Module-1

Six Sigma Introduction

 History of Six Sigma

• Established by Motorola in the 1980’s and still being

developed. Seen as a cornerstone to the company’s
culture.

• Companies adopting 6 Sigma include General Electric,

Allied Signal, ABB, Sony, Lockheed Martin, Ford,
Nissan and many others

• It is essential for companies to take responsibility for

their own (unique) programme.
 What is Six Sigma?

LSL USL

• A systematic approach to process

improvement.
• Processes can be related to design,
manufacturing or administrative functions.
• It involves the use of statistical tools and LSL USL
techniques to analyse & improve processes.
• The relentless pursuit of variability reduction
and defect elimination.
 Where can Six Sigma be applied?

• Six Sigma can be applied to all company processes

• A distinction is often made between:
• Design applications (Design for Six Sigma)
• Manufacturing applications (Operational Six Sigma)
• Administrative and Service applications (Transactional
Six Sigma)
 The Six Sigma Metric

σ = Sigma
Used in statistics as a measure of variation

Standard Deviation

The central philosophy of 6 Sigma is the reduction

of variation in all our work processes
 The Normal Distribution

Lower Upper
Spec. Spec.
Limit Limit y ± 1σ
σ = 68.26%

y ± 2σ
σ = 95.44%
y ± 3σ
σ = 99.73%

-3σ
σ -2σ
σ -1σ
σ y +1σ
σ +2σ
σ +3σ
σ
(Target)

The 3 Sigma mentality means 2700 defectives per million!

 The 6 Sigma Metric
Normal Distribution
Lower Centred on Target Upper
Specification Specification
Limit Limit

-6σ
σ -5σ
σ -4σ
σ -3σ
σ -2σ
σ -1σ
σ y +1σ
σ +2σ
σ +3σ
σ +4σ
σ +5σ
σ +6σ
σ

Specification Percent within Specification Defects Per Million

Limit (Centred Distribution) (Centred Distribution)

±3σ
σ 99.73 2700
±4σ
σ 99.9937 63
±5σ
σ 99.99994 0.6
±6σ
σ 99.999999999 0.002
 From 3 Sigma to 6 Sigma

Lower Upper Defects per Million

Spec. Spec.
Limit Limit

2700

Lower Upper
Spec. Spec.
Limit Limit 0.002
 Motorola’s 6 Sigma Metric

±1.5σ
σ Shift

Lower Upper
Spec. Spec.
Limit Limit

-6σ
σ -5σ
σ -4σ
σ -3σ
σ -2σ
σ -1σ
σ y +1σ
σ +2σ
σ +3σ
σ +4σ
σ +5σ
σ +6σ
σ
 Motorola’s 6 Sigma Metric

Percent within Percent within Defects Defects

Specification Specification Specification per million per million
Limit (Centred) (1.5 σ shift) (Centred) σ shift)
(1.5σ

± 1σ 68.26 30.23 317400 697700

± 2σ
σ 95.44 69.13 45600 308700
± 3σ 99.73 93.32 2700 66810
± 4σ
σ 99.9937 99.38 63 6210
± 5σ
σ 99.99994 99.98 0.6 233
± 6σ 99.9999998 99.9997 0.002 3.4

Motorola’s definition of a 6 Sigma process is one

which achieves 3.4 defects per million or less.
 6 Sigma & Defect Rates

A Process with 10 Steps

Each Process Step has a 3σ

σ Quality Level = 93.32% Yield
The probability of success (non-defective) at each step = 0.9332
The probability of overall success = 0.933210 = 0.5008
Overall Process Yield = 50.08% (499200 dpm)
 6 Sigma & Defect Rates

Another Process with 10 Steps

Each Process Step has a 6σ

σ Quality Level = 99.99966% Yield
The probability of success (non-defective) at each step = 0.9999966
The probability of overall success = 0.999996610 = 0.999966
Overall Process Yield = 99.9966% (34 dpm)
 The Hidden Factory

• To produce a defect uses production time, production capacity,

energy, raw material….
• This all takes time, people, material, energy, floor space....
• It must be identified by testing and/or inspection,
transported, stored, re-tested….
• It must be reworked and then checked or scrapped and disposed
of…
• Often this non-value added activity is not shown within the factory
metrics - the “hidden” factory
 Process Yield

Raw Finished
Mixing Forming Cooling
Materials Product

This process has 100% yield. Our Final

0% Fail Inspection
customers would be very pleased.
Should we be just as happy?

100% Pass
 Rolled Throughput Yield

Raw Finished
Mixing Forming Cooling
Materials Product

Rework
& Repair Final
Inspection 0%
0% Fail
Rework
7.5% of Units & Repair
Rework
6% of Units & Repair
5% of Units 100% Pass

RTY = 0.925 x 0.94 x 0.95 = 0.826 = 82.6%

 DMAIC Improvement Process

Define

Measure
Identify
Opportunity Analyse
Identify Key y’s
(Outputs) Improve
Identify
Critical x’s
Control

y = f(x) (Inputs) Optimise

x’s
Control
x’s
 DMAIC Improvement Process
Define Measure Analyse Improve Control

Select Project
Define Measures (y’s)
Identify Potential x’s
Characterise x’s
Control Critical x’s

Define Project
Objective
C1 C2 C3
y
.. .. . 10.2 Upper Control Limit

. .. .. . x

Form the Team 10.0

Evaluate Measurement Effect
System 9.8 Lower Control Limit

C4 C5 C6 y=f(x1,x2,..) 9.6
1 5 10 15 20

Analyse x’s
Optimise x’s
Monitor y’s

Run 1 2 3 4 5 6 7

Map the Process

Determine Process 1
2
1
1
1
1
1
1
1
2
1
2
1
2
1
2

Identify Customer Stability 3 1 2 2 1 1 2 2
4 1 2 2 2 2 1 1
Requirements 5 2 1 2 1 2 1 2 y

Determine Process 6 2 1 2 2 1 2 1
7 2 2 1 1 2 2 1
Capability 8 2 2 1 2 1 1 2

Set Tolerances for x’s
Validate Control

LSL USL
Select Critical x’s

Verify Improvement Plan
xx
x x
x x LSL USL
15 20 25 30 35
x x

Identify Priorities x

Set Targets for x

Update Project File Measures
Close Project
x
15 20 25 30 35

Phase Review Phase Review Phase Review Phase Review Phase Review
 1. Define the Problem

8. Standardise and Future Actions 2. Interim Actions

Problem Solving
7. Verify the Results
Process 3. Acquire and Analyse Data

6. Action Plan and Implement 4. Determine Root Cause

5. Evaluate Possible Solutions
 A Few of the Six Sigma Tools!
Review Accuracy Analysis of Variance
Cause & Effect
Templates Calibration
Diagram Measurement Stability
M
System
Man Machine A Reproducibility
Variation
I Gauge R&R

Effect C Repeatability A1 A2

Minitab Software Customer

Maint. Method D e s c rip tive S ta tis tic s Process Focus
V a ria b le : S A T

A n d e r s o n - D a r lin g N o r m a lity T e s t
A- S q u a r e d :
P - V a lu e :
0 .3 2 9
0 .5 1 2
Validation Flow
M ea n 5 9 0 .2 4 0
S tD e v 6 5 .1 0 1

Chart
Va r ia n c e 4 2 3 8 .0 8
Sk ew n e ss 2 .6 3 E - 0 2
K u r to s is - 4 .0 E - 0 1
N 10 0
44 0 5 00 5 60 620 6 80 74 0

Regression 9 5 % C o n fid e n c e In te r v a l fo r M u
M in im u m
1 s t Q u a r tile
M e d ia n
3 r d Q u a r tile
M a x im u m
4 2 6 .0 0 0
5 4 2 .2 5 0
5 9 8 .0 0 0
6 4 0 .0 0 0
7 4 0 .0 0 0

Analysis
9 5 % C o n fid e n c e In te r v a l fo r M u
5 7 7 .3 2 3 6 0 3 .1 5 7
568 5 78 5 88 59 8 60 8 9 5 % C o n fid e n c e In te rv a l fo r S ig m a
5 7 .1 5 9 7 5 .6 2 6
9 5 % C o n fid e n c e In te r v a l fo r M e d ia n
9 5 % C o n fid e n c e In te r v a l fo r M e d ia n
5 7 0 .7 1 1 6 0 5 .0 0 0

y y=f(x)
Design of Experiments
Run A B
1 1
2 1
3 1
x
4 1
5 2
6 2
7 2
8 2
Process
Capability
Pareto
Robust Design
C D E F G y Tolerance Design
1 1 1 1 1 1 y1
1 1 2 2 2 2 y2
2 2 1 1 2 2 y3
2 2 2 2 1 1 y4
Scatter FMEA
1 2 1 2 1 2 y5
1 2 2 1 2 1 y6 Diagram
2 1 1 2 2 1 y7
2 1 2 1 1 2 y8
x
Mistake x x
Histogram Proofing x
x x x
x
x x x
x