W2-1 Introduction Week Two - Final Candidate

Welcome!
Continuous Improvement
Superior Essex, Jan 2014 1 W2-1 Intro to Week Two.ppt

Six Sigma
Introduction to Week Two
Module One
Continuous Improvement

Welcome and Introductions
 Please pick up your name tag.

 Sign-in sheet:
Please sign-in and provide the following information:
– Your Six Sigma Project title
 Introductions:
– Name
– Location
– Past Position
Will you become a Black Belt? Green Belt?
– What do you expect to get out of Six Sigma training?

Some Details…
 Timing: 8:30 – 17:30 o´clock
Do NOT schedule meetings during training

 Breaks: Approximately one 7 minute break each hour
 Cell phones
& Pagers: Off or silent mode
 Restrooms: Located ….
 Lunch: 12:15 - 12:45
 Class decides what should be done if you are late.
 Parking lot: List to hold topics to be answered later
 Laptops: CLOSED! – unless needed for exercises.
 Morning: Lessons Learned

Using Your Workbook
 Your workbook is designed to guide you through this course,

and through your Six Sigma project.
 It contains:
– “How-to” guidelines and other job-aids.
– Places to write down your responses to discussion questions.
– Places to work out all exercises.
Your workbook is your solution and reference book!

Activity Icons
Think! Instructor Discuss

poses question exercise with
to class. your tablemates.
Complete the
Think! Answer
exercise in
the question in
teams assigned
your workbook.
by the instructor.
Go to your
Use Minitab® to
workbook to
complete the
complete an
activity.
exercise.
Use the flipchart Teams pick a

volunteer to
to assist with present activity
the exercise. findings.
The Instructor
Complete the will lead you
activity within through a
the allotted time. review of the
activity.
Black Belt/ Green Belt Training at Essex
Week One Week Two
5 Self-taught Modules Measure Phase
 1. Six Sigma Overview 1. Introduction
 2. Recognizing Improvement Opportunities 2. Clarify the Process/Product & Customer CTs
 3. Defining Opportunities in Sigma TRAC 3. Characterize the Defect
 4. Meet Minitab® 4. Determine Measure of Intended Function
 5. Data Collection and Analysis 5. Validate the Measurement System
6. Evaluate Process Behavior
7. Evaluate Process Capability
PROJECT
8. Identify Potential Xs MANAGEMENT
Week Three Week Four

Analyze Phase Improve and Control Phases
1. Introduction 1. Introduction
2. Estimation & CI 2. Determine Counteractions
3. Hypothesis Testing 3. Polynomial and Multiple Regression
4. Correlation and SLR 4. Fractional Factorial Designs
5. ANOVA 5. Robust Design (Static)
6. Basic DOE 6. Control Phase
LEADERSHIP VSM
7. Full Factorial Designs 7. Error-proofing
8. Verifying Xs Project Presentations 8. Summary Project Presentations
Week Five: Review Projects through Improve Phase

Introduction to Week Two: Contents
Part One: What is Six Sigma?
Part Two: The Power of a Good Measure
Part Three: People and Six Sigma

Six Sigma Roadmap - Process Mapping
Part One
What is Six Sigma?

Workbook: Exercise 1.1
What is Six Sigma?

Exercise 1.1: What is Six Sigma?
Allotted Time
10 MINUTES
ASSIGNMENT:
ASSIGNMENT:
1.
1. Brainstorm:
Brainstorm: What
What is
is Six
Six Sigma?
Sigma?
List
List many
many ideas,
ideas, descriptions.
descriptions.
2.
2. Create
Create aa statement:
statement: Six
Six Sigma
Sigma IS…
IS…
3.
3. Create
Create aa second
second statement:
statement: Six
Six
Sigma
Sigma IS
IS NOT…
NOT…

Process
 All work is a process.

 A product (or service) is the output of a process.
 All processes can be improved.
 Therefore, all products (and services) can be improved.
Who decides if the product

or service is good?

The Customer Decides!
 Only the customer decides if the

product or service is good!
 Customers are people who
receive or use the product or
service that result from processes.
 The customer’s evaluation of the
product or service is the only one
that matters.
What kind of improvements does

Six Sigma seek to make for the customer?

Breakthrough Improvements!
DfSS D-MAIC
EXISTING PRODUCTS AND
NEW PRODUCTS AND PROCESSES
PROCESSES
Release product/process designs that: Improve processes to improve the
 Are highly robust against output (the products).
changing user and  Determine factor settings that
manufacturing conditions. minimize variation
 Are highly reliable and durable.  Discover and counteract
 And, are low cost cause(s).
“The way we engineer” Off-line projects
Six Sigma is … making breakthrough improvements

to processes to efficiently provide customers with
products and services they want and need.
Breakthrough Improvements!
DfSS D-MAIC
EXISTING PRODUCTS AND
NEW PRODUCTS AND PROCESSES
PROCESSES
Release product/process designs that: Improve processes to improve the
 Are highly robust against output (the products).
changing user and  Determine factor settings that
manufacturing conditions. minimize variation
 Are highly reliable and durable.  Discover and counteract
 And, are low cost cause(s).
“The way we engineer” Off-line projects
This course
Six Sigma is … making breakthrough improvements

to processes to efficiently provide customers with
products and services they want and need.
Lean and Six Sigma - Working Together
EXTERNAL
EXTERNAL
CUSTOMERS
CUSTOMERS
 OEM
OEM
“FUTURE STATE”  End
End Users
Users
of the Plant  Other
Other Plants
Plants
LEAN MANUFACTURING SIX SIGMA

Optimize Process Flow Optimize Process Function
Function
• Build at pace of customer 1. To meet external customer CTQs
• Establish pull system
• Level production 2. To enable optimal Process Flow
• Solve Problems (QPS, 8D, KT)  Remove bottlenecks
• Always advance the “Future State”  Minimize safety stock

Process: Make Seat Tracks
 What happens when our process makes tracks that are loose?
 Does this impact our ability to become LEAN?
BOLT
STAMPING PAINT ASSEMBLY
HARDENING
OUTPUT:
Problem with Thread Didn’t torque Loose Tracks
bolt dimension not down
10
hardness?
Histogram of Hardness
right? properly?
8 Histogram of Dimension
10
Frequency
8
4
Frequency
6
2
4
0
ION
60 64 68 72
Hardness
LSL
2
IAT
VAR
0
5.90 5.95 6.00 6.05 6.10
Dimension
LSL USL

Process: Make Seat Tracks –
Breakthrough Improvement!
 High first-time capability.
 No scrap. No rework. Process can be LEAN... Reduced
in-process inventory, reduced material usage (MU), less time.
 Happy customers!
BOLT
STAMPING PAINT ASSEMBLY
HARDENING
OUTPUT:
High High Tracks that
High capability
capability on on thread capability on slide smoothly!
bolt hardness dimension torque
Histogram of Hardness
25
Histogram of Dimension
25
20
20
15
Frequency
15
Frequency
ED
10
10
U C
RED ATION
5 5
0 0
5.92 5.96 6.00 6.04
64.5 66.0 67.5 69.0 70.5 72.0 73.5 75.0
Dimension
Hardness
LSL I
LSL USL VAR
Reducing Variation Improves
Quality and Enables Lean!
3 Sigma Process
As variation
decreases,
4 Sigma Process
quality and efficiency
improve!
6 Sigma Process
LSL USL
6 5 4 3 2 1 1
2 3 SIGMA
SIX 4 5PROCESS
6

Six Sigma Breakthrough Strategy
Recognize Opportunity for Improvement
Define
Characterize
Characterize
Existing
Existing Process
Process
Measure
Measure
Analyze
Analyze
Improve
Improve Optimize
Optimize the
the
Process!
Process!
Control
Control
Integrate into
Daily Work

Find the Critical x’s
Y = f(x)
Golf Score •Position of hands
•Feet position
•Elbow position
•Lateral plane
•Club length
A person cannot improve
•Weight shift
his/her golf game by
focusing on the score (Y).
The golf score, and business results, are

improved by identifying and controlling the
key process input variables (Xs).
Part Two
The Power of a Good Measure

What to Measure? Types of Metrics
EFFICIENCY EFFECTIVENESS
The resources consumed Process outputs meeting
to do the work. or exceeding the needs of
customers.
Achieved through focusing
inside Achieved by improving what
the process. comes out
of the process.
Suppliers
Process Steps Output Customer

Input (users)
needs and
expectations
EFFICIENCY EFFECTIVENESS
Examples of efficiency metrics: cycle time, cost, amount of rework.

Two Examples of Process Output:
What to Measure?
Team 1: PROCESS
Process: OUTPUT
Form Headliner Formed headliner
Defect: creases
Team 2: PROCESS
Process: OUTPUT
Vac Wrap Formed and
(Form and bond bonded floor
consoles) consoles
Defect: delaminations
What should each team measure?

What if Teams Measured the Defect
(Business Y)?
PROCESS BUSINESS Y (Measure)
Form Headliner
% Defective
(% creased headliners)
Vac Wrap Scrap $$

(floor console) (due to lack of adhesion)
 Can defectives be eliminated by looking at % Defective data?

 Can scrap be eliminated by just looking at Scrap Cost data?
NO!
“To get quality, don’t measure quality!”
Dr. Genichi Taguchi
The Importance of a Good Process Y
A PROCESS Y:
 Is a variable measure of what the process is intended to do.
 It measures the positive, not the negative.
 It measures each cycle of the process.
Reducing
variation in the
Process Y is
HOW we
eliminate
defects!
In many Six Sigma projects, breakthrough was

enabled by finding a good “Process Y”.

D-MAIC Storyboard
Form Headliner - Reduce Creases
Introduction & Objective
DEFINE
DEFINE&&MEASURE:
MEASURE: Objective,
Objective,Metrics
Metrics
Inputs Process Outputs

Board Form Press Formed Headliner
Fabric Formed Headliner Creases
Metrics:
• YC = PPM / month
Cellular structure • YB1 = Scrap dollars per month
in foam collapses • YB2 = Containment /
under pressure. Rework Costs per
Month
• YP = Longitudinal Ref. Line
Length (mm)
Team will not

measure the
Creases appear on all parts to some defect.
extent. All could be reworked.

DEFINE
DEFINE&&MEASURE:
MEASURE: Objective,
Objective,Metrics
Metrics
Baseline
BaselinePPM
PPM == 1,000,000
1,000,000
Process Capability of Longitudinal Ref. Line Length
Calculations Based on Weibull Distribution Model
LSL
P rocess D ata O v erall C apability
LSL 105 Pp *
Target * PPL -1.25
USL * PPU *
Sample M ean 100.173 P pk -1.25
Sample N 75
Exp. O v erall P erformance
Shape 163.376
P P M < LSL 1000000.00
Scale 100.528
P P M > U SL *
O bserv ed P erformance P P M Total 1000000.00
P P M < LSL 1000000.00
P P M > U SL *
P P M Total 1000000.00
98 99 100 101 102 103 104 105

Simple
Cardboard
Gage
100 mm Line
Before
 Understanding the physics:

Wrinkles occur due to unequal Length after forming
lateral and longitudinal tension. determines strain
 The team drew a reference line, and
measured its length after forming.

Approach
ANALYZE
ANALYZE&&IMPROVE:
IMPROVE: Critical
CriticalXs,
Xs, Optimal
OptimalLevels/Counteractions
Levels/Counteractions
POTENTIAL
POTENTIALXS: XS:
X1
X1––Pin
Pinchain
chainwidth
width
X2
X2––Form
Formheight
height
X3
X3––Pin
Pinchain
chainwidth
widthand
andform
formheight
height
X4
X4––Composite
Compositeforeshortening
foreshortening
X5
X5––Fabric
Fabricfoam
foamdensity
density
X6
X6––Fabric
Fabricfoam
foamIFD
IFD
X7
X7––Fabric
Fabricfoam
foamairflow
airflow
VERIFIED
VERIFIEDXS:
XS:
X3
X3––Pin
Pinchain
chainwidth
widthand
andform
formheight
height
X4
X4––Composite
foreshortening
Both X3 and X4 are tension related which led to the Counteraction.

Approach (continued)
(continued)
ANALYZE
ANALYZE&&IMPROVE:
IMPROVE: Critical
CriticalXs,
Xs, Optimal
BEST
BESTCOUNTERACTION:
COUNTERACTION:
X4
X4 Counteraction
Counteraction
Composite
foreshortening Add
Addclaw
clawplates
platestototool
tool
NOTE: Claw plates are

positively located and
pinned in place on the
tool by means of 3
bolts on each side
Fabric Claws

Results
“Before
“Before && After”
After”Graph
Graph
Boxplot of Longitudinal Ref. Line Length, Before and After

112
110
108
BEFORE:
106
No Stretch
Data
104
9% Stretch AFTER: Equalized lateral
102
and longitudinal tension
100
Before After
Xbar-R Chart of Longitudinal Ref. Line Length, Before and After

Before A fter
U C L=110.97
110.0 _
_
Pull Creases Out X=108.89

Sample M ean
107.5
LC L=106.81
105.0
102.5
100.0
1 6 11 16 21 26 31 36 41 46
Sample
Before A fter
6.0
U C L=5.232
4.5
Sample Range
3.0
_
R=2.032
1.5
0.0 LC L=0
1 6 11 16 21 26 31 36 41 46
Sample

Results (continued)
(continued)
“Before
After”Graph
Graph
Process Capability of Longitudinal Ref. Line Length (After)

Calculations Based on Weibull Distribution Model
LSL
P rocess D ata O v erall C apability
LS L 105.00000 Pp *
Target * PPL 1.88
USL * PPU *
S ample M ean 108.89000 P pk 1.88
S ample N 75
Exp. O v erall P erformance
S hape 1.79709
P P M < LS L 0
S cale 2.48721
P P M > U S L *
Threshold 106.67263
P P M Total 0
O bserv ed P erformance
P P M < LS L 0
P P M > U S L *
P P M Total 0
104 106 108 110 112
PPM
PPM== 00

Conclusions & Recommendations
CONTROL
CONTROL:: Maintaining
Maintaining&&Leveraging
Leveraging the
theGain
Gain
 The need to equalize the lateral and longitudinal

tension on the composite at the time the composite
is formed is critical for the elimination of creases.
 For this localized defect, fabric claws provided the
ideal amount of tension on the fabric while not
stretching the substrate to the breaking point.
Best
Best Practice
Practice Nominated to Affinity Team:
 The use of fabric claws.

 The measurement system to determine the
amount of strain being placed on a material.

D-MAIC Storyboard
Vac-Wrap Floor Console – Eliminate Delaminations
DEFINE
DEFINE&&MEASURE:
MEASURE: Objective,
Objective,Metrics
Metrics
Inputs Process Outputs
• Vinyl Sheets • Floor Console

Vac-Wrap
• Molded Substrates Form and Bond Sidewall
Vinyl to Substrate
• Adhesive Metrics:
• YB = Adhesion IPPM
• YP = Peel Strength (lbs)
(see Ideal Function)

DEFINE
DEFINE&&MEASURE:
MEASURE: Objective,
Objective,Metrics
Metrics
Objective (YB): To completely eliminate the This team used an

scrap & rework due to lack of adhesion. “advanced” variation
reduction strategy!
Objective (YP): Maximize the S/N Ratio.
That is, drive variability out of the
transformation of Heat to Peel
Strength.
a te
b str
Su
to
d
me
STRENGTH
System fo
r
Y: PEEL
on
Ideal Function sC
Stay
l
ny
Vi
Input Signal: HEAT
Energy (or power) that is transformed into intended output

S/N =
Energy (or power) that is transformed into unintended output

Approach
ANALYZE
ANALYZE&&IMPROVE:
IMPROVE: Critical
CriticalXs,
Xs, Optimal
The glue bonds

P-Diagram: Vac-Wrap the vinyl to the
plastic. The
Noise
Noise Factors:
Factors: better the bond,
•• Glue
Glue Thickness
Thickness the higher the
•• Ambient
Ambient Temp.
Temp. strength.
•• Ambient
Ambient Humidity
Humidity
Input
Input Signal,
Signal, M:
M: Vac-Wrap
Vac-Wrap Response,
Response, Y:
Y:
Heat
Heat Process
Process Peel
Peel Strength
Strength
Control
Control Factors:
Factors: Potential
•• Top
Top HeatHeat % Color
•• 11stst Vac %
Vac %
% •
• Bubble On Delay
Xs
•• Bubble
Bubble On On Time
Time • Cool Time
•• Cool Time Delay
Cool Time Delay • Bubble Pool Speed
•• Bottom
Bottom Platen
Platen Delay
Delay • 1st Vac Time
•• Bottom Heat
Bottom Heat % % • H2O Jet Stream
•• 22nd
nd Vac Time
Vac Time
A Robust Engineering DOE was conducted.

 An L16 Orthogonal Array was used for the control factors.
 Variation in “glue thickness” was used as noise.

Approach (continued)
(continued)
ANALYZE
ANALYZE&&IMPROVE:
IMPROVE: Critical
CriticalXs,
Xs, Optimal
Many
Control Factor Effects and Best Levels: Strong Xs
Main Effects Plot for S/N Ratios
Top heat % Btm heat % Bub on del Bub on time Btm plat del Bub pull spd Color 1st vac % 1st vac time 2nd vac time
-35.0
S /N R at io
-36.5
-38.0
-39.5
-41.0
1 6 9 3 11
5 8 2 13 7
Cool time de Cool time Btm dist.
-35.0
Simultaneously setting all control factors
at their levels corresponding to least
S /N R a ti o
-36.5
-38.0 variation (best energy transformation)

-39.5 provides an accumulative gain in
-41.0 Variability Reduction!
4 10 12
= Best Level

Results
“Before
After”Graph
Graph
The Improvement:
Avg.Peel strength before =3.2 lbs. Avg. Peel strength after =6.14 lbs.
Standard deviation before = 1.2 Standard deviation after = 0.8
The Business Y: Adhesion IPPM GMX 310 Vac-Wrap

12000
Customer
Adhesion IPPM
Customer Project
10000
Sort
Sort
8000 Implementation
6000
Date
4000
2000
0
Zero Defects
01
01
1
2
1
2
02
02
2
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/
7/
easily held from

5/
9/
20
29
30
1
/8
26
16
20
22
13
11
/1
6/
1/
3/
12
/
5/
9/
3/
2/
6/
7/
1/
4/
10
11
2002 to end of
program!

Results (continued)
(continued)
“Before
After”Graph
Graph
Benefit of Reduced Variation:

Wider Operating Window
Before the Optimization: To make good parts, operators needed to hold
trigger temp. within +/- 5 degrees.
After the Optimization: Operating window has widened. Now the operator
has a 30 degree window in which adequate pull strength can be maintained:
Adequate
pull-strength
8 Wide
Wide operating
operating
7
6 window
window enables
enables
Pull Strength (lbs.)
5
4 Wide temperature
zero
zero defects
defects to
to
3
2
window easily
easily continue
continue
1
0
over
over time.
time.
250 260 270 280 290 300
Temperature Deg. F

Conclusions & Recommendations
CONTROL
CONTROL::Maintaining
Maintaining &&Leveraging
Leveragingthe
theGain
Gain
Maintain the Vac-Wrap process at the optimal settings

determined through the DOE. This optimal combination of
settings produces:
 Higher avg. peel strength, with less variation; Good
adhesion (zero IPPM).
 Complete elimination of customer sort, scrap, rework
 Assurance that we would not miss shipments and shut
down customer

The Process Y
 What strategy did each team use to eliminate the defects?

 What “Process Y” did they measure?
Length
Length of
of
Team 1: PROCESS OUTPUT reference
reference line
line
Form Headliner Formed headliner
Defect: Creases
Heat
Heat (Input
(Input
Team 2: PROCESS OUTPUT energy)
energy) to
to “Peel
“Peel
Vac Wrap Formed Consoles Strength”
Strength”
Defect: Delaminations
Reducing variation in the Process Y is a

powerful strategy for eliminating defects.
Impact of Improved Process Y
Improve the $100
AFTER
$95
Process Y
$90
$85
$80
$75
$70
$65
$60
… to improve
BEFORE
$55
$50
the Customer $45
$40
or Business Y
Jul-01
Jul-02
Jul-00
Jan-01
Feb-02
Jun-02
Jan-00
Feb-00
Jun-00
Feb-01
Jun-01
Jan-02
Oct-00
Oct-99
Nov-99
Oct-01
Dec-99
Mar-00
Nov-00
Mar-01
Sep-01
Nov-01
Dec-01
Mar-02
Sep-00
Dec-00
Sep-02
Apr-00
Apr-01
Apr-02
May-00
May-01
May-02
Aug-00
Aug-01
Aug-02
Six Sigma is all about …
 Establishing a baseline,
 Conducting improvement projects, and then
 Measuring the new performance level to see
the impact.

Part Three
People and Six Sigma

People: Six Sigma Roles by Phase
Business
Business
Leaders
Leaders and
and
Recognize
Recognize All
All Employees
Employees
The Master
Process
Process Owner,
Owner,
Define
Define MBB,
MBB, Black Belt
Black Belt or
or Black Belt
Green
Green Belt
Belt coaches
Measure
Measure throughout
Black
Black Belt
Belt or
or Green
Green all D-MAIC
Belt,
Belt, Process
Process Owner
Owner
Analyze
Analyze and
and Team
Team phases.
Improve
Improve Process
Process Owner
Owner
and
and Team
Team
Control
Control
Integrate into
Daily Work

People: Working Together
THE PROCESS THE BLACK BELT OR

OWNER: GREEN BELT:
Leads the team day to day, and
Owns the project and
pulls in the Process Owner as
takes the lead in pulling
needed to assure the project
people together to make
moves forward in a high quality,
the project work.
timely manner.

Matching: Six Sigma Roles and
Responsibilities
Allotted Time: 2 MINUTES
PERSON
ROLE RESPONSIBLE
1) Coaches and educates leaders, a) Black Belt/ Green Belt

BBs and GBs
2) Provides process/ product b) Process Owner
expertise
c) Master Black Belt
3) Owns the Six Sigma project
d) Controller
4) Leads team through MAIC
5) Determines cost impact e) Team Member
6) Overcomes obstacles/ assures f) Business Leaders
SS execution within group
7) Most responsible for identifying g) Champion
improvement opportunities

Workbook: Exercise 1.2
Six Sigma Storyboard

Exercise 1.2: Six Sigma Storyboard
Allotted Time
15 MINUTES
ASSIGNMENT:
ASSIGNMENT:
Review
Review the
the storyboard
storyboard steps
steps and
and the
the
sequential
sequential questions.
questions.
1.
1. Which
Which steps/questions
steps/questions dodo you
you think
think
may
may pose
pose the
the greatest
greatest challenge?
challenge?
2.
2. Which
Which steps/questions
steps/questions dodo you
you think
think
are
are most
most critical
critical to
to reducing
reducing variation?
variation?

Define
Define
1 Identify what’s important to the customer. Define project scope.
Measure
Measure
2 Determine what to measure (Y) and validate the measurement system.
3 Quantify current performance and estimate improvement target.
Analyze
Analyze
4 Identify causes (Xs) of variation and defects.
5 Provide statistical evidence that causes are real.
Improve
Improve
6 Determine solutions (ways to counteract causes) including operating
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control
Control
8 Put controls in place to maintain improvement over time.
9 Provide statistical evidence that the improvement is sustained.

This Week’s Topic: The Measure Phase
 The purpose of Measure Phase is to baseline the process

performance.
 Measure Phase activities include:
Create
Create IPO
IPO (Input-Process-Output
(Input-Process-Output diagram)
diagram)
Quantify
Quantify Customer
Customer Y/ Y/ Business
Business Y Y (measure
(measure of
of the
the defect)
defect)
Determine
Determine Process
Process Y Y (measure
(measure ofof intended
intended function)
function)
Conduct
Conduct Gage
Gage R&R
R&R
Collect
Collect Initial
Initial data
data
Counteract
Counteract special
special cause
cause (if
(if needed)
needed)
Collect
Collect new
new data
data after
after special
special cause
cause removed
removed (if(if needed)
needed)
Set
Set Improvement
Improvement Target
Target
Output from Measure Phase:

Quantified performance for each Y, and improvement targets.

W2-1 Introduction Week Two - Final Candidate

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

W2-1 Introduction Week Two - Final Candidate

Uploaded by

Copyright:

Available Formats

Welcome!

Superior Essex, Jan 2014 1 W2-1 Intro to Week Two.ppt

Superior Essex, Jan 2014 2 W2-1 Intro to Week Two.ppt

 Please pick up your name tag.

Superior Essex, Jan 2014 3 W2-1 Intro to Week Two.ppt

 Timing: 8:30 – 17:30 o´clock

Do NOT schedule meetings during training

Superior Essex, Jan 2014 4 W2-1 Intro to Week Two.ppt

 Your workbook is designed to guide you through this course,

Your workbook is your solution and reference book!

Superior Essex, Jan 2014 5 W2-1 Intro to Week Two.ppt

Think! Instructor Discuss

Use the flipchart Teams pick a

Week Three Week Four

Week Five: Review Projects through Improve Phase

Part One: What is Six Sigma?

Part Two: The Power of a Good Measure

Part Three: People and Six Sigma

Superior Essex, Jan 2014 8 W2-1 Intro to Week Two.ppt

What is Six Sigma?

Superior Essex, Jan 2014 9 W2-1 Intro to Week Two.ppt

What is Six Sigma?

Superior Essex, Jan 2014 11 W2-1 Intro to Week Two.ppt

 All work is a process.

Who decides if the product

Superior Essex, Jan 2014 12 W2-1 Intro to Week Two.ppt

 Only the customer decides if the

What kind of improvements does

Superior Essex, Jan 2014 13 W2-1 Intro to Week Two.ppt

“The way we engineer” Off-line projects

Six Sigma is … making breakthrough improvements

“The way we engineer” Off-line projects

Six Sigma is … making breakthrough improvements

LEAN MANUFACTURING SIX SIGMA

Superior Essex, Jan 2014 16 W2-1 Intro to Week Two.ppt

Superior Essex, Jan 2014 17 W2-1 Intro to Week Two.ppt

Superior Essex, Jan 2014 19 W2-1 Intro to Week Two.ppt

Recognize Opportunity for Improvement

Superior Essex, Jan 2014 20 W2-1 Intro to Week Two.ppt

The golf score, and business results, are

The Power of a Good Measure

Superior Essex, Jan 2014 22 W2-1 Intro to Week Two.ppt

Process Steps Output Customer

Examples of efficiency metrics: cycle time, cost, amount of rework.

Superior Essex, Jan 2014 23 W2-1 Intro to Week Two.ppt

What should each team measure?

Vac Wrap Scrap $$

 Can defectives be eliminated by looking at % Defective data?

In many Six Sigma projects, breakthrough was

Superior Essex, Jan 2014 26 W2-1 Intro to Week Two.ppt

Inputs Process Outputs

Team will not

Superior Essex, Jan 2014 27 W2-1 Intro to Week Two.ppt

98 99 100 101 102 103 104 105

 Understanding the physics:

Superior Essex, Jan 2014 28 W2-1 Intro to Week Two.ppt

Both X3 and X4 are tension related which led to the Counteraction.

NOTE: Claw plates are

Superior Essex, Jan 2014 30 W2-1 Intro to Week Two.ppt

Boxplot of Longitudinal Ref. Line Length, Before and After

Xbar-R Chart of Longitudinal Ref. Line Length, Before and After

Pull Creases Out X=108.89

Superior Essex, Jan 2014 31 W2-1 Intro to Week Two.ppt