Universidad de San Carlos

Facultad de Ingenieríía
Technical English III

Six Sigma &

5S
Special Assignment

Rosa Andrea Cúmez Cate 2014-03834

José Fernando Pérez Pérez 201404272
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INDEX

Introduction 3

Objetives 4

Six sigma 5

DMAIC 5
DMADV 6
HISTORY 7

5S 8

STEP 1 8
STEP 2 9
STEP 3 10
STEP 4 10
STEP 5 11

Conclutions 12

Reference Guide 12
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INTRODUCTION
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OBJECTIVES

GENERAL OBJECTIVES:

 To infer on how productive is a factory basing on the six sigma and the 5S

ESPECIFIC OBJECTIVES:

 To identify the metodology of a process, and improve it.

 To learn how to get a 3,4 defects per million
 To understand how to build a great process using the 5s
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SIX SIGMA

WHAT IS SIX SIGMA?

Six sigma simply means a measure of quality that strives for near perfection. Six Sigma is
a disciplined, data-driven approach and methodology for eliminating defects (driving
toward six standard deviations between the mean and the nearest specification limit) in
any process – from manufacturing to transactional and from product to service.

Six Sigma is a set of techniques and tools for process improvement. It was developed by
Motorola in 1986. Jack Welch made it central to his business strategy at General Electric
in 1995. Today, it is used in many industrial sectors.

Six Sigma seeks to improve the quality of process outputs by identifying and removing
the causes of defects (errors) and minimizing variability in manufacturing and business
processes. The strategy involves creating groups of people within the business or
organization who have expert status in various methods, and then each project is carried
out according to a set of steps in an effort to reach specific financial milestones.

The term Six Sigma originated from terminology associated with manufacturing,
specifically terms associated with statistical modeling of manufacturing processes. The
maturity of a manufacturing process can be described by a sigma rating indicating its
yield or the percentage of defect-free products it creates.

A six sigma process is one in which 99.99966% of all opportunities to produce some
feature of a part are statistically expected to be free of defects (3.4 defective features /
million opportunities), although, as discussed below, this defect level corresponds to
only a 4.5 sigma level.

METHODOLOGIES

DMAIC:
5 STEPS

1. Define the system, listen the customer and the requirements.

2. Measure key aspects in order to collect information.
3. Analyze the data to find and verify cause-effect relationship in the system.
4. Improve and try to optimize the process based in the previous steps.
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5. Control the future of the process and be sure of delete all the causes that can
result in defects in the future.

DMADV OR DFSS
5 STEPS:

1. Define and design the goals that are consistent with the demands of the customer.
2. Measure and identify characteristics that are critical to quality.
3. Analyze to develop and design alternatives.
4. Design an improved alternative, best suited per analysis in the previous step.
5. Verify the design, set up pilot runs, implement the production process and hand it
over to the process owner(s).

SIX SIGMA CONVERSION TABLE

'Long Term Yield' (basically Defects Per Million Opportunities 'Processs Sigma'
the percentage of successful (DPMO)
outputs or operations)
%

99.99966 3.4 6

99.98 233 5

99.4 6,210 4

93.3 66,807 3

69.1 308,538 2

30.9 691,462 1
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You can see from the conversions above that the sigma scale is exponential. The
difference between the DPMO equating to each whole number more than doubles as you
move up through the scale.

SIX SIGMA HISTORY

In the mid-1980's engineers in Motorola Inc in the USA used 'Six Sigma' an an informal
name for an in-house initiative for reducing defects in production processes, because it
represented a suitably high level of quality. (Note here it's Sigma with a big 'S' because in
this context Six Sigma is a 'branded' name for Motorola's initiative.)

In the late-1980's following the success of the above initiative, Motorola extended the Six
Sigma methods to its critical business processes, and significantly Six Sigma became a
formalized in-house 'branded' name for a performance improvement methodology, i.e.,
beyond purely 'defect reduction', in Motorola Inc.

In 1991 Motorola certified its first 'Black Belt' Six Sigma experts, which indicates the
beginnings of the formalization of the accredited training of Six Sigma methods.

In 1991 also, Allied Signal, (a large avionics company which merged with Honeywell in
1999), adopted the Six Sigma methods, and claimed significant improvements and cost
savings within six months. It seems that Allied Signal's new CEO Lawrence Bossidy
learned of Motorola's work with Six Sigma and so approached Motorola's CEO Bob
Galvin to learn how it could be used in Allied Signal.

In 1995, General Electric's CEO Jack Welch (Welch knew Bossidy since Bossidy once
worked for Welch at GE, and Welch was impressed by Bossidy's achievements using Six
Sigma) decided to implement Six Sigma in GE, and by 1998 GE claimed that Six Sigma
had generated over three-quarters of a billion dollars of cost savings. (Source: George
Eckes' book, The Six Sigma Revolution.)

5’S
One of the methods of determining an organizations approach to its business is to
evaluate its workplace organization capability & visual management standards
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5S is one of the most widely adopted techniques from the lean manufacturing toolbox.
Along with Standard Work and Total Productive Maintenance, 5S is considered a
"foundational" lean concept, as it establishes the operational stability required for
making and sustaining continuous improvements

CHARACTERISTICS

× Improved safety
× 5S becomes a fundamental business measure & key driver for Kaizen
× Forms a solid foundation upon which to build continuous improvement
× Employees gain a sense of ownership, involvement & responsibility
× Reduction in waste
× Improved performance in productivity, quality & morale leads to increased
profitability

THE 5 PHASES:

S-1 STEP: SORT (SEIZE)

SORT REFERS TO THE PRACTICE OF GOING THROUGH ALL
THE TOOLS, MATERIALS, ETC., IN THE WORK AREA AND
KEEPING ONLY ESSENTIAL ITEMS. EVERYTHING ELSE IS
EITHER STORED OFFSITE OR DISCARDED. THIS LEADS TO
FEWER HAZARDS AND LESS CLUTTER.

Definition How Why

To sort the necessary and
unnecessary items
To store often used items at
the work area, infrequently
used items away from the
work area and dispose of
items that are not needed
Start in one area, then sort through Removes waste
everything Safer work area
Discuss removal of items with all Gains space
persons involved Easier to visualize the process
Use decontamination/
environmental/safety procedures
Items that cannot be removed
immediately should be red tagged

OUTCOMES & BENEFITS:

o Reduce non-value adding activity

o Reduce mistakes from employees and suppliers
o Reduce time for employee orientation and training
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o Reduce search time in navigating the facility and locating tools, parts and
supplies
o Reduce parts stored in inventory
o Improve floor space utilization
o Improve employee safety and morale
o Improve product quality
o Extend equipment life through more frequent cleaning and inspection

S-2 STEP: SET IN ORDER

(SEITON)

Use the focus points below to guide efforts to redesign the

workplace for improved performance.

 Facilities/equipment: Make sure utility are clearly

named and labeled to simplify line tracing.
 Safety: Focus is on alerting people to potentially hazardous situations and
controlling actions to prevent an unsafe condition.
 Procedures: Focus is on employee’s ability to execute job responsibilities within a
given workplace.
 Quality: Focus is on graphically or physically representing quality standards.
 Inventory/Material Handling: Focus is on effective identification of production
and MRO materials, storeroom organization, and material movement.

Definition How Why

To arrange all necessary Keep things used together, kept Visually shows what is required or is
items. together. out of place.
To have a designated Use labels, tape, floor markings, More efficient to find items/
place for everything. signs, shadow outlines. documents (silhouettes/ labels).
A place for everything Sharable items keep at central Saves time, not having to search for
and everything in its location (eliminate excess). items.
place Shorter travel distances

S-3 STEP: SHINE (SEISO)

The S2-Shine step includes three primary activities which
include getting the workplace clean, maintaining its
appearance, and using preventative measures to keep it clean.
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ACTION STEPS

1. Define "clean"
2. Get cleaning supplies
3. Take "before" pictures
4. Clean the work area
5. Fix small imperfections
6. Identify contamination sources
7. Take "after" pictures

TIPS

 Sketch ideas on flipchart or paper to build understanding and evaluate them.

 Cellular workflow has many benefits. Consider it if the workplace is not currently
organized that way.
 Revisit the workplace to evaluate the viability of proposed changes.
 Involve stakeholders (immediate work area and others) in thinking through
changes.

S-4 STEP: STANDARDIZE (SEIKETSU)

Revisit the first three of the 5S on a frequent basis and confirm the condition of the
Gemba using standard procedures

During this phase of implementation, the team identifies ways to establish the improved
workplace practices as a standard. The goal of standardization is to create best practices
and to get each team member to use the established best practices the same way.

Definition How Why

To maintain the workplace at a level Build into everyday To build 5-S’s into our
which uncovers and makes routines and checklists everyday process to maintain
problems obvious. Develop schedules and “neat” and “clean”
To constantly improve our plant by checklists.
continuous assessment & actions

S-5 STEP: SUSTAIN (SHITSUKE)

Keep to the rules to maintain the standard & continue to improve
every day

The purpose of S5-Sustain is to maintain the momentum

generated during the initial event or project. A management
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auditing process should be put into practice to ensure that employees understand that
maintaining the level of workplace organization is a top priority. Management audits
should focus on ensuring that the routines and schedules specified in S4 Standardize are
being properly maintained.

Definition How Why

To maintain our discipline, Good habits are hard to break. To sustain sorting,
we need to practice and Commitment and discipline toward storage and shining
repeat until it becomes a housekeeping is essential in taking the activities every day
way of life. first step in being World Class.

CONCLUTIONS

1. Six Sigma is an effective process that improves the quality, organization and
incomes of an enterprise.
2. If you get a 3,4 defects per millions, that means that your process is high, with the
time required, a high quality out of waste.
3. The 5S are made to get a good build process, first is sort that means use only the
work area , then is set in order, that means to order the things that is not helpin,
then shine refers to clean the area, continue with standardize is about making a
list of the important things, at the end is sustain, means to keep that order.
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REFERENCE GUIDE

 Online. Referenced 22/02/2015. Business Balls. Six Sigma

http://www.businessballs.com/sixsigma.htm
 Online. Referenced 22/02/2015. Business Dictionary. Six Sigma Definition
http://www.businessdictionary.com/definition/Six-Sigma.html
 Online. Referenced 22/02/2015
http://www.asq-1302.org/wp-content/uploads/2010/09/The-5Ss-of-
Workplace-Organization.pdf
 Online. Referenced 22/02/2015
http://www.gotopac.com/media/pdf/articles/5S-Handbook.pdf
 Online. Referenced 22/02/2015
http://www.kaizen.com/knowledge-center/what-is-5s.html