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PowerPoint Presentations – Six Sigma Project Examples
Six sigma project examples and other powerpoint presentations, sporting arms.
Six Sigma Black Belt Project
In this Project, the team will analyze log book error rates between clerks and their causes. They will develop subsequent preventative, and corrective actions to comply with federally regulated procedural requirements in the documenting of firearm inventory and traceability control.
Habitat for Humanity
The purpose of this project is to reduce the cycle time, from Final Inspection to Permanent Electric Meter being set, to within 10 business days, to avoid delayed move-ins of new homeowners.
Introduction to Statistical Design of Experiments
Unit I of this series is an Introduction to Statistical Design of Experiments. Commonly known as DOE, it is a method of controlling one or more input variables at two or more levels to determine if, and how one or more output variables change.
Traditional Design of Experiments
Analysis of variance (anova), taguchi approach to design of experiments, analysis of variance - taguchi approach, taguchi approach (2 level design), robust design - using taguchi methods, measurement system capability manual, sixsigma.us accreditation & affiliations, monthly management tips.
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Six Sigma Green Belt Project
Published by Evan Shields Modified over 7 years ago
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Presentation on theme: "Six Sigma Green Belt Project"— Presentation transcript:
ISO 9001:2000 Certified Next Steps? Where do we go from here?
Statistical Process Control Used to determine whether the output of a process conforms to product or service specifications. We use control charts to detect.
Global Supplier Quality Manual PPAP Requirements
Variation Management of Key Characteristics
Six Sigma Quality Engineering
Chapter 10 Quality Control McGraw-Hill/Irwin
Quality Management System
Statistical Process Control
Roberto lopez LSSMBB DMAIC project template.
Statistically-Based Quality Improvement
Chapter 11 Quality Control.
Paul Prunty The 7 Basic Quality Tools ~ The DMAIC Process Continuous Improvement and … To a hammer, everything’s a nail … How many tools do you have in.
Module 13: Gage R&R Analysis – Analysis of Repeatability and Reproducibility This is a technique to measure the precision of gages and other measurement.
The Quality Improvement Model
Measurement System Analysis Kevin B. Craner Boise State University October 6, 2003.
Premium Reduction & Delivery Improvement
1. 1. Product Control: to prove a particular gage is capable of distinguishing good parts from bad parts and can do so accurately every time. ◦ Ideal.
DataLyzer® Spectrum Gage Management System introduces……
Quality Control Prof. R. S. Rengasamy Department of Textile Technolgoy
About project
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Six Sigma Certifications
Common certification types.
Six Sigma certifications are widely available. There are different requirements depending on the type of certification. And within these types there are differences in the lengths of time invested, deliverables, and exams.
Six-Sigma-Material.com is an informational site designed to assist project managers and prepare for certification exams. This site has partnered with a reputable provider of various levels of certifications. This includes:
- Yellow Belt
Six-Sigma-Material.com does offer practice certification problems. Click here to learn more. There are 180+ sample problems and numerous examples throughout this site that will help prepare for a certification exam. These are available to subscribers.
Levels of Six Sigma Certification
Certifications are available at many levels and the "belt" hierarchy has evolved over the years. The most common Six Sigma certifications in increasing order of difficulty are:
Yellow Belt Certification
Yellow Belts typically participate as a team member on a Six Sigma project. They help with process improvements and receive training on the principles and basic statistics.
Being a Yellow Belt (usually like a White and Green Belt) is normally not their full time job. But Yellow Belts are often called upon more often than White Belts to participate on team and may be on more than one project at a time.
Certification process will provide basic knowledge of the Six Sigma principle and basic statistics. The training and certification process are usually completed within two days and consist of 12-20 training hours plus an exam.
Because this is the second step in the belt hierarchy, these people may be viewed as future leaders in the company. They can also be Managers, Supervisors, or employees that have an responsibility to improve quality or process performance.
This is the first level of "belts" that are given formal introduction into statistical analysis and may be required to learn the basic in a statistical software program.
CLICK HERE to review the Yellow Belt training and certification options.
Green Belt Certification
Green Belts require an understanding of the Lean principles and a basic understanding of statistical analysis. The goals of a Green Belt are shifting the performance to a desired target and reducing the variation of a process.
They usually support Black Belts and are not normally employed as full-time Green Belts. They may also mentor White Belts and Yellow Belts and lead teams with other Green Belts.
This is the first level of "belts" that could lead a project on their own. They usually won't have more than one project to lead at a time but they could be a participant on other teams while leading their own.
Green Belt projects are usually smaller in scope than Black Belt projects. However, they are often expected to be completed within a shorter time span.
These certifications programs are less rigorous than Black Belt program. Certification programs typically vary from 80 – 160 hours of coursework plus an exam.
CLICK HERE to review the Green Belt certification options.
Black Belt Certification
Black Belts will require a thorough understanding of the Lean principles and statistical analysis. Their goal are to shift the performance to a desired target and reduce the variation of process. They usually work as full-time Black Belts and mentor Green Belts and other lower level Belts.
Black Belts often provide training and may be involved in creating new material for instructing new Black Belts and Green Belts. These certifications programs are more rigorous than Green Belt program but less than Master Black Belt programs.
Their projects tend to be of higher value and complexity than a Green Belt project. Certification programs typically very from 160 hrs – 360 hrs of coursework. May require proof of project completion, examination, and references.
CLICK HERE for review the Black Belt certification options.
Master Black Belt Certification
Master Black Belts (MBB) are subject matter experts of the Lean principles and have a solid understanding of statistical analysis and advanced statistical concepts.
They usually work as full-time Master Black Belts and devote a significant amount of time mentoring Black Belts, Green Belts, Yellow Belts, and White Belts. These certifications programs are the most rigorous and involve advanced statistical knowledge.
Their projects tend to focus on fundamental change and direction for a company. Master Black Belts also develop materials, certification programs, and conduct training and provide overall direction for the Six Sigma program.
Master Black Belts will have advanced statistical expertise and are normally leaders of the company. The certification process take several weeks, usually requires proven project execution (at least one project) and proven ability to lead change.
MBB's are not just stellar performers within the methodology, they are leaders, and knowledgeable in other areas such as finance, team building, motivational techniques, and presentation skills.
Project Management Certification
A primary component of the job for a Six Sigma GB or BB has to do with effective Project Management skills. Change is constant and change is difficult...or someone else would have already done it. Creating a true fundamental shift in the performance of a process INVOLVES people and the culture they work within.
Staying on task, being organized, understanding critical path elements are not taught in most Six Sigma courses. Becoming an effective change agent can be very difficult for some highly technical people. Knowledge builds confidence and this builds trust.
From the onset of a project, the moment you begin to lead your team they are developing a sense of trust and credibility in you, and this can create strong synergy to complement your technical Six Sigma skills. Or it can work against all the hard work and knowledge you have on the Six Sigma principles, statistics, tools, etc.
The team does not care how much you know, until they know how much you care.
Learn more about Project Management Tools .
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Six Sigma [Green Belt Project]
Six Sigma [Green Belt Project]. Continuous Quality Improvement Purchasing Justification Process. EMT-P Jason Ausman FTO Jim Bonham LT. Michael Hamel EMT Robert Hofstetter EMT-P Angela Holbrook. Team: . Sponsor:. Chief Chris Hansen. Facilitators:. DC Kim Dickerson Capt. Art Garcia.
- define project
- budgetary impacts
- new product evaluation
- annual budget development process
- kodak easy share c310
- fto dominick c
- En relation
- Plus par utilisateur
Presentation Transcript
Six Sigma[Green BeltProject] Continuous Quality Improvement Purchasing Justification Process EMT-P Jason Ausman FTO Jim Bonham LT. Michael Hamel EMT Robert Hofstetter EMT-P Angela Holbrook Team: Sponsor: Chief Chris Hansen Facilitators: DC Kim Dickerson Capt. Art Garcia
Problem Statement The current CQI process is inconsistent with new product evaluation, justification, implementation, and validation.
Business Case • Develop a process that involves research justification of a demonstrated need for new equipment. The process will include timely training as well as periodic evaluation and validation. • Alignment to Business Strategy • BoCC FY 2007 Goals
Business Case Goal 2 Make Lee County Government the benchmark county in Florida for innovation and excellence in customer service and technological operations. Objective 1 – Continue assessment of organizational practices through continuous improvement techniques.
Business Case Goal 4 Answer: “What is the business of Lee County Government?” by identifying and defining, periodically evaluating, and maintaining, core levels of services that can be shared and understood by the public. Objective 2 – Early on in the annual budget development process, identify – through a fact based analysis – a target percentage for operational increases for the coming fiscal year that will be communicated, as a goal, to county departments an Constitutional Officers. Objective 6 – Continue fiscal solvency by monitoring, evaluating and maintaining core services. Assure a full and complete evaluation of any changes in levels of core services, including budgetary impacts.
Define Phase • Previous ExpendituresCCEMT-P course • $30,000 budgeted • Actual expense closer to $300,000 • 11/05 5 Students CCEMT-P Pittsburg, PA $18,830.20 • 1/06 5 Students CCEMT-P Augusta, GA $15,320.75 • 4/06 2 Students CCEMT-P Augusta, GA $ 7122.48 • Total $41,273.43
Define Phase • Previous Expenditures • Narcotic Bags- 8/2005 • 50 Narc.Personal/Safe Boxes (Koons Locksmiths) @ $11.95 ea $597.50 • No provision for cost to continue program • No implementation evaluation/validation
Define Phase • Previous Expenditures • Ambulance Cameras • 40 Kodak Easy Share C310 • Digital Zoom Camera $87.00 Each $3,480.00 • 40 Kingston Flash Memory Card-128MB-SD $14.50 Each 580.00 Total $4,060.00 • No provision for cost to continue program • No implementation evaluation /validation
Preliminary Goal To develop a process that results in enhanced patient care, demonstrates fiscal need and provides for long term sustainability. Result = risk avoidance
The Project Scope • Request made to purchase the Auto Pulse • Do we really need it? • How will it make a difference? • Is it financially achievable and sustainable? • Periodic evaluation and validation.
Previous Expenditures • Cameras: • Mandate – No • Patient care/employee driven – Trauma Services request • Immediate implementation required – No • Evidence based – questionable • Non-evidence based – Trauma Services opinion • Refer to CQI committee – no • Financial resources available – non-budgeted item • Other financial resources – July spending • Recurring resources accounted for - no • Training/Educational resources – minimal • Can we get what we need in a timely manner – yes • Acceptable overall risk - yes • Purchase - yes
Previous Expenditures • Narcotic Bags: • Mandate – No • Patient care/employee driven – Pine Island and Alva deployment • Immediate implementation required – Yes • Evidence based – questionable • Non-evidence based – Opinion generated • Refer to CQI committee – no • Financial resources available – non-budgeted item • Other financial resources – July spending • Recurring resources accounted for - no • Training/Educational resources – minimal (non-budgeted) • Can we get what we need in a timely manner – yes • Acceptable overall risk – yes (questionable at this time) • Purchase - yes
Previous Expenditures • CCEMT-P course: • Mandate – No • Patient care/employee driven – Pediatric Services request (LMH) • Immediate implementation required – No • Evidence based – questionable • Non-evidence based – Pediatric Services opinion • Refer to CQI committee – no • Financial resources available – $30,000.00 budgeted • Other financial resources – none • Recurring resources accounted for - no • Training/Educational resources – not accounted for • Can we get what we need in a timely manner – yes • Acceptable overall risk - yes • Purchase - yes
Measure Phase Auto Pulse • $15,000 per unit • $750,000 for 50 ambulances • $125 per chest strap • $7 bio-shield • 526 cardiac arrests in 2006 • $69,432 disposable cost
Conclusion • Define Project Implementation: March 1, 2007 • Measure Project Completion after 25 Cardiac Arrests • Analyze Analyze data collected against current process of manual CPR during the same time frame • Improve Determine justified need for purchase • Control Project referred to Continuous Quality Assurance/ Improvement Committee Design By: FTO Dominick C. Watts, NREMT-P, FP-C
Six Sigma Study Guide
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Six Sigma Project Management
Posted by Ted Hessing
Strong project management practices are vital to a Six Sigma project’s success. Without these practices, a project will often creep. Its scope will change, the time required to implement changes will increase, and understanding of the requirements will falter.
A good project manager keeps an eye on all of the variables and controls them.
Discipline equals freedom. Jocko
Who Manages a Six Sigma Project?
In Six Sigma project management, senior managers take an active role. They create projects by choosing a business process that needs improvement. However, a project manager – often a Six Sigma Black Belt – will usually lead the project itself.
Project Management Stages
There are three basic stages in Six Sigma project management:
- Planning : You work out what needs to be done to make the project a success.
- Scheduling : You map out how much time it will take your team to complete all the tasks.
- Controlling : You keep track of both of these factors throughout the project and adapt resources, planning, or scheduling so that it stays on track.
Stages differ from project management phases because they aren’t limited to a specific point in time. You’ll find yourself planning, scheduling, and controlling a project all the way through it.
Project Management Phases
Each Six Sigma project has five basic phases. These are discrete, meaning that as one phase ends, another begins. Contrast this with the project stages, which occur throughout the project.
This is where you put together the vision for the project. You work out what it’s supposed to achieve and why. You talk to stakeholders. And you sell the project.
A common issue that Six Sigma projects face is a lack of business impact for the company. Quantify the bottom-line benefits the project will achieve. as well as the tactical metric improvement.
You have a high-level vision, and you’ve received approval to move ahead. Your next job is to move down one level and look at what you’ll need to achieve that vision. In this phase, you decide the scope of the project. You need to answer questions like:
- What will you actually deliver?
- Who will work on the project?
- What are the requirements?
- When does it need to be completed?
- What resources will you need?
- What’s your budget?
This is the phase in which you’ll develop the project charter .
If the planning phase is all about the what , the designing phase is all about the how . In this phase, you look at your deliverables. You answer questions like:
- What do our deliverables (outputs) actually look like?
- How will we measure the quality of those outputs?
- How will we monitor our progress?
- When and how will we report project status to stakeholders?
- How will we create our deliverables?
- What will our processes look like?
- What’s our schedule for the project?
Once you’ve figured out the what and the how , you’re ready to start implementing the project. Use the design documents to develop your deliverables. Monitor the progress of the development. Measure outputs using the metrics you decided on.
Once your development work is done, you need to wrap it up. This includes steps like:
- Tollgate reviews
- Control plans
- Project review (aka postmortem, lessons learned.)
- Archiving documentation.
Project Management Phases vs DMAIC
You might have noticed a distinct similarity between the phases mentioned above and the DMAIC phases. It’s no coincidence – the two models have a lot in common. Where they differ, though, is in their purposes. DMAIC is a process improvement cycle. It’s often used as a tool in developing and planning projects. It’s not , however, used to manage projects. That’s why the project management phases don’t match perfectly with the DMAIC cycle.
Project Management Elements
- Schedule time limits
- Allocation of responsibilities
- Communication (reporting methods)
- Trade off methodologies
- Measuring accomplishments vs plans.
- Problem identification (early)
- Correcting problems.
- Risk Identification and Mitigation
- Team elements
Project Management Tools
You have a lot of tools available to use in managing a project. There are dedicated planning tools and tracking tools, as well as analysis and design tools. We’ve listed some of the most commonly used.
Project tracking tools
- Gantt Chart
- Tracking Reporting and Corrective Action System (TRaCAS)
- Project Priority Matrix
- Project Responsibility Matrix
Analysis tools
- Commitment Scale
- Stakeholder Analysis
Planning tools
- Communication Plan
Six Sigma Project Management Resources
The ASQ offers a few project management resources . You’ll need to be a member to view some of the content.
George Eckes
George Eckes has written several books about Six Sigma . They’re renowned for being clear and easy to read while giving the reader some incredibly useful information.
Common Six Sigma Project Management Questions
How long should a six sigma project take.
According to George Eckes – 120 days.
What is the main disadvantage of presenting a team with a project of > 160 days?
There’s a lowered expectation of success according to Eckes.
What are the Deliverables of a Lean Six Sigma Project?
Each phase of a Lean Six Sigma project has different deliverables. While there are variations on each project as each project requires the use of different tools, there are similarities.
At a minimum, you should have a project charter to start with. A Stakeholder communication plan is also essential from my experience.
Additionally, I like to schedule regular reviews with my stakeholders on a predictable schedule and certainly with the achievement of a milestone. Your frequency of meeting with your stakeholders will depend upon the nature of your work and their involvement. At the least, I would review the conclusion of each DMAIC phase with them to achieve sign-off.
ASQ Six Sigma Green Belt Project Questions
Question: Which of the following is the key objective of a six sigma project?
(A) Developing detailed control charts for critical processes (B) Developing a matrix to understand the how’s and what’s of a problem process (C) Reducing variation in critical processes (D) Reducing investment costs while improving output quality
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Comments (2)
Commitment Scale link links to Communication plan.
Yes, it does. We moved the commitment scale article to be part of the communication plan. People have been complaining about too many articles so we are combining similar concepts across the board. You’ll find what you need there.
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Six Sigma Project Review Sample Agenda
Published: February 26, 2010 by Kerri Simon
You’ve selected your Six Sigma projects, even chartered one, and now you’re business is trying to figure out the status of the project and it should move to the next phase. Charles Waxer presented the article, Successful Six Sigma Project Reviews . I would like to help you make those words of wisdom a reality by providing a sample agenda for a project review, also called a project tollgate review or project milestone review.
I have outlined what I feel are the four most important aspects of the project review agenda. They include: Attendees, Timing/Duration, Preparation, and Agenda. Let’s look at each area in more detail.
Who should be involved in the development and completion of this project? Make sure all involved parties are present because changing the culture and practices of a business is difficult without communication. A potential list includes:
- Green Belt (if Green Belt is project leader)
- Black Belt (if project leader or coach of Green Belt)
- Project Champion or Sponsor
- Master Black Belt
- Other appropriate management
Timing/Duration
Each project should be reviewed after a single phase has been completed. For the DMAIC Six Sigma improvement process, a review would be established after each of the phases: Define, Measure, Analyze, Improve, Control. For the DMADV Six Sigma improvement process, a review would be established after each of the phases: Define, Measure, Analyze, Design, Verify. The duration of such a review can last as little as half an hour or as long as an hour, depending on the level of discussion around tool use, findings, etc.
Project Review Preparation
In preparation for the presentation, the team should perform the following:
- Reserve a room
- Reserve the necessary presentation equipment (overhead projector, computer projector, etc.)
- Ensure a white board or large note pad is available with the necessary writing tools
- Create the story board presentation
- Meet with the Master Black Belt or Black Belt to practice/dry run the presentation
- Determine the level of formality that will be required during the meeting
- Schedule the meeting with the appropriate participants
Project Review Agenda
1. Introduction by Project Champion or Sponsor
This would allow the Champion to set the stage for the review, as well as highlight the importance of the project.
2. Project Team Presentation
By determining the level of formality prior to the meeting, the team will know if questions will be reserved until the end or if they should prepare to be interrupted. In the presentation, a quick summary of previous reviews should be presented, but the bulk of the time should be spent on the recently completed project phase.
3. Reviewer Comments (if formal presentation, otherwise this is intertwined with #2)
Reviewers should now identify the positive work the team has completed on the current phase, both in their logic and utilization of the tools to achieve the current results. Clarification questions and suggestions for the team to consider should also be presented at this time. If the team did not properly use a tool or did not extract the proper information from a tool, it is appropriate to postpone sign-off of the phase. The sign-off authority may be granted to the Master Black Belt once certain requirements are met.
4. Closing by Project Champion or Sponsor
As with the introduction, the Champion – who has the most to gain or lose from the project – will set the stage for the project going forward. Encouragement and support is always a necessary ingredient for success.
About the Author
Kerri Simon
IMAGES
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COMMENTS
Six Sigma Project Examples and Six Sigma PowerPoint Presentations. In this Project, the team will analyze log book error rates between clerks and their causes. The purpose of this project is to reduce the cycle time
I cannot stress enough that you need the Process Owner's buy-in to have a successful project. 4. Use Your Project In Class For the fourth tip for creating a successful Green Belt project—and this goes back to
2 -Define- The purpose of this project is to determine if the blending of 25% regrind into the GE Ultem 1000 will significantly change the Key dimensional and visual characteristics of the 1250-XX covers
Being a Yellow Belt (usually like a White and Green Belt) is normally not their full time job. Black Belts often provide training and may be involved in creating new material for instructing new Black Belts and Green Belts
PowerPoint presentation 'Six Sigma [Green Belt Project]' is the property of its rightful owner. Continuous Quality Improvement Purchasing Justification Process
A Six Sigma Black Belt is usually the Six Sigma Project Manager, and to succeed they must follow strong project management techniques
Green Belt (if Green Belt is project leader). Black Belt (if project leader or coach of Green Belt). In the presentation, a quick summary of previous reviews should be presented
ASQ Six Sigma Green Belt Training Ireland - 6 Days Training - Reasons to choose In-Company Training ✓ Your Location ✓ Flexable Dates ✓ Value for Money