Lean Six Sigma Green Belt – Practice Project Part 3
- Practice Project_Part 5
Here is the next step. So the project leader, mr. He, wanted to analyze the current process to understand the critical causes for failures. In the process, the team brainstormed all possible failure modes, its effect and potential causes. They also collected data on occurrence and detection. Please carry out a suitable analysis to evaluate the risks in the current process.
This is what we need to do now. And what would be the suitable analysis to evaluate the risks in six sigma or otherwise? If you all have guessed that it has to be FMEA, then you are right. You’re absolutely right that it has to be FMEA. There. Let us look into the output here, assuming that the FME analysis was already performed. There we go. So we have the FMEA case narrative here, here and here.
The three risks. Now, if I go back to the FEMA example, this is how you need to prioritize. Invoice prioritization what is the failure mode? Incorrect. Invoice prioritization what are the potential effects of failure? High priority invoices might be missed on follow ups. It has a severity of aid.
What are the potential costs? Invoice priority? Not based on customer type, it is based on value. And invoice aging, this could be one cost, or maybe analyst performance, that could be another cost. And what is the frequency of occurrence five and eight provided here? This is the current process controls no review mechanism arm that could be an issue. Key responsibility areas does not include invoice closure on time. These could be the reasons, right?
These could be the controls. And based on that, these are the detection values. And finally, you get risk priority number if you multiply the severity, occurrence and detection. And here are the recommended actions pertaining to these risks. This is how we need to come up with fear is a classic example of what could be one of those failure modes.
What could be the effect and what could be the severity, occurrence and detection, and the risk priority number, which happens to be the multiplication of severity, occurrence and detection. All right, that was more of the theoretical part. Now we need to move on to the improved fees. Now that we have identified what are our critical inputs, we need to try to find the solutions to address those problems.
The project leader has identified alternative solutions and also identified possible plus S and minus S of each solution. The moment you see plus S and minus S, things should be clear that we are trying to discuss about pew matrix. Please help the project leaders to evaluate these alternative solutions to choose an optimum solution. And the hint rightly proves that we need to use pure matrix. And this is the right tool to evaluate the alternate solutions.
Though we can also use nominal group technique or multiwoting to build consensus, we can choose one of these techniques. Let us look into this particular worksheet and try to analyze further so here are the various solutions which Mr.
He has tried to find for incorrect customer address, for incorrect tax amount, experience of analyst and customer type. He has chosen different solutions, alternative solutions. Now we need to evaluate and determine on which solution makes more sense when it comes to analyst experience. We need to probably train them. And here are analyst training methods. Datum is the factor. This is the solution that we are baselining which says classroom training for 24 hours in comparison to this.
How good is classroom training for 40 hours in comparison to this? That how good is vestibule training? In comparison to this how good is computer based training? And in comparison to this how good is 30% CBT and 70% classroom? So each and every solution is evaluated based on these four parameters cost Analyst, Query Resolution Analyst, Concept Practice Analyst, real world exposure. And they have given some weightage or importance to all of these. And if you look into the values here.
S means this solution is same as the datum classroom 24 hours minus means this solution is not good in comparison to the datum. Plus means this solution is better than datum in that way if you look into this 30% CBT and 70% classroom would be amazing because in two parameters it is same as the Datum classroom 24 hours training solution and for cost and analyst concept practice. It has an edge over the dating. So I believe this has to be the best solution which we can think about. All right? Now, when it comes to the customer address, whether it’s incorrect or not, we have the same solution ideas.
We have the ranking. Done by each and every sponsor, rank one being the best. If you want to evaluate, these is a different way of evaluating. By the way. This is a multivoting kind of here. Wherever you get the least summation least. Total. You need to select that right in that way, if you see let’s see on which solution has the best look at this solution. Implement, make or check a concept for customer creation. Process socks compliance.
Three people have ranked it the best project champion, project leader and quality supervisor. Two other people, subject matter expert and process owners, have rated it as the second best. Hence, we need to go with this solution, which happens to be the best and post improvement performance. We’ll come to that in a moment. This is how we need to evaluate the solutions.
So if we were to select the solutions and listed down here, probably I would go with the solution. Which is 30% CBT and 70% classroom is the first solution. And the next solution would be from here which would be the solution. Implement the maker checker concept. If you want to look into two more solutions, you are free to do so by looking at that particular spreadsheet.
All right. Finally, we need to look into whether a process has improved or not. For this we need to look into what was our z shotum before improvement and what is the z shotum after improvement or sigma level after improvement. So let us now try to solve this. So here is the underlying data set wherein we have the results post improvement these are defective. So if you can close an invoice payment within 60 days, it is not defective given zero, and if it is closed after 60 days it is defective and it has a rating one. Now in order to use sigma level calculator, I need to know the count of defectives. So I’ll go to stat basic statistics. Click on display.
Descriptive statistics. Select this defective column there go to Statistics and check the option summation. Click on okay. The count or summation happens to be five out of the total 120. So let me go to the sigma level calculator. Say that out of 120 samples there are five defectives. Wow. The sigma level has improved to 3. 23. Earlier the sigma level was 2. 28, now it’s 3. 23. So obviously there is some improvement. Great. That’s a great going here. Finally we need to control the improvement which we have brought about. There we have the control fees.
The project leader wants to continue monitoring the output y and also X that they could not completely mistake proof. Therefore it was decided to control chart them. And we are asked to use an appropriate control chart and draw suitable inferences. Let us try to do this. Try to fill this first and then we are going to draw inferences by plotting the same. Here is the minitap file which we will be using to plot the control chart. We are trying to plot the output variable which is defective, which is discrete in nature. Since the sample size here is fixed as ten week on week from week 21 to 32 and since the sample size is fixed and since we are trying to plot the defectives, we need to go with NP chart.
And here week on week from week number 21 to 33, the sample size has been fixed week on week to 50. And here we have the defects number of incorrect tax amount. It’s the defects we have the count two etc. Defective is yes or no. Here it is number of defects. Number of defects is what we are trying to plot in. The sample size is fixed, hence we go with C chart. So let us try to write it down first here. So the output that we are trying to plot is whether we have defective or not.
The data type would be discrete. Since the sample size is fixed, we are going with NP chart and the output that we are trying to plot is number of incorrect tax amount. So I’ll say tax amount rather this also happens to be discrete in nature. However, we are trying to plot defects since the sample size is fixed as 50. We go with Cchart. Let us try to plot this using minitab. Let us try to come up with the inferences. So here we have the minitab worksheet. Let us try to plot the NP chart first. For that we need to go to Stat control charts, go to attribute charts and then NP chart. Let me select that here we need to select the defective which is there in C five.
And for the subgroup size I’m going to select the sample size here which is C four. I will go to NP chart options, go to tests and I’m going to select all the tests. For the special causes, I click on OK and OK. All right, this pretty much says that the process is in control. There are no red dots here, so none of the rules are violated. Let me go back here and rather inference that no special causes. I go back to the worksheet once again in here we need to now plot the C chart since we are discussing about defects.
So let me go to Stat control charts, attribute charts and C chart. Let me select the number of incorrect tax amount. I’ll go to Cchart options go to test them all tests for special causes click on okay, there we go. So let us evaluate this. Do we have any red dot here? No. So none of the rules are violated even here, but I believe variance can be reduced a little. Let me go back and write the inference that there are no special causes. All right, that brings us to the end of this project. Give a path on your back because you have successfully completed a Six Sigma Green Belt project and we have implemented and used most of the techniques which we have learnt across the five phases.
Thank you so much for listening to me with patience. However, even before we say goodbye to each other, all the best for your future Roadmap friends. Submit a live project and send it across to Inquiry@xcela. com for achieving the Six Sigma Greenwill certificate for the completion of project. If you want to get Lean Six Sigma Greenwell certificate, then you also have to take an exam which will be for 2 hours and 100 questions. 70% would be the past month. All you need to do is drop an email to inquiry@xlr. com for further engagement. Future roadmap.
This is what I would suggest. You all please pursue Lean Six Sigma Black Belt, which has advanced concepts in comparison to Lean Six Sigma Greenbuilt and thereby you would qualify for becoming a Lean Six Sigma Mass Black Belt Professional, which has advanced the concepts than your Lean Six Sigma Black Belt.
And finally, last but not the least, data science would be ruling the world which is all about statistics and pursue data science which is going to explain you all that once the concepts more than your Lean Six Sigma master blank. Thank you so much for attending the session. Thank you, and please read the quotes on Udemy and provide your valuable feedback so that it might encourage other participants to watch the video. Thank you all, all so much. All the best for your future.