Académique Documents
Professionnel Documents
Culture Documents
An Overview
Philosophy
Sources of variation can be Identified Quantified Eliminated Controlled
Initiative
Breakthrough Improvement Systematic, Focused Approach Projects Linked to Business Strategy Key People Selected & Trained Project Management & Reviews Results
Strategic Process Improvement Financial Results
Champions
Provide direction and resources. Facilitate the identification and selection of projects with senior leadership. Track progress of projects. Breakdown barriers. Create support systems.
Six Sigma Catalysts
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Black Belts
Project Lead Strategic high impact multifunctional projects 2-4 projects per year
Black Belts
contd.
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Green Belts
Lead day-to-day functional projects and support strategic Black Belt projects Maintain current role in organization with 20-50% of time dedicated to a Six Sigma project Sustain the gains Six Sigma Institutionalizers
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Clear quantitative measures of success Reasonable scope Do able in 4-6 months Has the support and approval of management needed to get resources and remove barriers
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Reduce amount of accounts receivable Material loss: Reduce scrap & increase yield Reduce warranty costs 50%
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Sense of urgency (4-6 month projects) Well defined roles & infrastructure (Champion, MBB, BB, GB, etc) Statistical and data based decisions Customer and process focus
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Define-Measure-AnalyzeImprove-Control
Define: Define the problem, measures and process associated with the problem; quantify benefits; and identify project team. Measure: Determine the capability of the current process and the measurement system.
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Analyze: Analyze data to assess patterns and trends between inputs and outputs. Improve: Verify critical inputs and determine optimum settings. Implement. Control: Implement controls to sustain the gains.
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DMAIC
DMAIC is an acronym that stands for the 5 major steps within the Six Sigma program. D - Define M Measure A - Analyze I - Improve C - Control
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DMAIC is a structured, disciplined and aggressive approach to process improvement that consists of the above five phases. Each phase is linked logically to the previous phase, and to the next phase at the same time. The purpose of this rigorous methodology is to achieve the overall goal of Six Sigma, which is 3.4 defects per million parts, or opportunities.
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It is also important to consider if this improvement affects similar lines of production. The output is: 1. Before and after analysis. 2. A monitoring system. 3. Completed documentation of results, learning's, and recommendations.
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Step #1 - DEFINE
Project
SIPOC (Suppliers, Inputs, Process, Outputs and Customers ) VOC (Voice Of The Customer )
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In this phase, you will be setting project goals and boundaries based upon your knowledge of your organization's business goals, customer needs, and the process that needs to be improved to get you to a higher sigma level.
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The tools that are most commonly used in the define phase are:
1. Project charter (to include the business case). 2. Stakeholder analysis. 3. SIPOC (Suppliers, Inputs, Process, Outputs and Customers 4. Rolled Throughput Yield 5. Voice of the customer 6. Affinity Diagram 7. Kano Model 8. Critical-to-Quality (CTQ) tree
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Project Charter
The charter is a contract between the organization's leadership and the team created at the onset of the project with the purpose of: Clarifying what is expected of the team. Keeping the team focused. Keeping the team aligned with organizational priorities. Transferring the project from the champion to the team.
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Business Case
Since most organizations do not have unlimited resources, teams should be assigned to projects with a significant financial impact. Rough estimates can be used
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Speed up delivery time to increase revenues. Reduce set-up time to increase capacity and reduce downtime. Teams should be aware that these estimates are likely to change as the team finds out more about the problems, constraints, and root cause, and the problem itself becomes more of a focus. It is generally advisable to quantify your anticipated results with someone from the Finance Department.
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Leadership
Set Values, Direction, & Performance Expectations, Manage Performance Strategic Planning Strategy Formulation, Planning, Budgeting & Resource Allocation Focus = Customer & Market Knowledge
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Human Resource
Belt Selection Compensation Career Development Training Process
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Management
Project Selection Project Assign Project Tracking Review Results
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