Shoot and Score a Successful Black Belt Project! (#33)

When choosing a potential Lean Six Sigma Black Belt Project, you need to look for a project that will use the tools you learned in your course. These are the utensils that a Black Belt Practitioner needs to be proficient in. There are specific requirements to successfully complete a Black Belt Project.

A typical Black Belt Project has an estimated savings of over $300,000. SSDSI does not measure ROI by dollars saved, but by quantitative development on value. To determine that value, use a Lean Six Sigma Project Charter.

Characteristics of Successful Black Belt Projects
·         The answer to your process problem should be found using the Process of Analysis
·         The Outputs (Y) should be understood through measurable terms that are equal to every process operator. (Y) can be measured through Capability by CpK/PpK.
·         The Inputs (X) should be understood through measurable terms and need to be controllable and defined by Attribute/Discrete data and Variable/Continuous Data.
·         Data needs to be gathered to fill in your Multi-Vari sheet. A Multi-Vari sheet is most often used in an Excel Spreadsheet; with each row has a measurement of the (X’s) and (Y’s).

Let’s look at an example of a Bottle Filling Company.
(X’s)
Discrete: Fill Date, Fill Time, Fill Operator
Variable: Fill Height, Fill Weight (oz.), Fill Liquid Pressure

Each of these Inputs (X) work together to create an Output (Y) that measures on some positive or negative measurement. To measure the data, every time a bottle is filled with water, a measurement of each “X” that makes each “Y” needs to be taken. If you gather the data of 500 water bottles, you need to have 500 rows of data.

Performing Statistical Analysis (like Hypothesis Testing) of groups of data helps us comprehend exactly how the process works. In your BB Project, after you find the KPIV’s (Key Process Input Variables) you need to figure out which specifications will optimize those KPIV’s. You can use a Design of Experiments to help you find those optimal specifications.

As a Black Belt practitioner, you should know how to use the Design of Experiments (D.O.E.) tools. These tools will give you a greater understanding, statistically speaking, of what those optimal specifications should be.


Can you tell us a story about your successful Black Belt project with details mentioned in this blog?


About Six Sigma Development Solutions, Inc.
We are Certified as an Accredited Training Organization with the International Association of Six Sigma Certification (IASSC)
“The IASSC Accredited Training Organization (ATO) designation validates Six Sigma Development Solutions, Inc. has demonstrated adequate management systems, courseware with a high degree of correlation to the subject matter contained in the IASSC Bodies of Knowledge, delivery schema consistent with such content and highly qualified instructors.”
We Provide Public Lean Six Sigma Green Belt and Lean Six Sigma Black Belt Certification Training Courses in 34 Cities across the globe.
Our Training Centers are located in: Albuquerque, New Mexico | Anchorage, Alaska | Atlanta, Georgia | Austin, Texas | Boston, Massachusetts | Calgary, Canada | Charlotte, North Carolina | Chicago, Illinois | Cincinnati, Ohio | Cleveland, Ohio | Columbus, Ohio | Dallas, Texas | Denver, Colorado | Detroit, Michigan | Dubai, UAE | El Paso, Texas | Fort Smith, Arkansas | Honolulu, Hawaii | Houston, Texas | Indianapolis, Indiana | Jacksonville, Florida | Kansas City, Missouri | Las Vegas, Nevada | London, England | Los Angeles, California | Louisville, Kentucky | Memphis, Tennessee | Mexico City, Mexico | Milwaukee, Wisconsin | Minneapolis, Minnesota | Montreal, Canada | Nashville, Tennessee | New Orleans, Louisiana | New York City, New York | Northwest Arkansas | Orlando, Florida | Philadelphia, Pennsylvania | Phoenix, Arizona | Pittsburgh, Pennsylvania | Portland, Oregon | Raleigh, North Carolina | Salt Lake City, Utah | San Diego, California | Seattle, Washington | St. Louis, Missouri | Tampa, Florida | Toronto, Canada | Vancouver, Canada | Washington, DC

We Provide Onsite Lean Six Sigma Certification Training. Some of the training's we provide are: Lean Six Sigma Black Belt, Lean Six Sigma Green Belt, Lean Six Sigma Yellow Belt, Lean Six Sigma Champions Training and Lean Certifications for Healthcare, Finance, I.T, Manufacturing, Processing, Logistics, Retail Sales and Government.
SSDSI will come to your site to train for your choice of the Lean Six Sigma Certification Levels. Onsite training is more cost effective than open enrollment training when training larger groups of team members.
Benefits of Onsite Training:
The Training is focused on Your Opportunities
SSDSI uses your opportunities in class (vs. generic examples)
You will get the experience of a seasoned Lean and Six Sigma Master Black Belt who will help mentor you while completing your Lean and Six Sigma Project
You can train up to 20 employees for one fixed cost (this cost includes course ware and the instructors travel & lodging)
Our courses are full of games, simulations, and active learning to help the adult learner
SSDSI can customize the training to meet your company’s particular training needs
Call Kevin Clay at 214-731-3176 or email at kclay@sixsigmadsi.com for more information

Comments

Post a Comment

Popular posts from this blog

McDonald's and the an example of a Lean Pull process...

When I was 18 we (my family and I) had just returned on an accompanied tour with my father (a U.S. Marine) in London, England. We were in Jacksonville, NC for around two weeks when he received orders to ship off to the middle east to be a part of "Desert Storm". I was preparing to go to college in Greenville, NC which was about three hours from Jacksonville. I changed my plans when we got the news that my father was to be deployed again. I decided to go to the local community college so that I could watch after my mom and two sisters.  My first order of business once I was registered for school was to find a job. The only employment I found that would work around my schedule was McDonalds. I was hired as a night shift cook. I have always had the mind to be frugal with money. Like teaching, you don't enlist in the Marine Corps to get rich. I say this because I immediately saw waste at the McDonalds though At the time I did not know the concepts of Lean nor Six Sigma. ...
Read more

We Invest  in process improvement like we invest in our health...

I'm sure most of you have seen thousands of infomercials over the years of "get fit quick" gimmicks. The man on the TV that I call "the Circus Barker" that excitedly tells you of a way to lose weight and get fit in seven days. We fall for these gimmicks time after time with the same result ... a new contraption that sits in a closet or in the middle of the room as a clothes hanger. Why does this happen? Because we want the quick fix with minimal investment.  Let's correlate the above example with an organizations investment in process improvement. When I am asked by people "Kevin, what do you do?"... I answer "I am like a fitness trainer for your organization except that I focus on the health of  your processes not necessarily the people." Organizations investing in process improvement are investing in the health of their company. For those of you that have significantly improved your health and sustained that improvement know that t...
Read more

Myth Busters (#77)

Image
Myth Busters! I love watching the show Myth Busters! It’s entertaining and enlightening; hopefully you think these blogs are too!  😊 The Lean Six Sigma Methodology is full of myths. One of these being that it is the CI’s role to improve processes. Saying it louder for those in the back: It is a Myth that the CI’s role is to Improve Processes. Confused? Let me explain. A myth is a false idea or belief that is widely recognized. Most people believe that it is the CI’s responsibility to improve processes. Why wouldn’t you believe that? Their title literally means Continuous Improvement. Let’s take a look at this example of how the majority of companies practice process improvement. Charlie is a Continuous Improvement Engineer for the Operating Expense Dept in his organization. Their team consists of three people out of a staff of 900. Leadership has asked the team to speed up the order entry process; a request made by corporate because they believe that the order entry...
Read more