Académique Documents
Professionnel Documents
Culture Documents
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© TLC, SSEO 1.5 22002
Audience
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© TLC, SSEO 1.5 22002
Presentation Outline
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© TLC, SSEO 1.5 22002
Section I
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© TLC, SSEO 1.5 22002
Technical Definition of Six Sigma
- 6σ −5σ −4σ -3 σ −2σ −1σ 0 +1σ +2σ +3σ +4σ +5σ +6σ
6σ to LSL 6σ to USL
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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© TLC, SSEO 1.5 22002
What is Six-Sigma?
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© TLC, SSEO 1.5 22002
Customer Satisfaction + Efficient Systems =
Improved Profitability
Centered
On-Target
Center Reduce
Process Spread
Breakthrough Strategy
1 2 3 4 5
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© TLC, SSEO 1.5 22002
Three Emphasis Areas for Six Sigma
Unsuccessful Projects
No clear Management mandate
No roadmap for the project…
not sure where we are going
No dedicated resources
No Management and performance review
No ability to measure performance and
examine effectiveness… not sure if we
accomplished anything
No financial ROI during project definition
and measurement at completion
No clear answer as to “why are we doing
this project?”
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© TLC, SSEO 1.5 22002
What Makes Six Sigma Work?
Dedicated Systematic
resources and Approach to
focused improving
infrastructure, performance
trained in the and reducing
use of the 6 defects which
Sigma problem are important to
solving and the customer
process (qualitative &
improvement statistical)
methodology
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© TLC, SSEO 1.5 22002
Strategic Business and Quality Metrics
Management objectives
and dashboard forms the
core of the strategic
Business & Quality
Metrics and is flowed
down to other
departments and process
areas to provide leading
and lagging indicators of
performance 15
© TLC, SSEO 1.5 22002
Hierarchy of Operational Dashboards
Level 1
Processes
Director
Level
Level 2
Processes
Manager
Level
Level 3
Processes
Engineering
Level
Level 4
Processes
Operator
Level 16
© TLC, SSEO 1.5 22002
Six Sigma DMAIC Road Map
Define
Identify Project, Champion and Project Owner Key Analytical Tools
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis Process Mapping and
Map the Process
Develop Project Plan
Modeling
Measure
Determine Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Measurement Systems
Develop Data Collection and Sampling Plan
Validate the Measurements
Analysis & Process
Measurement Systems Analysis Capability
Determine Process Capability and Baseline
Analyze
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Statistical Tests, Modeling
Determine Root Cause(s) Using Data & Root Cause Analysis
Improve
Design of Experiments
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Brainstorming
Implement Solution
Determine Solution Effectiveness using Data
Design of Experiments,
Control FMEA, & Validation
Statistical Process Control
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Statistical Process Control
Close Project and Communicate Results 17
© TLC, SSEO 1.5 22002
Process Flow for achieving 70%+ Improvement
Champion
Select project that is Review
Review and Authorize Communicate
considered critical to performance
operational success
approve process and celebrate
and assure
solutions change results
results
Black Belt
Develop alternative
Form team and Determine
solutions and
follow DMAIC for financial
complete benefit
project management benefit
and risk assessment
Process or
Product
Implement and
Understand root Validate
standardize
cause of problem Solution
process changes
"We achieved $600 million in Six Sigma cost savings in 1999, but
cost savings are only one part of the story. Delighting customers and
accelerating growth completes the picture. When we are more
efficient and improve work flow throughout every function in the
company, 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 more
desirable business partner."
- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html
"The Six Sigma initiative is in its fifth year — its fifth trip through the
operating system. From a standing start in 1996, with no financial
benefit to the Company, it has flourished to the point where it
produced 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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© TLC, SSEO 1.5 22002
Section II
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© TLC, SSEO 1.5 22002
Interrelationship Digraph of Six Sigma Infrastructure
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© TLC, SSEO 1.5 22002
Site 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 Overview
2 day Champion Training
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© TLC, SSEO 1.5 22002
Hands-On Champion
Functions
Communicate the vision
Create the mandate for improvement
Provide direction and remove barriers
Achieve financial results and communicate
success
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 25
© TLC, SSEO 1.5 22002
Master Black Belt
Functions
Provide technical expertise on Six Sigma and
Lean 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 and
Champions
Participate in the review of projects
Monitor all Six Sigma projects
Training
15 day Black Belt Training, 2 years minimum as a
Black Belt and a Masters Degree in a related field
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© TLC, SSEO 1.5 22002
Black Belts and Green Belts
Functions
Black Belts 100% dedicated for 2 years to process
improvement, Green Belts 20%
Work on improvement projects with other Green
Belts and Team Members
Achieve financial results for each project Goal of
$350K+
Responsibilities (100 – 20%+ of time)
Use the DMAIC methodology to create
breakthroughs in performance
Report progress to the Champion
Hold team meetings and provide excellent project
management
Work with the Master Black Belt
Training
15 day Black Belt Training
5 day Green Belt Training
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© TLC, SSEO 1.5 22002
All 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 as
requested
Complete action items as assigned by the
team
Attend team meetings
Training
1 day Six Sigma Employee training
28
© TLC, SSEO 1.5 22002
Section III
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© TLC, SSEO 1.5 22002
DMAIC Process Improvement Methodology
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© TLC, SSEO 1.5 22002
DMAIC Process
Define Activities
Identify Project, Champion and Project Owner
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis
Map the Process
Develop Project Plan
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© TLC, SSEO 1.5 22002
“Define” Flow
VOC,
Effort/Impact
Examine Analysis
Candidate
Projects Resource Requirements
Project No:
Project Name:
SIX SIGMA
Project Charter
Location:
Business
General Information Review Schedule
Activity
Start
Date
Effort / Impact Analysis
GB Projects BB Projects
Project Leader: Segment: D 10
GB/BB: Business M
Master BB: Objective: A 9
H/O Champion: Customer I
Team Members: Name Function % Time Initials CTQ(s): C 8
Current Close
7
Process
Capability: Sigma, Cpk, DPMO, Cycle-time, etc. 6
Impa ct
Date:
5 Impact
4
Project Definition 3
Proje ct Problem Statement:
2
Develop and 1
0
0 2 4 6
Effort
8 10 12
Approve Project
Proje ct Obje ctive Statement:
Charter
Proje ct Scope/Limitations:
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:
Response
Response
(Y)
(Y) What is the most
appropriate end point Who are the customers for
What must my for the process? What our product or service?
Who are the suppliers for our product suppliers provide to Determine the start and end points of the process product or service does What are their
or service? How capable are they in my process to meet associated with the problem and the major steps the process deliver to requirements for
meeting our process requirements? my needs? in the process. the customer? performance
Operational
Operational
Definition
Complete
Definition Suppliers Input Process (High Level) Output Customers
1 1 Start Point: 1 1
CTQ(s) 2 2
3 2 1
SIPOC and
2 1 2
Voice
Voice of
of Product
Product Target
Target 2 Operation or Activity 3 1
The
The Customer
Customer arrives
arrives on-
on-time
on-time 3 1 2
3 1 2 4 1
Process Map
2 3 2
3 4 5 1
4 1 5 2
Specification
Specification 2 6 6 1
Limit(s)
Limit(s) 3 7 2
Add additional rows where needed 8
9
10
11
End Point:
Error
Error Rate
Rate
© Thomas A. Little Consulting 2002
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© TLC, SSEO 1.5 22002
Voice of the Customer DMAIC
Methodology
Define
(VOC)
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© TLC, SSEO 1.5 22002
DMAIC
Critical to Quality (CTQ) Methodology
Define
Characteristics
Detailed
Specifications
Use the tree diagram to
define Customer CTQs Response Performance to
(Y) Schedule
Allowable
defect < 3.4 DPMO
Rate
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© TLC, SSEO 1.5 22002
DMAIC
Moving to Specific Candidate Projects Methodology
Define
Interview Complete
Determine
Customers CTQ gap
Critically the effort
(Internal and analysis and
examine required for
External), on prioritization
Business each project
core business Candidate
Determine a
Objectives issues and Conduct effort to Six Sigma
candidate
and select opportunities impact analysis and Project(s)
project list
projects for prioritize the project
aligned to improvement Estimate list With financial
project impact!!!
them with Use Voice of Select the top
benefits in
financial the Customer projects and
financial and
impact and when determine the
measurable
benefits collecting and Champion
terms & rank
analyzing data and Owner
projects by
their impact
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© TLC, SSEO 1.5 22002
DMAIC
Potential Projects Methodology
Define
Determine a
Conduct
candidate
effort to Candidate Six
project list and
impact Sigma Project(s)
potential
analysis and
benefits:
prioritize the Project
Manufacturing project list Champion and
Materials Project Effort Impact
Owner
Management 1
2
6
3
1
3 Effort / Impact Analysis
3 4 3
NPI 4 7 3
10
5 10 3
6 2 6 9
Finance 7 5 6 8
8 8 6 7
Design 9 1 9
Impact
6
10 9 9 Impact
5
HR 4
3
2
1
preferred Effort
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© TLC, SSEO 1.5 22002
DMAIC
Detailed Project Selection Criteria Methodology
Define
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© TLC, SSEO 1.5 22002
DMAIC
Example: Prioritizing Projects Methodology
Define
Are your projects the things you like to do, easy to do or important to do?
Complexity is a
Supports function of time to
Solutions are likely Currently Clear problem
Manager immediate complete and the
Hard dollar to be applicable defined definition with Probability
Project name responsible goals and difficulty of the
savings across the site and business clear project of success
for results objectives problem. Scope
the corporation objective boundaries
for the org. (target for BB
project is 7-8)
© TLC, 2002
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© TLC, SSEO 1.5 22002
DMAIC
Develop Charter Methodology
Define
SIX SIGMA
Project Charter
Resource Requirements General Information Review Schedule
cumenting
% Time Initials CTQ(s): C
Current Close
Process
Capability: Sigma, Cpk , DPMO, Cycle-time, etc.
Date:
Project Plan:
• Strategic benefits See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Time frame:
Date:
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© TLC, SSEO 1.5 22002
DMAIC
Develop Charter – Problem Statement Methodology
Define
Process 1
Process 2
Process 3
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© TLC, SSEO 1.5 22002
Goal Statement DMAIC
Methodology
Define
Goal Statement:
Reduce late shipment costs (Express Mail) to all
customers by 70% from $1.5M to $45K by January 200x.
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© TLC, SSEO 1.5 22002
DMAIC
Determine Resources Methodology
Define
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© TLC, SSEO 1.5 22002
Project Plan DMAIC
Methodology
Define
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
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Champion: © TLC, SSEO 1.5 22002
Benefits DMAIC
Methodology
Define
Total per week for costs elements above $ 207 $ 183 per Week $ 24.2
Determine costs of current baseline and the impact to cost if the goal is
achieved. Consider also the full impact to all effected lines and production
operations. If financial analysis shows poor ROI you may want to select
another project.
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© TLC, SSEO 1.5 22002
Begin Mapping the Process with a SIPOC DMAIC
Methodology
Define
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© TLC, SSEO 1.5 22002
Move to a detailed Process Map DMAIC
Methodology
Define
49
© TLC, SSEO 1.5 22002
Model and Automate Workflow
Discrete Transactions
Performance Monitoring and Improvement
Workflow
Automation
Database
50
© TLC, SSEO 1.5 22002
Begin Management/Champion Reviews DMAIC
Methodology
Define
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© TLC, SSEO 1.5 22002
Six Sigma DMAIC Measure DMAIC
Methodology
Measure
Measure Activities
Determine Project Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Develop Data Collection and Sampling Plan
Validate the Measurements
Measurement Systems Analysis
Determine Process Capability and Baseline
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 condition 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.
MSA, GR&R,
Data Collection,
Process Baseline Inspector
and Capability Effectiveness
Determination
Goal
Restate
Add Baseline Improvement
Specifications Goals
and Compute
Sigma and
Capability
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© TLC, SSEO 1.5 22002
Determining Critical Xs and Ys
(Xs) Leading Process --> Product --> Lagging (Ys)
T&Cs,
planning
systems, Inventory levels
production
Materials management Materials costs
systems
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© TLC, SSEO 1.5 22002
Using QFD to Prioritize and Select DMAIC
Methodology
Project Ys and Xs Measure
Defect Rate
Importance
Cum Yield
RMAs
Customer Wants
Rapid schedule confirmation 4 3 0 3 0 3 0 3 3 0 9
Total
24
Translate
On time performance
Defect free products
1
2
9
0
0
9
6
6
0
9
3
0
3
3
3
0
9
0
3
6
3
0
39
33
customer
Routine cost reduction
Routine WIP reduction
5
7
3
3
3
0
6
3
6
3
3
0
0
0
0
0
0
0
9
3
0
0
30
12 requirements
Minimum lead times 6 0 0 3 0 3 0 6 0 0 9 21
into objective
Total 18 12 27 18 12 6 12 12 21 21 0 0 0 measures
Unit of Measure
Raw data available?
Min.
Y
#
Y
CSI
Y
PPM
Y Y
# %
Y Y
# Min.
Y
%
Y
Hrs.
N
and prioritize
Std. report available?
Reliable data source?
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
N
N
N
Y
N
Y
N
N
project
Frequency of the report?
Needed frequecy?
Daily
Daily
Wk
Wk
Wk
Wk
Wk
Daily
Daily
Daily
Daily
Daily
Daily
Daily
Daily
Daily
Daily
Shift
n/a
Daily
metrics
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 comparison
Ranking 5 9 6 8 7 10 2 1 4 3
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© TLC, SSEO 1.5 22002
Develop Data Collection Plan DMAIC
Methodology
Measure
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 condition 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.
57
© TLC, SSEO 1.5 22002
Collect Visual Data to See the Problem DMAIC
Methodology
Measure
xA Accuracy
xB
xC Reproducibility xA
xB Stability
Repeatability xC
Analyze Activities
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Determine Root Cause(s) Using Data
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© TLC, SSEO 1.5 22002
Analyze Flow
Project Data
Xs and Ys
Measure
Responses or Outputs (Ys) Factors (Xs)
Dependent Variable USL LSL Target Independent Variable(s) USL LSL Target
Analysis and
Stratification of Data
62
© TLC, SSEO 1.5 22002
Root Cause Analogy DMAIC
Methodology
Analyze
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© TLC, SSEO 1.5 22002
Forward Problem Solving Versus Backwards DMAIC
Methodology
Analyze
Define Problem
Collect Problem Related Data
Define Problem
List Probable Root Causes
Backwards
Collect Supporting Data
Problem Solving
Validate
Determine what is unexplained
Strong Idea of Root Cause
64
© TLC, SSEO 1.5 22002
Evaluate Data to Determine Root Cause DMAIC
Methodology
Analyze
Goal is to
determine cause &
effect relationships
65
© TLC, SSEO 1.5 22002
Stratify Data to Understand Root Cause DMAIC
Methodology
Analyze
Late 1
Deliveries 2
100
# Late Items
3 80
60
40
20
0
ASICs Connectors Flex c. SMT partsSolder
25 Material Type
# Late Items
20
15
10
5
0
Tom Shauna Kris Adam John
25
20 Purchasing Agent
# Late Items
15
10
5
Stratification: Analysis of the same
0 data grouped and classified by the
IBM DEC HP NEC MOT
data tags to examine frequencies at
Vendor
different logical levels 66
© TLC, SSEO 1.5 22002
List Of Vital Few Xs and Critical Ys DMAIC
Methodology
Analyze
Hypothesis testing
t-test
F-test
ANOVA
Chi-square
Logistical regression
Regression analysis and Model fitting
68
© TLC, SSEO 1.5 22002
Analyze the Process Map for Waste DMAIC
Methodology
Analyze
What you think it is... What it actually is... What it could be...
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© TLC, SSEO 1.5 22002
Check List for Root Cause Determination DMAIC
Methodology
Analyze
Check and investigate all those that apply to the problem under consideration
Measurement Materials
Poor repeatability Defective
Poor reproducibility Off-specification
Poor accuracy Contaminated
Poor stability Improper storage conditions
Poor linearity Labeling or identification
Invalid measurement or test method Incorrect amount or quantity
Excessive test or measurement Improper transportation or handling
Expiration date exceeded or unknown
Methods Problem with product design
Incorrect definition Wrong materials
Incorrect sequence
Missing definitions, implicit rules Environment
Poor process controls Physical environment (temperature, lighting, ESD)
Poor measurement controls Security or safety systems
Lack of critical information Distractions in the environment
Incorrect information Particulates
Excessive queues or out-time Contamination
Handling
Orientation People
Poor management of change Level of staffing
Incorrect revision Training
Competency or experience
Supervision
Machine (process & test)
Conflicting goals
Compliance with procedures
Machine maintenance or calibration Personality issues
Machine controls or lack of controls Physical ability or function
Machine fault or defect Cognitive ability and function
Software or network fault Knowledge deficit
Machine related contamination Communication with peers or supervisor
Machine tooling or fixtures
Incorrect machine or tester
70
© TLC, SSEO 1.5 22002
5 Whys Example DMAIC
Methodology
Analyze
State the problem, then ask why did this problem occur
until you reach root cause.
71
© TLC, SSEO 1.5 22002
Root Cause(s) Determination DMAIC
Methodology
Analyze
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© TLC, SSEO 1.5 22002
Summarize All Root Cause Analysis DMAIC
Methodology
Analyze
For each possible root cause, determine those you will verify.
Summarize each possible root cause with the following codes:
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© TLC, SSEO 1.5 22002
Six Sigma DMAIC Improve DMAIC
Methodology
Improve
Improve Activities
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Implement Solution
Determine Solution Effectiveness using Data
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© TLC, SSEO 1.5 22002
Improve Flow DMAIC
Methodology
Improve
Design Experiments
Based on RCA
where appropriate
Brainstorm Potential
Solutions, Costs,
Risks and Benefits
DPU
N
Implement changes Examine
and determine Reach opportunities for
improved process Goals? standardization
capability. Y and translation
78
© TLC, SSEO 1.5 22002
Brainstorm Potential Solutions DMAIC
Methodology
Improve
79
© TLC, SSEO 1.5 22002
Consider Solutions That Remove Process Waste DMAIC
Methodology
Improve
Seven muda:
1. Over production ahead of demand
2. Waiting for the next process step or information
3. Transporting materials unnecessarily
4. Over processing
5. Inventory that is more than bare minimum
6. Motion by employees that is unnecessarily
7. Producing non-conforming parts
80
© TLC, SSEO 1.5 22002
Solutions Centered on Lean Methods DMAIC
Methodology
Improve
Production
Control
Material
Flow
Machine
Management
Reduce Workplace
inventories and Management
production
costs while
improving
quality Process
Management
81
© TLC, SSEO 1.5 22002
Consider Solutions that Automate the Workflow DMAIC
Methodology
Improve
Discrete Transactions
Performance Monitoring and Improvement
Periodic Management
Reports
Workflow
Automation
Database
82
© TLC, SSEO 1.5 22002
DOE to Characterize, Improve the Process or DMAIC
Methodology
Product and Get Ready to Control Improve
Root Cause 2
85
© TLC, SSEO 1.5 22002
Evaluating Risk DMAIC
Methodology
Improve
1. New Software a) Software does not link 10 6 60 Need to test database link Fred 15-Feb
correctly to database early during implementation James
b) Software is not available on 6 7 42
time Need to review progress Bill 25-Feb
c) Software needs revisions 3 9 27 during weekly meeting Watson
prior to deployment
2. Solution a)
b)
c)
3. Solution a)
b)
87
© TLC, SSEO 1.5 22002
DMAIC
Evaluate Improvements in Series Methodology
Improve
Installed
Retrained the New
Workforce on Process
the Process Equipment
DPU
88
© TLC, SSEO 1.5 22002
Six Sigma DMAIC Road Map DMAIC
Methodology
Control
Control Activities
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Close Project and Communicate Results
89
© TLC, SSEO 1.5 22002
“Control” Flow
Determine long
Process per w eek) New Cost Improvement
Touch-up & Handsolder $ 73 $ 70 95% $ 3.7
determine final
Wash $ 24 $ 23 95% $ 1.2
QA/ Final Inspection $ 58 $ 45 78% $ 12.5
Rework $ 20 $ 16 78% $ 4.4
Total per week for costs elements above $ 207 $ 183 per Week $ 24.2
financial benefits
close the project
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 is
achieved. Consider also the full impact to all effected lines and production
operations. If financial analysis shows poor ROI you may want to select
another project.
and ROI
90
© TLC, SSEO 1.5 22002
Benefits Of Control Phase DMAIC
Methodology
Control
25 Process
Process
Process Improvement Improvement
Improvement
20
15
No Controls
Improvement
10
0
17
25
33
49
65
73
81
89
97
105
113
121
41
57
1
9
Time
91
© TLC, SSEO 1.5 22002
Process Controls DMAIC
Methodology
Control
TYPES of CONTROLS
Measurement Based Control Test & Inspection
Management Dashboards & Review Test (error prone)
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 92
© TLC, SSEO 1.5 22002
Elements of a Control System DMAIC
Methodology
Control
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 of tasks or systems that must be installed prior to
completing 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
94
© TLC, SSEO 1.5 22002
Realize the Benefits of Improvement DMAIC
Methodology
Control
How did you justify the cost savings for the project?
What changes will have to occur to create the
savings?
Based on the impact of the benefits of the solution
have you made changes to the process to realize the
benefits?
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
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Close the Project or Improvement Team DMAIC
Methodology
Control
• The goals have been met and the team has been successful
• The solutions have all been implemented and demonstrated to be
effective
• Assure all documentation is complete
• Determine what standardization opportunities are available
• Make sure the accomplishments of the individual or team are
appropriately recognized personally and publicly
• Measure and communicate results of the project (benefits and savings)
• Celebrate! We did it!
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Section IV
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How Do We Do It?
Define
Goal alignment
Roles and responsibilities
Develop 6σ
Assemble materials
Identify people
Select software
Select training/consulting resources
Deploy
Executive Overview
Champion training / black belt & project selection
Black Belt training / project execution
Management review of progress
Realize results
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Typical Six Sigma Implementation Timeline
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ASQ-SVC & TLC Team Up for Training Excellence
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JMP and Ultimus Software Support
Champion Training
Six Sigma for Champions 16 hrs. $975 Mar/21-22/02
Location
Harmonic, Inc. 2nd Wave begins in September
549 Baltic Way, Sunnyvale, CA. 104
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Six Sigma for Champions
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Black Belt Six Sigma “Define”
Content:
Section I Six Sigma Introduction
Section II Identify Project, Champion and Owner
Section III Determine Customer Requirements and CTQs
Section IV Define Project Statement, Objectives, Goals and Benefits
Section V Define Resource/Stakeholder Analysis
Section VI Develop Project Plan
Section VII Map the Process
Section VIII Project Leadership
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Project Based and Value Oriented
Registration Information
You can register on-line using www.asq-svc.org or www.dr-tom.com.
Or register for the Six Sigma public courses by contacting Tom Little
at (925)-285-1847 or by e-mail drlittle@dr-tom.com.
www.asq-svc.org
www.dr-tom.com
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Six Sigma Executive Overview Summary
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References & Resources
Books:
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.
Web Sites:
Thomas A. Little Consulting at www.dr-tom.com
ASQ Silicon Valley Section at www.asq-svc.org
Software: SAS JMP contact SAS Institute at www.jmpdiscovery.com
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