Session+7 (Six Sigma)

Six Sigma
God does not play dice with the universe.

Albert Einstein
Stop telling God what to do.
Niels Bohr
Wallace J. Hopp, Mark L. Spearman, 1996, 2000
2007
Polytechnic University e-Poly MN7894 Production

Science
Week7_v01.ppt Page 1
What is Six Sigma?

Six Sigma is a rigorous and disciplined methodology that
uses data and statistical analysis to measure and improve a
company's operational performance by identifying and
eliminating "defects" in manufacturing and service-related
processes. Commonly defined as 3.4 defects per million
opportunities,
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What is Six Sigma?

Six Sigma can be understood/perceived at three levels:
Metric
Methodology
Philosophy
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Six Sigma Metric

Six Sigma Focus: Reduce Variability of the Process
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Six Sigma Process Methodology

DMAIC refers to a data-driven quality strategy for
improving processes, and is an integral part of the
company's Six Sigma Quality Initiative.
DMAIC is an acronym for five interconnected phases:.
Define
Measure
Control
Improve
Analyze
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Define
Define the Customer, their Critical to Quality
(CTQ) issues, and the Core Business Process
involved.
Define who customers are, what their requirements are
for products and services, and what their expectations
are.
Define project boundaries the stop and start of the
process
Define the process to be improved by mapping the
process flow
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Define Phase
Phase Steps:
Tools Used
Define Customers and

Requirements (CTQs)
Develop Problem Statement,
Goals and Benefits
Identify Champion, Process
Owner and Team
Define Resources
Evaluate Key Organizational
Support
Develop Project Plan and
Milestones
Develop High Level Process
Project Charter
Process Flowchart
SIPOC Diagram
Stakeholder Analysis
DMAIC Work Breakdown
Structure
CTQ Definitions
Voice of the Customer
Gathering
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Measure
Measure the performance of the Core Business
Process involved.
Develop a data collection plan for the process
Collect data from many sources to determine types of
defects and metrics
Compare to customer survey results to determine
shortfall
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Measure Phase
Phase Steps:
Tools Used
Define Defect, Opportunity,

Unit and Metrics
Detailed Process Map of
Appropriate Areas
Develop Data Collection Plan
Validate the Measurement
System
Collect the Data
Begin Developing Y=f(x)
Relationship
Determine Process Capability
and Sigma Baseline
Process Flowchart
Data Collection Plan/Example
Benchmarking
Measurement System
Analysis/Gage R&R
Voice of the Customer
Gathering
Process Sigma Calculation and
SCV (c2 )
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Analyze
Analyze the data collected and process map to
determine root causes of defects and
opportunities for improvement.
Identify gaps between current performance
and goal performance
Prioritize opportunities to improve Identify
sources of variation
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Analysis Phase
Phase Steps:
Tools Used
Define Performance Objectives

Identify Value/Non-Value
Added Process Steps
Identify Sources of Variation
Determine Root Cause(s)
Determine Vital Few x's,
Y=f(x) Relationship
Pareto Chart
Cause and Effect/Fishbone
Diagram
5 Whys
Process Map Review and
Analysis
Statistical Analysis
Queuing Analysis
Simulation Analysis
Inventory Modeling
Process Variability Analysis
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Improve
Improve the target process by designing
creative solutions to fix and prevent problems.
Create innovate solutions using technology and
discipline
Develop and deploy implementation plan
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Improve Phase
Phase Steps:
Tools Used
Perform Design of
Experiments
Develop Potential Solutions
Define Operating Tolerances of
Potential System
Assess Failure Modes of
Potential Solutions
Validate Potential
Improvement by Pilot Studies
Correct/Re-Evaluate Potential
Solution
Brainstorming
Mistake Proofing
Design of Experiments
Cost/benefit Analysis
Pugh Matrix
House of Quality
Failure Modes and Effects
Analysis (FMEA)
Simulation Software
Queuing Analysis
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Control
Control the improvements to keep the process
on the new course.
Prevent reverting back to the "old way"
Require the development, documentation and
implementation of an ongoing monitoring plan
Institutionalize the improvements through the
modification of systems and structures
(staffing, training, incentives)
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Define Phase
Phase Steps:
Tools Used
Define and Validate Monitoring

and Control System
Develop Standards and
Procedures
Implement Statistical Process
Control
Determine Process Capability
Develop Transfer Plan, Handoff to
Process Owner
Verify Benefits, Cost
Savings/Avoidance, Profit Growth
Close Project, Finalize
Documentation
Communicate to Business,
Celebrate
Process Sigma Calculation

Control Charts (Variable and
Attribute)
Cost Savings Calculations
Control Plan
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Six Sigma Philosophy

Reduce variation in your business and take customerfocused, data driven decisions
2007

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What Makes Six Sigma Work
A New Type of Top Level Support

Problem Solving and Team Leading Super Stars
Training Like Never Before
New Metrics
Much Better Use of Teams
A New Level of Process Comparison
A New Corporate Attitude / Culture
A Closer Look at Old Metrics
2007

Science

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Six Sigma

God does not play dice with the universe.

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

What is Six Sigma?

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

What is Six Sigma?

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Six Sigma Metric

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Six Sigma Process Methodology

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Polytechnic University e-Poly MN7894 Production

Define Customers and

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Define Defect, Opportunity,

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Define Performance Objectives

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Define and Validate Monitoring

Process Sigma Calculation

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

Six Sigma Philosophy

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

What Makes Six Sigma Work

A New Type of Top Level Support

Wallace J. Hopp, Mark L. Spearman, 1996, 2000

Polytechnic University e-Poly MN7894 Production

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