OVERVIEW

SkillSoft Black Belt Curriculum Map

Purpose: This Curriculum Map identifies the ASQ Six Sigma Black Belt Body of Knowledge objectives this course addresses. It shows where each objective is taught within the course and identifies where foundational knowledge for each objective can be found within SkillSoft's Green Belt curriculum.

ASQ Black Belt BOK Area: I - Enterprise-wide Deployment; A: Enterprise-wide view

Black Belt BOK Topic 1. History of continuous improvement 2. Value and foundations of Six Sigma 3. Value and foundations of Lean 4. Integration of Lean and Six Sigma

Black Belt BOK Objective(s)

Black Belt Course Mapping

Foundational Green Belt Course Mapping Course: Six Sigma and Lean in the Organization Topic: Pioneers of Six Sigma Course: Six Sigma and Lean in the Organization Topic: Introduction to Six Sigma Course: Six Sigma and Lean in the Organization Topic: Lean Concepts and Tools

Describe the origins of continuous improvement and its impact on other improvement models. (Remember) Describe the value of Six Sigma, its philosophy, history and goals. (Understand)

Course: Lean and Six Sigma Topic: History of Continuous Improvement Course: Lean and Six Sigma Topic: Key Characteristics of Lean and Six Sigma) Course: Lean and Six Sigma Topic: Key Characteristics of Lean and Six Sigma Course: Lean and Six Sigma Topic: Lean and Six Sigma Goals Topic: Relationship between Lean and Six Sigma

Describe the value of Lean, its philosophy, history and goals. (Understand)

Describe the relationship between Lean and Six Sigma. (Understand)

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5. Business processes and systems

Describe the relationship among various business processes (design, production, purchasing, accounting, sales, etc.) and the impact these relationships can have on business systems. (Understand)

Course: Lean and Six Sigma Topic: Business Processes and the Organization

Course: Processes and Customer Analysis in Six Sigma Projects Topic: Process Components Course: Modeling and Analyzing Processes in Six Sigma Topic: The SIPOC Diagram

6. Six sigma and Lean applications

Describe how these tools are applied to processes in all types of enterprises: manufacturing, service, transactional, product and process design, innovation, etc. (Understand)

Course: Lean and Six Sigma Topic: Lean and Six Sigma Application in Manufacturing Topic: Lean and Six Sigma Application in Service Enterprises

HISTORY OF CONTINOUS IMPROVEMENT

Key Developments in the Evolution of Lean and Six Sigma

Purpose: Use this job aid to learn or verify the order in which ten key techniques, approaches, or methods were popularized and adopted for widespread use.

Key Developments in the Evolution of Six Sigma and Lean

Method Plan-do-check-act (PDCA) Description/Effect on Six Sigma or Lean A simple four-step process improvement loop, first used in the 1920s. PDCA forms the basis for both Six Sigma and Lean as process improvement methodologies; PDCA maps to Six Sigma's DMAIC methodology. Quality circle An eight to ten member team that meets independently to discuss ideas for process and workflow improvement Quality circles demonstrated the importance and power of involving employees in process improvement. Invented at Toyota, quality circles showed how effective independent, well-trained teams could be in identifying areas that needed process improvement. Quality circles began in the U.S. in the 1960s. Statistical Process Control (SPC) A method for using control charts and statistics to assess variation and control processes. SPC has been in use since the early 1980s. One of the first uses of statistics in process improvement, SPC is heavily used in both Lean and Six Sigma. TQM and ISO 9000 A comprehensive quality management system (TQM) and a set of international quality standards (ISO 9000). Enjoyed widespread use in the 1980s. Total quality management, or TQM, was one of the first comprehensive performance management systems. It focused on the importance of the customer, used statistics to monitor processes, and identified numerous tools useful for process improvement. ISO 9000 established quality standards for international commerce and provided guidelines for companies desirous of establishing performance management. Elements of TQM and ISO 9000 were incorporated into Six Sigma. Baldrige Criteria for Excellence Benchmarking Guidelines an organization can use to achieve excellence in performance management and customer satisfaction. The criteria were first published in the late 1980s. A method in which a company compares its performance against that of a best-in-class company, with the aim of achieving equivalent performance. Benchmarking was popularized in 1988. A methodology that advocates throwing everything out and organizing anew based on processes. Re-engineering was introduced in 1993. This method of reorganizing to focus on processes and quality, rather than functional silos, is also used in Six Sigma. Balanced scorecard A system for using metrics to evaluate four perspectives on organizational goals. The balanced scorecard was popularized in 1993. Six Sigma and the balanced scorecard dovetail. Companies first use the balanced scorecard to define key metrics to measure performance and then identify performance gaps. Six Sigma is used at the project level to address those performance gaps. Six Sigma A methodology for reducing variation and defects through statistical monitoring, as well as improving quality and customer satisfaction. Six Sigma was popularized in 1995 by Jack Welch at GE. A methodology focused on reducing waste, cost, and cycle time, and on improving process flow. Created in Japan, the methodology that became Lean was in widespread use by 2000.

Re-engineering

Lean

Course: Lean and Six Sigma Topic: History of Continuous Improvement

KEY CHARACTERISTICS OF LEAN AND SIX SIGMA

Key Lean Tools

Lean tools Managers have many tools available to them to help with the implementation of the Lean concept. The 5S methodology aims for continuous improvement of the general work environment, both mental and physical:

sort The sort aspect of the methodology involves separating needed from unneeded items, eliminating the unnecessary ones, and clearing out the clutter. straighten The straighten aspect of the methodology involves arranging and organizing the necessary items remaining after the sort stage. "A place for everything and everything in its place." shine The shine aspect of the methodology involves cleaning the work area, removing trash, and defining the standards of cleanliness to adhere to. It also includes repairing any broken machinery.
standardize The standardize aspect of the methodology involves maintaining the cleaned environment by setting a regular cleaning and maintenance schedule. It is the step where the previous three S's are standardized. sustain The sustain aspect of the methodology involves maintaining the 5S approach to work, ensuring that the method develops deep roots in the organization, and establishing it as the normal way of doing business.

Other tools that managers can use to implement a Lean system include the following:

Just-in-time (JIT) JIT is a production and material-requirements planning methodology. It is used to control inventory and the flow of materials or products. The idea is that materials are delivered just as they are needed for the next production step in a process. Materials arrive at the exact time and place they are to be used, with no waiting or storage needed. JIT reduces waste by allowing a process to produce items as they are needed, rather than storing large stocks of materials and finished goods. A JIT environment must be tightly controlled, regulated, and coordinated if it is to be successful. Kanban is an inventory control system that indicates when material or stock is needed by a process, and tells an upstream supplier to send material downstream. The kanban system is a pull system it pulls materials and stock into the process, rather than waiting for a scheduled time when materials and stock are pushed forward into the process. In the kanban environment, manufacturing only begins when there is a "signal" to manufacture. Value stream mapping involves charting or capturing the steps in the value stream - essentially documenting the sequence of production activities, flow of information and material, and human movement during a process. Value stream mapping is useful for showing how value is created and where waste occurs in a process, and for improving understanding and communication, as employees are shown the whole process mapped out and can see how their work fits into the bigger production picture.

Kaizen involves constantly improving a process through incremental steps, rather than through a leap caused by reengineering or redesigning a process. Process improvement can take up to six months to bring about changes to a process, but change can be forced to happen quickly with a kaizen blitz, in which a multidisciplinary team spends time learning Lean techniques, focusing on a process, deciding on potential improvements, and implementing them to improve the process. Mistake proofing, or poka-yoke, is an analytic approach that involves examining a process to uncover where human errors occur. Potential errors are traced back to their source, and their potential is reduced by using a poka-yoke device a simple and inexpensive device that prevents inadvertent mistakes that result in defects. Mistake proofing aims to eliminate the opportunity for error, detect the potential for error in existing processes, and actually prevent inadvertent human error from occurring. Jidoka is a Japanese term meaning "automation with a human touch." It refers to any mechanism that stops production when a problem is detected. Seven wastes is a tool that helps you uncover waste in your processes. The seven wastes include: 1. Overproduction waste is created when more items are produced than are needed by the next step in a process or by the customer. If too many items are produced by one step in a process, they will be left in storage until the next step in the process is ready to handle them. Unnecessary inventory waste includes all items that aren't immediately needed by a customer or process - this means any items that must be stored, including raw materials, work-in-progress, and finished goods. Overproduction usually results in unnecessary inventory. Transport waste includes the unnecessary movement of goods, materials, and information, and inefficient workspace planning. Process waste includes any additional steps in the manufacturing process. Process waste can also include all overly complex designs that add too much value to a product that customers aren't prepared to pay for. Rejects are a major source of waste in manufacturing environments. When an item is rejected, for whatever reason, the entire item may be scrapped, or the defective part may be sent for repair. If the item is scrapped, all resources invested in that item are wasted, with no gain to be had. The costs of the raw materials, labor, and transport involved must be carried by the organization with no way to recover them from customers. Waiting is usually caused by unrealistic or badly planned scheduling and process delays. Delays include holdups due to delivery problems and downtime. Delays can also include process and design changes. Unnecessary motion waste involves the nonessential movement of people around the workspace. Unnecessary motion includes excessive bending, stretching, and reaching for tools or materials. This indicates a poorly designed workspace, which could be redesigned, eliminating unnecessary motion waste.

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Takt time is the amount of time available to produce a unit of product as required by the customer. Visual factory means using visual techniques such as progress charts and schedule boards to manage production and convey information. The cost of conformance is the cost it takes to meet customer requirements, including product testing, controlling, and monitoring activities. The cost of quality is the total cost to maintain a specific level of quality. Total preventive maintenance (TPM) consists of a group of activities that are performed to increase equipment reliability and simplify their maintenance. This is done through preventive and predictive actions.

Lean is a process management system that improves processes by removing waste steps. Waste is any activity that uses resources, but adds no value to the process or its output. The Lean philosophy is associated with key concepts: value, value stream, pull, and perfection. Common tools for implementing Lean include the 5S methodology, just-in-time (JIT), kanban, value stream mapping, kaizen, and mistake proofing, or poka-yoke.

Lean tools

Key six sigma concepts

Six sigma methodology

DMAIC and DFSS are two process improvements methodologies

Lean/Six Sigma Comparison Chart

Purpose: Use this job aid as a reference to organizational conditions for implementing Lean and/or Six Sigma .

Lean/Six Sigma Comparison Chart Criterion Concept/Implementation Time frame/financial commitment Nature of primary problem Lean The concept is easy to grasp but hard to implement A quick, relatively inexpensive strategy for reducing waste Waste Velocity of processes Inventory bloat Capacity for culture change Pervasiveness of problem Can be eased into the organization with a series of small process improvements. Immediate success contributes to behavior and system changes There are specific, discrete improvement targets (low-hanging fruit) Six Sigma The concept is hard to grasp but easy to implement A more time-consuming and expensive strategy for improving customer relationships and long-term quality Variation and defects Quality Customer satisfaction Requires building a knowledge base and developing or hiring experts; culture change occurs over the long term Defects and variation permeate processes and require more intensive efforts for eradication

Using Lean Tools in the DMAIC Methodology

Purpose: Use this job aid as a reference to Lean tools that are useful when following Six Sigma's DMAIC methodology .

DMAIC Phases and Lean Tools

DMAIC Phase Lean Tools Usage Value stream mapping (VSM) illustrates process flow, people, inventory, queue times, and lead times for a process. A VSM is an invaluable tool for a Six Sigma team, for understanding how deliverables are created, as well as for identifying defects in the process. The difference between lead and takt time is the difference in the amount of time it takes to produce a product and the amount of time the customer requires this process to take. A significant difference indicates a problem exists. The seven wastes tool can help a process improvement team to focus in on causes of variation. Applying the 5S tool (sort, store, shine, standardize, and sustain) can help improve a process and eliminate waste through organization, cleanliness, and workplace standardization. JIT-kanban tools are used to effect inventory reduction and control. Variation in inventory processes is a common cause of problems. Visual factory tools, such as charts and schedule boards, help to maintain control over processes. Kaizen is a method for continuously improving a process through small, sequential steps, rather than through a leap caused by reengineering or redesigning a process. Poka-yoke is an analytic approach that involves analyzing a process to uncover where human errors could occur and then implementing a workaround or procedure that will prevent the errors from occurring.

Define (the project goals and customer deliverables)

Value stream mapping (VSM)

Measure (the process to determine current performance; quantify the problem) Analyze (and determine the root cause or causes of the defects)

Lead time

Takt time Seven wastes

5S Improve (the process by eliminating defects) JIT-kanban

Visual factory tools

Control (future process performance)

Kaizen

Poka-yoke

Evaluating an Improvement Opportunity

Purpose: Use this follow-on activity to practice evaluating an improvement opportunity for Lean and Six Sigma implementation.
Think about a process improvement opportunity that you have participated in or have seen implemented, or identify a situation in your organization that could benefit from process improvement. Then, considering the organizational factors you have learned about, identify whether Lean or Six Sigma approaches best address the conditions in your organization. Organizational factors: 1. Concept and implementation: Lean is easy to grasp but hard to implement. Understanding Six Sigma requires people with good analytical and statistical background, but it is easier to implement. So before implementing Lean or Six Sigma, consider the nature of the problem along with employee background in your company. 2. Time frame and financial commitment: Lean provides fast results, while Six Sigma requires a longer time frame. So consider whether you need a quick, relatively inexpensive strategy for reducing cycle time, or is it feasible and worthwhile to apply rigorous statistical analysis to uncover the roots of the problem? 3. Nature of the primary problem: Lean reduces waste and increases speed, while Six Sigma addresses defects and variation in processes. Think about the primary problem that you need to address. Is it waste and speed? Or is it defects and variation in processes? 4. Capacity for culture change: Lean can be implemented while people are still getting used to a new way of thinking, while Six Sigma requires a longer time frame. How quickly can your organization change in response to a new improvement methodology? 5. Pervasiveness of the problem: Lean is useful for harvesting low-hanging fruit problems that are relatively simple to fix. Six Sigma is used for addressing more pervasive problems. How pervasive is the problem? Is it isolated and relatively simple to fix? Or does it permeate the entire process?

BUSINESS PROCESS AND THE ORGANIZATION

Process Maps and SIPOC Diagrams

Business processes have three main characteristics:

they're a series of events that produce outputs they're defined through numerous steps their beginning and end points are marked by boundaries

Process boundaries are the beginning and end points of a process. Locating boundaries is important during process analysis, allowing larger processes to be broken into manageable chunks. Once analyzed, process boundaries can then be identified on flowcharts or process maps. The transition points between the process boundaries are also important points to consider. They often represent a transferal between people, departments, or divisions, and processes are most prone to inefficiencies at these specific areas. Maps are important tools for process clarification. Seeing the steps in a process more clearly allows for a greater understanding of where inefficiencies exist. During process documentation, employees record the essential steps or activities needed to produce the desired output. A process map is a kind of detailed flowchart laying out the process from the point of view of the object going through the process, whether that's a physical product, a service, or information. It shows the steps of a work process in the sequence they occur. Written procedures and work instructions can be attached. In flowcharting, standard symbols are used to represent the steps in the process: a box shows an activity a diamond represents a decision point an arrow shows the direction of flow

Process flowcharts are useful, but there's a more detailed tool you can use to identify all the relevant elements of a process improvement project. The acronym SIPOC stands for suppliers, inputs, process, outputs, and customers, and a SIPOC diagram is a high-level view that shows all these essential components of a process. A SIPOC diagram helps to precisely identify the start and end points of a process. Because a SIPOC diagram gives a high-level view, it allows you to focus on processes where problems are suspected and ensure that all team members view the process in the same way. SIPOC is a mnemonic designed to help you remember the crucial elements of this process: Suppliers are the people, departments, or organizations that provide the materials, information, or resources that are worked on or transformed in the process. Inputs are the information or materials provided by the suppliers. Inputs are transformed, consumed, or otherwise used by the process. The process itself is the series of steps that transforms the inputs into outputs, which are the final products or services. When diagramming, more than seven or eight steps under the "P" part of SIPOC means you might have too much detail or be including subprocess steps. Outputs are the products or services that result from the process performed on the inputs. Customers are the people, departments, or organizations that receive the outputs from the process. The components of a SIPOC diagram provide a high-level view of a process, showing all of its components and boundaries. This provides an understanding that allows you to identify all the key components and begin to hone in on areas that require improvement.

IN SERVICES

Lean Six Sigma Plan for Service Quality Improvement

Purpose: Use this job aid as an overview of applying Lean Six Sigma steps to process improvement.

Service Quality Improvement

Phase Steps Create the project charter Define (Identify value) Identify voice of the customer (VOC) and value Transfer VOCs into measurable dimensions Identify critical to quality (CTQ) issues Design data collection plan Construct current value stream map Measure (Value stream map) Construct future-state value stream map Create detailed process map Develop specifications for CTQs Conduct data and process analysis Analyze (Flow and pull) Identify root causes of nonvalue-adding steps Identify significant root causes Eliminate significant root causes Improve (Flow and pull) Control (Perfection) Develop a pull system Develop and implement control plan

VOCABULARY
Craftsmen Bricklayers Stonemasons Forerunner Decimating Japanese industries were decimating what where considered Scrambled U.S. industries scrambled to find ways to meet the challenge Base back we have to get base back Figure out we have to figure out how to measure and reduce it The improvement plan is not set in stone Steam too many initiatives lose steam when their plans become irrelevant through lack of attention.