1.0 lss quality files define opportunities (1)

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Lean Six Sigma

Introduction

ASU Green Belt DMAIC

Training

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Objective

To understand Lean Six Sigma methodology anddeployment.

Key Topics

Why and What is Lean Six Sigma

Improvement process (DMAIC)

Process Management

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Are you consistently fulfilling customers requirements ... orare there gaps in your performance?

Do your improvement efforts continue to repay yourinvestment ... or have the financial benefits of these effortsalready been realized, with innovation and competitive gainsnow stalled?

Are you satisfied with how quickly you see measurablebottom-line results from improvement efforts ... or aretechnological advances, competitors, and Wall Street forcingyou to demonstrate improvement results in months rather than

years? Is your organization truly prepared to commit to continuous

improvement as well as revenue growth ... or are processesstill out of alignment with dynamic market requirementscosting you business success?

Vital questions need to be asked in an

increasingly competitive business world

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Why Lean Six Sigma

It Works

Proven Track Record

It is needed

Successful companies have mandated someform of Continuous Process Improvement (CPI)

Many different methods of CPI available, butnone have a more balanced approach than LeanSix Sigma

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Right Training. Right Attitude.

Lean Six Sigma is not rocket science you can do this

Lean Six Sigma is not easy it requires dedication and effort

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Foundation of Lean 6 Sigma

If you cannot express what you know in numbers,you dont know much about it;

If you dont know much aboutit, then you cant control it;

If you cant control it,

you are at the mercy of chance.

6
http://www.gambling-systems.com/booksrd.html


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Definitions of Insanity:

Doing the same thing over and overand expecting a different outcome!

AND

Using the same logic to get out of thetrouble that got you there in the firstplace!

-Albert Einstein

7

Foundation of Lean 6 Sigma


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Considerations

The world around us continues to change Middle East Technology Economy Political/Military Situation

Are our organizations agile enough to face the next crisis? What gets dropped from your current work load Do your people and processes have the capacity to adapt

immediately

Are you ready? Work/life balance

The status quo is unacceptable

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Frederick W. Taylor in 1880s and early 1900s

Taylors systematic study of workers use of time and motion

prefigured WalterShewharts application of statistical methodsto control manufacturing quality

World War I

Application of mathematics to problems of production andquality control helped decrease failure rate

Management became interested in continuing quality controlprograms after the war

W.E. Deming and Joseph Juran took quality control to Japan in

1953. The 1960s saw a surge in the growth of quality in Japan

In the 1980s, the NBS White Paper If Japan Can Why cant We

sparked increased interest in quality and total quality management

The History of 6 Sigma

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Mid-1980s Motorola started 6 Sigma

Focused on creating strategies to reduce defects in own products

Discovered that problems with high first-pass yield (the amount ofproducts that make it through defect-free) seldom failed in use

Won Baldrige Award 1988

Lead by Mikel Harry, Motorola partnered with IBM, ABB (Asea BrownBoveri), Texas Instruments, Allied Signal, and Kodak to found the SixSigma Research Institute

Late 1990s, Mikel Harry began commercializing 6 Sigma andsuccessfully applied its techniques to a non-manufacturing

environment

Current popularity due in part to publicity of General Electrics former

CEO Jack Welchs commitment to achieving 6 Sigma capability

10

The History of 6 Sigma


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A Thought

Change is not arequirement because

survival is not mandatory.

W. Edwards Deming


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A Thought

Effect iveness is the

foundation of success

Effic iency is a min imum

cond i t ion for s urv iva l af ter

effectiveness has beenachieved. Effectiv eness is

doing th e r ight th ings.

Ef fic iency is d oing th ing s

right.

Peter F. Drucker


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Overview of Excellence Initiatives

Six Sigma and Lean were developed in response to the

same problems:

Increased costs

Missed schedules

Lack of flexibility


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Any process that produces an output has downstreamcustomers (external or internal)

Traditional manufacturing processes

Transactional processes

6 SigmaMethods

MFG.

DESIGNSERVICE

PURCH.

MAINT.

ADMIN.

QA

Applicable to EVERY Business Function

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Companies have demonstrated Impressive

Growth - mainly Fuelled by Acquisitions

15

ILLUSTRATIVE

Revenue Growth

1990 2007Year

Rescue phase Inorganic growth phase

Focus on rescuing

Main levers:

Performance Mgmt

Focus on growth

Main levers:

Asset portfolio Commercial

optimisation

As acquisition

prospects get scarce,inorganic growth isbecoming harder tosustain


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However, the Organization is Finding

it Harder to Live up to its Expectations

16

Situation Complications

Shareholders want more

Customers expect more

Employees deserve more

Competitive environment

is heating up

Capital intensity of the

business is increasing

We have drained the

major benefits of our

current operating model

Successful achievement of big top downtargets via incrementalism has bred anorm

Confusion on the need for and scale of

change (hundreds of projects/initiatives) Lack of data/facts and root cause analysis to

point the way forward

Organizational bias toward strategy, notexecution

The base infrastructure struggles to supporta company of our scale and aspirations

Several Group initiatives, have significantimpact


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2000

LSS is the CPI industry standard Increase throughput Shorten cycle timesReduce defects Lower costs

1992 1995 Today

MotorolaABBTIIBMDECKodakAlliedSignalGE

Siebe FoxboroLockheed MartinBombardierJohn DeereWhirlpoolGenCorpNokiaSony

SiemensCompaqSeagatePACCARToshibaDuPontDow Chemical

MaytagPraxair

FordAir ProductsHoneywellJohnson ControlsJohnson & Johnson

Fannie MaeBank Of AmericaIntuitAXA EquitableUnited Health GroupCardinal HealthBlue CrossProvidence HealthHome Depot

US DoD

Wells FargoRobert HalfFifth Third BankCitiGroup

Who Uses Six Sigma?

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What is Lean Six Sigma?

Lean Six Sigma: A flexible yet comprehensive enterprise approach found ed on Six Sigm a, Lean and Process Management pr inc ip les to developing dynamic operational capabilities that consistently andcontinuously deliver the following results:

Improvements in customer satisfaction

Increased efficiencies and consistency Increased value to the customer

Growth in revenue

Reduction in costs (inventory, waste, defects, etc.)

Improvements in productivity

Gains in innovation

Organizational focus on customers, value and processes (notsilos)

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Lean Six Sigma can transform the

operations of an enterprise, or serve as

the engine for focused change

The Lean Six Sigma model isdesigned to facilitate operationaltransformation andtactical processimprovement, depending on ourclients needs:

TRANSFORMATIONALCHANGE

Leverage end-to-end,enterprise-wide Lean SixSigma model foroperational transformationto:

TARGETED IMPROVEMENT

Create more robust andquantifiable operationalcapabilities to drive from strategyto action

Provide an in-house operational

improvement approach tied tostrategy and focused on thecustomer

Create cultural change byimplementing the necessarysystems to focus on performance(create a way of life)

Build leadership accountabilitythrough a management-by-factapproach

Enhance shareholder value bydelivering hard benefits

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L Si Si t f th


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The Lean Six Sigma model isdesigned to facilitate operationaltransformation and tactical processimprovement, depending on our

clients needs: TRANSFORMATIONAL

CHANGE

TARGETED IMPROVEMENT

Use select Lean and Six

Sigma tools and techniquesfrom IBMs Lean Six Sigmamodel to address a specificproblem(s) when you wantto:

Identify and eliminate the real rootcause of a specific problem(s)

Measure existing process performanceusing rigorous statistical analysis

Implement a robust and fact-drivenmethodology for analyzing ordesigning processes

Accelerate results of technologyimplementations

Build internal capability of specialiststo apply proven tools and techniques

Identify the measures required tocontrol process performance movingforward

Demonstrate proof of concept

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Lean Six Sigma can transform the

operations of an enterprise, or serve as

the engine for focused change


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Lean Six Sigma differentiates itself from

traditional quality methods by starting

with the customer

INSIDE-OUTBy focusing internally on the

inefficiencies in the system,improvements are made in speed,delivery cost, & other dimensions.

However, this internal focus will notidentify if the entire system itself isnot addressing customer needs. It

may just facilitate faster and cheaperdelivery of something that isntsatisfactory to the customer.

OUTSIDE-IN

Starting with customer requirements

and critical to quality attributes, anassessment is made of the largersystems effectiveness in deliveringproducts or services that meet customersneeds.

With this external focus, targetedinitiatives are launched to improveperformance in areas that willgenerate the most significant value.These initiatives are rigorously managedby expert consultants trainedin Lean Six Sigma.

Traditionalmethods

Lean Six Sigmamethods

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L Si Si i ti


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Lean Six Sigma requires continuous

and rigorous cooperation and co-

ordination Owns vision, direct,

integration, overall results Leads change

Full-time Trains and coaches

Black Belts and SixSigma Green Belts

Assist Yellow Belttraining

Full-time Facilitates problem solving Trains and coaches Project

Teams

Part Time Line managers/

staff Run projects

Integrate methodsand behavioursinto line work

Line staff whowork on a process

Full-time Sets direction Creates business

deployment plan

Supports Black Belts and ProjectSponsors

Sustains and leverages gains Sometimes is also the Sponsor

DeploymentChampions

ProjectSponsors

Master Black Belts

Process Owner

Process Partners

Executive/Dept Leadership

Green Belts

Black Belts

Understand

vision

Apply concepts totheir job andwork area

All Employees

Yellow Belts

Contributors Part time on

projects Provide

processexpertise

Project owner Oversees solution

handover Helps BB breakdown barriers

ProgramManagement

Support Roles

FinanceManager

IT SupportManager

ChangeManager

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What is Process Management?

Process management is the continuous improvement managementsystemthat enables an enterprise to sustain and accelerate the gainsachieved through implementation of Lean Six Sigma.

Consider the following questions to determine if Process Managementis applicable to your enterprise:

1. Within your own organization, how many Six Sigma/Lean projectteams do you plan to charter this year?

2. How much ongoing savings/revenues have you committed togenerating as a result of these teams?

3. How many of the new/improved processes will be used and useful

1 - 2 years after implementation?4. How can you:

Leverage?

Sustain the gains?

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These complementary methods can be used

in concert to achieve maximum results

Lean Methodology

As-Is Flow To-Be Flow

Increase efficiency

Simplify work flows

Focus on high-value steps

Eliminate waste

A Lean enterprise is one thatdelivers value to its

stakeholders with little or nowasteful consumption ofresources.

Product or Service

Outputs

Six SigmaTM Methodologies

Increase consistency

Reduce variation

Eliminate defects

In a Six Sigma enterprise,everyone is focused onidentifying andeliminating defects.

Customer-drivenCustomer-driven

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Relationship between Lean and Six

Sigma ( % defect free)

Source: SIX SIGMA RESEARCH INSTITUTEMotorola University Motorola, Inc.

OVERALL YIELD vs SIGMA

(Distribution Shifted1.5)# of Parts(Steps) 3 4 5 6

171020

406080100150200300400500600700

800900100012003000170003800070000150000

93.32%61.6350.0825.08

6.291.580.400.10- - -- - -- - -- - -- - -- - -- - -

- - -- - -- - -- - -- - -- - -- - -

99.379%95.73393.9688.29

77.9468.8160.7553.6439.3828.7715.438.284.442.381.28

0.690.370.200.06- - -- - -- - -

99.9767%99.83999.76899.536

99.07498.61498.15697.7096.6195.4593.2691.1189.0286.9784.97

83.0281.1179.2475.8850.15

1.910.01

99.99966%99.997699.996699.9932

99.986499.979699.972899.96699.94999.93299.89899.86499.83099.79699.762

99.72999.69599.66199.59398.98594.38487.88078.82060.000

LEA

N

6 Sigma

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Lean and Six Sigma

Lean

Guiding principles basedoperating system

Relentless elimination of allwaste

Creation of process flow anddemand pull

Resource optimization

Simple and visual

Six Sigma

Focus on voice of thecustomer

Data- and fact-baseddecision making

Analytical and statisticalrigor

Variation reduction to near

perfection levels

Lean/Sigma combines the strengths of each system into one:

+

An extremely powerful combination!

Strength: Efficiency Strength:Effectiveness

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Combined effect of Lean and Six Sigma

Lead times

0

10

20

30

40

50

60

70

02.02

.200

5

04.02

.200

5

06.02

.200

5

08.02

.200

5

10.02

.200

5

12.02

.200

5

14.02

.200

5

16.02

.200

5

18.02

.200

5

20.02

.200

5

22.02

.05

24.02

.05

26.02

.05

28.02

.05

02.03

.05

04.03

.05

Days

lead time (days)

mean

UCL

LCL

Lean reducesaverage lead time

Six Sigma reducesvariation

better customer service reduction in unit costs increase in capacity

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Lean Definition

Leanis an operating philosophy and system focused on theelimination of waste to improve operational and financial performance.

Lean focuses on identifying and enhancing valuefor the customer,which leads to identifying and eliminating waste throughout the

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Toyotas 4P Model(Jeffrey Liker, Toyot a Way)

Create process flow to surface problems

Use pull systems to avoid overproduction

Level out the work load Heijunka

Stop when there is a quality problem Jidoka

Standardize tasks for continuous improvementUse visual controls so no problems are hidden

Use, only reliable, thoroughly tested technology

Grow leaders who live the philosophy

Respect, develop and challenge your teams

Respect, challenge and help your suppliers

Base management decisions on

long term philosophy even at the

expense of short-term financial

goals

Continual organizational learning through KaizenGo see for yourself to thoroughly understand the

situation (Genchi Gembutsu)

Make decisions slowly by consensus, thoroughly

considering all options; implement rapidly

Problem

Solving

(continuous

Improvement

and Learning)

People and Partners(Respect, Challenge

and Grow them)

Process

(Eliminate Waste)

Philosophy

(Long-Term Thinking)

Toyotas

Terms

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Definition:

A process designed to organize the workplace, keep it neat and

clean, maintain standardized conditions, and instill the

discipline required to enable each individual to achieve and

maintain a world class work environment.

Lean starts with 5 S

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The Basics of 5S

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JapaneseJapanese

Seiri

Seiton

Seiso

SeiketsuShitsuke

Translation

Proper Arrangement

Orderliness

Cleanliness

CleanupDiscipline

The 5Ss:

English

Sort

Stabilize/Simplify

Shine/Sweep

StandardizeSelf Discipline


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Lean: Value-added Analysis and Wastes

Additional toxic

effects ofwaste:

Physical fatigue

Emotional fatigue

Increased

frustration

Increased stress Placement of

blame

Decreased self-

worth

Indecisiveness

DEFECTS

Repair orRework

MOTION

Any wasted motion to pickup invoices or stack them.Also wasted walking

TRANSPORTATION

Wasted effort to transportmaterials, parts, orfinished goods into orout of storage, orbetween processes.

OVERPRODUCTION

Producing morethan is needed

before it is needed

INVENTORY

Maintaining excessinventory of raw matls,

parts in process, orfinished goods.

OVER-PROCESSING

Doing morework than is

necessary

WAITING

Any non-work time

waiting for tools,supplies, parts, etc..

UNUSED TALENT

Not using orbeing aware ofpeoples talent

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Principles of Lean

Elimination of waste

Simplifying product flow

Quality is achieved by managing the process, not theproduct (In-process Inspection)

Produce to demand

Material flow / Kanban

Batching vs. single-piece flow

TAKT time and line balancing

Visual controls

Standard work Continuous improvement

Respect for people - teamwork

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What is Six SigmaTM

the

methodology?A vehic le for strategic change ... an organizat ion al

approach to performance excel lence.

TRANSFORMATIONAL CHANGE

Across-the-board. Large-scale integration of

fundamental changes throughout the organization --

- processes, culture, and customers --- to achieve

and sustain breakaway results.

TRANSACTIONAL CHANGEBusiness processes. Tools and methodologies

targeted at reducing variation and defects, and

dramatically improving business results.

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Six Sigma provides a comprehensive

approach to organizational excellence.

Businessas Usual

RapidExpense

Reduction

TraditionalProject

Mgmt

DMAIC

DFSS

Commitment/Sustainability

Benefit

Progression:

1) Internal

2) Suppliers andPartners

3) Customers

Leveraging

Business Goals

Variation Based Analysis

Six Sigma Tools

Change Management

Subject Matter Expertise

6s

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Six Sigma

Nearly Perfect Products & Services

A statistical term3.4 defects per million

A business strategy for maximizing success Driven by

o Understanding customer needs

o Disciplined use of facts and datao Statistical analysis

o Managing, improving, and reinventing processes

Yields financial results in all areasnot just manufacturing


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What is 6 Sigma?

A systematic and disciplined approach to identify and reducevariation in customer critical processes

A Six Sigma way that consists of following steps:

o Define

o Measure

o Analyze

o Improve

o Control

Used at process level to improve current processes.

Focuses on root causes that drive CTQ Performance.

Reduces variation in customer CTQs (Critical To Quality)

Identifies and manages key process input variables


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Customer .....

Anyon e WhoReceives

Product, Service, or Inform ation

Opportunity .....

Every Chance toDo Someth ing

Either Right or Wrong

Successes Vs. Defects .....

Every Resu lt of an Opportu ni ty Either

Meetsthe Custom er Specif icat ionor i t

Doesnt

Whats It Based On ?


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Know Whats Important to theCustomer

Reduce Defects

Center Around Target

Reduce Variation

Breakthrough Improvement - Not Incremental!

Strategy


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Six Sigma Decision Chart

Measure

Analyze

Design

Verify

Measure

Analyze

Improve

Control

ProcessExists?

IsIncremental

ImprovementEnough?

Define

No Yes

No Yes

Steps To

Design ANew

Product/

Service

Or

Redesign

Existing

Product/Service

Improve anExistingProcess byReducingVariation

Is SolutionObvious?

Yes

No

LEAN

DMAICDESIGN

Why is Six Sigma different than other


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Why is Six Sigma different than other

quality and process improvement

methodologies?

The extensive focus on customer requirements.

The direct link to business strategy and financial results.

The required commitment of top leadership up-front andcontinuously through years of implementation.

Each project delivers bottom line results in a short time.

The disciplined improvement methodology based onmeasurement and analysis.

Full-time Six Sigma team leaders (Black Belts) who areextensively trained in statistical thinking as well as team andproject skills.

The integration of Six Sigma thinking into the businessinfrastructure through incentives and rewards.

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Why Six Sigma?

Why have we set this target? A number of factors have come together that cause companies to decide that World

Class Quality is the next great challenge and an opportunity:

Customers are demanding better quality as they were trying to provide betterquality for their customers.

Employees believe we could be better. A number of companies (Motorola, GE, Texas Instruments, several Japanese

companies and AlliedSignal) had achieved dramatically better quality levels througha disciplined, rigorous approach that has yielded better customer satisfaction andtotal cost productivity.

After several years of tremendous progress, improvement in many initiatives --productivity, inventory turns, NPI have slowed due to defects in our processes.

Our quality levels today are equal to or better than our competitors our customers tell us so.

World class companies have demonstrated we can be much better if we take a rigorousapproach to quality improvement. World Class Quality is our next great opportunity as acompany, and we will be focused on 6 Sigma for the next generation of our careers.


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Metrics

Metric

Sigma is a statistical unit ofmeasure that reflects how well aprocess is performing. As thenumber of defects in a product

or process decreases, the yieldand the sigma value increases.

By definition, Six Sigma is aquantitative statisticalmeasurement meaning fewer

than four defects per millionopportunities.

Performing at the Six Sigmalevel means that products andprocesses satisfy the customer

99.99966% of the time.


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Six Sigma Methodology

Strategy

Six Sigma strategy contains tworigorous analytical methods that employstatistical tools either to design productsand processes (DFSS) or to improve

existing products and processes(DMAIC). Each method requires that weoptimize the outputs of a process byfocusing our efforts on the inputs.

Mathematically, this is stated as Y =

f(X), or Y is a function of X.

To achieve Six Sigma levels of quality,we must ultimately understand theinputs and causes, not just the outputsand symptoms.


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What Is Process Sigma?

A Measurement Scale

That Compares The

Output Of A Process (Y Performance)To The Customers CTQs (Performance Standards)

Sigma(ZST): Statistical unit of measure that reflectsprocess capability


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Why 6 ? Order Of Magnitude

1.5 MisspelledWords Per Page In A Book

1 Misspelled Word Per 30Pages In A Book

1 Misspelled Word In ASet of Encyclopedias

1 Misspelled Word In AllThe Books In A SmallLibrary

$2.7 Million IndebtednessPer $1 Billion In Assets

$63,000 Indebtedness Per$1 Billion In Assets

$570 Indebtedness Per$1 Billion In Assets

$2 Indebtedness Per$1 Billion In Assets

3 1/2 Months Per Century

2 1/2 Days Per Century

30 Minutes Per Century

6 Seconds Per Century

3

4

5

6

Sigma Spelling Money Time

66,807

6,210

233

3.4

DPM

Increase In Requires Focused Process Improvement

Sigma Is A Statistical Unit Of Measure That Reflects Process Capability


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Six Sigmais also a measure of variability. It is a name givento indicate how much of the data falls within the customers

requirements. The higher the process sigma, the more of theprocess outputs, products and services, meet customersrequirements or, the fewer the defects.

Sigmais the Greek letter that is astatistical unit of measurement used todefine the standard deviation of apopulation. It measures the variability or

spread of the data.

What is Sigma the Statistical

Unit of Measure?

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The Many Facets of Six Sigma

Vision: Becomes part of the company

culture: I want the company to beknown as the best company.

Goal:

Six Sigma Customer Service:Only 3.4 repeat calls per millioncalls received.

Methodology: Framework for disciplined

problem solving managementby fact.

Metric: Something we can calculate and

measure for any process toindicate performance levels.

Vision

Philosophy

Goal

Benchmark

Methodology

Metric

Tool

Symbol

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Two Meanings of Sigma

The term s igmais used to designate the distribution orspread about the mean (average) of any process orprocedure.

For a business or manufacturing process, the s igma

capabil i ty (z-value)is a metric that indicates how wellthat process is performing. The higher the sigmacapability, the better. Sigma capability measures thecapability of the process to perform defect-freework. Adefect is anything that results in customer dissatisfaction.

D

As defectsgo down...

the Sigma Capabilitygoes up


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What Is 6 ? CTQ, Defect,

Opportunities

Concept Of Defects At The Core Of6

Critical To QualityCharacteristics (CTQ)

Concept

Defect

Defect Opportunity

Customer PerformanceRequirements Of A ProductOr Service

Any Event That Does Not MeetThe Specifications Of A CTQ

Any Event Which Can BeMeasured That Provides A

Chance Of Not Meeting ACustomer Requirement

Definition


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What Is 6 ? Sigma Scale

DPMO6 3.4

5 233

4 6,210

3 66,807

2 308,537Process

CapabilityDefects Per Million

Opportunities

Increase In Sigma Requires Exponential

Defect Reduction

Sigma Is A Stat ist ical UnitOfMeasu re That Ref lects Process Capabi l i ty


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Quality

20,000 lost articles of mail perhour

Unsafe drinking water almost 15

minutes each day

5,000 incorrect surgical operations

per week

2 short or long landings at most

major airports daily

200,000 wrong drug prescriptions

each year

No electricity for almost 7 hours

each month

The Classical View of Quality99% Good (3.8s)

Seven lost articles of mail per hour

One minute of unsafe drinking water

every seven months

1.7 incorrect surgical operations per

week

One short or long landing at most

major airports every five years

68 wrong drug prescriptions eachyear

One hour without electricity every 34

years

The Six Sigma View of Quality

99.99966% Good (6s)


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53

What is Six Sigma?

66,807 DPMO (Defects per million opportunities) = 3 Sigma or 93.319% Accurate.

6,210 DPMO = 4 Sigma or 99.349% Accurate.

3.4 DPMO = 6 Sigma or 99.999% Accurate.

The Greek symbol sigma which means standard deviation; ameasurement of variation


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Six Sigma Quality

#

1 000 000# opportunities / unit #

defectsDPMO

error units

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Six sigma is a philosophy and set of methodsused to eliminate defects in their products andprocesses

Seeks to reduce variation in the processes

that lead to product defects

Six Sigma allows managers to readily describe

process performance using a common metriccalled defects per million opportunities(DPMO):


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What is Sigma and Sigma Level?

Sigma is:

The standard deviation for a given

distribution of data.

Sigma level (Z) is:

A statistic used to describe the

performance of a process relative tothe specification limits

The number of standard deviationsfrom the mean to the closestspecification limit of the process

Level

LSL USL

The likelihood of failure decreases as the number of standard deviations that canbe fit between the mean and the nearest spec limit increases

1

LSL USL

LSL USL

1

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Calculating Process Sigma Discrete


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1. Number of Units processed N = __________2. Number of Defect Opportunities Per Unit O = __________

3. Total number of Defects made D = __________ (includedefects made and later fixed)

4. Solve for Defects Per Opportunity

= = __________

5. Convert DPO to DPMO

6 Look up Process Sigma in Abridged Process Sigma Conversion TableSigma(ST) = __________

Calculating Process Sigma DiscreteData Method First Pass

( )

( ) ( )

DNO

DPO =

DPMO = DPO 1,000,000 = __________ 1,000,000 = _________

Worksheet: Alternate Continuous Data


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Worksheet: Alternate Continuous Data

Method For Calculating Process Sigma X value

X+s value

USL and shade area

to the right

LSL and shade area

to the left

4. Determine Total Area:

5.Yield = 1 Total Area

6. Process Sigma comes from table

look up of yield

Total Area = Area 1 + Area 2 = ( ) + ( )

Yield = 1 Total Area = 1 ( )

SigmaST = Look Up Value in Sigma Table

(Z1) = Normal Table Look Up for Z 1 E+

to leftNorm

Dist

=

( ) ( )

( )=

USL x

sZ1 = =

= x 100%

Area 2

=

=

=

LSL = 26 USL = 33

33 30.2

1.22.3

.0107 .000233

.0109

.0109

.9891

98.91

3.8

= .000233

1. Label the Normal Curve with the following:

2. Determine Area 1:

x x+s

30.2 31.4

s1.2

= .989276

Area 1 = 1 Norm Dist (Z1) = 1 ( )

3. Skip this step if there is no LSL

=

=

(Z2) = Normal Table Look Up for Z 2NormDist

=

( ) ( )

( )

.0107

-3.5

.000233

.989276

30.2

2. Determine Area 2:

LSL x

sZ2 = =

26

1.2Find Z2

Look up Z2 in Normal Table

Area 2 = Look Up

Find Z1

Look up Z1 in Normal Table

Area 1 = 1 Look Up

The Z - table is a 1 sided Z table


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58

Sigma Business Improvement

An objective of Six Sigma

TM

is to reduce variation and move productor service outputs permanently inside customer requirements. (CurveA to B)

Product or Service Output

Critical Customer Requirement

Defects: Serviceunacceptable to

customer

B A

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Six Sigma Quality

# 1 000 000

# opportunities / unit #

defectsDPMO

error units

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DPMO example:

Suppose we observe 200 letters delivered incorrectly to the wrongaddresses in a small city during a single day when a total of 200,000letters were delivered. What is the DPMO in this situation

So, for every one million letters delivered this citys postal managers, we

can expect to have 1,000 letters incorrectly sent to the wrong address.

200

1 000 000 1 0001 200 000


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Six Sigma Quality

Six sigmas namerefers to thevariation that existswithinplus or minusthree standard

deviations beyondthe natural variationin the processoutputs


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Six Sigma Quality

Define, Measure, Analyze, Improve, and Control (DMAIC)

was developed as a means of focusing efforts on quality

using a methodological approach

o Overall focus is to understand and achieve what the

customer wantso A 6-sigma program seeks to reduce the variation in

the processes that lead to these defects

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Process Variability

CustomerSpecification

Process Variability

CustomerSpecification

Customer Specification

Process Variability= Z

Process Sigma Value

Low Sigma Process

High Sigma Process

Sigma

Value

Sigma value: capability of a process to satisfy customer needs9/24/2013 62


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1s-3s -2s -1s 3s2s

68%

95%

99.7%

Sigma is one way ofquantifying area under

the curve, or probability

Sigma is nothing morethan a different way to

communicatepercent

probability

The Normal Distribution

1 = Maybe 2 =Probably 3 =Very Likely9/24/2013 63


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Process Capability

, but why do we want 6 of them ?

Point of Inflectionequates to one

standard deviation(1)

UpperSpec.

Mean

1 2 3 4 5 6 7

This is a 6 Sigma Process

or, s

or, x

-7 -6 -5 -4 -3 -2 -

1

Process average is slightlyoff target (i.e., midpoint

between spec limits)

Furthestspec limit Nearest

spec limit

LowerSpec.

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Motorola Six Sigma Definition

Pager parts count + No. of manufacturing steps = ~ 3000

Of these 3000 parts and processes, the final market failure ratemust be 1% or less.

Therefore to yield 99% in the market, the defect rate of a each singlepart or process must be:

3000x0.011

6ppm3.350.999996651RateDefect

0.99999665x

Why 6 Sigmas?

Problem: Motorola tried to sell pagers in Japan, but couldnt meet the

consumers quality (99+% good) expectations to be competitive

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Cost of Quality

WHY is Six Sigma imp ortant to any Company?

Six Sigma requires us to focus on the customer toachieve world-class levels of businessperformance. Our customers continually demandhigher quality in the products and services thatwe produce and provide. Six Sigma provides a

systematic means to achieve higher quality byreducing defects. This creates many additionalbenefits, including

Greater customer satisfaction

Reduction in the cost of poor quality

Improved competitiveness Increased productivity and top-line growth

Greater employee pride

Even in a 4 sigma company, the cost of poorquality is estimated to be 10 to 15% of sales

revenue - this is unacceptable.

Sigma value has been related to the


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Sigma value has been related to the

(COPQ) as a % of sales.

C

OPQasaPerce

ntofSALES

% DEFECT-FREE (RTY)

30%

25%

20%

15%

10%

5%

69%93.3% 99.4% 99.98%

99.9997%

2

3

4

5

6

* Derived from AlliedSignal experience

9/24/2013 67


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Appraisaland

Prevention

Internaland

External

Failure

4s5s

6s

New BeliefIncreased Quality,

Reduced Cost

Quality

Appraisal

Quality

Internaland

ExternalFailure

Old BeliefIncreased Quality,

Higher Cost

4s

InternalFailure

Scrap Rework

External Failure Cost to

Customer Warranty Cost Complaint

Cost Returned

Material

Appraisal Inspection Test Quality Audits Test Equipment

Prevention Quality Planning Process Planning Process Control Training

Cost of QualityA Change in Mindset

The Cost of Poor Quality (COPQ)


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Engineering change orders

Traditional Quality Costs

Lost Opportunity

Hidden Factory

Lost salesLate delivery

Long cycle times

Expediting costs

Excess inventory

Additional Costs of Poor Quality

(intangible)

(tangible)

(Difficult or impossible to measure)Lost Customer Loyalty

More Setups

Scrap

Rework

Inspection

Warranty

Rejects

Administration /DispositionConcessions

Average COPQ is 15-25% of Budget

The Cost of Poor Quality (COPQ)

Iceberg

Th St ti ti l Obj ti f Si Si


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The Statistical Objective of Six Sigma

Reduce Variation & Center ProcessCustomers feel the variationmore than the mean

Target

USLLSL

CenterProcess

ReduceSpread

Defects

Process Off Target Excessive VariationTarget

USLLSL

Target

USLLSL


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Benefits of 6s approach

-level Defect rate(ppm)

Costs of poor quality Status of the

company

6 3.4 < 10% of turnover World class5 233 10-15% of turnover

4 6210 15-20% of turnover Current standard

3 66807 20-30% of turnover2 308537 30-40% of turnover Bankruptcy

Financial Aspects

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1 2 3 4 5 6 7

36

25

16

9

4

1

1

4

9

16

25

36

NumberOf Steps

Level OfComplexity

Reducing thenumber of Stepssimplifies theprocess rapidly

As the number of steps in anyprocess increases, the level ofcomplexity increasesdramatically

The Law of Complexity

The law of complexity says that the level of complexity of any taskis equal to the number of different steps in that task.

Th Effi i C


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The Efficiency CurveThe Law of Increasing Return

100

90

80

70

60

50

40

30

20

10

Time

Time &Effort

0

Desired Result

As you improve, you achievethe same level of results in

less time.

As the COPQ is identified the process


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As the COPQ is identified, the process

improvement also identifies the

quantifiable value to the organizationCost of poor quality is reduced via assignment of Green Beltproject teams to improvement projects:

Seasoned Green Belts complete one to three projects

annually. $35,000 - $200,000 average savings per project.

Annual savings delivered per Green Belt $105,000 -$600,000.

Guidelines for number of Green Belts: all employees.

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Performance Standards

2

3

45

6

308537

66807

6210233

3.4

PPM

69.1%

93.3%

99.38%99.977%

99.9997%

Yield

ProcessPerformance

Defects PerMillion

Long TermYield

Current standard

World Class

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Number of Processes 3 4 5 6

1

10

100

500

1000

20002955

93.32

50.09

0.1

0

0

00

99.379

93.96

53.64

4.44

0.2

00

99.9767

99.77

97.70

89.02

79.24

62.7550.27

99.99966

99.9966

99.966

99.83

99.66

99.3299.0

First Time Yield in multiple stage process

Performance Standards

9/24/2013 76

Lean Six Sigma achieves dramatic


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Lean Six Sigma achieves dramatic

improvement in business performance

through A precise understanding of customer requirements

Aligning core business processes with customer and businessrequirements

Systematically eliminating defects from existing processes,

products, services, or factories Designing new processes, products, services, or factories that

reliably and consistently meet customer and businessrequirements

Implementing the infrastructure and leadership systems to

sustain gains and foster continuous improvement

9/24/2013 77

Performance and yield increase (as defects and

COPQ d ) ti ll th i


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COPQ decrease) exponentially as the sigma

value increases.

With performance at 2 sigma:

69.146% of products and/or services meet customerrequirements with 308,538 defects per million opportunities.

With performance at 4 sigma:

99.379% of products and/or services meet customerrequirements but there are still 6,210 defects per millionopportunities.

With performance at 6 Sigma:

99.99966% As close to flaw-free as a business can get, with

just 3.4 failures per million opportunities (e.g., products, servicesor transactions).

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Managing up the sigma scale what is


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Managing up the sigma scale what is

the impact of improving from 2 to 3?

Example: Order Processing

$25/order & 1 million account transfers processed

Performance level at 2 = 69.1% good output or 308,537

defects(Cost of the Defects = $7.7 million)

Performance level at 3 = 93.7% good output or 66,807defects

(Cost of the Defects = $1.7 million)

9/24/2013 79

Use of a blend of Lean and Sigma todd it b i i hil li i


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80

our cost

base is toohigh

Our processes

are broken &fragmented.

we need to get

cost out fast

We need better

customer serviceat less cost

our defect rate is

much too high.

businessissues

SPI

LeanSigma

Sigma

Lean

address its business issues, while aligning

with other integration plan initiatives

Lean focuses on removingthe waste from existingprocesses and is apragmatic way of makingthe processes fit forpurpose. Typically leansolutions can be identified in2-3 months. It is often thefoundation for continuousimprovement.Sigma ProcessImprovement focuses on

existing processperformance where the rootcause of problems isnt

known. Typical projectstake between 4-6 months

Initial Lean focus to reduce cycle time & remove


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81

waste. Later Sigma to reduce variation &

improve service quality

Lead times

0

10

20

30

40

50

60

70

Days

lead time (days)

mean

UCL

LCL

Lean reducesaverage lead time

Sigma reducesvariation

better customer service 40% reduction in costs (up to) 60% increase in capacity

Voice of the Customer (Lean) study on Asda claims handling indicated that

43% of inbound customer calls were due process failures.

Lean Six Sigma focuses on the reductionf i ti th t t d f t f


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of variation that generates defects for

customers

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Variation in the ProcessOutput Causes Defectsthat are seen by the

Customer

Output Variation is caused byVariation in Process Inputs and byVariation in the Process itself

Market

Inputs Business ProcessesSuppliers

CriticalCustomer

Requirements

ProcessOutputs

Defects


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A

Six Sigma What is Variation?

2 Sigma Quality: 9 5% meets the customer criteria.

3 Sigma Quality: 99.7% meets the customer criteria

6 Sigma Quality: 99.9997% meets the customer criteria

B

NewShifting the Mean

Critical Customer Requirements


customer

Defect reduction due to variation ishi d b li i ti t


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achieved by eliminating root causes

of variation that

Move the mean performance of the processoutput and/or

Reduce the amount of variation in the processoutput

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Lean Six Sigma reduces variation & moves


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outputs permanently inside customer

requirements

One way to achieve the reduction in variation is tomove the mean completely within customer

requirements as shown by moving Curve A toCurve B.




customer

B A

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The customers experience is also improved if


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p p

only the process variation is reduced

When process variation is reduced, theorganization is meeting customer requirements

more consistently.



B

A

Defect

reduction:achieved by

reducingvariation

Variation B

Variation A

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As an example, a critical delivery process


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is measured at 2.5 sigma.

Distribution of delivery times for most recentmonth in days

Delivery ProcessOutput Frequency

CriticalCustomer Requirement:10 days or less

Defects

0 10

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After finishing a DMAIC project, the SixSigma Team improves deliveries to 6 0


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Sigma Team improves deliveries to 6.0

sigma.


CriticalCustomer Requirement:

10 days or less

Defects

0 10

9/24/2013 88

Distribution of delivery times for most recent monthin days

Although there was an improvement madeto the process a changing market drives the


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to the process, a changing market drives theprocess back to 1.2 sigma.

Distribution of delivery times for most recentmonth in days


New CriticalCustomer Requirement:

5 days or less

Defects

0 105

9/24/2013 89

How close are you to consistently meeting your

customers needs? How consistently h ld


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customers needs? How consistently shou ld

you meet customers needs?

A defect isconsidered anytime

a customerrequirement is not

met. s DPMO2 308,537

3 66,807

4 6,210

5 233

6 3.4

Airline Baggage

Restaurant BillsDoctors Prescription

(Average Company)

Best In ClassCompanies

Requirements areachieved 93.32%

of the time.

Requirements areachieved

99.99966% of thetime.

Airline Safety

IRS Tax Advice

SigmaLevel

Defects perMillion

Opportunities

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Two Approaches to CI (Lean and Six


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Sigma) Share a Common Legacy

Both methodologies choose different paths to achievesimilar aims

Neither approach is independently sufficient to capture thefull opportunity (e.g., waste reduction can not bring aprocess under statistical control and variability reductioncannot dramatically improve process speed or reduceinvested capital)

We believe that two sciences can be complementary toeach other; the best answers often require both points ofview (e.g., Toyota Production System)

SIMPLIFIED ANDILLUSTRATIVE

LeanBusinessSystems

LeanManufacturing

No Waste

Just-in-timeproduction

flow

Zero ProductDefect

1990 Late 1990s

ReducedCycletimes

+No Waste

1950s

+

Six SigmaProduction Process

QualityImprovement

TQMDeming &Baldridgeawards

Six SigmaCorporate

TransformationProgram

1987 19961960s 1980s

No Variation+

ProcessPerfection

Zero Defect

6 Sigma with Lean


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g

Precision + Accuracy Speed Voice of the Customer

Statistical Process Control

Design of Experiments

Gage R & R

FMEA

Cause & Effect Analysis

Value Stream Mapping

Bottleneck Removal

Pull from Customer

Set-up & queue reduction

Process Flow Improvement

There are a number of Lean Six Sigmasuccess factors that are necessary to


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success factors that are necessary to

achieve best results

Establishing these factorsprovides the seeds forsuccess.

The success factors need to

be integrated uniquely to fiteach business.

All of the success factors arenecessary for the best results.

The most powerful successfactor is committedleadership.

CommittedLeadership

BusinessProcess

Framework

Customer &Market

Network

Full Time LeanSigma Team

Leaders

Incentives &Accountability

StrategyIntegration

QuantifiableMeasures &

Results

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DMAIC Overview

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The Lean Six Sigma improvement methodology


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is referred to by its phases or D M A IC

Focuses on real problems directly

related to the bottom-line

Realizes results in 4-6 months

Utilizes multiple tools and

techniques, especially statistics

Sustains improvement over thelong-term

Disseminates improvementthroughout the organization

Acts as vehicle for change

D

M

A

I

C

Define Opportunities

Measure Performance

Analyze Opportunity

Improve Performance

Control Performance

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DMAIC Improvement Methodology


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DMAIC Improvement Methodology

Improve

Analyze

MeasureDefine

Control

Although the DMAIC process is sometimes portrayed in a linear fashion, the phases andsteps do not actually occur in such lock-step sequence. More frequently, as teams beginto measure they recognize the need to collect additional data, etc. Teams continuallydouble-back in the DMAIC process to insure thoroughness of the previous step.

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DMAIC Roadmap


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DMAIC Roadmap

1.0Define

Opportunities

2.0Measure

Performance

3.0Analyze

Opportunity

4.0Improve

Performance

5.0Control

Performance

What is

important?

How are we

doing?

What is

wrong?

What needs to

be done?

How do weguarantee &

sustainperformance?

Team Charter

Action Plan

Process Maps

Quick WinOpportunities

Critical CustomerRequirements

Prepared Team

Input, Process andOutput Indicators

Operational

Definitions Data CollectionFormats and Plans

Baseline SixSigmaPerformance

Productive TeamAtmosphere

Data Analysis

Process Maps

Potential Root Causes

Validate Root Causes Problem Statement

Solutions

Process Maps andDocumentation

ImplementationMilestones

ImprovementImpacts andBenefits

Storyboard

Change Maps

Process Control Systems

Standards and Procedures

Training

Team Evaluation Change Implementation Plans

Potential Problem Analysis

Pilot and Solution Results

Success Stories

Trained Associates

Replication Opportunities

Standardization Opportunities

Deliverables

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1 0 D fi O t iti


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1.0 Define Opportunities

2.0MeasurePerformance

1.0DefineOpportunities

3.0AnalyzeOpportunity

4.0ImprovePerformance

5.0ControlPerformance

Objective Main Activities Potential Tools and Techniques Key Deliverables

To identify and/orvalidate theimprovementopportunity,develop thebusinessprocesses, definecritical customerrequirements, andpreparethemselves to be

an effectiveproject team.

Team Charter Action Plan

Process Maps

Quick WinOpportunities

CriticalCustomerRequirements

Prepared Team

Validate/IdentifyBusinessOpportunity

Validate/DevelopTeam Charter

Identify and MapProcesses

Identify Quick Winand Refine Process

Translate VOC into

CCRs Develop TeamGuidelines &Ground Rules

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Define Phase


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99

WHAT is the Define phase?

The Define phase is the first phase of DMAIC methodology. It phase identifies theproduct and/or process to be improved and ensures that resources are in place forthe improvement project.

WHY is the Define phase important?

The Define phase sets the expectations of the improvement project and maintainsthe focus of Six Sigma strategy on the customer's requirements.

WHAT are the outputs of the Define phase?

The outputs of the Define phase are

The top few critical to quality (project CTQs) customer requirements for aproduct or process balanced against strategic business requirements

A team charter that describes the purpose and goals of the Six Sigma project

A high-level process map that graphically displays the major events occurringin the process

DMAIC St 1 D fi


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DMAIC Step 1 - Define

We are the maker of this cereal. Consumer reports has justpublished an article that shows that we frequently have lessthan 15 ounces of cereal in a box but we print on the box thatthere are 16 ounces. What should we do?

What is the critical-to-quality (CTQ) characteristic?

The CTQ characteristic in this case is the weight of thecereal in the box.

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2.0 Measure Performance


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2.0 Measure Performance







To identify criticalmeasures that arenecessary to evaluatethe success meetingcritical customerrequirements andbegin developing amethodology toeffectively collectdata to measureprocess performance.To understand the

elements of the LeanSix Sigma calculationand establishbaseline sigma forthe processes theteam is analyzing.

Input, Process andOutput Indicators

OperationalDefinitions

Data CollectionFormats and Plans

Baseline Lean SixSigma Performance

Productive TeamAtmosphere

Identify Input, Processand Output Indicators Develop Operational

Definition &Measurement Plan

Plot and Analyze Data Determine if Special

Cause Exists

Determine SigmaPerformance

Collect Other Baseline

Performance Data

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Measure Phase


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Measure Phase

102

WHAT is the Measure phase?

The Measure phase is the second phase of DMAIC methodology.The Measure phase defines the defect(s), gathersbaseline information about the product or process,and establishes improvement goals.

WHY is the Measure phase important?

The Measure phase allows you to understand thepresent condition of the process before you attempt toidentify improvements. Because the Measure phase is basedupon valid data, it eliminates guesswork about how well your process is working.

WHAT are the outputs of the Measure phase?

The outputs of the Measure phase are: Clearly defined process output measures (the Ys)

Valid data on the process outputs (the Ys) and the variables impacting the process (theXs)

An accurate assessment of current process performance

Goals for improvement

DMAIC Step 2 Measure


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DMAIC Step 2 - Measure

How would we measure to evaluate the extent of the problem? What are acceptable limits on this measure?

Lets assume that the government says that we must be within 5percent of the weight advertised on the box:

Upper Tolerance Limit = 16 + .05(16) = 16.8 ounces Lower Tolerance Limit = 16 .05(16) = 15.2 ounces

We test 1,000 boxes of our cereal and find that they weight anaverage of 15.875 ounces with a standard deviation of .529 ounces.

What percentage of boxes are outside the tolerance limits?

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DMAIC Step 2 Measure (2)


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15.2 15.8751.276

0.529

X XZ

What percentage of boxes are defective (i.e., less than 15.2 oz)?

From Appendix E: P( Z -1.276) = .100978

Approximately 10 percent of the boxes have less than 15.2 ounces of cereal.

16.8

uppertolerance

lowertolerance

15.2 15.875 = 0.529

3 0 Analyze Opportunity


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3.0 Analyze Opportunity

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To stratify andanalyze theopportunity toidentify a specificproblem and definean easilyunderstoodproblem statement.To identify andvalidate the rootcauses that assure

the elimination ofreal root causesand thus theproblem the team isfocused on.

Data Analysis

Process Maps Potential Root

Causes

Validated RootCauses

Problem Statement

Stratify Process Stratify Data &

Identify SpecificProblem

Develop ProblemStatement

Identify Root Causes Design Root Cause

Verification Analysis

Validate Root Causes Enhance Team

Creativity & PreventGroup-Think

Analyze Phase


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106

WHAT is the Analyze phase?

The Analyze phase is the third phase of DMAIC methodology.The Analyze phase examines the data collected in theMeasure phase in order to generate a prioritized listof the sources of variation (the Xs).

WHY is the Analyze phase important?The Analyze phase focuses improvement efforts byseparating the potential vital few variables (those most likelyresponsible for the variation) from the trivial many (those leastlikely responsible for variation).

WHAT are the outputs of the Analyze phase?

The outputs of the Analyze phase are

A prioritized list of potential sources of variation

A refined estimate of the financial benefits that may be realized byimproving the process

DMAIC Step 3 - Analyze


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DMAIC Step 3 - Analyze

How can we improve the capability of ourcereal box filling process?

Decrease Variation

Center Process

Increase Specifications

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4 0 Improve Performance


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4.0 Improve Performance

9/24/2013 108







To identify,evaluate, and selectthe rightimprovementsolutions. Todevelop a changemanagementapproach to assistthe organization inadapting to thechanges introduced

through solutionimplementation.

Solutions Process Maps and

Documentation

ImplementationMilestones

ImprovementImpacts andBenefits

Storyboard

Change Maps

Generate SolutionIdeas

Determine SolutionImpacts: Benefits

Evaluate and SelectSolutions

Develop ProcessMaps & High LevelPlan

Develop andPresent Storyboard

CommunicateSolutions to allStakeholders

Improve Phase


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Improve Phase

109

WHAT is the Improve phase?

The Improve phase is the fourth phase of DMAIC methodology.The Improve phase confirms that the proposed solution willmeet or exceed the quality improvement goals of the project.

WHY is the Improve phase important?

In the Improve phase you test your solution on asmall scale in a real business environment. This ensuresyou have fixed the causes of variation and your solution willwork when fully implemented.

WHAT are the outputs of the Improve phase?

The outputs of the Improve phase are:

The proposed solution

The piloted solution

DMAIC Step 4 - Improve


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DMAIC Step 4 - Improve

Identify ways to removes causes of defects

Confirm key variables and quantify their effects on critical-to-quality (CTQ) characteristics

Identify maximum acceptance ranges for key variables

Identify a system for measuring deviations in variables Modify the process to keep key variables within acceptable

ranges

9/24/2013 110

5 0 Control Performance


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5.0 Control Performance

9/24/2013 111







To understand theimportance ofplanning andexecuting againstthe plan anddetermine theapproach to betaken to assureachievement of thetargeted results. Tounderstand how todisseminate lessonslearned, identifyreplication and

standardizationopportunities/processes, anddevelop relatedplans.

Process ControlSystems

Standards andProcedures Training Team Evaluation Change

ImplementationPlans

Potential ProblemAnalysis

Pilot and Solution

Results Success Stories Trained Associates Replication

Opportunities

StandardizationOpportunities

Develop Pilot Plan &Pilot Solution

Verify Reduction inRoot Cause SigmaImprovementResulted fromSolution

Identify if AdditionalSolutions are Neces-sary to Achieve Goal

Identify and DevelopReplication &Standardization

Opportunities Integrate and ManageSolutions in DailyWork Processes

Integrate LessonsLearned

Identify Teams NextSteps & Plans forRemainingOpportunities

C t l Ph


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Control Phase

112

WHAT is the Control phase?

The Control phase is the fifth phase of DMAIC methodology.The Control phase implements the solution, ensures that the solution issustained, and shares the lessons learned in any improvement project.

WHY is the Control phase important?

The Control phase ensures that the improvements to the process, onceimplemented, will be sustained, and that the process will not revert to its priorstate. In addition, the Control phase allows for information to be shared that willhelp accelerate similar improvements in other areas.

WHAT are the outputs of the Control phase?

The outputs of the Control phase are

Sustained process

Project documentation

Translation opportunities

DMAIC St 5 C t l


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DMAIC Step 5 - Control

Statistical process control (SPC)

o Use data from the actual process

o Estimate distributions

o

Look at capability is good quality possible?o Statistically monitor the process over time

1.0 lss quality files define opportunities (1)

Documents