An Introduction to Six Sigma.ppt

AnIntroductiontoSixSigma,ZHongHongLiu,TolearnthesystematicapproachtoSixSigmaproblemsolvingMbeforeAbeforeIbeforeCTounderstandsomeM.A.I.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.,WhatstheStrategy?,KnowwhatsimportanttotheCustomer(CTQs)ReducedefectsCenteraroundtargetReduceVariation,SixSigmaGoal,ReduceDefectRateImproveProductYieldImproveCustomerSatisfactionIncreaseProductProfit,Whatproblemweshouldfocuson?,HighDefectRateLowProductYieldLongCycletimeHighDowntimeHighMaintenanceCostBottleneckStepPoorProcessCapability,Unsatisfactory,BreakthroughStrategy,QualityBreakthrough,Time,RejectRate,SpecialVariation,HistoricalLevel(0),OptimumLevel(1),NaturalVariationunder0,NaturalVariationunder1,(30),(31),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,etcOwnsdaytodayORAfailuretomeetanimposedrequirementonasinglequalitycharacteristicorasingleinstanceofnon-conformancetothespecification6.DPUDefectsperUnit-thenumberofdefectscounted,dividedbythenumberofproductsorcharacteristics(units)produced.,SixSigmaTermsandDefinitions(contd),7.DPMODefectsperMillionOpportunities-thenumberofdefectscounted,dividedbytheactualnumberofopportunitiestogeneratethatdefect,multipliedbyonemillion.8.COPQCostofPoorQuality-thecostincurredfromgeneratingadefectORCostwhichwouldbeavoidedif,ratherthanaDefect,theOpportunityyieldedasuccess.9.KPIVKeyProcessINPUTVariable-anindependentmaterialorelement,withdescriptivecharacteristic(s),whichiseitheranobject(goinginto)oraparameterofaprocess(step)andwhichhasasignificant(Key)effectontheoutputoftheprocess,SixSigmaTermsandDefinitions(cont),10.KPOVKeyProcessOUTPUTVariable-adependentmaterialorelement,withdescriptivecharacteristic(s),whichistheresultofaprocess(step)whicheitheris,orsignificantlyaffectsthecustomersCTQ.11.RolledThroughputYieldThelikelihoodthatanygivenunitofproduct,serviceorinf