Sigma level which runs from “1” wrought “6” is the standard metric used to describe level of process performance. 60 is an extremely high standard. It says you are making 3. 4 mistakes (defects) per million opportunities! 10 says you are making about 700,000 mistakes per million opportunities! Most companies, on average, operate in the 20 to 30 range. Companies performing at a 20 level waste as much as 30% of their sales revenue! The example below compares a 3. 8 0 level with a 6 0 performance level. [pick] Commercial airline fatalities due to mechanical failure are at or better than the 60 level.
The difference between 6 0 and 4. 0 (99. 87) is a factor of 382. Who would be satisfied with 382 times more aircraft fatalities? A Six Sigma improvement goal of near Zero Defect is what one should strive for all the critical processes. What Is Our Implementation Strategy The picture below shows the building blocks of the Business Excellence model. This model is going to bind everything together to provide us the wherewithal for delivering world-class business results. [pick] And proven Six Sigma methodologies will be used to ensure maximum benefit. What Is Your Role I en people aspect Is ten most FL tall element Tort I s success. Our strategy Is to Involve all the employees at the levels of Yellow Belts, Green Belts and Black Belts. Those with an awareness of the basic tools will become Yellow Belts. The Yellow Belts will be the members of the improvement projects led by Green Belts and will become potential candidates for leading the Green Belt Projects . The Green Belts will be those who will lead the Gene Belt Projects selected through a structured process by the Senior Management Team . They will be certified based on their competence on quality tools and leadership and successful completion of the rejects.
The Green Belts will be the potential candidates for becoming members of the Black Belt projects and after participating in a Green Belt Object will be eligible to be selected as Black Belt. The Black Belts will have the role of leading Black Belt projects, training and coaching team members and mentoring Green Belt Projects . Their certification criteria will be competence and application of advanced quality tools. You must be a Green Belt and have been a member in a Black Belt project to become a Black Belt. Extensive training will be provided for all levels of certification.
About Yellow Belt Certification Who Can Become a Yellow Belt Any on-roll employee of Moser Bare can be certified as yellow belt. How to Get Certified Following are the steps of certification: Acquire the knowledge on the basic quality tools through the reading materials available in this booklet. Register yourself with the training co-ordination of your location for the one-day certification training . You must take the consent of your immediate supervisor / manager for registering for the programmer. If you score more than 75% in the test conducted at the end of the training, you will be issued the
Yellow Belt Certification. In case you fail to score 75 %, you may re-register for the test with the Business Excellence Cell/ Training Department of your location. Cause and Effect Diagram What Is It A Cause and Effect Diagram is a popular and versatile tool for analyzing problems that result from more than one cause. Because it resembles the skeletons of a fish, a Cause and Effect Diagram is frequently referred to as a “fishbone,” or a “Fishbone Diagram. ” A Cause and Effect Diagram is really a picture of a Brainstorming session where members identify probable causes of a problem. Why to Use It
Using a Cause-and-Effect Diagram forces you to consider the complexity of the problem Ana to take an adjective KICK at all ten contributing Doctors. It noels you to determine both the primary and the secondary causes of a problem and is helpful for organizing the ideas generated from a brainstorming session. When to Use It It is used after the causes have been grouped by relationships (for example, by using a Causal Table or “Why-Because” Technique). It is a useful diagram for problem analysis. Therefore, a Cause and Effect Diagram should be used before deciding how to deal with the problem.
As a problem solving tool, the Cause and Effect Diagram is easy to use and understand. How to Construct a Cause and Effect Diagram 1 . Identify the problem. Clearly and specifically define the problem to be analyzed. Remember that the problem or “effect”, as it is known, should be stated as an undesirable condition you are trying to correct. Accurately pinpointing the problem here will make solving the problem easier later on [pick] 2. Categorize major causes. [pick] 3. Before constructing the Cause and Effect Diagram, you must analyze the causes.
Re-examine the problem by asking: What is the problem? Who is affected? When does it occur? Where does it occur? Are customer requirements being met? Most problem causes can be grouped into four major categories, known as the m’s plus P: Methods Materials Machines People These four categories are suggested only as a way of getting your thinking started. You are not restricted to using only these categories. Use the categories most appropriate to the particular problem you are working on. 4. Brainstorm possible causes.
Brainstorm all possible causes of the problem. List each sub-group cause and sub- sub cause that you identify on a shorter arrow connected to the appropriate major asses of the problem, as shown here. 5. Evaluate possible causes. Now you are ready to begin critically evaluating each possible cause, in terms of likely causes off problem: – Look for related causes, which appear under more than one major cause category. Greater number of sub-causes. – Look at major cause categories, which contain a – Look carefully for any recent changes or variations In particular sun-causes.
To help you identify the most significant causes, circle each significant cause, which is identified to set it off from the others. Then verify each as true causes using further investigation and analysis. . Verify true problem causes. Apply the 80/20 rule and begin investigating in detail those causes you have selected as the most likely contributors to the problem. Further investigation of these causes is essential to verify that they are in fact “true causes” of the problem (use data and facts). Continue this process of selection and validation until the true root cause is identified.
Check Sheet What is It A Check Sheet is a prepared form or “log” used to collect and record information. Check Sheets are versatile and can be used any time you need to collect information about a problem. Why Use It This tool enables you or your team to systematically organize and document data through observations or historical records so that patterns and trends can be seen visually. Create a Check Sheet whenever there is a need to track how often something happens over a given period of time. Add data on the Check Sheet as it occurs.
By keeping track of events as they happen, Check Sheets can direct attention to particular problem areas as they develop. How to Create a Check Sheet There are four steps to creating a Check Sheet, but first, you must ask yourself some initial questions. What is the purpose of collecting this data? Have I flow charted the process that I plan to take the data from? If so, what process step is involved in the data collection? Follow these steps to design a Check Sheet that best meets your specific data collection needs: 1 . Agree on the definition or type of data to collect.
First, decide what type of information your group needs to collect. Collect only data that is directly relevant to the problem you are working on. Also, be sure each member understands the definition of the data being collected. For example, if you are looking for reasons why customers are defecting, you must first agree on the definition of “defecting. 2. Specify a time period and decide who will collect the data. How long will you collect data? 1 week? 2 weeks? A month? Longer? Allow enough time to establish reliable trends, not Just chance happenings.
Identify the individuals who will collect the data. Be sure that the data collector(s) have both the time and knowledge to collect accurate information. 3. Design a Check Sheet format. Organize and design your Check Sheet based on decisions made in steps (1) Ana (2) dove. Make It easy Tort ten user. Pollsters Tort snack Keep it simple and easy to use. Design the check sheet so information can be easily collected. Involve people who will be using the Check Sheet in its design. Consider how the data will be displayed and analyzed after it is collected.
For example, will your check sheet data be converted to a Histogram? If so, design your check sheet with this in mind so that you will save time and effort later on. A complete Check Sheet should include the following information: – Source Information, including project name, data collection location, data collector’s name, date, and any other information that is important to capture the information source. – Content, including a column with collection dates, event or defect name, totals for sows and columns, and a grand total column. 4.
Collect data. Be sure all users understand how to record data on the check sheet. Pointers for collecting data: As you develop a data collection strategy, pay special attention to the design of your data collection forms, and to how your group plans to go about gathering the needed facts and information. Be sure to keep these important points in mind: Collect your data in a way that it is easy to obtain, use, and organize. Collect your data in a way that simplifies your analysis later on. Collect your data accurately and carefully. Involve potential users in the design of data collection forms. Frequently, your team may have to rely on non-team members to collect data. These individuals may not be familiar with your project. To minimize difficulties either in the quality or quantity of the data, be sure to explain specifically why and how to collect the data. Often, getting input from non-team members early in the form design stage is a good way to obtain their commitment to use the form accurately and reliably. It must be safe to record and report both “good” and “bad” news so the data will reflect minimum bias.