SSYB

Six Sigma Yellow Belt

Mohamed Naser
 MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma, AMC

Project Manager, PMP Coach, PMO Hub Leader,

Speaker.
Mohamed Naser, PMP, PMO-CP, he has more than 14
BSc of Mechanical years of experience as a project manager in
Engineering different fields such as Oil& Gas, Construction, Food
2004, Helwan University
Industry, and Renewable Energy. He also works as
Project Management
PMP coach& mentor to help project managers to
Diploma
implement the project management professional
2009, AUC
techniques in their profession. He also works to
promote the concept of PMO among the organizations
in the middle east, he was selected as PMOGA Qatar
hub leader. He is currently the Chief Business Officer
at Watershed Management Consulting. He is BSc of
Power Mechanics Engineering.
 Salwa Resort Mountain, Project Manager, Gulf Steel& Engineering

MOHAMED
2016-2019 Doha
Greenline Metro Station, Project Manager, Gulf Steel& Engineering
2015-2016 Doha
NASER Change Culture Implementation Program, Project Manager,
Dakahlia Group
PMP, PMO-CP, Lean6Sigma, 2013-2015 Cairo
AMC Abu Qir Thermal Power Plan, Project Engineer, DSD Ferrometalco
2011-2013 Cairo
Zafarana Wind Farm Renewable Energy Phase-3, Project Engineer,
BSc of Mechanical DSD Ferrometalco
Engineering 2009-2011 Cairo
2004, Helwan University Operation& Maintenance, Operation Engineer, GUPCO
Project Management 2006-2009 Red Sea
Diploma Zafarana Wind Farm Renewable Energy Phase-1, Project Engineer,
2009, AUC DSD Ferrometalco
205-2006 Cairo
MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma,
AMC

BSc of Mechanical
Engineering
2004, Helwan University
Project Management
Diploma
2009, AUC
MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma,
AMC

BSc of Mechanical
Engineering
2004, Helwan University
Project Management
Diploma
2009, AUC
MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma,
AMC

BSc of Mechanical
Engineering
2004, Helwan University
Project Management
Diploma
2009, AUC
MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma,
AMC

BSc of Mechanical
Engineering
2004, Helwan University
Project Management
Diploma
2009, AUC
MOHAMED
NASER
PMP, PMO-CP, Lean6Sigma,
AMC

BSc of Mechanical
Engineering
2004, Helwan University
Project Management
Diploma
2009, AUC
How we
work
1. Introduction about 6 Sigma
2. Quality Tools (high level)
3. 6 Sigma Cycle (high level)
4. Exam Preparation
5. Exam Simulator
6. Final Exam
SSYB
1. Evolution of 6 Sigma
2. What is 6 sigma
3. Goals of 6 sigma
4. 6 sigma approach
5. why org adopt 6 sigma
6. 6 sigma mathematics
7. Roles in 6 sigma org
8. Key stakeholders
9. DMAIC cycle
Evolution of 6 Sigma

• Evolved in the last 2 decades.

• Depend on value creation and customer delight.

14
What is 6 Sigma

• A methodology driven by data, customer focus, result oriented.

• It uses statistical T&T to eliminate the defects and improve processes.
• The methodology has the following characteristics:

Customer focus

Process focus

Data driven

Breakthrough performance gains

Structured improvement
deployment
Goals of 6 Sigma

Reduction in
variation

Strengthening
Eliminate of
of the bottom
defects
line
Goals of 6
Sigma

Enhancement
Improvement
in customer
in yields
satisfaction

Ex: GE’s Medical System division (GEMS) used Six Sigma design techniques to create a breakthrough in medical
scanning technology. Patients can now get a full body scan in half a minute, versus three minutes or more with previous
technology. Hospitals can increase their usage of the equipment and achieve a lower cost per scan, as well.
6 Sigma Approach

• 6 sigma approach to find the root causes of the problems.

• Hence Y= F(X), where Y is the problem and X is the cause.

Y: The Problem

X The Root
Cause
Why do organizations adopt 6 sigma

Waste
prevention

Market share Defect

improvement reduction

Cost saving Cycle time

reduction
omer specification

Mathematical Interpretation

• Sigma, represented by the Greek alphabet ‘σ’, stands for standard deviation from
the ‘mean’.
• ‘Six Sigma’ represents six standard deviations from the mean*.
• Standard deviation is a measure of variability of data
• USL upper specs limit for performance standard
• LSL lower specs limit for performance standard
• Target is the middle between USL-LSL
omer specification

Mathematical Interpretation

• Process standard deviation (σ) should be so minimal that the process performance should be able to
scale up to 12σ (6 Sigma each on either side of the origin on the X-axis) within the customer specification
limits*.

6.6807% 0.6210%
Defect Defect

3 4
Sigma Sigma

6 5
Sigma Sigma
0.00034% 0.0233%
Defect Defect
Roles in Six Sigma Organization
Executive Leadership.

Champion.

Master Black Belt.

Black Belt.

Green Belt.

Project Team.

Stakeholders.
21
 Roles in Six Sigma Organization

Executive Leadership. Executive Leadership

o Includes project sponsors and process owners.
Champion. o They create the Six Sigma vision for an organization.
o They are responsible for ensuring that everyone in the
Master Black Belt. organization understands the vision and all work with unity of
purpose to realize it.
Black Belt.
Champions
Green Belt. o They are selected by Executive Leadership or Senior
Champions.
Project Team. o They organize and direct the initiation, deployment, and
implementation of Six Sigma throughout the organization.
Stakeholders. o They ensure that Six Sigma is properly implemented in all the
business activities of the organization.
o Champions can be either Deployment Champions or Project
Champions.

22
 Roles in Six Sigma Organization

Executive Leadership. Master Black Belts

o The are in-house experts selected by Champions.
Champion. o They manage project selection and human resource training with
the help of Champions.
Master Black Belt. o They train Black Belts and Green Belts in Six Sigma
implementation.
Black Belt.
Black Belts
Green Belt. o They are those who apply the tools and techniques and
knowledge of Six Sigma principles to a given project of an
Project Team. organization.
o They are responsible for accomplishing the tasks entrusted to
Stakeholders. them by Champions and Executive leadership.
o They dedicate all of their work hours on Six Sigma
implementation.

23
 Roles in Six Sigma Organization

Executive Leadership. Green Belts

o The are those employees of an organization who implement Six
Champion. Sigma while discharging their other assigned duties.
o Green Belts have fewer Six Sigma responsibilities compared to
Master Black Belt. Black Belts and Master Black Belts.
o They dedicate only a part of their work hours on Six Sigma
Black Belt. implementation.

Green Belt. Project Team

o They are the employees who work on the Six Sigma project.
Project Team. o It includes the Project Manager as well.
o Project team members need not be a Green Belt or Black Belt.
Stakeholders.

24
 Roles in Six Sigma Organization

Executive Leadership. Stakeholders

o Customers – they are very important stakeholder whose
Champion. requirements have to be considered.
o Employees – they are the people involved in the six sigma
Master Black Belt. initiative in the organization.
o Suppliers - they are people who provide inputs to the process.
Black Belt. End users – they are people who actually use the product or
service.
Green Belt. o End users can also be customers.

Project Team.

Stakeholders.

25
Quality Tools

• Types of Data
• 7 Basic Quality Tools
• DFSS
Types of Data

Data

Continuous data Attribute (discrete)

data

Continuous data is Attribute data is

measurable by Example: weight, countable and they Example: Number
some physical height, length, can not be of defects,
instrument and the density measured by any defectives.
value is continuous physical instrument
omer specification

7 Basic Quality Tools- Check Sheet

o Check sheets are very important tool for data collection. Inputs gathered from check sheets can
be used for creation of Pareto diagrams, Fishbone diagrams etc.
Objective
1. "What is the problem?",
2. "Why should data be collected?",
3. "Who will use the information being collected?",

Decide the features/ characteristics and items are to be

checked. (what is the problem)

Defect Type Tally Total

Create a tabular form for collecting data. Delay IIIII
Bad quality II
… IIIIII
Total
Collect the frequency of data for the items being
measured.

Record each occurrence directly on the right side of the

Check Sheet as it happens.
omer specification

7 Basic Quality Tools- Histogram

o It is a visual representation of variable data.
o It organizes data to describe process performance.
o It displays centering of the data and pattern of variation.
o It demonstrate the underlying distribution of the data.

Collect the variable data in a

table.

Use a check sheet to count the

number of observations
corresponding to each interval

The number of observations for

a particular interval is said to be
the height of that interval and
displayed as vertical bars
omer specification

7 Basic Quality Tools- Flow chart/ Process Map

It is a graphical representation of processes in an organization displaying the sequence of tasks
performed and their relationships.
Put together a cross functional team who have
knowledge of the process and appropriate subject
matter expertise to create the process maps. Helps clarify several process steps and
fits
process flow which may not be
ne understood clearly before.
Define the process and its boundaries, including the Be
start and end points.
Steps

Shows problem areas, unexpected

complexity, redundancy, idle time,
Describe the stages of the process in a sequential unnecessary loops and where
manner. simplification may be incorporated.

Visually shows the various alternatives

Draw the process map using the conventional possible and helps in selecting an
symbols appropriate solution.

Get it reviewed by the people involved in the

process to check its accuracy.

Decision Action-
Process
Symbols step
step

To-be Start- end

Flow
As-is of process
direction
map
omer specification

7 Basic Quality Tools- Flow chart/ Process Map

omer specification

7 Basic Quality Tools- Cause and Effect Diagram

o It is a graphic representation of possible causes for any particular problem under study.
o This tool was developed by Kaoru Ishikawa in 1960’s to determine and break down the main causes of a
given problem.
o This tool is employed where there is only one problem and the possible causes are hierarchical in nature.
o This diagram is also known as Fish bone diagram (because of its fish bone like structure) or Ishikawa
diagram.
o The main bone structure or branches are the 5Ms: Machine, Manpower, Method, Materials, Maintenance
(followed in manufacturing industry) and the 4Ps: Policies, Procedure, people, Plant (followed in non-
manufacturing industry)
7 Basic Quality Tools- Pareto

Pareto diagram, Pareto principle, 80-20 rule, which states that

a small number of causes (20%) is responsible for a large
percentage (80%) of the effect.

The availability of money, time and other resources are

restricted, Pareto analysis helps the team to consider only
vital few problematic factors which, if solved, will bring
greatest rewards with minimum resources.

The Pareto Diagram is named after Vilfredo Pareto, an

economist from Italy. Pareto studied distribution of wealth and
found that the distribution was not equal across the
population. He found – majority of the wealth is concentrated
in relatively few.
7 Basic Quality Tools- Pareto
7 Basic Quality Tools- Scatter Diagram
o It is a graphical representation that depicts the possible relationship or association between two
variables, factors or characteristics.
o It provides both a visual and statistical means to test the strength of a relationship.
7 Basic Quality Tools- Control Chart
o It distinguishes special from common causes of
variation.
o Common causes of variation are natural in the process.
They are small in magnitude and difficult to identify /
remove from the process.
o Special causes of variation occurs due to some special
causes. They are large in magnitude and easy to
identify / remove from the process.
o Mean: It is the simple average of the process data. It is
displayed as a center line in the control chart and
individual data points are scattered around it.
o Upper and Lower Specification Limits (USL and LSL):
These are obtained by taking the voice of the
customer. A process would satisfy customer
requirements if it falls within the specification limits.
o Upper and Lower Control Limits (UCL and LCL): These
are calculated from the process data and if all the
process data stays within the control limits then it is
very likely that the variation is inherent in the process
i.e. common cause of variation. UCL and LCL lie within
the upper and lower specification limits. If the process
data lies outside the control limits, then it is a special
cause of variation.
7 Basic Quality Tools- Control Chart
7 Basic Quality Tools- Control Chart
7 Basic Quality Tools- DFSS
o Design for Six Sigma (DFSS) is an application of Six Sigma which focuses on the design or redesign of the
different processes used in product manufacturing or service delivery by taking into account the
customer needs and expectations.
o DMADV is a common DFSS methodology used to develop a process or product which does not exist in
the company.
o DMADV is used when the existing product or process doesn't meet the level of customer specification or
six sigma level even after optimization with or without using DMAIC.
o MADV (Define, Measure, Analyze, Design, and Validate).
DMAIC CYCLE

1. Define
2. Measure
3. Analyze
4. Improve
5. Control
omer specification

Mathematical Interpretation
o DMAIC is a data-driven Six Sigma methodology for improving existing products and processes.
o The DMAIC process should be used when an existing product or process requires improvement
to meet or exceed the customer’s requirements.
o This initiative should be consistent with the business goals of the organization.

Control Define
• Control X’s for • Define the
sustained problem
performance

Improve Measure
• Improve the • Measure the outcome (Y)
process by to determine the current
eliminating the process performance
defects (baseline) and validate
the measurement system

Analyze
• Identify X’s (root
causes of the
defects, variation
sources)
 1. Define
➢ Identify the areas of improvement and define goals for improvement activity and ensure that resources are
in place for the improvement project
➢ It focuses on a customer requirement in identify project CTQ (Critical to Quality), CTQ is a product or
service characteristic that satisfies a customer requirement or project requirements.

Inputs Tools& Techniques Outputs

1. Need for Six Sigma project 1. Organization hierarchy 1. Project Charter
2. Executive Management 2. High level process maps 2. Established metrics
Sponsorship 3. High level Pareto charts 3. Problem Statement
3. Core team identified 4. Idea generation and 4. Roles and Responsibilities
categorization tools
 2. Measure
➢ The Measure Phase evaluates the process to determine the current process performance, that is, the
baseline.
➢ It uses exploratory and descriptive data analysis to help in understanding the data.
➢ The Measure phase allows you to understand the present condition of the process before you attempt to
identify improvements. The inputs to the measure phase are the outputs of the Define phase.

Inputs Tools& Techniques Outputs

1. Project Charter 1. Data Collection Tools and 1. Well-defined Processes
2. Roles and Responsibilities Techniques 2. Baseline Process Capabilities
3. Problem Statement 2. Detailed process maps 3. Process parameters affecting CTQ
4. Stakeholder Requirements 3. Cause and Effect Diagrams 4. Cost of Poor Quality (COPQ)
5. Established metrics 4. Flowcharts 5. Measurement Systems
5. Brainstorming
6. Statistical Distributions
7. Probability
8. Gauge R&R study
 3. Analyze
➢ The Analyze phase is used to identify few vital causes from a list of potential causes obtained from the
Measure phase, actually affecting project outcome using six sigma methodologies.
➢ The data collected in the Measure phase are examined to determine a prioritized list of the sources of
variation.

Inputs Tools& Techniques Outputs

1. Well-defined Processes 1. Failure Mode and Effects Analysis 1. Important causes of defects
2. Baseline Process Capabilities 2. Data Analysis 2. Performance gaps
3. Process parameters affecting 3. Hypothesis Testing 3. Special and common causes of
CTQ variation
4. Cost of Poor Quality (COPQ) 4. Costs and benefits of proposed
5. Measurement Systems solutions
5. Points of Failure
 4. Improve
➢ The improve phase of Six Sigma is used to improve the system to do things better, cheaper or more
rapidly by finding optimum solution for Y, implement the new approach and validate using statistical
methods.
➢ The main objective of the improve phase is to improve the process by eliminating defects.

Inputs Tools& Techniques Outputs

1. Important causes of defects 1. Solutions Design Matrix 1. Costs and Benefits of different
2. Performance gaps 2. Design of Experiments solutions
3. Special and common causes of 3. Taguchi Robustness concepts 2. Process Capability of proposed
variation 4. Response Surface Methodology solutions
4. Costs and benefits of proposed 3. Selection of solutions for
solutions implementation
5. Points of Failure 4. Implementation Plan
 4. Control
➢ The control phase of Six Sigma is used to develop and implement process control plan to ensure
sustenance of the improved process.
➢ The major activities in the control phase are to validate measurement system, verify process improvement
and develop control mechanism. So far we have identified the best settings for each of the vital ‘X’. The
key now is to ensure that the X’s don’t fluctuate away from the targeted setting.
➢ Process control is an important tool to ensure that the Six Sigma project delivers lasting benefits.

Inputs Tools& Techniques Outputs

1. Costs and Benefits of different 1. Data Collection Methodology 1. Implemented Solutions
solutions 2. Control Chart 2. Revised Measurement Systems
2. Process Capability of proposed 3. 5S 3. Control Plans for Sustaining benefits
solutions 4. Kaizen 4. Improved Process capabilities
3. Selection of solutions for 5. Kanban 5. Lessons Learned
implementation 6. Total Productive Maintenance
4. Implementation Plan 7. Cycle Time Reduction
8. Measurement System Reanalysis
CONGRATULATIONS
➢ NOW, you are ready to take the Six Sigma Yellow Belt and award this certificate.
CONGRATULATIONS
➢ NOW, you are ready to take the Six Sigma Yellow Belt and award this certificate.

www.6sigmastudy.com
How to Submit for the SSYB Exam
How to Submit for the SSYB Exam
How to Submit for the SSYB Exam
How to Submit for the SSYB Exam
How to Submit for the SSYB Exam
Step#1

Six Sigma Yellow Belt Certification

CONGRATULATIONS
CONGRATULATIONS
CONGRATULATIONS
➢ Green Belt Certification Course and Exam with $250
Online Certificate.
➢ Course
➢ Simulation Exam
$200
➢ Course revision (live lecture)
➢ Before Exam revision

➢ Total
$450 $199

➢ Lean Green Belt with Online Certificate $450

➢ Course
➢ Simulation Exam
$250
➢ Course revision (live lecture)
➢ Before Exam revision

➢ Total $700 $299

Step#2

Six Sigma Green Belt Certification