Six Sigma

En un comienzo.. .
• La historia de Six Sigma comienza en Motorola. La compañía recibía
muchas quejas de sus clientes que decían que, aunque les gustaba hacer
negocios con Motorola, querían un nivel de servicio más elevado en lo
referente a entregas, finalización de pedidos, exactitud en los datos de las
transacciones, etc.

• Como consecuencia de esto, la compañía lanzó en 1987 un programa de

control de calidad a largo plazo llamado “programa de calidad Six
Sigma”. El propósito de este programa era mejorar la satisfacción del
cliente, reduciendo al mínimo o eliminando los defectos y variaciones en
los productos y procesos.

• ¿Porque Six Sigma? El nombre se escogió para reflejar el objetivo

principal del programa de calidad, es decir, medir el numero de defectos y
variaciones y reducirlo. El “programa de calidad Six Sigma” tuvo un éxito
enorme. Otras grandes empresas como Ford, Caterpillar y General
Electric lo han implementado.
 Pero….
que es Six Sigma?

Es una metodologia que se enfoca en la mejora de procesos

satisfaccion del cliente y resultados financieros

La meta de todo proceso Six Sigma es:

-minimizar la variacion
-centrar el proceso, de tal manera que el centro
del valor alcanzado se encuentre al menos a 6
desviaciones estandar de lo que se considera
no aceptable (o el limite superior e inferior de
la especificacion).
 Proceso Six Sigma

Limite Six Sigma Limite

inferio superio
r Centro del r
99.9996% proceso
del producto
de acuerdo a
especificacion

6σ 5σ 4 3σ 2 σ σ 2 3σ 4 5σ 6σ
σ σ σ σ
Que es Sigma (σ)?
Sigma es un simbolo que representa el
grado de variacion de un proceso.
En estadistica representa la desviacion
estandar, que por definicion es la
medida en la cual los numeros se
encuentran dispersos con relacion a su
promedio.
Se representa con la ecuacion:

σ = Σ ( X-Xn )2
n-1 N= numero de muestras
X= promedio
 Significado practico de 6S

99% Correcto (4σ) 99.99966% Correcto (6σ)

Servicio Postal
20,000 articulos perdidos cada 7 articulos perdidos por hora
hora

Aerolineas
2 aterrizajes forzosos diarios 1 aterrizaje forzoso cada 5 años

Medicos
200,000 prescripciones 68 prescripciones erroneas
erroneas al año al año
 Que sig nifi ca 6 Si gma e n la vid a
diaria ?

P Asesoria Recetas
PM’
1000000 legal medicas
Cuentas en restaurantes
s100000 Procesamiento de nomi
10000
σ %non- Manejo de equipaje
1000
defective Mejor
100
en su Segurid
2 69.1% 10 Clase ad en
3 93.32%
4 99.379%
1 Aerolin
1 2 3 4 5 6
6σ 7
5 99.9767% eas
6 99.99966%
Sigma Level
Pero…que es Six Sigma?

Es una metodologia, es decir, una forma

de desarrollar un proyecto basada en el
trabajo en equipo.
Los equipos Six Sigma deben:

• Tener un problema especifico

• Tener un objetivo o meta establecido

• Ser multi-funcionales

• Tener un lider (green-black belt)

• Tener sesiones periodicas programadas

Miembros de un equipo Six
Sigma
Extended Core
Team Team

Six Sigma
Project

Master
Black Belt
Belt
Sponsor
En que consiste la metodologia
6S?
DEFINIR
D
MEDIR
M
AI ANALIZAR

C MEJORAR

CONTROLAR
Herramientas Six Sigma
Medicion:
Mapeo de Proceso
Matriz Causa-Efecto
Analisis del Sistema de
Medicion

Analisis:
Estudio de Capacidad
Multi-vari
Analisis Estadistico
Mejora:
Diseno de Experimentos
Diseno a prueba de error
Control:
Plan de Control
 Project
Tracker Review 6
Project Start Date = Charter signed by belt
Develop Charter
Sigma & other Project Approved &
Project hopper and Sponsor role
Database Schedule on Database
Project Draft
Define Hopper “Y” Identified Charter 10/7/03 10/8/03 10/10/03
10/07/03 10/07/03 10/08/03

Process C&E 30 day MBB Preliminary MBB

Map Matrix or FTA check-in FMEA or FTA MSA Review

Measure
10/27/03 11/10/03 11/17/03 12/01/03 12/15/033 12/15/03
Initial
Capability MBB Contract
Actual completion date
Study Multi-Vari Revie Approval Legend
w Completion check
Analyze M/D/Y
12/26/03 1/20/04 1/20/04 1/21/04 M/D/Y
One Factor or Planned completion date
Multiple Factor MBB
Testing (DOE) Revie
w Project Close Date =
Improve
Quality Champion
3/5/04 3/5/04 Sign-off
Control plan Final Process Final Project MBB
Control hand off Capability Owner Presentation & Review &
Plan Training Study Sign-off Report Approvals

Control
3/25/04 4/5/04 4/5/04 4/2/04 4/9/04 4/14/04
Grados de Six Sigma

• Yellow Belt

• Green Belt

• Black Belt

• Master Black Belt

Como certificarte?

• Existen companias dedicadas a la certificacion de

Belts.

• Para todos los grados, la certificacion incluye una

parte teorica y una practica

• Generalmente la parte teorica incluye de 2 a 4

semanas de entrenamiento.

• La parte practica es cubierta con la

implementacion de un proyecto Six Sigma
Leoni Wiring Systems

Inventory Reduction
Definicion
del
Problema
 Raw Material Inventory Project
Reduce raw material inventory level from 100 days in
Objective: supply to 40 days supply without affecting on time
delivery.
-reduced investment -reduced material
handling cost
Benefits: -reduced material storage cost
-increased floor space availability for new business
-decreased manpower required to manage inventory
-reduced risk of obsolete and excess material
-total savings of $240k
Belt: Haydee Garcia Sponsors: Jay Meridew
Project CFO
MBB: James Blomenberg Mick Holland
Team: COO
Core Team:
Logistics Manager: Abelardo
Aragonez
Warehouse Supervisor: Moises Ibarra
Procurement Supervisor: Brenda
Carranza
Finance Manager: Cynthia
Armenta
Measure: 12/17/03 Analyze: 01/23/04
Schedule: Quijada
Customer Service Supervisor: Eduardo
Improve: 03/08/04 Control: 04/27/04
Closeout: 05/21/04
Medicion
 Measure Phase
Inputs (X’s) 50k High Level Outputs (Y’s) Rating of Importance
to Customer
10 8 10

Raw Material

material
raw
On time
quantity
material
Raw

material
Type of
People
Inputs (X’s) Type
50k High Level
Process Step Process Inputs Total

Material
Process Demand

Plan Production, Run MRP, Process Demand,

Plan Production, Procure Material, Receive Material, Process
Outputs (Y’s)
EDI system
Static Data
9

9
9

9
9

9
252
252

I nventory Demand Training 9 9 9 252

Visual (MRP) Raw Material Raw Matl Inventory

9 9 9 252

Management
Accuracy

Raw Material
Run MRP

System Quantity Procure Material, Receive Material, Process Demand, Plan

Production People 9 9 9 252

People
Purchasing
9 9 9 252
Mother Nature Agreements

Type
Procure Material

Receive Material, Process Demand, Plan Production, Procure 9 9 9 252

Analysis On Time Raw Material Procedures

Cust. Demand (Firmed

Material
9 9 3 192
Material Process Demand

Process Demand
Orders/Forecast)
Supplemental Forecast 9 9 3 192
Vindiola (3rd party
9 9 3 192

I nventory
Rating of Importance
Receive Material provider)
10 8 10
Visual (MRP) Raw Material
to Customer

material
raw
On time
quantity
material
Raw

material
Type of
Top 5 KPIV’s:
System
Process Step
Management Quantity Process Inputs Total
Process Demand EDI system 9 9 9 252

Mother Nature
Plan Production, Run MRP, Process Demand,
10Maps
Process KPIV carried
Static Data 9 9 9 252

1.
Top 5 KPIV’s: Analysis
Demand Supplemental
M
to
C&E Matrix
Forecast
FMEA 37 inputs On Time
All X’sRaw
Plan Production, Procure Material, Receive Material, Process
Training 9 9 9 252

10 inputs 1st “Hit List”

Raw Matl Inventory
Material 9 9 9 252

2. Raw Material Inventory Accuracy

Run MRP Accuracy
FMEA/Multi-Vari A 5 inputs Screened List
Procure Material, Receive Material, Process Demand, Plan
252
1. Supplemental Forecast
9 9 9
People
Production
Design of Exp. Found Critical X’s
3 inputs
50K I
3. Static Data
Purchasing
2. RawProcure
Material Inventory Accuracy
Material Agreements Controlling Critical X’s
2 inputs 9 9 9 252

C Control Plans
6 Inputs/ 3 Outputs
Receive Material, Process Demand, Plan Production, Procure
252
3. Static Data
9 9 9
Material Procedures

4. Training
Process Demand
4.
5K Break point= 560
Training Cust. Demand (Firmed

Break point= 560

Orders/Forecast)
9 9 3 192

Supplemental Forecast 9 9 3 192

5. Procedures
Process Demand
5. Procedures 37 Inputs carried Matrixto C&E
Receive Material
Critical Input Variables
Vindiola (3 party
provider)
rd
9 9 3 192
MSA results
# of days = $ in raw material
of inventory $ in production

= raw material quantity X suppliers’ cost

harness quantity X customer price

4 elements to check:
– Raw material quantity 94.09%
– Raw material price 91.46%
– Harness quantity 95.00%
– Harness price 93.25%
Analisis
 Analyze Phase
I and MR Chart for DaysProd by MONTH
5 6 7 8 9 10 11 12

Normality: Not 100

90
1
55656

Individual Value
UCL=87.13
normal 80 15
P value= 0.004 70
22 6666 Mean=62.64
data 60
50 62 6
Stability: 40
30
1 LCL=38.15

20
Subgroup 0 50 100 150

5 6 7 8 9 10 11 12
40
Stable data

Moving Range
30 1 1 UCL=30.09
1
1
20

10 R=9.209
Process Capability Analysis for DaysProd
0 LCL=0
LB Target USL
Process Data
USL 65.0000
Within
Target 40.0000

We need to move
Lower Bound 0.0000 Overall
Mean 65.1196
Sample N 156
StDev (Within)
StDev (Overall)
6.6414
10.2668
the mean to the
target value
Potential (Within) Capability
Cp *
CPU -0.01
CPL *
Cpk -0.01

0 20 40 60 80 100
Cpm *

Overall Capability Observed Performance Exp. "Within" Performance Exp. "Overall" Performance
Pp * PPM < LB 0.00 PPM < LB * PPM < LB *
PPU -0.00 PPM > USL 442307.69 PPM > USL 507181.36 PPM > USL 504645.67
PPL * PPM Total 442307.69 PPM Total 507181.36 PPM Total 504645.67
Ppk -0.00
After the Multi-Vari analysis, we found 3 inputs with big impact on our main output :

3. Training
4. Inventory Accuracy
5. Supplemental Forecast

With these, we conducted a full factorial DOE, having the following results:
Pareto Chart of the Standardized Effects
(response is DAYS, Alpha = .10)

A: SUPP
B: INV
C: TRAIN
A

Main Effects Plot (data means) for DAYS

C

AL
RM
NO HI LO HI LO HI
AB
54.0

51.5
B

49.0
DAYS

0 1 2 3 4 5 6
46.5

44.0

SUPP INV TRAIN

Mejora
Improvement Summary
• Customer Service Department was transfered to
Hermosillo plant in order to improve communication,
offer a better service, and have a deeper
understanding of the forecasted production.
• Material Agreements were developed with customers
in order to establish safety stock levels, MOQ,
Standard pack size, etc.
• A new method was implemented to improve stock
accuracy by classifying and prioritizing raw material,
and redesigning cyclecounting.
• Special training material was developed to help
personnel in logistics area do a better job and
understand the business.
• Continuous review and updating of ERP static data is
taking place
Control
 Control Plan

Raw Material Inventory Reduction

Control Plan

Process Process Step Input Process Measurement Sample Size Sample

Output Capability /Date MSA Result Control Method Reaction Plan
Specifications Technique Frequency
Inventory Inventory N/A 40 days +/- 7 days Report RM & WIP

management management Inventory Days 1/21/2004 95% daily I-MR chart Contact Logistics Manager
Inventory Process demand Supplemental 100% accuracy MPS report vs 100%

management N/A Forecast 1/21/2004 actual demand 95% weekly p-chart Contact Logistics Manager
Inventory Inventory Training completion of HR employee file every employee

management management N/A required training 1/21/2004 100% biannually p-chart Contact HR manager
fin