This presentation is intended to give the reader a brief of Lean Six Sigma. It is tried to impart the knowledge based on personal learnings and literature available over the internet related to Lean Six Sigma Yellow and Green Belt.

1. Lean Six Sigma
Concept and Application
Presenter: Husnain Shahid | Planning & Scheduling Engineer | husnain.shahid@live.com

2. Lean Six Sigma | Concept and Application
There is nothing so useless as doing
efficiently that which should not be done
at all.
- Peter Drucker
Background Concept Tools & Techniques

3. Why and where from the Lean Six Sigma came!
• A compound of two individual manufacturing systems, Lean & Six Sigma.
• In the competitive industrial era of the 20th century, progressive
companies experimented and developed their own smart systems to stay
ahead in terms of revenue thru quality improvement, waste reduction,
savings and expansion.
• Lean comes form Japan, while Six Sigma has its roots in the USA.
Background Concept Tools & Techniques

4. What Lean Six Sigma is!
Background Concept Tools & Techniques
• Lean, a systematic approach to identifying and eliminating waste in
processes, is almost a synonym to Toyota Production System (TPS) as it
matured there.
• However, it is debated that Mr. Henry Ford of Ford Motors firstly introduced
the “Flow” concept – a part of Lean – at his plants in 1913.
• Six Sigma, a set of techniques and tools that improves process capability,
was introduced by an American engineer, Bill Smith, at Motorola in 1986.
• It originated from a statistical quality control for manufacturing plants
initially, however, it is used as an approach in almost every sector from
marketing to banking now.

5. The idea behind use of Lean Six Sigma in processes
Both systems complement each other by:
• Identifying and streamlining the process elements that are worth
working on and getting rid of those elements that are causing waste
(Lean Approach)
• Optimizing the process elements identified after Lean, by reducing
variation and cycle-time thru statistical and data-driven approach (Six
Sigma Approach)
Background Concept Tools & Techniques

6. The Synergy of Lean Six Sigma:

7. Lean Projects and the Concept of Waste
Identification of 3 types of wastes:
1. Activities that consume resources without providing additional value
2. Overuse of resources (equipment or manhours)
3. Operational “unevenness” or “variation” which decreases efficiency
Goals:
• Improved productivity and efficiency
• Reduced lead/process times
• Lower inventory and storage costs
• Decreased overall costs
• Greater quality and customer satisfaction

8. • The term, Six Sigma - 6σ , has its origin in statistics as ‘σ’ represents the
Standard Deviation.
• Six Sigma, in literal terms, aims to reduce ‘variation’ down to negligible, as
6σ has acceptable range of 99.9999998% or 3.4 defects per million
opportunities (DPMO)
Six Sigma and Statistics
DPMO =
(Defects/Opportunitie
s) * 1,000,000

9. Who runs a Lean Six Sigma Project

10. Lean Six Sigma Terminologies
• Unit: Item produced or created
• Defect: Anything that causes a failure
• Opportunity: Possibility of a quality issue
• DPO: Defects/(Units * Opportunity)
• DPMO: (Defects / Units * Opportunities) * Total 1,000,000
• Yield: 1-DPO (It is the ability of the process to produce defect-free units)
• Variance: Deviation from the desired product / process result
• X: Independent Variables
• Y: Dependent Variables
• CTQ: Critical To Quality

11. How to Take On a Lean Six Sigma Project
There are two basic methodologies to carry out an LSS project:
1. DMADC – suitable for designing a product or process
2. DMAIC – suitable for already existing product or process
As we are dealing more with already existing processes, DMAIC is our thing!
Background Tools & Techniques
Concept

12. DMAIC – Methodology for Lean Six Sigma Projects

13. DMAIC - Define Phase
Purpose:
• Identify and describe the problems that need to be solved
• Organize the project team [Certified Black Belt & Green Belts personnel]
• Evaluate the weightage of the problem for the organization
Steps:
1. Project selection and scope
2. Establish charter of the project
3. Definition of the Defect [or CTQ]
Tools & Techniques:
1. Charter
2. SIPOC
3. Affinity Diagram
4. Swimlane Map
5. Tree Diagram

14. DMAIC - Define Phase | Charter

15. DMAIC - Define Phase | SIPOC
Spares
Staff Empl. Serv.
Contr Manpower Serv.
OEM
Contractors
HR/L&DC/Training
Spare Suppliers
Services Arrangements
Job Preparation
Audits for Permit
Job Execution
Housekeeping
Permit Closure
Plant Maintenance
Production / Mgmt
VOC:
Reliable Plant
Operation
No/Less Safety
Observations
Quality Product

16. DMAIC - Define Phase | Affinity Diagram
Voice of Customer [VOC]:
1. No leakage / splash
2. Job completion before planned startup
3. Nothing missed in inspection
4. Everything arranged in area
5. Prearrangements before job start
6. Plant operation till next TA
CTQs:
• Safety
• Timely production
• Reliability
• Safety
• Timely production
• Reliability
Safety
Reliability
Timely Prod.
1
4
2
3
6
4

17. DMAIC - Measure Phase
Purpose:
• To define the quantifiable defect
• To collect baseline information regarding process
• To ensure system for measurements of X’s & Y’s in place
Steps:
1. Determine Project’s Y (i.e. measurable end result)
2. Baseline performance
3. Goal determination based on baseline performance
Tools & Techniques:
1. Tree Diagram
2. Performance Standard

18. DMAIC - Measure Phase | Tree Diagram
Project ‘Y’
Project
‘X’
Y = F(X)

19. Definition:
Requirement(s) or specification(s) imposed by the customer on the Project ‘Y’
Parameters:
• What does the customer want?
• CTQ
• What is a good product/process?
• Specification Limits
• What is a defect?
• Outside Specification Limit
DMAIC - Measure Phase | Performance Standard
LSL USL

20. DMAIC - Measure Phase | Worksheet

21. DMAIC – Analyze Phase
Purpose:
• To determine which process parameters (X), have the most effect (i.e.
reduces the variation) on the critical process results (Y)
Steps:
1. Identifying maximum probable causes of variation
2. Analyzing the probable causes of variation
3. Determining the ‘main cause’ and other contributing factors of ‘variation’
Tools & Techniques:
1. Pareto Chart
2. 5 Whys
3. Ishikawa Diagram
4. Run Chart

22. DMAIC – Analyze Phase | Pareto Chart

23. DMAIC – Analyze Phase | 5 Whys

24. DMAIC – Analyze Phase | Ishikawa Diagram

25. DMAIC – Analyze Phase | Run Chart

26. DMAIC – Improve Phase
Purpose:
• To identify opportunities for improvement, substantiated with information on
the way these improvements help achieve the project goals
Steps:
1. Finding or creating the most optimal solutions
2. Testing the solution (pilot projects, etc.)
3. Implementing and reviewing the solution on main project scale
Tools & Techniques:
1. Value Stream Mapping
2. Impact Effort Matrix
3. Benchmarking

27. DMAIC – Improve Phase | Value Stream Mapping

28. DMAIC – Improve Phase | Impact Effort Matrix

29. DMAIC – Improve Phase | Benchmarking

30. DMAIC – Control Phase
Purpose:
• To implement the finalized solutions after ensuring that the solution is
compatible with the process and organization
• To monitor and respond to the undesired dip in improvement
Steps:
1. Development and ensuring the accuracy of process control checks
2. Implementing, proving and controlling the improvement
3. Documentation and project handover
Tools & Techniques:
1. Control Chart
2. Mistake Proofing
3. Monitoring & Response

31. DMAIC – Control Phase’s Requirement

32. DMAIC – Control Phase | Control Chart

33. DMAIC – Control Phase | Mistake Proofing
Doing things right in the first attempt!

34. Thank you
and best of luck!