1.  Name  Work experience  Background in continuous improvement activities  Expectations 1

2. Quality = Performance Expectation Quality = Performance Expectation Fitness for use Conformance to specifications Producing the best results Total customer satisfaction Exceeding customer expectations Excellent products or services 2

3. The Kano model relates three factors to their degree of implementation or level of implementation, as shown in the diagram. 1) Basic ("must be") factors 2) Performance ("more is better") factors 3) Delighter ("excitement") factors. The degree of customer satisfaction ranges from disgust, through neutrality, to delight. The Kano model relates three factors to their degree of implementation or level of implementation, as shown in the diagram. 1) Basic ("must be") factors 2) Performance ("more is better") factors 3) Delighter ("excitement") factors. The degree of customer satisfaction ranges from disgust, through neutrality, to delight. 3 Performance Delight Neutral Dissatisfied Kano Model Presence of Characteristics Degree of Customer Satisfaction AbsentFulfilled "Basic" "Delighter" See V-14

4.  Quality  Delivery  Responsiveness  Cost  Safety “QDRCS” 4

5.  To repeatedly apply the DMAIC strategy to produce success stories and improve the corporate scorecard  To understand the Six Sigma culture and to be able to contribute to its development  To realize the importance of the need and use of statistics in process improvement  To know what Six Sigma is, the relationship between variation and Cost of Poor Quality (COPQ) and to be able to apply basic Six Sigma concepts for the purpose of improving the bottom line  To continually challenge the employees to reduce waste 5

6.  Able to ◦ manage a project ◦ define a process ◦ define metrics ◦ gather and analyze data ◦ show process control ◦ determine process capability  Able to use statistics and communicate expectations for process control data to untrained people  Understand that simple tools can produce dramatic results  Behavior is to: “Learn - Do - Communicate” 6

7. Every employee is actively involved in process improvements using DMAIC tools, resulting in measurable improvements. 100% All employees 5 - 20% Green Belts 1 - 2% BBs Champions 7

8. Measure process flow, IPO, C&E, metrics, etc. Statistical tools Analyze & Improve Cpk, control charts, DOE Control SOP, control charts No Defects Statistical tools We have a toolbox of techniques to help us reduce defects: PF / CE / CNX / SOP / ……….DOE / etc. 8

9. GREEN BELT TRAINING PROJECT SELECTION GUIDLINES Your Green Belt training project should be carefully selected so you get the most from the training. These guidelines were put together to assist you in your project selection process. It is impossible to find a “perfect” training project. However, by choosing a project that meets a majority of the following criteria, you will be most likely to apply the tools you’ll be taught. These criteria are broken down into five major categories and are shown below. These criteria alone should not be used for project selection. It is highly advised that you consult with your instructor, or mentor, and work closely with the process owner during the selection process. THE PROBLEM: You should have a general understanding of the problem The team should understand and be excited about why they’re working on this problem Scoped to make good progress which will help keep the team involved Don’t get too caught up in Return On Investment (R.O.I.) Good “leverage” potential is always a plus (i.e. – your lessons learned can be applied on many other parts/processes) As a training project, it should have a good chance of success THE DATA: Good data exists, or can be collected in a timely manner While working on the project, you will need to have a good “stream” of incoming data (i.e. – avoid jobs/processes that only occur once) You can develop a good “performance” measure Variable data is preferred THE SCOPE: Narrow scope/likely to be solved in a 90 day time frame Use your mentor or any other Black Belt to help with “scoping” HOW TO IDENTIFY: Create a Pareto of defects for an area, department, product line, etc. Talk to process owners Talk to your customers Develop a “potential” project list Use your mentor or any other Black Belt to help with the scope of your project WHEN DOES YOUR PROJECT NEED TO BE IDENTIFIED? The earlier the better… yesterday would have been good Consider going into week 1 training with more than 1 potential training project to choose from Final decisions should be made right after week 1 of training. 9

10. I P O Inputs Process Output (Sources of Variability) (Measures of Performance) Process (Activity) A blending of inputs to achieve the desired outputs Perform a service Produce a product Complete a task Material Machine Measurement Methods Mother Nature Manpower Any sequence of events that can be described with a SIPOC can be improved with DMAIC Supplier Customer 10

11. Microsoft Word template available on website 11 See V-2 to 7

12. January 15, 1987  Motorola officially launched the concept of Six Sigma on this date and set the Six Sigma goal of achieving less than 3.4 defects per million opportunities throughout an organization 12