Six Sigma Green Belt Certification Project (eBook)

Preface 7
Acknowledgements 9
Contents 10
About the Author 14
1: Certification Path, Projects, and Course Concept 15
1.1 Certification Requirements 15
1.2 Two Types of Certification Projects: For Professionals and Students 17
1.3 Course Introduction 21
2: Six Sigma Introduction 23
2.1 Overview: Steps, Tools, Their Purpose, and Results 23
2.2 Company-Wide Improvement Program 24
2.3 Practice and Application: Cookie du Chef 27
2.4 Six Sigma Method 28
2.4.1 Phases of the DMAIC Cycle 28
2.4.2 Process-Problem-Solving Model 30
Details: There Are Many Possibilities to Act: One of Them Is Best Practice 33
2.4.3 Definitions and Principles of Problem-Solving 35
2.5 Statistical Basis of Six Sigma 39
2.5.1 Basics of Process Capability 39
2.5.2 Influences on Process Capability 42
Details: Shooting at a Wall and Drawing a Target Around the Hole or Vice Versa? 42
2.5.3 Examples of Performance Levels in Everyday Life 44
2.6 Linking Practice, Model, and Statistics 46
References 48
3: sigmaGuide 49
3.1 Download and Installation 49
3.2 Tools and Features 51
4: DEFINE: Parts 1 and 2 54
4.1 Overview: Steps, Tools, Their Purpose, and Results 54
4.2 Project-Topic 56
4.2.1 Identification of a Project-Topic 56
4.2.2 Criteria for Lean Six Sigma Project-Topics 60
4.3 Project-Definition 62
4.3.1 Process and Output 63
4.3.2 Problems 63
4.3.3 Effects 67
4.3.4 Solution Ideas 67
4.3.5 Project-Definition 70
Reference 72
Link 72
5: Project-Story-Book 73
6: DEFINE: Part 3 78
6.1 SIPOC 78
6.2 Voice-to-Critical 83
6.2.1 Procedure 83
6.2.2 Interviews 84
6.2.3 Transferring Answers to the Tool 85
6.2.4 Kano-Model 87
6.2.5 Transferring Answers to the Tool 88
6.2.6 Results 88
6.3 Project-Charter 91
6.4 Stakeholder Communication 94
7: MEASURE 99
7.1 Overview: Steps, Tools, Their Purpose, and Results 99
7.2 Input-Analysis 100
7.3 Process-Mapping/-Analysis 103
7.3.1 Process-Mapping 104
7.3.2 Process-Analysis 106
7.3.3 Procedure of the Workshop 109
7.3.4 Results 111
7.4 Cause and Effect Matrix 114
7.5 Data-Collection 120
7.5.1 Scales of Measurement 120
7.5.2 Data-Collection-Plan 126
7.6 Hypotheses 132
7.6.1 Modeled Content of Assumptions: Difference Hypothesis vs. Relationship Hypothesis 133
7.6.2 Relationship Hypothesis 134
7.6.3 Difference Hypothesis 135
7.6.4 Statistical Format of Assumptions: Null Hypothesis (H0) vs. Alternative Hypothesis (HA) 135
7.6.5 Scale Levels Determine Appropriate Statistical Tests 137
7.6.6 Automatic Generation of Hypotheses in sigmaGuide 139
8: ANALYSE 141
8.1 Overview: Steps, Tools, Their Purpose, and Results 141
8.2 Data Evaluation 142
8.3 Process Performance 146
8.3.1 Process Control 147
8.3.2 Process Capability 149
Details Box: Z.bench as an Estimate of Sigma Capability 150
8.4 Hypotheses Testing 153
Details: Statistical Significance and Practical Relevance for Differences 154
Details: Statistical Significance and Practical Relevance for Relationships 158
8.5 Root-Cause-Analysis 162
8.5.1 Preparation 162
8.5.2 Implementation 166
Details: 5 x Why? - Necessary and Sufficient to Detect the Root Causes? 171
Details: Non-existent Solutions Are Not Causes 172
9: IMPROVE 175
9.1 Overview: Steps, Tools, Their Purpose, and Results 175
9.2 Development and Selection of Solutions 176
9.2.1 Creativity Techniques 176
9.2.2 Development of Solutions 180
9.2.3 Selection of Solutions 183
9.3 Measures and Risks 184
9.3.1 Action-Plan 184
9.3.2 FMEA: Identification and Evaluation of the Risks of Measures 186
References 190
10: CONTROL 191
10.1 Overview: Steps, Tools, Their Purpose, and Results 191
10.2 Data-Evaluation 192
10.3 Process Performance 194
10.3.1 Process Control 194
10.3.2 Process Capability 197
10.4 Improvements and Benefits 200
10.4.1 Statistical Tests of Improvement 200
10.4.2 Financial and Other Benefits 200
10.5 Process-Management-Plan 206
11: Project Completion 211
11.1 Review and Outlook 211
11.2 Checks and Evaluation 211
11.3 End of Project 212
12: Six Sigma Project Guideline 215
13: Lean and Six Sigma: Partners for Quality 221
13.1 Lean and Six Sigma: Roots and Development 221
13.2 Lean-Thinking Vs. Six Sigma: Comparison of Attributes 224
References 227
14: Tips for Six Sigma Sponsors to Support Projects and the Program 228
14.1 Six Sigma for Sponsors and Basic Recommendations 228
14.2 Focus and Effects of Projects 233
14.3 Role and Tasks for Sponsors 234
14.4 Selection of a Green Belt Candidate 237
14.5 Human Factors: Round or Square Wheels for Improvements 237
14.6 Sources for Project-Topics in Your Company 239
14.7 Sources for Project-Topics in Your Area of Responsibility 241
14.8 Factors of Successful Six Sigma Projects and Programs 242
14.9 Dissatisfaction with Six Sigma and Termination of Programs 245
References 248
15: Notes for Six Sigma Experts on the Concept of this Course 249
15.1 Standard Tool-Set for all Business Processes 249
15.2 Coverage of the Entire Project Cycle 251
15.3 Chronological Linkage and Integration of Tools 252
Answers to Questions 255
Further Reading 266
Links 266