A LYNN TILTON COMPANY

DOS 2.0 6 Training

S i x S i g m a ( 6  ) W h i te B e l t Tra i n i n g
P r i n c i p l e : Pe o p l e I nvo l ve m e nt
E l e m e nt : 3 Q u a l i f i e d Pe o p l e

P r i n c i p l e : C o nt i n u o u s I m p rove m e nt
E l e m e nt : 2 5 P ro b l e m S o l v i n g
 CONTENTS

1. CoE for Problem Solving

2. AOE Principles and Elements
3. Principle : People Involvement
4. Principle: Continuous Improvement
5. White Belt Understanding
6. What is 6?
7. The difference between Sigma values
8. Project work
9. PDCA
10. DMAIC
11. Root Cause Analysis
12. Exercise
13. Summary
14. Quiz
 CoE FOR PROBLEM SOLVING

Vision: Dura will attain its position as one of the worlds premier
operating companies, distinctive and successful in everything we do.

Mission: We will become a Total Quality Company by

achieving Operational Excellence and continuously
improving all work processes to satisfy our internal and
external customers.

Objective: To create an empowered and

effective work force that values proactive
problem resolution throughout our
product life cycle development and
manufacturing.
Training: Method: AOE Element #25 Tools:
1. CoE PS Modules. Problem Solving: 1. L6 (DMAIC )
2. L6 Trained. Center of Excellence (Pareto, SIPOC, 5Y,
3. Train the Trainer. for Problem Ishikawa, FMEA, ..)
Solving
 5 PRINCIPLES & 29 ELEMENTS

Standardization
8. Workplace Organization
People 9. Management by Takt Time Built-In
Involvement 10. Standardized Work Quality
1. Vision & Mission 11. Quality Standards
2. Health & Safety 12. Process & Product Validation
3. Qualified People 13. In Process Control & Verification
4. Team Concept 14. Quality Feedback/Feed Forward
5. Engagement 15. Quality Management System
6. Open Communication Process ACHIEVING
7. Shop Floor Management OPERATIONAL
EXCELLENCE
29 KEY
ELEMENTS
Short Lead Time
16. Simple Process Flow
Continuous Improvement
17. Pull Systems 24. Business Plan Deployment
18. Lean Containerization 25. Problem Solving
19. Level Scheduling & Fixed Period Orders 26. Lean Design
20. Controlled External Transportation 27. Andon Concept/Process
21. Scheduled Shipping / Receiving 28. Total Productive Maintenance
22. Temporary Storage 29. Continuous Improvement Process
23. Supply Chain Management
 PEOPLE INVOLVEMENT?

People Involvement is the

principle within DOS 2.0 which
provides the foundation of our
organization and the heart of the
organization – our people.

Through the guidelines set under

the principle of People
Involvement, the culture of the
organization is developed and
the structure supports the
necessary requirements for
Achieving Operational
Excellence (AOE).

5
 PEOPLE INVOLVEMENT ELEMENTS

People Involvement contains 7 Elements.

People Under each Element, exists a set of policies,

Involvement processes procedures and tools to which the
1. Vision & Mission
2. Health & Safety
organization operates.
3. Qualified People
4. Team Concept
5. Engagement
6. Open Communication Process
7. Shop Floor Management
ACHIEVING
OPERATIONAL
EXCELLENCE
29 KEY
ELEMENTS
 CONTINUOUS IMPROVEMENT?

DURA will have a diverse and

globally connected environment to
continually improve our products
and services exceeding our
customers’ needs. We will sustain
growth by taking advantage of
strategic opportunities enabling the
company to maximize profitability.
These principles will be supported
by all levels of leadership to ensure
universal adherence to the
Operational Excellence Continuous
Improvement policy.
 CONTINUOUS IMPROVEMENT ELEMENTS

Continuous Improvement contains 6 Elements.

Continuous
Under each Element, exists a set of policies,
Improvement processes procedures and tools to which the
24. Business Plan Deployment organization operates.
25. Problem Solving
26. Lean Design
27. Andon Concept/Process
28. Total Productive Maintenance
29. Continuous Improvement Process

ACHIEVING
OPERATIONAL
EXCELLENCE
29 KEY
ELEMENTS
 White Belt Training
An introduction to 6 
C e nte r o f E xc e l l e n c e
 THE LEVELS OF KNOWLEDGE

Basic Problem Problem Leads Sponsors Teaches

Solving Solving team problem Problem Problem
member Solving Solving Solving
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WHITE BELT 6 UNDERSTANDING

1. Understand PDCA

2. Understand DMAIC

3. Understand 5y

4. Understand Cause &

Effect

5. Support & be informed

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 6 SIGMA = 6? THE 
SYMBOL IS THE 18 TH
LETTER OF THE GREEK ALPHABET

6 DPMO Tools

• 6 is a set of • 6 is the term • Collection of

techniques and for less than 3.4 methods to
tools for DPMO. minimize
Problem mistakes &
Solving. It was maximise value.
introduced by
Motorola in
1986.

DPMO = Defects Per Million Opportunities

12
 SIGMA = STANDARD DEVIATION

6
= 6 Standard Deviations from the mean (average)

Out of 1 million randomly picked ears of corn, very few will be

either too large or too small
THE HIGHER THE SIGMA LEVEL, THE FEWER DEFECTS!
 THE DIFFERENCE BETWEEN 3  & 6

99% RFT Quality = 3 99.99966% RFT Quality = 6

20,000 lost articles of mail per hour
Unsafe drinking water for almost 15 minutes
per day
5000 incorrect surgical operations per week
No electricity for 7 hours each month
3 warranty claims for every new car
7 articles of lost mail per hour
1 unsafe minute of drinking water every 7
months
1.7 incorrect surgical operations per week
1 hour without electricity every 34 years
1 warranty claim for every 980 cars

RFT = Right First Time

 EXAMPLES OF 6

Sigma Error
1.5 misspelled words per page
3 in a book
1 misspelled word per 30
4 pages in a book
1misspelled word in a set of
5 encyclopedia’s

1 misspelled word in all the

6 books in a small library
 WHEN IS IT A 6 PROJECT?

When there is When we

When we do
a problem that When we have follow the When we have
not know the
may affect our data company a willing team
solution
customer Direction

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 PDCA – PROJECT MANAGEMENT

PLAN : Spend 50% of the time PLANNING the project

DO : Spend 10% of the time DOING investigative work
CHECK : Spend 30% of the time CHECKING the results
ACT: Spend 10% of the time ACTING on the findings

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 DMAIC – THE FOUNDATIONS OF THE
PROJECT WORK

Define Measure Analyze Improve Control

What is the What data is What are the Do we have What do we

problem? available? root causes of the right recommend?
the problem? solutions?

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 DMAIC - DETAILED

Define Measure Analyze Improve Control

What is the What data is What are the Do we have the What do we
problem? available? root causes of right solutions? recommend?
the problem?
What is the Is the data Have the root How will we Is there
scope? accurate? causes been verify that the support for our
verified? solutions suggestions?
work?
What key How should we Where should Have the What is the
metric is stratify the we focus our solutions been plan to
important? data? efforts? piloted? implement?
Who are the What graphs What clues Have we Are results
stakeholders, should we have we reduced sustainable?
champion and make? uncovered? variation?
team?
 5WHY (5Y) – GETTING TO THE ROOT
CAUSE

5Y is a technique to help get to the

root cause of a problem

3. Why 4. Why is Root

1.Why do
2.Why did was the the 5. Why is cause:
we have
Problem that process process there a Process
this
happen? not not change? has been
problem?
followed? available? changed

2. Because 3. Because 5. To make

1. Because
the the 4. Because the
it deviates
process process is there is a process
from the
was not not change easier to
standard
followed available follow

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 5Y EXAMPLE – GETTING TO THE ROOT
CAUSE
Problem: Because we Because the
There is too have to keep changeovers
much stock for the take from 2
inventory on big hours to 4
the shop floor changeovers hours to
and it costs on the presses complete
money!

We have The process is The tools are

never complex and large and
completed a we don’t have there are a lot
SMED study to any standard of
eliminate method for adjustments
wasted times changeovers to do
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5Y EXAMPLE – GETTING TO THE ROOT
CAUSE

Root Cause: No Standard changeover

method resulting in excessive inventory to
cover change over time

Countermeasure: Carry out a detailed SMED

workshop to find the best possible standard
for quick changeovers, removing the
necessity to keep inventory

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 CAUSE AND EFFECT – GETTING TO THE
ROOT CAUSE
1. Starting point :
Brainstorming

2. Share ideas and be

open

3. Record ALL ideas on a

flip chart

4. Remember : There are

no stupid ideas!

5. Transfer all possible Ishikawa or Cause & Effect or

causes onto an Ishikawa Fishbone Diagram, they are
the same!
 EXAMPLE OF AN ISHIKAWA DIAGRAM

MATERIALS MACHINE MAN

effect

NOT OPERATOR
TOOLS TOO OPERATOR
ENOUGH TOO SLOW
HEAVY NOT
TOOLS CAN NEVER
DIFFICULT TRAINED
FIND THE
TOOLS TO ADJUST
Change
overs
NOT SURE TOOLS STORED take too
NO WORK
INSTRUCTION
OF
STANDARDS
IN COLD
OUTSIDE long
EXCESS OIL NOT
TOO TIMES ALL DISPOSED OF
COMPLICATED VARY PROPERLY

METHOD MEASUREMENT MOTHER NATURE

causes
 EXERCISE

Problem: My car is Cost of Fuel

using lots of fuel.
More than normal! 140
120
1. Look at Data and 100
80

$
carry out a 5y 60
40
2. Look at Data and 20
brainstorm using an 0
Ishikawa Diagram J F M A M J J A S O N D

3. Look at Data and 1 2 3 4 5

WHY WHY WHY WHY WHY
decide when the trend
changed

4. What could the

possible causes be?
 SUMMARY

A 6
PDCA is
project is A 6 White 5Y is used Ishikawa is
6 is used the
used Belt is DMAIC are to get to a diagram
for standard
when we informed the steps the root used after
Problem method to
do not and used in 6 cause of a brain-
Solving manage
know the supportive problem storming
projects
solution
 WHAT DID YOU LEARN?

1. Recap on AOE Vison & Mission

2. Understand the Principles: People Involvement & Continuous
Improvement
3. Understand Elements: Qualified People & Problem Solving
4. You learned about the different color belts and the
involvement of a White Belt
5. You learned about Sigma & Standard Deviation
6. You learned about project work
7. You learned about PDCA
8. You learned about DMAIC
9. You learned about 5Y
10. You learned about Ishikawa Diagrams
11. You will now take a quiz

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Test your knowledge
YOUR CONTINUED LEARNING – 8D

DuraU 8D training
THE JOURNEY TO ACHIEVING
OPERATIONAL EXCELLENCE
Learning / Qualifying / Achieving