six sigma quality

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6Six Sigma Quality

Presented by:

ENRICO C. MINA

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Objectives

• At the end of this course, the participants will have:– Learned the basic principles and concepts– Appreciated the Six Sigma Road Map and its

possible applicability to their own organization– Learned and applied the fundamentals of 6σ

Measures and Scoring System

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Six Sigma Quality Philosophy

Six Sigma (6) is a specification-based philosophy. It sets a

defects target.

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Six Sigma Definitions• Highly technical method used by engineers and

statisticians to fine-tune products and processes

• A goal of near-perfection in meeting customer requirements (3.4 defects per million opportunities)

• A sweeping “culture change” effort to position a company for greater customer satisfaction, profitability and competitiveness

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6 Target• Customer Satisfaction

• Product Quality Perfection

• 4 defects per million

• 12- Span• Maximum Probability of Making a Good

Product/Service

• Zero Probability of Non-Conformance

• A process design second to none

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Review

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The 3 Control (1)

0.135%

-3 -2 -1 0 1 2 3

0.135%

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Traditional SPC

The 3- Control Chart

CL

UCL

LCL

Mean

1st line

1st line

2nd line

2nd line

3rd line

3rd line

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The 3 Control Chart

• Known as 6 Process Capability

• System Performance

• Voice of the Process

• Independent of the Customer Specifications

• Used to hunt out of control situations

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Process Capability (6)

-3 -2 -1 0 1 2 3

6

UCLLCL

CL

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The 3 Control

Even if the process is in the state of statistical control, there is still a

chance that 2700 parts per million (ppm) observations or 0.27 lie outside of its sphere of control.

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CONTROL LIMITS & TOLERANCE LIMITS

• Control Limits – process or system normal limits of performance. Established as a function of averages.

• Tolerance Limits – are customer specification limits referring to the highest & lowest individual values that can be considered acceptable.

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Process Capability (6) & Tolerance

Case I: 6 < U - L - Most desirable caseCase II: 6 = U - L - This is good as long as the process is in a state of controlCase III: 6 > U - L - Undesirable situation

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Case III: 6 > U - L - Undesirable situation

6 Process Capability

Tolerance UTLLTL

UCLLCL

Target Value

RejectReject

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Case II: 6 = U - L - Good as long as the process is in a state of control

6 Process Capability

Tolerance

Rejects are due to random variations only = 0.135%

UTLLTL

UCLLCL

Target Value

0.135%

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Case I: 6 < U - L - Most desirable case

6 Process Capability

Tolerance

Rejects are still possible but the probability is very low

UTLLTL

UCLLCL

Target Value

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The 3 Control

0.135%

-3 -2 -1 0 1 2 3

0.135%

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The 3 Control (3)Ex: With 3-, a product that contains 1000 parts

• can expect an average of 2.7 defects per product unit

• has probability of 0.99731000 or 6.7% that a product contains no defective parts

• can expect 7 units per hundred will go without defects!

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The 3 Control (4)

•The 3- quality is not sufficient!

• Product or process must be designed to tolerance limits that are significantly more than + 3 from the mean.

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Cost of Quality

• Costs of rework

• Cost of scrapped materials/products

• Cost of inefficiency

• Cost of delay

• Cost of excess manpower

• Cost of excess overhead

• Cost due to unhappy or lost customers

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Six Sigma Definition A comprehensive and flexible system for

achieving, sustaining and maximizing

business success. It is driven by : • close understanding of customer needs• disciplined use of facts• data and statistical analysis• diligent attention to managing, improving and

reinventing business processes

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6 Control

• Used to prevent losses attributable to common-cause variation

• Used to find out whether your attempts to reduce common-cause variation are working

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Benefits of Six Sigma• Cost Reduction

• Productivity Improvement

• Market-share growth

• Higher Profitability

• Customer retention

• Cycle-time reduction

• Defect reduction

• Culture change

• Product/service development

"Customer satisfaction, top-line results, operating margins and cash flow are all improved by Six Sigma." - James W. Rogers, President and CEO, GE Industrial Control Systems

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Motorola

• Early 80s - Top leaders conceded that the quality of its products was awful

• 1987 - Six Sigma concept was introduced

• 1988 - honored with the Malcolm Baldrige National Quality Award

• 1988-97 - Five-fold growth in sales, $14 billion savings due to 6 sigma, stock price of 21.3% increase annually

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Process capability index (Cp) and product outside specification limits

Process capability index (Cp)

Total product outside two-sided specification limits*

0.5

0.67

1.00

1.33

1.63

2.00

13.36%

4.55%

0.3%

64 ppm

1 ppm

0*Assuming the process is centered midway between the specification limits.

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Customer Expectations have changed

"In the past, customers were happy if 99.5 percent of the parts you gave them worked

with no problem. Now world-class companies want only 200 rejects for every

million parts and, ultimately, they want zero." - John Bertrand, President, A.O. Smith

Electrical Products Company

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Du Pont

"Six Sigma implementation continues to gain momentum. At the end of the year

2000, there were about 1,100 trained Black Belts and over 3,400 active projects. The

potential pretax benefit from active projects was $700 million." - DuPont Fourth Quarter

and Full Year 2000 Earnings Report

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General Electric

"The Six Sigma initiative is in its fifth year — its fifth trip through the operating

system. From a standing start in 1996, with no financial benefit to the Company,

it has flourished to the point where it produced more than $2 billion in benefits

in 1999, with much more to come this decade." - GE 1999 Annual Report

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Honeywell

"We achieved $600 million in Six Sigma cost savings in 1999, but cost savings are only one part of the story.

Delighting customers and accelerating growth completes the picture. When we are more efficient and

improve work flow throughout every function in the company, we provide tremendous added value to our customers – through higher quality solutions that are

more competitively priced, delivered on time and invoiced correctly. That makes us a more desirable business partner." - Honeywell 1999 Annual Report

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Toshiba Corp.

"Toshiba Corp. expects to cut operational costs by Y130 Billion in the current fiscal

year ending March 2001 by using Six Sigma, a company spokesman confirmed."

- Wall Street Journal November 5, 2000

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Six Sigma Principles

1. Customer focus 2. Data driven control3. Process improvement4. Proactive management5. Boundaryless teamwork 6. Continuous quest for

perfection

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The Business Process Model 1

InputsProducts $

Y

YY

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Workshop # 1 - First Production Run

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The Business Process Model 2

InputsProducts $

XXXX

X

Y

YY

Y = f(x)

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CTQ

• “Critical to quality” characteristics

• Key results

• “Ys” of the process

• Upstream variable

• Dependent variable

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Yield

Percentage of products or items without defects

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Defect

Any instance or event in which the product or process fails to meet a customer requirement or anything outside of

customer specifications.

It goes without saying therefore, that in order to recognize a defect, the point of success must have been specified as a prior customer requirement.

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Six Sigma Opportunity

The total quantity of chances for a defect.

In other words, a six sigma opportunity are all the things that can go wrong in a product or service that can cause dissatisfaction to the customer.

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DPMO

• Defects per million opportunities

• The number of errors that would show up if an activity is repeated a million times.

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Six Sigma ScoreSimplified Sigma Conversion Table:

% Yield DPMO Sigma Score

30.9 690,000 1.0

69.2 308,000 2.0

93.3 66,800 3.0

99.4 6,210 4.0

99.98 230 5.0

99.9997 3.4 6.0

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Six Sigma Measure

• Clearly define what customer requirements are

• Provide a consistent metric

• Link to an ambitious goal of 99.99966% yield.

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Six Sigma Strategies

ProcessImprovement

Process Design/Redesign

Process Management

S C S C

S C

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Process Improvement

• Find problems

• Analyze problems

• Find root causes

• Develop focused solutions

• Implement and evaluate solutions

• Continuously improve the process

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Process Design/Redesign• What is the value that the customer wants?

• What is the current way of delivering this value?

• What is the best, fastest, simplest, safest and cheapest way of doing it? Is there anyone who has successfully done it? How?

• What is the gap between the current way and the ideal way?

• What must change to eliminate the gap?

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Process Management (1)

• Processes are documented & managed end-to-end

• Responsibilities have been assigned to ensure success

• Customer requirements are clearly defined & regularly updated

• Measures of outputs, process activities & inputs are thorough & meaningful

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Process Management (2)

• Managers & process owners use the measures to assess performance in real time

• Actions are taken to address problems & opportunities

• Six Sigma tools are used to raise the company performance

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The DMAIC Model

?

1. Define2. Measure

3. Analyze

4. Improve

5. Control

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DefineProcess Improvement Identify the problem

Define requirements Set Goal

Process Design/Redesign Identify specific or broad

problems Define goal/change vision Clarify scope & customer

requirements

??1

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Measure

Process Improvement Validate problem/process

Redefine problem/goal Measure key steps/inputs

Process Design/Redesign Measure performance to

requirements Gather process efficiency data

2

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Analyze

Process Improvement Develop causal

hypothesis Identify “vital few” root

causes Validate hypothesis

Process Design/Redesign Identify “best practices” Assess process design

- value/non-value adding- bottlenecks/disconnects- alternate paths

Refine requirements

3

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Improve4Process Improvement Develop ideas to remove

root causes Test solutions Standardize solution/

measure results

Process Design/Redesign Design new process

- challenge assumptions- apply creativity- workflow principles

Implement new process, structures, systems

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Control5Process Improvement Establish standard

measures to maintain performance

Correct problems as needed

Process Design/Redesign Establish measures & reviews

to maintain performance

Correct problems as needed

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The Six Sigma DMADV process

Define, Measure, Analyze, Design, Verify is an improvement system used to develop new processes or products at Six Sigma quality levels

M

D

AD

V

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The Six Sigma Road Map

$$$1. Identify core processes & key customers

2. Define customers requirements

3. Measure current performance

4. Prioritize, analyze & implement improvements

5. Expand & integrate the 6 System

DM

AIC

MD

ADV

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1. Identify core processes & key customers

• Identify “Core” business processes• Define process Outputs & key Customers• Create high-level Core process maps

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Core Process

• Core Processes are value creating activities for which your customers pay you

• Resources & efforts used in the core process find their way to the customer

• It is an end-to-end chain of processes that delivers a product or service

• The Core Processes are supported by Support Processes

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The SIPOC Process Model SIPOC stands for:• Supplier - the person or group providing key

information, materials or other resource to the process• Input - the “thing” provided• Process - the set of steps that transforms or adds

value to the input• Output - the final product of the process• Customer - the person, group or process that

receives the Output

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2. Define customers requirements

• Gather customer data: develop “Voice of the Customer” strategy

• Develop performance standards & requirements statements

• Analyze & prioritize requirements; evaluate per business strategy

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Gather customer data: develop voice of the customer “strategy”

• Get information from the following:– Current, happy customers

– Current, unhappy customers ( that include both those who complain and those who don’t)

– Lost customers

– Competitors’ customers

– Prospective customers - those who haven’t purchased from you or your competitors, but are potential buyers of your products/services

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Develop Performance Standards & Requirements Statements

• Output Requirements - are the features & or characteristics of the final product or service that are delivered to the customer at the end of the process.

• Service Requirements - are guidelines for how the customer should be treated/served during the execution of the process & delivery of the output

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Examples of Output & Service Requirements Manufacturing

• Must maintain a max. of 10 units (1 tray) buffer all the time

• 60 secs. response time for an order

• Must use the orange tray

• Units are placed in slots according to production sequence

Service Requirements Output Requirements

Process Typical Rqmts. Output Typical Rqmts.

Assembly of Module A

Module • The circuit is closed

• Every solder point appears excellent

• No scratches on the surface

• Impedance test is 90-100 ohms

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Requirement Statement

A brief but thorough description of the performance standard established for an

output or service encounter

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Examples of Requirement Statements

Poorly Written Well-Written

The module is in excellent condition & properly functioning

• No scratches on the surface

• Cord length is 2 meters

• Pilot lamp lights up when switched on

• Power outlets are correctly labeled

• Power indicator reads 220 volts plus or minus 10 volts

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Analyzing & Prioritizing Customer Requirements; Linking

Requirements to Strategy

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Three categories of Customer Requirements According to Dr. Noriaki Kano

• Dissatisfiers or Basic Requirements. These are factors, features or performance standards that customer absolutely expect to be met.

• Satisfiers Variable Requirements. These are factors that makes our rating from the customer higher or lower. (Ex: price. courteous treatment, etc.).

• Delighters or Latent Requirements. These are product or service features that go beyond what customer expect. (Ex: welcome drink in a hotel, key light in cars etc.).

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Workshop # 2 - Customer Grill

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3. Measure current performance

• Plan and execute measures of performance against customer requirements

• Develop baseline defect measures & identify improvement opportunities

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Continuous vs. Discrete Measure

• Continuous measures are those factors that can be measured on an infinitely divisible scale or continuum; e.g., weight, height, time, decibels, temperature, ohms, money.

• Discrete measures are countable dataa.) Characteristics or attributes - such as level of education (high

school, Bachelors degree, etc.); or type (for example, an airliner might be Boeing 737 or 747, or Airbus 300)

b.) Counts of individual items (e.g. number of credit cards, wafers, numbers of orders processed).

c.) Artificial scales, like rating a record from 1 to 5 (good beat, easy to dance to) or describing your level of satisfaction with service.

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Discrete & Continuous Measure Examples

Discrete Continuous Discrete• Number of typographical

errors

• Rating of service

• Units delivered per day

• Number of claims in dispute

• Number of shafts delivered

• Number of late deliveries

• Hold time per incoming call

• Ave. temperature per hour

• Minutes to board plane

• Quantity of gas in tank

• Length of shaft

• Width of chips (microns)

• Number of calls on hold past 30 secs

• Hours with over 25°C

• Delayed boarding incidents

• Tank Empty/Full

• Shafts longer than 30 cm

• Out-of-spec. chips

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Select what to measure• How do our customers evaluate our

service/products?• What key questions are we trying to answer?• What data will give us the answer?• What Output or Service Requirements will help us

gauge performance to customer needs?

Note: You can’t measure everything, thus you have to select your optimal performance measures which are a balance between what is feasible and what is valuable.

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Develop Operational Definitions• How can we clearly describe the factor/thing

(attribute or characteristics) we’re trying to track or count?

• If different people gather the data, will they interpret things in the same way?

• How can we test our definitions to make sure they’re air-tight?

Operational Definition or Op Def is a clear, understandable and unambiguous description of what is to be measured or observed so that everyone can operate, or measure, consistently on the basis of definition.

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Identify Data Sources• Where can we find or observe data to provide the measure?• Is past experience (or “historical” data) valid?• Is the data in our information system accessible and in a

usable format?• Can we afford (the time, money, disruption) to gather data?

Note: Your most important considerations are to ensure that the source you choose - or can get hold of - has accurate data and represents the process, product or service you want to measure.

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Prepare a Collection & Sampling Plan (1)

• Who will gather and/or compile the data?• What forms, tools or instruments will they need

to capture & organize the data?• What other information will be needed to be able

to analyze the data effectively?• How many observation or items will we need to

count to get accurate measures? • How often will we need to do measures?

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Prepare a Collection & Sampling Plan (2)

• How can we ensure that the data we get are representative?

Note: Sampling is a process “snap shot”’. It means using some of the items in a group or process to represent them all. Population statistics is different from Process statistics & efforts must be exerted to differentiate between the two. The more you measure, & the better you get to know the characteristics of what you're measuring, the better your sample decisions can be.

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Implement & Refine Measurement• Can we test out our measures before going into full -fledged

implementation?• How will we train the data collectors?• How will we monitor the data gathering?• What issues may arise (or have arisen) & what can we do

about them?Notes: Accuracy of measurement is of utmost importance. However, the

measurements must also be repeatable (results are consistent over repetitions), reproducible (other machines or people will yield the same results), and stable (accurate over time). This is known as “Gage R& R”.

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Workshop # 3 - Defects Counting

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Develop Baseline Defect Measures & Identify Improvement Opportunities

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Key Concepts of Defect-Base Measurement

Unit - An item being processed, or the final product or service being delivered to the customer - a car, a mortgage loan, a hotel stay, a bank statement, etc.

Defect - A failure to meet a customer requirement/performance standard - a leaky crankcase, a delay in closing the mortgage loan, a lost reservation, a statement error, etc.

Defective - Any unit that contains a defect. Hence, a car with one defect is, technically, just as “defective” as a car with 15 defects.

Defect Opportunity - Since most products or services have multiple customer requirements, there can be several chances or opportunities to have a defect.

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Defective & Yield Measures

Proportion Defective = Number of Defectives

Number of Units Produced

Final Yield = 1 - Proportion Defective

Defect per unit (DPU): the number of defects of all types, over the total number of units sampled

DPU =Number of Defects

Number of Units

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Determining Defect Opportunities

1. Develop a preliminary list of defect types

2. Determine which are the actual, customer-critical, specific defects.

3. Check the proposed number of opportunities against other standards.

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Guidelines for Figuring Opportunities

1. Focus on “standard” problem areas.

2. Group closely related defects into one opportunity.

3. Make sure the defect is important to the customer.

4. Be consistent.

5. Change only when needed.

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Calculating Opportunity-Based Measures (1)

Example 1: 52 defects, 250 trans. units, 4 defect opportunities/unit

Example 2: 99 defects, 750 microchips, 150 defect opportunities

1. Defect per Opportunity or DPO.

DPO =Number of Defects

# of Units x # of opportunities

= 0.052 DPO 52 defects

250 unit x 4 opportunities

= 0.00088 DPO99 defects on microchips

750 chips x 150 opportunities/chip

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Calculating Opportunity-Based Measures (2)

2. Defects per Million Opportunities or DPMO. How many defects would arise if there were one million opportunities? In manufacturing environments, DPMO is often called PPM.

Example 1: Transformer units have 0.052 DPO DPMO: 0.052 x 106 = 52,000 DPMO

Example 2: Microchips have 0.00088 DPO DPMO: 0.00088 x 106 = 880 DPMO

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Calculating Opportunity-Based Measures (3)

3. Sigma Measure or Score - this is arrived at converting your DPMO number to Sigma score by using a conversion table.

Example 1: transformers : 52,000 DPMO = 3.1 sigma (from table)

Example 2: microchips: 880 DPMO = 4.63 sigma (from table)

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Measurement Process Summary

• Select what to measure

• Develop operational definitions

• Identify data sources

• Prepare a collection & sampling plan

• Implement & refine measurement

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Workshop # 4 - Second Production Run

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4. Prioritize, analyze & implement improvements

• Select improvement projects & develop Project Rationale

• Analyze, develop and implement root cause-focused solution(s)

• Design/redesign and implement effective new work process

DM

AIC

MD

ADV

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PROBLEM STATEMENT STRUCTURE

What?

•Which process is involved?•What is wrong?•What is the gap or opportunity?

Where?

When?

•Where do we observe the problem/gap?

[ ] department [ ] region [ ] etc.•When do we observe the problem/gap?

[ ] time/day/mo./hr [ ] before/after/during [ ] etc.

How Big?

•How big is the problem/gap/opportunity?•How do we measure it?

Impact? •What’s the impact of the problem/opportunity?•What are the benefits of action/consequences of inaction?

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Elements of a Goal Statement

• A description of what’s to be accomplished.

• A measurable target for desired results.

• A project deadline &/or timeframe for results

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Problem Solving Tools

• Pareto Analysis

• Cause & Effect Diagram ( the 6M)

• Process Mapping

• Histogram

• Run Chart or Time Series Plot

• Scatter Plot or Correlation Diagram

• Etc.

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The 6Ms of the Process

P.S.

MAN MACH

METMEASMN

MAT

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Forms of Process Waste

• Overproduction

• Inventory

• Transportation

• Motion

• Waiting

• Overprocessing

• Producing failures

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Key Steps to DMAIC Solution• Generate solution ideas. Use brainstorming,

commonsense, how-how diagram, best practices analysis, expert input, etc. to create a broad array of possibilities to deal with the root cause.

• Narrow options & create “Solution Statements”. Refine the ideas into workable approaches that can be implemented in the process/business.

• Select the solution to be recommended/implemented. Review your “short list” of options & identify the solution to be implemented to achieve your goal.

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The Work PlanActivities Gantt & Deadline Who Resource rqmt Output % Completion

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Design/redesign or DMADV Cycle

• Essentially the same as the DMAIC

• Exponential (instead of incremental) improvement

• The organization has to take risk

• The Six Sigma Team may have to challenge the limits

• The team should always go back to the basic question: ”What process will efficiently bring out value that our customer pays for ?”

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Value Analysis

• Value Adding - the process or activity which the customer will be happy paying for

• Non- Value Adding - process or activity that adds to costs but not value to the customer (e.g. storage, transportation, temporary placement, inspection, having to use discretion, redundant process, waiting etc.)

• Value-Enabling - activities that allow you to do work for the customer more quickly or effectively. (e.g. encoding information in the database, referring to tables, using work aids, using tools & jigs to pre-work set up, etc.)

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Steps in the Improve Phase

Confirm/Adjust Scope; Develop High-Level Map

Create Design Concept/Ideas

Build Detailed “Should-Be” Design

Assess Design per Operating Criteria

Test, Troubleshoot, Sell & Improve Design

Pilot the New Process

Launch Complete Process; Monitor for ImprovementImplement

Refine

Design

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6 Sigma Design

• Determine the customer requirements and specifications

• Design the product so that it is inside the necessary operating parameters of the 6 - Sigma limits

• The product design accounts for the variability of the production process

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5. Expand & integrate the Six Sigma System

• Implement ongoing measures & actions to sustain improvement

• Define responsibility for process ownership & management

• Execute “closed-loop” management & drive to Six Sigma

$$$

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Build Solid Support for the Solutions

• Work with those who manage the process

• Use a Storyboard with facts and data

• Document and standardize successful solutions

• Treat the people managing and using the new process as your customers

• Create a sense of purpose and enthusiasm

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Closed-Loop Six Sigma Management

• Create an internal and external feed back & control system

• Process owner understands and is updated on the bottom line impact of the improved or redesigned process

• Display score cards

• Customer report cards

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Workshop #5 - Improvement Mode

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Roles in Six Sigma (1)• Six Sigma Leadership Team - composed of the top

executives serves as Steering Committee• Sponsor or Champion - a senior manager who

oversees an improvement project• Six Sigma Director - implementation leader, does

most of the administrative work• Six Sigma Coach - a consultant or technical expert

who provides assistance to Process Owners or Six Sigma Improvement Teams

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Roles in Six Sigma (2)• Project or Team Leader - an individual who takes

primary responsibility for work & the results of a Six Sigma project

• Team Member - provides the extra brains and muscle behind the project efforts

• Process Owner - the person who receives the “handoff” from Six Sigma Improvement Teams or becomes the owner of the new & newly designed processes. The Sponsor and the Process Owner may be the same person.

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Six Sigma Leadership Team (1)

• Planning and marketing• Establish the roles & infrastructure of the Six Sigma

initiative• Select specific projects & allocate resources• Review the progress of various projects & offer

ideas & help• Serve as sponsors of Six Sigma projects• Help quantify the impact of Six Sigma efforts on the

company bottom line

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Six Sigma Leadership Team (2)• Assesses progress & identify strengths & weaknesses

in the effort• Shares best practices throughout the organization - &

with key suppliers & customers, where appropriate• Acts as “roadblock removers” when teams identify

seeming barriers• Applies the lessons learned to members’ own

individual management styles

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Sponsor or Champion (1)• Sets & maintains broad goals for improvement

projects under his or her charge - including creating the Project Rationale - and ensure that they’re aligned with business priorities.

• Coaches on & approves changes in direction or scope of a project, if needed

• Finds (& negotiates) resources for projects• Represents the team to the Leadership Group &

serve as its advocate

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Sponsor or Champion (2)

• Helps to smooth out issues & overlaps that arise between teams, or with people outside the team

• Works with Process Owners to ensure a smooth handoff at the conclusion of an improvement project

• Applies the gained knowledge of Process Improvement to his/her own management task

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Six Sigma Director (1)• Supports the Leadership Group in its

activities, including communication, project selection, & project reviews.

• Identifies &/or recommends individuals/groups to fulfill key roles - including external consulting & training support

• Prepares & executes training plans, including curriculum selection & schedule & logistics

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Six Sigma Director (2)

• Helps Sponsors fulfill their role as supports, advocates, & “nudgers” of the teams

• Documents overall progress & surfacing issues that need attention

• Executes the internal “marketing plan” for initiative

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Project or Team Leader (1)

• Reviews/clarifies the project rationale with the sponsor

• Develops & updates the Project Charter & implementation plan

• Selects or helps to select the project team members• Identifies & seeks resources/information• Defines & helps others in the use of appropriate Six

Sigma tools - as well as team & meeting management techniques

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Project or Team Leader (2)

• Maintains the project schedule & keep progress moving toward final solutions & results

• Supports the transfer of new solutions or processes to ongoing operations, while working with functional managers &/or the Process Owner

• Documents final results and create a “storyboard” of the project

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Six Sigma Roles & TitlesGeneric RoleLeadership Team or Council

SponsorSix Sigma Director

Coach

Team LeaderTeam MemberProcess Owner

“Belt” or Other TitleQuality Council, Six Sigma

Steering CommitteeChampion, Process OwnerQuality Leader, Master

BlackbeltMaster Black Belt or Black

BeltBlack Belt or Green BeltTeam Member or Green BeltSponsor or Champion

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Black Belts• Originated at Motorola in early 1990s• Individuals possessing special expertise in statistics &

product/process improvement• Certification & training was developed jointly by

Motorola, Texas Instruments, IBM & Kodak during the early the Six Sigma years

• Now there is no “official” job description or certification for Black Belts

• It is not uncommon to think that a Master Black Belt is a trainer while a Green Belt is a team member who hasn’t attained the Black Belt category yet.

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Six Sigma Success

Leadership commitment. It requires serious commitment in the form of time, effort and resources. To be successful, such commitment must come first from the top executive leadership of the organization and must be practiced by everyone.

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Six Sigma Success

• Managing with data. Proper use of data to measure, analyze, improve and control performance forms the foundation of the Six Sigma methodology.

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Six Sigma Success

• Training and cultural change. High-caliber training is required. Disciplined implementation must follow. People at all levels have to change the way they go about doing their jobs. In short, new ways of thinking, communicating and operating must pervade the entire organization.

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Six Sigma Organization

An organization that is actively working to build the themes and practices of Six Sigma into its daily management activities, and is showing significant improvements in process performance and customer satisfaction.

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Investments in Six Sigma

• Leadership

• Training, consulting and meetings

• Measurements

• Payroll of full time Six Sigma personnel

• Implementation of solutions

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A MODEL SIX SIGMA TRAINING CURRICULUM (1)

Training Component

Orientation to the Six Sigma Concepts

Key Content

Basic Six Sigma Principles: review of business need for Six Sigma: brief practice &/or simulation: overview of roles & expectations

Audiences

All

Length

1-2 Days

Leading & Sponsoring Six Sigma Efforts

Role requirements & skills for Leadership Council & Sponsors: Project Selection: Reviewing team projects

Business Leaders, Implementation Leaders

1-2 Days

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A MODEL SIX SIGMA TRAINING CURRICULUM (2)

Training Component

Six Sigma Process & Tools for Leaders

Key Content

Condensed & adapted instruction in Six Sigma measurement & analysis process/tools

Audiences

Business Leaders, Implementa-

tion Leaders

Length

3-5 Days

Leading Change Concepts & practices for setting direction,promoting & guiding organizational change

Business Leaders, Implementation Leaders, Coach/Master Black Belts, Team Leaders/Black Belts

2-5 Days

133

Business Leaders, Coaches/Master Black Belts, Team Leaders/Black Belts, Managers/Green Belts, Team Members

A MODEL SIX SIGMA TRAINING CURRICULUM (3)

Training Component

Six Sigma Improvement Basic Skills

Key Content

Process Improvement, Design/Redesign, & core measurement & improvement tools

Audiences

Team Leaders Black Belts, Managers/Green Belts,Team Members, Project Sponsors

Length

6-10 Days

Collaboration & team Leadership Skills

Skills & methods for developing consensus, leading discussions, conducting meeting, managing disagreement

2-5 Days

134

A MODEL SIX SIGMA TRAINING CURRICULUM (4)

Training Component

Intermediate Six Sigma measurement & analytical tools

Key Content

Technical skills for more complex project challenges; sampling & data collection; Statistical Process Control; Test of Statistical Significance; Correlation & Regression; basic design of experiments; etc.

Audiences

Coaches/Master Black Belts, Team Leaders/Black Belts

Length

2-6 Days

135

A MODEL SIX SIGMA TRAINING CURRICULUM (5)

Training Component

Advanced Six Sigma Tools

Key Content

Modules in specialized skills & tools: Quality Function Deployment;Advanced Statistical Analysis Advanced DOE; Taguchi Methods; etc.

Audiences

Coaches/Mater Black Belts, Internal Consultants

Length

6-10 Days

Process Management Principles & Skills

Defining a core or support process; identifying critical Outputs, Requirements, & Measures; Monitoring & Response plans

Varies by Topics

Process Owners, Business Leaders, Functional Mangers

136

Introducing Six Sigma to your Company

• How will you introduce Six Sigma to your company?

• Who will be your targeted audiences?• Who will be your allies?• What activities will you undertake, in what

sequence, and with what target dates?• Do you anticipate resistance? From whom?

How will you overcome it?

137

END