Session+7 (Six Sigma)
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Transcript of Session+7 (Six Sigma)
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
2007 Week7_v01.ppt Page 1
Six Sigma
God does not play dice with the universe.
– Albert Einstein
Stop telling God what to do.
– Niels Bohr
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
What is Six Sigma?
Six Sigma is a rigorous and disciplined methodology that uses data and statistical analysis to measure and improve a company's operational performance by identifying and eliminating "defects" in manufacturing and service-related processes. Commonly defined as 3.4 defects per million opportunities,
2007 Week5_v01.ppt Page 2
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
What is Six Sigma?
Six Sigma can be understood/perceived at three levels:• Metric• Methodology• Philosophy
2007 Week7_v01.ppt Page 3
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Six Sigma Metric
2007 Week7_v01.ppt Page 4
Six Sigma Focus: Reduce Variability of the Process
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Six Sigma Process Methodology
DMAIC refers to a data-driven quality strategy for improving processes, and is an integral part of the company's Six Sigma Quality Initiative.
DMAIC is an acronym for five interconnected phases:.
2007 Week7_v01.ppt Page 5
Define
Measure
AnalyzeImprove
Control
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Define
Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved.
• Define who customers are, what their requirements are for products and services, and what their expectations are.
• Define project boundaries the stop and start of the process
• Define the process to be improved by mapping the process flow
2007 Week7_v01.ppt Page 6
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Define Phase
Phase Steps:• Define Customers and
Requirements (CTQs) • Develop Problem Statement,
Goals and Benefits • Identify Champion, Process
Owner and Team • Define Resources• Evaluate Key Organizational
Support • Develop Project Plan and
Milestones• Develop High Level Process
Tools Used• Project Charter• Process Flowchart• SIPOC Diagram • Stakeholder Analysis • DMAIC Work Breakdown
Structure • CTQ Definitions • Voice of the Customer
Gathering
2007 Week7_v01.ppt Page 7
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Measure
Measure the performance of the Core Business Process involved.
Develop a data collection plan for the process• Collect data from many sources to determine types of
defects and metrics • Compare to customer survey results to determine
shortfall
2007 Week7_v01.ppt Page 8
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Measure Phase
Phase Steps:• Define Defect, Opportunity,
Unit and Metrics• Detailed Process Map of
Appropriate Areas• Develop Data Collection Plan• Validate the Measurement
System• Collect the Data• Begin Developing Y=f(x)
Relationship• Determine Process Capability
and Sigma Baseline
Tools Used• Process Flowchart• Data Collection Plan/Example• Benchmarking• Measurement System
Analysis/Gage R&R• Voice of the Customer
Gathering• Process Sigma Calculation and
SCV (c2 )
2007 Week7_v01.ppt Page 9
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Analyze
• Analyze the data collected and process map to determine root causes of defects and opportunities for improvement.
• Identify gaps between current performance and goal performance
• Prioritize opportunities to improve Identify sources of variation
2007 Week7_v01.ppt Page 10
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Analysis Phase
Phase Steps:• Define Performance
Objectives• Identify Value/Non-Value
Added Process Steps• Identify Sources of Variation• Determine Root Cause(s)• Determine Vital Few x's,
Y=f(x) Relationship
Tools Used• Pareto Chart• Cause and Effect/Fishbone
Diagram• 5 Whys• Process Map Review and
Analysis• Statistical Analysis• Queuing Analysis• Simulation Analysis• Inventory Modeling• Process Variability Analysis
2007 Week7_v01.ppt Page 11
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Improve
• Improve the target process by designing creative solutions to fix and prevent problems.• Create innovate solutions using technology and
discipline • Develop and deploy implementation plan
2007 Week7_v01.ppt Page 12
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Improve Phase
Phase Steps:• Perform Design of
Experiments• Develop Potential Solutions• Define Operating Tolerances of
Potential System• Assess Failure Modes of
Potential Solutions• Validate Potential
Improvement by Pilot Studies• Correct/Re-Evaluate Potential
Solution
Tools Used• Brainstorming• Mistake Proofing• Design of Experiments• Cost/benefit Analysis• Pugh Matrix• House of Quality• Failure Modes and Effects
Analysis (FMEA)• Simulation Software• Queuing Analysis
2007 Week7_v01.ppt Page 13
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Control
• Control the improvements to keep the process on the new course. • Prevent reverting back to the "old way"
Require the development, documentation and implementation of an ongoing monitoring plan • Institutionalize the improvements through the
modification of systems and structures (staffing, training, incentives)
2007 Week7_v01.ppt Page 14
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Define Phase
Phase Steps:• Define and Validate Monitoring
and Control System• Develop Standards and
Procedures• Implement Statistical Process
Control• Determine Process Capability• Develop Transfer Plan, Handoff to
Process Owner• Verify Benefits, Cost
Savings/Avoidance, Profit Growth• Close Project, Finalize
Documentation• Communicate to Business,
Celebrate
Tools Used• Process Sigma Calculation• Control Charts (Variable and
Attribute)• Cost Savings Calculations• Control Plan
2007 Week7_v01.ppt Page 15
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
Six Sigma Philosophy
• Reduce variation in your business and take customer-focused, data driven decisions
2007 Week7_v01.ppt Page 16
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000
Polytechnic University – e-Poly MN7894 Production Science
What Makes Six Sigma Work
• A New Type of Top Level Support• Problem Solving and Team Leading Super Stars• Training Like Never Before• New Metrics• Much Better Use of Teams • A New Level of Process Comparison • A New Corporate Attitude / Culture • A Closer Look at Old Metrics
2007 Week7_v01.ppt Page 17