The Big Book of Six Sigma Training Games: Proven Ways to Teach Basic DMAIC Principles and Quality Improvement Tools
256
The Big Book of Six Sigma Training Games: Proven Ways to Teach Basic DMAIC Principles and Quality Improvement Tools
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Overview
Part of the popular Big Book of Games series, which capitalizes on the proven effective method for workplace training, this first book of training games for Six Sigma ensures that employees will better retain Six Sigma's complex topics.
This invaluable tool offers 50 experiential activities that teach the core improvement approach of Six Sigma, called DMAIC (Define, Measure, Analyze, Improve, Control), as well as many of the popular statistical improvement tools, including Pareto charts and Failure Mode Effects Analysis (FMEA). These games:
- Teach Six Sigma roles and organization
- Gear the team up for success
- Identify problems and generate solutions
- Teach project management
- Help teams understand the need for Six Sigma
Product Details
| ISBN-13: | 9780071443852 |
|---|---|
| Publisher: | McGraw Hill LLC |
| Publication date: | 11/11/2004 |
| Series: | Big Book Series |
| Pages: | 256 |
| Product dimensions: | 7.30(w) x 9.20(h) x 0.65(d) |
About the Author
Hadley M. Roth is a Six Sigma Master Black Belt with Northrop Grumman Corporation, a $25 billion global defense company.
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
Read an Excerpt
THE BIG BOOK OF SIX SIGMA TRAINING GAMES
Creative Ways to Teach Basic DMAIC Principles and Quality Improvement Tools
By Chris Chen, Hadley Roth
The McGraw-Hill Companies, Inc.
Copyright © 2005 The McGraw-Hill Companies, Inc.All rights reserved.
ISBN: 978-0-07-144385-2
Excerpt
CHAPTER 1
Why Six Sigma? Process Improvement Basics
Unlike lucky shoemakers, products do not just appear as the result of midnight visits from magic elves. The products and services delivered by any organization are the result of processes. Moreover, any process producing "on average" an acceptable product will be completely unacceptable to customers receiving one of many outputs that vary significantly from "the average." Customers are not comforted by the fact that the average product meets their needs when they experience the failure of an individual output. Processes are therefore improved when we can reduce the variation of the output produced and lower the total count of unsatisfied customers for all product deliveries, not just the average product delivery.
Six Sigma is a focused and disciplined approach to improving the quality of products and services by improving the processes by which they are produced. This chapter provides exercises to introduce the concepts of process, products, customer-defined quality, and the inherent process variations impeding customer satisfaction, in preparation for examining the Six Sigma tools and methodologies in more detail.
Section 1 What Is a Process? Process Simulations
EXERCISE 1-1 Scrambled Letters (A Process Overview)
Description
Small teams compete to form words from random letters.
Purpose
* Recognize a basic process
* Identify input, process, and output variables
* Illustrate output variation
Time Required
30–40 minutes
* Exercise: 15–20 minutes
* Debrief: 15–20 minutes
Number of Participants
Two or more groups with 2 to 5 members (Equal group sizes are not required.)
Materials Required
* Letter tiles (Scrabble tiles work well) or paper slips
* Bag or container for letters
* Flip chart or overhead display
* Watch or stopwatch (to time 20-second intervals)
* Paper and pencil
Process
1. Divide participants into groups of 2 to 5 members.
2. Provide paper and pencils to each group.
3. Read or display the "Rules for Scrambled Words" below.
4. Place all the letters in the bag or container.
5. Draw 9 letters randomly from the bag or container.
6. Write the letters on a flip chart or overhead display.
7. Start the timer and let the teams make words for 20 seconds.
8. Count down the last 5 seconds and announce "pencils down."
9. Ask each group to report aloud their words and number of unused letters.
10. Record the number of unused letters for each group on the flip chart or overhead display.
11. Replace the letters into the bag or container.
12. Repeat the random draw and word-forming process 7 to 10 times.
13. Debrief the exercise.
Discussion Questions
* What process did your group use to form words?
* How did your process change from round to round?
* Why were the results different in each round of word forming?
* Why were group results different for the same letters?
* Were the variables related to your group process or the inputs to the process?
* What other game goals could we create and how would they impact the process?
Facilitator Notes
* The time per round can be increased to more than 20 seconds, but keep the time short enough to maintain time pressure and produce variation in the results.
* In the unlikely event of duplicate results in all rounds, go back and ask each team to disclose their words for the last few rounds and to use word differences to illustrate variation in output.
* When discussing the processes used by each group, generate a simple process map for one or more of the groups.
* Watch the groups as they develop their word list and note the differences during the discussion. Some groups develop a team process and work on a single list while other groups develop individual lists and pick the best result.
* When discussing the results, generate a list of variables and let the participants label each as part of the process or part of the input.
* Other game goals could be longest word, most words, or highest letter-value score.
* This exercise will be revisited and expanded upon in subsequent chapters.
Rules for Scrambled Words
1. Groups have 9 random letters.
2. Groups have 20 seconds to form words.
3. All words must be 3 or more letters.
4. Each of the 9 letters may be used only once.
5. Words may not be proper nouns or slang. (The decision of facilitator is final.)
6. Only a single list of words per team will be scored.
7. Game Goal: Fewest Unused Letters.
Example 1
Random Letters = P, B, F, S, R, E, S, A, M
Word List:
MESS FAR
Result = 2 unused letters (P, B)
Example 2
Random Letters = D, G, O, P, R, E, T, A, T
Word List:
DOG RAT PET
Result = 0 unused letters
Section 2 What Is a Product? Value Propositions
Exercise 1-2 Group Bid (Customer Value)
Description
Participants bid on a $100 bill in an auction with a dynamic twist. This exciting game touches the most fundamental human emotion, greed.
Purpose
* Explore the dynamics of group decision making.
* Explore value propositions and how customer needs change over time.
Time Required
60 minutes
* Exercise: 30 minutes
* Debrief: 30 minutes
Materials
* Cash (A $100 bill gets attention, but a smaller amount can be used.)
* Paper and writing instruments
* Flip chart and markers
Number of Participants
Groups of 4 to 7, minimum of four groups
Process
1. Separate participants into small groups. Ask them to select a team name.
2. Show the cash to the participants and announce that one team will get the money.
3. Tell participants that they are customers at an auction and they have an opportunity to bid for the money. These are the rules for bidding:
* Each team bids as a group, but they may split the cost of their bid and the prize money any way they wish.
* Bids will be closed; each group will write its bid down and submit it.
* Bidding will be done in rounds. The bidding will stop after the round when no new bids are received. Bids will be posted after each round.
* Bids may not be reduced. Bids that are not increased carry over from round to round.
* In each of the first 3 rounds the groups will have 3 minutes to submit their bid. No discussion between groups is permitted during the first 3 rounds.
* After the third round, the following rounds (if necessary) will last 5 minutes and discussion between teams will be permitted.
* When bidding is completed, the team that is the highest bidder pays what the members have bid and wins the money. (We usually accept only cash.)
* The team that is the second highest bidder must pay what it bid also, but the members receive nothing.
* Tell participants that their bids must have their team name and bid amount.
4. Answer any questions participants may have.
5. Tell them round 1 has begun and they have 3 minutes to submit their first bid.
6. At the end of each round collect bids and post them on flip chart. We usually create a matrix with the team names in the first column and bids for each team posted in successive columns (1 column per round).
7. At the end of each round, note which team is currently holding the winning bid and which team would be paying and receiving nothing.
8. When a round has passed in which no new bids are received, the bidding is complete.
9. Collect the money from the teams that had the first and second highest bids and award the money to the team with the highest bid.
10. Proceed to debrief.
Discussion Questions
Have the teams debrief in their small groups by answering the following questions. When complete, ask each team to share a key learning with the larger group.
* How did your team frame the issue? (competition, sucker bet, easy money ...)
* What process did your team use to make decisions? (consensus, majority rule, decision made by whoever was willing to put money on the line, etc.)
* As customers, what needs did you expect to be met by the auction process? How did your value proposition change as the rounds progressed?
* What needs were met or not met? As a customer, were you satisfied with this auction? Why or why not?
Facilitator Notes
* Make sure participants understand from the very beginning of the exercise that you will really take their money. If they don't believe this, the exercise loses its impact. One helpful tip is to announce that all proceeds will be donated to charity.
* Be prepared to make money. This exercise almost always brings in more than $100.
* If things get out of control and two teams are in a nonstop bidding war, stop the exercise and proceed to the debrief. The point of the exercise will have been made. In this case, you don't need to collect the money; but if you are donating the proceeds to charity, you can suggest a reasonable contribution.
Exercise 1-3 Vacation Planning (Exploring Value Propositions)
Description
Participants act as travel agents and customers planning a vacation to explore value propositions.
Purpose
* Demonstrate how value is derived from product attributes
* Demonstrate how broadly value is defined
* Demonstrate how customers perceive value differently
* Practice translating customer needs into product attributes and requirements
Time Required
60 minutes
Materials
Flip charts (1 for each group) and writing instruments
Number of Participants
This exercise is suited for groups of 6 to 10, but multiple groups can be run simultaneously.
Process
1. Separate participants into 2 groups: travel agents and customers who are planning a vacation.
2. Ask the travel agent group to create a vacation based on what members believe are the needs of their customers.
3. Ask the customer group to create a list of needs members want their vacation to fill.
4. Allow 10 minutes for groups to create their lists.
5. After 10 minutes, have the travel agent group present their vacation ideas to the customers. When they have finished, have the customers present their list of needs to the travel agents. (Allow approximately 10 minutes for both presentations.)
6. Have groups work together to compare the vacation attributes to the customer needs and jointly answer the following questions (20 minutes):
* What are the attributes of the vacation?
* What are the differences between the needs met by the vacation attributes and the customer needs?
* What customer needs are not being met?
* Are there any "unspoken" customer needs (e.g., "safety")?
* What needs does the vacation meet that are not customer needs?
* How can the vacation be modified to meet all customer needs?
* How can you translate each customer need into a measurable product attribute? (For example, a customer need might be "a memorable experience"; the measure would be "tangible keepsakes included in the vacation package, like pictures and souvenirs.")
Discussion Questions
If you have multiple travel agents/customer groups, have them all debrief together (20 minutes).
* Were you able to design a single vacation that met all customer needs? Why or why not?
* Did some of the changes you made to the vacation to meet one need violate another?
* Should your Six Sigma projects try to satisfy all customer needs or most customer needs? Why?
Facilitator Notes
* If you have more than 10 participants, break them in to multiple groups of travel agents and customers.
* Physically separate the travel agent and customer groups so that they do not hear or see the work of the other group.
* Participants may ask you if they should assume any financial constraints (i.e., are they planning a "dream" vacation or a "typical" vacation?). Do not answer this question directly; just reiterate the instructions to focus on needs.
Section 3 What Is a Quality Product? Focusing on Customer Needs
Exercise 1-4 Custom Landscapes at Affordable Prices (Identifying the Process)
Description
Participants run a small business simulation, Custom Landscapes at Affordable Prices (CLAAP), producing customized works of art, and then they attempt to improve the process performance.
Purpose
* Introduces the basic concepts of input, output, activity, customer, supplier, and quality metrics
* Identify quality attributes
* Provide participants an opportunity to discover and implement simple changes to demonstrate the relationships between process, products, and customer satisfaction
Time Required
60–90 minutes
* Simulation 1: 20–30 minutes
* Debrief: 5–10 minutes
* Change Meeting: 15–20 minutes
* Simulation 2: 15–20 minutes
* Debrief: 5–10 minutes
Number of Participants
Groups of 8 to 10
Materials Required
* Job and customer descriptions, 1 per person
* Process simulation materials (per group)
* Customer Order Forms (5)
* CLAAP Pricing Sheet
* Pens or pencils (4)
* Box of crayons or colored felt pens
* 12-inch ruler
* Scissors (1 pair)
* Construction paper, mixed colors (10 sheets)
* Paper clips (3)
* Glue stick or clear plastic tape
* Additional materials on hand for process change requests
* Rulers
* Scissors
* Paper clips
* Glue sticks or clear plastic tape
* Blank name stickers or cardboard tents
Process
1. Review the CLAAP introduction with all the participants.
2. Divide participants into groups of 8 to 10 members; additional participants may watch the first simulation and then switch into customer roles for the second simulation.
3. Place each group at a table and provide 1 job description or customer description to each group member (Manager and Nurse are optional).
4. Provide each group with the process simulation materials. (Note: a prestocked shoe box for each group is convenient and reduces preparation time.)
5. After all participants have read their job instructions or customer description, start the simulation by asking the Bingo Parlor Manager to approach the Salesperson and submit an order.
6. Remind the participants they are running against the clock and delivery time is critical.
7. Thirty seconds after the Bingo Parlor Manager approaches the Salesperson, ask the Art Dealer to get in line to place an order with the Salesperson. Thirty seconds later, ask the Insurance Agent to get in line to place an order. Thirty seconds after that, ask the Nurse (if available) to get in line to place an order.
8. Let the simulation run until all orders are filled and surveys completed.
9. Debrief the first simulation with the questions below.
10. After the debrief tell all the groups they have 15 minutes to come up with no more than 2 changes to improve the CLAAP process. Customers should observe the meetings and be available to answer questions.
11. Restock the materials for each group during the change meeting.
12. At the end of the change meeting have each group announce their changes.
13. Run the simulation a second time with the new process changes in place.
14. Debrief the second simulation with the questions below.
Discussion Questions
* First Debrief
* How do the customers feel about their purchase from CLAAP?
* How can we tell if the CLAAP process is producing a quality product?
* If we run the process again, how can we tell if we improved product quality and customer satisfaction?
* Second Debrief
* What approaches or methods did your group use to identify problems and potential improvements?
* How did your group decide which changes would be implemented?
* What were the results of the process changes?
Facilitator Notes
* Keep the process simulation moving by reminding the groups that delivery time is critical.
* Focus the first simulation debriefing on the customer view of quality and the product output and not the solutions or potential fixes for the process.
* Focus the second simulation debriefing on the process activities, improvement changes, and metrics.
* With additional time the CLAAP simulation may be used to develop a project charter, Supplier, Input, Process, Output, Customer (SIPOC), and Critical to Quality (CTQ) tree.
* This exercise will be revisited and expanded upon in subsequent chapters.
Custom Landscapes at Affordable Prices: Introduction
Custom Landscapes at Affordable Prices (CLAAP) produces scenic, low-cost works of art under a walk-up sales model. CLAAP subleases floor space for a sales desk and small production area inside a retail framing and art supply store. Customers place orders in person through a CLAAP salesperson and then wait or continue shopping until their custom piece is completed. Fast service and good value are the cornerstones of the CLAAP business model. Customer satisfaction is directly related to the amount of time the customer must wait for the landscape delivery. Previous customer interviews indicate dissatisfaction if wait time is more than a few minutes.
CLAAP owners are exploring the possibility of franchising the CLAAP concept. Having developed a standard Customer Order Form (COF) and job descriptions, the owners would like to evaluate the CLAAP process.
Your group will run the process for 3 or 4 customers, discuss the process, and then make no more than 2 improvements before running the process again.
(Continues...)
Excerpted from THE BIG BOOK OF SIX SIGMA TRAINING GAMES by Chris Chen. Copyright © 2005 by The McGraw-Hill Companies, Inc.. Excerpted by permission of The McGraw-Hill Companies, Inc..
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