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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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)
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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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Product or Service Output
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
Defects: Serviceunacceptable to
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.
Product or Service Output
Critical Customer Requirement
Defects: Serviceunacceptable to
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.
Product or Service Output
Critical Customer Requirement
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.
Delivery ProcessOutput Frequency
CriticalCustomer Requirement:
10 days or less
Defects
0 10
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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
Delivery ProcessOutput Frequency
New CriticalCustomer Requirement:
5 days or less
Defects
0 105
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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
Objective Main Activities Potential Tools and Techniques Key Deliverables
2.0MeasurePerformance
1.0DefineOpportunities
3.0AnalyzeOpportunity
4.0ImprovePerformance
5.0ControlPerformance
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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Objective Main Activities Potential Tools and Techniques Key Deliverables
3.0AnalyzeOpportunity
1.0DefineOpportunities
2.0MeasurePerformance
4.0ImprovePerformance
5.0ControlPerformance
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
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Objective Main Activities Potential Tools and Techniques Key Deliverables
4.0ImprovePerformance
1.0DefineOpportunities
2.0MeasurePerformance
3.0AnalyzeOpportunity
5.0ControlPerformance
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
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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
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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
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5 0 Control Performance
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5.0 Control Performance
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Objective Main Activities Potential Tools and Techniques Key Deliverables
5.0ControlPerformance
1.0DefineOpportunities
2.0MeasurePerformance
4.0ImprovePerformance
3.0AnalyzeOpportunity
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
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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
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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