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Targeting Design for 6 SigmaMartin Gibson
ASI Quality Systems, 12 Beales Lane, Milton Keynes MK7 7HBTel: 01908-259999 email: [email protected] www.asiqs.co.uk
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County Council Public Survey to DecideHow £300m Budget Will Be Spent
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‘In order to fund services, both those which we are currently provide and those which we will need to provide in the future, we will have to increase the amount of council tax above the current rate of inflation’.
1. I would be prepared to pay more council tax to improve the current level of service.
2. I would be prepared to pay more council tax to maintain the current level of service.
3. I definitely do not want to pay more council tax, even if this means that services will be reduced.
County Council Spending
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DMAIC
Transactional Six Sigma
Lean Six Sigma
Design for Six Sigma
What next?
Six Sigma evolution . . . And Customers!
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Motorola Six Sigma
Routine and effective use of Six Sigma tools:
to improve quality and technology
to reduce cycle time and costs
Motorola Six Sigma – where it all started
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= A step towards structured continual improvement
1 - Identify the Product / Service
2 - Identify the Customers and their needs
3 - Determine the Suppliers and their needs
4 - Describe the Process
5 - Eliminate the defects / Optimise the Process
6 – Continually Improve using Six Sigma
(or ”6 stages towards excellence” )
15
6
Motorola Six Sigma
Suppliers CustomersInputs Products /
ServicesProcess Activities
23
4
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Six Sigma DMAIC and DMADV
Existing Product or Process • Define
• The project goals and customer deliverables
• Measure• The process to determine
current performance
• Analyze• And determine the root cause(s)
of the defects
• Improve• The process by eliminating
defects
• Control• Future process performance
New Product or Process (DfSS)• Define
• The project goals and customer deliverables
• Measure• And determine customer needs and
specifications
• Analyze• The process options to meet the
customer needs
• Design• The process to meet the customer
needs
• Verify• The design performance and ability
to meet customer needs
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• The Customer is at the centre of Six Sigma• There are two ways to achieve Six Sigma:
• Reducing variation in the process• Opening up the specification
• A SIPOC Process Map defines the process to be improved• Product/Process measures should be directly linked to
Customer Requirements• Customer Focus is used in the Define and Measure phases
of the DMAIC Improvement Process
Six Sigma & Customer Focus
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• In Six Sigma we need to have objective measures of the Customer Requirements
• These measures are referred to as the “y’s” or process outputs
• We need a rigorous and structured process to establish and prioritize these y’s
• This enables us to generate/check that the specification is focused on the customer
Outputs, “y’s”
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Define
Identify Opportunity
Identify y’s(Outputs)
Measure
y = f(x)Identify
Critical x’s(Inputs)
Analyse
Optimise Critical x’s
Improve
ControlCritical x’s
Control
DMAIC Improvement Process
Customer Focus
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Define ImproveMeasure Control Control Critical x’s
Monitor y’s
Validate Control Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Analyse Characterise x’s
Optimise x’s
Set Tolerances for x’s Verify Improvement
15 20 25 30 35
LSL USL
Phase Review
y=f(x1,x2,..)
y
x
. . .. . . . . . . . . . .
Identify Potential x’s
Analyse x’s
Select Critical x’s
Phase Review
Run 1 2 3 4 5 6 7
1 1 1 1 1 1 1 12 1 1 1 2 2 2 23 1 2 2 1 1 2 24 1 2 2 2 2 1 15 2 1 2 1 2 1 26 2 1 2 2 1 2 17 2 2 1 1 2 2 18 2 2 1 2 1 1 2
Effect
C1 C2
C4
C3
C6C5
x
xx x
x
xx
xx
x
x
Select Project Define Project
Objective Form the Team
Map the Process Identify Customer
Requirements
Identify Priorities Update Project File
Phase Review
Define Measures (y’s)
Evaluate Measurement System
Determine Process Stability
Determine Process Capability
Set Targets for Measures
15 20 25 30 35
LSL USL
Phase Review
Operational DMAIC Improvement Process
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Brainstorm Potential Improvement Strategies
Select Imp’t Strategy
Plan and Implement Pilot
Verify Improvement
Implement Countermeasures
Criteria A B C DTime + s - +Cost + - + sService - + - +Etc s s - +
15 20 25 30 35
LSL USL
Define ImproveMeasure ControlAnalyse
Transactional DMAIC Improvement Process
Develop y’s
Collect data
Validate data Establish Process
Stability Establish Process
Capability
Set targets for improvement
15 20 25 30 35
LSL USL
Phase Review
Develop Detailed Process Maps
Map the Ideal Process
Identify Critical Process Steps (X’s) by looking for:
– Process Bottlenecks
– Rework / Repetition
– Non-value Added Steps
– Sources of Error / Mistake
START
PROCESSSTEPS
DECISION
STOP
Phase Review
Develop and Implement Control Mechanisms for Critical x’s
Monitor Process Performance (y’s)
Validate Control Plan
Identify Further Opportunities
Document
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review Phase Review
Select Project Define Project
Objective Form the Team
Map the Process Identify Customer
Requirements
Identify Priorities Update Project File
Phase Review
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1. Define the Problem
2. Interim Actions
3. Acquire and Analyse Data
4. Determine Root Cause
5. Evaluate Possible Solutions
6. Action Plan and Implement
7. Verify the Results
8. Standardise and Future Actions
Team Problem Solving Process
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Check Sheet
Pareto Chart
•••
••
A B C D E Other
20
40
60
80 100%
50%
75%
25%
Histogram
ControlChart
FlowChart
START
PROCESSSTEPS
DECISION
STOP
IS IS NOT
WHAT?
WHO?
WHERE?
WHEN?
HOW MUCH?
Is/Is Not Analysis
CapabilityStudy
Useful Tools for Defining the Problem
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DMAIC
Transactional Six Sigma
Lean Six Sigma
Design for Six Sigma
What next? Let’s check where we are
Six Sigma evolution . . . And Customers!
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Problem Solving
Memory Jogger 1. Select the problem/process that will be
addressed and describe the improvement opportunity
2. Describe the current process surrounding the improvement opportunity
3. Describe all of the possible causes of the problem and agree on the root cause(s)
4. Develop an effective and workable solution and action plan, including targets for improvement
5. Implement the solution or process change
6. Review and evaluate the result of the change
7. Reflect and act on learnings
Ford Global 8D Problem Solving1. Establish Team
2. Describe the Problem
3. Develop Interim Containment Actions (ICAs)
4. Define & Verify Root Cause
5. Choose & Verify Permanent Corrective Actions (PCAs) for Root Cause
6. Implement & Validate Permanent Corrective Actions (PCAs)
7. Prevent Recurrence8. Recognize Team & Individual
Contributions
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Ford
Process Improvement1. Identify2. Scope3. Analyze4. Envision5. Implement6. Continue
Design for Six Sigma1. Identify
• The customer and specifications
2. Design• Translate the customer
specifications into functional requirements
3. Optimize• Using advanced statistical tools and
modeling to predict and optimize the design and performance
4. Validate• The design to ensure it meets all
customer requirements
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Design for Six Sigma alternatives
DMEDI (PWC)1. Define
2. Measure
3. Explore
4. Develop
5. Implement
DCCDI (GE?)1. Define
• The project goals
2. Customer• Analysis is completed
3. Concept• Ideas are developed, reviewed and
selected
4. Design• Is performed to meet the customer and
business specifications
5. Implementation• Is completed to develop and
commercialize the product/service
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Checkpoint
Where are we?
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Checkpoint
What do we know?
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Checkpoint
What methods and tools do we have?
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• Easily identified – 5% to 8%
• Warranty, rejects, scrap, inspection rework
Cost of Poor Quality (Waste)
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• Easily identified – 5% to 8%
• Warranty, rejects, scrap, inspection rework
• Less obvious – 15% to 20%
• Cycle times, lost sales, lost customer loyalty, late delivery, excess inventory, engineering change orders, late to market, more set-ups, …
COPQ
= 25% of sales
Cost of Poor Quality (Waste)
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The 7 Wastes
• Overproduction
• Waiting
• Transporting
• Inappropriate processing
• Unnecessary inventory
• Unnecessary motions
• Defects
N.B. 7W + 5S + 6 Sigma = Lean Six Sigma!
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Plus the wastes of …
• Human potential
• Performance appraisal
• Excess energy / power consumption
• Pollution
• Space
• Unnecessary complexity
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Business Excellence Model(from Baldridge, from Deming Award)
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Quality Management Principles1. Customer focus
2. Leadership
3. Involvement of People
4. Process approach
5. Systems approach to management
6. Continual Improvement
7. Factual approach to decision making
8. Mutually beneficial Supplier relationships
ISO 9000:2000 Quality Standard
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Hoshin Planning and The Balanced Scorecard
Strategies & Objectives Current Year Initiatives Enablers ResultsVision & Mission Strategic Initiatives Excellence Gaps Strategic Measures
Clarify Vision & Mission Identify Initiatives Generate organisation gapsGenerate measures for
objectives
Strategic ObjectivesGenerate measures for
initiatives
Clarify Objectives
Check Initiatives against objectives
Check gaps against measures and strategic
initiatives
Check initiative measures against strategic measures
STRATEGIC DIRECTION PERFORMANCE MEASUREMENT
Balanced Scorecard Development: Process Map
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. .
. .. .
Excitement(Unspoken)
PerformanceRequirements(Spoken)
Basics(Unspoken)
TIME
X
Customer Satisfaction and Quality Function Deployment
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1. End Userse.g. consumer, user, service
2. Intermediate customerse.g. retailer, distribution, OEM
3. Internal customerse.g. executive, manufacturing
Most useful
Least useful
Leastheard
Most heard
Who is/are the customer(s)?
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WHAT HOW HOW MUCH
Use QFD to Develop Targets and Tolerances for Y’s
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• Institutionalised programme management process
• Management of timing, quality, cost………... & risk
• Dedicated programme manager & team
• Concurrent working
• Emphasis on up-front analysis, modelling & simulation
• Close relationship with the customer
• Is this new?
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
Advanced Quality Planning or New Product Development
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• PLANNING• Voice of the Customer data, QFD• FMEA, Process Maps• SPC history, Warranty / Quality / Reliability indicators• Design of Experiments, Multivariate Methods
• PRODUCT DESIGN & DEVELOPMENT • Monte Carlo Simulation, Variation Simulation Analysis• FMEA, Fault Tree Analysis• Taguchi Methods, Design of Experiments, • RSM, Mixtures, Regression• Non-parametric methods• Reliability analysis / growth
AQP Tools & Techniques
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• PROCESS DESIGN & DEVELOPMENT• FMEA, Process Maps
• Monte Carlo simulation, Design of Experiments, Regression
• SPC, Capability, Gauge R & r,
• Multivariate Methods, Operational Research
• PRODUCT & PROCESS VALIDATION• FMEA, Process Maps
• Taguchi Methods, Design of Experiments,
• RSM, Mixtures, Regression
• SPC, Capability, Monte Carlo simulation, OR
• PRODUCTION• Design of Experiments, SPC / Capability
• Mistake Proofing, Control Plans, 7 Basic Tools, Process Maps
AQP Tools & Techniques
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Checkpoint
Where do we go from here?
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Inputs Outputs
SIPOC
A Series of activities that transforms inputs into outputs
Customers
Process
Suppliers
Process Measurement
Process Mapping
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• Understand the Customers
• Develop Hoshin Plans
• Customer Focussed QFD
• Identify Improvement Projects
• Projects Leaders
• Champions
• Projects
• Master Black Belts
• Black Belts
• Green Belts
• Yellow Belts
Translating Customer Requirements Into Key Y’s - outputs
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Develop a strong Black Belt Community
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Six Sigma Black Belts
Methods
Training Environment
Software
Statistical Software
Quality SoftwareFM
EA
QFD
Statistical Methods
6 Quality Tools
Inter-Personal Skills
8D
SPCDOE
Six Steps to Six Sigma Problem Solving
QFD
FMEA
Consulting
Teamwork Leadership Involvement
Data Collection
Data Analysis
TQMDFM
Project Mgm
t
Team Building
Teaching
Statistical
Six S
igm
a Im
prove
men
t Skill
s
Quality StandardsCertification
Process Development
Process Improvement
Process Characterization
Leadership
ContinualImprovement
Quality Standards
Priority
Project Reviews
Curriculum.
Resources
Recognition / Reward
Empowerment
Statis
tical
Meth
ods
Problem Solving
Reduced Variation•
•
•
•
•
Satisfied Customers
Inter-Personal Skills
Increased ROI
Performance Excellence Minitab
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Opportunities exist everywhere • Systems: streamline• New Product Development: simplify, improve• Processes: standardize• Services: share
Administrative Processes• Customer Complaints• Purchasing• HR – information support
Form:• Payment• Purchase Order• Travel
Deliveries:• OTIF
Six Sigma applications
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DMAIC
Transactional Six Sigma
Lean Six Sigma
Design for Six Sigma
What is Quality?
Six Sigma evolution . . . And Customers!
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The goodness or excellence of any product, process, structure or other thing that an organisation consists of or creates.
It is assessed against accepted standards of merit for such things and against the interests/needs of producers, consumers and other stakeholders.
Smith, Journal TQM, 1993.
Holistic Quality – Holistic Improvement
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• Institutionalised programme management process
• Management of timing, quality, cost………... & risk
• Dedicated programme manager & team
• Concurrent working
• Emphasis on up-front analysis, modelling & simulation
• Close relationship with the customer
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
AQP or New Product Development
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AQP Reporting Format
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
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Multiple Products, Multiple Systems
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
< 1 > < 2 > < 3 > < 4 > < 5 > < 6 > < 7 > < 8 >Customer
INPUTS QR KO CR DR SO PV J#1 PM
Advanced Quality Planning and Timing Milestones
Plan & DefineProduct Design & Development
Process Design & DevelopmentProduct & Process Validation
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AQP Reports
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
Customer:
Product: QR KO CR DR SO PV J#1 PM
Gateway <1> <2> <3> <4> <5> <6> <7> <8>
Voice of the Customer
Plan and Define
Product Design & Development
Process Design & Development
Product & Process Validation
Feedback, Assessment & Corrective Action
Voice of the Process
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SYSTEM A
SYSTEM B
SYSTEM C
SYSTEM D
The Product Development System
1: Product Planning
2: Product Design & Development
3: Process Design & Development
4: Production Planning
5: Process Monitoring
Time
Feedback
VOICE OF THE CUSTOMER
VOICE OF THE PROCESS
Apply Systems & Statistical Thinking
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Use Six Sigma to Measure and Analyze the System
• What are the key repeated problems / opportunities across and within the Products?
• What are the key repeated problems in the Processes used in the Product Development?
• What are the System issues that are witnessed in the Products and Processes?
• What are the Leadership doing to improve the System?
• What Six Sigma Projects are the Leadership going to undertake to improve the System?
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“If I had to reduce my message for management to just a few words, I’d say it all had to do with reducing variation.”
Deming’s message
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“If I had to reduce my message for management to just a few words, I’d say it all had to do with reducing variation.”
“… statistics (statistical thinking) is a basic but comprehensive way of thinking and acting which combines information, opinion and common-sense for the better design of products, systems, strategies and decision making”.
Deming’s message
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Define ImproveMeasure Control Control Critical x’s
Monitor y’s
Validate Control Plan
Close Project
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Analyse Characterise x’s
Optimise x’s
Set Tolerances for x’s Verify Improvement
15 20 25 30 35
LSL USL
Phase Review
y=f(x1,x2,..)
y
x
. . .. . . . . . . . . . .
Identify Potential x’s
Analyse x’s
Select Critical x’s
Phase Review
Run 1 2 3 4 5 6 7
1 1 1 1 1 1 1 12 1 1 1 2 2 2 23 1 2 2 1 1 2 24 1 2 2 2 2 1 15 2 1 2 1 2 1 26 2 1 2 2 1 2 17 2 2 1 1 2 2 18 2 2 1 2 1 1 2
Effect
C1 C2
C4
C3
C6C5
x
xx x
x
xx
xx
x
x
Define Measures (y’s)
Evaluate Measurement System
Determine Process Stability
Determine Process Capability
Set Targets for Measures
15 20 25 30 35
LSL USL
Phase Review
Operational DMAIC Improvement Process
Select Project Define Project
Objective Form the Team
Map the Process Identify Customer
Requirements
Identify Priorities Update Project File
Phase Review
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Brainstorm Potential Improvement Strategies
Select Imp’t Strategy
Plan and Implement Pilot
Verify Improvement
Implement Countermeasures
Criteria A B C DTime + s - +Cost + - + sService - + - +Etc s s - +
15 20 25 30 35
LSL USL
Define ImproveMeasure ControlAnalyse
Transactional DMAIC Improvement Process
Develop y’s
Collect data
Validate data Establish Process
Stability Establish Process
Capability
Set targets for improvement
15 20 25 30 35
LSL USL
Phase Review
Develop Detailed Process Maps
Map the Ideal Process
Identify Critical Process Steps (X’s) by looking for:
– Process Bottlenecks
– Rework / Repetition
– Non-value Added Steps
– Sources of Error / Mistake
START
PROCESSSTEPS
DECISION
STOP
Phase Review
Develop and Implement Control Mechanisms for Critical x’s
Monitor Process Performance (y’s)
Validate Control Plan
Identify Further Opportunities
Document
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review Phase Review
Select Project Define Project
Objective Form the Team
Map the Process Identify Customer
Requirements
Identify Priorities Update Project File
Phase Review
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Leaders must focus on a structured approach (PDSA) by targeting:
• Statistical Thinking
• Six Sigma Methods
• Communication
• Teamwork
• Problem Solving (inc. TRIZ)
• Process Improvement, and
Systems Thinking!
To Achieve Continual Improvement
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