Lean BB Champ 13 - Determine and Improve Process Capability (PowerPoint PPTX Slide Deck)

BENEFITS OF THIS POWERPOINT DOCUMENT

1. Understand Process Capability and Find out how to Improve

LEAN SIX SIGMA BLACK BELT PPT DESCRIPTION

Editor Summary Lean BB Champ 13 - Determine and Improve Process Capability is a 60-slide PowerPoint training module by OpEx Academy NZ, developed by a certified Lean Six Sigma Master Black Belt. Read more It teaches KPIV/KPOV mapping, data collection planning, control charts, X bar R charts, root cause analysis, and process capability calculation. Deliverables include a data collection plan template, X Pult tally checklist, frequency plot template, X bar R chart (Excel and A3), process capability calculator (Excel) and improvement action plan template. Targeted at Lean Six Sigma practitioners, quality assurance teams, operations managers, and project leaders for training and workplace projects; available on Flevy with immediate digital download.

Use this module when an organization needs to measure, monitor, and reduce process variation—such as during quality issues, post-change stabilization, new product introduction, or capability validation before handover.

  Lean Six Sigma practitioners designing capability studies and calculating Cpk for ongoing processes.
  Quality assurance teams developing and executing a data collection plan and generating control charts for stability analysis.
  Operations managers implementing X bar R charts to monitor production shifts and identify common vs special cause variation.
  Project leaders running workshop exercises and root cause analysis to create improvement action plans.

The module’s data-driven sequence—defining KPIV/KPOV, planning data collection, using SPC/control charts, and executing root cause analysis and improvement actions—aligns with Lean Six Sigma consulting practice.

Read Marcus Overview

The Lean Champion Black Belt Series are designed and developed specifically for Manager and above roles. These series are at the highest standard among the enterprise series. When a person completes all the 15 modules he / she can be awarded a "Lean Champion" certificate which is equivalent to a Black Belt and can lead groups of team in successfully developing strategies and implementation of various Lean principles.

The 15 modules are:
1. Intro 2 Lean Manufacturing – 113 slides
2. Map a Value Stream – 112 slides
3. Hoshin Kanri Policy Deployment – 50 slides
4. Develop a Lean Culture – 46 slides
5. Develop a Balanced Scorecard – 70 slides
6. Develop a Continuous Improvement System – 72
7. Optimize Product Cost – 67 slides
8. Manage 5S – 48 slides
9. Develop Quick Changeovers – 71 slides
10. Develop JIT – 47 slides
11. Implement a TPM – 58 slides
12. Determine & Establish Information Collection Requirements – 96 slides
13. Determine and Improve Process Capability – 60 slides
14. Apply Six Sigma to Process Control & Improvement – 79 slides
15. Process Optimization using Six Sigma – 94 slides

The 13th Module "Determine and Improve Process Capability" covers the following topics:
•  Process Model
•  Exercise : Catapult – Identifying Process Variables
•  KPIV & KPOV relationship
•  Measurements
•  Exercise: Catapult – Collecting and Displaying Data
•  Normal Distribution
•  3 Sigma vs 6 Sigma process performance
•  Initiate workplace project
•  Exercise : Catapult ? X Bar R Chart
•  Control Charts
•  Types of Variation
•  Process Capability
•  Exercise: Catapult – Root Cause Analysis
•  Group Activities

You can also buy all the 15 modules at a 25% discounted as a bundled product.
Also add other presentations depending on your requirements, such as Kanban Implementation, Heijunka Implementation, Site Review Check List, Lean Assessment, Lean Leader and Lean Culture Surveys and BSC Assessment.

MARCUS OVERVIEW

This synopsis was written by Marcus [?] based on the analysis of the full 60-slide presentation.

Executive Summary
The "Lean Champion Training Package: Module 13 - Determine and Improve Process Capability" presentation equips participants with essential skills to assess and enhance process capability using Lean Six Sigma methodologies. Developed by a certified LSS Master Black Belt, this training focuses on practical exercises, including the use of control charts and root cause analysis. Participants will learn to identify key process input and output variables (KPIV & KPOV), collect and analyze data, and implement improvement plans. This comprehensive approach ensures that teams can effectively drive operational excellence.

Who This Is For and When to Use
•  Lean Six Sigma practitioners and champions
•  Quality assurance teams focused on process improvement
•  Operations managers overseeing production efficiency
•  Project leaders implementing Lean methodologies

Best-fit moments to use this deck:
•  During training sessions aimed at enhancing process capability
•  When initiating workplace projects focused on operational improvement
•  For workshops that require hands-on exercises in data collection and analysis

Learning Objectives
•  Define key process input and output variables (KPIV & KPOV)
•  Develop a comprehensive data collection plan
•  Collect and analyze data to determine process capability
•  Utilize control charts to monitor process performance
•  Implement root cause analysis for continuous improvement
•  Generate and interpret X bar R charts for process capability

Table of Contents
•  Session Format (page 3)
•  Process Model (page 4)
•  Exercise: Catapult - Identifying Process Variables (page 5)
•  KPIV & KPOV Relationship (page 6)
•  Data Collection Plan (page 11)
•  Control Charts (page 22)
•  Process Capability Analysis (page 28)
•  Improvement Action Plan (page 34)

Primary Topics Covered
•  Process Capability - Understanding the extent to which a process meets its specifications and requirements.
•  Control Charts - Tools used to monitor process stability and identify variations.
•  Data Collection Plan - A structured approach to gathering relevant data for analysis.
•  Root Cause Analysis - Techniques to identify underlying causes of process inefficiencies.
•  X Bar R Chart - A statistical tool for tracking process performance over time.
•  KPIV & KPOV - Key variables that influence process outcomes and performance.

Deliverables, Templates, and Tools
•  Data collection plan template
•  X Pult tally checklist
•  Frequency plot template
•  X bar R chart (Excel file and A3 sized hardcopy)
•  Process capability calculator (Excel file)
•  Improvement action plan template

Slide Highlights
•  Visual representation of the normal distribution and its significance in process capability
•  Example of a control chart illustrating process stability
•  Overview of the KPIV & KPOV relationship and its impact on process outcomes
•  Step-by-step guide for generating an X bar R chart
•  Root cause analysis diagram for identifying factors affecting process performance

Potential Workshop Agenda
Introduction to Process Capability (30 minutes)
•  Overview of process capability concepts
•  Discussion on KPIV & KPOV relationships

Hands-On Data Collection Exercise (60 minutes)
•  Participants conduct the catapult exercise
•  Collect and analyze data using provided templates

Control Chart Workshop (45 minutes)
•  Generate control charts based on collected data
•  Discuss findings and implications for process improvement

Customization Guidance
•  Tailor the data collection plan to specific operational contexts and requirements
•  Adjust KPIV & KPOV variables based on the unique processes being analyzed
•  Incorporate organizational terminology and metrics into templates and tools

Secondary Topics Covered
•  Types of variation in processes: common cause vs. special cause
•  Statistical process control (SPC) fundamentals
•  Improvement action planning and implementation strategies
•  Process performance metrics and their significance

Topic FAQ

What are the typical phases of a process capability assessment?

A process capability assessment typically defines KPIVs and KPOVs, develops a structured data collection plan, collects and analyzes data, uses control charts to assess stability, calculates capability indices like Cpk, and implements improvement actions using root cause analysis and documented plans, ending with an improvement action plan.

How do control charts and capability indices complement each other in process improvement?

Control charts monitor process stability over time and help distinguish common-cause from special-cause variation, while capability indices like Cpk quantify how well a stable process meets specification limits. Both are used together to first ensure stability with control charts and then evaluate capability with Cpk.

What data is required to create an X bar R chart during a workshop exercise?

To create an X bar R chart you need repeated subgroup measurements collected consistently over time, a defined subgroup sampling plan and recorded sample values for each subgroup, plus a plan for plotting means and ranges to evaluate process variation using an X bar R chart.

How should I evaluate the cost versus value of buying process capability templates and decks?

Assess value by comparing time saved on lesson design and analysis, relevance to your team’s training needs, and included tools such as templates and calculators; check for deliverables like a process capability calculator (Excel file), X bar R chart templates, and a data collection plan template when evaluating purchase value.

What key content should I expect in a training deck on determining process capability?

A training deck should cover KPIV & KPOV relationships, a data collection plan, control chart theory and examples, X bar R chart generation, root cause analysis techniques, and practical exercises; look for included artifacts such as a data collection plan template and X bar R chart templates.

How can I structure a half-day workshop to teach control charts and capability analysis?

Structure a session with an introduction to process capability and KPIV/KPOV, a hands-on data collection exercise, a control chart generation segment, and a facilitated root cause and improvement planning activity; a suggested agenda includes a 30-minute intro, 60-minute data exercise, and a 45-minute Control Chart Workshop.

After a merger we see increased process variation—what steps help identify the causes?

Begin by mapping KPIVs and KPOVs for affected processes, implement a tailored data collection plan, use control charts to separate common and special causes, and apply root cause analysis diagrams to identify factors, then validate findings with an X bar R chart and targeted improvement actions.

How does mapping KPIVs to KPOVs improve the focus of improvement projects?

Mapping KPIVs to KPOVs clarifies which input variables drive output performance so teams can target measurement and interventions more effectively; the approach directs data collection and analysis toward the most influential variables, as taught in the module’s KPIV & KPOV relationship content.

Document FAQ
These are questions addressed within this presentation.

What is the purpose of a data collection plan?
A data collection plan outlines how data will be gathered, ensuring that relevant metrics are captured for effective analysis.

How do control charts help in process improvement?
Control charts visually represent process stability, allowing teams to identify variations and take corrective actions when necessary.

What is the significance of KPIV and KPOV?
KPIV (Key Process Input Variables) and KPOV (Key Process Output Variables) are critical for understanding how inputs affect outputs and overall process performance.

How can I implement root cause analysis effectively?
Root cause analysis can be implemented by using tools like cause and effect diagrams to identify and categorize potential causes of process issues.

What is an X bar R chart?
An X bar R chart is a statistical tool used to monitor the mean and variability of a process over time, helping to assess process capability.

How do I calculate process capability?
Process capability can be calculated using the Cpk index, which measures how well a process meets its specifications relative to its variability.

What are common causes of variation in processes?
Common causes of variation are inherent to the process and can include factors like machine wear, material inconsistencies, and environmental conditions.

What is the difference between common cause and special cause variation?
Common cause variation is inherent to the process, while special cause variation arises from external factors that can be identified and addressed.

Glossary
•  KPIV - Key Process Input Variable
•  KPOV - Key Process Output Variable
•  Cpk - Process Capability Index
•  Control Chart - A graphical representation used to monitor process stability
•  Root Cause Analysis - A method for identifying the underlying causes of issues
•  X Bar R Chart - A control chart that tracks the mean and range of a process
•  Data Collection Plan - A structured approach for gathering relevant data
•  Common Cause Variation - Variation inherent to the process
•  Special Cause Variation - Variation caused by external factors
•  Normal Distribution - A statistical distribution that describes how data points are spread
•  Process Capability - The ability of a process to produce output within specified limits
•  Statistical Process Control (SPC) - A method for monitoring and controlling processes using statistical methods
•  Improvement Action Plan - A plan outlining steps to enhance process performance
•  Frequency Plot - A graphical representation of data distribution
•  Variance - A measure of the dispersion of a set of data points
•  Defect - A failure to meet a specified requirement
•  Opportunity - A chance for improvement in a process
•  Unit - A single item or entity being measured in a process
•  Metrics - Quantitative measures used to assess performance

Source: Best Practices in Lean Six Sigma Black Belt PowerPoint Slides: Lean BB Champ 13 - Determine and Improve Process Capability PowerPoint (PPTX) Presentation Slide Deck, OpEx Academy NZ