Lean Six Sigma – Quality Excellence
Improve
Pugh Matrix
Customer Ease of
Solution Cost Risk + – Net Score
Impact Implementation
Current (Datum) 0 0 0 0 0 0 0
Solution A –1 1 1 1 3 1 2
Solution B 1 –1 1 0 2 1 1
Solution C 1 1 0 –1 2 1 1
Prioritization Matrix
Pilot testing
Structure of a Pilot Test
Element Description
Pilot Objective What are you trying to learn or prove?
Define what’s included — team, department, shift,
Scope
location, product
Long enough to gather meaningful data; short enough
Duration
to avoid delays
What are you measuring? (CTQ, cycle time, defect rate,
Metrics
cost)
Controls What variables are fixed or monitored?
Ownership Who is leading and reviewing the pilot?
What defines success or failure? When do you move to
Exit Criteria
full rollout?
Kaizen
Kaizen (Continuous Improvement) is a strategy where employees at all levels of a company
work together proactively to achieve regular, incremental improvements to the manufacturing
process. In a sense, it combines the collective talents within a company to create a powerful
engine for improvement.
Microsoft Word
Document
What is a constraint?
A constraint is anything that prevents the system from achieving more of
its goal.
For ex.: Anything that prevents you from achieving monthly target, Quality targets,
inventory targets, Due date performance etc.
What is a constraint?
7
Benefits
Type Definition Example
Tangible cost reductions reflected in
Hard Savings Reduced scrap, labor hours, materials
financial statements
Costs that would have been incurred Avoided rework, compliance fines,
Cost Avoidance
without the project overtime
Increased income due to better throughput Reduced customer churn, increased sales
Revenue Uplift
or quality volume
Qualitative improvements (not easily Better morale, less frustration, fewer
Soft Benefits
monetized) complaints
4P Model for Building Right the First Time
Prevention Performance
Process Personal
(Error Feedback &
Discipline Ownership
Proofing) Learning
Each person owns
Make it hard to Learn from every
Follow the correct the quality of
make mistakes defect or rework
method every their own work –
and easy to do it to prevent
single time don’t pass defects
right recurrence
forward
“Like following a
Design work so If it’s not right, I Every mistake
recipe – Every
it’s easier to do don’t send it should teach, not
ingredient, every
right than wrong forward repeat
step matters”
Mistake Proofing (Poka=error Yoke=Prevent)
Electric Kettle Auto- Cut Prevents wrong connection or Diesel nozzle won’t fit in
off polarity reversal petrol car and vice versa
Principle of Mistake Proofing
Human Centered Design Thinking
Humans are prone to Small design
Errors are predictable
error improvements
Especially under fatigue Therefore, they can be
Save big rework costs
or pressure prevented
If you want zero defects, don’t just train harder — design smarter
Three Levels of Poka Yoke
Level Description Impact
Design prevents the mistake from
Prevention Error never occurs.
happening.
Error happens but system stops Defect caught before moving
Detection
immediately. forward.
System alerts user of potential Awareness before defect reaches
Warning / Alert
mistake. customer.
Mistake Proofing Idea Sheet
POKA-YOKE (Mistake Proofing) IDEA SHEET
Basic Information Describe the current issue or rework observed
Department / Line / Area
Process / Equipment Name
Date Submitted
Submitted By (Name / Emp ID)
Reviewed By (Supervisor / Engineer)
Status( Proposed, Under Evaluation, Implemented, Verified)
Problem Description Root Cause (Why does the error happen)
Frequency of Occurrence (Daily, Weekly, Monthly, Rare)
Impact Area (Rework, Scrap, Delay, Safety, Customer Complaint)
Estimated Loss due to Rework (INR/shift or RFT Loss)
Poka-Yoke Idea Details
Type of Error Addressed (Omission, Wrong Part, Wrong Sequence,
Excess/short, Incorrect setting, Safety Risk)
Idea / Concept Description
Type of Poka-Yoke (Physical (Mechanical), Sensor/Electrical,
Visual/Color Code, Digital, Process Interlock, Warning / Alert)
A3 Idea Sheet
Level of Control(Prevention, Detection, Warning)
How It Prevents / Detects the Mistake
Sketch / Photo (Attach or Draw Below)
Post Implementation Review Feasibility & Implementation Plan
Date Implemented
Estimated Cost / Resources Required
Trial Result / Effectiveness
RFT / FTY Improvement (Before - After)
Implementation Team (Names / Roles)
Cost Savings (INR / month or %)
Verified by (QC/ Supervisor) Planned Trial Date
Idea Accepted for Standardization (Yes / No) Verification Method (How to confirm it works)
SOP / WI Updated (Ref No & Date) Expected benefits (Quality, Safety, Time, Cost)
Recognition / Award Potential Risks / Precautions
Learning & Sharing
Similar Processes Where Idea can be Replicated
Leassons Learned / Key Takeaway
Personal Ownership
Elements of Personal Ownership
Self-Check Discipline
• RFT% (Right First Time)
• No of self-reported defects
Mutual Trust Quality at Source
• No of repeat issues
• Poka-Yoke or Kaizen ideas submitted
• Operator satisfaction
Pride in Workmanship Stop & Report Culture
Performance Feedback & Learning
Feedback Loop Learning at Source Learning to Improve Celebrate Shared Learning
Every Defect is a Teacher
Be a Curator
‘Building Right the First Time’ really means —
not doing more, but doing only what matters,
and doing it right.
Benefits
Project Type Description Metric Improved Before / After Volume / Rate Benefit Calculation Annual Benefit Category
Defect Reduction – Reduce injection 100,000 parts/year × (4% - 1%) × 100,000 ×
Defect Rate 4% → 1% ₹150,000 Hard Savings
Manufacturing molding defects ₹50/defect ₹50 = ₹150,000
1.5 min × ₹300 ÷ 60 ×
Cycle Time Reduction Reduce call handling 20,000 calls/month ×
Avg. Call Time 6 mins → 4.5 mins 20,000 × 12 = ₹1,800,000 Hard Savings
– BPO time ₹300/hour
₹1,800,000
Scrap Reduction – Reduce PCB board 500,000 units/year × (2% - 0.5%) × 500,000
Scrap Rate 2% → 0.5% ₹750,000 Hard Savings
Assembly scrap ₹100/unit × ₹100 = ₹750,000
Improve SOP control
Audit Risk Avoidance – 2 × ₹200,000 =
to avoid regulatory Audit Failures 2/year → 0 ₹200,000 per failure ₹400,000 Cost Avoidance
Pharma ₹400,000
fines
Improve product
Online Upsell 2% increase ×
recommendation Conversion/Upsell ₹2,000,000 in baseline
Optimization – E- 5% → 7% ₹2,000,000 = ₹40,000 ₹40,000 Revenue Uplift
engine to increase Rate revenue
Commerce uplift
upsell
Improve complaint
Customer Retention – ₹3,000 average Soft benefit; estimate
closure me → Churn Rate 12% → 9% N/A Soft Benefit
Service revenue per customer retention uplift
increase retention
Employee Reduce rework Not monetized;
Internal Satisfaction
Engagement – frustration with visual Improved by 20% N/A measured via N/A Soft Benefit
Score
Support SOPs employee feedback
Thank you