Three Day Workshop on Process Improvement: A workshop on Lean Six Sigma

Six Sigma is a data-driven methodology that seeks to improve business processes by identifying and removing the causes of defects and minimizing variability. Developed by Motorola in 1986, Six Sigma has since been adopted globally as a standard for quality management. It focuses on improving customer satisfaction, reducing operational costs, and enhancing the overall efficiency of organizations. By following the DMAIC (Define, Measure, Analyze, Improve, Control) approach, Six Sigma ensures systematic problem-solving and sustainable improvements.

Workshop Overview

The three-day Lean Six Sigma Workshop aimed to equip participants with essential skills in process improvement through hands-on training and theoretical sessions. Conducted by esteemed resource persons, the workshop included interactive sessions, group activities, and practical exercises using statistical tools like Minitab.

Day 1: Inauguration and Introduction to Six Sigma

The workshop commenced with a solemn inauguration ceremony. Dr. Fr. Lijo Thomas graced the occasion as the chief guest, alongside distinguished speakers, Prof. Shrikumar M and Dr. Praveen Kumar T. The lighting of the lamp symbolized the beginning of the learning journey.

Following the inaugural address, the first session delved into the principles of Quality Assurance (QA), Quality Control (QC), and Total Quality Management (TQM). Prof. Shrikumar explained the evolution of Six Sigma and introduced the DMAIC methodology, emphasizing the importance of the Define phase. Participants gained insights into process mapping and identifying inefficiencies.

Define Phase - Understanding Customer Expectations

The subsequent session introduced the concept of the Voice of Customer (VOC) and the Critical to Quality (CTQ) parameters. Participants learned how to interpret customer expectations using the OUTSIDE-IN approach. A hands-on group exercise involved developing KANO Models and Affinity Diagrams for a home loan customer scenario.

The session concluded with exercises on writing problem statements and creating SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagrams to map business processes. Assignments were submitted via Google Classroom for further evaluation.

Day 1: Data Analysis and Process Selection

The afternoon sessions covered selection frameworks using Project Y and variables X1-X3. Participants created SIPOC diagrams to identify performance gaps. They also explored concepts like Internal Confidential Metrics (ICM) and Process Capability (CPK) to measure process efficiency.

The final session of the day introduced Measurement System Analysis (MSA) techniques, focusing on data types, central tendencies, and sampling methods. Participants practiced Gauge R&R analysis using Minitab, assessing the accuracy and consistency of measurement systems.

Day 2: Advanced Analysis and Statistical Applications

Day 2 began with a recap of the previous day’s learnings, emphasizing data-driven decision-making. Participants studied probability distributions and applied stability and capability analysis. Various case studies were solved using Minitab to understand how to determine process stability and assess capability using Control Charts.

The concept of Measurement System Analysis (MSA) was revisited to identify measurement errors using Variable Gage R&R and Attribute Agreement Analysis. Practical exercises reinforced the understanding of these concepts.

Analyze Phase - Root Cause Identification

In the Analyze phase, tools such as Pareto Analysis and Fishbone Diagrams were introduced to identify the root causes of problems. Participants applied the 5-Why Analysis to a Titanic case study, demonstrating problem-solving capabilities using real-world scenarios.

Hypothesis testing was another focal point of the session. Students explored parametric and non-parametric tests, applying concepts like Type I and Type II errors, One-Tailed and Two-Tailed T-tests, and ANOVA using Minitab.

Day 3: Improve and Control Phases

On the final day, the Improve phase was discussed. Participants learned about Lean concepts to reduce waste using the TIMWOODS (Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, and Defects) model. Effective solution implementation and optimization were emphasized.

During the Control phase, participants explored Control Charts for process monitoring. Special Cause and Common Cause variations were analyzed to sustain improvements. Developing control plans and managing processes effectively were key takeaways.

Case Study and Practical Application

The workshop featured a case study on Six Sigma Quality at Flyrock Tires. Participants identified process inefficiencies, applied Six Sigma tools, and proposed improvement strategies. The case study allowed learners to connect theoretical knowledge with practical applications.

Evaluation Test and Results

Before the valedictory session, an evaluation test was conducted to assess participants’ understanding. The test lasted 20 minutes and covered all phases of Six Sigma. The highest mark scored was 25 out of 25, demonstrating exceptional comprehension, while the lowest mark was 14 out of 25. This evaluation reflected the participants’ grasp of the concepts discussed throughout the workshop.

Valedictory Ceremony

The workshop concluded with a valedictory ceremony addressed by Dr. Resham Lohani, Head of the Department. Certificates of completion were distributed by the resource persons. Student representatives Rohith, Balagopal, and Giri shared their feedback, expressing appreciation for the valuable learning experience. The event ended with a heartfelt vote of thanks by Parth Kaintura.

The Lean Six Sigma Workshop successfully provided participants with a solid foundation in Six Sigma methodologies and Lean principles. Through a blend of theoretical concepts, practical exercises, and real-world case studies, attendees gained valuable insights into process improvement. The knowledge acquired will undoubtedly empower them to drive efficiency and quality within their respective organizations.