Six Sigma Process Improvement Project

Project Name:

Yellow Belt:
Yellow Belt Certified: Mr. Himanshu Saluja
Coordinator: Mr. Dhawal Saxena
Master Black Belt:Shri. Aashish Joglekar
DMAIC Steps
Deliverables

Phase
Define
SIPOC
Customers and CTQs established
Problem Statement, Business Case, Goals & Scope
Team

Measure Key output measures Y identified

Data Collection Plan
Do MSA (Gage R&R – Only for Black Belt)
Process Variation displayed (Span)
Baseline sigma performance calculated
A Review of the Deliverables:

Analyze Possible causes identified by Segmentation/Stratification These are the guideline

Detailed Process mapped in area of problem deliverables.
Process Map Analyzed You may want to refine for your
Data Analysis – Root Cause validated project.
Vital Few identified Also, remember to refine your
Opportunity is Quantified Charter
as you progress through your
project.
Improve Solutions identified/mapped
Design Solutions
Implementation Plan – (Consider Pilot)
FMEA executed
Cost Benefit Proposal Created

Control Standardized process

On-going Monitoring Plan established
Procedures/documentation realised
Response Plan developed and deployed
Systems and structures modified (staffing, training, reward and
recognition, systems)
Ownership of on-going process management transferred to process
owner
Define
 SIPOC
Region : CHENNAI
Product / Service: BIOGAS PRODUCTION
Process : FERMENTATION
No. of staff: 300

INPUTS PROCESS OUTPUTS CUSTOMERS

SUPPLIERS
FRUITS Start TRANSPORT
RETAIL
STORE COLLECTION OF WASTE BIOGAS ELECTRICITY
OIL CROPS
GENERATION
LOCAL and PRETREATMENT SLURRY
VENDORS PULSES DOMESTIC
FERMENTATION USERS
HOUSEHOLD CEREALS
WASTE EXTRACTION OF BIOGAS

PACKAGING
AND
TRANSPORTATION

End
DMAIC Project Charter
Project No.:
Project Name: BIOFUEL PRODUCTION FROM FOOD WASTE Core Process: FERMENTATION

Resource Plan: Team Members/Support Resources:

Green Belt :
SHRUTHI P
Sponsor: IICHE
Process Owner: THIRTHAA YUVARAJ
Six Sigma Leader: ROHITH VISWANATH S
Black Belt and Master Black Belt: RAJAGOPALAN

Problem Statement Scope

India need better approaches to waste food management. The sources considered
15 billion kilograms of food waste collected from domestic sources per day here include retail stores, local vendors and household wastes. this project seeks
has only a 54.2 conversion rate to biofuel. This impacts our organisation to improve the pretreatment of food wastes and packaging methods of biofuel.
with a loss of 1.62 lakhs per annum. Amelioration of the fermentation process is out of scope.

Goal Statement Customer CTQ’s

HIGH DEMAND TO SUPPLY RATIO

Our goal is to increase production and consumption rates from 54.2% to INADEQUATE FOOD WASTE COLLECTION
70% which will bring a profit of 600 lakhs to the company annually.

Estimate Financial Opportunities High Level Project Milestone

70% CONVERSION OF FOOD WASTE TO BIOFUEL

The company is expected to gain a surplus of 600 lakhs
annually on completion of this project.

Validation
Functional Manager/Process OwnerDate: 21.03 2021 Sponsor: Date: Financial Analyst: Date:
21.03.2021 THIRTHAA YUVARAJ 21.03.2021
____________________
Black/Green Belt: Date: Six Sigma Leader Date: Date:
SHRUTHI P 21.03.2021 21.03.2021
_____________________ Other:
ROHITH VISWANATH
S
____________________
Extra slide
Extra slide
High Level Improvement Timeline

Pro c e s s Aug S e pt Oc t No v De c Jan Fe b

S te p 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 De live rable s
Cha rte r
De fine Cus tome r Focus
S IP OC
Me a sure s
Me as ure Colle ction P la n
Ba s e line S igma
Ma pping/Ana lys is
Analys e Vita l Fe w
Opportunity qua n.
S olutions
Impro ve Eva lua te
Imple me nta tion P la n
P roce dure s
Co ntro l/Ve rify Monitoring
Communica tion

Original P lan
Actual progres s
Update your plan as your project progresses
Modify the deliverables for your project
Extra slide
Extra slide
Define Tollgate Review
Define Tollgate Review

TEAM
 Team is sponsored by a sponsor
 Team formed and team leaders (Six Sigma Black/Green Belt & Six Sigma Coach) assigned
 Improvement team members fully trained on Six Sigma and DMAIC
 Full participation by members in regularly held team meetings
 Team members perform project work when assigned and in a timely fashion
 Team members regularly document their project work
 Team is equipped with available and reliable resources
HIGH LEVEL BUSINESS PROCESS MAP
 Business Process Mapping Completed (SIPOC), verified, and validated high-level 'as is' (not 'should be' or 'could be') business
process map
 Completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers
CUSTOMERS & CTQs
 Data collected and displayed to better understand customer(s) critical needs and requirements
 Customer(s) identified and segmented according to their different needs and requirements
TEAM CHARTER
 Project management charter, including financial opportunities, problem and goal statements, project scope, milestones, roles
and responsibilities, communication plan

Six Sigma Leader: Sponsor: Process Owner:

Signatures

date date date

Black/Green Belt: Six Sigma Financial Analyst: Other:
date date date
Measure
Data Collection Plan Worksheet Key Output Measure Y

CTQ Measure Data How many ? How many ? ByCTQ

Whom Segmentation criteria
Description Type (sampling) (sampling) (as appropriate)
(op definition (Cont//Disc)

Be sure to focus on Operational definitions, so that 2 people using the definition will give the same measure (reproducibility) AND if 1 person measures
twice, they will give the same
measure twice (repeatability).
Extra slide
Extra slide
Extra slide
Measure
Output Sigma
Understanding the Capability of the process
Double click on the spreadsheet and enter data in the the shaded cells.

Define the following

CTQ: high availability of biofuel
Target: 70% conversion from current 54.2%
Defect: plugging the flow gaps between waste collection and feed input
Unit: per kg of food wastes
Opportunity: current 54.2% conversion leads to loss of 600 lakhs which is possible at ideal case

DPMO

You may need to do more than one sheet (or consolidate in a table) to show other Baseline calc’s or summary sigma.
Explain any sampling as appropriate. Hint: Update your problem and goal statements. Did they change based on your findings?
Measurement Data Display

Understanding process variation . . .

Please make Graphical summary from Minitab (Histogram) or a simple bar chart or
Pie chart to show the present measurements.
90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
amount of food wastage less social awarness poor segregation practice

Metrics selected and corresponding values. Key learning :

LOW SOCIAL AWARNESS FOR FOOD CONSERVATION PRACTICES
HIGH AMOUNT OF FOOD WASTES
Measure Tollgate Review
Measure Tollgate Review
KEY MEASURES Y IDENTIFIED
 Key output measures Y identified and agreed upon
 High impact defects defined and identified in the business process

DATA COLLECTION PLANNED AND EXECUTED

 Solid data collection plan established that includes measurement systems analysis
 Data collected on key measures that were identified

PROCESS VARIATION DISPLAYED/COMMUNICATED

 Process variation components displayed/communicated using suitable charts, graphs, plots
 Long term and short term variability accounted for

PERFORMANCE BASELINE/SIGMA CALCULATION

 Measure baseline process performance (capability, yield, sigma level).
 Update project goal
Signatures

Six Sigma Leader: Sponsor: Process Owner:

date date date

Black/Green Belt: Six Sigma Financial Analyst: Other:
date date date
Analyse
Fish Bone Diagram/Cause & Effect/Ishikawa Diagram
Y=f (X1, X2, …, Xn)
X ’s Y

Mother Nature Material Method

CEREALS WASTE FOODS FERMENTATION

FRUITS WASTE OILS PYROLYSISWHY IS THE
VEGETABLES FOOD
REACHING
THE
FACTORY
NOT EQUAL
TO THE
FOOD
TREATER COMPLACENCY WASTED”

REACTORS LESS SOCIAL AWARNESS

Machines Measures Mankind (people)

Notes:
Use the traditional categories: Machines, Methods, Mature Nature - What are the causes of defects, variation, customer dissatisfaction, inefficiencies-
Measurement, Materials, People Prioritise /
- OR, make up your own, based on your process problems Vote on the few main causes. Next, you will collect data to validate relationship
/causal relationship.
- Remember, Y is the key output measure and X’s are process or input variables
Extra slide
Extra slide
 Prioritisation of Xs: Control / Impact Matrix
Y=f (X1, X2, …, Xn)
IMPACT
High Medium Low

In Our
Control
C
O
N
T
R
O
L Out Of
Our
Control

Classify your Xs coming from your C/E Diagram (Fishbone Diagram).

Extra slide
Extra slide
Narrow to Root Causes, Use Pareto Analysis

Add Root Cause Pareto OR

other data analysis
Here

Conclusions:
The root causes are :
1.
2.
3.
Narrow to Root Causes Display Your Data, Test Your
Hypothesis

you may look at scatter plot, Box plot

and other analysis to show causal relationship, like you can give scatter
plots showing Correlation Coefficient(R ). You can also use ANOVA, Chi
Square or Regression

Conclusions:
The root causes are :
1.
2.
3.
Vital Few Causes

Note: Update your charter as appropriate. Have your improvement

opportunities changed? Savings or Revenue impact changed?

List your vital few causes:

1.
2.

3.
4.
As-Is Process Map

Process Name:
St Elapsed Time
ep
W
ho

Tips: Attach extra pages do not squeeze/wrap around, as the visual will be misleading.
Keep the flow and level of detail (what vs. how) consistent. When you are finished, place a number (1-10…) next to each box to use in the
value analysis.
“As-Is” Process Map Analysis
% %
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Total Total Steps
Process Step

Avg. Time (Mins)

Value-Added

Nonvalue-Added

– Failure Int. / Ext.

– Control/Inspection

– Delay

– Prep/Set-Up

– Move

Total
Moments of Truth (MOT):
Non-Value Add (NVA):
Any time a customer draws a critical judgement, positive or negative, about the
service, based upon a service experience (or lack of it). Steps considered non-essential to produce and deliver the product
Value-Added (VA): or service
• Is the customer willing to pay for it? to meet the customer’s requirements. The customer is NOT
• Is it done right the first time? willing to pay for the step.
• Essential work that moves one step closer to the final product.
Value-Add Enabler: step that is required to do VA
8 Wastes identified in our process

Intellect :

Errors:

Inventory :

Waiting :

Motion:

Transport :

Over processing:

Over production :
 FMEA

Pote ntia l

Occurrenc
Ca us e (s )

Detection
Severity
Ste p Ite m /Proce s s Pote ntia l Fa ilure Pote ntia l Effe ct(S) of of Curre nt Re s pons ibility a nd

RPN
Num Ste p Mode Fa ilure Fa ilure Controls Action Ta ke nTa rge t Da te Com ple tion

Note : according to the Risk Priority Number (RPN), improve your process design or decide actions to input in the response plan of your
Process Management Chart.
Analyze Tollgate Review
Analyze Tollgate Review
DATA AND PROCESS ANALYSIS
 Identify gaps between current performance and the goal performance
 Value added tasks / non value added tasks
 Moments Of Truth in process identified

ROOT CAUSE ANALYSIS

 Generate list of possible causes (sources of variation)
 Segment and stratify possible causes (sources of variation)
 Prioritize list of 'vital few' causes (key sources of variation)
 Verify and quantify the root causes of variation

QUANTIFYING THE GAP/OPPORTUNITY

 Determine the performance gap
 Display and communicate the gap/opportunity in financial terms
Signatures

Six Sigma Leader: Sponsor: Process Owner:

date date date

Black/Green Belt: Six Sigma Financial Analyst: Other:
date date date
Improve
Improvement Context Analysis

Benchmarking: Other Considerations:

Determine the competition performance (or
other business) versus the process you are Describe the potential impact of:
working on and also versus customer
requirements.
- New Technologies

- Regulation changes

- Politics / Economy

What improvement do you want for your process ?

Conclusions:
Improvement Context Analysis

Brainstorming: Ideas generated:

List the technique uses. Put some pictures of the 1.
team conducting brainstorming 2
3
4.
5.
6.

If you have two many ideas for one root cause, then you can use Pugh matrix on the next
page to select the solution

Learning from brainstorming:

Extra slide
Solution Selection (PUGH) Matrix Select among Possible Using Objective Criteria

Criteria Weight Solution A Solution B Solution C

Weighted Weighted Weighted
Score Score Score
Score Score Score
1 0 0 0
2 0 0 0
3 0 0 0
4 0 0 0
5 0 0 0
6 0 0 0
TOTAL 0 0 0

Where weight and scores on following scale : High = 9, Medium = 3 and Low = 1.

Conclusions:

Criteria are the requirements that you want your solution to meet. Some criteria are “must” criteria. Any solution that does not meet even
one of the “must” criteria must be eliminated
Solution Selection Matrix (Pugh Matrix)

Example(s):

Example :
Solution A = outsource all data processing
Solution B = development of our own software
Solution C = buy a software and adapt to our needs

It seems here that solution C is the most satisfying. B also can be considered as an option.

Criteria are the requirements that you want your solution to meet. Some criteria are “must” criteria. Any solution that does not meet
even one of the “must” criteria must be eliminated
Describe Solution(s) Selected

Root Cause Solution

New Process Map ("Should Be")
Owner:
St
e p Elapsed Time
W
ho

You may think of

piloting part or totality
of your new process.

Tips: Attach extra pages or do portrait…do not squeeze/wrap around, as the visual will be misleading.
Attach any
Keep the flow and level of detail (what vs. how) consistent. Number Process Steps to use in FMEA.
procedures Needed
Extra slide
Extra slide
 Implementation Plan

Make an implementation plan to implement the solutions generated. You can use the
Template on the next page, or you can just writea simple implementation plan

A Gantt chart and Stakeholder Analysis may be useful to support successful implementation
 Implementation Plan Template (Optional)
Implementation Plan Example
Projected Completion
Item Responsibility Completion Date
Date
Communication Plan
Develop Communication Plan
Identify Training Needs
Communicate Policies
Implement Communication Plan
Resource Plan
Determine Total # of People needed
Determine Salaries
Develop Job Description
Post Job Listing
Determine who (look at temps)
Allocate Office Space
Determine Equipment Needed
Acquire/Install Equipment (Fax)
Develop Telephone Menu
Process Simulation
Collect Data (PS, Volume)
Develop Detailed Process Maps
Input Process into "Model Process"
Risk Management
Identify Back-Up Plan
Identify and Resolve "What Could Go Wrong"
Control Plan
Identify Measures
Develop Plan
Implement Plan
Budget
Develop Cost Benefit Analysis on Options
Review and Decide on Option
Determine Interim Fix (Develop & Implement Shell)
Determine Billing Policies (No Billing Data No Class)

A Gantt chart and Stakeholder Analysis may be useful to support successful implementation
Cost/Benefit Analysis

Description Assumptions used Amt

Costs Cost #1

Cost # 2

Improvement #1
Improvements:
Improvement #2

Net (Cost) Benefit

Net (Cost) Benefit = Total Benefits less total costs

 Remember, decisions should not be made only on  The cumulative cost benefit defines the time period for payback.
financials.
 There may be some very important “soft” benefits to
consider.
Improve Tollgate Review
Improve Tollgate Review
GENERATING (AND TESTING) POSSIBLE SOLUTIONS
 Possible solutions generated and tested

SELECTING THE BEST SOLUTION(S)

 Optimal solution selected based on testing and analysis
 New and improved process ('should be') maps developed. Cost/benefit analysis of optimal solution(s)
 Small-scale pilot for proposed improvement(s)
 Pilot data collected and analyzed
 Improved process ('should be') maps modified based on pilot data and analysis
 Project impact on utilizing the best solution(s)

DESIGNING IMPLEMENTATION PLAN

 Solution implementation plan established, including schedule/work breakdown structure, resources, risk management
plan, cost/budget, and control plan
 Contingency plan established.

Six Sigma Leader: Sponsor: Process Owner:

Signatures

date date date

Black/Green Belt: Six Sigma Financial Analyst: Other:

date date date

Control
Monitoring

For your Key Output Measure Y and all critical Xs, organise a monitoring
plan :

 draw a data collection plan

 select appropriate control chart or graphical display according to data type and sample
size

 follow up data collection and chart interpretation with process owner (coaching)
Monitoring

Show a chart showing Before and After stages clearly showing the
improvements

(You can use Control charts for this)

Extra slide
Extra slide
Control Summary

Sigma and DPMO

Six Sigma Net Income
Before and After Measurements

Translation opportunities Lessons Learned

identified
Control Tollgate Review
MONITORING PLAN
 Control plan in place for sustaining improvements (short and long-term)

PROCESS STANDARDIZATION
 New process steps, standards, and documentation are ingrained into normal operations

DOCUMENTED PROCEDURES
 Operating procedures are consistent
 Knowledge gained on process is shared and institutionalized

RESPONSE PLAN
 Response plans established, understood, and deployed

TRANSFER OF OWNERSHIP (PROJECT CLOSURE)

 Transfer ownership and Knowledge to process owner and process team.
 Coaching for process reviews planned over XX months

Six Sigma Leader: Sponsor: Process Owner:

Signatures

date date date

Black/Green Belt: Six Sigma Financial Analyst: Other:
date date date