Professional Documents
Culture Documents
Introduction
• The term “sigma” is used to designate the distribution or spread about the
mean (average) of any process or procedure.
• For a process, the sigma capability (z-value) is a metric that indicates how well
that process is performing. The higher the sigma capability, the better. Sigma
capability measures the capability of the process to produce defect-free
outputs. A defect is anything that results in customer dissatisfaction.
Motorola
Motorola
the
the company
company that
that invented
invented Six
Six Sigma
Sigma
• The term “Six Sigma” was coined by Bill Smith, an engineer with Motorola
GE
GE
the
the company
company that
that perfected
perfected Six
Six Sigma
Sigma
• 1998/99 - Green Belt exam certification became the criteria for management
promotions
The DMAIC
cycle
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DMAIC
DMAIC
Six
Six Sigma
Sigma Improvement
Improvement Methodology
Methodology
E = Q x A
Effectiveness Quality Acceptance
Improvement
Practical
Problem
Statistical
Problem
Statistical
Solution
Practical
Solution
I
Critical milestones and stakeholder review
D
Improve
C
Control Budget allocation
M
- What could the potential drivers of variation be ?
C
Control Collect data
M
Measure Baseline current process capability
A
Analyze
Define statistical improvement goal
I
Improve
C
Control Identify drivers of variation (significant factors) A
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Analyze – Identify Drivers of Variation
Root Cause Analysis (fish bone)
• A brainstorming tool that helps define and display major causes, sub causes and
root causes that influence a process
Primary Cause
Secondary Cause
Backbone Problem
Root Cause
A
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Analyze – Identify Drivers of Variation
Control – Impact Matrix
• A visual tool that helps in separating the vital few from the trivial many
Control
Cost Ineffective
High Control – Low Impact
Trivial Many
Low Control – Low Impact A
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Analyze – Identify Drivers of Variation
Pareto Chart
A
0 0%
L K A F B C G R D
A
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Analyze – Identify Drivers of Variation
Hypothesis Testing
Chi-Square Regression
A
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Improve
M
Measure
Pilot solution
A
Analyze
I
Improve
C
Control
I
Identify operating tolerance on significant factors
D
Ensure measurement system reliability for
Define significant factors
- Is tool used to measure the input / process variables flawed ?
- Do all operators interpret the tool reading in the same way ?
M
Measure
Improved process capability
A
Analyze
I
Improve Sustenance Plan
C
Control
- Statistical Process Control
- Mistake Proofing
- Control Plan
C
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Control – Sustenance Plan
Control Plan
• What Statistical Process Control (SPC) tools will be used to monitor the process
performance ?
• Who will review the performance of the output variable and significant factors
on closure of the project and how frequently ?
• What is the corrective action or reaction plan if any of the factors were to be
out of control ?
C
© All Rights Reserved TreQna 2005
Six
Six Sigma
Sigma Organization
Organization
Driven by
customer
needs
Process Map Analysis
LSL US
L
Methodology
Led by
Senior
Mgmt
••••••••••
Upper/Lower
specification
• •
••• •
•
•••••••
••••••
limits
Organization Tools
•
Regression
35 100%
30
80%
25
20 60%
15 40%
10
20%
5
Process variation 0 0%
Enabled by quality
L K A F B C G R D
team.
Frequency Cumulative Frequency
Pareto Chart
--Backbone
Backboneof ofSix
SixSigma
SigmaOrg
Org
Black Belt Black Belt
--Full
Fulltime
timeresource
resource
--Deployed
Deployedto tocomplex
complexor
or“high
“high
risk”
risk”projects
projects
Green Belt
Green Belt
--Part
Parttime
timeor
orfull
fulltime
timeresource
resource
--Deployed
Deployedto toless
lesscomplex
complexprojects
projects
Green Belt
ininareas
areasof
offunctional
functionalexpertise
expertise