2. ISO 13053-1:2011 An introduction 4th October 2012
for Lean Six Sigma Ireland members
Bernie Rushe
BSc, CPIM, Dip SA, MSc

3. ISO 13053-1:2011 Quantitative methods in process improvement
Document content
Introduction 8
Training 1
Scope 9
Project prioritization 2
Normative references 10
DMAIC methodology 3
Symbols & terms 11
Tools 4
Fundamentals of 6 Sigma Projects 12
Monitoring a project 5
Six sigma measures 13
Critical success factors 6
Six sigma personnel 14
Infrastructure 7
Competencies
Annexes: Scores & training
Quantitative methods in process improvement
— Six Sigma
 Part 1: DMAIC methodology
(€106 restricted to one copy download)
Note: ISO :2011
Quantitative methods in process improvement — Six Sigma
 Part 2: Tools & Techniques
is not reviewed
(€127 restricted to one copy download)

4. Scope of ISO document The improvement of existing processes DFSS
DMAIC project management
Roles & expertise
Training
DFSS
Certification
Other project management methods

5. Maturity Model - Processes
Level 5: Optimized
Level 4: Quantitatively Managed
Level 3: Defined
Level 2: Managed
Level 1: Initial
Continual Improvement

6. Roles & Population Density
Org size
Depl Mgr
MBB BB GB YB
<250 emp
1:5
1:30
emp
all
250 – 1,000 1 PT
>1,000 emp FT
Steering
cmttee
Deploymnt
mgr
Champion
Sponsor
Sponsor
Master BB
Master BB
Master BB
All roles are defined in ISO
Black
Belt
Black
Belt
Black
Belt
Green
Belt
Green
Belt
Green
Belt YB YB YB

7. Course Duration Depl Mgr Spon- sor MBB BB GB YB 3 1 10 20 5 - - 2 0 2
Category
Depl Mgr
Spon- sor
MBB BB GB YB
Instruction
(days) 3  1 10 20  5
Tutorials -   - 2  0
# qualifying projects  2 1 
Workshop, eLearning or distance learning Competency table by role

8. Typical GB training agenda
5 days
Assessment:
Written or multiple choice exam
1 six sigma project
Oral examination
Assessment by BB
Internal or external accreditation
Similar to Motorola model ASQ – broader curriculum, no project
Day 1 Define
Day 2 Measure
Day 3 Analyse
Day 4 Improve
Day 5 Control
Project selection
Concept of variation
Capability analysis
Improvement - Alternative idea generation
Error proofing
DMAIC methodology
FMEA
Pareto analysis
“Should be” process map
Long-term MSA plan
Identifying CTQCs
Types of data
Box plots
Conducting an FMEA
p charts
Process mapping
Data collection plans
Histograms
Pilot improvements
u charts
Refining project scope
MSA
Scatter plots
Validate improvements
X and R
charts
Cause and effect matrices
Run charts
moving charts
Waste and value analysis
Cause and effect diagrams
SOP's and training plans

9. BB Training – typical week 1 (of 4)
20 days
Assumes GB training completed
Assessment:
Written or multiple choice exam
2 six sigma projects
Oral examination
Assessment by MBB
Internal or external accreditation
Similar to Motorola model
ASQ – 1 project only with 3 years experience, GB not necessary
Day
Week 1 (Define)
Day 1
Cost of poor quality models; business measures; benchmarking; project financials
Day 2
Identification of waste; concept of value; opportunities; Six Sigma measures; project selection
Day 3
Problem definition; identifying customers; process mapping; characteristic selection
matrices; cause and effect diagrams
Day 4
Team building; personality style profiling; project charter; project management; Gantt charts

10. Discussion Points
Process mapping not mentioned as a source of six sigma projects
BB & GB training content: Motorola vs ASQ
Full time vs part time roles not addressed
YB – no assessment or certification
Impact on ASQ certification

11. Additional slides

12. Six Sigma1 Purpose Project based
Improved business and quality performance
Improved profit
by addressing serious business issues that may have existed for a long time.
Difference?
Business case
Structure
1 Motorola registered trade mark

13. Six Sigma Project What is the issue? Define Where is the process now?
Question
Six Sigma phase
What is the issue?
Define
Where is the process now?
Measure
What is causing this?
Analyse
What can be done about it?
Improve
How can it be kept there?
Control
Solve a given problem
Contribute to an organization's business goals
Undertaken only when the solution to a problem is not known
“Voice of the customer” - a permanent feedback loop
Accounting model - financial performance is evaluated
Also take into consideration safety & customer satisfaction
Performance of the project - reviewed regularly with sponsor

14. Standard deviation is not defined
Measures defined
DPMO
Sigma
Z score
1.5 Sigma shift
RTY RR
NPR
OTD
COPQ
Standard deviation is not defined

15. Project selection, priority & DMAIC
Difficulty vs Profit
Prioritization matrix
Outputs from
each phase
Tools used
Question
Six Sigma phase
What is the issue?
Define
Where is the process now?
Measure
What is causing this?
Analyse
What can be done about it?
Improve
How can it be kept there?
Control

16. Project management Success factor (Data driven …)
Linked to an organization's business objective
Associated with a KPI
Linked to CTQ or CTC
Project Sponsor is a senior member of the organization with sufficient influence
The objective for the project will be to deliver a significant impact on the organization
Project completed promptly and within its notional timescale
Resourced to the required levels
Has a process with clearly identifiable KPIVs and KPOVs
Ready availability of reliable data