MASTERING LEAN

SIX SIGMA
MASTERING LEAN
SIX SIGMA
ADVANCED BLACK BELT
CONCEPTS
SALMAN TAGHIZADEGAN
MOMENTUM PRESS, LLC, NEW YORK
Mastering Lean Six Sigma: Advanced Black Belt Concepts
Copyright Momentum Press

, LLC, 2014.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any meanselectronic, mechanical, photocopy, recording, or
any otherexcept for brief quotations, not to exceed 400 words, without the prior permission
of the publisher.
First published by Momentum Press

, LLC
222 East 46th Street, New York, NY 10017
www.momentumpress.net
ISBN-13: 978-1-60650-404-8 (hardback, case bound)
ISBN-10: 1-60650-404-5 (hardback, case bound)
ISBN-13: 978-1-60650-406-2 (e-book)
ISBN-10: 1-60650-406-1 (e-book)
DOI: 10.5643/9781606504062
Cover design by Jonathan Pennell
Interior design by Exeter Premedia Services Private Ltd. Chennai, India
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America
In memory of my parents who asked so little and gave so much,
God bless their soul
To my loving wife, Leila who makes my life so beautiful and our daughters Sara and
Setareh who bring so much joy to our lives.
I love you more than life itself
vii
Contents
Preface xix
acknowledgments xxi
about the author xxiii
Part I desIgn and develoP the requIred Processes (the need) 1
1 masterIng lean sIx sIgma PrIncIPles 3
1.1 Lean Six Sigma: Theory and Constraints 3
1.1.1 What Is Lean Six Sigma and What Lean Six Sigma Can Do for You? 3
1.1.2 Statistically What Is Six Sigma? 5
1.1.3 What Is Lean Concept? 6
1.2 Lean Six Sigma Master Black Belt 7
1.3 Lean Six Sigma Black Belt Overview 7
1.3.1 Defne 8
1.3.2 Measure 9
1.3.3 Analyze 11
1.3.4 Improve 11
1.3.5 Control and Sustain 11
2 lean sIx sIgma and master black belt roles (who Is the leader?) 13
2.1 Master Black Belt Roles in the Organization 13
2.2 MasterBlackBelt(MBB)Qualifcation 14
2.2.1 Leadership Roles 14
2.2.2 Technical Activity Roles 17
2.2.3 MBB Job Description 17
2.2.4 CompletionofCurriculums 18
2.3 MBB Program Development 21
2.4 Decision-Making SolutionsEvaluating Alternatives 21
2.5 Developing and Utilizing a Professional Network 22
2.6 Employee Empowerment and Motivation Techniques 22
viii Contents
2.7 EffcientandEffectiveCoaching,Training,andMentoringSelf-Directed 23
2.8 Advanced Presentation Skills 23
2.9 Rewards and Recognition 24
3 lean sIx sIgma Infrastructure: desIgnIng and engIneerIng
(lean sIx sIgma dePloyment) 25
3.1 Initiate Financial Growth Need Projects 25
3.2 Elements of Successful Six Sigma Implementation 28
3.2.1 Management System Support and Commitment 28
3.2.2 Well-Trained Belts 29
3.2.3 Well-DefnedProjectsandInfrastructure 29
3.2.4 Lean Six Sigma Success Models 29
3.3 Roadmap for Deployment Phase 31
3.3.1 Envision Financial Growth Needs Projects 31
3.3.2 Launch the Project Initiative 31
3.3.3 Engineer, Execute, and Manage the Project 32
3.3.4 Continuous Progress and Maintaining the Momentum 32
3.3.5 Changing the Way Organizations Work 32
3.4 Strategies to Overcome Organizational Resistance to Changes 33
3.5 Converting Goals/Objectives into Actionable Projects 33
Part II launchIng the objectIves 35
4 launchIng the lean sIx sIgma Project InItIatIve:
what works and what doesnt 37
4.1 SWOT Analysis 37
4.1.1 Strength 38
4.1.2 Weakness 38
4.1.3 Opportunities 39
4.1.4 Threats 39
4.2 Project Selection Criteria 40
4.3 Making the Others Buy in and Support for Your Projects 42
4.3.1 Identify Project Stakeholders 42
4.3.2 Analyze Project Stakeholders 43
4.3.3 Create Project Stakeholder Plan 43
4.4 Six Sigma Teaming 43
4.4.1 Barriers to a Six Sigma Culture 43
4.4.2 Why Team? 44
4.5 Six Sigma Teaming: Forming/Storming/Norming/Performing model 44
4.5.1 Forming or Orientation 45
4.5.2 Storming of Dissatisfaction 46
CONTENTS ix
4.5.3 Norming or Resolution 47
4.5.4 Performing or Production 48
4.5.5 Adjourning 48
4.6 ConfictManagement:TheFiveConfictHandlingModes 49
4.6.1 Avoiding 49
4.6.2 Accommodating 49
4.6.3 Collaborating 49
4.6.4 Competingorcontrolling 49
4.6.5 Compromising 49
4.7 ConfictResolution 50
4.7.1 EffectiveConfictResolutionBehaviors 50
4.7.2 KeyConfictPointstoConsider 50
4.7.3 ConfictandPower 50
4.8 LeadershipDecision-MakingProcessesandTools 51
4.8.1 Decision-MakingApproaches 51
4.8.2 Decision-MakingTools 51
4.8.3 TeamDecisionThroughConsensus 53
4.9 ProjectandProcessAssessmentMatrix 53
4.10 SixSigmaFinancialReporting(UsingFinancialMeasurement
toAnalyzePerformance) 54
4.10.1 PlanofAction 54
4.10.2 FinancialAccountabilities 56
Part III LeadIng the effort
5 LeadIng and engIneerIng MuLtIPLe Lean SIx SIgMa ProjectS 59
5.1 ManagingMultipleProjectandProjectReviews 59
5.1.1 ProjectManagementandReviews 59
5.1.2 WhyReview? 59
5.1.3 HoldingReviews 60
5.1.4 LeanSixSigmaBlackBelts:TheCriteriaforSelection 60
5.2 HowtoMastertheSkillsofLeanSixSigmaFacilitation 66
5.2.1 HowtoBecomeanEffectiveFacilitator 66
5.2.2 StrategicRolesoftheFacilitatorintheOrganization 66
5.2.3 EffectiveElementsofCommunicationStrategiesandSkills 67
5.2.4 TimeyourTimefromTimetoTime 68
5.2.5 BuildingTeamCommitmentandInteractions 68
5.3 CommunicationPlanning 68
5.3.1 SixSigmaProjectCommunication 68
5.3.2 CommunicationPlanConsiderations 69
x Contents
5.4 Project Closure 71
5.5 Lean Six Sigma Master Black Belt Deployment Plan 71
5.6 Case Study: Lean Six Sigma Deployment Plan 72
5.6.1 Strategy and Goals for Six Sigma 72
5.6.2 Performance Metrics (Overall Program) 73
5.6.3 Project Selection Criteria 73
5.6.4 ProjectIdentifcation/Prioritization 73
5.6.5 Organization Structure/Roles 73
5.6.6 Training Requirements 77
5.6.7 Management Review Process 78
5.6.8 Communication Plan 78
6 desIgn and develoP organIzatIonal lean sIx sIgma roadmaP:
delIverIng contInuous breakthrough Performance 85
6.1 Roadmap for Successful Corporate Results 85
6.2 Design for Lean Six Sigma Process 85
6.3 Vision of Lean Six Sigma Process 86
6.3.1 Where and When Do We Use Lean Six Sigma? 86
6.3.2 Why Use Lean Six Sigma? 86
6.4 Design for Lean Six Sigma Roadmap 86
6.4.1 Phase 0: Concept and Ideation 87
6.4.2 Phase1:Defne,Feasibility,andPlanning 87
6.4.3 Phase 2: Designing and Developing 87
6.4.4 Phase 3: Verifying and Validating the Developed Design 88
6.4.5 Phase 4: Production and Commercializing 88
6.4.6 Phase 5: Control and Sustaining 88
6.5 Lean Six Sigma Continuous Process Improvement Roadmap 90
6.5.1 Phase 0: Concept 90
6.5.2 Phase1:Defne 91
6.5.3 Phase 2: Measure 91
6.5.4 Phase 3: Analyze 91
6.5.5 Phase 4: Improve 92
6.5.6 Phase 5: Control and Sustaining 92
6.6 Leading the Efforts 92
6.6.1 Project Report and Reviewing Progress 93
6.6.2 Communication 94
6.6.3 Awards and Appreciation 94
6.7 Maintaining and Gaining the Momentum 94
Contents xi
6.8 Tollgate Review 94
6.8.1 Develop a RACI Matrix 96
6.9 Lean Six Sigma Culture and the Way it Works 97
7 defIne concePts and strategIes 99
7.1 Concepts, Vision, and Ideation Phase 99
7.2 WhatisSixSigmaDefnePhase 100
7.3 Lean Six Sigma Variation 102
7.3.1 Positional Variation 104
7.3.2 Cyclical Variation 104
7.3.3 Temporal Variation 106
7.4 Lean Six Sigma Project Selection Process 106
7.4.1 Business Strategy 107
7.4.2 Financial Impact Analysis 107
7.4.3 Operational Engineering 108
7.5 Lean Six Sigma Process Management and Project Life Cycle 109
7.5.1 Business Process Management 109
7.5.2 BPM Project Life Cycle 111
7.6 Who is a Customer? 112
7.7 Voice of Customer 113
7.8 Kano Model of Quality 113
7.9 SWOT (Strength, Weaknesses, Opportunities, Threats) Analysis 114
7.9.1 Strength 114
7.9.2 Weakness 115
7.9.3 Opportunities 115
7.9.4 Threats 115
7.10 Project Scope, Charter, and Goals 115
7.11 Lean Six Sigma Metrics and Performance Measures 120
7.11.1 Critical to Quality 121
7.11.2 Critical to Business and Voice of Business 122
7.11.3 Cost of Quality 122
7.12 Specifc,Measureable,Attainable,Realistic,Time-Phased 124
7.12.1 Specifc 124
7.12.2 Measurable 124
7.12.3 Attainable (Achievable) 124
7.12.4 Realistic 124
7.12.5 Time-Phased 125
7.13 Force Field Analysis 125
7.13.1 DefnetheCurrentProcessProblem 125
xii Contents
7.13.2 DefnetheImprovementGoals 126
7.13.3 DefnetheDrivingForces 126
7.13.4 DefnetheRestrainingForces 126
7.13.5 Establishing the Comprehensive Change Strategy 126
7.13.6 Force Field Analysis Example 126
7.14 TollgateReviewandChecklistforDefnePhase 126
7.14.1 DefnePhaseDeliverablesandChecklists 128
8 measure concePts and strategIes 131
8.1 The Seven Quality Control Tools for Measurement 131
8.1.1 Cause-and-Effect Diagram (Fishbone or Ishikawa) y = f(x) 131
8.1.2 Data Collection (Process Measurement and Characterization):
Voice of Customer (VOC) 134
8.1.3 Pareto Chart 135
8.1.4 Histogram 137
8.1.5 Scatter Diagram and Correlation 138
8.1.6 Control Charts 139
8.1.7 Stratifcation(Trent,Flow,orRunChart) 140
8.2 The Design of Seven Management/Planning Tools 141
8.2.1 AffnityDiagram 141
8.2.2 Interrelationship Diagram 142
8.2.3 Tree Diagram 143
8.2.4 The Matrix Diagram or Matrix Chart 144
8.2.5 Matrix Data Analysis 145
8.2.6 Process Decision Program Chart (PDPC) 146
8.2.7 Arrow Diagram (the Activity Network Diagram) 146
8.3 Process Mapping 147
8.3.1 SIPOC Chart (Supply, Inputs, Process, Output, Customer) 148
8.3.2 Value Stream Mapping 150
8.4 Kaizen Events: Planning and Execution 151
8.5 Lean:ImprovesEffciency/SixSigmaandImprovesEffectiveness 153
8.6 Quality Function Deployment 154
8.6.1 What is QFD Quality? 154
8.6.2 BuildingaHouseofQuality 154
8.7 Measurement System Analysis (MSA) 157
8.8 Process Measurement 158
8.8.1 Data Collection 158
8.8.2 Principles of Variation 160
8.8.3 Type of Variation 160
Contents xiii
8.8.4 Type of Data 160
8.8.5 Science of Statistics 160
8.8.6 ClassifcationofNumericalData 162
8.8.7 Qualitative Data (Nominal or Ordinal) 162
8.8.8 Quantitative Data (Interval or Ratio) 162
8.8.9 Sampling Strategy 164
8.8.10 Data Analysis 165
8.9 Tollgate Review and Checklist for Measure Phase 165
8.9.1 Measure Phase Deliverables and Checklists 166
9 analysIs of concePts and strategIes: advanced statIstIcal
analysIsachIevIng ultImate Performance scIentIfIcally 167
9.1 Descriptive Statistics 167
9.1.1 Descriptive Statistics Techniques and Graphing: Stem and Leaf 172
9.1.2 Histogram 178
9.1.3 Measure of Center Tendency 179
9.1.4 Measures of Variability 180
9.2 Descriptive Measures 195
9.2.1 Measurement System Analysis 195
9.2.2 Accuracy/Bias 195
9.2.3 Stability (Consistency) 195
9.2.4 Linearity 195
9.2.5 Gage Repeatability and Reproducibility (or Gage R&R) 197
9.2.6 Measurement System Components 198
9.3 Probability Distributions and Concepts 199
9.3.1 Defnition,Experiment,Outcome,andSampleSpace 199
9.3.2 Probability of Event (Ei) as Relative Frequency 201
9.3.3 Marginal and Conditional Probabilities 203
9.3.4 The Rules of Probability (Union of Events) 205
9.3.5 The Rules of Probability (Intersection of Events) 209
9.4 Discrete Random Variables: Probability Distribution 214
9.4.1 Binomial Probability Distribution 216
9.4.2 Poisson Probability Distribution 224
9.4.3 TheHypergeometricProbabilityDistribution 226
9.5 Continuous Random Variables Probability Distributions 227
9.5.1 Normal Probability Distribution 227
9.5.2 t-Distribution 242
9.5.3 Normality Test 243
xiv Contents
9.5.4 Exponential Distribution 244
9.5.5 Reliability Engineering 244
9.6 Inferential Statistics and Sampling Distribution 247
9.6.1 Random Sampling and the Distribution of the Sample Mean 247
9.6.2 Central Limit Theorem (CLT) 256
9.6.3 ConfdenceIntervalfortheMean(m) of Normal
Population (s known) 259
9.6.4 ConfdenceIntervalfortheMean(m) of Normal
Population (s unknown) 263
9.6.5 Selecting the Necessary Sample Size 266
9.7 Hypothesis Testing, Inferences Procedures, and Proportions Testing 268
9.7.1 Hypothesis Testing for the Mean (m) and Variance (s
2
)
of the Population 272
9.7.2 p-Value Application 279
9.7.3 Hypothesis Testing Using p-value Approach (Using Equal Mean) 281
9.7.4 Hypothesis Testing on the Mean (m) of a normal
Population for Small Sample 284
9.7.5 Inference Procedures for Two Populations: Applying the Concepts 288
9.7.6 Comparing Two Normal Population Means (m
1
m
2
)
Using Two Small, Independent Samples: Apply the Mechanics 292
9.7.7 Comparing the Variance of Two Normal Populations (s
1
2
s
2
2
)
Using Independent Samples-F test (Small Sample Size):
Apply the Mechanics 301
9.7.8 Estimation and Testing for Population Proportions 304
9.7.9 ConfdenceIntervalforaPopulationProportion:LargeSample 304
9.7.10 Hypothesis Testing for a Population Proportion 306
9.7.11 Comparing Population Proportion: Two Large
Independent Samples 313
9.8 AdvancedAnalysisofVariance(ANOVA) 319
9.8.1 One-WayAnalysisofVariance 319
9.8.2 Randomized Block Design and Analysis of Variance 339
9.8.3 Two-WayAnalysisofVariance 348
9.9 Linear Regression Analysis 360
9.9.1 Scatter Plots and Correlation Analysis 360
9.9.2 Simple Linear Regression Model and Analysis 364
9.9.3 Linear Regression Model 364
9.9.4 Least Square Criteria 365
9.9.5 Inferences on the Slope b
1
, Concept: t-Test 375
Contents xv
9.9.6 ConfdenceIntervalforb
1
Slope 380
9.9.7 PredictionbyRegressionAnalysis:ConfdenceInterval
foranIndividualy,Givenx 381
9.10 MultpleRegressionAnalysis 385
9.10.1 MultipleLinearRegressionModelBuilding 386
9.10.2 HypothesisTestingandConfdenceInterval 390
9.10.3 PolynomialandNonlinearRegressionModelBuilding 397
9.11 TollgateReviewandDeliverablesforAnalysisPhase 398
9.11.1 AnalysisPhaseDeliverablesandChecklist 399
10 Improve ConCepts and strategIes 401
10.1 AdvancedLeanSixSigmaExperimentalDesign 401
10.1.1 ExperimentalDesignTerminology 402
10.1.2 ElementsofanExperimentalDesign 404
10.2 One-Factor-At-A-TimeDesign(OFATD)x
1
, x
2
, ..., x
k
405
10.3 FullFactorialDesign 407
10.3.1 HowtoCalculatetheEffects 408
10.4 Fractional(Reduced)FactorialDesign(FFD) 421
10.5 RobustEngineeringDesignandAnalysis 427
10.6 ResponseSurfaceDesignsandProcess/ProductOptimization 438
10.7 CentralCompositeDesign(CCD):OptimumDesign 439
10.8 FailureModeEffectAnalysis(FMEA) 453
10.9 Poka-Yoke(Japanesetermformistakeproofng,pronounced
Poh-kahYoh-kay). 458
10.10 5SKaizenPrinciples 459
10.10.1 S
I
=Sort(Seiri) 459
10.10.2 S
II
=Setinorder(Seiton) 459
10.10.3 S
III
=Shine(Seiso) 459
10.10.4 S
IV
=Standardize(Seiketsu) 460
10.10.5 S
V
=Sustain(Shitsuke) 460
10.11 TollgateReviewandDeliverablesforImprovePhase 460
10.11.1 ImprovePhaseDeliverablesandChecklist 461
11 Control ConCepts and strategIes 463
11.1 ProcessControlStrategy 463
11.2 ProcessControlObjectives 463
11.3 SustainingtheImprovedProcess 464
11.4 TenEssentialProcess/QualityControlTools 465
xvi Contents
11.5 Control Chart Types 470
11.5.1 X-bar ( x) and R-Chart 470
11.5.2 R-Chart Limits Models 472
11.5.3 Steps for Developing X and R Charts 474
11.6 p-Chart: Attribute Control Chart 475
11.7 cChart 478
11.8 ControlLimitsversusSpecifcationLimits 479
11.9 Process Capability Ratio, C
p
and C
pk
480
11.10 Tollgate Review and Deliverables for Control Phase 484
11.10.1 Control Phase Deliverables and Checklist 484
12 case studIes: lean sIx sIgma aPPlIcatIons 487
12.1 Defect Reduction in Injection Molding Production Components 487
12.1.1 DefnePhase 487
12.1.2 Measure Phase 492
12.1.3 Analyze Phase 496
12.1.4 Improve Phase 499
12.1.5 Control Phase 501
12.2 Overall Equipment Effectiveness: A Process Analysis 502
12.2.1 DefnePhase 502
12.2.2 Measure Phase 505
12.2.3 Analyze Phase 507
12.2.4 Improve Phase 509
12.2.5 Control Phase 513
12.3 Powder Coat Improvement 513
12.3.1 DefnePhase 514
12.3.2 Measure Phase 517
12.3.3 Analyze Phase 519
12.3.4 Improve Phase 520
12.3.5 Control Phase 522
aPPendIces 527
APPendIx I HIghlIghts of Symbols and AbbrevIatIons 529
aPPendIx II statIstIcal tables and formulas 530
aPPendIx III values of y = exP(h) 538
aPPendIx Iv dPmo to Sigma to yIeld% conversIon table 540
aPPendIx v standard normal dIstrIbutIon 542
aPPendIx vI crItIcal values of t (t -dIstrIbutIon) 544
Contents xvii
aPPendIx vII crItIcal values of chI-square dIstrIbutIon
wIth degrees of freedom 548
aPPendIx vIII uPPer crItIcal values of the f-dIstrIbutIon 553
aPPendIx Ix cumulatIve PoIsson ProbabIlIty dIstrIbutIon table 566
aPPendIx x cumulatIve bInomIal ProbabIlIty dIstrIbutIon 574
aPPendIx xI confIdence Interval for PoPulatIon ProPortIon: small samPle 597
aPPendIx xII scorecard for Performance rePortIng 605
bIblIograPhy 607
Index 609
xix
PREFACE
In an environment of intense global economic competition in which competitors with the
objective of lowering product manufacturing costs are embracing robust manufacturing, servic-
ing, and technologies, a new method of thinking such as Mastering Lean Six Sigma is required
in order to outperform the manufacturing techniques of the competition. A proactive way of
meeting the increasing competition is to focus on maximizing productivity and achieving qual-
ity at the lowest manufacturing cost and at a faster rate than the competitors, in addition to
building capacity to continuously introduce new ideas of quality/ reliability and process opti-
mization methodologies. These measures lead to highest customer satisfaction and a robust
bottom line.
Mastering Lean Six Sigma provides Advanced Black Belts concepts (ABC). This is one
of the fundamental building blocks of any organizations Lean Six Sigma deployment, be it a
manufacturing organization or performing transactional processes. The development of a Mas-
ter Black Belt program is a critical component of corporate success in the strategic implementa-
tion of Lean Six Sigma objectives.
ThisbookhasbeendevelopedtohelporganizationsdeploySixSigmaandsupportcertifed
Master Black Belts with the necessary preparation so that they face the challenge of managing
multiple Lean Six Sigma projects and lead a company-wide Six Sigma initiative.
Becoming a Master Black Belt involves a great deal more than just learning advanced
statistical tools and methodologies. Mastering Lean Six Sigma provides students with a com-
prehensive Lean Six Sigma leadership and analytical tools, methodologies and road maps to
drive successful implementation of Lean Six Sigma and other process improvement techniques
within the organization.
The curriculum takes students beyond the tools and techniques that they practiced and
mastered during the Black Belt projects and provides them with the techniques to manage and
lead an overall Lean Six Sigma program. Various Lean Six Sigma examples and case studies
are given throughout the text in addition to analysing what makes a successful Lean Six Sigma
program, the pitfalls to avoid, and how these can be translated into success of the organization.
Mastering Lean Six Sigma provides an overview of various Lean Six Sigma tools, which
are analyzed clearly in graphical forms with many examples from manufacturing or transac-
tional practices. They are aimed at the following:
i. Creating the need for organizational strategic goals
ii. Launching the objectives and leading the efforts
iii. DevelopingtheLeanSixSigmaroadmapDMAIC(defne,measure,analyze,improve,
control) and DDVPC (defne, design, verify, production, control). DDVPC is for new
product in either manufacturing or services
xx Preface
iv. Complete and comprehensive analysis of DMAIC, DDVPC methodologies, statistical
tools, with numerous examples and graphics
v. Various case studies with step-by-step DMAIC and DDVPC phases
Mastering Lean Six Sigma is aimed at preparing and coaching Black Belts in leading,
teaching, training black belts/green belts in Six Sigma methodologies and statistical analysis
skills to help them deploy full Lean Six Sigma initiatives.
KeYWOrDS
Mastering Lean Six Sigma, Advanced Black Belt concepts, Lean Six Sigma mastering, Six
Sigma Defne Concepts and Strategies, Six Sigma Measure Concepts and Strategies, Six Sigma
Analysis Concepts and Strategies, Six Sigma improve Concepts and Strategies, Six Sigma Con-
trol Concepts and Strategies, Lean Six Sigma Roadmap
xxi
ACKNOWLEDGMENTS
Much of my appreciation goes to my family. To my loving wife, Leila, and our daughters, Sara
and Setareh, thank you for your long-lasting patience and continuous support. The completion
of this project would have been impossible without your full support and for that I cant thank
you enough. Further I would like to thank my colleagues and especially my students for their
extensive support throughout the program.
Finally, my thanks to Joel Stein at Momentum Press for his support and patience through-
out the publishing process and other members of the Momentum Press team for their support
and assistance in making this book a reality.
xxiii
ABOUT THE AUTHOR
Salman Taghizadegan, Ph.D. is one of the leading Lean Six Sigma masters who has extensive
experience in Lean Six Sigma teaching, coaching, and training students academically through
universities with industrial projects. Further, he teaches and practices plastics processing,
design,control,andanalysis.HereceivedB.S.inChemistryfromWesternIllinoisUniversity,
B.S. in Chemical Engineering from the University of Arkansas, M.S. in Chemical Engineering
from the Texas A&M University, and Ph.D. in Chemical Engineering with emphasis on plastics
and control from the University of Louisville.
Hehasover25yearsofacademicandfull-timeindustrialexperienceinLeanSixSigma,
plastics engineering, chemical processing, design, and control engineering, primarily in injec-
tionmoldingindustries.Hehasauthorednumeroustechnicalpublicationsalongwithhisfrst
book in Six Sigma entitled Essential of Lean Six Sigma.Hehasspentmostofhisprofessional
career as an adjunct professor in engineering, as a highly technical specialist in Lean Six Sigma,
in the plastics industry, as a leader in quality and process improvement, as well as managing of
wastereductioninthemanufacturingenvironment.Dr.TaghizadeganiscertifedBlackBeltand
Master Black Belt through the University of California at San Diego. Currently he is teaching
Lean Six Sigma Green Belt, Black Belt, and Master Black Belt at the California State Univer-
sity in addition to his full-time industrial career.
PART I
Design anD Develop the RequiReD
pRocesses (the neeD)
3
CHAPTER 1
MasteRing lean six sigMa
pRinciples
In an environment of intense global economic competition in which competitors with the objec-
tive of minimizing product manufacturing costs are embracing robust designing, product devel-
opment, production, servicing, and technologies, Mastering Lean Six Sigma offers leadership
skills, Six Sigma tools and methodologies to key players who aim to outperform the manufac-
turing techniques of their competition. A proactive way of meeting the increasing competition is
to focus on maximizing productivity and achieving quality at the lowest manufacturing cost and
at a faster rate than the competitors, in addition to building capacity to continuously introduce
new ideas of quality and reliability engineering and robust process optimization methodolo-
gies. These measures lead to highest customer satisfaction and a robust bottom line. Virtually,
Mastering Lean Six Sigma fuels top talent players with powerful ideas to create a breakthrough
performance by arriving at solutions for unsolved problems.
1.1 LEAN SIX SIGMA: THEORY AND CONSTRAINTS
1.1.1 WHAT IS LEAN SIX SIGMA AND WHAT LEAN SIX SIGMA CAN DO FOR YOU?
If you want to know what is Lean Six Sigma? and what it can do for you? then you might
ask yourself the following questions:
Are you ready for world-class performance?
Are you prepared to overtake your competition?
Are you ready to experience the ultimate in process accuracy and speed?
Do you want to improve your return on capital investment?
Do you want to increase your market share?
What about just Lean and what it can do for you? Lets review some of the questions
related to Lean as follows:
Do you have a cost disadvantage against your competition?
Is your process affected when an employee is absent or products are out of stock?
4 MASTERING LEAN SIX SIGMA
Are you meeting the timelines for customer orders or request?
Are people below par in productivity or resources underutilized?
Do you have reinspection or perform lots of rework?
These are just a very few of the many questions related to Lean Six Sigma (LSS) process
improvements. Now lets start reviewing the Six Sigma science of continuous improvement.
Six Sigma simply means a measure of quality that strives for near perfection. It is a disciplined,
data-driven approach and methodology for eliminating defects (driving toward six standard
deviations between the mean and the nearest specifcation limit) in any given process, be it
manufacturing or transactional, product or services.
As the Sigma level increases, quality improves and therefore costs go down. Customers
becomemoresatisfedasaresult.Furthermore,workingsmarternotharder,withfewermis-
takesatdifferentstagessuchasmanufacturing,fllingoutapurchaseorder,fnancialreporting,
and employee turnover improve overall performance . In short, it brings world-class perfor-
mance to a company and helps it overtake the competition by bringing in the ultimate in pro-
cess accuracy and speed. It also improves the return on invested capital and increases market
value.
There are four LSS success factors:
1. Selecting the right project: Six Sigma is all about selecting the right project that sup-
ports the business/engineering strategies and is linked to the goals of the organiza-
tion. This should be the key issue that must be solved if the organization wants to be
successful.
2. Right people: SixSigmaisallaboutselectingandtrainingtherightpeopletofllthekey
roles.SuccessfulorganizationsselecttheirbestpeopletofllthekeySixSigmapositions
as sponsors, champions, black belts, and green belts.
3. Project management and gate reviews: Six Sigma is all about effectiveness. Manage-
ment and steering committee for gate reviews are critical to the success of the company.
Lack of management review reduces the impact of the Six Sigma effort.
4. Sustaining the gain and improvement: Any technique for maintaining the gains is an
integral part of the Six Sigma approach. At a tactical level, this technique maintains
the individual projects. At a strategic level, it is the continual identifcation of new
projects for continuous improvements. The Six Sigma breakthrough model is shown
in Figure 1.1 with three objectives: higher profts, maximized values, and minimized
variation.
Figure 1.1. Six Sigma performance.
Six Sigma
Performance
S
t
e
p

u
p
- Process management
- Customer driven
- Statistical analysis
D
e
l
i
v
e
r

r
e
s
u
l
t
s
- Higher profits
- Maximum values
- Minimized variation
MASTERING LEAN SIX SIGMA PRINCIPLES 5
1.1.2 STATISTICALLY WHAT IS SIX SIGMA?
Sigma:Bydefnition,Sigma(),aGreekletter,isthestatisticalqualitymeasurementofstan-
dard deviation from the mean. Six Sigma describes how a process performs quantitatively. In
other words, it measures the variation of performance.
Normal distribution curve: Normal distributions are probability curves that have the same sym-
metricconfguration.Theyaremirrorimageswithrespecttothetargetsuchthatsampledataare
more concentrated at the center of the curve than in the tails. The term bell-shaped curve is often
used to describe normal distribution. The area under the distribution curve is unity. The height
of a normal distribution can be expressed mathematically in two parameters: mean (m) and stan-
darddeviation().Themeanisameasureofthecenterofthecurveorthemeanistheaverage
of all the points on the curve, and the standard deviation is a measure of spread from the mean.
Themeancanbeanyvaluefromminusinfnitytoplusinfnity(inbetween),andthestan-
dard deviation must be positive. Thus, the probability of f(x) (Equation 1.1) is equal to 1.

+
= =

f x x ( )d Area under th ormal distribution curve 1 e n (Eq. 1.1)

Suppose that x has a continuous distribution, then for any given value of x, the function
must meet the following criteria:
f(x) 0 for any event x in the domain of f.
Since the normal distribution curve (symmetric from the mean) meets the x-axisatinfnity
asshowninFigure1.2,theareaunderthedistributioncurveandabovethe x-axis is assumed
to be 1. This can be calculated by integrating the probability density on a continuous interval
fromminusinfnitytoplusinfnity.
So, Six Sigma is a statistical measurement of process history (in the past as well as current).
Its focus is on how good the companys product and service really is. Or, how far ahead or
behind the company is from the industry standard. It allows the company to benchmark quality,
and determine which direction should be taken to achieve the desired quality and how it can
Figure 1.2. Normal distribution curve
(symmetric) area equal unity.
m
+
6 MASTERING LEAN SIX SIGMA
befnallyachieved.Inaperfectworldaprocessproduces99.9999998%defect-freeworkper
million opportunities (or 0.002 defects per million). However, in the real world, the processes
fuctuateandshiftby1.5Sigma.Thistranslatesinto99.99967%defect-freeworkpermillion
parts or 3.4 defects per million opportunities (DPMO). This is visualized in Figure 1.3. For
detailsrefertoChapters711thatdiscussSixSigmaapplicationandtools.
1.1.3 WHAT IS LEAN CONCEPT?
The core concept is to maximize the customer value while eliminating the waste to near zero
as possible. So Lean is a technique of reducing the cycle time and non-value-added work,
resources, steps, and others. Furthermore, it is a business or engineering strategy that helps
organizations to gain competitive advantage over the other players. An organization with a
Lean culture establishes the ultimate goal of providing perfect value to the customer through
a process that generates zero waste. One of the misconceptions is that Lean is applied only in
the manufacturing environment. However, Lean applies to every process of a businesses or an
organization. Some of the Lean goals are as follows:
1. Minimize lead time, process time (cycle time), and add value by removing waste (the
non-value-added work). Simply, it is a strategy of removing waste from any process.
The waste could be result of overdoing, delay, excess steps, unutilized talent, defects,
variation, or quality issues. Anything that doesnt add value to the end user or customer
is considered to be waste.
2. Apply value stream mappings with multiple process steps that run the process from start
tofnish.Inotherwords,mapouttheboundariesoftheend-to-endprocess.Itprovidesa
high level of extremely effective process view to ascertain the roadblocks and assists one
to focus on improvement opportunities.
3. Continuously apply Kaizen process improvement. Kaizen is a Japanese term that
stands for improvement or change for the better. It refers to continuous process
improvement.
4. Implement best practices and build in quality.
5. Put to use the talent of employees.
Figure 1.3. Normal distribution curve shifted by 1.5totherightorleftofthe
target.
6 5 4 3 2 1 +1 +2 +3 +4 +5 +6
UPPER
SPECIFICATION
LIMIT
LOWER
SPECIFICATION
LIMIT
X

+1.5 1.5
MASTERING LEAN SIX SIGMA PRINCIPLES 7
Figure1.4isaLeanprocessmappingfowchart.Thechartillustratestheautomationopera-
tion change from product A to product B. It includes the steps that add value, that are
essential with no value added, and that are non-value-added.
SeealsoChapters7and8foradetaileddiscussionofLeanapplicationtools.
1.2 LEAN SIX SIGMA MASTER BLACK BELT
Master Black Belts (MBB) is one of the foundational building blocks of any successful LSS
organization. The development of MBBs is a critical success factor in the deployment of Six
Sigma process improvement strategy. The tools in this book have been developed to design
a successful LSS program. This will provide certifed MBBs with the necessary prepara-
tion to meet the challenge of managing multiple projects and leading company-wide LSS
initiatives.
Becoming an MBB involves a great deal more than just learning advanced statistical
techniques. It provides the students of MBB with the comprehensive LSS leadership tools,
methodologies, and road maps to drive successful implementation of LSS and other process
improvement methodologies within the organization. The curriculum takes students beyond
the tools and techniques that they practiced and mastered during the Black Belt project. It
trains students with the techniques to manage and lead an overall LSS program. Various LSS
case studies are included in Chapter 15 and they are analyzed to propose what makes a suc-
cessful LSS program, the pitfalls to avoid, and how these can be translated into organizational
success.
1.3 LEAN SIX SIGMA BLACK BELT OVERVIEW
An MBB program focuses on advanced LSS statistical methods used in LSS project phases, which
aredefne,measure,analyze,improve,andcontrol(DMAIC).InadditiontoBlackBelttools,
we cover new tools in areas such as study of variation, multivariate experiments, nonparametric
Figure 1.4. A Lean process with value-added and non-value-added steps.
No
Yes
Quality
inspection
Pass
Change-over
requested
Operators prepares
for change
Machine is
changed
Call
engineering
Start
production
Find root
cause
Fix problem
E
E
E
Value-added operation
Essential non-value-
added
Non-value-added
operation
8 MASTERING LEAN SIX SIGMA
analysis, destructive testing, handling attribute responses (beyond Freeman-Tukey), practi-
cal experimentation, optimization experiments, handling multiresponse experiments, dis-
tributional analysis, advanced regression methods, advanced Statistical Process Control
(SPC) methods, and much more. A brief review of the classifcation, goals, and objectives
of the LSS in DMAIC follows. The detailed phases with practical examples are explained in
Chapters712.
1.3.1 DEFINE
There is no destination without a starting point. Every road or project has a beginning and
an ending point. Defne phase is the step one, the starting point of the project with strate-
gic planning objectives. It is a road map to get to the destination and to achieve the deliv-
erable results that is envisioned at the starting point. The elements of defne phase are as
follows:
1. Project charter (to include business case)
2. Project plans, boundaries, and timeline
3. List of deliverables
4. Stakeholder analysis
5. Voice-of-customer (VOC), critical-to-quality (CTQ)
6. Kano model analysis
Defnealsoidentifesthetypeofprojectthatrelatestoeitheranexistingprocessimprove-
ment in production or a new product/service development through the use of two Six Sigma
submethodologies: DMAIC and DMADV.
Existing product or
services
Define the project
Measure the current process in production or services
Analyze the existing measurement using statistical tool
Improve the process under study by deployment of world class benchmark and tools
Control the improved process and continue to monitor
Process characterization and optimization
New product or
services
Define the goals and objectives of the project
Measure the identical process for selected criteria
Analyze the measurement criteria
Design the new process or product
Verify the developed process or product
Process characterization, development and verification
MASTERING LEAN SIX SIGMA PRINCIPLES 9
A model of process improvement using Six Sigma tools and techniques for processes in the
productioncycleisshowninFigure1.5.
A model of process improvement using Six Sigma tools and techniques for a new product
orserviceisshowninFigure1.6.
1.3.2 MEASURE
Measure phase is step two of the DMAIC or DMADV process. It focuses on numerical research
and root cause analysis. The objective of this phase is to get as much information as possible
Figure 1.5. Six Sigma improvement model for an existing product or service.
Objective
Define
Identify business drivers
Identify critical-to-quality
Define customers needs
Measure
Develop key process inputs/
outputs
Identify the vital few with greatest
impact
Collect and analyze data
Estimate process capability
Analyze
Apply cause and effect
Create multivari analysis
Determine variance components
Assess correlation
Improve
Develop and evaluate solutions
Implement variation reduction
Standardize process
Assess risk factor
Control
Establish process control
Develop control charts for key
variables
Apply mistake proof processes
Continously evaluate results
Tools and techniques
Define
Affinity diagram
Interrelationship diagram
Quality functin deployment
SIPOC process map
Project charter
Measure
Data collection plan
Check/data sheet
Pareto chart
Gage R&R/voice of process
Histogram/process capability
Analyze
Cause & effect
Multivari chart
Scatter diagram
Apply statistical tools
Apply regression analysis
Improve
Experimental design
Deployment flow chart
Tree diagram
Failure mode effect analysis
Control
Process control plan
Cotrol chart
Poka-Yoke
Pareto chart (on-going)
Process capability (on-going)
10 MASTERING LEAN SIX SIGMA
Figure 1.6. Six Sigma improvement model for a new product or service.
Objective
Define
Define project charter
Identify business drivers
Identify critical-to-quality
Define customers needs
Process mapping
Define stakholders
Measure
Develop process variables
Identify the vital few
Collect and analyze data
Estimate process capability
Analyze
Apply cause and effect
Create multivari analysis
Determine variance components
Assess correlation
Design
Develop and evaluate solutions
Implement variation reduction
Standardize process
Assess risk factor
Kaizen techniques
Pull system/cellular concept
Verify
Establish process control
Develop control charts
Apply mistake proof processes
Continously evaluate results
Lean metrics
Tools and techniques
Define
Affinity diagram
Interrelationship diagram
Quality functin deployment
SIPOC process map
Project charter
Value stream maaping
Measure
Data collection plan
Check/data sheet
Pareto chart
Gage R&R
Histogram/process capability
Existing process control chart
Analyze
Cause & effect
Multivari chart
Scatter diagram
Apply statistical tools
Apply regression analysis
Design
Define critical-to-process
Desingof experiment
Response surface methodology
Process simullation/
Risk analysis
Pilot test plan
Verify
Process control plan
Cotrolchart
Poka-Yoke
Pareto chart (on-going)
Process capability (on-going)
on the existing process or service so as to fully understand how well it operates. This entails the
following key deliverable factors:
Creating a detailed process map
Establishing the baseline data (current six-sigma level)
Summarizing and examining the collected data
Identifying key measurment variables and communicate
Measure
deliverables
MASTERING LEAN SIX SIGMA PRINCIPLES 11
1.3.3 ANALYZE
The Analyze phase is the third step and the longest phase in the LSS methodology. This phase
applies all the statistical analysis tools available for use. Almost all the essential measurement
analysis is carried out in this step. The root cause inputs that affect the key outputs of the pro-
cessorthesystemunderinvestigationareidentifedandmeasurestoeliminatethemarepro-
posed.Thus,thesignifcanceofinputsontheoutputsisdetermined.Someofthedeliverables
in this phase are given below:
Analyzing the collected data
Applying root cause analysis-relationship between input and output
Determining the gap variations and improvement opportunities
Analysis
deliverables
1.3.4 IMPROVE
The Improve phase is the fourth step that requires knowledge of identifying and reducing the
keyprocessinputsthatcausetheeffects(output).Thus,inthisphase,thesolutionisidentifed,
implemented, and the process variations reduced substantially. The return on invested time,
planning, testing, optimization, and execution are achieved. The key deliverables in this phase
are as follows:
Optimize and test the improved process
Identify the best possible process
Design implementation and standardization plan
Wastes removed, just-in-time flow established
Improve
deliverables
1.3.5 CONTROL AND SUSTAIN
TheControlphaseisthefnalstepanditconcludesaswellassustainsthegainsmadeinthe
process. The process performance and capability are determined and documented.
Control and sustaining plan/ record process capability
Operating procedures and document
Transfer of ownership to production (project completion)
Control
deliverables