Introduction to Six Sigma[1]
-
Upload
phani-kumar -
Category
Documents
-
view
240 -
download
0
Transcript of Introduction to Six Sigma[1]
-
7/28/2019 Introduction to Six Sigma[1]
1/30
All Rights Reserved TreQna 2005
Six sigmaIntroduction
-
7/28/2019 Introduction to Six Sigma[1]
2/30
All Rights Reserved TreQna 2005
expectationsAwareness with respect to originand history of Six Sigma.
The utility and benefits
Introduction to Six Sigma asmethodology
The Six Sigma organization
-
7/28/2019 Introduction to Six Sigma[1]
3/30
All Rights Reserved TreQna 2005
contents
Six Sigma Intro 15 min
BPMS
DMAIC
-
7/28/2019 Introduction to Six Sigma[1]
4/30
All Rights Reserved TreQna 2005
The term sigma is used to designate the distribution or spread about themean (average) of any process or procedure.
For a process, the sigma capability (z-value) is a metric that indicates how well
that process is performing. The higher the sigma capability, the better. Sigmacapability measures the capability of the process to produce defect-freeoutputs. A defect is anything that results in customer dissatisfaction.
Two Meanings of Sigma
-
7/28/2019 Introduction to Six Sigma[1]
5/30
All Rights Reserved TreQna 2005
The term Six Sigma was coined by Bill Smith, an engineer with Motorola
Late 1970s - Motorola started experimenting with problem solving throughstatistical analysis
1987 - Motorola officially launched its Six Sigma program
Origin of Six Sigma
Motorolathe company that invented Six Sigma
-
7/28/2019 Introduction to Six Sigma[1]
6/30
All Rights Reserved TreQna 2005
Jack Welch launched Six Sigma at GE in Jan,1996
1998/99 - Green Belt exam certification became the criteria for managementpromotions
2002/03 - Green Belt certification became the criteria for promotion tomanagement roles
The Growth of Six Sigma
GEthe company that perfected Six Sigma
-
7/28/2019 Introduction to Six Sigma[1]
7/30
All Rights Reserved TreQna 2005
The GE model for process improvements
The Growth of Six Sigma
Define Measure Analyze Improve Control
Combination of change management & statistical analysis
-
7/28/2019 Introduction to Six Sigma[1]
8/30
All Rights Reserved TreQna 2005
The Growth of Six Sigma
-
7/28/2019 Introduction to Six Sigma[1]
9/30
All Rights Reserved TreQna 2005
BPMSBusiness Process Management System
-
7/28/2019 Introduction to Six Sigma[1]
10/30
All Rights Reserved TreQna 2005
To understand the process; its mission, flow and scope
To know the customers and their expectations
To identify, monitor and improve correct performance measures for the process
The Need of BPMS
-
7/28/2019 Introduction to Six Sigma[1]
11/30
All Rights Reserved TreQna 2005
The Methodology
Define ProcessMission
MapProcess
VOC andVOP
BuildPMS
DevelopDashboar
ds
Identify
Improvement
Opportunities
Define purposeof the process,its goal and its
boundaries
Identify Criticalto Quality andCritical to
process
Visualrepresentationof performance
Map processsteps, identifyinput/ outputmeasures
MSA, DCP,indicators andmonitors
Serviceexcellence andprocessexcellence
The DMAICcycle
-
7/28/2019 Introduction to Six Sigma[1]
12/30
All Rights Reserved TreQna 2005
DMAICSix Sigma Improvement Methodology
-
7/28/2019 Introduction to Six Sigma[1]
13/30
All Rights Reserved TreQna 2005
A logical and structured approach to problem solving and process improvement
An iterative process (continuous improvement)
A quality tool with focus on change management
What is DMAIC ?
EEffectiveness
= QQuality
Improvement
x AAcceptance
-
7/28/2019 Introduction to Six Sigma[1]
14/30
All Rights Reserved TreQna 2005
The Approach
PracticalProblem
StatisticalProblem
StatisticalSolution
PracticalSolution
-
7/28/2019 Introduction to Six Sigma[1]
15/30
All Rights Reserved TreQna 2005
DDefine
MMeasure
AAnalyze
I
Improve
CControl
Identify and state the practical problem
Validate the practical problem by collecting data
Convert the practical problem to a statistical one, definestatistical goal and identify potential statistical solution
Confirm and test the statistical solution
Convert the statistical solution to a practical solution
Methodology
-
7/28/2019 Introduction to Six Sigma[1]
16/30
All Rights Reserved TreQna 2005
D
VoC - Who wants the project and why ?
The scope of project / improvement
Key team members / resources for the project
Critical milestones and stakeholder review
Budget allocation
Define
DDefine
MMeasure
AAnalyze
I
Improve
CControl
-
7/28/2019 Introduction to Six Sigma[1]
17/30
All Rights Reserved TreQna 2005
M
Ensure measurement system reliability
Prepare data collection plan
Collect data
- Is tool used to measure the output variable flawed ?
- Do all operators interpret the tool reading in the same way ?
- How many data points do you need to collect ?
- How many days do you need to collect data for ?
- What is the sampling strategy ?
- Who will collect data and how will data get stored ?- What could the potential drivers of variation be ?
Measure
DDefine
MMeasure
AAnalyze
I
Improve
CControl
-
7/28/2019 Introduction to Six Sigma[1]
18/30
All Rights Reserved TreQna 2005
A
Understand statistical problem
Baseline current process capability
Define statistical improvement goal
Identify drivers of variation (significant factors)
Analyze
DDefine
MMeasure
AAnalyze
I
Improve
CControl
-
7/28/2019 Introduction to Six Sigma[1]
19/30
All Rights Reserved TreQna 2005
A
Root Cause Analysis (fish bone)
A brainstorming tool that helps define and display major causes, sub causes androot causes that influence a process
Visualize the potential relationship between causes which may be creating
problems or defects
ProblemBackbone
Primary CauseSecondary Cause
Root Cause
Analyze Identify Drivers of Variation
-
7/28/2019 Introduction to Six Sigma[1]
20/30
All Rights Reserved TreQna 2005
A
Control Impact Matrix
A visual tool that helps in separating the vital few from the trivial many
Vital FewHigh Control High Impact
Cost IneffectiveLow Control High Impact
Cost IneffectiveHigh Control Low Impact
Trivial ManyLow Control Low Impact
Control
Impa
ct
Analyze Identify Drivers of Variation
-
7/28/2019 Introduction to Six Sigma[1]
21/30
All Rights Reserved TreQna 2005
A
Pareto Chart
Pareto principle states that disproportionately large percentage of defects arecaused due to relatively fewer factors (generally, 80% defects are caused by 20%factors)
05
10
15
20
25
30
35
L K A F B C G R D
0%
20%
40%
60%
80%
100%
Frequency Cumulative Frequency
Analyze Identify Drivers of Variation
-
7/28/2019 Introduction to Six Sigma[1]
22/30
All Rights Reserved TreQna 2005
A
Process Map Analysis
Visually highlights hand off points / working relationships between people,processes and organizations
Helps identify rework loops and non value add steps
VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer
Analyze Identify Drivers of Variation
-
7/28/2019 Introduction to Six Sigma[1]
23/30
All Rights Reserved TreQna 2005
A
Hypothesis Testing
A statistical tool used to validate if two samples are different or whether asample belongs to a given population
Null Hypothesis (Ho) is the statement of the status quo
Alternate Hypothesis (Ha) is the statement of difference
Analyze Identify Drivers of Variation
One way ANOVA
Regression
Homogeneity ofVariance Moods Median
Chi-Square
-
7/28/2019 Introduction to Six Sigma[1]
24/30
All Rights Reserved TreQna 2005
I
Map improved process
Pilot solution
Identify operating tolerance on significant factors
Improve
DDefine
MMeasure
AAnalyze
I
Improve
CControl
-
7/28/2019 Introduction to Six Sigma[1]
25/30
All Rights Reserved TreQna 2005
C
Ensure measurement system reliability forsignificant factors
Improved process capability
Sustenance Plan
- Is tool used to measure the input / process variables flawed ?
- Do all operators interpret the tool reading in the same way ?
- Statistical Process Control
- Mistake Proofing
- Control Plan
Control
DDefine
MMeasure
AAnalyze
I
Improve
CControl
-
7/28/2019 Introduction to Six Sigma[1]
26/30
All Rights Reserved TreQna 2005
C
Control Plan
Have the new operating procedures and standards been documented ?
What Statistical Process Control (SPC) tools will be used to monitor the processperformance ?
Who will review the performance of the output variable and significant factorson closure of the project and how frequently ?
What is the corrective action or reaction plan if any of the factors were to beout of control ?
Control Sustenance Plan
-
7/28/2019 Introduction to Six Sigma[1]
27/30
All Rights Reserved TreQna 2005
Six Sigma Organization
-
7/28/2019 Introduction to Six Sigma[1]
28/30
All Rights Reserved TreQna 2005
Six Sigma - Three Dimensions
ToolsOrganization
Methodology
Processvariation
LSL USL
Upper/Lowerspecification
limits
Regression
Drivenby
customerneeds
Enabled by qualityteam.
Led bySeniorMgmt
Define Measure Analyze Improve Control
VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer
Process Map Analysis
0
5
10
15
20
25
30
35
L K A F B C G R D
0%
20%
40%
60%
80%
100%
Frequency Cumulative Frequency
Pareto Chart
-
7/28/2019 Introduction to Six Sigma[1]
29/30
All Rights Reserved TreQna 2005
The Quality Team
Master Black Belt
Black Belt Black Belt
Green Belt
Green Belt
Green Belt
- Thought Leadership- Expert on Six Sigma- Mentor Green and Black Belts
- Backbone of Six Sigma Org- Full time resource- Deployed to complex or high
risk projects
- Part time or full time resource- Deployed to less complex projectsin areas of functional expertise
-
7/28/2019 Introduction to Six Sigma[1]
30/30
All Rights Reserved TreQna 2005
Thank You