Professional Documents
Culture Documents
2
History of Quality in Higher Education
3
The World We Live In
Sonny Perdue
• Governor, State of Georgia
– Changing the culture of state government
• Principle-centered, people-focused, customer-friendly
– Commission for a New Georgia
• Best managed, growing, educated, healthy, safe
4
The World We Live In
5
What is Six Sigma (6σ)?
defects
Target
Customer Customer
Specification Target Specification
defects defects
8
Six Sigma Concept
1
2
3
After
6
9
What’s Wrong With 99% Quality?
3.8
3.8 Sigma
Sigma Six
Six Sigma
Sigma
99%
99% Good
Good 99.99966%
99.99966% Good
Good
20,000 articles of mail lost per hour 7 articles of mail lost per hour
Unsafe drinking water for almost 15 Unsafe drinking water for 1 minute
minutes each day every 7 months
Focuses on defects
• Even one defect reflects a failure in your
customer’s eye
11
Limitations of Average-Based Metrics
FOXTROT BY BILL
AMEND
12
Where Did 6σ Come From?
13
Isn’t 6σ Just For Manufacturing?
14
Six Sigma (6σ) Methodologies
15
DMAIC Methodology
16
Six Sigma Toolbox
17
Project Focus
Measure
Process
Problems and
Process
Y
Symptoms
Process outputs
Response variable, Y
Analyze
Independent variables, Xi
Optimization
Process inputs
X’s
Improve
Process
Goal: Y = f ( x ) 18
Different Views of the Organization
19
So, What is Lean?
20
Where Did Lean Come From?
21
Core Ideas of Lean
23
The Antidote to Waste: The 5 S’s
1. Sort
– Keep only what is needed
2. Straighten
– A place for everything and everything in its place
3. Shine
– Clean systems and work area to expose problems
4. Standardize
– Develop systems and procedures to monitor conformance
to the first three rules. (Six Sigma’s Define and Measure
phases)
5. Sustain
– Maintain a stable workflow. (Six Sigma’s Analyze,
Improve, and Control phases)
24
Synergy of Lean and Six Sigma
# of steps
duces non-value-add ±3 ±4 ±5 ±6
Steps
1 93.32% 99.379% 99.976% 99.999%
26
Pareto Chart in Residence Halls
250 100.00%
90.00%
200 80.00%
Cumlative Percentage
70.00%
150 60.00%
Count
50.00%
100 40.00%
30.00%
50 20.00%
10.00%
0 0.00%
27
Using Pareto and Trend Analysis
Trend Analysis
28
Control Chart for Hot Water in Residence
Hall
29
Control Chart for Hot Water in Residence
Hall, Cont.
X - Bar
Hugging of the
Periodicity
14 0 Mean
13 0
Means
12 0
110
10 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 21 2 2 2 2 2 2 2 2 3 31 3 3 3 3 3 3 3 3 4 41
R Exceeding
45 Control Limit
Trend
40
35
30
Run
Ranges
25
20
15
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 21 2 2 2 2 2 2 2 2 3 31 3 3 3 3 3 3 3 3 4 41
30
Control Chart for Hot Water in Residence
Hall, Cont.
31
Regression Analysis
32
a.k.a.,
Reference Our Balanced
Master Improvement Story Scorecard
33
DMAIC: Define the Project
Define the project’s purpose and scope. Collect background information on
the process and your customers’ needs and requirements.
IV - Continuously Enhance
* Incentive packages ___
the Quality of Faculty and Improve Recruitment
* Time to fill open reqs ___
Staff
34
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
as a line
graph 10
showing
the 5
current
trend.
0
991 992 993 994 995 996 997 998 999 000 001 002 003 004 005
1 1 1 1 1 1 1 1 1 2 2 2 2 2 2
35
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
A Control
Chart is Up per
used to out side
s it
Point ntrol Lim
detect and Co
monitor
variation
over time.
This chart
tells us that
the process
is unstable.
36
DMAIC: Measure the Current
Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
37
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
If we 1991-2005 Faculty Turnover Rate
remove the (excluding early retirement years 2001-2002)
“special 20
cause” early
retirement
program 15
% Turnover
years of
2001 -
10
2002, our
trend is
actually 5
downward.
0
But is the
process
stable? MCG Turnover Trendline
38
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
The Control
Chart still
indicates an
unstable
process with
points too
close to the
Upper and
Lower Control
Limits. to
e
c los ts
t oo Limi
But is the s
oint ntrol
process P Co
capable of
meeting
specifications?
39
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
A Histogram
measures the
process’s
capability of
ati de
s
ific tsi
on
meeting the
ec ou
customer’s
Sp ints
specifications.
Po
Our process is
not capable,
as there is
too much
variation.
The Target and Customer Specification values are examples based on peer reports. 40
DMAIC: Measure the Current
Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
41
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
In Good To Great, author Jim Collins mentions the need for a BHAG
or Big Hairy Audacious Goal. Using Six Sigma as a guide, you can
measure your current performance and set a BHAG of reaching the
next level sigma.
42
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.
A Pareto
Chart helps 2005 MCG Faculty Turnover
you break 95% 98%
down a big 64 86%
91% 100%
problem into 56 80%
Terminations
70%
its parts and 48
80%
identify which 40 52% 60%
are the most 32
important. 24 30% 40%
16
“Voluntary 19 20%
Collegiate 8 14 12 6 4 3 3 2 1
Employment 0 0%
Elsewhere”
caused 30%
of the Faculty
turnover, and
“Involuntary
Non-
Reappoint-
ment” caused
22%. Reasons
Pareto Principle: 80% of the problems are caused by 20% of the contributors. 43
DMAIC: Analyze to
Identify Causes
Identify the root cause of defects. Confirm them with data.
Why?
Why?
Why? Why?
Why? Why?
Why? Why?
Why? Why?
Why? Why?
People Technology
44
DMAIC: Improve
Develop, try out, and implement solutions that address the root causes. Use
data to evaluate results for the solutions and the plans used to carry them out.
Value ($/period)
Action (Who?)
Effectiveness
Feasibility
Overall
Countermeasure/
Root Cause Proposed Solutions Specific Actions
0
0
0
0
0
0
0
0
0
0
Feasibility: 1-low, 5-high Effectiveness: 1-low, 5-high
1-Expensive & Difficult to implement 1-Not very effective
5-Inexpensive and easy to implement 5-Very Effective
45
DMAIC: Control
Maintain gains that you have achieved by standardizing your work methods
or processes. Anticipate future improvements and make plans to preserve
the lessons learned from this improvement effort.
Before After
Before After Good
} Improvement
}Improvement
A2 A1 A3 A4
}Remaining Gap
A1 A2 A3 A4 Countermeasures Target
implemented
46
To Recapitulate Six Sigma
47