Lean Six Sigma Black Belt Test
PDCA - answer Plan, Do, Check, Act
The term "Six Sigma" refers to... - answer The ability of highly capable processes to
produce output within specification. In particular, processes that operate within six
sigma quality produce a defect levels below 3.4 defects per (one) million opportunities
(DPMO).
Six Sigma two key methodologies - answerDMAIC & DMADV (both inspired by W.
Deming's Plan, Do, Check, Act cycle)
EXISTING PROCESS OR BUSINESS
- DMAIC (Define, Measure, Analyze, Improve, Control)
NEW PRODUCT OR PROCESS
- DMADV (Define, Measure, Analyze, Design, Verify)
Define (DMAIC) - answerThe process improvement GOALS that are consistent with
customer demands & enterprise strategy.
First asks leaders to define core processes. It is important to define the selected project
scope, expectations, resources & timeliness.
Identifies specifically what is part of the project & what is not, & explains the scope of
the project.
Many times the first passes at process documentation are at a general level. Additional
work is often required to adequately understand & correctly document the processes.
Measure (DMAIC) - answerThe current process & collect relevant data for future
comparison.
Six Sigma approach asks the Black Belt project manager to quantify & benchmark the
process using actual data. at a minimum consider the mean or average dispersion or
variation (maybe, even calculate the standard deviation). Trends & cycles can also be
very revealing. Process capabilities can be calculated once there is performance data.
Analyze (DMAIC) - answerTo verify relationship & causality of factors. Determine what
the relationship is & attempt to ensure that all factors have been considered.
Once the project is understood & the baseline performance documented & verified that
there is real opportunity, it is time to do the analysis of the process. In this step, apply
, statistical tools to validate root causes of problems. Any number of tools & tests can be
used.
The objective is to understand the process at a level, sufficient to be able to formulate
options for improvement. We should be able to compare the various options with each
other to determine the most promising alternatives.
Superficial analysis & understanding will lead to unproductive options being selected,
forcing recycle through the process to make improvements. At the other extreme is
thorough analysis of only a few activities.
Improve (DMAIC) - answerOr "Optimize" the process based upon the analysis using
techniques like "Design of Experiments".
During this phase, ideas & solutions are put to work. The Black Belt has discovered &
validated all known root causes for the existing opportunity. Approach requires Black
Belt to identify solutions. There must be checks to assure that the desired results are
being achieved. Some experiments & trials may be required in order to find the best
solution. While doing this, it is important that all project associates understand that
these are trials & really are part of the six sigma approach.
Control (DMAIC) - answerTo ensure that any variances are corrected before they result
in defects. Set up pilot runs to establish "process capability", transition to production &
thereafter continuously measure the process & institute control mechanisms.
Many people think the best performance you can ever get from a process is at the very
beginning. Over time, there is an expectation that slowly things will get a little worse
until finally it is time for another major effort toward improvement.
Contrasted with the Kaizen approach that seeks to make everything incrementally better
on a continuous basis.
The sum of incremental improvements can be quite large.
Performance tracking mechanisms & measurements are in place to assure, at a
minimum, that the gains made in the project are not lost over a period of time.
Encouraged sharing with others in the organization. Ideas & projects in one part of the
organization are translated in a very rapid fashion to implementation in another part of
the organization.
Executive Leadership (Implementation Roles) - answerIncludes CEO & other key top
management team members. They are responsible for setting up a vision for Six Sigma
implementation. They also empower the other role holders with the freedom &
resources to explore new ideas for breakthrough improvements.
PDCA - answer Plan, Do, Check, Act
The term "Six Sigma" refers to... - answer The ability of highly capable processes to
produce output within specification. In particular, processes that operate within six
sigma quality produce a defect levels below 3.4 defects per (one) million opportunities
(DPMO).
Six Sigma two key methodologies - answerDMAIC & DMADV (both inspired by W.
Deming's Plan, Do, Check, Act cycle)
EXISTING PROCESS OR BUSINESS
- DMAIC (Define, Measure, Analyze, Improve, Control)
NEW PRODUCT OR PROCESS
- DMADV (Define, Measure, Analyze, Design, Verify)
Define (DMAIC) - answerThe process improvement GOALS that are consistent with
customer demands & enterprise strategy.
First asks leaders to define core processes. It is important to define the selected project
scope, expectations, resources & timeliness.
Identifies specifically what is part of the project & what is not, & explains the scope of
the project.
Many times the first passes at process documentation are at a general level. Additional
work is often required to adequately understand & correctly document the processes.
Measure (DMAIC) - answerThe current process & collect relevant data for future
comparison.
Six Sigma approach asks the Black Belt project manager to quantify & benchmark the
process using actual data. at a minimum consider the mean or average dispersion or
variation (maybe, even calculate the standard deviation). Trends & cycles can also be
very revealing. Process capabilities can be calculated once there is performance data.
Analyze (DMAIC) - answerTo verify relationship & causality of factors. Determine what
the relationship is & attempt to ensure that all factors have been considered.
Once the project is understood & the baseline performance documented & verified that
there is real opportunity, it is time to do the analysis of the process. In this step, apply
, statistical tools to validate root causes of problems. Any number of tools & tests can be
used.
The objective is to understand the process at a level, sufficient to be able to formulate
options for improvement. We should be able to compare the various options with each
other to determine the most promising alternatives.
Superficial analysis & understanding will lead to unproductive options being selected,
forcing recycle through the process to make improvements. At the other extreme is
thorough analysis of only a few activities.
Improve (DMAIC) - answerOr "Optimize" the process based upon the analysis using
techniques like "Design of Experiments".
During this phase, ideas & solutions are put to work. The Black Belt has discovered &
validated all known root causes for the existing opportunity. Approach requires Black
Belt to identify solutions. There must be checks to assure that the desired results are
being achieved. Some experiments & trials may be required in order to find the best
solution. While doing this, it is important that all project associates understand that
these are trials & really are part of the six sigma approach.
Control (DMAIC) - answerTo ensure that any variances are corrected before they result
in defects. Set up pilot runs to establish "process capability", transition to production &
thereafter continuously measure the process & institute control mechanisms.
Many people think the best performance you can ever get from a process is at the very
beginning. Over time, there is an expectation that slowly things will get a little worse
until finally it is time for another major effort toward improvement.
Contrasted with the Kaizen approach that seeks to make everything incrementally better
on a continuous basis.
The sum of incremental improvements can be quite large.
Performance tracking mechanisms & measurements are in place to assure, at a
minimum, that the gains made in the project are not lost over a period of time.
Encouraged sharing with others in the organization. Ideas & projects in one part of the
organization are translated in a very rapid fashion to implementation in another part of
the organization.
Executive Leadership (Implementation Roles) - answerIncludes CEO & other key top
management team members. They are responsible for setting up a vision for Six Sigma
implementation. They also empower the other role holders with the freedom &
resources to explore new ideas for breakthrough improvements.
