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Thomas A. Little, Ph.D.

President, Thomas A. Little Consulting

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Audience

Presentation is designed for those Executives and Managers who are considering implementing Six Sigma and want to understand its core concepts and benefits. Provides an overview and orientation of six sigma methodologies and organizational requirements. The Executive Overview is presented prior to six sigma implementation, Champion and Black Belt training.

382 Stanwick Street
Brentwood, CA 94513

1-925-285-1847 drlittle@dr-tom.com www.dr-tom.com

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Objectives
As a result of attending this course the participant will be able to: • Describe the Six Sigma Breakthrough strategy • Understand the Champion’s role in the Six Sigma Initiative • Relate the roles and responsibilities of the Champion, Black Belt, Green Belt and Team Members • Identify projects with high probability for success • Understand the DMAIC methodology and how it applies to improvement projects • Establish and utilize dashboard metrics • Assist in project management and project goal completion

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Presentation Outline

Section I Section II Section III Section IV

Six Sigma Introduction Management and Organizational Infrastructure for Six Sigma DMAIC Breakthrough Methodology Implementation Strategy

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Section I

Section I Six Sigma Introduction What is Six Sigma? Three elements of Six Sigma DMAIC roadmap Expected benefits of Six Sigma Corporate results of Six Sigma

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Technical Definition of Six Sigma
Technical Definition (Motorola)
LSL

75% ±1.5 s

USL

12.5%
Cp=2 Cpk=1.5

12.5%
Cp=2 Cpk=1.5

3.4 DPMO

Cp=Cpk = 2

3.4 DPMO

- 6s

-5s

-4s

-3 s

-2s

-1s

0

+1s

+2s

+3s

+4s

+5s

+6s

6s to LSL
Evolution to:

6s to USL

A Management driven, scientific methodology for product and process improvement which creates breakthroughs in financial performance and Customer satisfaction
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4 defects per million opportunities) 7 © TLC.5 22002 • • • • • • . Black Belts and Green Belts to facilitate change Focused on core business and Customer needs A systematic method for process and product improvement A Greek symbol for measuring performance variation A metric for evaluating performance quality A standard of excellence (3.What is Six-Sigma? • Management mandated and directed improvement program focused on breakthroughs in financial performance and customer satisfaction Uses Champions. SSEO 1.

capacity and market position Decrease the Cost of Goods Sold Reduce variation and defects Improve yields Understand root cause of issues and eliminate the source of problems Automate process ―workflow‖ Improve process performance and reduce waste using lean principles 8 © TLC.5 22002 .Customer Satisfaction + Efficient Systems = Improved Profitability Two types of projects to improve financial performance: Increase Revenue “Grow the Business” Improve Customer satisfaction. sales. SSEO 1.

5 22002 . SSEO 1.Reduce Process Variation & Defect Rates Off-Target Too Much Variation Centered On-Target Center Process Reduce Spread The objective is to understand customer requirements and reduce process variation and defects 9 © TLC.

Breakthrough and Continuous Improvement Breakthrough Strategy 1 2 3 4 5 10 © TLC. SSEO 1.5 22002 .

variation and defect reduction. Customer satisfaction and cost reduction within all components of the production and delivery process.5 22002 . lean production techniques. Materials. SSEO 1. design for manufacturability. Customer satisfaction and cost reduction within all components of the development and new product introduction process. HR. Customer satisfaction and cost reduction within all components of the operation. Six Sigma touches on all aspects of the Business Enterprise 11 © TLC. etc. Focused on product production excellence. Areas of focus include Sales. Finance. Focused on operational excellence.Three Emphasis Areas for Six Sigma Focused on product design excellence.

5 22002 . SSEO 1.Past Improvement Activity Failure Modes Unsuccessful Projects No clear Management mandate No roadmap for the project… not sure where we are going No dedicated resources No Management and performance review No ability to measure performance and examine effectiveness… not sure if we accomplished anything No financial ROI during project definition and measurement at completion No clear answer as to ―why are we doing this project?” 12 © TLC.

5 22002 .What Makes Six Sigma Work? • Select and work on the most important problems and projects to the business and Customer • Assure those projects impact customer satisfaction and financial performance • Allocate the time to get the work done • Have your best people work on them • Provide those individuals with all the training. and resources they need to make the performance breakthrough • Provide Management direction. support and routine review of performance • Require a well thought out. tools. SSEO 1. objective and data driven solution • Verify the dollar savings of your efforts • Sustain the benefits of the solution over time 13 © TLC.

trained in the use of the 6 Sigma problem solving and process improvement methodology Systematic Approach to improving performance and reducing defects which are important to the customer (qualitative & statistical) 14 © TLC. SSEO 1.5 22002 .Six Sigma 3 Critical Elements Defining and using business objectives and metrics that focus our attention on performance and defects that are most important to the customer and have the greatest potential for impacting the bottom line Dedicated resources and focused infrastructure.

etc. DPMO. Sales. (Critical Business Elements) Management objectives and dashboard forms the core of the strategic Business & Quality Metrics and is flowed down to other departments and process areas to provide leading and lagging indicators of performance 15 © TLC.Strategic Business and Quality Metrics CSI.5 22002 . SSEO 1. Web hit rates. customer response times. DPU. Yield. delivery times. Rework/scrap rates. cost per unit.

Hierarchy of Operational Dashboards Can we see measurable progress in our key business critical metrics? Executive Dashboard Level 1 Processes Director Level Level 2 Processes Manager Level Level 3 Processes Engineering Level Level 4 Processes Operator Level 16 © TLC.5 22002 . SSEO 1.

Objective.) Implement and Validate Controls Develop Transfer Plan Realize Benefits of Implementing Solution Close Project and Communicate Results . etc. FMEA. design. Goals and Benefits Define Stakeholder/Resource Analysis Map the Process Develop Project Plan Key Analytical Tools Process Mapping and Modeling Measurement Systems Analysis & Process Capability Measure Determine Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements Measurement Systems Analysis Determine Process Capability and Baseline Analyze Benchmark the Process or Product Establish Causal Relationships Using Data Analysis of the Process Map Determine Root Cause(s) Using Data Statistical Tests. SSEO 1.5 22002 Improve Design of Experiments Develop Solution Alternatives Assess Risks and Benefits of Solution Alternatives Validate Solution using a Pilot Implement Solution Determine Solution Effectiveness using Data Control Statistical Process Control Determine Needed Controls (measurement. Modeling & Root Cause Analysis Brainstorming Design of Experiments. & Validation Statistical Process Control 17 © TLC.Six Sigma DMAIC Road Map Define Identify Project. Champion and Project Owner Determine Customer Requirements and CTQs Define Problem.

Process Flow for achieving 70%+ Improvement Champion Select project that is considered critical to operational success Review performance and assure results Review and approve solutions Authorize process change Communicate and celebrate results Black Belt Form team and follow DMAIC for project management Develop alternative solutions and complete benefit and risk assessment Determine financial benefit Process or Product Understand root cause of problem Validate Solution Implement and standardize process changes 18 © TLC.5 22002 For a breakthrough to occur… everything is on the table . SSEO 1.

maintain metrics) 19 © TLC. training materials.5 22002 . SSEO 1. efficiency and cost of goods sold • Waste.Six Sigma Results Improved Customer satisfaction • Assure products and services meet customer requirements Improved quality. Black Belts and all employees to make meaningful improvements in performance • Communication Commonality • Language. tools & software • Methodology • Expectations • Solutions • Financial tracking (establish. defect and variation reduction • Financial savings (hard and soft) Self-sustaining infrastructure • Defined roles and responsibilities • Empower Champions.

Delighting customers and accelerating growth completes the picture.Honeywell 1999 Annual Report http://www-a. but cost savings are only one part of the story. SSEO 1.html "We expect Six Sigma to elevate our company to an entirely new level of operational performance. cost reductions and asset utilization.com/investor/ar99_intro_smarter.Honeywell & DOW Results "We achieved $600 million in Six Sigma cost savings in 1999.honeywell. we provide tremendous added value to our customers– through higher quality solutions that are more competitively priced. delivered on time and invoiced correctly.5 22002 . delivering $1.htm 20 © TLC." ." . When we are more efficient and improve work flow throughout every function in the company.dow.com/financial/99ann/letter03.Dow 1999 Annual Report http://www. That makes us a more desirable business partner.5 billion in EBIT cumulatively by 2003 from the combined impact of revenue growth.

html "Six Sigma implementation continues to gain momentum.com/corp/whats-new/releases/01/010124.html 21 © TLC. with no financial benefit to the Company. there were about 1.GE 1999 Annual Report http://www.dupont.ge. At the end of the year 2000. From a standing start in 1996. SSEO 1. it has flourished to the point where it produced more than $2 billion in benefits in 1999.GE & DuPont Results "The Six Sigma initiative is in its fifth year — its fifth trip through the operating system.5 22002 ." .100 trained Black Belts and over 3. The potential pretax benefit from active projects was $700 million. with much more to come this decade.com/annual99/letter/letter_three." .DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.400 active projects.

5 22002 . SSEO 1.Section II Section II Management Infrastructure for Six Sigma Site Champion and Executive Staff Hands on Champions Master Black Belt Black Belts / Green Belts All Employees 22 © TLC.

5 22002 .Interrelationship Digraph of Six Sigma Infrastructure 23 © TLC. SSEO 1.

Site Champion and Executive Staff Functions Set the vision Create the mandate for improvement Initiate and fund the activity Establish and maintain the reporting structure Responsibilities (10%+ of time) Identify Champions in each functional area Monthly review of projects by Champion Measure Champion results Training 4 hour Executive Overview 2 day Champion Training 24 © TLC. SSEO 1.5 22002 .

Hands-On Champion Functions Communicate the vision Create the mandate for improvement Provide direction and remove barriers Achieve financial results and communicate success Responsibilities (10%+ of time) Identify Black Belts and Green Belts Identify and approve all Six Sigma projects Biweekly review of all projects Measure Black Belt performance Training 2 day Champion Training 25 © TLC. SSEO 1.5 22002 .

SSEO 1. 2 years minimum as a Black Belt and a Masters Degree in a related field 26 © TLC.5 22002 . Black Belts and Champions Participate in the review of projects Monitor all Six Sigma projects Training 15 day Black Belt Training.Master Black Belt Functions Provide technical expertise on Six Sigma and Lean methodology to Black Belts and Green Belts Work in support of the Black Belt and Champion Assist in education and training activities Responsibilities (100% of time) Work daily with team members.

Black Belts and Green Belts Functions Black Belts 100% dedicated for 2 years to process improvement.5 22002 . SSEO 1. Green Belts 20% Work on improvement projects with other Green Belts and Team Members Achieve financial results for each project $350K+ Goal of Responsibilities (100 – 20%+ of time) Use the DMAIC methodology to create breakthroughs in performance Report progress to the Champion Hold team meetings and provide excellent project management Work with the Master Black Belt Training 15 day Black Belt Training 5 day Green Belt Training 27 © TLC.

5 22002 .All Employees Functions Work to achieve excellence in daily work Participate in Six Sigma projects Support team activities Identify opportunities for improvement Responsibilities (5-10%+ of time) Participate in Six Sigma activities as requested Complete action items as assigned by the team Attend team meetings Training 1 day Six Sigma Employee training 28 © TLC. SSEO 1.

SSEO 1.Section III Section III DMAIC Breakthrough Methodology Define Measure Analyze Improve Control 29 © TLC.5 22002 .

DMAIC Process Improvement Methodology 30 © TLC.5 22002 . SSEO 1.

SSEO 1.5 22002 .DMAIC Process Establish Controls on the critical Xs so the improvements will be maintained Identify ways to improve the process and validate the solution X1 X2 X3 X4 PROCESS Measure and Analyze data and process performance to determine the critical variables and root cause of the problem Y1 Y2 Y3 Metrics (Ys) linked to CTQs Define the Problem Project Objective Project Goal 31 © TLC.

Champion and Project Owner Determine Customer Requirements and CTQs Define Problem. Objective. SSEO 1. Goals and Benefits Define Stakeholder/Resource Analysis Map the Process Develop Project Plan Define Quality Tools Project Charter and Plan Effort/Impact Analysis Process Mapping Tree Diagram 32 © TLC.Six Sigma DMAIC Define Define Activities Identify Project.5 22002 .

Cpk. etc. SSEO 1. DPMO. Project Plan and Gantt Chart Expected Benefits: Hard Dollar Savings: Soft Dollar Savings: Strategic: Other Benefits: Stakeholder Approval Hands On Champion: Name: Signature: Functional Manager: Name: Signature: Other: Name: Signature: Date: Master Black Belt: Name: Signature: Black / Green Belt: Name: Signature: Other: Name: Signature: Response Response (Y) (Y) What must my Who are the suppliers for our product suppliers provide to or service? How capable are they in my process to meet meeting our process requirements? my needs? Operational Operational Definition Definition What is the most appropriate end point for the process? What Determine the start and end points of the process product or service does associated with the problem and the major steps the process deliver to in the process. the customer? Who are the customers for our product or service? What are their requirements for performance CTQ(s) Voice of Voice of The Customer The Customer Product Product arrives on-time arrives onon-time Target Target Specification Specification Limit(s) Limit(s) Complete SIPOC and Process Map Suppliers 1 2 Input 1 2 3 1 2 3 1 2 3 1 2 3 Process Start Point: (High Level) Output 1 2 Customers 1 2 1 2 1 2 1 2 1 2 1 2 3 4 Add additional rows where needed Operation or Activity 1 2 3 4 5 6 7 8 9 10 11 End Point: 3 4 5 6 Error Rate Error Rate © Thomas A.5 22002 .“Define” Flow VOC. Examine Candidate Projects Effort/Impact Analysis SIX SIGMA Project Charter Resource Requirements Project No: Project Name: Project Leader: GB/BB: Master BB: H/O Champion: Team Members: Name Function General Information Location: Business Segment: Business Objective: Customer Initials CTQ(s): Current Process Capability: Sigma. Date: Review Schedule Activity Date Start D M A I C Close Effort / Impact Analysis GB Projects 10 9 8 7 Impact BB Projects % Time 6 5 4 3 2 1 0 0 2 4 6 Effort 8 10 12 Impact Project Definition Project Problem Statement: Project Objective Statement: Project Scope/Limitations: Define Customer CTQs Project Goals and Targets: Develop and Approve Project Charter Time frame: Project Plan: See page 2 of the project charter. Little Consulting 2002 33 © TLC. Cycle-time.

Voice of the Customer (VOC) • Why don’t you guys learn how to meet a schedule? • Your service quality to poor DMAIC Methodology Define • When will you learn how to provide service and a Customer first attitude? • Why don’t you tell us when there is a problem? • I sent out e-mail after e-mail with no response! • Why do you try and make your customers responsible for your quality problems? • Your RMA frequency is unacceptable VOC is often full of emotions. We need to restate customer statements into fact based. SSEO 1. performance requirements that we need to focus on Of course… Customers expect perfection 34 © TLC.5 22002 .

4 DPMO 35 © TLC.Critical to Quality (CTQ) Characteristics Detailed Specifications Response (Y) DMAIC Methodology Define Use the tree diagram to define Customer CTQs Performance to Schedule Customer Requirement Customer Needs Product arrives on-time Measure Deviation from schedule in completed units Target 100% of committed ships prior to 5:00 pm as received on Customer receiving dock Specification Limit(s) LSL = 0 hours late USL = 6 hours early Allowable defect Rate < 3.5 22002 . SSEO 1.

5 22002 .Moving to Specific Candidate Projects DMAIC Methodology Define Champions drive the project selection as they own the business objectives aligned to the Executive Staff Interview Customers (Internal and External). SSEO 1. on core business issues and opportunities for improvement Use Voice of the Customer when collecting and analyzing data Complete CTQ gap analysis and prioritization Determine a candidate project list Estimate project benefits in financial and measurable terms & rank projects by their impact Determine the effort required for each project Conduct effort to impact analysis and prioritize the project list Select the top projects and determine the Champion and Owner Critically examine Business Objectives and select projects aligned to them with financial impact and benefits Candidate Six Sigma Project(s) With financial impact!!! 36 © TLC.

5 22002 . SSEO 1.Potential Projects DMAIC Methodology Define Determine a candidate project list and potential benefits: Manufacturing Conduct effort to impact analysis and prioritize the project list Project 1 2 3 4 5 6 7 8 9 10 Effort 6 3 4 7 10 2 5 8 1 9 Impact 1 3 3 3 3 6 6 6 9 9 Candidate Six Sigma Project(s) Project Champion and Owner Effort / Impact Analysis 10 9 8 7 Impact Materials Management NPI Finance Design HR 6 5 4 3 2 1 Impact Projects with high impact are preferred 0 0 2 4 6 Effort 8 10 12 37 © TLC.

f.Detailed Project Selection Criteria DMAIC Methodology Define • Achieving breakthroughs requires prioritization of opportunities. If the problem is clear we move on to define the problem. There are many more opportunities than there is time and resources to work on them. c. consider these issues: a. d. • In selecting a project. • When selecting a process. e. b. CSI Compatible with current goals and objectives Translatable to other areas of the business Probability of success Level of effort. Financial and strategic benefits Improved customer satisfaction. SSEO 1.5 22002 . we are trying to prioritize exactly which problem to solve. amount of resources needed to complete project 38 © TLC.

5 22002 . Clear problem definition with clear project boundaries Complexity is a function of time to complete and the difficulty of the problem. easy to do or important to do? Rank 2 3 4 5 6 1 7 Potential Projects Reduce lead time Receiving process Customer complaints MRO material reduction Change control system Inventory reduction Chip test yields Benefits Business Goals Champion Financial Translatability Defined Supports HC 9 9 9 9 MP 6 9 6 3 DS 6 6 6 9 LC 6 3 6 9 JM 6 9 0 6 AB 9 9 9 9 JF 6 3 0 0 Clear 6 9 9 9 6 9 9 Risk Complexity 6 6 6 6 6 9 6 p(S) 3 9 6 6 6 6 6 Total 80% 77% 73% 70% 63% 93% 53% 0% 0% 0% Project name Manager responsible for results Hard dollar savings Solutions are likely to be applicable across the site and the corporation Currently defined business objective Supports immediate goals and objectives for the org. SSEO 1. 2002 39 © TLC.Example: Prioritizing Projects DMAIC Methodology Define Are your projects the things you like to do. Scope (target for BB project is 7-8) Probability of success 3 < $100k 6 = $300k 9> $1M 3 = local 6 = some external 9 = all locations 3 = <3 months 6= 4-5 months 9= 6+ months © TLC.

Develop Charter SIX SIGMA Project Charter DMAIC Methodology Define In this step you will establish direction for the project by documenting • • Resource Requirements Project No: Project Name: Project Leader: GB/BB: Master BB: H/O Champion: Team Members: Name Function % Time Initials General Information Location: Business Segment: Business Objective: Customer CTQ(s): Current Process Capability: Sigma. etc. Cpk . DPMO. Cycle-time.5 22002 . Project Plan and Gantt Chart Expected Benefits: Hard Dollar Savings: Soft Dollar Savings: Strategic: Other Benefits: Time frame: Stakeholder Approval Hands On Champion: Name: Signature: Functional Manager: Name: Signature: Other: Name: Signature: Date: Master Black Belt: Name: Signature: Black / Green Belt: Name: Signature: Other: Name: Signature: 40 © TLC. SSEO 1. Date: Review Schedule Activity Date Start D M A I C Close Problem Project Problem Statement: Project Definition Objective & Scope • • • Goal/target Resource requirements Financial benefits Project Objective Statement: Project Scope/Limitations: Project Goals and Targets: • • • Strategic benefits Team resources Project approval Project Plan: See page 2 of the project charter.

where and how the problem occurs • What is critical to quality (CTQ) from the customer perspective? What is nonconforming to specifications? • Define the boundaries of the problem.Develop Charter – Problem Statement A clear description of the problem to communicate to other people in the process and rally support to improve it • A description of the issue or problem • What. SSEO 1.5 22002 . when. how big is the problem? • What are the consequences of the problem to the Company and or Customer? • Do not state a solution when describing a problem DMAIC Methodology Define Description of the “Pain” 41 © TLC.

State Objective and Scope Project Objective and Scope • DMAIC Methodology Define What process will the team focus on? • • • • What are the boundaries of the process we are to improve? Where does the process begin? Where does it end? Which customers will be affected / included What is outside of scope for the team? What constraints or timelines must the team work under? Site or Line Process Customer or Suppliers Process 1 Process 2 Process 3 42 © TLC. SSEO 1.5 22002 .

 Goal Statement: Reduce late shipment costs (Express Mail) to all customers by 70% from $1.5 22002 . Where When How Much 43 © TLC. State targets and tolerances where appropriate.5M to $45K by January 200x. in measurable terms. what success will look like when you’ve solved the problem Include a statement of the performance level that will satisfy your CTQ and the time frame in which you plan to implement the improvement.Goal Statement DMAIC Methodology Define  Describe. SSEO 1.

Determine Resources Determine the Stakeholders DMAIC Methodology Define Who will need to be involved and at what level for this project to be successful? Determine Team Members Who will need to be on the team and at what % of their time? Determine any Capital. testing. outside services or equipment will be needed? Are those costs acceptable to management? Other Support to be Successful 44 © TLC. software programming. SSEO 1.5 22002 . Test or HR Requirements What materials.

with effort can return to schedule Behind Plan Task Completed 45 © TLC.5 22002 Champion: . SSEO 1.Project Plan SIX SIGMA Project Plan Site: Problem Statement: DMAIC Methodology Define Project Name & Number: Revision Date: Location: Improvement Objective and Scope: Goal and Targets Metric(s) Benefits Baseline Goal Improvement Goals Date Date Date Date Phases Define Tasks and Timelines Activity Project's Customer CTQ Project Charter SIPOC Financial analysis of project's benefits Detailed process map Project Assigned to: Start Date: End Date: Status: Review Date Project plan remains through the life of the project Measure Analyze Improve Control Team Members Team Leader: Team BB: Team Members: On Plan/On Schedule Behind Plan.

) • Improved job satisfaction (reduction in frustration) • When considering benefits… what must change for the savings to occur? 46 © TLC.5 22002 .Benefits DMAIC Methodology Define Benefits may include any of the following: • Hard dollar savings (cost reduction) • Soft dollar savings (cost avoidance) • Improved Customer satisfaction • Improvement in the performance metrics (cycle time. SSEO 1. yield. defects. etc.

4 $ $ 24.525 k per Year Determine costs of current baseline and the impact to cost if the goal is achieved.2 $ 12. If financial analysis shows poor ROI you may want to select another project.Financial Benefits Example DMAIC Methodology Define Cost Improvements Quantified: Curr Cost ($1.257 k 207 $ 183 per Week $ 10.782 k $ 9.5 $ 4.4 $ 1.5 22002 . 47 © TLC. 000's Process Touch-up & Handsolder Wash QA/ Final Inspection Rework QA (QA E ngineers) Production Control/Expediting Total per week for costs elements above Total per Year per w eek) New Cost $ $ $ $ $ $ $ 73 24 58 20 5 27 $ $ $ $ $ $ 70 23 45 16 4 26 95% 95% 78% 78% 78% 95% Improvement $ 3. Consider also the full impact to all effected lines and production operations.2 1. SSEO 1.7 $ 1.0 $ 1.

Begin Mapping the Process with a SIPOC DMAIC Methodology Define 48 © TLC.5 22002 . SSEO 1.

SSEO 1.5 22002 .Move to a detailed Process Map DMAIC Methodology Define 49 © TLC.

5 22002 .Model and Automate Workflow Discrete Transactions Performance Monitoring and Improvement JMP for analysis and root cause determination Workflow Automation Database 50 © TLC. SSEO 1.

Black Belts and Green Belts meet with Management to report performance. 51 © TLC.5 22002 .Begin Management/Champion Reviews DMAIC Methodology Define Once the project charter has been approved and the team formed around the project it is essential to begin periodic management reviews of project performance. Where possible integrate reviews into current management forums. Champions report to executive staff on project performance. SSEO 1.

SSEO 1.Six Sigma DMAIC Measure DMAIC Methodology Measure Measure Activities Determine Project Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements Measurement Systems Analysis Determine Process Capability and Baseline Measure Quality Tools Quality Function Deployment (QFD) Measurement Systems Analysis (MSA) Check sheet Process Capability 52 © TLC.5 22002 .

date. Inspector Effectiveness Goal Add Specifications and Compute Sigma and Capability Baseline Restate Improvement Goals 53 © TLC. customer. observers Procedures for data collection are defined.5 22002 . SSEO 1.“Measure” Flow Data Collection Plan & Sample Size Data Collection Plan Define What to Measure Type of Measure Operational Definition List Of Measures (Xs and Ys) Define How to Measure Measurement or Test Method Data Tags Needed to Stratify the Data Data tags are defined for the measure. tester. GR&R. Such as: time. line. measured product or process data Clear definition of Visual the measurement inspection defined in such a or automated way as to achieve test? repeatable results Test instruments from multiple are defined. etc. Process Baseline and Capability Determination MSA. location. operator. Data Collection Method Manual? Spreadsheet? Computer based? etc. buyer. Who will Do it? Person(s) Assigned State who has the responsibility? What? Sample Plan Where? When? How Many? Measure Name of X or Y parameter attribute or or condition discrete to be data. What measure is being collected Location for data collection How often the data is collected The number of data points collected per sample Data Collection.

5 22002 . RMA Processing time Wait time Delivery time Manufacturing Cost of Quality Supplier. planning systems. SSEO 1. production systems Materials costs 54 © TLC. Receiving and Process Times Transaction Cycle Time Transactional and product defects and errors by operation Accuracy of transaction Transaction time Product or service quality Inventory levels Materials management Customer satisfaction T&Cs.Determining Critical Xs and Ys (Xs) Leading Process --> Product --> XZY errors Temperature Offset Viscosity Pressure Lagging (Ys) DPU/Yield Scrap Rework.

0 0 0 Translate customer requirements into objective measures and prioritize project metrics 5 9 6 8 7 10 2 1 4 3 Strong relationship Moderate relationship Weak relationship No relationship 55 © TLC. N N N n/a Daily 1 hr. Y N Y Daily Daily 0 -0:15 0:15 21 % Y N Y Daily Shift 100% 50% n/a 21 Hrs.Using QFD to Prioritize and Select Project Ys and Xs Product or Process: DMAIC Methodology Measure Current Measures Unit Delivery Deviation from Commit Needed Measures Deviation from target on delivery time Time to Schedule Confirmation Customer Satisfaction First Pass Yield Units delivered Delivery Time Defect Rate Importance Cum Yield RMAs Customer Wants Rapid schedule confirmation On time performance Defect free products Routine cost reduction Routine WIP reduction Minimum lead times 4 1 2 5 7 6 3 9 0 3 3 0 0 0 9 3 0 0 3 6 6 6 3 3 0 0 9 6 3 0 3 3 0 3 0 3 0 3 3 0 0 0 3 3 0 0 0 6 3 9 0 0 0 0 0 3 6 9 3 0 9 3 0 0 0 9 Total 24 39 33 30 12 21 Total Unit of Measure Raw data available? Std. report available? Reliable data source? Frequency of the report? Needed frequecy? Target Lower Limit Upper Limit Measurement capability Measurement validated? Competitive comparison Ranking Relationship key: 9 6 3 0 18 Min.5 n/a 18 PPM Y Y Y Wk Daily 0 n/a 100 12 # Y Y Y Daily Daily Plan 5% 5% 6 % Y Y Y Daily Daily 100% 95% n/a 12 # Y N N Daily Daily 0 1 1 12 Min. n/a 2 hr. SSEO 1.5 22002 . Y Y Y Daily Daily 5:00 4:45 5:15 12 # Y Y Y Wk Wk 0 n/a 1 27 CSI Y Y Y Wk Wk 5 4.

Performance Standards for Each Y All Processes Need Clear Specifications DMAIC Methodology Measure Larger is Better One-sided . SSEO 1.lower specification limit only LSL Smaller is Better Target zero and upper specification limit USL Target is Best Two-sided specifications LSL Unacceptable Good USL Unacceptable Unacceptable Good Good Unacceptable 56 © TLC.5 22002 .

What measure is being collected Location for data collection How often the data is collected The number of data points collected per sample Data means nothing… without an understanding of what the data is. buyer. tester. measured product or process data Clear definition of Visual the measurement inspection defined in such a or automated way as to achieve test? repeatable results Test instruments from multiple are defined. observers Procedures for data collection are defined. Who will Do it? Person(s) Assigned State who has the responsibility? What? Sample Plan Where? When? How Many? Measure Name of X or Y parameter attribute or or condition discrete to be data. Data Collection Method Manual? Spreadsheet? Computer based? etc. Such as: time.5 22002 . and the conditions under which it was measured Data properly collected and analyzed will help us to understand the root cause(s) of the problem 57 © TLC. date. SSEO 1. customer. line. etc.Develop Data Collection Plan Elements for a data collection plan Data Collection Plan Define What to Measure Type of Measure Operational Definition DMAIC Methodology Measure Define How to Measure Measurement or Test Method Data Tags Needed to Stratify the Data Data tags are defined for the measure. location. operator. how it was collected.

5 22002 . 58 © TLC. SSEO 1. “A picture is worth a thousand words in” understanding and communication of the origin and nature of problems.Collect Visual Data to See the Problem DMAIC Methodology Measure Where possible use a Digital or Video Camera and capture the defect or process problem.

5 22002 . SSEO 1.MSA for Validated Measurement Short Term Capability DMAIC Methodology Measure Long Term Capability True Value xA xB xC Accuracy Reproducibility Repeatability xA xB xC Stability First period of time Second period of time Useful for characterization of variable gages and inspection capability The data is only as good as the quality of the measurements 59 © TLC.

5 22002 . SSEO 1.Six Sigma DMAIC Road Map DMAIC Methodology Analyze Analyze Activities Benchmark the Process or Product Establish Causal Relationships Using Data Analysis of the Process Map Determine Root Cause(s) Using Data Analyze Quality Tools Statistical analysis of data Cause and effect or event diagram Histogram Pareto diagram Run chart Scatter graph 60 © TLC.

Analyze Flow Project Data Xs and Ys Measure Responses or Outputs (Ys) Dependent Variable Factors (Xs) USL LSL Target Independent Variable(s) USL LSL Target © Thomas A. SSEO 1.5 22002 . Little Consulting 2002 Analysis and Stratification of Data Root Cause Analysis Summary % Explained and % Unexplained Root Cause Validation 61 © TLC.

Benchmarking often speeds up the solution generation process. There is much to be learned by benchmarking other companies who are the best at what they do. SSEO 1. This should be clear from our problem statement and objective. Typically there are some core competencies that make a company great. Benchmarking begins with identification of the process or business area we wish to examine.Benchmarking DMAIC Methodology Analyze No company is the best at all it does. Knowledge that there are other ways of doing things can be obtained from benchmarking. 62 © TLC.5 22002 .

5 22002 . Addressing the results or symptoms of a problem will never provide lasting solutions . SSEO 1.Root Cause Analogy DMAIC Methodology Analyze Like pulling weeds… unless we address the root that causes the problem.given a little time… the problem will come back We need to understand the Root Cause of the problem from our problem statement 63 © TLC. poor results will keep coming back.

Forward Problem Solving Versus Backwards Define Problem DMAIC Methodology Analyze Collect Problem Related Data Forward Problem Solving Analyze Data Determine Root Cause(s) Validate No Idea of Root Cause Determine what is unexplained Define Problem List Probable Root Causes Collect Supporting Data Validate Determine what is unexplained Strong Idea of Root Cause 64 © TLC.5 22002 Backwards Problem Solving . SSEO 1.

Evaluate Data to Determine Root Cause DMAIC Methodology Analyze Goal is to determine cause & effect relationships 65 © TLC. SSEO 1.5 22002 .

Stratify Data to Understand Root Cause DMAIC Methodology Analyze Data Collection Late Deliveries 1 Vendor Purch. Type Week in Quarter ordered 2 3 # Late Items 100 80 60 40 20 0 ASICs Connectors Flex c. Agent Order Date Mat. SMT parts Solder 25 20 15 10 5 0 Tom Shauna Kris Adam John 25 20 15 10 5 0 IBM DEC HP Vendor NEC # Late Items Material Type # Late Items Purchasing Agent MOT Stratification: Analysis of the same data grouped and classified by the data tags to examine frequencies at different logical levels 66 © TLC. SSEO 1.5 22002 .

List Of Vital Few Xs and Critical Ys Collected X and Y data DMAIC Methodology Analyze Hypothesis testing t-test F-test ANOVA Chi-square Logistical regression Regression analysis and Model fitting List Of Probable Root Causes and key process sensitivities 67 © TLC.5 22002 . SSEO 1.

Analysis of Data DMAIC Methodology Analyze Provides the ability to visualize the relationship between process variables and to understand the source and fundamental behavior of problems 68 © TLC. SSEO 1.5 22002 .

. 69 © TLC.. SSEO 1.Analyze the Process Map for Waste DMAIC Methodology Analyze When Mapping the Process Consider the Following: What you think it is. What it actually is..... What it could be.5 22002 .

lighting.Check List for Root Cause Determination DMAIC Methodology Analyze Check and investigate all those that apply to the problem under consideration Measurement        Poor repeatability Poor reproducibility Poor accuracy Poor stability Poor linearity Invalid measurement or test method Excessive test or measurement Materials           Defective Off-specification Contaminated Improper storage conditions Labeling or identification Incorrect amount or quantity Improper transportation or handling Expiration date exceeded or unknown Problem with product design Wrong materials Methods             Incorrect definition Incorrect sequence Missing definitions. SSEO 1. implicit rules Poor process controls Poor measurement controls Lack of critical information Incorrect information Excessive queues or out-time Handling Orientation Poor management of change Incorrect revision Environment      Physical environment (temperature.5 22002 . ESD) Security or safety systems Distractions in the environment Particulates Contamination People            Level of staffing Training Competency or experience Supervision Conflicting goals Compliance with procedures Personality issues Physical ability or function Cognitive ability and function Knowledge deficit Communication with peers or supervisor Machine (process & test)        Machine maintenance or calibration Machine controls or lack of controls Machine fault or defect Software or network fault Machine related contamination Machine tooling or fixtures Incorrect machine or tester 70 © TLC.

then ask why did this problem occur until you reach root cause.5 Whys Example DMAIC Methodology Analyze State the problem. Missing Parts on the Board During NPI Improper cassette loading Missing cassette Failed to locate cassette Supplier problem Machine Malfunction WHAT? Why? Why? Why? Why? Why? 71 © TLC.5 22002 Part not available Order incorrect Lack of lead time Design change Customer schedule Design error Performance improvement . SSEO 1.

Root Cause(s) Determination DMAIC Methodology Analyze Root Cause is achieved when we have identified the source of the problem (use the 5+ Why approach) For any problem there are typically many Roots. the physics. Solutions can be formulated once we know the root of the problem 72 © TLC. They vary in frequency of occurrence. We need to know each root and their associated frequency and or % of impact. mechanics or chemistry. We must be able to explain how changes in X cause changes in Y (otherwise we don’t understand it!) Root Cause is verified when we can recreate or manipulate the problem To fix the Root Cause it must be controllable Knowing Root Cause does not assure we know the solution to the problem.5 22002 . Proper Root Cause identification requires some explanation of the failure mechanism based on understanding the process. SSEO 1.

5 22002 . SSEO 1.List of Potential Root Causes DMAIC Methodology Analyze Final investigation needs to be made to determine if the factors identified are actually the root cause of the problem 73 © TLC.

determine those you will verify.Summarize All Root Cause Analysis DMAIC Methodology Analyze For each possible root cause.5 22002 . individual or team 74 © TLC. outside the control of the company. SSEO 1. however. Summarize each possible root cause with the following codes: Non Contributor (NC) Possible Contributor (PC) Insufficient Data (ID) Data not available (IDX) Root Cause (RC) Non Controllable Root Cause (RCX) Does not contribute to the problem A factor which may have an effect on the response Not enough data to determine the effect of the factor (may require additional effort) Data not available concerning the factor Determined to be a root cause of the problem A root cause.

5 22002 .Root Cause(s) Validation and Summary DMAIC Methodology Analyze • List all probable Root Cause(s) • Rank them in terms of effect size • Determine the additional tests and or manipulation you plan to use to validate the factors (X) which have the greatest effect on the response (Y) • Identify potential methods for controlling the factors which create the problem • When validation is complete summarize all selected Root Cause(s) and their effect size 75 © TLC. SSEO 1.

Root Cause Analysis Example DMAIC Methodology Analyze Root Cause(s) Analysis Summary Analysis Method Completed Potential Factor Residual Material in Bulk Fill Wrong Materials Improper use of SOP Review Date 15-Mar 9-Mar 12-Mar Who? Tien Tien Kris Investigation Method Review use logs for PK % Result Effect RC NC NC Validation Method Validation Date 28-Mar Process Review Priority 1 100% Test for residual material 0% 0% Process Map Priority 3 Review inventory use for PK Visual Analysis Priority 4 Review SOP use on the line Cause and Effect (Event) Analysis Priority 2 Invalid Assay NC .5 22002 .Data not available RC .Insufficient Data 12-Mar IDX .Root Cause RCX . SSEO 1.Partial Contributor ID .Non Contributor PC .Root Cause Not Controllable Anna Verify Test Procedure NC 0% 0% % Unexplained 76 © TLC.

5 22002 .Six Sigma DMAIC Improve DMAIC Methodology Improve Improve Activities Develop Solution Alternatives Assess Risks and Benefits of Solution Alternatives Validate Solution using a Pilot Implement Solution Determine Solution Effectiveness using Data Improve Quality Tools Design of Experiments Brainstorming FMEA Risk assessment 77 © TLC. SSEO 1.

Costs.5 22002 .Improve Flow Based on RCA Brainstorm Potential Solutions. Risks and Benefits DMAIC Methodology Improve Design Experiments where appropriate Test and Validate solutions Installed New Process Equipment DPU Review and approve solutions with Management N Implement changes and determine improved process capability. SSEO 1. Reach Goals? Y Examine opportunities for standardization and translation 78 © TLC.

Use voting and management involvement to generate consensus on direction of approach A single solution is not required at this point in the improvement process. SSEO 1.Brainstorm Potential Solutions DMAIC Methodology Improve Use general brainstorming techniques to generate process and design change ideas which will eliminate the root cause of the problem. Separate ideas into short term and long term.3 short term solutions should be selected and ranked. Long term with take 3 months or more to implement. 79 © TLC. 1 to 2 long term solutions should also be selected for evaluation and experimentation. short term is less than 3 months.5 22002 . 2 .

6. 5. 3. examine each process step to determine if waste occurs in the operation and how to remove the waste from the production system 80 © TLC. DMAIC Methodology Improve Over production ahead of demand Waiting for the next process step or information Transporting materials unnecessarily Over processing Inventory that is more than bare minimum Motion by employees that is unnecessarily Producing non-conforming parts For each area of waste. 2. 4. SSEO 1.5 22002 .Consider Solutions That Remove Process Waste Seven muda: 1. 7.

SSEO 1.Solutions Centered on Lean Methods DMAIC Methodology Improve Production Control Material Flow Machine Management Reduce inventories and production costs while improving quality Workplace Management Process Management 81 © TLC.5 22002 .

5 22002 . SSEO 1.Consider Solutions that Automate the Workflow Discrete Transactions DMAIC Methodology Improve Performance Monitoring and Improvement JMP for Analysis Periodic Management Reports Workflow Automation Database 82 © TLC.

83 © TLC.DOE to Characterize. SSEO 1. Improve process parameter design. Once experiments are complete critical process parameter sensitivities can be modeled and determined how to be targeted and controlled. tolerance design and reduce the source of defects. Improve the Process or Product and Get Ready to Control DMAIC Methodology Improve Design experiments which improve the robustness of the process.5 22002 .

SSEO 1. Explain how each solution will address the root cause and impact real change in performance.5 22002 . Complexity. • • Financial benefit = benefit of solution – cost to implement Assess the risks associated with each solution and the likelihood of occurrence • • Determine need to involve/notify customer concerning any product or process changes Make sure that proper validation occurs associated with the solution prior to across the board implementation 84 © TLC.Evaluate Cost. Impact. Benefit and Risk for Each Solution • DMAIC Methodology Improve Assure solution costs and timelines are acceptable to management • • Determine the complexity of each solution in terms of time and ease of completion Identify potential impact (change to the baseline) of each solution.

5 22002 . 2nd.Solution Evaluation Form DMAIC Methodology Improve Solution Evaluation Form List Root Cause(s) Root Cause 1 List Solutions Solutions 1 % Effect % of effect solution will have on the root cause Estimated Cost cost of solution implementation Complexity time or effort to implement short term? long term? Estimated Benefit savings due to solution or improvement in customer satisfaction Risk* High Medium or Low Priority Order of potential solution implmentation 1st. SSEO 1. 3rd Validation? Need to verify effectiveness of solution Root Cause 2 * Use Risk Assessment Form Evaluate solution alternatives to assure the best solution has been selected 85 © TLC.

New Software Failure Mode (What can go wrong) List each failure mode a) Software does not link correctly to database b) Software is not available on time c) Software needs revisions prior to deployment a) b) c) Severity (1-10) 10 is Worst 10 6 3 Probability Score (10 is (High scores very probable) need attention) 6 7 9 60 42 27 Action Plan DMAIC Methodology Improve Owner Due Date Need to test database link Fred early during implementation James Need to review progress during weekly meeting 15-Feb Bill 25-Feb Watson 2. Solution 3. Solution a) b) Evaluate failure modes and probability to minimize any negative effects of changes to the product or process 86 © TLC.5 22002 . SSEO 1.Evaluating Risk Risk Assessment Form List the Solution or Major Elements of Your Solution 1.

5 22002 . Allow the team to benefit from a fresh perspective and add Management’s insight and experience to the priorities. Discuss with Management DMAIC Methodology Improve Once the team has completed their work it is now time to review solutions with Management.Involve the Champion. This step improves the alignment of Management to the Teams efforts 87 © TLC. SSEO 1.

improvement) Implement one solution at a time. then move to next solution. 88 © TLC.5 22002 . Allow for sufficient time to determine effect.Evaluate Improvements in Series Installed New Process Equipment DMAIC Methodology Improve Retrained the Workforce on the Process DPU (miss. SSEO 1. no change) (hit.

Six Sigma DMAIC Road Map DMAIC Methodology Control Control Activities Determine Needed Controls (measurement.) Implement and Validate Controls Develop Transfer Plan Realize Benefits of Implementing Solution Close Project and Communicate Results Control Quality Tools Statistical Process Control Out of Control Action Plan (OCAP) Design Changes to eliminate the defect 89 © TLC. etc. SSEO 1. design.5 22002 .

5 22002 . Realize savings and determine final financial benefits and ROI Determine long term owner and close the project 90 © TLC.“Control” Flow Based on Solution. If financial analysis shows poor ROI you may want to select another project. Consider also the full impact to all effected lines and production operations.4 $ $ 24.5 $ 4.0 $ 1.4 $ 1.525 k per Year Determine costs of current baseline and the impact to cost if the goal is achieved. Brainstorm appropriate controls to sustain the gains Select SPC controls where appropriate Implement and validate controls Review and approve control plan with Management Cost Improvements Quantified: Curr Cost ($1.257 k 207 $ 183 per Week $ 10.7 $ 1.2 $ 12.2 1. 000's Process Touch-up & Handsolder Wash QA/ Final Inspection Rework QA (QA E ngineers) Production Control/Expediting Total per week for costs elements above Total per Year per w eek) New Cost $ $ $ $ $ $ $ 73 24 58 20 5 27 $ $ $ $ $ $ 70 23 45 16 4 26 95% 95% 78% 78% 78% 95% Improvement $ 3.782 k $ 9. SSEO 1.

5 22002 .Benefits Of Control Phase DMAIC Methodology Control 25 20 15 Process Improvement Process Improvement Process Improvement Improvement No Controls 10 5 0 105 121 89 97 17 25 33 41 49 57 65 73 81 1 9 Time 113 91 © TLC. SSEO 1.

Process Controls DMAIC Methodology Control TYPES of CONTROLS Measurement Based Control Management Dashboards & Review Statistical Process Control Test & Inspection Test (error prone) Inspection (poor effectiveness and costly) Documentation Process Flow Diagrams Product Drawings.5 22002 . SSEO 1. Schematics Process Management Plans Periodic Checks Scheduled Maintenance Scheduled Calibration Training and Operator Certification Written Procedures Training Audits Periodic Management Reviews Design Design out Product Problems Incentives Measures which are associated with a bonus Mistake Proofing Robust Design Concepts Measures which are associated with a penalty 92 © TLC.

SPC methods should be used to establish alarms.5 22002 . 93 © TLC. SSEO 1.Elements of a Control System DMAIC Methodology Control Sensor (measurement technology & control chart) Allows the system to monitor the current process performance Alarm (control limits and trend rules) Establish limit(s) and run rules which require attention Control Logic (OCAP) A predefined set of actions to follow that are alarm specific Validate (next sample) Assure the action was effective Add alarms where needed and assure we do not ignore valid alarms.

Define Sustaining Requirements What Vacuum will be created when you leave? DMAIC Methodology Control Now that the solution is known and you are ready to finish the project….5 22002 . develop a transfer plan 94 © TLC. SSEO 1. • Determine the activities that need to continue after the team is dissolved • Define who is doing them now… who should be the long term owner? • Determine who needs to do them in a sustaining long term mode • Define the set of tasks or systems that must be installed prior to completing the project and backing out of the work • What else will be needed to make the solution effective and sustainable? • From the above issues.

SSEO 1.Realize the Benefits of Improvement DMAIC Methodology Control How did you justify the cost savings for the project? What changes will have to occur to create the savings? Based on the impact of the benefits of the solution have you made changes to the process to realize the benefits? Possible Actions: Re-deploy personnel Reorganize the floor Reduce inventory levels in Planning System Eliminate inspection or test operations Modify Vendor/Customer contracts Other cost saving changes to the operation 95 © TLC.5 22002 .

5 22002 .Close the Project or Improvement Team DMAIC Methodology Control • The goals have been met and the team has been successful • The solutions have all been implemented and demonstrated to be • • • • • effective Assure all documentation is complete Determine what standardization opportunities are available Make sure the accomplishments of the individual or team are appropriately recognized personally and publicly Measure and communicate results of the project (benefits and savings) Celebrate! We did it! 96 © TLC. SSEO 1.

SSEO 1.Section IV Section IV Implementation Strategy 97 © TLC.5 22002 .

5 22002 . SSEO 1.How Do We Do It? Define Goal alignment Roles and responsibilities Develop Assemble materials Identify people Select software Select training/consulting resources Deploy Executive Overview Champion training / black belt & project selection Black Belt training / project execution Management review of progress Realize results 6s 98 © TLC.

Green Belt Training 2 days Define. scheduled every three-four weeks for 5 sessions Begin Management Review of Six Sigma projects Select Master Black Belt (Hire or Contract) 6 + Months Realize savings from 1st Wave.Typical Six Sigma Implementation Timeline Start 1st Wave March-August. 3 days Analyze. SSEO 1. 3 days Improve. 3 days Control. 3 days Measure.5 22002 . Establish key metrics and dashboards if not present Register in September for ASQ Certified Black Belt 2nd Wave – September 2002 99 © TLC. 2002 1st Month Six Sigma Executive Overview Training ½ day Champion Selection Champion Training 2 days Select software (JMP) and schedule the training resource (ASQ-SVC) Black Belt Selection and 1st Wave Six Sigma Projects 2nd Month 100% Commitment of Black Belts to Process Improvement Begin Black Belt. savings fund second wave etc.

0% 0.475 Champion Training 2 $ 5.2% 0. SSEO 1.800 Green Belts 12 312 $ 249.850 Measure 3 $ 8.608.2% 1.875.000 ROI (annualized) $ 3.850 Improve 3 $ 8.Expected Cost/Benefits of One Wave of Training Cost/Benefit Analysis of One Wave of Six Sigma Costs Training and Consulting Days Training Costs Executive Overview 0.0% 100 © TLC.5 22002 .2% 0.600 $ 1.000 Total Training and Consulting Costs $ 111.9% 32.625 Employee Costs Number Days Labor Costs Champions 5 60 $ 60.400 Benefits Activity Number Savings Total Benefits Completed Projects 15 $ 325.2% 0.900 Black Belt Training Define 3 $ 8.850 Master Black Belt 50 $ 60.850 Control 3 $ 8.7% 3.4% 6.850 Analyze 3 $ 8.154.2% 0.000 Black Belts 8 1056 $ 844.2% 0.7% 23.000 $ 4.975 % of ROI 0.5 $ 1.1% 1.

00 $ YTD 212.00 $ 4Q 187.197.74 $ 71.40 Results from one wave of training as verified by the Finance department 101 © TLC.281.72 $ 1.43 $ $ $ $ $ $ $ $ $ $ - $ $ (5.867. SSEO 1.156.86 $ 562.94 $ 542.32 $ 542.13) $ $ (187.24 $ $ (5.60) $ $ 25.5 22002 .Implementation Case Study Six Sigma Financial Analysis 3Q Total Department Expense Six Sigma Project Benefits Alta Quote on Hold Process PN Reduction Lost Units Defective from Stock FTF Fed Ex Sweep NEC RMA Optimization CSP Warranty Total Six Sigma Project Benefits $ 25.404.99 $ 1.729.197.00 $ 71.07 $ $ (18 $ $ 25.740.04 $ 562.074.328.

2002 The Statistical Discovery Software TM Workflow Modeling and Automation 102 © TLC.5 22002 . SSEO 1.ASQ-SVC & TLC Team Up for Training Excellence Six Sigma Improvement Programs for West Coast Industries Certified Black Belt Exam Date: October 19. 2002 Registration: August 23.

JMP and Ultimus Software Support

All ASQ-SVC Participants receive software use for six months during their Six Sigma training

JMP Software for Windows and Macintosh links statistics with graphics, helping you explore your data, make discoveries and gain knowledge for better decision-making. See why so may professional choose JMP as their quality-improvement tool of choice for Six Sigma and quality improvement.

Ultimus software allows for effective process modeling, analysis and automation. Transactional modeling and full workflow automation tools are available using Ultimus®.

103
© TLC, SSEO 1.5 22002

Low Cost, High Quality, Local Six Sigma Training
Public and On-site Training
Champion Training
Six Sigma for Champions 16 hrs. $975 Mar/21-22/02

Black Belt Training and ASQ National Black Belt Certification
BB Six Sigma ―Define‖ BB Six Sigma ―Measure‖ BB Six Sigma ―Analyze‖ BB Six Sigma ―Improve‖ BB Six Sigma ―Control‖ 16 hrs. 24 hrs. 24 hrs. 24 hrs. 24 hrs. $975 $1475 $1475 $1475 $1475 Apr/4-5/02 May/1-3/02 Jun/5-7/02 Jul/10-12/02 Aug/7-9/02

Green Belt Training
GB Six Sigma ―Define‖ GB Six Sigma ―Measure‖ GB Six Sigma ―Analyze‖ GB Six Sigma ―Improve‖ GB Six Sigma ―Control‖
Location
Harmonic, Inc. 549 Baltic Way, Sunnyvale, CA.

8 hrs. 8 hrs. 8 hrs. 8 hrs. 8 hrs.

$475 $475 $475 $475 $475

Apr/12/02 May/10/02 Jun/14/02 Jul/19/02 Aug/16/02

2nd Wave begins in September
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© TLC, SSEO 1.5 22002

Six Sigma for Champions

Six Sigma for Champions
Dates: March 21-22, 2002
Audience & Prerequisites: Executive officers, Directors and Managers who will define and manage Six Sigma Projects Content:
Section I Section II Section III Section IV Section V Section VI Six Sigma Introduction Management Infrastructure for Six Sigma, Roles and Responsibilities Managing the DMAIC process Project Selection and Charter Implementation Issues, timelines and Black Belt, Green Belt selection Measures of Success

Location:

Harmonic, Inc. 549 Baltic Way Sunnyvale, CA

Bring your own laptop
105
© TLC, SSEO 1.5 22002

Content: Section I Section II Section III Section IV Section V Section VI Section VII Section VIII Six Sigma Introduction Identify Project. Objectives. Champion and Owner Determine Customer Requirements and CTQs Define Project Statement. Goals and Benefits Define Resource/Stakeholder Analysis Develop Project Plan Map the Process Project Leadership Location: Harmonic. 2002 Audience & Prerequisites: Those individuals who will work on breakthrough projects as the PRIMARY focus of their work activities. CA. SSEO 1. Bring your own laptop 106 © TLC. All individuals are required to have a project to work on and an identified Champion for the project. 549 Baltic Way Sunnyvale.5 22002 . Inc.Black Belt Six Sigma “Define” Black Belt Six Sigma “Define” Dates: April 4-5.

CA. 2002 Audience & Prerequisites: Those individuals who will work on breakthrough projects as the SECONDARY focus of their work activities. Inc. SSEO 1. Content: Section I Section II Section III Section IV Section V Section VI Six Sigma Introduction Determine Customer Requirements and CTQs Define Project Statement. Objectives. Goals and Benefits Define Resource/Stakeholder Analysis Develop Project Plan Map the Process Harmonic.5 22002 . 549 Baltic Way Sunnyvale. Location: Bring your own laptop 107 © TLC.Green Belt Six Sigma “Define” Green Belt Six Sigma “Define” Date: April 12. All individuals are required to have a project to work on and an identified Champion for the project.

asq-svc.com.asq-svc.5 22002 .dr-tom.org or www.com 108 © TLC.dr-tom. Registration Information You can register on-line using www. Complete the training and complete a project.com.org www. All training is done with computer applications. Or register for the Six Sigma public courses by contacting Tom Little at (925)-285-1847 or by e-mail drlittle@dr-tom.Project Based and Value Oriented All training is Hands On and applied to your company’s projects. SSEO 1. Seating is limited! ~20 seats per class. www.

5 22002 .Six Sigma Executive Overview Summary • There are tremendous improvement and savings available to companies in their operations if they will mobilize their resources toward reduction of waste and improvement of quality • Six Sigma requires Leadership from the Executive Staff • The roadmap is clear and the methods for improvement are well defined • Software tools make the data collection and analysis clear • Development of an implementation and training plan is the next step 109 © TLC. SSEO 1.

Leavenworth. OR.5 22002 . McGraw Hill.org Software: SAS JMP contact SAS Institute at www. Portland. Hunter & W.S.S. D. (1996). Robert.com 382 Stanwick Street Brentwood. Hunter. Design and Analysis of Experiments.com ASQ Silicon Valley Section at www. Grant & R. John Wiley & Sons.L.jmpdiscovery. J. and Model Building (New York: NY.G. Web Sites: Thomas A. Box.C. Statistics for Experimenters: An Introduction to Design. 1996). 1996).E.dr-tom.com 110 © TLC. SSEO 1. John Wiley & Sons 1978). The Basics of Process Mapping. Montgomery. Productivity Press.com www.dr-tom. Damelio.asq-svc. CA 94513 1-925-285-1847 drlittle@dr-tom. Data Analysis.References & Resources Books: E. G. (New York: NY. Statistical Quality Control (New York: NY. Little Consulting at www.