1. Organize teams and select team leader. The team leader will be known as the Green Belt. The TA will act as a Black Belt for 4 or 5 groups serving as advisor and consultant, and the instructor will serve as Master Black Belt, fixing things if they go very wrong. In general the green belt can communicate team issues to the black belt.
2. The Green Belt will delegate responsibilities and each team member will be responsible for taking notes and writing the section on one of the five steps in the project. It might be most appropriate for the Green Belt to be responsible for the last section and writing a brief executive summary to go at the front of the report. As soon as each phase is completed a copy of the rough notes should be sent to the green belt.
3. Define (1 meeting plus additional time planned by group). (April 8+) The team will select a project from the list of UCSB operations, or identify one of their own choice. They should use an optimization procedure to confirm suitability of the project. The black belt must have all different projects (i.e., different processes (or subprocesses in the case of compound processes) to measure, analyze and improve) but the same project may be selected under a different black belt. After selecting a project the teams will move progressively through all the tools for DMAIC (see web site). It is particularly important to have a specific problem statement and a clear set of goals. Some of these tools may not be applicable to the project you choose and the report should explain why. You should also use the job aids and worksheets available to each group.
4. Measure. (April 15+) Go through the same procedure as for define. If possible you should do this phase actively using gathered data rather than simply state how you might do this. You may also be able to get data from the various UCSB operations.
5. Analyze. (April 22+). It is preferable to analyze actual data rather than state which analysis tools you might use.
6. Improve. (April 29+) You should try and be as specific as you can so that you can state by how much your recommendations should improve the process, i.e., if possible in terms of the expected sigma improvement.
7. Control. (May 6+) This will almost certainly be somewhat speculative. Do the best you can with this step.
8. Final report, due Friday May 10, will contain executive summary and five sections. The cover should identify the responsibilities of each team member. The objective is to produce a concise, clear and useful report. An executive summary of one page (double spaced, 12 point) and individual sections of two to three pages (excluding figures) would be appropriate. The report will be evaluated based on:
Thoroughness--incorporation of all appropriate tools
Originality of choosing key steps in process
Organization and presentation of report
Level of success relative to problem statement
9. Starting Friday May 3, oral presentations will be made by all team members. We will start with presentations by team members responsible for the DEFINE stage. You should plan on a five minute presentation using 2-5 viewgraphs including a copy of a suitably marked checklist for each phase. Everybody is expected to attend all presentations. The green belt should make sure the team member is prepared and all members should be familiar with the presentation material. A copy of all viwgraphs should be given to the master black belt.
10. Design for Six Sigma (DFSS) will use some of the tools of the methodology to proceed as far as concept development with one of the simple projects suggested, or one proposed by the students. We will cover the first two steps in the Identify, Design, Improve, Validate sequence.
11. Identify. (May 13+) The team will select a product using an optimization procedure to confirm suitability. Proceed as follows:
Name the product and give problem statement and goal statement
Select project scope, start and end point, and define product requirements
Identify customer and CTQ tree
Identify technical requirements and specification limits
Perform benchmarking and competitive analysis
12. Design. (May 20+)
Identify functional requirements and develop alternative concepts
Perform risk analysis using Failure Mode and Effects Analysis (FMEA)
Consider error proofing
Perform engineering analysis and material selection
Consider the influence of CTQs on technical requirements
Formulate concept design and predict sigma quality
13. Final Report, due June 3. Teams should identify four headings each to be the responsibility of one team member. Suggested headings are : Project Scope, Product Requirments, Risk Analysis, and Engineering Analysis. Green belt will prepare title sheet and summary.