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Ss Overview
Ss Overview
Long-Term Yield
93.32%
Historical Standard
99.38%
Current Standard
99.99966%
World-Class
History of 6 Sigma
6 Sigma manufacturing philosophy came from Motorola
They recognised that sufficient process improvement would not
occur using a conventional approach to quality. It was developed
to help them reduce variation within a process by focusing effort
on improving inputs to a process rather than reacting to outputs.
The process was failing the customer expectations
Traditionally, processes aimed for process capability of 3 to 4
sigma (Cpk=1.0 to 1.33 or 93% to 99.3% acceptable)
The customer received 6200 defective product per million at best
Processes now aim for 6 sigma (Cpk=2)
The customer would receive 3.4 defective product per million
On target, minimum process variation
CPK of 1
(3 sigma)
CPK of 2
(6 sigma)
Understanding Variability
Improvement methodology
KPIV
Key
Controllable Inputs
X1
Process
X2 X3
Input
Quality
Characteristics:
Inputs:
Raw materials,
The Process
Outputs
Y1, Y2, etc.
components, etc.
N1 N2 N3
Uncontrollable Inputs
On target,
minimum process variation
Variables
Improvement methodology
D MAI C
Define
Measure
Analyze
Improve
Control
Improvement methodology
Define
To develop a team charter.
To define the customers
and their requirements
(CTQ Critical to Quality).
To map the business
process to be improved
Characteristics
Importance out of 10
Define
Define terms of reference (charting a project)
What you can deliver to the customer and the support you need from the
customer to facilitate a successful improvement (contract of engagement)
Brain storming, Mind maps, Affinity diagrams, High level Process Maps, Systematic
diagrams / Fault tree, Business Process Mapping
Tools to explore a problem, project or current thinking.
Tools to group those ideas logically.
Then define a route map to improvement, the risk involved and how to mitigate
that risk.
Define customer requirements (Voice of the customer)
QFD Quality Function Deployment, is a method of defining what the customer
needs, what is critical to there business success & prioritise objectives to meet
the customer need.
Improvement methodology
Voice of the process
Measure
To measure and
understand baseline
performance for the
current process
Measure
Voice of the process (7 quality tools)
Tally charts, Bar charts, Pareto, Run charts, Control charts, Cause & effect,
Check sheets.
Evaluate measurement systems Gauge R&R
Every process has variation and measurement system, tools & cmm are no
exception.
Typical your measurement process needs to be ACCURATE, REPEATABLE &
REPRODUCIBLE to less than 10% of the tolerance you are trying to measure
to & proven to be so.
Select measures of performance
QFD Quality Function Deployment is a method of defining what the customer
needs and what is critical to there business success and prioritising
performance measures to support the customers need.
Improvement methodology
Investigate source of variation
(Special cause / Common causes)
Analyze
Seek to:Prioritise
Understand
Clues
Causes
Monitor improvements
Look for signals
FMEA
(failure mode effect analysis)
Why Battles are Lost
Lost
Lost
Lost
Lost
Lost
Nail
Shoe
Horse
Soldier
Battle
Curren
t
Cause
FMEA
Window
of Cons
idera
Failure
Mode
tion
Effect
A2
C1
C2
D1=D2
Controllable Inputs
X1
X2 X3
Quality
Characteristics:
Outputs
Inputs:
Raw
Materials,
components,
etc.
Process
Step/Input
Load DMF/DMF
Load Accuracy
Steam to
DICY/Scale
Accuracy
Load DMF/DMF
Load Accuracy
Steam to
DICY/Scale
Accuracy
Steam to
DICY/Scale
Accuracy
The Process
S
E
V
Potential Causes
O
C
C
Mischarge of DMF
Mischarge DMF
Faulty Scale
Mischarge of DMF
Equipment Failure
Scale > 0
Water in Jacket
Scale Inaccurate
Tank Hanging Up
Current Controls
D
E
T
R
P
N
Actions
Recommended
3 42
4 24
N1
N2 N3
Uncontrollable Inputs
LSL
USL
Key Outputs:
Variable
When Measured
How Measured
When Measured
1
2
3
Noise Variables:
Variable
1
2
3
4
5
Controllable Inputs
Controllable Inputs
Variable
How Measured
X1
When Measured
1
2
3
4
5
X2 X3
Quality
Characteristics:
Outputs
LSL
Inputs:
Raw
Materials,
components,
etc.
The Process
Run Temperature Pressure
C a p a b ility u s in g P o o le d S ta n d a rd D e v ia tio n
X b a r a n d R Ch a rt
Ca p a b ility Histo g ra m
M eans
3 .0
U C L =2 . 5 6 8
M U =2 .3 7 6
L C L =2 . 18 3
2 .5
2 .0
1. 5
S ubgr
1. 5
1
Ranges
0 .6
2 .5
R =0 . 5 16 2
0 .3
L C L =0 . 0 7 0 2 7
0 .0
1.5
2 .5
L a st 4 S u b g ro u p s
3 .5
Ca p a b ility P lo t
P r o c e ss To le ra n c e
3 .0
Values
3 .5
No rm a l P ro b P lo t
U C L =0 . 9 6 2 1
0 .9
1. 8 3 17 5
C p : 2 .7 6
C P U : 2 .9 9
CP L : 2 .5 3
C p k : 2 .5 3
2 .5
2 .0
1. 5
1
Su b g ro u p N u m b e r
USL
2 . 9 19 5 8
I
I
1
I
I
Sp e c if ic a t io n s
St D e v : 0 .18 13 0 6
I
4
N1
N2 N3
Uncontrollable Inputs
Hi
Hi
Hi
Hi
Lo
Hi
Lo
Hi
Hi
Lo
Hi
Lo
Lo
Lo
Lo
Lo
Controllable Inputs
PrimWdth
X1
Nip FPM
ScrewRPM
X2 X3
X
Inputs:
Raw
Materials,
components,
etc.
Quality
Characteristics:
Outputs
LSL
USL
LSL
USL
The Process
X
N1
N2 N3
Uncontrollable Inputs
Controllable Inputs
X1
X2 X3
Quality
Characteristics:
Outputs
Inputs:
Raw
Materials,
components,
etc.
Work
Instructions
Check
5 Cs
Lists
N1
N2 N3
Uncontrollable Inputs
LSL
USL
Analyze
Improvement methodology
Prioritise improvements
Impact Vs Effort
Brainstorming
Affinity diagrams
Solution selection matrix
Improve
Prioritise improvements
Tool commonly in uses are, Impact Vs Effort, Brainstorming,
Affinity diagrams, Solution selection matrix.
These tools help define the best method to meet the customer
need (as defined in the QFD)
Improvement methodology
Control the process
Recover
Control plans
Escalation process
Prevent
Poke yoke (mistake/ error proof)
Monitor
Control charts
Checksheets
Documentation and Standardisation
Control
Control
Control the process
Recover, Control plans, Escalation process.
Prevent by Poke yoke (fool proof the process) to fundamentally remove the
rood causes of process variation.
Monitor, Control charts, Checksheets, Documentation and Standardisation, to
ensure that stable process is maintained and that the process does not degrade.
The objective is to remove the root causes of process variation, management are
only left with a few critical input variables in the process that need controlling and
not all inputs as before.
6 Sigma
improvements
Lean
improvements