six sigma case study

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Lecture 10

Training

for

Six Sigma

Education versus Training

  • Education teaches “why” while training teaches “how”.
  • Six Sigma education and training should be focused around “projects”.
  • Executives and managers should be given Six Sigma education.
  • Black Belts and Green Belts should be given Six Sigma training.

A typical Six Sigma training program

  • Black Belt training
  • Green Belt training
  • Leadership training
  • Awareness training
  • Process management training
  • Design for Six Sigma (DFSS) training
  • Master Black belt training
  • Train-the-trainer program
  • Champion training

Training on how to use statistical tools in Six Sigma projects

  • Multiple regression and Analysis of Variance (ANOVA)
  • Statistical Process Control (SPC)
  • Gage repeatability and reproducibility (Gage R&R)
  • Probability, reliability testing
  • Design of Experiments (DOE)
  • Basic quality tools
  • Variance components analysis
  • Design for Six Sigma (DFSS)
  • Many other statistical tools

What is a goal of training?

  • To be able to explain to others, how the statistical tools fit into overall improvement methodology of the project.
  • To motivate a person in understanding that training is a lifelong commitment to learning.
  • To provide the capability so that the student can solve new problems effectively on the job.
  • University or college degree does not guarantee a successful Black Belt candidate. Why?

Key elements of a long-term training plan

  • Six Sigma Awareness training for new employees
  • Ongoing training for Champions, Master Black Belts, Black Belts and Green Belts.
  • Advanced Black Belt training
  • Initial Master Black Belt training
  • Six Sigma training on operations, administration, and new product development processes
  • Leadership Green Belt training
  • Six Sigma training in different languages

Six Sigma Green Belt training

  • Their training should not be as extensive as Black belt training (2 weeks of training).
  • GE trained all its professionals as Green Belts and made Green Belt status as a condition for promotion.
  • Green Belt training is also used for effective leadership development.

Certification requirements for Green Belt

It varies from company to company, however commonly used criteria for Green Belt certification are as follows:

  • Completion of Green Belt course
  • Completion of Green Belt project or participation in a Black Belt project
  • Approval/recommendation from Black belt
  • Submission and approval of Green Belt report

Six Sigma Champion training

  • This training focuses on management of Six Sigma projects and Black Belts.
  • Their role is to remove roadblocks in the execution of the project.
  • They must understand what techniques the Black Belts are using on the projects.
  • The training of the champions should consist of: project selection methods, basic statistics, capability analysis, Process mapping, XY matrix, Design of Experiments (DOE), and Hypothesis testing.
  • By understanding what Black Belts are doing, they can better understand their analysis and conclusions.

Executive training

  • Their training involves management of Six Sigma infrastructure.
  • Training should emphasize importance of wisely applying Six Sigma techniques.
  • This training focuses on project evaluation, budgeting and resource allocation.

Master Black Belt training

  • Their role is to be full time teachers and mentors of Six Sigma.
  • Their training should consist of developing leadership and quantitative skills.
  • Much of their training will be through on-the-job experience.

Responsibilities of Master Black Belts

  • Using advanced statistical tools
  • Coaching leaders and Black belts
  • Managing large-scale projects
  • Developing & executing management strategies
  • Identifying and scoping projects for maximum impact
  • Thinking broadly and strategically

Certification requirements for Master Black Belts

  • Completion of all Black Belts requirements
  • Successful mentoring of 12 other Black belts through the completion of their projects
  • Successful completion of DMAIC training
  • Completion of DFSS training
  • Completion of advanced Master Black Belt program
  • Approval/recommendation for certification by Six Sigma leader

The most extensive training is done for
Black Belts
because they are the key players in the success of
Six Sigma program

Guidelines for Black Belt training

  • In many companies, the training of Black belts is conducted in waves.
  • Each wave consists of four to five weeks of training over 4-5 month period.
  • During this time, Black Belts are expected to apply the concepts learned in the class to real-life projects.
  • The training approach is based on action-learning paradigm, with focus on skill acquisition.

Black Belt training cycle

4-week Black Belt training

Week 1 training on Measurement

Week 2 training on Analysis

Week 3 training on Improvement

Week 4 training on Control

Black Belt week 1 training on “Measurement”

  • Process mapping
  • FMEA matrices
  • Statistics
  • Capability studies
  • Measurement systems
  • Project management.

Black Belt week 2 training on “Analysis”

  • Analyze distributions
  • Conduct multivariate analysis
  • Data plotting
  • Hypothesis testing
  • Project planning.

Black Belt week 3 training on “Improvement”

  • Design of Experiments
  • Correlation studies
  • Full factorial experiments
  • Execution of projects
  • Presentation skills

Black Belt week 4 training on “Control”

  • Control tools
  • Review of methodology
  • Implementation statistics
  • Mistake proofing techniques
  • Report writing

Black Belt training requirements

  • Prior to training: It starts 2-3 weeks prior to the training session, when the Black Belt selects a project.
  • During the training: Black Belts continues to work on the project with the guidance of Master Black Belts.
  • After the training: The Black Belts should complete the project no more than 9 months after the first training session.
  • Evaluation: After the training the Black Belts receives formal feedback from the Master Black Belts.
  • Certification: Black Belts are certified after meeting certain criteria which is established by the company.

What should be accomplished prior to Black Belt training?

  • Problem Statement: What is the issue being addressed?
  • Project boundaries: Where does the process start & stop?
  • Business case: What are the essential drivers for addressing the problem?
  • Goal statement: What is the desired outcome?
  • Black Belt should gather some baseline data.
  • Establish problem statement.
  • Build relationship with key stakeholders for the project.
  • Develop project charter with the help of Master Black Belt.

What should be accomplished during the Black Belt training?

  • Meet with the Master Black Belt to ensure that the project is on track.
  • Provide regular update on the project during the training sessions since the feedback from the peers can be helpful.
  • Discuss the following with the Master Black Belt:
  • How involved is the champion?
  • Are project meetings taking place regularly?
  • Is the project still valid?
  • Do some findings suggest dropping the project?
  • Is the training providing the necessary tools for the project?

What should be accomplished after the Black Belt training?

  • Many initial Black Belt projects take longer than 4-5 months of training.
  • It is important that Black Belts complete their first project no more than nine months after the first training session, otherwise they will forget most of the tools and techniques they learned in the class.
  • It is due to the fact that unless people have a chance to apply the lessons they learned in a real world setting immediately, they tend to forget the information.

What should be accomplished during evaluation process?

  • Black Belts receive formal feedback during their projects from Master Black Belts.
  • Frequency of feedback varies from monthly to yearly.
  • During the first year the feedback is given monthly and changed to quarterly during the second year.
  • The evaluation focuses on:
  • application of Six Sigma tools
  • Achieved results
  • application of leadership skills

Criteria for Black Belt certification

  • Completion of four week Black Belt course
  • Successful completion of two Black belt projects
  • Submission and approval to final Black Belt project reports
  • Approval for certification by Master Black Belt
  • Recommendation from the champion and sponsor of each project.
  • Demonstration of sustained improvement realized by the project for 90 days or longer which was completed by the Black Belt candidate.

Software for Black Belts

  • Minitab statistical software
  • Quality progress journal
  • Quality digest journal
  • Easy-to-use statistical program
  • Office suite
  • Process flowcharting program

What is involved in advanced Black Belt training

  • Mixed experimentation for chemicals and coatings.
  • Multidimensional tolerance for assembly processes.
  • Advanced process control.
  • Process variance component studies for process industries.
  • Modeling techniques.
  • Complex multi-variation analysis.
  • Advanced design of experiments.

Supplemental training for Black Belts and Green Belts

These training classes should only be provided if there is a potential application of these techniques.

  • Failure Modes and Effects Analysis
  • Measurement systems analysis
  • Mixture Design Analysis
  • Quality Function Deployment (QFD)
  • Response Surface Methodology

Lessons learned by GE on statistical tools

  • Control variability
  • Ensure integrity of measurement system (Gage R&R)
  • Usefulness of simulation
  • Importance of reliability
  • Need to us the right tool for the right job
  • Existing databases are inadequate for the job
  • Don’t oversell statistical tools
  • Avoid diversions

Criteria for the selection of Six Sigma team members

  • Trustworthy and reliable
  • Takes the initiative
  • Listens carefully
  • Team player
  • Influential with peers
  • Works well within a group
  • Accepts assignments willingly

Questions for designing a Six Sigma training program

  • Who will teach the course?
  • How will the instructor be qualified and evaluated?
  • What materials will be developed for each course?
  • Who will update and maintain these material?
  • Who needs to take each course and are there prerequisites?
  • Are some courses mandatory?
  • Will there be any exams and how will they be graded?
  • Will interactive computer or web-based training be used?
  • What will be the tracking system for employee training?