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Six Sigma OverviewSix Sigma Overview
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AudienceAudience
The course is designed for thoseExecutives and Managers who areconsidering implementing Six Sigma andwant to understand its core concepts andbenefits.
Provides an overview and orientation of sixsigma methodologies and organizationalrequirements. The Overview is presentedprior to six sigma implementation,Champion and Black Belt training.
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ObjectivesObjectives
As a result of attending this course the participant will
be able to:
Describe the Six Sigma Breakthrough strategy Understand the Champions role in the Six Sigma Initiative Relate the roles and responsibilities of the Champion, Black Belt,
Green Belt and Team Members Identify projects with high probability for success Understand the DMAIC methodology and how it applies to
improvement projects Establish and utilize dashboard metrics Assist in project management and project goal completion
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Presentation OutlinePresentation Outline
Section I Six Sigma Introduction
Section II Management and Organizational Infrastructurefor Six Sigma
Section III DMAIC Breakthrough Methodology
Section IV Implementation Strategy
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Section ISection I
Section I Six Sigma Introduction
History of Six Sigma
What is Six Sigma?
Three elements of Six Sigma
DMAIC roadmap
Expected benefits of Six Sigma
Corporate results of Six Sigma
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History of Six SigmaHistory of Six Sigma
1998
Jack Welch reportssavings to date of
$1bn from Six Sigma,predicts savings of$6.6bn by 2000
1998
Jack Welch reportssavings to date of
$1bn from Six Sigma,predicts savings of$6.6bn by 2000
1995
Allied Signal CEO
persuades Jack Welchof GE to try Six Sigma
1995
Allied Signal CEO
persuades Jack Welchof GE to try Six Sigma
1993-1994
Adopted by ABB, TIand Allied Signal
1993-1994
Adopted by ABB, TIand Allied Signal
1988
Motorola winsBaldridge Award
1988
Motorola wins
Baldridge Award
1981
Introduced byMotorola in response toJapanese competition
Our Quality Stinks
1981
Introduced byMotorola in response toJapanese competition
Our Quality Stinks
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-6 5 4 -3 2 1 0 +1 +2 +3 +4 +5 +6
6 to LSL 6 to USL
Cp=2 Cpk=1.5Cp=2 Cpk=1.5
Cp=Cpk = 2
1.5LSL
12.5% 12.5%
75%
3.4 DPMO
3.4 DPMO
USL
Technical Definition of Six SigmaTechnical Definition of Six Sigma
Technical Definition (Motorola)
Evolution to:
A Management driven, scientific methodology for product and
process improvement which creates breakthroughs in financial
performance and Customer satisfaction
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What is Six-Sigma?What is Six-Sigma?
Management mandated and directed improvementprogram focused on breakthroughs in financialperformance and customer satisfaction
Uses Champions, Black Belts and Green Belts tofacilitate change
Focused on core business and Customer needs
A systematic method for process and productimprovement
A Greek symbol for measuring performancevariation
A metric for evaluating performance quality
A standard of excellence (3.4 defects per millionopportunities)
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Customer Satisfaction + Efficient Systems =
Improved Profitability
Customer Satisfaction + Efficient Systems =
Improved Profitability
Two types of projects to improve financial performance:
Increase Revenue Grow the Business
Improve Customer satisfaction, sales, capacity and market position
Decrease the Cost of Goods Sold
Reduce variation and defectsImprove yields
Understand root cause of issues and eliminate the source of problems
Automate process workflow
Improve process performance and reduce waste using lean principles
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CenterProcess
ReduceSpread
Off-Target Too Much Variation
CenteredOn-Target
The objective is to understand customerrequirements and reduce
process variation and defects
Reduce Process Variation & Defect RatesReduce Process Variation & Defect Rates
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Breakthrough and Continuous ImprovementBreakthrough and Continuous Improvement
1 2 3 4 5
Breakthrough Strategy
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Three Emphasis Areas for Six SigmaThree Emphasis Areas for Six Sigma
Focused on product design excellence, design for manufacturability,Customer satisfaction and cost reduction within all components ofthe development and new product introduction process.
Focused on operational excellence, Customer satisfaction and cost
reduction within all components of the operation. Areas of focusinclude Sales, HR, Finance, Materials, etc.
Focused on product production excellence, variation and defectreduction, lean production techniques, Customer satisfaction and
cost reduction within all components of the production and deliveryprocess.
Six Sigma touches on all aspects
of the Business Enterprise
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Past Improvement Activity Failure ModesPast Improvement Activity Failure Modes
Unsuccessful Projects
No clear Management mandate
No roadmap for the projectnot sure where we are going
No dedicated resources
No Management and performance review
No ability to measure performance andexamine effectiveness not sure if we
accomplished anythingNo financial ROI during project definitionand measurement at completion
No clear answer as to why are we doingthis project?
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Select and work on the most important problems and projects tothe business and Customer
Assure those projects impact customer satisfaction and financialperformance
Allocate the time to get the work done
Have your best people work on them
Provide those individuals with all the training, tools, andresources they need to make the performance breakthrough
Provide Management direction, support and routine review ofperformance
Require a well thought out, objective and data driven solution
Verify the savings of your efforts
Sustain the benefits of the solution over time
What Makes Six Sigma Work?What Makes Six Sigma Work?
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Six Sigma 3 Critical ElementsSix Sigma 3 Critical Elements
Defining and using business objectives and metrics that
focus our attention on performance and defects that are mostimportant to the customerand have the greatest potential forimpacting the bottom line
Dedicated
resources andfocused
infrastructure,trained in theuse of the 6Sigma problemsolving andprocessimprovementmethodology
Systematic
Approach toimprovingperformanceand reducingdefects whichare important tothe customer(qualitative &statistical)
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Strategic Business and Quality MetricsStrategic Business and Quality Metrics
Management objectivesand dashboard forms thecore of the strategicBusiness & QualityMetrics and is floweddown to otherdepartments and processareas to provide leadingand lagging indicators of
performance
CSI, Sales, delivery times, cost per
unit, Yield, DPU, DPMO, customer
response times, Web hit rates,
Rework/scrap rates, etc.
(Critical Business Elements)
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Level 1Processes
Level 2Processes
Level 3Processes
Level 4Processes
Executive
Dashboard
Hierarchy of Operational DashboardsHierarchy of Operational Dashboards
Director
Level
Manager
Level
Engineering
Level
Operator
Level
Can we see measurable
progress in our keybusiness critical metrics?
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Six Sigma DMAIC Road MapSix Sigma DMAIC Road Map
DefineIdentify Project, Champion and Project OwnerDetermine Customer Requirements and CTQs
Define Problem, Objective, Goals and BenefitsDefine Stakeholder/Resource AnalysisMap the ProcessDevelop Project Plan
MeasureDetermine Critical Xs and YsDetermine Operational DefinitionsEstablish Performance StandardsDevelop Data Collection and Sampling PlanValidate the Measurements
Measurement Systems AnalysisDetermine Process Capability and Baseline
AnalyzeBenchmark the Process or ProductEstablish Causal Relationships Using DataAnalysis of the Process MapDetermine Root Cause(s) Using Data
ImproveDesign of Experiments
Develop Solution AlternativesAssess Risks and Benefits of Solution AlternativesValidate Solution using a PilotImplement SolutionDetermine Solution Effectiveness using Data
ControlStatistical Process ControlDetermine Needed Controls (measurement, design, etc.)Implement and Validate ControlsDevelop Transfer PlanRealize Benefits of Implementing SolutionClose Project and Communicate Results
Key Analytical Tools
Process Mapping andModeling
Measurement SystemsAnalysis & Process
Capability
Statistical Tests, Modeling& Root Cause Analysis
BrainstormingDesign of Experiments,FMEA, & Validation
Statistical Process Control
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Process Flow for achieving 70%+ ImprovementProcess Flow for achieving 70%+ Improvement
Champion
Black Belt
Process orProduct
Select project that isconsidered critical tooperational success
Form team andfollow DMAICforproject management
Reviewperformanceand assureresults
Understand rootcause of problem
Develop alternativesolutions andcomplete benefit
and risk assessment
Review andapprovesolutions
ValidateSolution
Implement andstandardizeprocess changes
Authorizeprocesschange
Determinefinancialbenefit
Communicateand celebrateresults
For a breakthrough to occur everything is on the table
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Six Sigma ResultsSix Sigma Results
Improved Customer satisfaction
Assure products and services meet customer requirementsImproved quality, efficiency and cost of goods sold
Waste, defect and variation reduction
Financial savings (hard and soft)
Self-sustaining infrastructure
Defined roles and responsibilities
Empower Champions, Black Belts and all employees to makemeaningful improvements in performance
Communication
Commonality
Language, training materials, tools & software
Methodology
Expectations
Solutions
Financial tracking (establish, maintain metrics)
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"We expect Six Sigma to elevate our company to an entirely newlevel of operational performance, delivering $1.5 billion in EBITcumulatively by 2003 from the combined impact of revenue growth,cost reductions and asset utilization."- Dow 1999 Annual Report http://www.dow.com/financial/99ann/letter03.htm
"We achieved $600 million in Six Sigma cost savings in 1999, butcost savings are only one part of the story. Delighting customers andaccelerating growth completes the picture. When we are moreefficient and improve work flow throughout every function in thecompany, we provide tremendous added value to our customers
through higher quality solutions that are more competitively priced,delivered on time and invoiced correctly. That makes us a moredesirable business partner."- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html
Honeywell & DOW ResultsHoneywell & DOW Results
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"Six Sigma implementation continues to gain momentum. At the end
of the year 2000, there were about 1,100 trained Black Belts and over3,400 active projects. The potential pretax benefit from activeprojects was $700 million."- DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.dupont.com/corp/whats-new/releases/01/010124.html
GE & DuPont ResultsGE & DuPont Results
"The Six Sigma initiative is in its fifth year its fifth trip through theoperating system. From a standing start in 1996, with no financialbenefit to the Company, it has flourished to the point where itproduced more than $2 billion in benefits in 1999, with much more to
come this decade."- GE 1999 Annual Report http://www.ge.com/annual99/letter/letter_three.html
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Section IISection II
Section II Management Infrastructure for Six Sigma
Site Champion and Executive Staff
Hands on Champions
Master Black BeltBlack Belts / Green Belts
All Employees
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Interrelationship Digraph of Six Sigma InfrastructureInterrelationship Digraph of Six Sigma Infrastructure
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Site Champion and Executive StaffSite Champion and Executive Staff
Functions
Set the vision
Create the mandate for improvement
Initiate and fund the activity
Establish and maintain the reporting structure
Responsibilities (10%+ of time)
Identify Champions in each functional area
Monthly review of projects by Champion
Measure Champion results
Training
4 hour Executive Overview2 day Champion Training
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Hands-On ChampionHands-On Champion
Functions
Communicate the vision
Create the mandate for improvement
Provide direction and remove barriers
Achieve financial results and communicatesuccess
Responsibilities (10%+ of time)
Identify Black Belts and Green Belts
Identify and approve all Six Sigma projects
Biweekly review of all projects
Measure Black Belt performance
Training
2 day Champion Training
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Master Black BeltMaster Black Belt
Functions
Provide technical expertise on Six Sigma andLean methodology to Black Belts and Green Belts
Work in support of the Black Belt and Champion
Assist in education and training activities
Responsibilities (100% of time)
Work daily with team members, Black Belts andChampions
Participate in the review of projects
Monitor all Six Sigma projectsTraining
15 day Black Belt Training, 2 years minimum as aBlack Belt and a Masters Degree in a related field
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Black Belts and Green BeltsBlack Belts and Green Belts
Functions
Black Belts 100% dedicated for 2 years to processimprovement, Green Belts 20%
Work on improvement projects with other GreenBelts and Team Members
Achieve financial results for each project Goal of$350K+
Responsibilities (100 20%+ of time)
Use the DMAIC methodology to createbreakthroughs in performance
Report progress to the Champion
Hold team meetings and provide excellent projectmanagement
Work with the Master Black Belt
Training
15 day Black Belt Training5 day Green Belt Training
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All EmployeesAll Employees
Functions
Work to achieve excellence in daily work
Participate in Six Sigma projects
Support team activities
Identify opportunities for improvement
Responsibilities (5-10%+ of time)
Participate in Six Sigma activities asrequested
Complete action items as assigned by the
team
Attend team meetings
Training
1 day Six Sigma Employee training
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Section IIISection III
Section III DMAIC Breakthrough Methodology
Define
Measure
Analyze
Improve
Control
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DMAIC Process Improvement MethodologyDMAIC Process Improvement Methodology
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DMAIC ProcessDMAIC Process
Metrics (Ys) linkedto CTQs
Define the ProblemProject Objective
Project Goal
PROCESSPROCESSX1X2X3
X4
Y1Y2Y3
Establish Controls on the critical Xs sothe improvements will be maintained
Identify waysto improvethe processand validatethe solution
Measure and Analyzedata and process
performance to determinethe critical variables and
root cause of the problem
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Six Sigma DMAIC DefineSix Sigma DMAIC Define
Define ActivitiesIdentify Project, Champion and Project OwnerDetermine Customer Requirements and CTQsDefine Problem, Objective, Goals and BenefitsDefine Stakeholder/Resource AnalysisMap the ProcessDevelop Project Plan
Define Quality ToolsProject Charter and PlanEffort/Impact AnalysisProcess MappingTree Diagram
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Define FlowDefine Flow
Effort/ImpactAnalysis
VOC,
ExamineCandidateProjects
CompleteSIPOC andProcess Map
Develop and
Approve ProjectCharterDefine Customer
CTQs
SIX SIGMAProject Charter
Resource Requirements General Information ReviewSchedule
Project No: Location: Activity Date
Project Name: Business Start
Project Leader: Segment : D
GB/BB: Business M
Master BB: Object ive: A
H/O Champion: Customer I
Team Members: Name Function % T i me I n it i al s CTQ(s): C
Current Close
Process
Capability: Sigma, Cpk,DPMO,Cycle-time,etc.
Date:
Project DefinitionProjectProblem S tatement:
Project Objective Statement:
Project Scope/Limitations:
ProjectGoalsand Targets:
ProjectPlan:
See page 2 ofthe project charter. Project Plan andGantt Chart
Expected Benefits: Time frame:
Hard DollarSavings:
Soft DollarSavings:
Strategic:
OtherBenefit s:
StakeholderApprovalHands On Champion: Master Black Belt:
Name: Name:
Signature: Signature:
Functional Manager: Black / Green Belt:
Name: Name:
Signature: Signature:
Other: Other:
Name: Name:
Signature: Signature:
Date:
Who are the su liers for our
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Voice of the Customer
(VOC)
Voice of the Customer
(VOC)
VOC is often full of emotions.
We need to restate customer
statements into fact based,
performance requirements
that we need to focus on
Of course Customers
expect perfection
DMAICMethodology
Define
Why dont you guys learn how to
meet a schedule?
Your service quality to poor
When will you learn how to provideservice and a Customer first attitude?
Why dont you tell us when there is aproblem?
I sent out e-mail after e-mail with noresponse!
Why do you try and make yourcustomers responsible for yourquality problems?
Your RMA frequency is unacceptable
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Performance toSchedule
Deviation from schedule incompleted units
< 3.4 DPMO
CustomerCustomer
NeedsNeeds
CustomerCustomer
NeedsNeedsProductProduct
arrives on-timearrives on-time
ProductProduct
arrives on-timearrives on-time
ResponseResponse(Y)(Y)
ResponseResponse(Y)(Y)
MeasureMeasureMeasureMeasure
SpecificationSpecificationLimit(s)Limit(s)
SpecificationSpecificationLimit(s)Limit(s)
AllowableAllowabledefectdefectRateRate
AllowableAllowabledefectdefectRateRate
TargetTargetTargetTarget100% of committed shipsprior to 5:00 pm as receivedon Customer receiving dock
LSL = 0 hours lateUSL = 6 hours early
Critical to Quality (CTQ)
Characteristics
Critical to Quality (CTQ)
Characteristics
DMAICMethodology
Define
CustomerRequirement
DetailedSpecifications
Use the tree diagram todefine Customer CTQs
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Defining Processes & CTQSDefining Processes & CTQS
Identify customer driven Critical-to-quality (CTQ)characteristics
Identify Key processes that cause defects in a CTQChracteristics
For each product or process CTQ-Measure, Analyze, improve &CONTROL
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Process identification matrixProcess identification matrix
Customer driven CTQ
Sub CTQ 1Waiting time
for registration
Sub CTQ 2Waiting during
service
Sub CTQ 3Satisfaction
At time of
deliveryProcess1
Process2
Process3
ServiceLevelCTQ
Improved CSI Score
Registration of service request
Servicing process
After service follow up
Vehicle servicing
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Moving to Specific Candidate ProjectsMoving to Specific Candidate Projects
CandidateSix Sigma
Project(s)
With financial
impact!!!
InterviewCustomers(Internal andExternal), oncore businessissues andopportunitiesforimprovement
Use Voice of
the Customerwhencollecting andanalyzing data
CompleteCTQ gapanalysis andprioritization
Determine acandidateproject list
Estimateprojectbenefits in
financial andmeasurableterms & rankprojects bytheir impact
Determinethe effortrequired foreach project
Conduct effort toimpact analysis andprioritize the projectlist
Select the top
projects anddetermine theChampionand Owner
DMAICMethodology
Define
Critically
examine
Business
Objectives
and select
projects
aligned to
them with
financialimpact and
benefits
Champions drive the project selection as they own the
business objectives aligned to the Executive Staff
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Potential ProjectsPotential Projects
Candidate SixSigma Project(s)
Project
Champion and
Owner
Determine a
candidateproject list andpotentialbenefits:
Manufacturing
MaterialsManagement
NPI
Finance
Design
HR
Conducteffort toimpactanalysis andprioritize theproject list
Effort / Impact Analysis
0
1
2
3
4
5
6
7
8
9
10
0 2 4 6 8 10 12
Effort
Impa
ct
Impact
Project Effort Impact1 6 1
2 3 3
3 4 3
4 7 3
5 10 3
6 2 6
7 5 6
8 8 6
9 1 9
10 9 9
Projects with high impact are
preferred
DMAICMethodology
Define
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Detailed Project Selection CriteriaDetailed Project Selection Criteria
Achieving breakthroughs requires prioritization of opportunities.
There are many more opportunities than there is time andresources to work on them.
When selecting a process, we are trying to prioritize exactly whichproblem to solve. If the problem is clear we move on to define theproblem.
In selecting a project, consider these issues:
a. Financial and strategic benefitsb. Improved customer satisfaction, CSIc. Compatible with current goals and objectivesd. Translatable to other areas of the businesse. Probability of successf. Level of effort, amount of resources needed to
complete project
DMAICMethodology
Define
DMAIC
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Example: Prioritizing ProjectsExample: Prioritizing Projects
re your projects the things you like to do, easy to do or important to do?
DMAICMethodology
Define
Rank Pote
DMAIC
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Develop CharterDevelop Charter
Problem
Objective & Scope
Goal/target
Resource requirements
Financial benefits
Strategic benefits
Team resources
Project approval
step you will establish
on for the projectumenting
SIX SIGMA
Project CharterResource Requirements General Information Review Sc hedule
Project No: Location: Activity Date
Project Name: Business Start
Project Leader: Segment: D
GB/BB: Business M
Master BB: Objective: AH/O Champion: Customer I
Team Members: Name Function % T ime Initia ls CTQ(s): C
Current Close
Process
Capability: Sigma, Cpk, DPMO, Cycle-time, etc.
Date:
Project DefinitionProject Problem Statement:
Project Objective Statement:
Project Scope/Limitati ons:
Project Goals and Targets:
Project Plan:
See page 2 of the project charter. Project Plan and Gantt ChartExpected Benefits: Time frame:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:
Other Benefits:
Stakeholder Approval
Hands On Champion: Master Black Belt:
Name: Name:
Signature: Signature:
Functional Manager: Black / Green Belt:
Name: Name:
Signature: Signature:
Other: Other:
Name: Name:
Signature: Signature:
Date:
DMAICMethodology
Define
DMAIC
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Develop Charter Problem StatementDevelop Charter Problem StatementDMAIC
MethodologyDefine
A clear description of the problem to
communicate to other people in the process
and rally support to improve it
A description of the issue or problem
What, when, where and how the problem occurs
What is critical to quality (CTQ) from the customerperspective? What is nonconforming tospecifications?
Define the boundaries of the problem, how big is the
problem?
What are the consequences of the problem to theCompany and or Customer?
Do not state a solution when describing a problem
Description of
the Pain
DMAIC
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What process will the team focus on?
What are the boundaries of the process we are to improve?Where does the process begin? Where does it end?
Which customers will be affected / included
What is outside of scope for the team?
What constraints or timelines must the team work under?
Project Objective and Scope
State Objective and ScopeState Objective and Scope
Customer or Suppliers Site or Line Process
DMAICMethodology
Define
Process 1
Process 2
Process 3
G l SDMAIC
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Goal Statement:
Reduce late shipment costs (Express Mail) to allcustomers by 70% from $1.5M to $45K by January 200x.
Where When How Much
Goal StatementGoal Statement
Describe, in measurable terms, what success will look like whenyouve solved the problem
Include a statement of the performance level that will satisfy your
CTQ and the time frame in which you plan to implement the
improvement. State targets and tolerances where appropriate.
DMAICMethodology
Define
DMAIC
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Determine ResourcesDetermine ResourcesDMAIC
MethodologyDefine
Determine the Stakeholders
Who will need to be involved and at whatlevel for this project to be successful?
Determine Team Members
Who will need to be on the team and at
what % of their time?
Determine any Capital, Test or HR
Requirements
What materials, testing, software
programming, outside services orequipment will be needed? Are thosecosts acceptable to management?
Other Support to be Successful
P j t PlP j t PlDMAIC
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Project PlanProject Plan
SIX SIGMA Project Plan Project Name & Number:Site: Location: Revision Date:
Problem Statement:
Improvement Objective and Scope:
Goal and Targets
Metric(s)
Benefits
Baseline Goal Improve ment Goa ls
Date
Date
Date
Date
Tasks and Timelines Project
Pha ses Activity Assigned to: Start Date: End Date: Status: Review Date
Define
Project's Customer CTQ
Project Charter
SIPOC
Financial analysis of project's benefits
Detailed process map
Measure
Analyze
Improve
Control
Team Members
Team Leader: On Plan/On Schedule
Team BB: Behind Plan, with effort can return to schedule
Team Members: Behind Plan
Task Completed
Champion:
DMAICMethodology
Define
Project
plan
remains
through
the life of
the project
B fitB fitDMAIC
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BenefitsBenefits
Benefits may include any of the following:
Hard dollar savings (cost reduction)
Soft dollar savings (cost avoidance)
Improved Customer satisfaction
Improvement in the performance metrics (cycle time, yield,
defects, etc.) Improved job satisfaction (reduction in frustration)
When considering benefits what must change for the savings tooccur?
DMAICMethodology
Define
Financial Benefits ExampleFinancial Benefits Example DMAIC
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Financial Benefits ExampleFinancial Benefits Example
Cost Improvements Quantified:
Process
Curr Cost
($1,000'sper wee k) New Cost Improvement
Touch-up & Handsolder 73$ 70$ 95% 3.7$
Wash 24$ 23$ 95% 1.2$
QA/ Final Inspection 58$ 45$ 78% 12.5$
Rework 20$ 16$ 78% 4.4$
QA (QA Engineers) 5$ 4$ 78% 1.0$
Production Control/Expediting 27$ 26$ 95% 1.4$
Total per week for costs elements above 207$ 183$ per Week 24.2$
Total per Year 10,782 k$ 9,525 k$ per Year 1,257 k$
Determine costs of current baseline and the impact to cost if the goal isachieved. Consider also the full impact to all effected lines and productionoperations. If financial analysis shows poor ROI you may want to selectanother project.
DMAICMethodology
Define
B i M i th P ith SIPOCB i M i th P ith SIPOCDMAIC
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Begin Mapping the Process with a SIPOCBegin Mapping the Process with a SIPOCDMAIC
MethodologyDefine
End customerCar to be serviced
Csi Form
Request by customerJob card filling up
Servicing done
Billing processpayment
serviced
car
End customer
M t d t il d P MMo e to a detailed Process MapDMAIC
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Move to a detailed Process MapMove to a detailed Process MapDMAIC
MethodologyDefine
M d l d A t t W kflModel and Automate Workflow
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Model and Automate WorkflowModel and Automate Workflow
Database
Discrete TransactionsPerformance Monitoring and Improvement
JMPfor analysisand root causedetermination
Workflow
Automation
Begin Management/Champion ReviewsBegin Management/Champion ReviewsDMAIC
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Begin Management/Champion ReviewsBegin Management/Champion Reviews MethodologyDefine
Once the project charter hasbeen approved and the teamformed around the project it isessential to begin periodicmanagement reviews of projectperformance.
Black Belts and Green Beltsmeet with Management toreport performance.
Champions report to executive
staff on project performance.Where possible integratereviews into currentmanagement forums.
Six Sigma DMAIC MeasureSix Sigma DMAIC MeasureDMAIC
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Six Sigma DMAIC MeasureSix Sigma DMAIC Measure
Measure ActivitiesDetermine Project Critical Xs and Ys
Determine Operational DefinitionsEstablish Performance StandardsDevelop Data Collection and Sampling PlanValidate the MeasurementsMeasurement Systems AnalysisDetermine Process Capability and Baseline
Measure Quality ToolsQuality Function Deployment (QFD)Measurement Systems Analysis (MSA)Check sheetProcess Capability
MethodologyMeasure
Measure FlowMeasure Flow
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Measure FlowMeasure Flow
Data Collection Plan& Sample SizeList Of
Measures(Xs and Ys)
AddSpecificationsand ComputeSigma andCapability
RestateImprovementGoals
Data Collection PlanWho will
Do it?Ty pe of Op er at iona l M eas ure men t Dat a Ta gs Ne ed ed Dat a Co ll ec tio n P ers on( s) W hat ? W he re? W hen ? Ho w Man y?
Measure Measure Defi nit ion or Tes t Met hod to Stratify t he Dat a Method Ass igned
Name of X or Y Clear definition of Visual Data tags are Manual ? St ate W hat Location How The number
p ar am et er a tt ri bu te o r t he m ea su re me nt i ns pe ct io n d ef in ed fo r t he S pr ea ds he et ? w ho h as m ea su re i s f or o ft en o f d at a
o r c ondi t ion d is c re te def ined i n s uc h a o r automated measure . S uc h C ompute r bas ed? the bei ng data t he poi nt s
to be dat a, way as to achieve test ? as : t ime, dat e, etc . responsibi lit y? c ollec ted c ollec tion dat a c ollect ed
measured product or repeatable results Test instruments location, tester, is per sample
process from multiple are defined. line, customer, collected
data observers buyer, operator,
Proc edures for et c.
data collection
are defined.
Sample PlanDe fine Wh at to M eas ure D ef ine H ow to M ea su re
MSA, GR&R,InspectorEffectiveness
Baseline
Goal
Data Collection,Process Baselineand CapabilityDetermination
Determining Critical Xs and YsDetermining Critical Xs and Ys
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(Xs) Leading Process --> Product --> Lagging (Ys)
DPU/Yield
Scrap
Rework, RMA
Processing time
Wait time
Delivery time
Accuracy of transaction
Transaction time
Product or service quality
Inventory levels
Materials management
ManufacturingCost of Quality
Transaction CycleTime
Customer
satisfaction
Materials costs
XZY errors
TemperatureOffsetViscosityPressure
Determining Critical Xs and YsDetermining Critical Xs and Ys
Supplier,Receiving
and ProcessTimes
Transactionaland productdefects and
errors byoperation
T&Cs,planningsystems,productionsystems
Using QFD to Prioritize and SelectUsing QFD to Prioritize and Select DMAICM th d l
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Translate
customerrequirementsinto objectivemeasuresand prioritizeprojectmetrics
gProject Ys and XsProject Ys and Xs
Product or Process:
Importance
DeliveryTime
RMAs
CustomerSatisfaction
DefectRate
Unitsdelivered
CumY
ield
UnitDeliveryDeviationfromCommit
Deviationfromtargetondeliverytime
FirstPassYield
TimetoScheduleConfirmation
Customer Wants Total
Rapid schedule confirmation 4 3 0 3 0 3 0 3 3 0 9 24
On time performance 1 9 0 6 0 3 3 3 9 3 3 39Defect free products 2 0 9 6 9 0 3 0 0 6 0 33
Routine cost reduction 5 3 3 6 6 3 0 0 0 9 0 30
Routine WIP reduction 7 3 0 3 3 0 0 0 0 3 0 12
Minimum lead times 6 0 0 3 0 3 0 6 0 0 9 21
Total 18 12 27 18 12 6 12 12 21 21 0 0 0
Unit of Measure Min. # CSI PPM # % # Min. % Hrs.
Raw data available? Y Y Y Y Y Y Y Y Y N
Std. report available? Y Y Y Y Y Y N N N N
Reliable data source? Y Y Y Y Y Y N Y Y N
Frequency of the report? Daily Wk Wk Wk Daily Daily Daily Daily Daily n/a
Needed frequecy? Daily Wk Wk Daily Daily Daily Daily Daily Shift Daily
Target 5:00 0 5 0 Plan 100% 0 0 100% 1 hr.
Lower Limit 4:45 n/a 4.5 n/a 5% 95% 1 -0:15 50% n/a
Upper Limit 5:15 1 n/a 100 5% n/a 1 0:15 n/a 2 hr.
Measurement capability
Measurement validated?
Competitive comparisonRanking 5 9 6 8 7 10 2 1 4 3
Relationship key: 9 Strong relationship
6 Moderate relationship
3 Weak relationship0 No relationship
Current Measures Needed Measures
MethodologyMeasure
Funneling XSFunneling XS
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Funneling X SFunneling X S
1 2 3
Imp.
Rating3 5
CTQ1 CTQ2 score
Input1 3 4 29
input2 3 5 34
Input1input2
Input1input2
Input1input2
Step1:Process mappinga) Form team using subject matter
experts and process owners
b) Define the current process steps
and input (xs)
c) Identify which process steps
affect each CTQ
d) Identify the characteristic ofeach process input
Step2: C&E Matrix
a) List the controllable and
critical inputs vertically
in the C&E matrix.
b) List the CTQS
horizontally
c) Use the same team to co-
relate and weigh the impact
of each input to each CTQ
Step3:FMEAa) List the key inputs which
Rank high in the C&E
matrix in the input coulumn
of FMEA,
b) Work through FMEA with team
Process
Step / Inpu
Potentia l Fa i lur
M o d e
Potentia l Fa i lur
Effects
S
E
V
Potentia l Causes
O
C
C
Current Controls
D
E
T
R
P
N
W hat is t he
p rocess s te
Input under
investigation
Step / Inpu
In what ways does
the Key Input go
wrong?
W hat is the impac
on the Key Output
Variab les (Custom
Requirements) or
internal
requirements? ow
evere
s
e
effecttothe
W hat causes the
Input to go wrong?
orFMo
ccur?
W hat are the exist ing
contro ls and procedure
( inspect ion and test ) th
prevent eith the cause o
the Fai lure Mode?Should
include an SOP numHow
wellcanyou
Process Mapping
C&E MatrixFMEA
CTQ1CTQ2
1
2
3
Performance Standards for Each YPerformance Standards for Each YDMAIC
Methodology
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Larger is Better
All Processes Need Clear Specifications
Smaller is Better
Target zero and upper specification limit
USL
One-sided - lower specification limit only
LSL
Two-sided specifications
LSL USL
Target is Best
Performance Standards for Each YPerformance Standards for Each Y
Unacceptable Good Good Unacceptable
Unacceptable Good Unacceptable
MethodologyMeasure
Develop Data Collection PlanDevelop Data Collection PlanDMAIC
Methodology
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Elements for a data collection plan
Develop Data Collection PlanDevelop Data Collection Plan
Data means nothing without an understanding of what the
data is, how it was collected, and the conditions under which itwas measured
Data properly collected and analyzed will help us to understand theroot cause(s) of the problem
Data Collection PlanWho will
Do it?Type of Operational Measurement Data Tags Needed Data Collection Person(s) What? Where? When? How Many?
Measure Measure Definition or Test Method to Stratify the Data Method Assigned
Name of X or Y Clear definition of Visual Data tags are Manual? State What Location How The number
parameter attribute or the measurement inspection defined for the Spreadsheet? who has measure is for often of data
or condi tion discrete defined in such a or automated measure. Such Computer based? the being data the points
to be data, way as to achieve test? as: time, date, etc. responsibility? collected collection data collected
measured product or repeatable results Test instruments location, tester, is per sample
process from multiple are defined. line, customer, collected
data observers buyer, operator,
Procedures for etc.
data collection
are defined.
Sample PlanDefine What to Measure Define How to Measure
MethodologyMeasure
Collect Visual Data to See the ProblemCollect Visual Data to See the ProblemDMAIC
Methodology
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Collect Visual Data to See the ProblemCollect Visual Data to See the Problem
Where possible use a Digital or Video Camera and
capture the defect or process problem. A picture is
worth a thousand words in understanding and
communication of the origin and nature of problems.
MethodologyMeasure
MSA for Validated MeasurementMSA for Validated MeasurementDMAIC
Methodology
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MSA for Validated MeasurementMSA for Validated Measurement
Long Term
Capability
Short Term
Capability
xAxBxC
True Value
Repeatability
Reproducibility
Accuracy
Stability
First period of time Second period of time
xAxBxC
Useful for characterization of variable gages
and inspection capability
The data is only as good as the quality of the
measurements
MethodologyMeasure
Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapDMAIC
Methodology
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Six Sigma DMAIC Road MapSix Sigma DMAIC Road Map
Analyze ActivitiesBenchmark the Process or Product
Establish Causal Relationships Using DataAnalysis of the Process MapDetermine Root Cause(s) Using Data
Analyze Quality ToolsStatistical analysis of data
Cause and effect or event diagramHistogramPareto diagramRun chartScatter graph
MethodologyAnalyze
Analyze FlowAnalyze Flow
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Analyze FlowAnalyze Flow
Project DataXs and Ys
Root CauseAnalysisSummary
% Explained and % Unexplained
Analysis andStratification of Data
Measu
Responses
Root CauseValidation
BenchmarkingBenchmarkingDMAIC
Methodology
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BenchmarkingBenchmarking
No company is the best at all it does. Typically
there are some core competencies that make acompany great. There is much to be learnedby benchmarking other companies who are thebest at what they do.
Benchmarking begins with identification of
the process or business area we wish toexamine. This should be clear from ourproblem statement and objective.
Knowledge that there are other ways of doingthings can be obtained from benchmarking.
Benchmarking often speeds up the solutiongeneration process.
et odo ogyAnalyze
Root Cause AnalogyRoot Cause AnalogyDMAIC
Methodology
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Root Cause AnalogyRoot Cause Analogy
Like pulling weeds unless we addressthe root that causes the problem, poorresults will keep coming back.
Addressing the results or symptoms of aproblem will never provide lasting
solutions - given a little time theproblem will come back
We need to understand the Root
Cause of the problem from our
problem statement
gyAnalyze
Forward Problem Solving Versus BackwardsForward Problem Solving Versus BackwardsDMAIC
Methodology
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Forward Problem Solving Versus BackwardsForward Problem Solving Versus Backwards
ForwardProblem Solving
BackwardsProblem Solving
No Idea of Root Cause
Strong Idea of Root Cause
Define Problem
Collect Problem Related Data
Analyze Data
Determine Root Cause(s)
Validate
Determine what is unexplained
Define Problem
List Probable Root Causes
Collect Supporting Data
Validate
Determine what is unexplained
gyAnalyze
Evaluate Data to Determine Root CauseEvaluate Data to Determine Root CauseDMAIC
Methodology
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Goal is to
determine cause &effect relationships
Evaluate Data to Determine Root CauseEvaluate Data to Determine Root CauseAnalyze
Stratify Data to Understand Root CauseStratify Data to Understand Root Cause DMAICMethodologyA l
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Data Vendor Purch. Order Mat. Week in
Collection Agent Date Type Quarter ordered
Late
Deliveries
1
2
3
Vendor
#LateItems
0
5
10
15
2025
IBM DEC HP NEC MOT
Material Type
#LateItems
02040
6080
100
Flex c.ConnectorsASICs SMT partsSolder
Purchasing Agent
#LateItems
05
10152025
Tom Shauna Kris Adam John
yy
Stratification: Analysis of the samedata grouped and classified by thedata tags to examine frequencies atdifferent logical levels
Analyze
List Of Vital Few Xs and Critical YsList Of Vital Few Xs and Critical YsDMAIC
MethodologyA l
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Collected X and Y data
Hypothesis testing
t-test
F-testANOVA
Chi-square
Logistical regression
Regression analysis and Model fitting
List Of Probable Root Causes and key process sensitivities
st O ta e s a d C t ca sAnalyze
Analysis of DataAnalysis of DataDMAIC
MethodologyAnal e
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yy
Provides the ability to visualize therelationship between processvariables and to understand thesource and fundamental behavior ofproblems
Analyze
Analyze the Process Map for WasteAnalyze the Process Map for WasteDMAIC
MethodologyAnalyze
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y py p
When Mapping the Process Consider the Following:
What you think it is... What it actually is... What it could be...
Analyze
Check List for Root Cause DeterminationCheck List for Root Cause DeterminationDMAIC
MethodologyAnalyze
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Measurement Poor repeatability Poor reproducibility Poor accuracy Poor stability Poor linearity Invalid measurement or test method Excessive test or measurement
Methods Incorrect definition Incorrect sequence
Missing definitions, implicit rules Poor process controls Poor measurement controls Lack of critical information Incorrect information Excessive queues or out-time Handling Orientation Poor management of change Incorrect revision
Machine maintenance or calibration Machine controls or lack of controls Machine fault or defect Software or network fault Machine related contamination Machine tooling or fixtures Incorrect machine or tester
Materials Defective Off-specification Contaminated Improper storage conditions Labeling or identification Incorrect amount or quantity Improper transportation or handling Expiration date exceeded or unknown Problem with product design Wrong materials
Environment Physical environment (temperature, lighting, ESD) Security or safety systems Distractions in the environment Particulates Contamination
People Level of staffing Training Competency or experience Supervision Conflicting goals Compliance with procedures Personality issues Physical ability or function Cognitive ability and function Knowledge deficit Communication with peers or supervisor
Check and investigate all those that apply to the problem under consideration
Analyze
5 Whys Example5 Whys ExampleDMAIC
MethodologyAnalyze
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State the problem, then ask why did this problem occur
until you reach root cause.
Missing Parts on the Board During NPI WHAT?
Why?Why?
Why?
Why?
Why?
Improper cassette loading Missing cassette Machine Malfunction
Failed to locate cassette Part not available
Supplier problem Order incorrect Lack of lead time
Design change Customer schedule
Design error Performance improvement
y py pAnalyze
Root Cause(s) DeterminationRoot Cause(s) DeterminationDMAIC
MethodologyAnalyze
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Root Cause is achieved when we have identified the source of the problem (use the 5+ Whyapproach)
For any problem there are typically manyRoots. They vary in frequency of occurrence. Weneed to know each root and their associated frequency and or % of impact.
Proper Root Cause identification requires some explanation of the failure mechanism basedon understanding the process, the physics, mechanics or chemistry. We must be able toexplain how changes in X cause changes in Y (otherwise we dont understand it!)
Root Cause is verified when we can recreate ormanipulate the problem
To fix the Root Cause it must be controllableKnowing Root Cause does not assure we know the solution to the problem. Solutions canbe formulated once we know the root of the problem
( )( )Analyze
List of Potential Root CausesList of Potential Root CausesDMAIC
MethodologyAnalyze
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Final investigation needs to be made to determine if thefactors identified are actually the root cause of the problem
Analyze
Summarize All Root Cause AnalysisSummarize All Root Cause AnalysisDMAIC
MethodologyAnalyze
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For each possible root cause, determine those you will verify.
Summarize each possible root cause with the following codes:
Non Contributor (NC) Does not contribute to the problem
Possible Contributor (PC) A factor which may have an effect onthe response
Insufficient Data (ID) Not enough data to determine theeffect of the factor(may require additional effort)
Data not available (IDX) Data not available concerning thefactor
Root Cause (RC) Determined to be a root cause of the problem
Non Controllable Root Cause (RCX) A root cause; however, outside thecontrol of the company, individual orteam
Analyze
Root Cause(s) Validation and SummaryRoot Cause(s) Validation and SummaryDMAIC
MethodologyAnalyze
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List all probable Root Cause(s)
Rank them in terms of effect size
Determine the additional testsand or manipulation you plan to
use to validate the factors (X)which have the greatest effect onthe response (Y)
Identify potential methods forcontrolling the factors which
create the problem
When validation is completesummarize all selected RootCause(s) and their effect size
Analyze
Root Cause Analysis ExampleRoot Cause Analysis ExampleDMAIC
MethodologyAnalyze
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Root Cause(s) Analysis Summary
Analysis Method Completed Investigation % Validation Validation
Process Review Potential Factor Review Date Who? Method Result Effect Method Date
Priority 1 Residual Materia l in Bulk Fill 15-Mar Tien Review use logs for PK RC 100% Test for res idual material 28-Mar
Process Map
Priority 3 Wrong Materials 9-Mar Tien Review inventory use for PK NC 0%
Visual Analysis
Priority 4 Improper use of SOP 12-Mar Kris Review SOP use on the line NC 0%
Cause and Effect (Event) Analysis
Priority 2 Invalid Assay 12-Mar Anna Verify Test Procedure NC 0%
NC - Non Contributor IDX - Data not available % Unexplained 0%
PC - Partial Contributor RC - Root Cause
ID - Insuffic ient Data RCX - Root Caus e Not Controllable
y
Six Sigma DMAIC ImproveSix Sigma DMAIC ImproveDMAIC
MethodologyImprove
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Improve ActivitiesDevelop Solution Alternatives
Assess Risks and Benefits of Solution AlternativesValidate Solution using a PilotImplement SolutionDetermine Solution Effectiveness using Data
Improve Quality Tools
Design of ExperimentsBrainstormingFMEARisk assessment
p
Improve FlowImprove FlowDMAIC
MethodologyImprove
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Based on RCABrainstorm Potential
Solutions, Costs,Risks and Benefits
Implement changesand determineimproved processcapability.
Examineopportunities forstandardizationand translation
Design Experimentswhere appropriate
Review and approvesolutions withManagement
Test and Validatesolutions
Reach
Goals?
Y
N
p
Brainstorm Potential SolutionsBrainstorm Potential SolutionsDMAIC
MethodologyImprove
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Use general brainstorming techniques to generate
process and design change ideas which will eliminate the
root cause of the problem.
Separate ideas into short term and long term. Long term
with take 3 months or more to implement, short term is lessthan 3 months.
Use voting and management involvement to generateconsensus on direction of approach
A single solution is not required at this point in the
improvement process. 2 - 3 short term solutions should beselected and ranked. 1 to 2 long term solutions should alsobe selected for evaluation and experimentation.
Consider Solutions That Remove Process WasteConsider Solutions That Remove Process WasteDMAIC
MethodologyImprove
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Seven muda:
1. Over production ahead of demand2. Waitingfor the next process step or information3. Transportingmaterials unnecessarily4. Over processing5. Inventorythat is more than bare minimum6. Motion by employees that is unnecessarily
7. Producingnon-conforming parts
For each area of waste, examine each process step to determine if
waste occurs in the operation and how to remove the waste from the
production system
Solutions Centered on Lean MethodsSolutions Centered on Lean MethodsDMAIC
MethodologyImprove
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ProductionControl
MaterialFlow
MachineManagement
WorkplaceManagement
ProcessManagement
Reduce
inventories and
production
costs whileimproving
quality
Consider Solutions that Automate the WorkflowConsider Solutions that Automate the WorkflowDMAIC
MethodologyImprove
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Database
Discrete TransactionsPerformance Monitoring and Improvement
Periodic ManagementReports
JMPfor Analysis
Workflow
Automation
DOE to Characterize, Improve the Process or
Product and Get Ready to Control
DOE to Characterize, Improve the Process or
Product and Get Ready to ControlDMAIC
MethodologyImprove
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Product and Get Ready to ControlProduct and Get Ready to Control
Design experiments which improve therobustness of the process. Improve
process parameter design, tolerance designand reduce the source of defects.
Once experiments are
complete critical processparameter sensitivities canbe modeled and determinedhow to be targeted andcontrolled.
Evaluate Cost, Complexity, Impact,
Benefit and Risk for Each Solution
Evaluate Cost, Complexity, Impact,
Benefit and Risk for Each SolutionDMAIC
MethodologyImprove
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Assure solution costs and timelines are acceptable to management
Determine the complexityof each solution in terms of time andease of completion
Identify potential impact(change to the baseline) of each solution.Explain how each solution will address the root cause and impactreal change in performance.
Financial benefit= benefit of solution cost to implement Assess the risks associated with each solution and the likelihood of
occurrence
Determine need to involve/notify customer concerning any productor process changes
Make sure that proper validation occurs associated with the solution
prior to across the board implementation
Benefit and Risk for Each SolutionBenefit and Risk for Each Solution
Solution Evaluation FormSolution Evaluation FormDMAIC
MethodologyImprove
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Solution Evaluation FormList Root Cause(s) List Solutions % Effect Estimated Cost Complexity Estimated Benefit Risk* Priority Validation?
Root Cause 1 Solutions 1% of cost time or savings High Order Needeffect of effort to due to Medium of potential to
solution solution implement solution or solution verifywill have implementation short term? or Low implmentation effectivenesson the long term? improvement 1st, 2nd, 3rd of solution
root cause in customer satisfaction
Root Cause 2
* Use Risk Assessment Form
Evaluate solution alternatives to assurethe bestsolution has been selected
Evaluating RiskEvaluating RiskDMAIC
MethodologyImprove
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Risk Assessment FormList the Solution or Failure Mode Severity Probability Score Action Owner DueMajor Elements of (What can go wrong) (1-10) (10 is (High scores Plan Date
Your Solution List each failure mode 10 is Worst very probable) need attention)
1. New Software a) Software does not link 10 6 60 Need to test database link Fred 15-Febcorrectly to database early during implementation James
b) Software is not available on 6 7 42time Need to review progress Bill 25-Feb
c) Software needs revisions 3 9 27 during weekly meeting Watsonprior to deployment
2. Solution a)
b)
c)
3. Solution a)
b)
Evaluate failure modes and probabilityto minimize any negative effects ofchanges to the product or process
Involve the Champion, Discuss with ManagementInvolve the Champion, Discuss with ManagementDMAIC
MethodologyImprove
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Once the team has completedtheir work it is now time to reviewsolutions with Management.Allow the team to benefit from a
fresh perspective and addManagements insight andexperience to the priorities.
This step improves the alignmentof Management to the Teams
efforts
Evaluate Improvements in SeriesEvaluate Improvements in SeriesDMAIC
MethodologyImprove
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Implement one solution at a time. Allow for sufficient time
to determine effect, then move to next solution.
(miss, no change) (hit, improvement)
Installed
NewProcessEquipment
DPU
Retrained theWorkforce onthe Process
Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapDMAIC
MethodologyControl
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Control ActivitiesDetermine Needed Controls (measurement, design, etc.)
Implement and Validate ControlsDevelop Transfer PlanRealize Benefits of Implementing SolutionClose Project and Communicate Results
Control Quality Tools
Statistical Process ControlOut of Control Action Plan (OCAP)Design Changes to eliminate the defect
Control FlowControl Flow
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Based on Solution,Brainstorm
appropriate controlsto sustain the gains
Realize savings anddetermine finalfinancial benefitsand ROI
Determine longterm owner andclose the project
Select SPC controlswhere appropriate
Review and approvecontrol plan withManagement
Implement andvalidate controls p
Benefits Of Control PhaseBenefits Of Control Phase DMAICMethodologyControl
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0
5
10
15
20
25
1 9
1
7
2
5
3
3
4
1
4
9
5
7
6
5
7
3
8
1
8
9
9
7
10
5
11
3
12
1
Process
Improvement
Process
Improvement
Process
Improvement
No Controls
Improv
emen
t
Time
Process ControlsProcess ControlsDMAIC
MethodologyControl
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TYPES of CONTROLS
Measurement Based Control Test & Inspection
Management Dashboards & Review Test (error prone)
Statistical Process Control Inspection (poor effectiveness and costly)
Documentation Periodic Checks
Process Flow Diagrams Scheduled Maintenance
Product Drawings, Schematics Scheduled Calibration
Process Management Plans Training and Operator Certification
Written Procedures Audits
Training Periodic Management Reviews
Design Incentives
Design out Product Problems Measures which are associated with a bonus
Mistake Proofing Measures which are associated with a penalty
Robust Design Concepts
Elements of a Control SystemElements of a Control SystemDMAIC
MethodologyControl
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Sensor(measurement technology & control chart)
Allows the system to monitor thecurrent process performance
Alarm (control limits and trend rules)
Establish limit(s) and run ruleswhich require attention
Control Logic(OCAP)
A predefined set of actions tofollow that are alarm specific
Validate (next sample)
Assure the action was effective
Add alarms where needed and assure we do not ignore valid
alarms. SPC methods should be used to establish alarms.
Define Sustaining RequirementsDefine Sustaining RequirementsDMAIC
MethodologyControl
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Now that the solution is known and you are ready to finish the project.
Determine the activities that need to continue after the team is dissolved
Define who is doing them now who should be the long term owner?
Determine who needs to do them in a sustaining long term mode
Define the set oftasks orsystems that must be installed prior tocompleting the project and backing out of the work
What else will be needed to make the solution effective and sustainable?
From the above issues, develop a transfer plan
What Vacuum will be
created when you leave?
Realize the Benefits of ImprovementRealize the Benefits of ImprovementDMAIC
MethodologyControl
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How did you justify the cost savings for the project?
What changes will have to occur to create thesavings?
Based on the impact of the benefits of the solutionhave you made changes to the process to realize thebenefits?
Possible Actions:
Re-deploy personnel
Reorganize the floor
Reduce inventory levels in Planning System
Eliminate inspection or test operations
Modify Vendor/Customer contracts
Other cost saving changes to the operation
Close the Project or Improvement TeamClose the Project or Improvement TeamDMAIC
MethodologyControl
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The goals have been met and the team has been successful
The solutions have all been implemented and demonstrated to beeffective
Assure all documentation is complete
Determine what standardization opportunities are available Make sure the accomplishments of the individual or team areappropriately recognized personally and publicly
Measure and communicate results of the project (benefits and savings)
Celebrate! We did it!
Section IVSection IV
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Section IV Implementation Strategy
How Do We Do It?How Do We Do It?
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Define
Goal alignmentRoles and responsibilities
Develop
Assemble materials
Identify peopleSelect softwareSelect training/consulting resources
Deploy
Executive Overview
Champion training / black belt & project selectionBlack Belt training / project executionManagement review of progress
Realize results
6
Typical Six Sigma Implementation TimelineTypical Six Sigma Implementation Timeline
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Start 1st Wave
1st Month
Six Sigma Executive Overview Training dayChampion Selection
Champion Training 2 days
Select software (JMP/Minitab) and schedule the training resource
Black Belt Selection and 1st Wave Six Sigma Projects
2nd Month
100% Commitment of Black Belts to Process Improvement
Begin Black Belt, Green Belt Training
2 days Define, 3 days Measure, 3 daysAnalyze, 3 days Improve, 3 daysControl, scheduled every three-four weeks for 5 sessions
Begin Management Review of Six Sigma projects
Select Master Black Belt (Hire or Contract)
6 + Months
Realize savings from 1st Wave, savings fund second wave etc.
Establish key metrics and dashboards if not present
Register in September for ASQ Certified Black Belt
2nd Wave
Six Sigma Executive Overview SummarySix Sigma Executive Overview Summary
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There are tremendous improvement and savings available tocompanies in their operations if they will mobilize theirresources toward reduction of waste and improvement ofquality
Six Sigma requires Leadership from the Executive Staff
The roadmap is clear and the methods for improvement arewell defined
Software tools make the data collection and analysis clear
Development of an implementation and training plan is the
next step
ReferencesReferences
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Books:
Mikel Harry & R. Schroeder, Six Sigma: The Breakthrough Startegy revolutionizing the Worlds
Top Corporations (New York: Currency Doubleday, 2000)
F W Breyfogle III, Implementing Six Sigma (New York: John Wiley & Sons, Inc. 1999)
E.L. Grant & R.S. Leavenworth, Statistical Quality Control(New York: NY, McGraw Hill, 1996).
D.C. Montgomery, Design and Analysis of Experiments. (New York: NY, John Wiley & Sons,1996).
G.E. Box, J.S. Hunter & W.G. Hunter, Statistics for Experimenters: An Introduction to Design,Data Analysis, and Model Building(New York: NY, John Wiley & Sons 1978).
Damelio, Robert. (1996). The Basics of Process Mapping. Productivity Press, Portland, OR.
Some service examples
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Tracking and reducing time of customer payment.
Tracking and improving the time for engineering change orders.
Improving the effectiveness of employee opinion surveys.
Tracking and reducing the time of customer Payment.
Increase website traffic.