Six Sigma Overview

The Classical View of Performance

Six-Sigma is a philosophy:
Why isnt 99% acceptable good enough...??
20,000 lost articles of mail every hour.
15 minutes each day of unsafe drinking water.
5,000 incorrect surgical procedures per week.
4 or more accidents per day at major airports.
200,000 wrong drug prescriptions each year.
7 hours each month without electricity.
Long-Term Yield

3 Sigma Process Capability

93.32%

Historical Standard

4 Sigma Process Capability

99.38%

Current Standard

6 Sigma Process Capability

99.99966%

World-Class

History of 6 Sigma
6 Sigma manufacturing philosophy came from Motorola
They recognised that sufficient process improvement would not
occur using a conventional approach to quality. It was developed
to help them reduce variation within a process by focusing effort
on improving inputs to a process rather than reacting to outputs.
The process was failing the customer expectations
Traditionally, processes aimed for process capability of 3 to 4
sigma (Cpk=1.0 to 1.33 or 93% to 99.3% acceptable)
The customer received 6200 defective product per million at best
Processes now aim for 6 sigma (Cpk=2)
The customer would receive 3.4 defective product per million
On target, minimum process variation

6 sigma Process Capability

What is it (CPK)
3 Sigma ( Process capability of 1 CPK )
if the process (lorry) slightly varies then the scrap or damage will
occur
6 Sigma ( Process capability of 2 CPK )
if the process (lorry) varies, there will be no scrap or damage

Curbs
= required
process tolerances

CPK of 1
(3 sigma)

CPK of 2
(6 sigma)

Understanding Variability

Variation exists in everything. Even the

best machine cannot make every unit
exactly the same.
Improved capability, becomes a necessity,
due to the need of :
improved designs
lower costs
better performance
All of this leads to the need of tighter
tolerances
This means that the ability to operate to a
tight tolerance, without producing defects
becomes a major advantage

Improvement methodology

KPIV
Key
Controllable Inputs
X1

Process

X2 X3

Input

Quality
Characteristics:

Inputs:
Raw materials,

Outputs
The Process
Y1, Y2, etc.

components, etc.

N1 N2 N3
Uncontrollable Inputs

On target,
minimum process variation

Variables

Improvement methodology
DMAIC
Define

Measure

Analyze

Improve

Control

Improvement methodology
Define
To develop a team charter.
To define the customers
and their requirements
(CTQ Critical to Quality).
To map the business
process to be improved

Characteristics

Define terms of reference (Charter the

project)

Team / customer / project charter

Brain storming
Mind maps
Affinity diagrams
High level Process Maps
Systematic diagrams / Fault tree
Business Process Mapping

Product / customers

Define customer requirements (Voice of

the customer)
QFD Quality Function Deployment
Importance out of 10

Define
Define terms of reference (charting a project)
What you can deliver to the customer and the support you need
from the customer to facilitate a successful improvement (contract
of engagement)
Brain storming, Mind maps, Affinity diagrams, High level Process
Maps, Systematic diagrams / Fault tree, Business Process Mapping
Tools to explore a problem, project or current thinking.
Tools to group those ideas logically.
Then define a route map to improvement, the risk involved and
how to mitigate that risk.

Define customer requirements (Voice of the customer)

QFD Quality Function Deployment, is a method of defining what
the customer needs, what is critical to there business success &
prioritise objectives to meet the customer need.

Improvement methodology
Voice of the process

Measure
To measure and
understand baseline
performance for the
current process

Data Collection - 7 quality tools

Tally charts
Bar charts
Pareto
Run charts
Control charts
Cause & effect
Check sheets

Evaluate measurement systems

Gauge R&R

Select measures of performance

Quality Function Deployment

Measure
Voice of the process (7 quality tools)
Tally charts, Bar charts, Pareto, Run charts, Control charts, Cause
& effect, Check sheets.
Evaluate measurement systems Gauge R&R
Every process has variation and measurement system, tools &
cmm are no exception.
Typical your measurement process needs to be ACCURATE,
REPEATABLE & REPRODUCIBLE to less than 10% of the
tolerance you are trying to measure to & proven to be so.
Select measures of performance
QFD Quality Function Deployment is a method of defining what
the customer needs and what is critical to there business success
and prioritising performance measures to support the customers
need.

Improvement methodology
Investigate source of variation
(Special cause / Common causes)

Analyze
Seek to:Prioritise
Understand
Clues
Causes
Monitor improvements
Look for signals

Stratification of data to get information

Cause & effect
CP & CPK
Fault tree
Contingence analysis
FMEA (Failure Mode Effect Analysis)
Design of experiments (DOE)
Detailed process maps

FMEA
(failure mode effect analysis)
Why Battles are Lost
Lost

Lost

Lost

Lost

Lost

Nail

Shoe

Horse

Soldier

Battle

Cause
FMEA

Failure
Mode

Effect

Identifies the ways in which a product or process can fail

Estimates the risk of specific causes with regard to these failures
Prioritizes the actions that should be taken to reduce the chance of failure

DOE - (design of experiments)

will help us identify...
A1

A2

factors which shift the average

B1
B2

C1

C2

D1=D2

factors which affect variation

factors which shift the average and affect

variation

factors which have no effect

DOE - (design of experiments)

Measure the Process
Establish the
performance
baseline

Controllable Inputs

X1

X2 X3
Quality
Characteristics:
Outputs

Inputs:

Y1, Y2, etc.

Raw
Materials,
components,
etc.
Process
Step/Input

Load DMF/DMF
Load Accuracy
Steam to
DICY/Scale
Accuracy
Load DMF/DMF
Load Accuracy
Steam to
DICY/Scale
Accuracy
Steam to
DICY/Scale
Accuracy

The Process

Potential Failure Mode

Potential Failure Effects

S
E
V

Potential Causes

O
C
C

Mischarge of DMF

Viscosity out of spec

SOP not Followed

Scale Not Zeroed

Mischarge DMF

Faulty Scale

Mischarge of DMF

Viscosity out of spec

Equipment Failure

Scale > 0

Low DMF Charge

Water in Jacket

2 Visual Check of Jacket (SOP 5681) 4 24

Scale Inaccurate

High DMF Charge

Tank Hanging Up

Current Controls

D
E
T

R
P
N

Actions
Recommended

Fool proof this process

Operator Certification/ Process
5 175 using input from TQL
Audit
Team
Include Daily sign-off of
None
9 54 Scale funtion in Shift
set-up verification.
Maintenance Procedure (SOP
5821)/Visual Check

Visual Check (SOP 5681)

3 42

4 24

N1

N2 N3

Uncontrollable Inputs

LSL

USL

Key Outputs:

Variable

DOE - (design of experiments) Analyse the

Process
How Measured

When Measured

How Measured

When Measured

1
2
3
Noise Variables:

Variable
1
2
3
4
5

Controllable Inputs

Controllable Inputs
Variable

How Measured

When Measured

X1

1
2
3
4
5

X2 X3

Overall Sampling Plan:

Quality
Characteristics:
Outputs
LSL

Inputs:

USL

Y1, Y2, etc.

Raw
Materials,
components,
etc.

The Process
Run Temperature Pressure
1

Hi

Hi

Hi

Hi

Lo

Hi

Lo

Hi

Hi

Lo

Hi

Lo

Lo

Lo

Lo

Lo

C a p a b ility u s in g P o o le d S ta n d a rd D e v ia tio n
X b a r a n d R Ch a rt

Ca p a b ility Histo g ra m

Means

3 .0
U C L =2 .5 6 8
M U =2 .3 7 6
L C L =2 .18 3

2 .5
2 .0
1. 5
S ubgr

1.5
1

3 .5

No rm a l P ro b P lo t

U C L =0 .9 6 2 1

0 .9

Ranges

2 .5

0 .6

R =0 . 5 16 2

0 .3
L C L =0 .0 7 0 2 7

0 .0

1.5

2 .5

L a st 4 S u b g ro u p s

3 .5

P ro c e ss To le ra n c e

Values

3 .0

1.8 3 17 5

C p : 2 .7 6
C P U : 2 .9 9
C P L : 2 .5 3
C p k : 2 .5 3

2 .5
2 .0
1. 5
1

Su b g ro u p N u m b e r

N1

N2 N3

Ca p a b ility P lo t

2 .9 19 5 8
I

I
I

I
4

Sp e c if ic a t io n s
St D e v : 0 .18 13 0 6

Uncontrollable Inputs

DOE - (design of experiments) Improve the

Process

Three Factor Design

Controllable Inputs
PrimWdth

X1

Nip FPM

ScrewRPM

X2 X3
Quality
Characteristics:
Outputs

X
Inputs:
Raw
Materials,
components,
etc.

LSL

USL

LSL

USL

Y1, Y2, etc.

The Process

X
N1

N2 N3
Uncontrollable Inputs

DOE - (design of experiments) Control the

Process
Error
Proofing

Controllable Inputs

X1

X2 X3
Quality
Characteristics:
Outputs

Inputs:
Raw
Materials,
components,
etc.

Y1, Y2, etc.

The Process

Work
Instructions

Check

5 Cs

Lists

N1

N2 N3

Uncontrollable Inputs

LSL

USL

Analyze
Investigate source of variation (Special cause / Common causes)

Special cause variation are the one off, occasional and obvious
cause of a process / quality problems.
Common cause variation are the day in day out causes of process
problems, because the process is not stable enough, they are hidden
(these form 80% of process problems)
Conventional non-conformance management systems seek to solve
special cause variation (e.g. concessions) - but these only represent
15 - 20% of the total variation.
6 Sigma addresses all variation.

Improvement methodology
Prioritise improvements

Impact Vs Effort
Brainstorming
Affinity diagrams
Solution selection matrix

Tactical implementation plans

Improve
Customer protection
Get control
Improve process

Deliver improvements (reduce variation

systematically)

Improve
Prioritise improvements
Tool commonly in uses are, Impact Vs Effort,
Brainstorming, Affinity diagrams, Solution selection
matrix.
These tools help define the best method to meet the
customer need (as defined in the QFD)

Tactical implementation plans

Deliver improvements to reduce variation
systematically i.e. make a change, note the
improvement and make the next improvement.
Critical we need to establish that any change is a
change for the good.

Improvement methodology
Control the process
Recover
Control plans
Escalation process

Prevent
Poke yoke (mistake/ error proof)

Monitor
Control charts
Checksheets
Documentation and Standardisation

Control

Control
Control the process
Recover, Control plans, Escalation process.
Prevent by Poke yoke (fool proof the process) to fundamentally
remove the rood causes of process variation.

Monitor, Control charts, Checksheets, Documentation and

Standardisation, to ensure that stable process is maintained and that
the process does not degrade.

The objective is to remove the root causes of process variation,

management are only left with a few critical input variables in the
process that need controlling and not all inputs as before.

Where does 6 Sigma fit with Lean

Lean and 6 Sigma both seek to
deliver business improvement

6 Sigma
improvements

Lean
improvements

They are different in the

methods used and tools
employed
Lean typically address the
total manufacturing
environment
6 sigma typical address the
root cause of process
variation

There is significant benefit from

using the most appropriate tools
and improvement methodology
to meet the customer
requirements