An Introduction to Six Sigma.ppt

AnIntroductiontoSixSigma ZHongHongLiu TolearnthesystematicapproachtoSixSigmaproblemsolvingMbeforeAbeforeIbeforeCTounderstandsome C toolkitTounderstandhowyouwillbeaffectedbySixSigmamethodology TrainingObjective DefineMeasure Analyze ImproveandControlDefineKPIVandKPOVExplainhowprocessoutputsareafunctionoftheinputsExplainthevalueofmeasurement TrainingObjective WhyImplementSixSigmaNow NothingNew MostofthetoolshavebeenaroundfordecadesNeglectedduetodifficultyanddisciplineBUTWorldwidecompetitionMakesneglectdangerousComputingresourcesMakesapplicationpossible 99 GoodisNotGoodEnough 5 000incorrectsurgicalprocedureseachweek20 000lostarticlesofmaileachhourNoelectricityforalmost7hourseachmonthUnsafedrinkingwaterforalmost15minuteseachday WhereDoesIndustryStand 7 SigmaScaleofMeasure RestaurantBills DoctorPrescriptionWriting PayrollProcessing OrderWrite up JournalVouchers WireTransfers AirlineBaggageHandling PurchasedMaterial LotRejectRate DomesticAirlineFlight FatalityRate 0 43PPM Best in Class Average Company IRS TaxAdvice phone in 140 000PPM HowDoesSixSigmaMaketheDifference VisionPhilosophyVehiclefor CustomerfocusBreakthroughimprovementContinuousimprovementPeopleinvolvementAggressivegoalMetric standardofmeasurement Method SixSigmaVision TheVisionofSixSigmaistodelightcustomersbydeliveringworld classqualityproductsthroughtheachievementofSixSigmalevelsofperformanceineverythingwedo SixSigmaPhilosophy ThePhilosophyofSixSigmaistoapplyastructured systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness What stheStrategy Knowwhat simportanttotheCustomer CTQ s ReducedefectsCenteraroundtargetReduceVariation SixSigmaGoal ReduceDefectRateImproveProductYieldImproveCustomerSatisfactionIncreaseProductProfit Whatproblemweshouldfocuson HighDefectRateLowProductYieldLongCycletimeHighDowntimeHighMaintenanceCostBottleneckStepPoorProcessCapability Unsatisfactory BreakthroughStrategy QualityBreakthrough Time RejectRate SpecialVariation HistoricalLevel 0 OptimumLevel 1 NaturalVariationunder 0 NaturalVariationunder 1 3 0 3 1 Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects per unit parts per milliondefective andtheprobabilityofafailure error PPM ProcessCapability DefectsperMillionOpp SixSigma AggressiveGoal 3Sigma 6Sigma 5Sigma 4Sigma 93 32 99 379 99 9767 99 99966 Historical Current Intermediate Long Run Sigma Long TermYield Standard SixSigma PerformanceTarget Whatdoesa6sigmaprocesslookslike m AverageDeviationfromMean 1s T USL p d p d 123456 s ThisisaSixSigmaProcess 99 99966 Good 6Sigma 20 000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5 000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200 000wrongdrugprescriptionseachyearNoelectricityforalmostsevenhourseachmonth SevenarticleslostperhourOneunsafeminuteeverysevenmonths1 7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyearOnehourwithoutelectricityevery34years 99 Good 3 8Sigma SixSigma PracticalMeaning CustomerFocus AModelForSuccess Technology Capability Organization People Processes BusinesssurvivalisdependentuponhowwellwesatisfyourcustomersCustomersatisfactionisafunctionofquality price anddeliveryQuality cost andpromptdeliveryaredependentuponcapability ManagementisresponsibletohelpdrivethetotalemployeepopulationtoahigherlevelofproblemsolvingproficiencyIdentifiestheirbestcandidatesforBlackBeltappointmentDemonstrateshighenthusiasmtokeepSixSigmamovingforwardProvidestheleadatgettingGreenBelts includingthemselves identifiedandthroughtrainingAskstherightquestionstoallemployeestoassurethedisciplineofSixSigmaanditstoolkitareproperlyandfullyexploitedDrivesthebroaduseofSixSigmamethodsandtools includingFMEA DOE SPC etcOwnsdaytoday careermanagementoftheBlackBelt includingappropriateplacementwhenBlackBelt sassignmentconcludes SixSigmaSystem Management 4 Control 3 Improve 2 Analyze 1 Measure SixSigmaBasicPrinciple OptimizeProcess DataStudy PromoteSystemControl DataCollection TheImprovementStrategy MAIC Focus VitalFew x i Y Y Y Y Y x 1 x 2 x n x 1 x 2 x n VitalFew x i VitalFew x i VitalFew x i VitalFew x i Phase M easure A nalyze I mprove C ontrol 678 678 678 678 SIXSIGMAMETHODSGENERATE DATA BASED DECISIONS WhatToDoWiththeVitalFew Process KPIV KPIV KPIV KPOV CTQ VitalFew Correct In Spec Defect Free KPIV ControlControlControl Inputs Note StatisticallyprovenrelationshipsbetweenInputsandOutputs ManagetheINPUTSandgoodOUTPUTSwillfollow ManufacturingVariationCausesA HiddenFactory IncreasedCost LostCapacityTheprocessmaprevealsthishiddenfactory YieldAfterInspectionorTest Eachdefectmustbedetected repairedandplacedbackintheprocess Eachdefectcoststimeandmoney Scrap Rework HiddenFactory NOTOK Operation Inputs Inspect FirstTimeYield OK WastedTimeWastedMoneyWastedResourcesWastedFloorspace DefectsandtheHiddenFactory RolledThroughputYield 66 90 whynot Process A B C 90 Yield 90 Yield 90 Yield RolledYield 81 73 90 Yield FinalTestD 66 Using finaltest orfirsttime yield ignoresthehiddenfactory Finaltestperformanceisafunctionofinspection testnotactualdefectdata RolledThroughputYield RTY includesthehiddenfactory reworkaswellasscrap Itlooksatoutputwithzerodefects Rolled ThroughputYield ClassicalFirst TimeYield IfwearesogoodatX whydoweconstantlytestandinspectY YDependentOutputEffectSymptomMonitor X1 XNIndependentInput ProcessCauseProblemControl Togetresults shouldwefocusourbehaviorontheYorX f X Y FocusonXratherthanY asdonehistorically TheFocusofSixSigma KPIV KPOV NarrowtheScopeofInputVariables IDLeveragedKPIV s OptimizedProcess 30 50 10 15 4 8 KeyProcessInput Variables KPIVs 8 10 KPIVs Critical KPIVs InputsVariables ProcessMap Multi Vari Studies Correlations Screening DOE s DOE s RSM C EMatrixandFMEA GageR R Capability T Test ANOM ANOVA QualitySystems SPC ControlPlans Measure Analyze Improve Control Whatlevelareyouat TheFoundationoftheSixSigmaTools Goal Dataisusedtoclassify describe improve control SixSigmaTermsandDefinitions 1 Customerany One whoreceivesaproduct serviceorinformationfromanoperationorprocess Thetermisfrequentlyusedtodescribe External customers thosewhopurchasethemanufacturedproductsorserviceswhicharethebasisfortheexistenceofthebusiness However Internal customers alsoimportant areinternalGEL persons whoreceivetheintermediateorinternalproductsorservicesfrominternal Suppliers 2 CTQCriticaltoQualityCharacteristic acharacteristicofaproduct serviceorinformationwhichisimportanttothecustomer CTQsmustbemeasurableineithera continuousscale manner I e 3 00mg etc ordescriptivemanner correct incorrect etc SixSigmaTermsandDefinitions cont d 3 OpportunityAneventwhichgeneratesanoutput product serviceorinformation 4 UnitAdiscreteitem lamp invoice etc whichpossessesoneormoreCTQ Note Units mustbeconsideredwithregardwiththespecificCTQ s ofconcernbyacustomerand orforaspecificprocess 5 DefectAnoutputofanopportunitywhichdoesnotmeetadefinedspecification ORAfailuretomeetanimposedrequirementonasinglequalitycharacteristicorasingleinstanceofnon conformancetothespecification6 DPUDefectsperUnit thenumberofdefectscounted dividedbythenumberof products or characteristics units produced SixSigmaTermsandDefinitions cont d 7 DPMODefectsperMillionOpportunities thenumberofdefectscounted dividedbytheactualnumberofopportunitiestogeneratethatdefect multipliedbyonemillion 8 COPQCostofPoorQuality thecostincurredfromgeneratingadefectORCo