Professional Documents
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Six-Sigma YUNIARTI
Six-Sigma YUNIARTI
SIX SIGMA
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Sasaran Pelajaran:
1. Memahami Latar belakang Six Sigma
2. Memahami apa Arti Six Sigma
3. Memahami manfaat dan mengapa perlu mencapai Six
Sigma
4. Memahami Bagaimana mencapai Six Sigma
5. Memahami perbedaan Six Sigma vs Other
management system
Isi Pelajaran
1.
2.
3.
4.
5.
HISTORY OF
QUALITY INNOVATIONS
Total
Quality
Control
1960
Statistical
Process
Control
1970
MIKEL J HARRY,
PROMOTOR
SIX SIGMA
QUALITY
Six Sigma
Approach
1980
Total
Quality
Management
1990
2000
Business
Excellence
Framework
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3.4 defect
Million Opportunities
8/46
DEFECT
DEFECT = Nonconformity = kesalahan = kegagalan = cacat
Produk/Service disebut memiliki DEFECT jika terdapat sekurangkurangnya satu spesifikasi yang tak dipenuhi .
Contoh :
Produk/Service
Nasi goreng
Laporan keuangan
Pengiriman barang
Penjualan
Rekrutmen
Mengecat
Jenis Defect
Rasa tidak enak, penyajian tidak menarik
Terlambat, analisa tidak akurat
Salah barang, salah jumlah, terlambat, rusak
Tidak mencapai target
Salah orang, lama
Tergores, mengelupas, tidak rata
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DPMO =
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LATIHAN:
DEFECT &
SIGMA VALUE
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SIGMA VALUE
2
3
(Distribution Shifted 1.5
6
LSL
USL
DPMO
PPM
1
2
3
4
5
6
690000
308000
66800
6210
320
3.4
Defects per Million
Opportunities
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6 Sigma
4100 crash
< 2 crash
60 bulan
tak balance
0.18 bulan
tak balance
1.68 jam
dead air
1.8 menit
dead air
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KASUS PEMBELIAN
Ibu Hesti , staf pembelian di PQM setiap bulannya memesan
barang peralatan pelatihan seperti map, bolpen, dll untuk
kebutuhan training. Melihat sisa stock yang ada Ibu Hesti sudah
saatnya untuk memesan map untuk keperluan tgl 12 February
2003 mendatang. Selama ini PQM menggunakan 2 supplier map.
Seandainya anda sebagai Ibu Hesti, supplier mana yang harus
dipilih? Saat ini adalah tanggal 31 Januari 2003.
Data Delivery Time Supplier A (dlm hari):
11, 13, 12, 12,13,11 Rata-rata : 12 hr
Data Delivery Time Supplier B (dlm hari):
6, 12, 18, 9,15,12 Rata-rata : 12 hr
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KASUS PEMBELIAN
Supplier yang dipilih : .
Karena : ..
SIGMA VALUE
2
3
(Distribution Shifted 1.5
6
LSL
USL
DPMO
PPM
1
2
3
4
5
6
690000
308000
66800
6210
320
3.4
Defects per Million
Opportunities
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LSL
4.5
USL
-6 -5 -4 -3 -2 -1 X
1
PPM
1
2
3
4
5
6
697700
308537
66807
6210
233
3.4
Defects per Million
Opportunities
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30-40% of Sales
20-30% of Sales
15-20% of Sales
10-15% of Sales
<10% of Sales
Cost of Quality
PPM
Sigma
308,537
66,807
6,210
Non Competitive
Industry Average
233
3.4
World Class
Benchmark - Sigma
Best-In-Class Capability
Typical Capability in the US
(Distribution Shifted+1.5 s)
# of Parts (Steps)
1
7
10
20
40
60
80
100
150
200
300
400
500
600
700
800
900
1000
1200
3000
17000
38000
70000
150000
+3 s
+4 s
+5 s
+6s
93.32%
99.379% 99.9767%
99.99966%
61.63
95.773
99.839
99.9976
Data Clocks
50.08
93.96US 99.768
99.9966
25.08
88.29 US 99.536
99.9932
Error
6.29
77.94 USSales
99.074
99.9664
1.58
68.81
98.614
99.9795
0.40
60.75
98.156
99.9728
US
0.10
53.64
97.70
99.966
--39.38Pager 96.61
99.949
--26.77
95.45
99.932
--15.43
93.26
99.898
--8.28
91.11
99.864
--4.44
89.02
99.830
Television
--2.36 US 86.97
99.796
--1.28
84.97
99.762
US 0.69
--83.02
99.729
--0.37 US 81.11
99.695
Disc Memory
--0.20Phone79.24
99.661
--- US 0.06
75.88
99.593
----50.15
98.985
----- US
0.02
94.384
Base
station
---Portable ----87.880
--- Phone ----78.820
------60.000
(Distribution Shifted+1.5 s)
# of Parts (Steps)
1
7
10
20
40
60
80
100
150
200
300
400
500
600
700
800
900
1000
1200
3000
17000
38000
70000
150000
+3 s
93.32%
61.63
50.08
25.08
6.29
1.58
0.40
0.10
---------------------------------
+4 s
+5 s
+6s
99.379% 99.9767%
99.99966%
95.773
99.839
99.9976
93.96
99.768
99.9966
Calculators
88.29
99.536
99.9932
77.94
99.074
99.9664
68.81
98.614
99.9795
60.75
98.156
99.9728
Watches
53.64
97.70
99.966
39.38
96.61
99.949
26.77
95.45
99.932
15.43
93.26
99.898
8.28
91.11
99.864
4.44
89.02
99.830
2.36
86.97
99.796
1.28
84.97
99.762
Panasonic
0.69
83.02
99.729
Television
TV Industry
0.37
81.11
99.695
Japan
0.20
79.24
99.661
0.06
75.88
99.593
--50.15
98.985
--0.02
94.384
----87.880
IC Test
----78.820
Equipment
----60.000
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Customer Retention
2.
3.
Meningkatkan Produktifitas
Product/service Improvement
Cost Reduction
26/46
5.
Culture Change
Bagi Pelanggan:
Meningkatkan value to customer
27/46
2.
3.
4.
BAGAIMANA
MENCAPAI SIX SIGMA?
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Unstable Parts
and Material
Line Stoppage Due to:
- Shortages
- Defectives
- Excess Inventory
Insufficient Process
Capability
Results In:
- Scrap
- Rework
- Warranty
- Excess Inventory
R&D
What I want in
your product is.
CUSTOMER
Manufacture
Distribution
My experience
with your product
is.
CUSTOMER
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Project Team
Members
All employees
Part-time
Project-specific
Memahami visi
Green Belts
Menerapkan konsep
ke dalam pekerjaannya
Part-Time
Membantu Black
Master Black
Belts
Black Belts
Champions
Belts
Full Time
men-train & coach Black
Belts & Green Belts
Memberi saran Champions
Full Time
memfasilitasi problem solving
men-train dan coach
Project Team
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Most
companies
3 sigma
Conviction/belief
Openness
New behaviors
4 sigma
5 sigma
6 sigma
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1.
DEFINE
: identifikasi permasalahan
2.
3.
4.
5.
Analysis of-Covariance
Analysis of Variance
Binomial Distribution
Brainstorming Techniques
Cause and effect matrix
Check sheets
Chi-square distribution
Chi-square test for goodnessof-fit
Chi square test of
independence
Confidence intervals
Control cards
Correlation methods
Cross tabulation tables
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
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KESIMPULAN
SIX SIGMA QUALITY:
BERPERILAKU,
FORD MOTOR
SHIMANO
GENERAL ELECTRIC (1995, target 6
6 : 2000) SONY
IOMEGA
TOSHIBA
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$2500
$200 $170
$380
$450
$$0.5B
2500
$2.5B
$1200
$700
$3.0B
$500
$600
CostBenefitCostBenefitCostBenefitCostBenefit CostBenefit
1996
1997
1998
1999
2000
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Ya
Tidak
Ya
Tidak
Ya
Tidak
Jika jawaban anda adalah : Ya, ya, tidak maka anda siap menerapkan Six Sigma di perusahaan anda
Bagian 2: Bagaimana memulai program Six Sigma di perusahaan?
1
SIX SIGMA VS
OTHER MANAGEMENT SYSTEM
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Six Sigma
TQM
Ultimate
objective
Money
Quality
Belief
Strategic
Philosophical
Applied
statistics
tools
Extensive
Little
44/46
ISO
9001:2000
Structured Approach
++
++
Project Management
++
++
Teamwork
++
Rewards
++
++
Documentation system ++
TQM Six
Sigma
Tetapkan ukuran,
monitor dan evaluasi
ma
g
i
S
Six
ct s
e
j
pro
c
i
eg
t
a
str
Tetapkan
Performance Driver
Identifikasi
key proses yang
berdampak
pada performance
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