IntroductionofSixSigma(ppt 47).ppt

IntroductionofSixSigma,BeltonGroupRexWong,2,ScopeofModule,WhatisSixSigmaWhytheneedforSixSigmaHowtoapplySixSigma,3,WhatisSixSigma?,SixSigmaisacomprehensiveandflexiblesystemforachieving,sustainingandmaximizingbusinesssuccess.Itisuniquelydrivenbycloseunderstandingofcustomerneeds,disciplineduseoffacts,dataandstatisticalanalysis,withdiligentattentiontomanaging,improvingandreinventingbusinessprocesses.PeterSPande,RobertPNeuman,RolandRCavanaghTheSixSigmaWay(McGrawHill,2000),4,SixSigmaIsThreeThings,AstatisticalmeasurementAbusinessstrategyAphilosophy,5,1)SixSigmaAStatisticalMeasurement,Itprovidesaquantitativeperformanceassessmentofourproducts,servicesandprocesses.Itallowsforcomparisonsagainstothersimilarordissimilarproducts,servicesandprocesses.Itprovidesfeedbackonhowfaraheadorbehindweare.,SixSigmahelpstoestablishourcourseandtogaugeourpaceintheracefortotalcustomersatisfaction.,6,SixSigmaAbusinessstrategy,ImprovedSigma-RatingofProcess,7,CostOfPoorQuality(COPQ),LostOpportunityHiddenFactory,(Difficultorimpossibletomeasure),COPQisafunctionofSigmaCapability,InspectionWarrantyScrapReworkRejects,MoreSetupsExpeditingCostsLostsalesLateDeliveryLostCustomerLoyaltyExcessInventoryLongCycle-TimesEngineeringChangeOrders,8,CostOfPoorQuality(COPQ),9,3)SixSigmaAphilosophy,SixSigmaisaboutworkingsmarter,notharder.DiscoverandneutralizeharmfulsourcesofvariationMistakesarereduced(oreliminated)ImprovedprocesscapabilitySigmaratinggoesup,10,QualityBreakthrough,11,WhyneedsofSixSigma?,ThegoalofSixSigmaisnottoachievesixsigmalevelsofquality(i.e.3.4dpmo).,SixSigmaisaboutimprovingprofitability;improvedqualityandefficiencyareimmediateby-products.,12,SixSigmaaggressivegoal,Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error.,PPM,ProcessCapability,DefectsperMillionOpp.,13,SixSigmaProcess,m,PointofInflection,1s,T,USL,p(d),123456,s,14,BenefitofSixSigma,CostreductionProductivityimprovementMarket-sharegrowthCustomerretentionCycle-timereductionDefectreductionCulturechangeProduct/servicedevelopment,Profits,15,CustomersNeedsInternalMetrics,Delivery,Price,Quality,Customer,Supplier,Need,CycleTime,Cost,Defects,Do,16,HowtoapplySixSigma?,Unlikeconventionalimprovementprogramswhichfocusesonimprovingthedefectsonthe“output”,SixSigmafocusesonthe“process”thatcreatesoreliminatesthedefects.SixSigmaseekstoreducevariabilityinaprocessbymeansofasystematicapproachcalledtheBreakthroughStrategy.,17,SixSigmaapproach,IdentifytheCustomersNeed,CenteraroundtheTarget,18,FocusofSixSigma?,Theoutput(Y)isperceivedasafunctionoftheinput(X).,19,BreakthroughStrategy,BreakthroughStrategy,20,Define,TheDefinephasesetsthestageforasuccessfulSixSigmaprojectbyaddressingthefollowingquestions:,Whatistheproblemofourfocus?Whatsourgoal?Andbywhen?Whosthecustomerimpacted?WhataretheCTXsin-concern?Whatstheprocessunderinvestigation?,21,ProjectDefinition,ImprovetimetomarketforallproductsLeadtheindustryinkeytechnologiesCreateworld-classmanufacturingprocessesDevelopstrategicsupplierrelationshipsProvidebest-in-classproductandprocessqualityDevelopstrategicrelationshipswithkeycustomersBecomeanemployerofchoice,22,BaselineMetricData,BaselineTheaveragelong-termdefectlevelofaprocesswhenallinputvariablesintheprocessarerunninginanunconstrainedfashion.EntitlementThebest-caseshort-termdefectlevelofaprocesswhenallinputvariablesintheprocessarecenteredandin-control.BenchmarkThedefectleveloftheprocessdeemedbycomparisontobethebestprocesspossible.,eg:bestWinBenchnumbersagainstMaxtor,Fujitsudrives,23,BreakthroughImprovement,24,CostofQuality,HardSavingsPotentialSavingsSoftSavings,25,Measure,TheMeasurephaseservestovalidateorrefinetheproblem,andtobeginthesearchforrootcauses.Itaddresses,thefocusandextentoftheproblem,basedonmeasuresoftheprocess,thekeydatarequiredtonarrowtheproblemtoitsmajorfactorsorvitalfewrootcauses.,26,CapabilityAnalysisConventionalMetrics,RejectRateinpercent(e.g.7.4%)inratio(e.g.0.074)inpartspermillion(e.g.74,000DPPM)Yieldinfirst-timeyieldinfinalyield,27,CapabilityAnalysis,28,Defectperunit(DPU),DefectsPerUnit:Theaveragenumberofdefectsperunitproduced.,DefectRate=#Defects/#Units=7/5=1.4dpu,29,DefectsPerMillionOpportunities(DPMO),Opportunities:Thenumberofpossibilitiesfordefectcreationinanyunitofproductprocessorsequenceofprocesses.,1.ArmHeight2.Armthickness3.BoreholeDia4.SwgaeholeDia5.Roughness6.Teardropprofile7.Roll8.Pitch,NumberofOpportunities=OpportunitiesperUnitNumberofUnits=85=40DefectRate=#Defects/#Opportunities=(7/40)106=175,000dpmo,30,DPMOvsSigmaCapability,31,First-timeyield(Yft),First-TimeYieldisthenumberofunitsthatpassaparticularinspection,comparedwiththetotalnumberofunitsthatpassthroughthatpointintheprocess.,First-TimeYield,Yft=968/1000=0.968,32,Throughputyield(Ytp),ThroughputYieldistheprobabilitythataunitofproductorservicewillpassthroughagivenprocesssteperror-free.ThroughputYield,Ytp=eDPU,(40Defects),ThroughputYield,Ytp=e-(40/1000)=0.961,33,FinalYield(Yf),ProcessA,ProcessB,ProcessC,FinalYield,Yf=QuantityShipped/QuantityBuilt=800/1,000=0.80,Ashortcomingoffinalyieldisthatitfailstoconsiderthe“hiddenfactory”orrework.HiddenFactory:adhocsystemsandprocessessetuptocorrecterrorsmadeduringthemainstreamprocess.,34,RolledThroughputYield(Yrp),RolledThroughputYield=Ytp(A)Ytp(B)Ytp(C)=0.74080.63930.5824=0.2758,ProcessA,50,Scrap,Rework,200,150,ProcessB,800,Input(950),25,Scrap,Rework,300,275,ProcessC,650,Input(925),125,Scrap,Rework,250,125,Defects=300Ytp(A)=e300/1,000=0.7408,Defects=425Ytp(B)=e425/950=0.6393,Defects=500Ytp(C)=e500/925=0.5824,Defects=300,35,RolledThroughputYield(Yrp),Therolledthroughputyieldistheprobabilitythataunitofproductorserviceisabletopassthroughtheentireprocessdefect-free.Itisafunctionofthedefectrate,andhenceprovidesabetterestimateoftheamountofreworkrequired.Rolledthroughputyieldcanbeimprovedbyhavinghigherthroughputyieldsateachprocessstepreducingthenumberofprocesssteps,36,SigmaValue,SigmaValue(Z-Score):Thesigmavalueisderivedfromtheprobabilityofadefectinaprocessandisusedtocompareperformanceacrossproductsorprocessesz-Scoreismostaccuratelydeterminedbyusingtheequationofz=e(-DPU),37,Analyze,IntheAnalyzephase,practicalbusinessproblemsareturnedintostatisticalproblems.Thestatisticaltoolsandtheorderinwhichtheyareappliedwilldependontheproblemandprocess,andtheapproachtotheproblem.,38,Improve,TheImprovephaseseekstoaddressthefollowing:,Whatpossibleactionsorideasrequiredtoaddresstherootcauseoftheproblem,andtoachievethegoal?Whichoftheideasareworkablepotentialsolutions?Whichsolutionwillmostlikelyachievethegoalwiththeleastcostordisruption?Howcanthechosensolutionbetestedforeffectiveness,andthenimplementedpermanently,39,Control,IntheControlphase,actionsareestablishedtoensurethattheprocessismonitoredcontinuouslyforconsistencyinqualityoftheproductorservice.,Implementongoingmeasuresandactionstosustainimprovement,40,Realization,IntheRealizephase,ownershipoftheprojectistransferredtothefinancerepresentative,fortrackingoffinancialbenefitsoftheproject.,41,Champion,DefinethepathforSixSigmaimplementationacrosstheorganization.Carefulselectionofhigh-impactprojects.Supportdevelopmentof“statisticalthinking”.RealizethegainsbysupportingSixSigmaprojectsthroughallocationofresourcesandremovalofroadblocks.ImplementationofBlackBeltrecommendations.Ensurethatprojectopportunitiesareacteduponbytheorganizationsleadershipandthefinancedepartment.Recognitionofeffortsandcontributionsbythepeople.,42,BlackBelt,ActasBreakthroughStrategyexpertsandenthusiasts.Identifythebarriers.Managementofproject:fromplanning,throughexecution,torealization.Reportprogresstoappropriateleadershiplevels.Determinethemosteffectivetoolstoapply.Gatherinputfromknowledgeablesources,fromoperatorstomanagers.GreenBeltTrainingMonitor&provideguidanceofGreenBeltprojects.,43,GreenBelt,FunctionasGreenBeltsonapart