Professional Documents
Culture Documents
Basics
Scientific:
• Structured approach. “Show me
• Assuming quantitative data. the data”
”Show me
the money” Practical:
• Emphasis on financial result.
• Start with the voice of the customer.
Where can Six Sigma be applied?
Service
Design
Management
Purchase
IT
Quality
Depart.
HRM M&S
The Six Sigma Initiative
integrates these efforts
Knowledge
Management
‘Six Sigma’ companies
Companies who have successfully
adopted ‘Six Sigma’ strategies include:
GE “Service company” - examples
Quality Improvement
Facilitators
Soft Skills
Reality
Six Sigma through the correct application of
statistical tools can reap a company
enormous rewards that will have a positive
effect for years
or
Six Sigma can be a dismal failure if not used
correctly
ISRU, CAMT and Sauer Danfoss will ensure
the former occurs
Six Sigma
The precise definition of Six Sigma is not
important; the content of the program is
A disciplined quantitative approach for
improvement of defined metrics
Can be applied to all business
processes, manufacturing, finance and
services
Focus of Six Sigma*
Accelerating fast breakthrough performance
Significant financial results in 4-8 months
Ensuring Six Sigma is an extension of the
Corporate culture, not the program of the
month
Results first, then culture change!
Data
Facts
INDUCTION INDUCTION
Theory
Hypothesis DEDUCTION DEDUCTION
Conjecture
Idea
Model Plan
Act Do
Check
Improvement cycle
PDCA cycle
Plan
Act Do
Check
23
Alternative interpretation
Prioritise (D)
Target =
Statistical background
‘Control’ limits
Target =
Statistical background
Required Tolerance
LSL USL
Target =
Statistical background
Tolerance
LSL USL
Target =
Six-Sigma
Statistical background
Tolerance
LSL USL
1350 1350
ppm ppm
Target =
Statistical background
Tolerance
LSL USL
1350 1350
ppm ppm
0.001 0.001
ppm ppm
Target =
Statistical background
Tolerance
LSL USL
3.4 66803
0 ppm ppm ppm 3.4
ppm
Performance Standards
PPM Yield
2 308537 69.1%
3 66807 93.3% Current
Currentstandard
standard
4 6210 99.38%
5 233 99.977%
World
WorldClass
6 3.4 99.9997% Class
Process
Process Defects
Defectsper
per Long
Longterm
term
performance
performance million
million yield
yield
Performance standards
Number
Numberof
ofprocesses
processes 3σ
3σ 4σ
4σ 5σ
5σ 6σ
6σ
11 93.32
93.32 99.379
99.379 99.9767
99.9767 99.99966
99.99966
10
10 50.09
50.09 93.96
93.96 99.77
99.77 99.9966
99.9966
100
100 0.1
0.1 53.64
53.64 97.70
97.70 99.966
99.966
500
500 00 4.44
4.44 89.02
89.02 99.83
99.83
1000
1000 00 0.2
0.2 79.24
79.24 99.66
99.66
2000
2000 00 00 62.75
62.75 99.32
99.32
2955
2955 00 00 50.27
50.27 99.0
99.0
Financial Aspects
Control
Improvement
Deduction Induction
Hypothesis
No Checking with Empirical Evidence, No
Learning Process
An Alternative:
Result-Driven Improvement Programs
Result-Driven Programs: Focus on
achieving specific, measurable, operational
improvements within a few months
Examples of specific measurable goals:
Increase yield
Reduce delivery time
Increase inventory turns
Improved customer satisfaction
Reduce product development time
Result Oriented Programs
Project based
Experimental
Guided by empirical evidence
Measurable results
Easier to assess cause and effect
Cascading strategy
Why Transformation
Efforts Fail!
John Kotter, Professor, Harvard Business
School
Leading scholar on Change Management
Lists 8 common errors in managing
change, two of which are:
• Not establishing a sense of urgency
• Not systematically planning for and
creating short term wins
Six Sigma Demystified*
Six Sigma is TQM in disguise, but this time
the focus is:
Green Belts
Provide assistance to Black Belts in Six Sigma
projects
Undergo only two weeks of statistical and problem
solving training
Six Sigma instructors (ISRU)
Aim: Successfully integrate the Six Sigma methodology
into a company’s existing culture and working practices
Key traits
Knowledge of statistical techniques
Ability to manage projects and reach closure
High level of analytical skills
Ability to train, facilitate and lead teams to success, ‘soft
skills’
Six Sigma training
package
Aim of training package
DMAIC
Example of a Classic Training strategy
Define
Throughput
Throughputtime
timeproject
project
Measure
44months
months(full
(fulltime)
time)
Analyze
Training
Training(1(1week)
week)
Improve
Work
Workononproject
project
(3
(3weeks)
weeks)
Control Review
Review
ISRU program content
Week 1 - Six Sigma introductory week
(Deployment phase)
Weeks 2-5 - Main Black Belt training programme
Week 2 - Measurement phase
Week 3 - Analysis phase
Week 4 - Improve phase
Week 5 - Control phase
Project support for Six Sigma Black Belt
candidates
Access to ISRU’s distance learning facility
Draft training schedule
Jan 2003 Feb 2003 Mar 2003 Apr 2003 May 2003 Jun 2003 Jul 2003
No. Black Belt work package tasks Start End Duration
1/5 1/12 1/19 1/26 2/2 2/9 2/16 2/23 3/2 3/9 3/16 3/23 3/30 4/6 4/13 4/20 4/27 5/4 5/11 5/18 5/25 6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27
Measure
Measure
Analyze
Analyze
Improve
Improve
Control
Control
Deployment (Define) phase
Topics covered include
Team Roles
Presentation skills
Project management skills
Group techniques
Quality
Pitfalls to Quality Improvement projects
Project strategies
Minitab introduction
Measurement phase
Topics covered include:
Quality Tools
Risk Assessment
Measurements
Capability & Performance
Measurement Systems Analysis
Quality Function Deployment
FMEA
Example - QFD
A method for meeting customer
requirements
Uses tools and techniques to set product
strategies
Displays requirements in matrix diagrams,
including ‘House of Quality’
Produces design initiatives to satisfy
customer and beat competitors
House Of Quality 5. Tradeoff
matrix
Importance 3. Product
characteristics
Start-up costs
Engineering changes
Analysis phase
Topics include:
Hypothesis testing
Comparing samples
Confidence Intervals
Multi-Vari analysis
ANOVA (Analysis of Variance)
Regression
Improvement phase
Topics include:
Control charts
SPC case studies
EWMA
Poka-Yoke
5S
Reliability testing
Business impact assessment
Example - SPC (Statistical Process Control)
Natural boundary
Results of SPC
Black
BlackBelt
Belt
Review
Review Training
Training
ISRU,
ISRU, ISRU
ISRU
Champion
Champion Application
Application
ISRU,
ISRU,
Champion
Champion
Conducting projects
Define
Select:
- the project
- the process
- the Black Belt
- the potential savings
- time schedule
- team
Project selection
Consultancy
Training
Major Research Projects
Transco
Prescription Pricing Agency
Silverlink
or Flexible training
or Open Learning
your time
your place
your study pattern
your pace
Distance Learning
http://www.ncl.ac.uk/blackboard
Clear descriptions
Step by step guidelines
Case studies
Web links, references
Self assessment exercises in ‘Microsoft Excel’ and
‘Minitab’
Help line and discussion forum
Essentially a further learning resource for Six Sigma
tools and methodology
Case study
Case study: project selection
Savings:
Coffee -Savings on rework and scrap
beans -Water costs less than coffee
Roast
Roast Potential savings:
500 000 Euros
Cool
Cool
Grind
Grind Moisture
Moisture
Pack content
content
Pack
Sealed
coffee
Case study: Measure
1. CTQ
Moisture contents of
roasted coffee
2. Standards
- Unit: one batch
- Defect: Moisture% > 12.6%
Case study: Measure
3. Measurement reliability
Gauge
GaugeR&R
R&Rstudy
study
Measurement system
too unreliable!
So fix it!!
Case study: Analyse
Analyse
4. Establish product capability
5. Define performance
objectives
6. Identify influence factors
Improvement opportunities
USL
USL
USL
USL
Diagnosis of problem
CTQ
CTQ
CTQ
CTQ
Discovery of causes
6. Identify factors
Man Machine Material
-Brainstorming
-Exploratory data analysis
Roasting
machines
Batch
size
Moisture%
Amount of Reliability Weather
added water of Quadra Beam conditions
Improve
7. Screen potential causes
8. Discover variable
relationships
9. Establish operating
tolerances
Case study: Improve
How
Howdo
dowe
weoften
oftenconduct
conductexperiments?
experiments?
Experiments are run based on: Intuition
Knowledge
Experience
Power
Emotions
Possible settings for X2
X
X
X: Settings with which
X an experiment is run.
X
X
X Actually:
X • we’re just trying
• unsystematical
• no design/plan
Possible settings for X1
Experimentation
A systematical experiment: Organized / discipline
One factor at a time
Other factors kept constant
X Procedure:
Possible settings for X2
X1 1
2
low high
X2 2
2
3
2
X2
low X1
high
X3
low X1 high
Advantages of multi-factor over one-
factor
A case study: Experiment
Experiment:
Y: moisture%
X1: Water (liters)
X2: Batch size (kg)
A case study
Control
10. Validate measurement
system (X’s)
11. Determine process
capability
12. Implement process controls
Results
Before
long-term = 0.532
Objective
long-term < 0.280
Result
long-term < 0.100
Benefits
Project closure
- Documentation of the results and
data.
- Results are reported to involved
persons.
- The follow-up is determined
Six Sigma approach to this project
- Step-by-step approach.
- Constant testing and double checking.
- No problem fixing, but: explanation control.
- Interaction of technical knowledge and
experimentation methodology.
- Good research enables intelligent decision
making.
- Knowing the financial impact made it easy to find
priority for this project.
Re-cap I!
Structured approach – roadmap
Systematic project-based improvement
Plan for “quick wins”
Find good initial projects - fast wins
Publicise success
Often and continually - blow that trumpet
Use modern tools and methods
Empirical evidence based improvement
Re-cap II!