Apply Six Sigma process mapping and metrics in food and drink operations

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This standard is about the skills and knowledge needed to apply Six Sigma process mapping and metrics as part of your organisation's drive to increase the effectiveness and productivity of food and drink operations. This is important in the achievement of excellence and the success of manufacture, processing and supply across the food and drink supply chain.

You will need to show and understand how Six Sigma mapping and metrics are applied, what the map is and how it is constructed. You will need to understand key process input variables and key process output variables, and how these are structured as types. You also need to know the difference between a value-added and non-value-added activity. You need to understand the utilisation of z tables, and how realistic objectives and targets are set for the metrics activity. You need to know how to comply with your company policy for improvement, understand the level of your responsibility for your actions, and know how to refer any issues outside of the limit of your authority to others.

This standard is for you if your role requires you to apply Six Sigma process mapping and metrics in work areas and/or activity in food and drink operations including, manufacturing, processing, packing or supply chain activities. You may have responsibilities for aspects of organisational improvement in a team leadership or management role.

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1. how the health, safety and hygiene requirements of a work area can influence process mapping and metrics in Six Sigma activity
2. the application of Six Sigma process mapping and metrics in meeting your organisation's objectives set out in the improvement strategy and plan
3. the benefits of carrying out Six Sigma process mapping and metrics activity
4. what a Six Sigma process map is and how it is constructed
5. how the Six Sigma process map integrates within a Six Sigma project
6. what is meant by key process input variables (KPIVs) and key process output variables (KPOVs)
7. the data collection points for the key process input variables and key process output variables
8. what the main types of key process input variables and key process output variables are in terms of being controllable, critical, noise, or standard operating procedures
9. who should create a Six Sigma process map
10. the difference between a value added activity and a non-value added activity
11. the importance of using metrics to drive a Six Sigma project
12. the calculation of defects per million opportunities, defects per unit and rolled throughput yield
13. the utilisation of Z tables in the calculation of the sigma score
14. the time period necessary to calculate a meaningful baseline
15. the setting of realistic objectives and targets for the Six Sigma metrics activity
16. the gathering of the data required for inclusion in a metric chart
17. Six Sigma metric chart construction
18. the relationship between parts per million',defects per million opportunities', Yrt and the Sigma score
19. the difference between variable and attribute data
20. why it is advantageous to transform attribute data into variable data
21. the transformation of attribute data into variable data
22. the significance of the 1.5S shift, and how it can be utilised to infer long term metric values
23. the roles and responsibilities of individuals within a process mapping and metrics team
24. levels of authority linked to problem resolution

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3

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31 Jan 2025

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Current

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Original

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NSAFD

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IMPQI276

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Food Production Operatives, Manufacturing Technologies, Plant and Machine Operatives, Process Operatives, Process, Plant and Machine Operatives

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8111

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Food; Operations; Manufacturing; Excellence; Improvement; Six; Sigma; Process; Mapping;

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