential team
before the participation.
start of Attend champion training.
the wave Complete deployment road map or “wedding planner".
Complete communications plan.
Complete deployment plan.
Meet with Black Belt.
Meet with Black Belt's supervisor.
Meet with HR to discuss reward, recognition, change
management and communications, and celebrations.
Work on elevator speech.
Get financial people involved early.
GROUND Identify the process owner who the project will impact.
SCHOOL Ensure they understand their role both during the MAIC
phases and particularly during the Control phase.
Work with HR to evaluate any union issues and possible
impact the project might have.
Meet with Union officials to communicate intent and
discuss issues.
Wrap-Up and Summary
Deployment Planner - Measure

certification (optional) Contract with Candidate for your support.
before the start Check with candidate for barriers/issues.
of Session 1 Resolve barriers and issues.
Deploy appropriate portions of the communications plan
cer tification emphasis.
after training Check with candidate for barriers/issues.
Monitor communications plan/informally or formally.
before Participate in read-out.
before candidate.
Deployment Planner - Analyze

ANALYZE Schedule time to meet with candidate
before the start Deploy appropriate portions of the communications plan
of Session 2 to the organization.
before emphasis.
Monitor communications plan/informal or formal.
two w eeks Participate in read-out.
Wrap-Up and Summary
Deployment Planner - Improve

Two months Review selected project with candidate.
before the start Deploy appropriate portions of the communications plan
of Session 3 to the organization.
before Ask where th e candidate needs help or special
after training Check with candidate for barriers/issues.
Monitor communications plan/informal or formal.
One month Review Champions m anual.
two weeks Participate in read - out.
Determine what support the line managers will need
to fully own.
Deployment Planner - Control

CONTROL Schedule time to meet with candidate
certification
Check with candidate for barriers/issues.
One week before the
start of Session 4 Resolve barriers and issues.
Deploy appropriate portions of the communications plan to the
organization.
Monitor communications plan/nformal or formal.
One week before Review Champions manual.
certification Participate in read-out.
Accept responsibility for control plan implementation.
Celebrate results.
Wrap-Up and Summary
Phases of Deployment - Planning Your Six Sigma
Champion Engagement
• Many six sigma failures are the result of Champions who do not do what is
expected of them. The Champion must plan, deploy, monitor and adjust.
• A six sigma personal deployment planner is used to prescriptively plan the
activities you will manage/undertake to ensure success. The planner includes:
1. Elapsed time to event
2. Key milestones
3. Actions
• Deployment
■ Convert the plan into specific dates and log them into your daily, weekly, and
monthly planning tool.
■ Ensure that administrative support is aware of your six sigma commitments
and their importance.
■ Ensure administrative support is aware of the people associated with projects
such as Black Belt candidates, functional managers, and six sigma
coordinators.
• Monitor
■ Review communications surveys.
■ Talk to team members on a casual basis.
■ Talk to candidates on a casual basis.
■ Talk to functional managers on a casual basis.
■ Review data/results.
■ Ask lots of questions.
■ Challenge their thinking.
■ Get the financial people involved in monitoring.
■ Regularly assess the knowledge and awareness of the organization in regards
to six sigma issues.
• Adjust
■ Don't be afraid to deviate from the deployment plan when you feel it is
necessary.
■ Use the data to provide justifications for changing things.
Wrap-Up and Summary
Tips for the Champions
• Create the process for effective problem solving-don't try to solve the problem
yourselves.
• Block time for regular interaction with the Black Belts. Give support by
demonstrating a genuine interest.
• You are the coach. Encourage the team to think "outside the box" and ensure that
it has the necessary resources. Challenge the team to "break records".
• Choose projects that justify top priority. Be prepared to reallocate resources, if
necessary. Your actions speak volumes to the organization at large.
• Care about the project metrics. Post them clearly. Demand analytical rigor in the
process.
• Focus on both financial and process results. Repeat the link between the project
objective, functional goals, customer requirements, and project results over and
over to anyone who will listen.
• Remember that project success reflects on you, as well as the Black Belt.
• This is a team effort. Your role is critical to the success of the team.
Champion Management
• Champions must make the commitment by effectively managing the following:
■ Black Belt Progress in the Required Training
■ Communication
■ Change Management
■ Black Belt Management
As Champions you play an important role in the deployment
of a successful business change.
Wrap-Up and Summary
Training Strategy
Black Belt Training - PTASR Process
• Plan
■ Participants define and scope their training project with management.
• Train
■ Each participant receives classroom training for each phase of training.
• Apply
■ Participants apply the classroom learning of that phase on their project and
receive coaching as appropriate.
• Support
■ Participants receive onsite remedial training, coaching and mentoring, project
support and project assessment.
• Review
■ Participants review training projects with management after each phase and at
the end of the project.
GOAL
SIX SIGMA
Plan
Train
Apply
Support
Control Step 4
Review
Statistical Control:
Implement Control
Plan
Plan
Train
Apply Improve
Support
Step 3
Review
Statistical Solution:
Isolate Key Variables
Plan
Train
Apply Analyze
Support
Step 2
Review
Statistical Problem:
Mean Off Target
Plan
Train
Apply Measure
Support
Step 1
Review
Practical Problem:
Low Yield
Wrap-Up and Summary
Champion Actions
Pre - Training During Training Post Training

Meet with Black Belt candidates Verify the Black Belt candidate Meet with Black Belt candidate.
and review the business case. is present during all training
days.
Review selected project. Complete MAIC checklist during Ask about the training.
each training session.
Articulate expectations. Remind the Black Belt to seek Ask where the candidate needs
support from the trainer on help or special emphasis.
areas of uncertainty.
Review open - door policy. Promote project activity. Inquire as to next actions.
Contract with candidate for your Check with candidate for
support (optional). barriers/issues.
Check with Black Belt supervisor Resolve barriers/issues.
as to release status.
Check with candidate for Schedule time to bee with Master
barriers/issues. Black Belt mentor.
Deploy appropriate portion of the Monitor communication - plan,
communication plan to the informal or formal.
organization.
Communicate with six sigma
coordinator.
Assure implementation of t he
solution.
Conduct the final review of the
project, and celebrate.
Wrap-Up and Summary
The Black Belt Roles and Responsibilities
• Broad Function
■ Is a leader of teams implementing the six sigma methodology on projects.
■ Introduces the methodology and tools to team members and the broader
organization.
• Reporting Lines
■ Can report directly to the Champion or to the function.
■ Recommend that they be a part of the functional organization.
• Black Belt Leadership
■ Acts as both a technical and cultural change agent for quality.
■ Spreads the methodology to the project teams.
■ Has duel membership in functional and six sigma teams.
■ Supports the efforts of the function by spreading the use of the methodology
when called on to assist on other business issues.
• Project Management
■ Applies the methodology completely to the project.
■ Must have technical competencies required to effectively execute the six
sigma tools.
• Minimum Training Requirement
■ Attends Black Belt training class.
■ Completes all projects-related requirements.
• Time Commitment
■ 100% dedicated.
■ 18-30 month assignment.
Wrap-Up and Summary
The Green Belt Roles and Responsibilities
• Broad Function
■ Participates on project teams.
■ They support the goals of the project, typically in the context of their existing
responsibilities.
■ Green Belts are expected to continue to utilize learned six sigma methodology
and tools as part of their normal job.
• Reporting Lines
■ Reports directly to the Black Belt.
■ Is part of the functional organization.
• Green Belt Leadership
■ Acts as both a technical and cultural change agent for quality.
■ Learns the six sigma methodology as it applies to the particular project.
■ Continues to learn and practice the six sigma methodology and tools after
project completion.
■ Supports the efforts of the function by spreading the use of the methodology
when called on to assist the Black Belt business issues.
■ May evolve to Black Belt level of knowledge and practice.
■ Continues to learn and apply the six sigma methodology completely to a
particular project.
■ Attends any training given by the Black Belt.
• Time Commitment
■ As defined by the Black Belt, Champion and Functional Manager.
■ To support any Black Belt project identified as a high-priority.
Wrap-Up and Summary
Yellow Belt Roles and Responsibilities
• Broad Function
■ Supports a Black Belt or Green Belt on projects.
■ Supports the goals of the project, typically in the context of their existing
responsibilities.
■ Sustains controls (after project) with the process owner and supervisor.
■ Active member and is part of the daily process being mapped for a six sigma
project.
• Reporting Lines
■ Reports directly to the functional manager or to the process owners.
■ Is part of the functional organization and their application depends on where
the Yellow Belt is within the organization.
• Yellow Belt Leadership
■ Assists in sustaining the change and acts as both a technical and cultural
change target for quality.
■ Demonstrates functional knowledge.
■ Demonstrates knowledge in the seven basic quality tools.
■ Communicates mapping of local process elements to the project team.
■ Maps local process, inputs and outputs.
■ Identifies COPQ.
■ Identifies value added elements.
■ Attends five days of training with two days support (20 candidates).
■ 90% of Yellow Belts are trained by home organization.
■ Yellow Belts are 20-50% of the population.
• Time Commitment
■ 10-20% of the time.
■ No time limit.
Wrap-Up and Summary
Team Member Roles and Responsibilities
• Broad Function
■ Participates on project teams.
■ They support the goals of the project, typically in the context of their existing
responsibilities.
• Reporting Lines
■ Reports directly to the Black Belt or to the process owners.
■ Is part of the functional organization.
• Team Member Leadership
■ Demonstrates functional knowledge.
■ Assists in sustaining the change.
■ Shares expertise with employees and other team members.
■ Assists in the mapping of local process elements with the project team.
■ Learns the six sigma methodology as it applies to the particular project.
■ May evolve to a Yellow, Green, or Black Belt level of knowledge and practice
based on performance and skill.
■ Communicates needs as they relate to a given project to their Black Belt and
or Green Belt.
■ Participated in six sigma project reviews as necessary.
■ Attends any training given by the Black Belt and or functional manager.
• Time Commitment:
■ As defined by the Black belt, Champion and or Functional Manager.
■ To support any Black Belt project identified as a high-priority.
Wrap-Up and Summary
Champion Communication Management
• The Goal of Communication
■ To remove roadblocks to success.
■ To motivate and get people involved.
■ To maintain awareness of the project and process.
• To achieve the communication goal, the following must be reviewed:
■ Deployment
■ Monitor Effectiveness
■ Adjust
• The communication plan is unique to each Champion. Consider these factors when
developing your plan.
■ Decide how you will communication the need for six sigma within your
organization. What is the message you will send personally?
■ Decide who will be involved in the planning and execution of the
communication plan-HR or other Managers.
■ The most important factor in sustaining and driving change in the
organization is the consistent message you send to the organization about six
sigma.
Wrap-Up and Summary
Communication Methods
• Each Champion will develop his or her own personal style of communicating with
the Black Belt and the team. The following chart lists the types of communication
tools to use as well as possible methods available to complete the communication
process.
• Communication Methods
■ Open door policies
■ Social functions
■ Suggestion boxes
■ Town hall meetings
■ Grapevine
■ Company common area
■ Brown bag lunches
Communication Tools
• Bulletin Boards • Internal Publication
• Company Wide Meetings • Interoffice Memo
• Core Value Statements • Mission Statement
• Department Meetings • Newsletters
• Electronic Bulletin Boards • Status Reports
• Electronic Mail • Video-conferencing
• Employee Focus Groups • Exit Interviews
• Employee Opinion Surveys • Electronic News Services
• State of the Company • Electronic Knowledge
Address • Learning Management
Systems
Wrap-Up and Summary
Transition Phases
Three Phases of Personal Transition
Holding On The Roller Coaster Ride Experience And

Commitment
Continued Anxiety and
Denial, Anger Anticipation
Anger, Fear
Anxiety and Reminiscing New Frame of Reference
Withdrawal
Approach/Avoidance Unconscious Competence
Goal Formation
Comfort and Optimism
A Champion often must have the ability to interpret and read nonverbal cues during
the task of leading team members through the various transition levels.
Change Management Team
• Change Sponsor: CEO
• Change Agent: Champions, Black Belt Supervisors
• Change Target: Black Belts, peers
Change Sponsor Change Agent Change Target

• Selects high-impact • Implements project • Perform normal job
projects • Reviews project responsibilities
• Selects Black Belts participation • Apply six sigma
• Reviews Project • Develops and executes a methodologies
• Communication with road map for business • Communicate to
targets and Black Belts • Reviews success of six sigma change agent
• Links rewards with • Mentor/coaches
results certification of Black Belts
• Obtains project resources
Wrap-Up and Summary
Champion and Black Belt Actions That Lead
Actions that Lead Actions that Lead Actions that Lead
Phase One Phase Two Phase Three
• Recognize • Provide Focus • Celebrate
• Confirm • Make Connections • Model
• Acknowledge • Build Confidence • Inspire
• Provide Structure • Take Risks
• Confront
Black Belt Management

• Champion visibility and involvement is critical to the successful completion of a
Black Belt project.
• Champions provide legitimacy for the six sigma initiative.
■ Champions select high leverage, high impact projects.
■ Champions select Black Belts candidates.
■ Champions articulate the overall goal to the Black Belts and target that states
how this fits and why it is being done.
Wrap-Up and Summary
Champion Leadership Skills
• Champions have a variety of tools and valuable leadership skill available when
managing Black Belts.
■ Leaders model and reinforce the vision and strategy of the organization.
■ Rewards and recognition align with the business strategies.
■ Getting the job done right is more important than satisfying the boss.
■ We reward the risk takers.
■ Success of the business is more important than success of my team or
organization.
■ Turf guarding is rare.
• Champion Communication Skills
■ Information flows easily through the organization.
■ Most people have access to the information they need to perform their jobs.
■ Changes are communicated clearly so that everyone understands.
■ Most people have a clear understanding of our business and strategic
direction.
■ People understand how they fit into the change or business strategy.
■ Regular reviews focused on project results and follow-through. (How is this
being institutionalized?)
■ Regular communication with Targets about the project.
■ Regular communication with Black Belts.
Champion Tools
• Implementation Plan: Describes the overview of the project and should contain the
following:
■ Project Definition
■ Black Belt Selection
■ Communication Plan (initial and on-going)
■ Have the weaknesses been addressed?
■ Have the strengths been leveraged?
Wrap-Up and Summary
Communication Tools
1. The Personal Deployment Plan (AKA: The Wedding Planner)
2. Black Belt Certification-The documentation monitored
■ MAIC Checklist
■ Change Management Checklist
4. Communication Plan
5. RADD (Readiness Assessment and Deployment Design)
Champion Tools
• The Personal Deployment Plan: Is the six sigma wedding planner. It is used to
review and plan the activities you will manage sequentially to ensure the success
of each phase. The time frame, key milestones and actions needed are addressed in
the planner.
• Black Belt Certification Documentation: Requires the successful completion of
several projects. It is a good tool to track the Black Belt's understanding of the
process, as well as compare the overall effectiveness of each project.
• MAIC Checklists: Provides the Champion with strategic questions to survey the
Black Belts during Measure, Analyze, Improve, and Control phases of six sigma
strategy. Questions reinforce critical steps that must be completed by the Black
Belt. Data collected provides the Champion feedback that can be used to
determine the degree of success for the certification requirements.
• Change Management Checklist: Is a list containing a brief survey the champion may
use to test the emotional state of the members of the Black Belt team. This
information provides the Champion and Black Belt with clues to the level of
support or resistance from the team.
• Communication Plan: Is a tool that will assist the champion in organizing his
communication strategy.
• RADD (Readiness Assessment and Deployment Design): Is a readiness survey that
addresses areas such as measurement systems, policy management, critical process
characterization, benchmarking, problem solving methodologies and analysis
systems maturity. It is used to gain a history of the current business functions.
Appendix A
Summaries and Checklists
Measure Breakthrough Strategy
No. Scope Measure Activities Tools
1. Focused problem statement. ProjStat.doc
Project Selection
1. 2. Identify management metric Metric.xls
(Refine the project scope)
(baseline, goal, projection). DPMO
3. Form the team. DPU.xls
4. Process map with X's and XY Matrix
Y's. FMEA
5. XY Matrix. Process/
Process Exploration
2. (Select the out put 6. Preliminary process FMEA. Flow Charter
characteristics (the Y's) 7. List of response variables
(Y's).
8. Implement adequate data
collection.
Measurement 9. Attribute R&R. AttrR&R
Verification 10. Variable R&R. Minitab
3.
(Assess the performance
specifications)
Capability Assessment 11. Zst, Zlt, DPU, RTY, DPMO, Minitab

4. (Establish the initial etc.
capability (for the Ys) 12. Capability Analysis.
Analyze Breakthrough Strategy

No. Scope Analyze Activities Tools
1. Define Performance 1. Evaluate existing and prior Capability Analysis
Objectives process data.
(a review of the prior
capability analysis to
determine the action
needed)
2. Document Potential X's 2. Review process exploration XY Matrix
(develop a starting list for tools from the Measure FMEA
possible X's) phase. Process Map
3. Analyze Source of 3. Establish relationships Histograms
Variability between potential X's and Y Multiple Boxplots
(Assess the Performance using graphical and Scatter Plots
Specifications) statistical tools. Multi-Vari Studies
4. Develop a short list of X's for Hypothesis Testing
possible experimentation. Regression Analysis
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 Appendix A • 1

Appendix A
Improve Breakthrough Strategy
outline.
2. Secure Champion
approval for the
plan.
3. Create the
Experiment Structure.
4. Obtain Samples.
5. Execute the DOE

2. Execute and Analyze the Experiment. Main Effects Plot
7. Draw statistical
conclusion.
results.
Control Breakthrough Strategy

outline.
2. Secure Champion
approval for the
plan.
3. Create the
Experiment Structure.
4. Obtain Samples.
5. Execute the DOE

2. Execute and Analyze the Experiment. Main Effects Plot
7. Draw statistical
conclusion.
results.

Appendix A
Measure Checklist
• The Champion can ensure the completion of the Measure phase by completing the
checklist for all four steps.
• Review the checklist questions with your Black Belt.
Step One
What is your problem statement? Objective?
Who will benefit from this project when it is completed?
What are the benefits?
Have the benefits been quantified? It not, when will this be done?
Date:
Who is the customer (internal/external)?
Has the controller’s office been involved in these calculations?
Who are the owners of this process?
Who are the members on your team?
Does anyone require additional training?
What is your primary metric?
What is your secondary metric?
Why did you choose these?
What are the defect categories on your Pareto charts?
Step Two
Do you have a process map?
Who was involved in its development?
Where are the data collection points?
Have you completed a fishbone diagram?
Have you completed a XY Matrix?
Have you completed a FMEA?
Who participated in these activities?
Step Three
What is your measurement systems analysis?
Where did you get your data?
Step Four
Do you have a histogram of your primary metrics?
What is the short-term and long-term capability of your process?
General Questions
Do you have any issues and barriers?
Do you have adequate resources to complete the project?
Have you completed your project status form?

Appendix A
Analyze Checklist
• The Champion can ensure the completion of the Analyze phase by completing the
Analyze Questions YES NO

Step One
• Is the response discrete or continuous?
• What does the distribution look like?
• How much of the problem, as described in the measure phase, are
you going after?
Step Two
• Have you reduced the potential X's?
• Have you reduced the likely X's to a number that can be
experimented with?
• Have you completed a demographics matrix?
• Have you completed a graphical and distribution analysis?
Step Three
• Have you performed hypothesis tests?
General Questions

Appendix A
Improve Checklist
• The Champion can ensure the completion of the Improve phase by completing the
Improve Questions YES NO

Step One
• Were all of the potential X's measurable and controllable for an
experiment?
• Have you completed a DOE Planning Sheet?
• Do you have any issues or barriers?
Step Two
• Are the vital few X's statistically significant?
• How much of the problem have you explained with these X's?
• How much unexplained error exists?
Step Three
• Are the effects of practical significance?
• Are any new improvements transferable across the business?
• Is an action plan for spreading the best practice in place an
appropriate?
General Questions
• Have you completed your project status for m?

Appendix A
Control Phase Checklist
• The Champion can ensure the completion of the Control phase by completing the
Control Questions YES NO

Step One
What is the statement of the statistical problem?
Step Two
What are the vital few X's?
How will you control or redesign these X's?
How are you monitoring the Y's?
Step Three
How are you going to ensure that this proble m does not return?
Is the learning transferable across the business?
What is the action plan for spreading the best practice?
Is there a project documentation file?
How is this referenced in process procedures and product drawings?
What is the mechanism to ensure this is not reinvented in the future?
Have you updated the FMEA?
Have you developed a Process Control Plan?
Have you developed a Quality System Action Plan?
What are the financial implications?
Is there any spin-off projects?
What lessons have you learned?
General Questions
Do you have any issues and barriers?
Do you need help from me?
Have you completed your final report?
Have you completed a local project review?

Appendix A
When: What:
Seven months Select Black Belt candidates.
before Select projects.
certification Meet with functions that will be impacted by the bb
One month project to secure support and poten tial team
before start of participation.
the wave Attend champion training.
Complete deployment roadmap or “wedding planner".
Complete communications plan.
Complete deployment plan.
Meet with Black Belt.
Meet with Black Belt's supervisor.
Meet with HR to discuss reward, recognition, change
management and communications, and celebrations.
Work on elevator speech
Get financial people involved early.
GROUND Identify the process owner who the project will impact.
SCHOOL Ensure they understand their role both during the MAIC
phases an d particularly during the Control phase.
Work with HR to Evaluate any union issues and possible
impact the project might have.
Meet with Union officials to communicate intent and
discuss issues.

Appendix A
Personal Deployment Planner Review - Measure
• This portion of the planner reviews the required Champion actions needed for the
Measure phase.
• The suggested time frame is useful in planning the Champion's action items
timetable.

certification (optional) Contract with candidate for your support.
before the Check with candidate for barriers/issues.
start of Resolve barriers/issues.
Session 1 Deploy appropriate portions of the communications plan

after training Check with candidate for barriers—issues.
Monitor communications plan—informally or formally.

before Participate in read- out.
before candidate.

Appendix A
Personal Deployment Planner Review - Analyze
• The planner lists the recommended time frame and Champion action items to
ensure the Analyze phase is completed successfully.
• It is important that Champions review the time frame and action items prior to the
start of the Analyze phase.
ANALYZE Schedule time to meet with candidate.

before Deploy appropriate portions of the communications plan
the start of to the organization.
Session 2
before emphasis.
after training Resolve barriers/issues.
Schedule time to meet with Master Black Belt/mentor.
Monitor communications plan, informal or formal.
two weeks Participate in read- out.

Appendix A
Personal Deployment Planner Review - Improve
• This portion of the planner provides a recommended time schedule for the
Champion actions required to ensure the Improve phase is completed.
• Review this page prior to the start of this phase with the Black Belt to ensure all
action items are understood.

Two months Review Selected project with candidate.
One week Deploy appropriate portions of the communications plan
before to the organization.
the start of
Session 3

Inquire as to next actions.

One month Review Champions manual.
two weeks Participate in read -out.
phase.
Determine what support line managers will need to fully
own.

Appendix A
Personal Deployment Planner Review - Control
• This is the final section of the planner. It lists the required Champion actions,
including reviewing the Black Belt final project reports for certification
requirements.
CONTROL Schedule time to meet with candidate.

One week before
the start of Deploy appropriate portions of the communications plan to the
Session 4 organization.


Review Champions manual.
One week before
Participate in read- out.
certification

Celebrate results.

Appendix A
Mobilizing Commitment Plan Example
Problem Statement:________________________________________________________________________________

3 - Neutral
Issue or
Resources
Controls
or Indirectly
Blocker: Directly
Decision maker
Stakeholders
Influence other
the process
Owner of parts of
Degree of Level of Commitment

Concerns Impac t for the Commitment Strategy
issue or Plan
Stakeholders Money
Other
1 2 3 4 5 1 2 3 4 5 Yes No
1.
2.
3.
4.

Appendix A
Project: Black Belt:
Champion:
Style
Socializer
Stakeholders Analyzer The Deal Method Date
Amiable
Issues or People who
Driver
to Win Concerns Makers Influence to Win to Begin

Appendix A
Systems and Structures Integration Template
1. Desired 2. Existing Performance 3. Existing 4. Affinity 5. Existing 6. Behaviors

Behaviors Objective Measures Measurement Diagram Measures not
System Needed? with False Measured
Passes Signals? by Current
Measurement System
Checklist
Criteria.
List
List YES NO YES NO YES NO

Appendix A
Rewards and Recognition Template
1. Behavioral 2. Evaluate 3. Existing Rewards 4. Pass the 5. Action plan 6. Action plan
Changes Organization’s Available Measurement Needed to Needed to
Reactions Checklist Reward Eliminate
Desired Rewarding
Behaviors Undesirable
Predict
D= Impossible to
Approval
A= Reward or
Disapproval
B= Punishment or
C= No Reaction
Behaviors
List List
YES NO YES NO YES NO

Appendix A
On-Site Report Documentation

Appendix B
MAIC Tools
Measure Step #1
Project Selection - Refine the Project Scope.
The Goal
The Champion establishes a business case for a project. A project desirability matrix is
used to identify the most significant areas that impact the business case.
Roadblocks
• Team members don't have the time to collect data.
• Primary metrics is not reflected in the data.
• Data communicated from poor systems is inappropriate.
• Waste and defect data is not currently captured.
The Tools
• DPU (Defects Per Unit)
• DPMO (Defects Per Million Opportunity)
Black Belt Action
• Validate data.
• Complete all steps in Measure.
• Identify possible suspect variables.
Champion Roles and Responsibility
• Ensure that the resources necessary to collect data are available to the Black Belts.
• Review the Measurement process with the Black Belt using the measure checklist.
Purpose of Metrics
DPU Metric
• This metric measures the number of defects produced or processed through the
operation. It is used to measure project work.
©1999-2001 Six Sigma Qualtec • SSQ Champion • Version 3.1.0 Appendix B • 1

Appendix B
MAIC Tools
DPMO Metric
• This metric is used to measure the complexity. It is used to select projects and
benchmark dissimilar goods and services. Complexity is a measure of how
complicated a particular good or service is. Each product or process characteristic
represents a unique "opportunity" to either add or subtract value.
Complexity Item Measured

Number of Parts
Product Complexity
Number of Functions
Process Complexity Number of Attachments
Number of Welds
Transactional Complexity Number of Entries
Software Complexity Lines of Code
Purpose of the Tools

DPU Metric (Defects per Unit)
• This metric measures the number of defects produced or processed through the
operation. It is used to measure project work.
DPMO Metric (Defects per Million Opportunity)
• This metric is used to measure the product quality as a function of complexity. It
is used to select projects and benchmark dissimilar goods and services. Complexity
is a measure of how complicated a particular good or service is. Each product or
process characteristic represents a unique "opportunity" to either add or subtract
value.
Complexity Item Measured

Number of Parts
Product Complexity
Number of Functions
Process Complexity Number of Attachments
Number of Welds
Transactional Complexity Number of Entries
Software Complexity Lines of Code

Appendix B
MAIC Tools
Reason for Need
• DPU metric helps define the scope by defining the unit.
• Black Belts use DPU to track progress.
• DPMO is needed to compare dissimilar goods or service.
• DPMO is a metric that yields an estimate of the overall sigma level of your service
or goods.
DPU vs. DPMO
• Which metric do you need? DPU or DPMO?
• In most cases, we end up converting defect data to a proportion as follows:
Proportion = Defects
?
• When we use defect data, we need to determine what number to put into the
denominator of the equation above.
Collect Defect Data

Which metric do you need?
DPU or DPMO?
Management What do I Black Belt
In most cases, we end up Metric need to Project
converting defect data to a know? Metric
proportion as follows:
Defects Compare the quality Model process efficiency

Proportion = level of non - identical or estimate the probability
? parts, processes, or of producing defect
products. parts.
DPMO DPU
When we use defect data,
we need to determine what ? = A measure of complexity ? = The number of units
number to put into the (i.e., opportunities) produced (or processed
denominator of the equation through the operation)
above.
Defects Defects
DPMO = x 1M DPU =
Total Opportunities Unit Produced
Project Selection Metric Black Belt Project Metric
Benchmarking Metric

Appendix B
MAIC Tools
DPU vs. DPMO Key Points
• DPU: Requires the Black Belt to define the scope of the problem by defining the
unit. It is used to track progress. In essence it is comparing similar goods and
services (i.e. comparing the same process to itself over and over).
• DPMO: Requires a standard through which opportunities can be defined and
counted. DPMO will allow us to calculate a sigma level.
• DPMO denominators in the calculation are the measures of complexity. Complexity
of the product process, transactional and software are often measured.
• Opportunity counts are simple counts of characteristics that are independent and
mutually exclusive.
• In terms of quality each product or process characteristic represents a unique
opportunity to either add or subtract value.
The Real Organization
• To inspect, analyze, rework, and/or scrap potential product requires:
■ More manpower
■ Extra floor space
■ Longer cycle time
■ More $$$
• How big is your "real organization"?
• What happens to cost as defects increase?
Real
Organization
Rework Rework
or Scrap or Scrap
Failure Failure
Analysis Analysis
Operation 1 Test Operation 2 Test Product

Appendix B
MAIC Tools
DPU vs. DPMO
• Black Belts should use the DPU (or PPM) metric to track their project performance.
defects Defects per unit

DPU = units =
• Management should use the DPMO metric to select projects and conduct benchmark
studies for dissimilar goods and services.
DPMO = DPU *1,000,000 /(Opps /unit)

= Defects /Total Opps * 1,000,000
Examples of When to Use DPU and DPMO
Tool Service Manufacturing

DPU Processing an employment In the manufacturing ball point
application in which pen in which we are looking
application is a unit. We for defects within the pen.
are looking for errors or
defects on the application,
i.e., a blank field.
DPMO The unit we are looking at When comparing two types of

is not constant. For watches in which each watch
example in banking has a different level of
transactions the teller does complexity. We want to know
a variable number of tasks the quality level for each item
per customer and we are independent of its complexity.
looking for the number of
defects per task.

Appendix B
MAIC Tools
Measure Step #2
Process Exploration - Select the Output Characteristics of the Y's.
The Goal
• The goal of step two is to document our understanding of the current state of the
process.
Roadblocks
• Lack of available of people involved with the process.
• No data to support, data currently available is opinion based.
The Tools
• Process Map
• XY Matrix (cause/effect matrix)
• FMEA (Failure Mode Effects Analysis)
Black Belt Action
• Ensure that the team is completing the work.
• Collect the data from the team.
• Ensure that the key steps or variables are not overlooked.
• Ensure the resources are available for the Black Belt.
• Complete the measure checklist listing the required Black Belt action.

Appendix B
MAIC Tools
Process Map
• The process map provides all that are involved with a visual representation of the
steps it takes to produce a product or service. It should list the following:
■ All the major activities and tasks.
■ The sub-processes and process boundaries.
■ The inputs and outputs.
■ Customers, suppliers, and process owners.
Process Map-Reason for Need
• A process map allows everyone involved with improving a process to agree on the
steps that it takes to produce a good product or service.
• It creates a sound starting point for a team breakthrough activity.
• The map identifies potential X's and Y's that lead to the determination of Y = f(X)
through designed experiments.
• Acts as the baseline for the XY Matrix as well as the Failure Mode and Effects
Analysis.
• It can identify areas where process improvements are needed.
■ Identifies and eliminates non-value-added steps.
■ Combines operations.
■ Assists with root-cause analysis.
• It identifies areas where data collection exists as well as ascertains its
appropriateness.
Creators of the Process Map
Manufacturing Service
Operators Managers
Manufacturing Tech Supervisors
Engineers Customer Service Rep
Supervisors Phone Center Reps
Design Engineers Sales Associate
Managers Clerks
Customer/Suppliers Customers

Appendix B
MAIC Tools
The Basic Elements
• The basic foundation of process improvement:
Goal: Y = f (X1, … , X N )
Outputs Inputs Outputs

Process Step (Y's)
X 1 Process Step Y1
*DPU *DPU
X2 Y2
Inputs Cycle Time OR Cycle Time
X3 Y3
(X's)
• Y's are the results of completing the process step.

• X's are the inputs that impact the ability to achieve the Y's of that process step.
• A "Y" from one process can be an "X" for a later process.
Note: The DPUs of each process step are the defects per unit introduced by the
materials added or the processes performed at that step.
Process Mapping-The Hidden Factory
Order Quoting Process-Modeling the Hidden Factory
(Y's)
C Vendor
N Component
C Lead Time
Order Quoting Process - Modeling the Hidden Factory C Cost
C Quality
S Required Date
VA
VA
A
S Ship to Location
NV
Customer inquiry Mktg Good Mktg scopes supply

Cycle Time = 10 min Cycle Time = 90 min
reviews DPU = .30
DPU = .55
specs
(X's)
N Product Application
A
NV
N Market
Bad
C Margin Requirement Eng

C Lead Time Bad reviews
A
N Customer Location
selection
NV
Sales re - specs S Processing Center

with customer C Customer Status
CT = 20 min
DPU = .10 Good
VA
Quotes obtained from vendor

Hint: RTY = e -dpu Cycle Time = 45 min
DPU = .44
Total RTY = .577 x .741 x .644 = 27.5%
(Where did this come from?)

Appendix B
MAIC Tools
Process Modeling-An Example
Ultimate Goal-Model your whole process
• Predict Product Cycle Times
• Predict Product Defect Levels
DPU Modeling
Raw Parts Raw Parts Raw Parts
DPU = 0.0020 DPU = 0.0027 DPU = 0.0040 Escaping
DPU = 0.0040
DPU DPU DPU
DPU In Receive 0.0023 Key into 0.0060 Print 0.0120 Pay End Yield
0.00 = 99.6%
BOL system Receipt Invoice Test Eff = 67%
Rework/Scrap
Receiving Process Process Induced Process Induced DPU = 0.0080
DPU = 0.0003 DPU = 0.0010 DPU = 0.0020
Total DPU
Cycle Time Modeling DPU = 0.012
Observed RTY = 98.8
Cycle Time Cycle Time Cycle Time Cycle Time
0.50 hours 1.5 hours 2.0 hours 4.0 hours
C.T. C.T. C.T.

Cycle Time Receive 0.50 min Key into 2.0 min Print 4.0 min Pay Total Cycle
0.0 hours Time = 8.0
BOL system Receipt Invoice

Appendix B
MAIC Tools
XY Matrix
• The XY metric will guide the team to focus on a few X's that people have agreed
significantly affect the product. This metric identifies the inputs (X's) and outputs
(Y's) associated with the project.
XY Matrix-Reason for Need
• The XY Matrix allows everyone involved with a process to agree on output critical
to the product and or the customer.
• The XY Matrix ranking assigns a level of importance to each output variable.
• The XY Matrix assesses the effect of each X on each Y through association.
• The XY Matrix provides a first attempt at determining Y = f(X).
• The XY Matrix provides direction for an area of focus for the FMEA.
XY Matrix Creators
• The focused team working on a breakthrough project.
• Anyone who had or has a role in defining, executing, or changing the process.
Operators Managers
Managers Clerks
Steps to use the XY Matrix

1. Review the Process Map; use the X's and the Y's from the Process Map.
2. List the important output variables.
3. Rank each output numerically using a 1-10 scale with 1 being of low importance
and 10 being critical.
4. Identify potential causes that can impact one or more outputs, and list each.
5. Numerically rate the effect of each X on each Y within the body of the matrix
using a 1-10 scale in which 1 has no detectable association, and 10 has a very
strong association.
6. Use the resulting ranks to analyze and prioritize future team activities.

Appendix B
MAIC Tools
Manufacturing Example
Step 1: Review the process map.
X's Op loads bracket #1 & housing into weld Y's

fixtureA
Raw Bracket 1 Initiates cycle start Subassembly/Critical
Raw Housings NV Dimensions
A
Loading S.O.P. (1) Machine clamps
VA Subassembly/Weld
Weld (10 welds)
Weld Schedules Data Unclamps subassembly Location
Air Pressure Subassembly/Weld Nugget
Voltage Operator removes subassembly NV Size
H20 Circulation Transports to weld fixture B or C A Final Assembly/Critical
Dimensions
Unloading/Transport S.O.P. (2)
Raw Bracket 2 Op loads subassembly and bracket #2 into Op loads subassembly and bracket #2 into
Subassembly fixtureB fixtureC
Initiates cycle start. Initiates cycle start. NV
Loading S.O.P. (3) A
NV
Weld Schedules A Machine clamps VA Machine clamps
Weld (20 welds) V Weld (20 welds)
Air Pressure Unclamps final assembly. A Unclamps final assembly.
Voltage
H20 Circulation Final Assembly/Weld Location
Tip Dressing Operator removes final assembly
Transports to gauge fixture. N VA Final Assembly/Weld Nugget
Unloading/Transport S.O.P. (4) Size
Operator dimensionally gauges N Final Assembly/Free of Weld
Gauging/V.I. S.O.P. (5) Data Visually inspects final assembly. VA Flash
All Welds Present?
Service Example
(Y's)
C Vendor
N Component
C Lead Time
C Cost
C Quality
S Required Date
VA
VA
A
S Ship to Location
NV
Customer inquiry Good Mktg scopes supply

Mktg
Cycle Time = 10 min Cycle Time = 90 min
reviews
DPU = .55 DPU = .30
specs
(X's)
N Product Application
A
NV
N Market
Eng
Bad
C Margin Requirement
C Lead Time Bad reviews
A
N Customer Location
selection
NV
Sales re - specs S Processing Center

with customer C Customer Status
CT = 20 min
DPU = .10 Good
VA
Quotes obtained from vendor

Cycle Time = 45 min
DPU = .44

Appendix B
MAIC Tools
Example
Step 2: List the important output variables along the top section of the matrix.
Step 3: Rank each output numerically using an arbitrary scale.
A scale of 1 to 10 is often used.
Project: Housing Welding
Date: 12/20/96
DEMO
View Results
Variables
Nugget Size
Dimension
Dimension
Output
Flash Free
All Welds
Present
Length
Delete
Width
Instructions
Rank 5 7 9 8 10
Inputs
1
2
3
4
8
9
10
11
12

Appendix B
MAIC Tools
Step 4: Identify potential causes (failed X's) that can
impact various outputs, and list each one along the left side of the matrix.
Step 5: Numerically rate the effect of each X on each Y within the body of the
matrix.
Project: Housing Welding
Date: 12/20/96
DEMO
View Results
Variables
Nugget Size
Output
Dimension
Dimension
Flash Free
All Welds
Delete
Present
Length
Width
Instructions
Rank 5 7 9 8 10
Inputs
1 Width Bracket 1 10
2 Length Bracket 1 7
3 Housing Width 7
4 Housing Length 10
5 All SOPs 9 9 9 6
6 Weld Schedule 10 10
7 Air Pressure 5 5 5
8 Line Voltage 5 5 5
9 H20 Circulation 5 5 5
10 Width Bracket 2 10
11 Length Bracket 2 7
12 Daily Tip Dressing 10 8
13
Note: This captures
14 what is known so far
15
about the process.

Appendix B
MAIC Tools
Service Example
Numerically Rate the Effect of Each X.
Project: Quote Process
Date: 3/9/99
DEMO
Internal Lead
View Results
Component
Variables
Output
Selection
Selection
Location
Ship To
Delete
Vendor
Time
Cost
Instructions
Rank 7 10 8 9 5
Inputs
1 Product App 10 4 5
2 Market App 9 7 2
3 Margin Req 8 4 10
4 Cust Lead Time 10 9 8
5 Cust Loc 4 3 10
6 Processing Ctr 4 7 8 5 10
7 Customer Status 3 7 10
8
9
10 Note: This
11 captures what is
12 known thus far
13 about the
14
process.
15

Appendix B
MAIC Tools
Step 6: Use the resulting ranks to analyze and prioritize future team activities.
If no FMEA exists, the highest-ranking inputs from the XY Matrix should be
addressed first.
Input Variables Rank %
Width Bracket 1 50 3.87%

Length Bracket 1 49 3.79%
Housing Width 35 2.71%
Housing Length 70 5.42%
All SOPs 240 18.58%
Weld Schedule 190 14.71%
Air Pressure 135 10.45%
Line Voltage 135 10.45%
H20 Circulation 135 10.45%
Width Bracket 2 50 3.87%
Length Bracket 2 49 3.79%
Daily Tip 154 11.92%
Dressing

Appendix B
MAIC Tools
Service Example
Use the resulting ratings to analyze and prioritize future team activities. This will help
focus your work on the FMEA.
Key Process
Input Variable Rank %
Product App 177 14.00%
Market App 137 10.84%
Margin Req 186 14.72%
Cust Lead Time 224 17.72%
Cust Loc 102 8.07%
Processing Ctr 257 20.33%
Customer Status 181 14.32%

Appendix B
MAIC Tools
FMEA (Failure Mode Effects Analysis)
• The FMEA is a document that displays much of what is currently known about the
process. It contains data about the "actual process". It is a detailed document that
identifies ways in which a process or product can fail to meet critical customer
requirements. It lists all the possible causes (failed X's) from which (the Y's) a list
of items for the control can be generated.
FMEA Purpose
To identify ways in which a process or product can fail to meet critical customer
requirements.
• To act as a living document that lists all possible causes (failed X's) of failure
from which a list of items for the control plan can be generated.
• To allow teams to track and prioritize the actions required improving the process.
• To facilitate the documentation of a plan to prevent those failures.
FMEA-Reason for Need
• It requires a team to follow a procedure to identify and document:
■ Potential product-related process failure modes.
■ Potential effects of these failures modes on the customer.
■ Potential process causes (failed X's) for each failure mode.
■ Ways of reducing the occurrence frequency of those failures.
■ Ways of improving the means of detecting these failures.
• Team needs a risk-ranked Pareto of process issued that can be used as a means to
guide the team activity.
• A prioritized list of well-organized corrective actions.
• A means through which process improvement can be tracked.
• A starting point from which the control plans can be created.

Appendix B
MAIC Tools
FMEA Creators
• FMEA is created by anyone on the focus team working on a breakthrough project,
or a role in defining, executing, or changing the process.
Operators Managers
Managers Clerks
Types of FMEA
Manufacture/Service
Addresses failure modes associated with the manufacture and/or
Process service process.
Project Addresses failures that could happen during a major program.
Software Addresses failure modes associated with software functions.

Address es failure modes of products and components before they
Design
are made.
Addresses failure modes for system and subsystem-level functions
System
early in the product concept stage.

Appendix B
MAIC Tools
The FMEA Vocabulary
• The Process X Prioritization: a detailed document which identifies ways in which a
process or product can fail to meet critical customer requirements (Y's). It is a
living document that lists all possible causes (failed X's) of failure. A list of items
for the control plan is generated.
• Failure Mode: a description of a "non-conformance" at a particular process step
(also know as a shop floor defect).
• Failure Effect: the effect a particular failure mode will have on the customer
(attempt to quantify with respect to Y's).
• Severity-SEV (of failure effect, scale of 1 to 10): an assessment of the seriousness
of the failure effect on the customer. The customer can be the end customer and or
the next process operation.
• Failure Cause: something, which can be corrected or controlled (X) that describes
"how the failure modes could have occurred".
• Occurrence-OCC (of failure cause, scale 1 - 10): an assessment of the frequency
with which the failure cause occurs. "How often does this X fail in a specific way?"
• Detection-DET (of failure cause, scale 1 - 10): an assessment of the likelihood (or
probability) that your current controls will detect 1) when the X fails or 2) when
the failure mode occurs.
• Risk Priority Number-RPN = Severity * Occurrence * Detection: used to prioritize
recommended actions. Special consideration should be given to high severity
ratings even if Occurrence and Detection are low.

Appendix B
MAIC Tools
FMEA Example
Calculate the risk priority number (RPN) and Pareto-ize this quantity in descending
order.
C
Potential Failure S O D R
Process Function Potential Failure l Potential Causes Current Process
# Modes (Process E C E P
(Step) Effects (KPOVs) a of Failure (KPIVs) Controls
Defects) V C T N
s
1 Load Brac ket 1 Parts do not fit Delay in process 2 Incoming 3 Receiving 6 36
and housing into c omponent inspection (1%
Fixture A dimensions out of dimentional audit)
print
2 Part is loaded Final assembly 8 Operator error 5 100% final dim 4 160 #2
incorrec tly width/length out o gauge/100%
print visual inspection
3 Fixture A: Initiate Mac hine will not Delay in process 2 Power off, sensor 2 1/month PM 7 28
cycle start cycle out
4 Fixture A: Clamps Mac hine will not Delay in process 2 Air pressure low, 2 1/month PM 7 28
c lamp sensor out
5 Delay in process 2 Part not loaded 2 Sensor installed 2 8
properly (poke yoke)
6 Fixture A: Welds Mac hine will not Delay in process 2 Not enough 1 Voltage regulator 2 4
weld voltage supplied and visual alarm
7 Welds appear Airbag housing 10 Weld schedule 5 100% visual 4 200 #1
small or "light" will not sustain out of adjustment inspection, 2/shift
deployment destruc tive testing
8 Fixture A: Mac hine will not Delay in process 2 Air pressure 2 1/month PM 7 28
Unclamps unc lamp release valve
broken
9 Remove and Dropped/ Final assembly 8 Operator error 2 100% final dim 4 64
transport damaged width/length out of gauge/100% #3
subassembly subassembly print visual inspection

Appendix B
MAIC Tools
FMEA Manufacturing Example
• Recommend action, assign responsibility, take action, and recalculate the RPN
when actions are completed.
S O D R Recommended Person and S O D R

Failure
Priority Failure Effect E C E P E C E P
Mode Actions Target Date V C
V C T N T N
Welds Airbag housing Need Black Belt
#1 appear small will not sustain 10 5 4 200 statistical ?/?/?
or "light" deployment tools
Part is Final assembly Need fixture Mfg Engineer
#2 loaded width/length 8 5 4 160
out of print redesign ?/?/?
incorrectly
Dropped/ Final assembly Install Maintenance
#3 damaged width/length transfer technician 8 2 2 32
8 2 4 64
subassembly out of print conveyor (done)
FMEA Service Example

• Recommend action, assign responsibility, take action, and recalculate the RPN
when actions are completed.
FMEA
• A FMEA is updated whenever a change is being considered to a product or service.
■ Design
■ Application
■ Environment
■ Material
■ Manufacturing or assemble process
• An FMEA is never completed unless the process is removed from the production
line.

Appendix B
MAIC Tools
Measure Step #3
Measure Verification-Assess the Performance Specifications.
The Goal
• The goal of step three is to validate the measurement or inspection systems. Are
they reliable enough to be used for their intended purpose? Basic statistics provide
a foundation upon which future measurements will be based. Graphical techniques
are used to display the data.
Roadblocks
• Old obsolete measurement tools
• Outdated customer information
• Tribal knowledge is used such as "What they think" not actual/factual data.
• Misperceptions that expensive tools must be good.
The Tools
• Basic Statistics
• Attribute Measurement System Analysis
• Variable Measurement Systems Analysis
Black Belt Action
• Gather products or examples for use in studies.
• Gain participation of the people involved with the measurement process.
Champion Roles and Responsibilities
• Champions need to have an understanding of basic statistics in order to
understand measurement verification and capability assessment.
• Provides resources to ensure measurement verification is completed.
Purpose of Basic Statistics
• Used to analyze data collected in the measure phase.
• Enables us to numerically describe the data that characterizes our process X's and
Y's.
• Allows us to use past process and performance data to make inferences about the
future.
• Serves as a foundation for advanced statistical problem-solving methodologies.
• Concepts create a language based on numerical facts and not intuition.

Appendix B
MAIC Tools
Nature of Data
Variable Data Characteristics Attribute Data Characteristics
Shows magnitude Binomial
Continuous Good/Bad; Pass/Fail
Can be divided into infinitely small Can be expressed as percent; many
increments (theoretic ally) samples of percent can be analyzed as
variable data
Offers greater statistical power Common in transaction project
Population vs. Sample

• Population • Sample
■ It is highly unlikely that ■ Objects actually measured in a
we can ever know the true statistical study.
population parameters.
“Population Parameters”
= Population mean
= Population standard deviation
”Sample Statistics” Population
X = Sample mean
s = Sample standard deviation
Sample

Appendix B
MAIC Tools
Central Tendency
Mean (µ, Xbar)
• The arithmetic average of a set of values.
■ Uses the quantitative value of each data point.
■ Is strongly influenced by extreme values.
■ Example: 3,4,7,7,9,11 the mean is 7.
Median (M)
• The number that reflects the 50% rank of a set of values.
■ Can be easily identified as the center number after all of the values are sorted
from high to low.
■ Is not affected by extreme values.
■ Example: 3,4,7,7,9,11 the median is 7.
Mode
• The most frequently occurring value in a data sample.
■ Example: 3,4,7,7,9,11 the mode is 7.

Appendix B
MAIC Tools
Measures of Variability
• Range
■ The numerical distance between the highest and the lowest values in a data
set.
• Sample Variance (s2)
■ The average squared deviation of each individual data point from the mean.
• Sample Standard Deviation (s)
■ The square root of the variance
❑ Is the most commonly used measurement to quantify variability.
❑ Is commonly estimated using these formulas.
Range = max - min
Σ (X - X )
2
i
s =2 i=1
n-1
n
Σ (X - X )
2
i
s= i =1
n-1

Appendix B
MAIC Tools
Understanding the Nature of Your Data
• What is the Central Tendency?
■ Mean, median, mode
• What is the variation?
■ Standard deviation; interquartile range
• Is the data skewed?
• Are there any outliers?
Descriptive Statistics
Variable: Cycle Time
Anderson - Darling Normality Test
A-Squared: 0.418
P-Value: 0.328
Mean 70.0000
StDev 10.0000
Variance 100.000
Skewness - 5.0E - 02
Kurtosis 0.423256
35.0 47.5 60.0 72.5 85.0 97.5 N 500
Minimum 29.824
1st Quartile 63.412
Median 69.977
3rd Quartile 76.653
95% Confidence Interval for Mu Maximum 103.301
95% Confidence Interval f or Mu
69.121 70.879
69 70 71 95% Confidence Interval f or Sigma
9.416 10.662
95% Confidence Interval f or Median
95% Confidence Interval for Median 69.021 70.737
• The Central Tendency is where most of the data is located.

■ The mean is 70.0.
■ The median is 69.97.
■ The mode is the most frequently occurring value ~70.
■ The variance is 100.
■ The data is not skewed.
■ There are outliers.

Appendix B
MAIC Tools
Normal Curve Properties
68.26% of the data will fall within +/- 1 from the mean.
99.9937% of the data will fall within +/ - 4 from the mean.
68.26 %
95.46 %
99.73 %
-4 -3 -2 -1 0 1 2 3 4

Appendix B
MAIC Tools
The Purpose of MSA (Measurement Systems Analysis)
• The purpose of the MSA is to determine the effectiveness of our inspection and
measurement systems in terms of the Reliability and repeatability.
• Reason for Need
■ To provide information regarding the percentage of variation in your process
data that comes from error in the measurement.
■ To compare two or more measurement devices or two or more operators
against one another.
■ To used as part of the criteria requirement to accept and release a new piece
of measurement equipment to manufacturers.
Possible Sources of Variation
• A good calibration program will quantify and eliminate the measurement offset
caused by linearity, stability, and accuracy of the measurement instrument.
Variable R&R will quantify the amount of variation (in σ 2total ) induced by
differences between operators (reproducibility) and by the
measurement instrument Observed process
itself (repeatability). or product variation
Actual process or Measurement

product variation variation
Long - term Short - term Due to Due to measurement

Variable R&R study variation variation operators device (Gage)
µ2 total = µ2product + µ2measurement system Reproducibility Repeatability
Linearity
σ total = σ product + σ measurement system Stability
Calibration program and Gage selection Accuracy
Ideally, What Do We Want Σ And Μ ms To Be?

2
Question: ms

Appendix B
MAIC Tools
Reproducibility Defined
• Reproducibility is the variation in the averages of measurements made by different
operators using the same device when measuring identical characteristics of the
same parts. Reproducibility must also account for variation between different
measuring devices (not only different appraisers).
Quantifies the
Reproducibility differences between
the operators
Operator B Operator A
Performance Characteristic
A variable R&R study will quantify the reproducibility of the measurement system.
Repeatability Defined
• Repeatability of the instrument is a measure of the variation obtained when one
operator uses the same device to "repeatedly" measure the identical characteristic
on the same part. Repeatability must also account for repeat measurements taken
on an automated piece of test equipment (i.e., no operator).
True value for one part Quantifies the

repeatability of the
instrument
Repeatability
A variable R&R study will quantify the repeatability of the instrument.

Appendix B
MAIC Tools
Gage Accuracy Defined
• Accuracy is the difference (or offset) applied between the observed average of
measurements and the true value. Establishing the true average is best determined
by measuring the parts with the most accurate measuring equipment available or
using parts that are of known value (i.e. standard calibration equipment).
True value Accuracy Observed average
An adequate calibration program can ensure the accuracy of the device is maintained.
Steps to Gage Accuracy

1. Obtain the true value of sample parts from gage lab or layout inspection
equipment.
2. Compare these reading with the operators' observed values (XbarA, XbarB, XbarC)
from the R&R study.
3. To convert accuracy to a % of tolerance, multiply the difference of true value vs.
observed average by 100 and divide by the tolerance.

Appendix B
MAIC Tools
Causes of Poor Accuracy
• Error in the master
• Worn gage
• Gage is designed to the wrong dimensions
• Gage is measuring the wrong characteristic
• Gage is not properly calibrated
• Improper use of gage by operators
Poor Gage Capability
• Equipment needs to be replaced, repaired or adjusted if a dominant source of
variation is repeatability.
• The state of art technology gage requires adjusting even if it is performing to its
specifications. Use signal averaging to address the issue.
• Training and definition of the standard operating procedure is required when the
dominant source of variation is reproducibility caused by the operator.
• Evaluate the specifications. Are they reasonable?
• Any process operating at a high capability (ppk greater than 2) indicates that the
gage is probably not hindering you and you can continue to use it.

Appendix B
MAIC Tools
Gage R&R Output
Session Window Output
Two-Way ANOVA Table With Interaction
Source DF SS MS F P
PartID 9 2.05871 0.228745 39.7178 0.00000
OperName 2 0.04800 0.024000 4.1672 0.03256
OperName *PartID 18 0.10367 0.005759 4.4588 0.00016
Repeatability 30 0.03875 0.001292
Total 59 2.24912
%Contribution
Source VarComp (of VarComp)
Total Gage R&R 0.004437 10.67
Repeatability 0.001292 3.10
Reproducibility 0.003146 7.56
OperName 0.000912 2.19
OperName *PartID 0.002234 5.37
Part-To-Part 0.037164 89.33
Total Variation 0.041602 100.00
StudyVar
Source (SD) (5.15*SD)
Total Gage R&R 0.066615 0.34306
OperName 0.030200 0.15553
OperName *PartID 0.047263 0.24340
Part-To-Part 0.192781 0.99282
Number of Distinct Categories = 4
Gage name: Gage #012345

Date of study: 01/01/00
Graphical Output Reported by:

Tolerance:
Six Sigma BB
1.5 mm
Misc: Line 000
Components of Variation By PartID

100 1.1
1.0
%Contribution 0.9
Perc ent
0.8
50 0.7
0.6
0.5
0 0.4
Gage R&R Repeat Reprod Part-to-Part 1 2 3 4 5 6 7 8 9 10
PartID
R Chart by OperName By OperName
0.15 1.1
Bill Fred Sam 1.0
S ample R ange
0.10 UCL=0.1252 0.9

0.8
0.7
0.05
0.6
R=0.03833 0.5
0.00 0.4
LCL=0
OperName Bill Fred Sam
Xbar Chart by OperName OperName*PartID Interaction

1.1 1.1
OperName
1.0 Bill Fred Sam 1.0
S ample Mean
0.9 0.9 Bill

A v erage
0.8 UCL=0.8796 0.8 Fred

0.7 Mean=0.8075 0.7 Sam
0.6 LCL=0.7354
0.5 0.6
0.4 0.5
0.3 0.4
1 2 3 4 5 6 7 8 9 10
PartID
Answers! But what do they mean? Let's investigate each section one at a time.

Appendix B
MAIC Tools
Gage R&R Results
• The percent contribution is the percentage of total variation that is accounted for
by each variance component (each variance component is divided by the total
variation X 100%). Note the total % contribution will always sum to 100%.
• The percent study variation (5.15 * Std Dev of each component, divided by 5.15
*total STD Dev X 100% is a way to look at variation in linear terms much like Cp. +
5.15. encompasses 99% of the normal curve.
%Contribution
Source VarComp (of VarComp ) σ MS2
Total Gage R&R 0.004437 10.67 Contribution =

σ 2total
Reproducibility 0.003146 7.56 0.004437
= = 0.1067
Operator 0.000912 2.19 0.041602
Operator* PartID 0.002234 5.37
Part-To-Part 0.037164 89.33
The Total Gage R&R %
Contribution (10.67% in
StdDev Study Var this case) is the primary
Source (SD) (5.15*SD) reported output of a
Total Gage R&R 0.066615 0.34306 Measurement System
Repeatability 0.035940 0.18509 Analysis.
Operator 0.030200 0.15553
Operator* PartID 0.047263 0.24340
Part-To-Part 0.192781 0.99282
Question: What is our conclusion about the measurement system?

Appendix B
MAIC Tools
Exercise
Purpose: To illustrate the method required characterizing a variable measurement
system.
Agenda: • Break into groups of threes.
• You will measure the stack of washers using the caliper.
• There should be one laptop for each group.
• View the example of the file shown by the trainer.
• Review example of the process shown on the slide.
• Perform the measurement as indicated on the data collection sheets.
• Record and save data on the common master disc. Use your group
name to save.
• Your trainer will collect your disc and transfer the data.
Limit: 30 minutes

Appendix B
MAIC Tools
Why Use Attribute R&R?
• To determine if inspectors across all shifts, all machines, etc., use the same criteria
to determine "good" from "bad".
• To assess your inspection or workmanship standards against your customer's
requirements.
• To identify how well these inspectors are conforming to themselves.
• To identify how well these inspectors are conforming to a "known master," which
includes:
■ How often operators decide to ship truly defective product.
■ How often operators do not ship truly acceptable product.
■ Discover areas where:
■ Training is needed.
■ Procedures are lacking.
■ Standards are not defined.
Examples of When to Use Attribute R&R
Tool Service Example Manufacturing Example
Attribute R &R The inspection of a The inspection of a ball
document for spelling point pen in which we are
errors in which we are looking to find any type of
looking to determine if manufacturing defect that
each inspector found the could be cosmetic or
same type and number of functional.
errors

Appendix B
MAIC Tools
How to Run an Attribute R&R
• A "part" can be many things. It can be an invoice, a batch of materials, an order
form, or anything produced in the manufacturing process. The more samples equal
a better confidence interval for the answer obtained.
• Select a minimum of 30 parts from the process.
■ 50% of the parts in your study should have defects.
■ 50% of the parts should be defect free.
■ If possible, select borderline (or marginal) good and bad samples.
■ Identify the inspectors who should be qualified.
■ Have each inspector independently and in random order assess these parts and
determine whether or not they pass or fail (judgment of good or bad).
An Example: Using the Spreadsheet
Attribute Gage R & R Effectiveness

Blank Form: AttrR&R2.xls
Enter Pass/Fail,
0/1, etc. SCORING REPORT Title
5
DATE: Today's Date Block
Attribute Legend (used in computations) NAME: Black Belt
1 pass PRODUCT : ABC 123
2 fail BUSINESS: Division A
Known
Known Population Operator #1 Operator #2 Operator #3
Workmanship or
Sample # AttributeTry #1 Try #2 Try #1 Try #2 Try #1 Try #2
1 Customer Resultpass
pass pass pass pass fail fail
2 pass pass pass pass pass fail fail
3 fail fail fail fail pass fail fail
4 fail fail fail fail fail fail
Operator
fail
5 fail fail fail pass fail fail Results
fail
6 pass pass pass pass pass pass pass
7 pass fail fail fail fail fail fail
8 pass pass pass pass pass pass pass
9 fail pass pass pass pass pass pass
10 fail pass pass fail fail fail fail

Appendix B
MAIC Tools
Spreadsheet Results with Calculated Confidence Intervals
Statistical Report - Attribute Gage R&R Study
DATE: Today's Date % of time each inspector

% of time each NAME: Black Belt
agrees with himself and
inspector agrees with PRODUCT: ABC 123
BUSINESS: Division A the standard
himself
% Appraiser %Score vs. Attribute
Source Operator #1 Operator #2 Operator #3 Operator #1 Operator #2 Operator #3
Total Inspected 10 10 10 10 10 10
# Matched 10 8 10 7 6 6
False Negative (Operator Rejected Good Product) 1 1 3
False Positive (Operator Accepted Bad Product) 2 1 1
Mixed 0 2 0
95% UCL 100.0% 97.5% 100.0% 93.3% 87.8% 87.8%
Calculated Score 100.0% 80.0% 100.0% 70.0% 60.0% 60.0%
95% LCL 69.2% 44.4% 69.2% 34.8% 26.2% 26.2%
Attribute Measurement Systems Key Points

Possible Fixes for Attribute Measurement Systems include:
• Operator training and certification.
• Establishment of standards.
• Implementing visual aids.
• Establishing setup procedures.
• Establishing measurement procedures:
■ Same place
■ Same light
■ Same standards

Appendix B
MAIC Tools
Exercise: M&M Inspection
Purpose: To assess the reliability of a visual inspection system.
Agenda: Break into groups of 3 inspectors.
• Use the grid below to line up your sample of M&Ms. Place one M&M
in each square.
• Independently have each inspector document his finding of each
M&M as "good" or "bad". Look at each M&M for color, or flaws in
shape or labeling.
• Record your results and enter data into an Excel spreadsheet.
• Review and report your results.
Limit: 30 minutes
M&M M&M
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15

Appendix B
MAIC Tools
Measure Step #4
The Purpose of Capability Assessment
For Variable Data (variable output Y)
• Are the specifications correct for the parameter (Y) of interest?
• Do we need to move the mean, reduce the variation, or both given that we have
defined the appropriate specifications?
For Attribute Events (attribute output Y)
• Are measurement systems affecting our ability to assess true process capability?
• What is the allowable internal and external escaping defects rate?
Reason for Need
• Capability Assessment allows us to quantify the nature of the problem.
• It allows the organization to predict its true quality levels for all goods and
services.
• Capability assessment can lead to an initial estimate of a product or process sigma
level.
Roadblocks
• Lack of availability of data
• Uncertain product specifications
• Specifications that were inherited are often not aligned with the customer wants

Appendix B
MAIC Tools
Capability Analysis Overview
Assess the capability for a quantitative parameter (variable data).
Capability Estimates
Estimate
Verify PPM
Pull a Calculate
specs sample z-score
Estimate
Cp, Cpk, Pp, Ppk
Assess the capability for a discrete event (attribute data).
Count the Calculate Calculate Convert to
defects PPM z-score Cpk , Ppk
• As a process or product sigma level increases, the corresponding defect level

decreases. Sigma is used in place of a straight proportion good to bad to
emphasize the gains made when the yield is over 95%.
• The exponential nature of the statistic makes the difference between each sigma
level significantly different from the level before.
• This chart illustrates the exponential relationship of sigma to yield to sigma level.
Many companies are satisfied if they yield a 98% or 99% good product level.

Appendix B
MAIC Tools
Measure of Capability
800000
700000
Sigma Level Compared to Defects
600000
Defects per Million
Opportunities
500000
400000
300000
200000
100000
0
1 2 3 4 5 6
Long-Term DPMO 691462.5 308537.5 66807.2 6209.7 232.7 3.4
Sigma Level
Examples of When to Use Capability Assessment
Service Example Manufacturing Example

We would use a capability assessment The manufacturing of a ballpoint pen
to assess the proportion of delivery we would use a capability assessment
times that exceed a due date and time. to determine the proportion of runs of a
pen that are manufactured to a
diameter that is within specified limits.

Appendix B
MAIC Tools
Collect a Sample
• Over time, the process average will tend to shift. A short-term snapshot of the
process represents short-term variation. This type of variation represents short-
term data. This variation is referred to as within subgroup variation.
• The variation represents by changes in the average value over time is referred to as
between subgroup variation.
• The overall variation represents long-term data. This is know as the total sum of
squares and accounts for both the within and between subgroup variation.
• In general, studies have shown that a mean for any given process will tend to shift
1.5σ over time.
• Long-term data accounts for these shifts.
Short -term within Long - term

group variation Between variation
group variation
USL
Output
1.5
1.5
Time 1 Time 2 Time 3 Time 4 Time 5 LSL
Time

Appendix B
MAIC Tools
Short-Term vs. Long-Term Capability
• Capability is based on short-term variation.
• The standard accepted convention is that increase in variation associated with
going from short-term to long-term data is equivalent to 1.5 standard deviations.
Short-Term Variation Long-Term Variation

Variation that could be • Vendors
anticipated if all the items that • Products
influence the process over the • People within the process
long-term could be estimated.
• Fluctuation in volume
• Different customers
• Collect a short-term or long-term data sample.
SS total = SS between + SS within

g n g g n
Σ Σ (X i j - X )2 Σ n j (X j - X )2 Σ Σ (X i j - X j )2
j =1 i=1 j=1 j= 1 i=1
Total variation Between subgroup Within subgroup
Long -term capability Accuracy Precision

x (short -term capability)
x x
x
Output Y
x x
x x
x
x x
x
x x x
Time
x x
x x x
x
x x x
x

Appendix B
MAIC Tools
Quantitative Y
Estimate
Verify PPM
Pull a Calculate
Estimate
Cp, Cpk, Pp, Ppk
• To assess capability for a qualitative parameter (discrete event):

■ Step 1: Verify the definition/description of a defect.
■ Step 2: Count the occurrence of defects (and track the total units processed).
Historical data, which is usually considered to be long-term, is
typically used here.
■ Step 3: Calculate the proportion of defects and the PPM.
■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.
■ Step 5: Estimate the traditional capability indices.
❑ Change from Z to Cp, Cpk, Pp, Ppk

Appendix B
MAIC Tools
Exercise: Quantitative Y
• Using the Pareto chart given below, calculate the capability of the Intrepid product
to be shipped defect free:
■ Step 1: Verify the definition/description of a defect. (We assume this was
accomplished through an attribute R&R study to be taught later this
week.)
■ Step 2: Count the occurrence of defects (and track the total units inspected).
Historical data, which is usually considered to be long-term, is
typically used here.
Intrepid defect count: 4,000
Intrepid opportunity count:
One per unit
Intrepid total units inspected: 35,000
■ Step 3: Calculate the proportion
of defects and the PPM.
Proportion of defects = 0.1143
PPM = 0.1143 * 1,000,000
= 114,300 PPM
■ Step 4: Calculate the Z-score and shift by 1.5σ if appropriate.
At a defect rate of 11.43%, ZLT = 1.204
Can you verify this via Minitab probability functions, Excel functions, and Z-
Table lookup?
Also, ZST = 1.5 + ZLT = 1.204 + 1.5 = 2.704
■ Step 5: Estimate the traditional capability indices.
Change from Z to Cpk and Ppk
Cpk = ZST/3 = 0.9013
Ppk = ZLT/3 = 0.4013
Measure Checklist

Step Four
Do you have a histogram of your primary metrics?
What is the short-term and long-term capability of your process?

Appendix B
MAIC Tools
Measure Phase-Summary
Measure Step/ Tools Purpose
1. Project Selection DPU measures the number of defects produced or
• DPU processed through the operation.
• DPMO DPMO is used to measure the complexity and benchmark
dissimilar goods and services.
2. Process Exploration Process Map identifies all the steps or activities in the
• Process Map process including the inputs, outputs, customers and
process owners.
• XY Matrix
XY Matrix identifies the input X’s and output Y’s
• FMEA
associated with the project and assigns a level of
importance for each variable.
FMEA contains data about the actual process. FMEA
identifies ways a process or product can fail to meet critical
customer requirements and lists possible causes of failure
(failed X’s)
3. Measurement MSA and MSA R+R are used to determine the
Verification effectiveness of our inspection systems in terms of the
• MSA reliability and repeatability. It provides information
regarding the percentage of variation in your process data
• MSA R+R
that comes from error in the measurement. It is used as
part of the criteria requirement to accept and release a
new piece of measurement equipment to manufacturers.
4. Capability Capability Assessment allows us to quantify the value of
Assessment our problem. It allows an organization to predict its true
• Capability Analysis quality levels for all goods and service, and provides an
initial estimate of the product or process sigma level.
• Basis Statistics
Basic Statistics is a tool that enables us to collect data
in the measure phase and to numerically describe the
data that characterizes our process X’s and Y’s. It
services as a foundation for advanced statistical
problem solving methodologies.

Appendix B
MAIC Tools
Analyze Step #1
Define Performance Objectives-A review of the prior capability analysis to
determine the action needed.
The Goal
• The goal of step one is to determine what characteristics of the process need to be
changed to achieve improvement.
Roadblocks
• Insufficient data
• Team members don't have the time to collect data.
The Tool
• Capability Analysis
The Purpose of the Capability Analysis Tool
• Allows us to quantify the value of the problem. We will use capability analysis to
assess variable and attribute data.
Reason for Need
• Capability analysis allows us to quantify the nature of the problem.
• Capability analysis allows the organization to predict true quality levels for all
goods and services.
• Capability analysis can provide a visual representation of the nature of the
problem.
Black Belt Action
• Evaluate existing and prior process data.
• Ensure the resources necessary to collect data are available to the Black Belts.

Appendix B
MAIC Tools
Capability Analysis Overview
Assess the capability for a quantitative parameter (variable data).
Estimate
Verify PPM
Pull a Calculate
Estimate
Cp, Cpk, Pp, Ppk
Assess the capability for a discrete event (attribute data).
Count the Calculate Calculate Convert to
defects PPM z-score Cpk , Ppk
Capability Assessment Example
Shift
Mean
Reduce
Variance
Eliminate
Outliers

Appendix B
MAIC Tools
Analyze Step #2
Document Potential X's-Developing a starting list for possible X's.
The Goal
• The goal of step two is to identify the X's that we will collect process data on.
Roadblocks
• Lack of data
• Low production volumes
The Tools
• XY Matrix
• FMEA
• Process Map
Purpose and Reason for Need
• The XY Matrix, FMEA, and the Process Map assist in documenting current knowledge
and opinion about the process.
Black Belt Action
• Ensure that the team is completing the work.
• Collect the data from the team.
• Ensure the key steps or variables are not overlooked.
• Complete the Analyze checklist listing the required Black Belt action.

Appendix B
MAIC Tools
The Tool: XY Matrix
• The XY Matrix will guide the team to focus on a few X's that all have agreed
significantly affect the product. This metric identifies the inputs (X's) and outputs
(Y's) associated with the project.
• The XY Matrix allows everyone involved with a process to agree on output critical
to the product and or the customer.
• The XY Matrix ranking assigns a level of importance to each output variables well
as assesses the effect of each X on each Y.
• The XY Matrix provides direction for an area of focus for the FMEA.
The Tool: FMEA
• FMEA identifies ways in which a process or product can fail to meet critical
customer requirements. As a detailed document, it notes all the possible causes
(failed X's) from which (the Y's) a list of items for the control can be generated.
• FMEA identifies ways in which a process or product can fail to meet critical
customer requirements.
• FMEA acts as a living document that lists all possible causes (failed X's) of failure
from which a list of items for the control plan can be generated.
• FMEA allows teams to track and prioritize the actions required to improve the
process.
The Tool: Process Map
• The Process Map provides all that are involved with a process to agree on the steps
it takes to produce a product or service.
• A process map allows everyone involved with improving a process to agree on the
steps that it takes to produce a good product or service.
• It creates a sound starting point for a team breakthrough activity.
• The map identifies potential X's and Y's that lead to the determination of Y = f(X)
DOE. (Design of Experiment)
• It can identify areas where process improvements are needed as well as identifies
and eliminates non-value-added steps.

Appendix B
MAIC Tools
Analyze Step #3
Analyze Source of Variation-Assess the Performance Specifications.
The Goal
• The goal of step three is to use visual and statistical relationship between X and
Y's to assist in prioritizing for use in future experimentation.
Roadblocks
• Low production volume
• Lack of measure system for X's
• Excessive Data
The Tools
1. Histograms 5. Hypothesis test

T -Tests
Statistical Test of Variance
Homogeneity of Variance
ANOVA
2. Multiple Box plots 6. Test of Proportion
Chi Square
3. Scatter Plots 7. Regression

Regression Analysis
Regression Plot
Simple Regression
4. Multi- Vari Studies
Black Belt Action

• Collect data from the process and apply appropriate analysis to the data.
• Provides resources to ensure Analyze verification is completed.

Appendix B
MAIC Tools
Histograms (Distribution Chart)
The Purpose of the Tool
• Histograms are simple charts used to display distribution of data.
30
20
Frequency
10
0
197.3 199.7 202.1 204.5
X
Reason for Need

• To assess the visual shape of the distribution for the purpose of justifying further
statistical testing.
• To asses the visual the shape of the distribution for the purpose of identifying
potential causal variables.
Examples of When to Use a Histogram

In banking transactions, we would use In manufacturing a ballpoint pen, we
a histogram to look at the distribution of would want to look at the distribution of
service times. measurements of the ballpoint pen
diameters.

Appendix B
MAIC Tools
Multiple Boxplot
• A multiple boxplot is a useful tool to visualize the differences between the levels
of a categorical X's with respect to Y's.
Reason for Need
• A multiple boxplot is used to visualize categorical demographics.
Visualizing Categorical Demographics Multiple

Boxplots
• When your Y is continuous and your demographics (X's) are discrete, a multiple
boxplot is a useful tool for detecting differences associated with levels of the X
variables. Displayed below is a multiple boxplot of part thickness plotted with time
in shift as the X variable (time in shift is whether the part was produced in the
first or second half of the shift).
Maximum Value 80
70
60
Thickness
75th Percentile
50
Middle
50% of 50th Percentile (Median)
40
Data
25th Percentile 30
20
10
Min (1.5 x Interquartile Range 0

or Minimum Value)
1 2
Outliers Timeshift
Question: What Do You See In This Graph?

Appendix B
MAIC Tools
Examples of When to Use a Multiple Boxplot

In banking we would use a Multiple Box In manufacturing of a ballpoint pen, we
Plot to see if there is a visual difference wish to visually assess the difference in
in the amount of service time different manufacturing machines in terms of the
tellers are giving to the customer. pen diameters.
Scatter Plots
• The scatter plot is a useful tool for displaying the relationship between the X and
Y variables when your Y and X variables are continuous.
Reason for Need
• The scatter plot is used to visually assess the degree and nature of relationships
between two continuous variables.
Continuous Demographics Scatter Plots
• When your Y is continuous and your demographics (X's) are also continuous, a
scatter plot (or multiple scatter plot) is a useful tool for displaying relationships
between the X and Y variables. Displayed at right is a scatter plot of the pull
strength of a weld and the weld temperature.
110
7
Pull
4
150 151 152
Temp
Questions: Is there a relationship between pull strength and temperature? If so,

how can we describe it?

Appendix B
MAIC Tools
Examples of Variable Relationships
55 No Relationship Strong Linear

54 60
53
52
51
50
50
49
48
47 40
46
45
46.5 47.5 48.5 49.5 50.5 51.5 52.5 53.5 60 70 80
X1 X
Strong Non-Linear 55
Moderate Linear
6.0
54
53
5.5 52
51
50
49
5.0
48
47
46
4.5
45
0 10 20 30 40 50 60 70 80 90 100 46 47 48 49 50 51 52 53 54 55

Appendix B
MAIC Tools
The Tool: Multi-Vari Studies
Mulit-vari studies are planned and managed studies of a process under normal
operation. Data collection points and intervals are determined in advanced then data
collection sheets are created. The process is observed in its natural state.
• The purpose of the multi-vari studies is to partition the variation in Y into
components. (such as within parts, between parts and across time).
Reason for Need
• To identify obvious assignable classes of variation.
• To provide components of variation (shift to shift, run to run, operation to
operation).
• To provide direction and input for future experimentation.
• To break the process into instantaneous, short-term and long-term time periods
and attempt to characterize the amount of variation occurring in each of those
periods.

Appendix B
MAIC Tools
Families of Variation
Part-to-Part
• Unit-to-unit or part-to-part variation is generally caused by process variables that
are capable of changing fairly quickly. Examples are mixtures of parts, setup
problems, worn tools or fixtures, or operator error.
Measurement
Measurement
U1 U2 U3 U1 U2 U3 U1 U2 U3
Time1 1
Time Time 2 2
Time Time 3 3
Time
Time to Time (Temporal)

• Large amounts of time-related variation generally indicate a cause system that
changes somewhat slowly across time. Look for patterns in this variation. A trend
often indicates a slow but constant change (such as tool wear or chemical
depletion) in one or more X variables. A cyclic pattern indicates an X
variable (such as temperature or humidity) that tends to fluctuate in a repeating
pattern.
Measurement
U1 U2 U3 U1 U2 U3 U1 U2 U3
Time 1 Time 2 Time 3

Appendix B
MAIC Tools
Within Part
• Some X's cause a large amount of within unit variation. The variation can be from
end to end, top to bottom, side to side, and so on. Patterns of within unit
variation can often allow you to further characterize the nature of the cause
system. You should leverage product and/or process geometry to aid you in this
effort.
Measurement
U1 U2 U3 U1 U2 U3 U1 U2 U3
Time 1 Time 2 Time 3

Appendix B
MAIC Tools
The Tool: Hypothesis Testing (Inferential
Statistics)
Making an inference is the act of forming a conclusion based on data and or evidence.
Statistical inference involves drawing conclusions based on mathematical summaries of
data from which levels of risk and confidence can be estimated.
• The purpose of hypothesis testing is to use probability-based tools that will allow
us to distinguish true change from random caused changes.
Reason for Need
• To determine whether the variation in the sample of data is due to true changes in
the process or due to random chance.
• To determine how data is collected should be analyzed and summarized.
• To determine the reliability of the data summaries.
Hypothesis Testing
0.8
0.7
0.6
Frequency
0.5
0.4
0.3
0.2
0.1
0.0
-3 -2 -1 0 1 2 3
X
Did my sample come from this population? Or this? Or this?

Appendix B
MAIC Tools
Sources of Error
Sampling Error Error due to differences among samples
drawn at random from the population.
Sampling Bias Error due to lack of independence among
random samples or due to systematic
sampling procedures.
Measurement Error Error in the measurement of the samples.
Lack of Measurement Error in that the measurement does not
Validity actually measure what is intends to
measure.
Population, Sample and Observation

All of the units or individuals who exist and
Population who will exist in the future.
A Subset of units or individuals drawn from
Sample the population, either at one time or over
time.
Observation An individual measurement
Population, Sample and Observation Example

Group Manufacture Example Service Example
Population All the Pentium processors. All loan applications
A week’s worth of loan
Sample 30 Pentium processors
applications
A single loan
Observation 1 Pentium processor
application

Appendix B
MAIC Tools
Statistics, Differences and Significance
• Significance is all about differences. In general, larger differences (or deltas) are
considered to be "more significant."
• Practical Difference and Significance
■ The amount of difference, change or improvement, that will be of practical,
economic, or technical value to you.
■ Practical difference and significance is the amount of improvement required to
pay for the cost of making the improvement.
• Statistical Difference and Significance
■ Statistical Difference and Significance is the magnitude of difference or
change required to distinguish between a true difference, change, or
improvement and one that could have occurred by chance.

Appendix B
MAIC Tools
The Hypothesis Testing Tool: T-Tests
• The T-Test is a type of hypothesis test used to determine the difference between
means. (Up to two means).
Reason for Need
• To determine if there are differences in Y caused by an X that are larger that would
be expected by random chance.

Appendix B
MAIC Tools
T-Tests-Testing Two Samples
Problem:
• Two types of plastic are suitable for use by an enclosure manufacturer. The
breaking strength of this plastic is important. It is known that the standard
deviation for both processes is approximately 10.0 psi. Manufacturer B is the
current supplier and has a good working relationship with the company.
Manufacturer A has a product that it states is superior. From your company's
perspective, the breaking strength would have to be at least 10 psi higher for a
practical difference in strength to exist. Is it worth it to switch to Manufacturer A?
• Twenty three samples from Manufacturer A and Manufacturer B are tested (C4 and
C5). (ttests.mtw)
Do Two Samples Come From "Same" or "Different" Positions?
Sample 1
Sample 1 Sample 2 OR? Sample 2
We are 95% confident that the true

difference is between 7.00 and 18.33.
Two- sample T for Manu_a vs Manu_b

N Mean StDev SE Mean
Manu _a 23 163.49 9.13 1.9
Manu _b 23 176.16 9.92 2.1
Difference = mu Manu _a - mu Manu _b

Estimate for difference: - 12.67
95% CI for difference: (- 18.33, - 7.00)
T - Test of difference = 0 (vs not =): T - Value = 4.51 P - Value = 0.000 DF = 43
There is a statistical difference

between the two groups.
What were we trying to prove? What do the results tell us? What is the
practical application of what we have discovered?

Appendix B
MAIC Tools
T-Test Examples
In banking we would use T-Test to In manufacturing of a ballpoint pen, we
show the statistical difference between would want to know the statistical
two tellers’ mean service time. difference between two manufacturing
machines in terms of mean diameter.

Appendix B
MAIC Tools
Statistical Test of Variance
• The Statistical Test of Variance is a type of hypothesis test used to determine the
difference between two or more variances.
Reason for Need
• To determine whether underlying assumptions needed for other statistical analyses
have been met.
Population Sigma1 vs. Population Sigma2
The statistic is used to test if two populations have the same variances. This test
requires the use of the F-test statistic.
• Bartlett's Test
■ This test statistic can be used for a comparison of two or more variances. This
test assumes your data is normally distributed.
• Levene's Test
■ This test statistic is also used to compare two or more variances and is
appropriate for continuous data that may not be normally distributed.
Population Sigma1 vs. Population Sigma2
• The statistic is used to test if two populations have the same variation. In other
words:
■ Is there a real difference between σ2pop1 and σ2pop2?
H o : σ 2pop1 = σ 2pop2
H a : σ 2pop1 = σ 2pop2
Sigma1
Sigma2

Appendix B
MAIC Tools
Homogeneity of Variance (Minitab)
• If the normal probability plot indicates we are dealing with normally distributed
data, ten we use the F-Test Statistic or Bartlett's Test Statistic in Minitab.
• If the data is not normally distributed, then we use Levene's Test Statistic in
Minitab.
H o : σ 2pop1 = σ 2pop2
H a : σ 2pop1 = σ 2pop2
Normal Probability Plot Homogeneity of Variance Test for Reactor

.999 95% Confidence Intervals
.99 for Sigmas Factor Levels
1 F-Test
.95 Test Statistic:
.80 2.831
.50 2 P-Value:
0.1.37
.20 1 2 3 4 5 6 7 8
.05
.01
Levene's Test
.001
1 Test Statistic:
81 82 83 84 85 86 87 88
1.450
Reactor A P-Value:
2 0.244
Average: 84.7746 Anderson-Darling Normality Test
StDev: 2.17229 A-Squared : 0.248
N: 10 P-Value: 0.670 80 85 90
Reactor
Examples of When to Use Homogeneity of Variance

In banking Homogeneity of Variance In manufacturing of a ballpoint pen, we
test would be used to see if there is a would use Homogeneity of Variance
statistical difference in the variation in test to see if there is variation between
service times between 2 or more 2 or more molds.
tellers.

Appendix B
MAIC Tools
The Hypothesis Testing Tool: Analysis of Variance
(ANOVA)
• ANOVA is used to partition the total variance into its component parts. Data used
in partitioning assesses the statistical difference in means.
Reason for Need
• To determine if the differences between the means of two or more samples is
greater than the noise within the samples.
A Graphical Look at ANOVA
n A (X A - X )2 + n B (X B - X )2 = SS between
Delta ( )
(X A - X )
XA X XB
(X i - X A )
Σ (X i - X A )2 + Σ (X i - X B )2 = SS within

Appendix B
MAIC Tools
When we take the ratio of S2between to S2within, we are, in effect, computing a
signal to noise ratio (S/N). We are trying to determine if the signal is large enough to
be distinguished from noise.
• SSbetween is the sum of squared deviations between the calculated means of two
or more groups and a grand mean. As it increases, the distance between the means
also increases. This characteristic can be thought of as a "signal" that we are
trying to detect.
• SSwithin is the sum of squared deviations between individual measurements within
a group and the calculated means of that group.
• This can be thought of as "noise" which may hide or overwhelm our signal.
• Analysis of variance esstially does a signal to noise analysis to see if our signal
(mean differences) can be distinguished from background noise.
• The factor was statistically significant at the 95% level of confidence since the
computed F value (Fcalc) exceeded the critical F-value (Fcrit) (in the case of
computer printouts, the P-Value is less than.
• This means that the observed differences in the means of the three levels of
adhesive could not have occurred by random chance.
Analysis of Variance
Source DF SS M F p
Factor 2 117.73 58.87 8.66 0.005
Error 12 81.60 6.80
Total 14 199.33
Compare this
Compare this to
to the
the value
value
(typical
(typicalisis.05).
.05). If smaller, then
If smaller, then the
the
results
resultsare
arestatistically
statisticallysignificant
significant

Appendix B
MAIC Tools
Examples of When to Use ANOVA

In banking ANOVA we would be used In manufacturing of a ballpoint pen, we
to give the statistical difference in the would use ANOVA to give the
mean service time between 2 or more statistical difference in th
e mean
tellers. between 2 or more machines.

Appendix B
MAIC Tools
Analyze Phase Test of Proportion
Basic Probability
• If a coin flipped 100 times came up 63 heads and 37 tails, could those results
have happened just by chance? Or would the coin have to be a trick coin for this
to frequently occur?
If a coin flipped 100 times came up 63 heads and 37

tails, could those results have happened just by
chance? Or would the coin have to be a trick coin for
this to frequently occur?
Pair
Pairup
upand
andtrytryit!it!

Appendix B
MAIC Tools
Chi-Square-Test of Proportion
• Chi-Square is used to determine whether there is statistically a significant
difference between two proportions or a percentage.
Reason for Need
• Chi Square is used to assess the attribute data (failure rate in two different
processes).
The Nature and Use of Chi-Square
• Suppose we flip a coin N = 100 times and observe 63 heads and 37 tails. Could
this ratio of heads to tails occur by chance, or should we conclude the coin is
somehow biased?
Su ppose we flip a coin N = 100 times and observe 63 heads
and 37 tails. Could this ratio of heads to tails occur by
chance, or should we conclude the coin is somehow biased?
g 2
(O
(O - E)
χ ==
2
Σ EE
E)
j=1 Ch i S qu ar e S tatistic
Observed Expected (O - E )2
(O ) (E ) E
(63-50 )2
Heads 63 50 3.38 50
(37-50 )2
Tails 37 50 3.38
50
χ 2ca lc = 6.76
Try it for a sample size of 10 thr ows!

Appendix B
MAIC Tools
Test of Proportion
Examples of When to Use Test of Proportion
In banking we would use Test of In manufacturing of a ballpoint pen, we
Proportion to give the difference in would use Test of Proportion to give
error rates between bank branches. the difference in failure rates between
different manufacturing plants.
The Tool: Test of Proportion-Chi Square

• Coin is not fair due to the fact that the calculated value of 6.76 is greater than
the tabulated value of 3.84.
• The probability of computing a Chi-Square value of 6.76 is much lower than the
5% alpha risk.
• There is less than a 1% risk of being wrong if we state that the coin is not fair.

Appendix B
MAIC Tools
Statistical Testing Using Chi-Square
Original Data Chi -Square Table
Observed Expected Tail Area Probability
df 0.25 0.1 0.05 0.025 0.01
(O) (E) 1 1.32 2.71 3.84 5.02 6.63
2 2.77 4.61 5.99 7.38 9.21
Heads 63 50 3
4
4.11
5.39
6.25
7.78
7.81
9.49
9.35
11.14
11.34
13.28
5 6.63 9.24 11.07 12.83 15.09
Tails 37 50 6
7
7.84
9.04
10.64
12.02
12.59
14.07
14.45
16.01
16.81
18.48
8 10.22 13.36 15.51 17.53 20.09
9 11.39 14.68 16.92 19.02 21.67
10 12.55 15.99 18.31 20.48 23.21
For a 5% alpha risk, we look up on the

Chi - Square table under the 0.05 3.84
column and the df=1 row to get 3.84. 5%
For a 5% alpha risk, we look up on the Chi-Square table under the 0.05 column and
the df=1 row to get 3.84.

Appendix B
MAIC Tools
The Tool: Regression Analysis
• The primary purpose of Regression Analysis is to make predictions about Y for any
given X.
Reason for Need
• Correlation tells us the strength of a relationship; it does not tell us the exact
numerical relationship.
• The last step to proper analysis of continuous data is determining the regression
equation.
• Regression analysis calculates a "prediction equation" that can mathematically
predict Y for any given X.
• The primary objective of regression analysis is to make PREDICTIONS.
• The regression equation that Minitab provides is simply the one that BEST FITS the
plotted data.
• Examples of prediction equations:
■ Y=a+bx (linear model)
■ Y = a + b x + c x2 (quadratic)
■ Y = a + b x + c x2 + d x3 (cubic)
■ Y=a(bx) (exponential)

Appendix B
MAIC Tools
Analyze Phase -
The Regression Plot
Purpose
• The purpose of the regression plot is to evaluate the graphical output of data
against the line to determine where the obvious deviations of data are located.
This procedure also produces statistical outputs.
Reason for Need
• To evaluate the data to determine obvious deviations of the data from the line.
• To produce statistical outputs.
Simple Regression-Fitted Line Plot
Regression Plot
Y = 182.807 + 0.476288X
R -Sq = 69.5 %
420
410
400
390
380
Customer
370
360
350
340
330
320
350 400 450

Supplier

Appendix B
MAIC Tools
Examples of When to Use Regression Plot

In banking we would use Regression Plot In manufacturing of a ballpoint pen, we
to determine the statistical relationship would use Regression Plot to determine
between service time and the dollar the statistical relationship between the
amount of the transaction. length and diameter of the pens.
Simple Regression Plot

• The statistical output is produced in the session window by the fitted line plot
procedure. It is a standard regression output that consists of two general
components:
■ 1.The table of regression coefficients at the top.
■ 2.The analysis of variance table below it.
• The primary values of interest in this output are the P-Values associated with the
coefficients (circled) and the R-Square value.
• The P-Values of 0.000 for both the constant (Y intercept) and the X (slope)
indicate that both of these statistics are statistically significant.
• These P-Values indicates that the coefficients are significantly different from zero.
• Analyze Phase
• The R-Square value of 69.5% quantifies the strength of the relationship between
the X and Y variables. We can state that X explains 69.5% of the total variation in
Y. Conversely, X does not explain 30.5% of the total variation.

Appendix B
MAIC Tools
Simple Regression-Statistical Output
Regression
The regression equation is
y = 183 + 0.476 x
Predictor Coef StDev T P

Constant 182.81 29.36 6.23 0.000
x 0.47629 0.07239 6.58 0.000
S = 13.56 R-Sq = 69.5% R -Sq(adj) = 67.9%
Analysis of Variance
Source DF SS MS F P
Regression 1 7955.9 7955.9 43.29 0.000
Residual Error 19 3492.1 183.8
Total 20 11448.0

Appendix B
MAIC Tools
Analyze Phase - Summary
Analyze Tools and Purpose
Analyze Step/Tools Purpose
1. Define the Analysis of Distributions assesses the non -
performance normality of distributions and allows the investigator
objectives. to reduce the number of potential causal X's.
Analysis of
Distributions
2. Document the Process Map identifies all the steps or activities in

potential X's. the process including the inputs, outputs, customers
Process Map and process owners.
XY Matrix XY Matrix identifies the input X's and output Y's
FMEA associated with the project and assigns a levelof
importance for each variable.
FMEA contains data about the actual process.
FMEA identifies ways a process or product can fail
to meet critical customer requirements and lists
possible causes of failure (failed X's)
3. Analyze the sources Histograms are used to display a distribution of
of variability. data and are used to assess the normality of the
Histograms data to justify further statistical testing. It provides a
Multiple Box Plots visual shape for the purpose of identifying potential
Scatter Plots causal variables.
Multi Vari Studies Multiple Boxplots is used to visualize the
Hypothesis Testing differences between the levels of a categorical X's
Regression with respect to Y's.
Scatter Plots are tools that displays the
relationship between X and Y variables when Y and
X variables are continuous.
Multi Vari Studies partitions the variation in Y into
components. (within parts, between parts and
across time) It provides direction for the design of
experiment activities.
Hypothesis Testing is a probability - based tool that
will allow us to distinguish true change from random
chance caused changes.

Appendix B
MAIC Tools
Improve Step #1
Define the Experimental Plan-Document the objective's strategy and design of the
proposed experiment.
The Goal
• The goal of step one is to document the objective's strategy and design of the
proposed experiment.
• Planning Questions
■ What is the measurable objective?
■ What will it cost?
■ How will we determine sample sizes?
■ What is our plan for randomization?
■ Have we talked to internal customers about this?
■ How long will it take?
■ How are we going to analyze the data?
■ Have we planned a pilot run?
■ Where's the proposal?
Black Belt Action
• Review the results of the prior Measure and Analyze phase activities.
• Identify variables for inclusion in the experiment.
• Set Levels for the variables.
• Design an appropriate experiment.
• Review the DOE plan to determine the logistical issues and resources required to
execute the experiment.
Experiments
• An "experiment" is…
■ Any testing in which the inputs are either controlled or directly manipulated
according to a plan.
• A "designed experiment"…
■ Adds structure to the plan and a specific methodology to the analysis of the
results.

Appendix B
MAIC Tools
Examples of When to Use DOE
In banking, we would use a DOE to In the manufacturing of a ballpoint pen,

assess the effects of available we would use DOE to assess the
resources, transaction complexity, and effects of time, temperature, pressure
geographic location on the transaction and speed have on the injected molded
service time. ballpoint pen.
Hierarchy of Experimentation
• One factor at a time
• Screening designs (fractional-factorials)
• Characterization designs (full-factorials)
• Optimization designs (response surface methods)
Define the Problem
How to launch a ball 5.0 Feet

Device: The Catapult
Ball Type 1
Cup Position
2
“Wiffle” 1 3
2 4
Pin Position
“Solid”
3 5 Hook Position
4 6
Stop Position
2 3 4
Number of 1 5 Start Angle
Rubber Bands 6
(1 or 2)

Appendix B
MAIC Tools
The Tool: Experimental Planning Outline
• The Purpose of the Experimental Planning Outline Tool
■ The planning outline is used to assist Black Belts in designing their
experiment. It contains detailed data regarding the following:
Experimental Steps Required Activity

1. Define the Experimental 1. Define the problem
Plan 2. Establish the experimental objective
(Identify the likely Xs) 3. Select the output (response) variables
4. Select the input (independent) variables
5. Choose the levels for the input variables
6. Select the experimental design
2. Execute and Analyze the 7. Execute the experiment and collect data
Design of Experiment 8. Analyze the data
(Find the critical few X's) 9. Draw statistical conclusions
3. Validate the Results 10. Replicate or validate the experimental results

(Confirm the results) 11. Draw practical solutions
12. Implement the solutions
Experimental Planning Outline
Ball Launch
Experiment Planning Sheet
Date: 4/15/00 Product: catapult

Team Leader: Mr. Bill Jones Process(es): launch process
Expected Start: 4/20/00 Expected Completion: 4/21/00
1. Problem Statement: to launch a ball a controlled distance
2. Objective: To hit a target located 2 - 4 meters or feet away
3. List of Experiment Parameters
:
Response: Distance Type : Quantitative Qualitative
Unit of Measure: inches
Specifications: + or – 2 inches
4. Input Variable 5. Levels Specifications
Start angle: 150/180 N/A
Stop angle: 2,4
Ball type: red / blue
Band tension: 1 and 4
# of bands: 1,2
6. Brief Outline of the Experimental Design to be used
: (this is an abstract of
the experiment including the specific design number of repeats)

Appendix B
MAIC Tools
Selecting the Input Variables
• Use multi-vari and other basic techniques to reduce the "trivial many"-let the
process talk to you.
• Review results from previous experiments.
• Use your process knowledge.
• Consult with the process experts-the team.
• Review the rules of thumb:
■ Experience says it is likely that there are only two to six "vital few" X's.
■ The challenge is to find the influential variables and the test range that will
allow you to verify their importance.
■ Test the most likely factors first-keep the design simple.
■ Sometimes it is a judgment call-you may have to pick more.
Choosing Variable Levels
• Choose the two levels (low and high) that are coded as -1 and +1.
• Consider the catapult problem. Choose two start angles:
■ Low level (-1) 140 degrees
■ High level (+1) 180 degrees
• The range must be wide enough to show a difference.
• It must not be beyond the range of feasibility. However, it may be beyond the
current process range.
• Realize that some combinations in the test will produce unacceptable units and
that these results are expected and accepted.
• Recognize that the starting place for continuous X's is the limits of the current
operating conditions.
The Basic Multiple Variable Design
-A+
-
B
+
Pros Cons
Simple design Only information on 2
Four tests to control factors and their interaction
One interaction

Appendix B
MAIC Tools
Properties of a Factorial Design
Balance Two - Variable Full - Factorial Design
Balance: Each of the variables in the
experiment has the same number of
runs at the high and low levels. In the
adjacent design, variable “A” has two Run Order A B AB
runs in which it is at its low level. If we 1 -1 -1 +1
sum the A column,we get 2 +1 -1 -1
(-1) + (+1) + (-1) + (+1) = 0. 3 -1 +1 -1
4 +1 +1 +1
This property helps to simplify the
mathematical analysis of the design by
given each level of the variable an equal
impact on the final result.
Three Variable Full-Factorial Design
Orthogonality Two - Variable Full - Factorial Design

Orthogonality: If we multiply the signs of
each of the variable columns, we get the
“AB” column at the right side of the Run Order A B AB
adjacent design. This column represents
the interaction between A and B. The 1 (1) -1 -1 +1
property of the “orthogonality” ensures 2 a +1 -1 -1
that the plus and minus signs are 3 b -1 +1 -1
arranged in the main effects columns (A 4 ab +1 +1 +1
and B) such that their product column
will be balanced. This in turn ensures
that each of the factors will be
independent of the others. In the
adjacent design variable “A” has two
runs in which it is at its high level and a
two runs in which it is at its low level. If
we sum the AB column, we get
(-1)(- 1)+(+1)( -1) + (-1)(+1) + (+1)(+1) = 0

Appendix B
MAIC Tools
Select Your Variables and Choose Your Design Matrix
Two Variables Three Variables Four Variables

A B A B C A B C D
-1 -1 -1 -1 -1 -1 -1 -1 -1
+1 -1 +1 -1 -1 +1 -1 -1 -1
-1 +1 -1 +1 -1 -1 +1 -1 -1
+1 +1 +1 +1 -1 +1 +1 -1 -1
-1 -1 +1 -1 -1 +1 -1
+1 -1 +1 +1 -1 +1 -1
-1 +1 +1 -1 +1 +1 -1
+1 +1 +1 +1 +1 +1 -1
-1 -1 -1 +1
+1 -1 -1 +1
-1 +1 -1 +1
+1 +1 -1 +1
-1 -1 +1 +1
+1 -1 +1 +1
-1 +1 +1 +1
+1 +1 +1 +1

Appendix B
MAIC Tools
Improve Step #2
Execute and Analyze the Design of the Experiment
Collect the data that is generated and analyze and interpret the results.
The Goal
• The goal of step two is to execute the experiment, collect the data that is
generated and analyze and interpret the results.
Roadblocks
• Time
• Poor control of the process
The Tools
• Main Effect Plot
• Interaction Plot
• Table of Effects and Coefficients
Black Belt Action
• Execute the Design of Experiment.
• Collect the data.
• Analyze the data.
• Complete the Improve checklist listing the required Black Belt action.

Appendix B
MAIC Tools
Performing the Experiment
• Document initial information.
• Verify measurement systems.
• Ensure that baseline conditions are included in the experiment.
• Make sure that clear responsibilities are assigned for proper data collection.
• Always perform a pilot run to verify and improve data-collection procedures.
• Watch for and record any extraneous sources of variation.
• Analyze data promptly and thoroughly:
■ Graphical
■ Descriptive
■ Inferential
• Always run one or more verification runs to confirm your results.
Steps to Complete the Experiment
1. Complete the Planning Sheet
2. Identify and train the team members
3. Collect Samples
4. Perform the Experiment

Appendix B
MAIC Tools
Exercise: Execute the Experiment
Purpose: Gain an understanding of the design of experiment process by
completing all step for DOE using the problem of how to launch a ball.
Agenda: • Break into teams of 4-6.
• Complete the Experiment Planning Sheet.
• Execute the experiment.
• Record your results on the spreadsheet.
• Save data on your master disc and give it to the trainer.
• The trainer will present the analysis of the results.
• Note: Do not dismantle the catapult after your DOE has been
completed.
Limit: 30-45 minutes

Appendix B
MAIC Tools
Main Effects Plot
Ball Launch
Experiment Planning Sheet
Date: 4/15/00 Product: catapult

Team Leader: Mr. Bill Jones Process(es): launch process
Expected Start: 4/20/00 Expected Completion: 4/21/00
1. Problem Statement: to launch a ball a controlled distance
2. Objective: To hit a target located 2 - 4 meters or feet away
3. List of Experiment Parameters
:
Response: Distance Type : Quantitative Qualitative
Unit of Measure: inches
Specifications: + or – 2 inches
4. Input Variable 5. Levels Specifications
Start angle: 150/180 N/A
Stop angle: 2,4
Ball type: red / blue
Band tension: 1 and 4
# of bands: 1,2
6. Brief Outline of the Experimental Design to be used
: (this is an abstract of
the experiment including the specific design number of repeats)
Purpose
• The main effects plot is the primary graphical output of a factorial experiment. As
Main Effects Plot Computation
Minitab displays them, all of the variables are plotted side by side with common Y-
Axis.
g These graphs are often
g displayed in both presentations and published reports.
Main Effects Plot (Data Means) for Dist
-1 1 -1 1 -1 1
5.2
4.4
Distance
3.6
2.8
2.0
Pin_Pos N_ RubBnd Strt_Ang

Appendix B
MAIC Tools
Main Effects Plot Computations
Main Effects Plot Computation
Avg. Distance at Low Setting of Pin Position: 2.10 + 3.35 + 5.15 + 8.20 = 18.8/4 = 4.70
Main Effects Plot (Data Means) for Dist
-1 1 -1 1 -1 1
5.2
4.4
Distance
3.6
2.8
2.0
Pin_Pos N_ RubBnd Strt_Ang
Avg. Distance at High Setting of Pin Position: 0.90 + 1.50 + 2.40 + 4.55 = 9.35/4 = 2.34
Run Pin_Pos N_ _Ang Distance
1 -1 -1 -1 2.10
2 1 -1 -1 0.90
3 -1 1 -1 3.35
4 1 1 -1 1.50
5 -1 -1 1 5.15
6 1 -1 1 2.40
7 -1 1 1 8.20
8 1 1 1 4.55

Appendix B
MAIC Tools
The Tool: Interaction Plots
• Interactions occur when two variables must act together to change the output of
the experiment. Interaction plots are constructed by plotting two variables
together on the same graph. They take the form of the graph below. Note that in
this graph, the relationship between variable "A" and Y changes as the level of
variable "B" changes. When "B" is at its high (+) level, variable "A" has almost no
effect on Y. When "B" is at its low (-) level, "A" has a strong effect on Y. The
distinguishing feature of strong interactions is the degree of non-parallelism
between the two lines.
High
B-
B+
Low
- A +

Appendix B
MAIC Tools
Degrees of Interactions
Weak Interaction No Interaction Full Reversal
High High High
B- B-
B-
Y B+ Y B+ Y
B+
Low Low Low
- A + - A + - A +
Strong Interaction Half Reversal
High High
B- B-
Y
Y Y
B+ B+
Low Low
- A + - A +

Appendix B
MAIC Tools
Interaction Calculations
Interaction Plot (Data Means) for Dist
Pin_Pos
6.5
--1
1
5.5
4.5
Mean
3.5
2.5
(4.55 + 2.40)/2 = 3.48
1.5
(0.90 + 1.50)/2 = 1.20 -1

-1 1
Strt_Ang
Run Pin_Pos N_ RubBnd Strt _ Ang Distance

1 -1 -1 -1 2.10
2 1 -1 -1 0.90
3 -1 1 -1 3.35
4 1 1 -1 1.50
5 -1 -1 1 5.15
6 1 -1 1 2.40
7 -1 1 1 8.20
8 1 1 1 4.55

Appendix B
MAIC Tools
Full Interaction Plot Matrix
• The plots at the lower left in the graph below (outlined in blue) are the "mirror
image" plots of those in the upper right. The X variable axes have been switched
such that the extreme lower left graph is the same as that in the extreme upper
right, except that Pin_Pos is now on the X-Axis and Strt_Ang is set at two levels.
It is often useful to look at each interaction in both representations.
Interaction Plot (Data Means) for Distance

-1 1 -1 1 -1 1
Pin_Pos 6
1 4
-1 2
N_ RubBnd 6
1 4
-1 2
Strt_Ang 6
1 4
-1 2

Appendix B
MAIC Tools
Leveraging Interactions
PRICING 2(3) DESIGN OF EXPERIMENTS On the main effects plot at left, the
Main Effects Plot — Soda Machine Sales — Standard Margin “Replace vs. New” variable has the
largest effect on sales margin. This
Replacing y ours
variable, however, cannot be
72 Specialist spends
a lot of time with or competitor’s
Bring buy ers on
ref . site v isit controlled by the sales organization.
customer equipment
69 The interaction plot below shows that
this main effect is also involved in an
SM%
66
Not
interaction.
63 Controllable Controllable Controllable
60 Interaction Plot
SPECIALIST REPLACE REFERENCE
TIMING vs. NEW SITE REPLACE vs. SPECIALIST INVOLVEMENT
VISITED
74
Specialist actively involved
The interaction plot shows that if the sales
organization is replacing an existing piece of
equipment (low - level), the involvement of a
SM%
64
“specialist” is very important in impacting
sales margin. If, however, the sale is No specialist involvement
displacing a competitor’s equipment, the
effect of specialist involvement is minimal. If 54
you were a sales manager, how would you -1 1
use this information? REPLACEME NT DISPLA CE COMPE TITOR
More Leveraging Interactions

• In this example, the product consisted of two major assemblies. The "insert"
consisted of hundreds of intricate parts and was difficult to assemble and test. The
"casing" was a fairly simple cast aluminum assembly that could easily be machined
and modified.
High
Bad
Better
Casing
SmallerIsIsBetter
Smaller
Good
Casing
Low
Good Insert Bad Insert
How should this organization allocate its improvement resources?

Appendix B
MAIC Tools
Improve Step #3
Analyze the ResultsValidate the Results-Determine whether the results
predicted by the experiment can be repeated by running the product
through the process.
Steps to Validate:
1. Set up the process to the levels which indicated best performance.
2. Run the process and collect output data.
3. Assess the effects of the change in conditions.
Roadblocks
• The process has changed.
• The time allotted to complete the experiment is insufficient.
The Tools
• Capability Assessment
• Basic Statistics
• Final Report
Black Belt Action
• Ensure that the predicted optimal levels in the experiment produce acceptable
results.
• Supply a list of recommendations that could offer practical solutions.
• Provide resources to ensures Improve verification is completed.
• Complete the Improve checklist listing the required Black Belt action.
• Ensure that the practical solution is implemented.

Appendix B
MAIC Tools
Multiple Boxplot of Experiment Results
Purpose of the Tool
• A Multiple Boxplot is used to assess the difference between initial and final
performance to determine the degree of success.
60
USL
50
Ouput
40
LSL
30
Before After
Status
Improve Step #3 - Final Report

• The report should include the following sections:
■ Executive Summary or Abstract
■ Problem statement and Background
■ Objective
■ Output Variable
■ Input Variable
■ Study Design
■ Procedures
■ Results and Data Analysis
■ Conclusion

Appendix B
MAIC Tools
Final Report Key Points
• Make sure the Black Belt has tied potential business results to the project.
• Focus on one experiment at a time.
• Don't try to answer all the questions in one study; rely on a sequence of studies.
• Use two-level designs early.
• Spend less than 25% of the budget on the first experiment.
• Always verify results in a follow-on study.
• It's acceptable to abandon an experiment.
• A final report is a must.
• Conduct a confirmation run after completion to verify the results.
Improve Phase-Summary
Improve Steps Leadership Action

1. Define the Experimental Review the DOE plan to determine the logistical issues and resources
Plan required to execute the experiment.
Ensure resources are available for the DOE.
Informal Reviews of Project and Complete the Improve Checklist
Challenge Black Belts to be rigorous and constantly look for learning.
2. Execute and Analyze the Ensure resources are available for study.
Design of the Informal Reviews of Projects and Complete the Improve Checklist.
Experiment
3. Validate the Results Ensure resources are available for study.
Informal Reviews of Projects and Complete the Improve Checklist.
Ensure that the practical solution is implemented.
Ensure process owner support.
Improve Step/ Tools Purpose

1. Define the Experimental Strategy provides the sequential steps taken to complete the
Experimental Plan DOE.
Experimental Strategy Experiment Planning Outline is used by Black Belts during the design
Experiment Planning stage of their experiment. It provides experimental focus and ensures all
Outline experimental variables are addressed.
2. Execute and Analyze DOE contains the selected input and output variables used in executing the
the Design of the experiment. It is a structured plan and specific methodology to the analysis
Experiment of the results.
DOE Main Effects Plot is the primary graphical output of factorial equipment. Its
Main Effects Plot main purpose is to display a large group of data.
Interaction Plot Interaction Pl ot interactions occur when two variables must act together to
change the output of the experiment. It shows the degrees of interaction.
3. Validate the Results Capability Analysis allows us to quantify the value of our proble m. It allows
Capability Analysis an organization to predict its true quality levels for all goods and service, and
Final Report provides an initial estimate of the product or process sigma level.
Final Report is a summary of the steps and results of the DOE. It includes
suggested control plans used to maintain or control the results.

Appendix B
MAIC Tools
Control Step 1
Process Enhancement and Control-Determine optimal setting for the
X's and to control those settings over time.
The Goal
• The goal of step one is to use knowledge of Y = f(X) to determine optimal settings
for the X's and to control those settings over time.
Roadblocks
• Weak information from a poor DOE
Black Belt Action
• Determine the appropriate control method for the process.
• Review the proposed process changes.
• Assume responsibility for the implementation of the recommended changes.
The Tool
• Six Sigma Strategy
• Control methods
• To achieve a six sigma level within the organization
Reason for Need
• To increase customer satisfaction
• To reduce the COPQ (cost of poor quality)

Appendix B
MAIC Tools
MAIC Review
• In the Measure phase, we focused identifying critical Y variables to how they are
measured and how good are those measurements.
• During the Analyze phase, we analyzed the Y information and looked for patterns
which allowed us to identify potential X variables.
• In the Improve phase, we ran the (DOE) designed experiment to identify X
variables to establish a cause effect relationship-the "f" of Y = f(X).
• In the Control phase, we will use this cause effect relationship to optimize and
control the process.
Focus of Six Sigma
Y = f(X)
To get results, should we focus our behavior on the Y or X?
Y X 1 . . . XN
Dependent Independent
Output Input
Effect Cause
Symptom Problem
Monitor Control
If X is critical, why do we constantly test and inspect Y?

Appendix B
MAIC Tools
Control Phase
Control Method #1-Ranking Control Methods
BEST 1. Eliminate the Variable: Eliminate it by understanding variable
interactions or by mistake proofing.
2. Automate the Variable: Implement automated controls that require
little or no operator intervention.
3. SPC on the X's: Implement statistical process control on the input
variable (or X) that controls Y. This form of SPC requires that Y = f(X)
be understood.
4. SPC on the Y's: Implement statistical process control on the output
variables or Y. This form of SPC is most frequently used by industry.
5. S.O.P.: This is the standard operating procedure implemented to
detect defects. The action is not sustainable short-term or long-term.
WORST
Appendix B
MAIC Tools
Robust Process and Product Design
Purpose of the Tool
• The purpose of the Robust Process and Product design is to develop a realistic
tolerance to establish the true control units for X variable based on the equation
Y = f(X) relationship.
Reason for Need

• To eliminate subjectivity for setting specification for X
• Provide a baseline for predicting final capability of Y
Marginal Distributions from Experiments

10
Spec 8
Range
of Y 7
6
+/- 6
5
-1 1
Realistic Tolerance on X
• Ideally, it is desired to set the allowable range of each "X" such that output of the
process remains at a 6s process. This could be accomplished by setting the "X"
tolerance to the equivalent of +/- 3s of the response (Y). You might initially find
that "X" cannot be controlled to this level. This is an evolutionary journey; some
responses may not be good enough to allow for this much margin without some form
of redesign.
Appendix B
MAIC Tools
Interaction and Non-Linearities
Purpose of the Tool
• The purpose is to use interaction and non-linearities in DOE to help shift or
remove sensitivity from X variables.
Reason for Need
• Interaction in non-linearity is the primary means in which we change the variance
of the process and allow us to exercise control over the process spread.
Leveraging Interactions and Non-Linearities in

Robust Design
Mean Shift Variance Shift Mean and Variance Shift
10 10 10
9 -B 9 -B 9 -B
+B
8 8 8
7 7 7
6 6 6
+B +B
5 5 5
-1 A 1 -1 A 1 -1 A 1
Variance Shift Non -Linear Mean and Variance Shift

10 10
9 -B 9
Main Effects 8 8
Plot
7 7
6 6
+B
5 5
-1 A 1 -1 A 1
• The dotted line distributions approximate the expected distribution of Y as B varies

between its low value and its high value. In the case of the non-linearity, the dotted
line distributions represent the expected distribution of Y at two levels of A.
Appendix B
MAIC Tools
Mistake - Proofing
Mistake-proofing is using wisdom and ingenuity to create devices that
allow you to do your job 100% defect free 100% of the time.
Purpose of the Tool
• To provide a means to make the process resistant to human caused defects.
Reason for Need
• To prevent errors at their source.
• To prevent 100% of the defects.
Mistake-Proofing Defined
• Home
■ Automated shu-off on electric coffee pots
■ Ground fault circuit breakers for bathroom inside or outside electric circuits
■ Pilotless gas ranges and hot water heaters
■ Child-proof caps on medications
■ Butane lighters with a safety button
• Automobile
■ Seat belts
■ Air bags
■ Car engine warning lights
• Office
■ Spell check in word processing software
■ A "Do you want to delete?" message after you press the "Delete" button on
your computer
• Factory
■ Dual palm buttons and other guards on machinery
• Retail
■ Tamper-proof packaging
Appendix B
MAIC Tools
Mistake-Proofing
Cause
C Effect
A
Defect
U
Error
S Incorrect
Damaged
E Product
Incomplete
S Mistake
Types of Errors
Human Error Manufacturer Error Service Error
Forgetfulness Processing omissions Incorrect routing
Errors due to Processing errors Missing information
misunderstanding Errors in setting up the Misspellings
Error in identification workplace Wrong Addresses
Errors made by untrained Assembly omission Wrong data
workers Inclusion of the wrong Clerical error
Willful errors part/item
Inadvertent errors Wrong workplace
Errors due to slowness Operations errors
Errors due to lack of Adjustment, measurement,
standards and dimensional errors
Surprise errors Error in equipment
Intentional errors maintenance
Errors due to work Error in the preparation of
overload tools
Appendix B
MAIC Tools
Red Flags
• Red Flags: A condition in the manufacturing or service process that commonly
provokes errors.
Red
Flag Error Defect
Manufacturing Red Flags Service Red Flags

Adjustments Complicated forms
Tooling/tooling change Form fields used f or data is too small
Dimensionally/specification/critical condition Complicated processes
Many parts/mixed parts Unclear directions or procedures
Multiple steps
Infrequent production
Lack of, or ineffective, standards
Mistake - Proofing/Robust Design
Practical Problem:
Some covers smell bad when new.
Lemon
Scent
Practical Solution:
A new catalyst arrives at the supplier premixed
and
put in a lemon additive - even if curing is not optimal,
the customer will never smell it!
Appendix B
MAIC Tools
2. Automate the Variable: Implement automated controls that require
little or no operator intervention.
3. SPC on the X's: Implement statistical process control on the input
variable (or X) that controls Y. This form of SPC requires that Y = f(X)
be understood.
4. SPC on the Y's: Implement statistical process control on the output
variables or Y. This form of SPC is most frequently used by industry.
detect defects. The action is not sustainable short-term or long-term.
WORST
Automate the Variable

Process Controller
• The process controller is an automated feedback and control device.
Purpose of the Tool
• The purpose of the control method Automate the Variable is to install automatic
feedback and control tools for the process.
Reason for the Need
• To eliminate the need for ongoing human monitoring of a process.
Appendix B
MAIC Tools
How Do Controllers Work?
How Do Controllers Work?
120
110 Temperature
100
90
80
70
60
Current
50
40
0 10 20 30 40 50 60
Before Control After Control
All controllers control the process by transferring variation from a variable we are
concerned about (temperature) to a variable we aren't concerned with (current). They
do not, in reality, remove variation from the process-but merely hide it behind another
variable. This has both good and bad consequences. Although the controller is
maintaining the process, as we want it to do, it can also hide the fact that the process
is deteriorating.
Appendix B
MAIC Tools
Control Method #3 and #4-Ranking Control
Methods
2. Automate the Variable: Implement automated controls that
require little or no operator intervention.
3. SPC on the X's: Implement statistical process control on the
input variable (or X) that controls Y. This form of SPC requires
that Y = f(X) be understood.
4. SPC on the Y's: Implement statistical process control on the
output variables or Y. This form of SPC is most frequently used
by industry.
detect defects. The action is not sustainable short-term or
long-term.
WORST
SPC on the X and Y

SPC (Statistical Process Control) on the X and Y
• Control charts are the means through which process and product parameters are
tracked statistically over time. Control charts incorporate upper and lower control
limits that reflect the natural limits of (random) variability in the process. These
limits should not be compared to customer specification limits.
Purpose of the Tool
• Statistical Process Control is a type of feedback system that identifies when
intervention is required on a process.
Reason for Need
• To monitor stability of a process.
• To identify when interventions are required in a process.
• To display a time series plot of the process variable being monitored.
Appendix B
MAIC Tools
Components of Control Charts
Region of Non - Random Variation Upper

Control
Limit
Process Out of Control

Region of Random Variation Average
Lower
Control
Limit
Region of Non - Random Variation Xbar Chart for C3
7
SAMPLE NUMBER 1
6
1
5 1
Sample Mean
4 1 1 1
1
1
3 3.0SL = 2.945
2
1 X = 1.283
0
In Control -1
-3.0SL -= 0.3793
0 10 20 30
Sample Number
SPC Pros and Cons

Advantages of SPC Disadvantages of SPC
Is a proven technique for improving Everyone must be well trained and
productivity. periodically retrained.
Is effective in defect prevention. Data must be gathered correctly.
Prevents unnecessary process Mean and range/standard deviation
adjustments. must be calculated correctly.
Provides diagnostic information. Data must be charted correctly.
Provides information about process Charts must be analyze d correctly.
capability. Reactions to patterns in charts must be
Can be us ed for both attribute and appropriate every time.
variable data types.
Appendix B
MAIC Tools
Planning for Effective SPC
The following guideline should be used to establish control charts in a given area:
• Chart critical factors.
• Eliminate charts found to be unnecessary; add charts if the situation warrants.
• Change charts from time to time if necessary.
• Variables control charts should increase; attribute charts should decrease.
• The team should agree upon decisions based upon control charts.
Process Control Factors
• Money or available budget
• Availability of resources
• Time constraints or limitations
• Organizational goals
• Impact on specific parties
• Flexibility of movement
• Effects of change
• Risk and confidence requirements
• Environmental or technological constraints
• Potential benefits to be derived
• Impact on the dynamics of the group/team
• Potential for successful implementation
Appendix B
MAIC Tools
I-MR (Individual-Moving Range)
Purpose of the Tool
• The I-MR charts should be used for true X's like temperature, humidity,
concentration of a solution, or gas flow per minute.
Reason for Need
• Units are produced as individuals and no logical method of grouping units exists.
• Low production volumes where only one piece is produced per day or sometimes
longer.
• High-cost testing - when the cost of testing is very expensive, time consuming,
destructive, or other wise prohibitive.
• Chemical processing where only one measurement per bath is taken.
I-MR Charts Pros and Cons
Advantages of I -MR Charts Disadvantages of I-MR Chart

Good where individual’s data is most Falsely suggests that not much data is
logically the “rational sub - group.” required – it is best with 30 or more
Shewhart zone rules can be applied if points.
individuals are normally distributed. Control limits tend to be very wide due
to relatively small sample sizes.
Appendix B
MAIC Tools
Individual and Moving Range Output
I and MR Chart for Y3
Individual Value
605 3.0SL = 605.3
600 X = 600.2
595 -3.0SL = 595.1
0 50 100
Sub - Group
7 1
6 3.0SL = 6.284
Moving Range
5
4
3
2 R = 1.923
1
0 -3.0SL = 0.00E+00
Appendix B
MAIC Tools
Xbar & R Charts (R: Range)
The Xbar Charts are used to measure the central tendency of the Y over time. R Charts
measure the gain or loss of uniformity within sub-group, which represents the random
cause variation in the Y over time.
Purpose of the Tool
• The purpose of Xbar is to track process excursions in the mean and the variation
over time.
• R Charts are used to track short-term process stability.
Reason for Need
• To distinguish short-term and long-term control problems.
Appendix B
MAIC Tools
Xbar Chart
The Xbar chart is a plot of sample means.
X -bar C hart
rt for C ycletime
40
3.0SL=41.17 Upper Control Limit
S ample Mean
30 X=30.10 Grand Mean
20 -3.0S L=19.02 Lower Control Limit

0 5 10 15 20 25
S ample Number
Xbar & R Chart Output

Xbar/R Chart for Part1 to Part5
146
3.0SL = 145.6
Sample Mean
141 X = 141.0
136 -3.0SL = 136.4
0 10 20 30
Sub - Group
20
3.0SL = 16.70
Sample Range
10
R = 7.900
0 -3.0SL = 0.00E+00
Appendix B
MAIC Tools
Xbar and R Pros and Cons
Xbar Advantages Xbar Disadvantages

Allows you to look at both the long It is only applied to the Y's.
and short term variation in the It hides individual observation in sub -
graph. groups.
Commonly used and is well
understood.
P and nP Charts (P; Proportion, n: sample size)

Purpose of the Tool
• P chart is a simple chart used to track the proportion of non-conforming units
(percentage of defective parts) assuming the sample size is not necessarily
constant.
• nP chart is a chart used to track the number of non-conforming units (percentage
of defective parts) assuming the sample size is constant.
Reason for Need
• When attribute (pass/fail) data is all that is available from the process.
Appendix B
MAIC Tools
P Chart Output
P Chart for Empl_w_E
0.3
3.0SL = 0.2802
Proportion
0.2 P = 0.2038
-3.0SL = 0.1274
0.1
0 10 20
Sample Number
P and nP Charts Pros and Cons

Advantages of P & nP Charts Disadvantages of P & nP Chart
Easy to use and maintain Works for attribute data only
Based on simple statistics Weak as a predictive tool
Appendix B
MAIC Tools
C and U Charts
Purpose of the Tool
• C Chart is a simple chart used to track the number of defects per unit (not the
number of defectives) assuming the sample size is constant.
• U Chart is a simple chart used to track the number of defectives per units
produced (not the % defective) assuming the sample size is not necessarily
constant.
Reason for Need
• This graph is used when the defects of a unit remain constant. We are interested
in tracking failures per unit.
U Chart Output
U Chart for NumError
3.0SL = 2.072
2.0
Sample Count
1.5
U = 1.320
1.0
-3.0SL = 0.5679
0.5
0 1 2 3 4 5 6 7 8 9 10
Sample Number
Appendix B
MAIC Tools
U Charts Pros and Cons
Advantages of U Charts Disadvantages of U Chart

Easy to use and maintain. Works for attribute data only.
Based on simple statistics. Weak as a predictive tool.

2. Automate the Variable: Implement automated controls that
require little or no operator intervention.
3. SPC on the X's: Implement statistical process control on the
input variable (or X) that controls Y. This form of SPC
requires that Y = f(X) be understood.
4. SPC on the Y's: Implement statistical process control on the
output variables or Y. This form of SPC is most frequently
used by industry.
5. S.O.P.: This is the standard operating procedure implemented
to detect defects. The action is not sustainable short-term or
long-term.
WORST
Appendix B
MAIC Tools
SOP (Standard Operating Procedure)
Purpose of the Tool
• To establish a standard methodology for maintaining the process.
Reason for Need
• To ensure that all the people that use the process use the same methods.
SOP Pros and Cons
Advantages of SOP Chart Disadvantages of SOP Chart

Reduces the impact of the human No feedback
factor on the process
Appendix B
MAIC Tools
Control Step 2
Capability Analysis for X and Y-Quantify the value of the problem.
The Goal
• The goal of step two is to quantify the value of the problem. We hope to establish
the final capability of the Y to determine our capability to control the X's.
The Tools
• Capability Analysis.
Black Belt Action
• Analyze the data.
• Complete the Control checklist listing the required Black Belt action.
Results
Final Project Results
115
Product Characteristic
105 USL
95
85
75
Before After
Appendix B
MAIC Tools
Control Step 3
Document What You Have Learned - Document the activities and the
results of the project.
The Goal
• The goal of step three is to document the activities and the results of the project.
During this step the Black Belt must also document the control or maintenance
required for the process.
Roadblocks
• Lack of time
The Tools
• Control Plan
• Final Project
Black Belt Action
• Complete the Control Plan.
• Complete the Final Report.
• Present the findings to the Champion.
• Provides resources to ensure Control verification is completed.
• Ensure the success of the implementation of the control plan.
Appendix B
MAIC Tools
The Tool: Control Plan
The control plan describes the control methods appropriate to guarantee product
quality throughout the process. It is a living document that is updated as
measurement systems and controls methods are evaluated and improved.
• The control plan allows the team to formally document all the control methods
used to ensure that customer requirements (Y's) are met. It is a living document
that is updated as measurements systems and control methods are evaluated and
improved.
Reason for Need
• The control plan requires the team to describe and follow the control methods
appropriate to guarantee product quality throughout the process.
■ Receiving of raw material
■ In-process quality of Y's
■ Outgoing product characteristics
• It provided a greater opportunity of ensuring that all product outputs (Y's) are in a
state of control provided all members are abiding the control methods stated in
the control plan.
• The control plan documents a strategy that is responsive to the changes in the
process given the fact that the goal is continuous improvement.
Appendix B
MAIC Tools
The Final Report
The Purpose
• The purpose of the final report is to present the findings and activities of the
project and make recommendations for improvement and or controls.
Reason for Need
• To provide a means of documenting the activities which occurred for historical
tracking
• To avoid re-inventing the wheel.
Appendix B
MAIC Tools
How to Create a Useful Control Plan
Step 1: Indicate the appropriate category: Prototype, Pre-Launch, Production.
Step 2: Assign the document number.
Step 3: Part number revision/change.
Step 4: Part name and description.
Step 5: Specify the name of the division/plant/department.
Step 6: Indicate the ID number specified by the customer.
Step 7: List the primary contact responsible for the control plan.
Step 8: List the core team members.
Step 9: Obtain approval responsible manufacturing approval (if required).
Step 10: Enter the original date.
Step 11: Document the date of the latest updates.
Step 12: Obtain responsible engineering approval (if required).
Step 13: Obtain supplier quality approval (if required).
Step 14: Obtain any other approval required.
Step 15: List the item number referenced on the process map or FMEA.
Step 16: Process description/operation.
Step 17: Identify the processing equipment.
Step 18: Enter the Product/Process Characteristic number [usually references
other applicable document(s)].
Step 19: List the product characteristics (Y's).
Step 20: List the process characteristics (X's).
Step 21: Indicate the type of characteristic.
Step 22: Document the specifications/tolerance.
Step 23: Indicate the type of measurement system.
Step 24: Document the sampling plan.
Step 25: Give a brief description of the control method.
Step 26: Specify necessary corrective action.
____________
*Advanced Product Quality Planning and Control Plan, Reference Manual. Chrysler
Corporation, Ford Motor Company, General Motors Corporation.
Appendix B
MAIC Tools
Control Phase - Summary
Control Methods
Control Methods Tool / Method Control Method Purpose

1. Eliminate the Robust Process and Product To develop a realistic
Variable Design tolerance to establish the true
Mistake Proofing control units for X variable
based on the equation of
Y = f (X).
2. Automate the Process Controller Implement automated controls
Variable
intervention.
3. SPC on the X's Statistical Process Control SPC on the X's: Implement
statistical process control on
4. SPC on the Y's I – MR (Individual– Moving the input variables or Y This
Range) form of SPC requires that Y = f
(X) be understood.
EWMA
SPC on the Y's: Implement
Xbar and R Charts statistical process control on
P and nP Charts the output variables or Y.
C and U Charts
5. S.O.P. Standard A standard methodology is It is the standard operating

Operating used for maintaining the procedure for detecting
Procedure process. defects.
Appendix B
MAIC Tools
Functional Champion Training
Agenda
• DFSS Overview
■ DFSS-What Is It?
■ A Look at the Generic Process
■ DFSS-Influence on Cost, Quality and Cycle Time
■ DFSS Road Map
■ DFSS-The IDEaS™ Process
■ DFSS-A Combination of Processes and Tools
■ MAIC/DFSS Relationship
■ DFSS-Top Level View
■ MAIC vs. DFSS DFSS Integration
■ DFSS Courses and Training
■ Implementing DFSS
■ DFSS Deployment
■ Common Six Sigma Tools
■ What Would You Invest?
• Exercise: DFSS
• Summary
Appendix B
MAIC Tools
Overview
• The six sigma approach incorporates the organization's business needs to meet
customer requirements. Our goal is to prevent causes vs. correcting problems and
discontinue further tampering of the systems and processes.
• One required approach that is critical to the achievement of a six sigma level is a
Design for Six Sigma, also known as DFSS. DFSS will review your product and/or
service to ensure you are operating at a six sigma level from the very beginning.
Objectives
• Identify the purpose for DFSS.
• Compare and contrast the MAIC and DFSS phases.
• Identify the purpose of IDEaS™.
DFSS - Overview
very beginning.
• Companies that implement a six sigma program find that a majority of defects are
actually created during the design process. As companies approach five sigma, they
typically hit a wall that requires a redesign of some of its processes. The capability
of the manufacturing and transactional processes must be factored into the design
of a product or service so that the final configuration is "producible" using
existing technology.
• Implementing DFSS involves two additional weeks of training for certified Black
Belts or Green Belts.
Appendix B
MAIC Tools
DFSS - What it is!
Par
Par
Process Process
Process
Teamwork
Teamwork
DFSS - A Look at a Generic Design Process
Preliminary
Concept Detail Design Testing Production
Design
• How are risks assessed and measured?

• How long is the process?
• How are specifications set?
• When are we "ready for production"?
• When are we ready for commercialization?
Appendix B
MAIC Tools
DFSS - Influence on Cost, Quality and Cycle Time
Manufacturing
Up to 30%
Design
Over 70%
Appendix B
MAIC Tools
DFSS Road Map
One of the first steps on the DFSS roadmap is recognizing that design is a process
which in itself needs to be measured. At the time a product or process is released from
the design stage, more than 70% of the cost has been incurred or defined. We
eventually must move the use of some key six sigma tools into the front-end of the
design process.
We have abbreviated this development process using
the acronym IDEaSTM/SM (Initiate, Design, Execute and Sustain).
Just as MAIC is the road map for solving specific problems,
IDEaSTM/SM is the road map for product/process design or even redesign.
DFSS -T he IDEaSTM/SM Process
IInitiate What are the Y's?
DDesign What are the X's where Y = f(X) ?
EE xecute What is the short - term

capability?
TM/SM
and S SSustain What is the long- term

capability?
Appendix B
MAIC Tools
DFSS - A Combination of Processes and Tools
DFSS
IDEaSTM/SM Process Tools
Business Technical MAIC Design
Tollgate Reviews Design Reviews Basic Statistics QFD
Risk Managment Risk Analysis and Abatement ANOVA Scorecards
Project Management Piloting and Prototyping DOE Tolerance Analysis
Product Cost Analysis Gage R&R DFMA
Allocation of Capital and Resources Capability Analysis Reliability Assessment
Program Prioritization Process Mapping Equipment Selection
Strategic Planning FMEA Advanced DOE
Hypothesis Testing
DFSS gives an overall framework for product/process development. MAIC will be used to
close gaps and solve problems as the product moves through the IDEaSTM/SM process.
Other tools are needed to help measure the progress and are specific to the design
process itself.
Appendix B
MAIC Tools
MAIC/DFSS Relationship
LSL USL
Reduce Variability
Reduce Variability
MAIC
MAIC
LSL USL
Reach Entitlement
Reach Entitlement
LSL USL
Shift Mean
Shift Mean
• We use MAIC to shift the mean or reduce variation (or both) for a specific
product/process. We can continue down this path, addressing and reducing several
sources of variation, until we reach what we call "entitlement".
• Entitlement is loosely defined as a product or process that has reached the best
performance possible for a given technology, a set of operating conditions, or their
physical limits. Any additional MAIC work would incur cost with no additional
improvement results or return on investment (ROI).
DFSS
LSL USL LSL USL
Reach Entitlement Six Sigma

• Once the process/product has been improved to "entitlement", DFSS can be used
to redesign the product/process to the next level.
■ This typically means a whole new approach to the product/process.
■ This would involve new technologies, new methods, and possibly even
computer integration.
• DFSS helps to ensure that the MAIC breakthrough strategies are attained and will
help us verify through the measurements proposed.
During any design process, there are likely to be individual MAIC projects that will
be identified for a Black Belt.
Appendix B
MAIC Tools
DFSS - Top Level View
TM/SM
IInitiate DDesign EE xecute andSSSustain
Tollgate Reviews
Identify gaps then create MAIC projects to close the gaps.
MAIC vs. DFSS

MAIC DFSS
• Emphasizes project focus. • Emphasizes product or process focus.
• Provides a problem-solving • Provides measures and metrics.
methodology. • Identifies problem areas.
• Provides solutions to specific • Focuses on defect prevention.
question.
• Considers tradeoffs between all the
• Focuses on defect elimination. customer requirements.
• Focuses on a few key customer • Uses six sigma tools.
requirements.
• Uses six sigma tools.
Appendix B
MAIC Tools
DFSS Integration
• As we move through a new product/process design, a new set of tools must be
integrated into the process.
■ Ensures that the process will be repeatable at a high sigma level of quality
over time.
■ Meets customer requirements.
DFSS Courses and Training

• SSQ 450-DFSS for Black Belts
• SSQ 452-DFSS for Design Teams
Training Waves
Wave 1 Mostly a process focus
Wave 2 Seed with a few product/process

designers
Wave 3 50/50 mix of design process

products
Appendix B
MAIC Tools
Implementing DFSS
Our suggested strategy for implementing a DFSS approach starts with the customer. We
begin working MAIC projects in production areas where products or services are
delivered to the customer. At this point, it is easier to "see" defects. Once we are able
to understand our internal process capability, it is time to move the application of the
tools upstream to the new product process development.
DFSS Deployment
• Tool Masters
■ MAIC Tools
■ DFSS Tools
• Cross-functional Team Training
■ DFSS Tools and Product Focus
Appendix B
MAIC Tools
Common Six Sigma Tools
Prelim Design
Detail Design
Production
Concept
Testing
Capability Analysis
Process Mapping
FMEA
Gage R&R
Hypothesis Testing
DOE
Control
Appendix B
MAIC Tools
Improve
Plan
Improve
Design
Improve
Process
Improve
Product
1000 : 1 100 : 1 10 : 1 1:1
Improve Ratios
(Payback)
• A cultural change in the way people behave as well as valuable knowledge is
achieved through the successful completion of six sigma projects.
• Knowledge that will improve the organization's ability to proactively prevent
problems by applying the six sigma methodology and its associated metrics.
• Champions must have a clear understanding of their commitments for a successful
Black Belt project before they begin to lead their Black Belt teams.
• You receive great leverage with improving plans and design, versus improving the
product.
Appendix B
MAIC Tools
Exercise: DFSS
Directions: Complete each question.
1. State the purpose of DFSS.
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
2. The first step in the DFSS road map:
a) Identify the tools needed to measure the system.
b) Recognize that design is a process that needs to be measured.
c) Determine the COPQ.
d) Identifying the needs of the customer.
3. State at least three differences between DFSS and MAIC.
DFSS MAIC
Appendix B
MAIC Tools
DFSS - Summary
very beginning.
• The DFSS process includes:
I - Initiate (the concept)
D - Design (preliminary and detailed)
E - Execute (prototype testing)
S - Sustain (production)
• The DFSS approach agrees that product design is a process. The process needs to
be standardized.
• The IDEaSTM/SM (Initiate, Design, Execute and Sustain) is the road map for
product/process design or redesign.
■ As the product or process moves through the IDEaSTM/SM process, MAIC will be
used to close gaps and solve problems.

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Agenda

Agenda and Objectives

Information Organization Value $

Information Organization Value $

Information Organization Value $

• Organizations are made up of two or more “systems” and generally, multiple

Information Organization Value $

Tampering Overcompensation Chaos

Chaos Atrophy Frustration

Tampering leads to more tampering; you are never done.

Practical Problem Measure

Statistical Problem Analyze

Statistical Solution Improve

Practical Solution Control

• The six sigma goal is achieved by focusing on:

• How will we know when we get there?

Probability of being within ± 1 Probability of being within ± 2

Probability of being within ± 3 standard deviations is 99.73%

Probability of being within ± 3 standard deviations is 99.73%

Normal Distribution-Key Points

Where is your organization? What kind of tools should you be using?

Organizational Issues Traditional Approach Six Sigma Approach

±3 Sigma ±4 Sigma ±5 Sigma ±6 Sigma

10 50.086% 93.961% 99.768% 99.997%

σ toothpick manufacturer (assume one opportunity for a defect): Has an RTY of

Improvement Ratios (Payback)

1000 : 1 100 : 1 10 : 1 1:1

Long Cycle Times Lost Sales

Expediting Costs Lost Opportunity Inaccurate Reports

Can you name any additional COPQ?

• Which product is performing better, the pencil or the calculator?

Note: Assumes the defects were collected in the long-term.

Equipment Utilization Test Yield

Six Sigma Metrics

Sigma Level Cycle Time (Minutes)

Data Information Knowledge

Questions to Begin Process Learning

Action Plan Questions Implementation Action Questions

My Business Philosophy Survey

My Business Actions Survey

Our organization… Yes No

Characteristics of Six Sigma

Possible Ideas Your Thoughts and Ideas

A Champion must be all of these and more.

Measure Phase Overview - The Goal

• MSA 4. Capability Assessment

Measure Phase - The Roadblocks

Measure Phase - Deliverables

No. Scope Measure Activities Tools

Measure Questions YES NO

MEASURE Schedule time to meet with candidate.

MEASURE Drop by to meet with candidate.

MEASURE Review probing question for section on “Measure".

Analyze Phase Overview - The Goal

• Capability 2. Document Potential X's

1. Define Performance Objectives

Analyze Phase-The Roadblocks

No. Scope Analyze Activities Tools

3. Analyze Source of 3. Establish relationships Histograms

Analyze Questions YES NO

ANALYZE Schedule time to meet with candidate.

Improve Phase Overview - The Goal