Professional Documents
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Definition
Six Sigma Is a management methodology
Customer focused Data driven decisions Breakthrough performance gains Validated bottom line results
Customer Focused
ON TIME DELIVERY (sample)
The percentage of sales order line items that ship complete on or before the original customer promise date, for all line items shipped in the month.
Our Performance Compared to Competitors Importance to Customers Complete Quality OTD High
On-Time Delivery
100% 90% 80% 70% 60% 50% 40%
Pareto of Drivers
100%
% Impact
20% 10% 0% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Target
Reason
On track
Adam
30%
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Arrange face to face meetings with top offenders. Review and approve supplier's corrective action plan. Kaizen Event to focus on improving throughput by 40% and improve labor efficiency by 35% Focus on custom products to provide realistic ATP based on inventory and leadtime of components.
On track
Beth
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Carlos
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Event held 5/1. 25% throughput Doreen improvement in May. Labor Efficiency Increase of 30% Earnest
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Training
Shared Goals Price Complaints
Problem Continued lack of progress. Restructured and focused team. Developing detailed plan.
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Moderateto-Low
Were Better
Theyre Better
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Process Capability
Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error.
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M an u fa ct ur in g
Vo lu m e In c. No Le ve ra g e Ta xe s La bo G en e W or ra l-5 % ki ng Pr ic e Ca pi Re du SG &A
Factors
6
ta l ct io n
Six Sigma = Reduced process variation Six Sigma holds the improvement process in the hands of a select group of belted individuals
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Six Sigma
In 1980, Bill Smith, a senior engineer and scientist at Motorola, introduced the concept of Six Sigma to standardize the way defects are counted. Since then, the impact of the Six Sigma was well documented by other leading global organizations, such as General Electric, Allied Signal, and Citibank. Six Sigma was derived from the statistical term of sigma which measures deviations from perfection
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Lean Sigma is a combination of two powerful and proven process improvement methods Lean and Six Sigma, that builds on existing organization capability in quality, statistics, and project 9/21/2013 Six Sigma 10 execution.
Better
BUSINESS UNIT SCORECARD
BUSINESS OBJECTIVES
Faster Financials
PROCESS FLOW
PROCESS MEASURES
X's Y's
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Sigma Levels
Sigma Level A value from 1 to 6 that signifies the maximum number of defects per million: 1 Sigma = 690,000 defects/million = 31% accurate 2 Sigma = 308,537 defects/million = 69.1463% accurate 3 Sigma = 66,807 defects/million = 93.3193% accurate 4 Sigma = 6,210 defects/million = 99.3790% accurate 5 Sigma = 233 defects/million = 99.9767% accurate 6 Sigma = 3.4 defects/million = 99.999997% accurate
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Sigma Level
No. of Parts or Process Steps
+/- 3
93.32% 70.8% 50.1% 3.2% 0.1% 0.0%
+/- 4
99.379% 96.9% 94.0% 73.2% 53.6% 4.4% 0.2% 0.0%
+/- 5
99.9767% 99.884% 99.767% 98.84% 97.70% 89.0% 79.2% 31.2% 9.7% 0.0%
+/- 6
99.99966% 99.998% 99.997% 99.983% 99.966% 99.8% 99.7% 98.3% 96.7% 84.4% 71.2% 18.3% 3.3%
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Sigma Capability
The number of Sigmas between the center of a process and the nearest specification limit 3 Process Centered We make more than 3 Process customer needs because Upper Lower some of what we make Specification Specification is waste Limit Limit Process is WIDER than the specifications
Determined by the customer Determined by the customer
WASTE
-6 -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5 +6
6 Process
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-6 -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5 +6
6 Process Centered We make as much as the customer needs and have very little waste Process FITS within the specifications
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Six Sigma
Return on Investment
Process Improvement The 1st Step is Process Knowledge
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Most of the 80% improvement is possible with the basic quality and statistical tools.
Improvement 20% Tool Complexity
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Example - 1
Assume that a product has 10 CTQ characteristics, and we produced 10,000 products. This means that the total number of CTQs is equal to 10,000*10. Or in other words, the total number of opportunities is 100,000 for the defects to occur. 6 sigma means 3.4 defects per million opportunities. Therefore, for achieving 6 sigma in this case, the number of permissible defects is 3.4*(100000/1 million)= 0.34 defects.
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Example - 2
The another outlook of the same problem: The number of units produced = 1000 Defective product = 1 Defect Rate = 1/1000= 0.001 Number of Opportunities per pdt= 10; equal to CTQs Defect Rate per CTQ= 0.001/10 means 0.0001 Defects per million opp = 0.0001*106= 100 This means the process does not meet the requirements of 6 sigma.
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Example 3
Area: Receptionist attending to phone calls for a company. Cust. Complaint: I have to generally wait too long to speak to a representative in this company. CTQ Name: Responsiveness of the receptionist. CTQ Measure: Time on Hold CTQ Specification: Less than 90 seconds from call connection to the automated response system.
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Example 3- contd..
Defect: Telephone calls with hold time equal or greater than 90 seconds. Unit: A telephone call Opp of defects per unit: 1 per call Number of defects: 347 telephone calls Total number of calls in the duration considered: 11,239 calls
DPMO = 347*1000000 ------------------- = 30875 11239*1 From the Table, this DPMO corresponds 3.3 sigma level.
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No of Defectives (ppm) for specified Off Centering of the process & Quality levels Sigma Quality Level
Off Centering 3.0 3.5 4.0 4.5 5.0 5.5 6.0 ---------------------------------------------------------------------------------------------------------0.0 1,350 233 32 3.4 0.29 0.019 0.001 0.25 2,380 577 88 11 1.02 0.076 0.004 0.50 6,210 1,350 233 32 3.4 0.29 0.019 0.75 12,224 2,980 577 88 11 1.02 0.076 1.00 22,750 6,210 1,350 233 32 3.4 0.29 1.25 40,059 12,224 2,980 577 88 11 1.02 1.50 66,807 22,750 6,210 1,350 233 32 3.4 1.75 105,650 40,059 12,224 2,980 577 88 11 2.00 158,655 66,807 22,750 6,210 1,350 233 32 ----------------------------------------------------------------------------------------------------------9/21/2013 Six Sigma 25
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Apply Lead
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DMAIC
Step 2: Measure The team identifies the key internal processes that influence CTQs and measures the defects currently generated relative to those processes. In the same example, assume that the current defect level is 1%, and the benchmarking indicates the industry best as 0.1%. The gap is clear and the orgz should make efforts to bridge the gap.
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DMAIC
Step 3: Analyze Using 5 whys rule also Team discovers the cause for defects thr cause & effect diagram.
Environment Dust Level(N) Men Machine
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Material
Methods
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Measurements
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DMAIC
Step 4: Improve The team identifies max permissible ranges of the key variables and proposes a system for measuring deviations of the variables. The process performance has to be monitored and measured. Step 5: Control In this phase, tools are put in place to ensure that the key variables remain within the max permissible ranges continuously.
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1. DEFINE-
Project charter Cost of Quality Analysis Pareto Analysis High Level Process mapping
2. MEASURE-
4. IMPROVE-
Design of Experiments Check Sheets Mistake Proofing Descriptive Statistics Lean Prodn Process Capability Analysis Deming Cycle Seven Management & BenchMarking Planning Tools 9/21/2013 Six Sigma
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Quality problems
4. Product design problems - designing new products that better satisfy user needs the expectations of customers that matter most to them. 5. Process design problems - Techniques such as benchmarking and reengineering, are useful tools for process design.
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Champions are Senior level Managers, promote & lead the deployment of 6 sigma in a significant areas of business. They own the projects & responsible for completion. They understand -Tools of 6 sigma, select projects, set objectives, allocate resources and mentor teams. Master Black Belts, identified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They are responsible for 6 sigma strategy, training, mentoring, deployment, and results.
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Black Belts Fully trained 6 sigma experts after a training of 160 hours, work on specific projects on full time basis. They perform much of the technical analysis required, have the advanced knowledge of tools & DMAIC methods. Green Belts are functional employees who are trained in introductory 6 sigma tools & work on part time basis assisting Black Belts and support them in achieving the overall results.
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Minimum Training
Master Black Belt two weeks extensive training with additional mathematical theory, quality, lean, super project, mentoring Cert: 3 years of work, additional projects, recertify every three yrs. Black Belt 4 weeks of study over 4 months Cert: 3 yrs of work, 2 documented projects, recertify every 3 yrs. Green Belt 2 weeks of classes over 2 months Cert: 3 years of work and one project
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Recognized Training
GE Motorola ASQ American Society for Quality Six Sigma Academy Institute of Industrial Engineer QAI & QCI ISSSP International Society of Six Sigma Professionals
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Group Assignment
Identify the number of opportunities of defects a computer (including the network and software) can have. For the computers in the lab of your institute, find the DPMO and the related sigma level. OR Apply the same concept w.r.t. the Library. Given Date : 4th Sept.2012 Due on : 11th Sept.2012
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