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    Six Sigma: Ankit Vijayvargiya

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    mmammer
    Six Sigma is a data-driven methodology for eliminating defects and minimizing variability in any process. It aims to achieve near-perfect process outputs by reducing defects to 3.4 per million opportunities. The term "Sigma" comes from statistics and measures how far a process deviates from perfection. Motorola first developed Six Sigma in the 1980s to improve quality, building on the statistical concept of measuring defects in processes. Six Sigma uses a five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and remove causes of defects or errors.

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    Six Sigma: Ankit Vijayvargiya

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    mmammer
    19 views20 pages
    Six Sigma is a data-driven methodology for eliminating defects and minimizing variability in any process. It aims to achieve near-perfect process outputs by reducing defects to 3.4 per million opportunities. The term "Sigma" comes from statistics and measures how far a process deviates from perfection. Motorola first developed Six Sigma in the 1980s to improve quality, building on the statistical concept of measuring defects in processes. Six Sigma uses a five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and remove causes of defects or errors.

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    Six Sigma is a data-driven methodology for eliminating defects and minimizing variability in any process. It aims to achieve near-perfect process outputs by reducing defects to 3.4 per million opportunities. The term "Sigma" comes from statistics and measures how far a process deviates from perfection. Motorola first developed Six Sigma in the 1980s to improve quality, building on the statistical concept of measuring defects in processes. Six Sigma uses a five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and remove causes of defects or errors.

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    19 views20 pages

    Six Sigma: Ankit Vijayvargiya

    Uploaded by

    mmammer
    Six Sigma is a data-driven methodology for eliminating defects and minimizing variability in any process. It aims to achieve near-perfect process outputs by reducing defects to 3.4 per million opportunities. The term "Sigma" comes from statistics and measures how far a process deviates from perfection. Motorola first developed Six Sigma in the 1980s to improve quality, building on the statistical concept of measuring defects in processes. Six Sigma uses a five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and remove causes of defects or errors.

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    of 20

    Six Sigma

    SIX SIGMA
    ANKIT VIJAYVARGIYA

    What is Six Sigma?


    Six Sigma is a highly disciplined process that helps us focus on developing and delivering nearperfect products and services. Why Sigma? The word is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many defects you have in a process, you can systematically figure out how to eliminate them and get as close to zero defects as possible.
    2

    Six Sigma

    Sigma ()
    A term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of measurements or a process. A onesigma process produces 691462.5 defects per million opportunitiesa percentage of satisfactory outputs of only 30.854%.

    Six Sigma

    Standard deviation

    Six Sigma

    A measure of the spread of data points in relation to the mean. Its the most common measure of variation in a set of data

    Six Sigma
    A philosophy of managing that focuses on eliminating defects through practices that emphasize understanding, measuring, and improving processes. Its based on the statistical concept of six sigma, measuring a process at only 3.4 defects per million opportunities (DPMO).

    Six Sigma

    DPMO at sigma levels

    Six Sigma

    HISTORICAL PERSPECTIVE ON SIX SIGMA


    In the mid-1980s, Motorola, under the leadership of Robert W. Galvin, was the initial developer of Six Sigma. Most credit the late Bill Smith for inventing Six Sigma; Smith, a senior engineer and scientist with n Motorolas Communications Division, had noted that its final product tests had not predicted the high level of system failure rates Motorola was experiencing. He suggested that the increasing level of complexity of the system and the resulting high number of opportunities for failure could be possible causes for this. He came to the conclusion that Motorola needed to require a higher level of internal quality, and he brought this idea to then-CEO Bob Galvins attention, persuading him that Six Sigma should be set as a quality goal.
    7

    Six Sigma

    Six Sigma: DMAIC


    Methodology Define Measure Analyze Improve Control

    Six Sigma

    Define Key Items

    Six Sigma

    Customers, Value, Problem Statement Scope, Timeline, Team Primary/Secondary & OpEx Metrics Current Value Stream Map Voice Of Customer (QFD)
    (Quality Function Deployment)

    Measure
    Establish measurement capability

    Six Sigma

    Validate the database (transactional) Gage R&R (Repeatability & Reproducibility) Calibration is not enough Many (or most) measurement systems are not capable How good is the data you are using to make decisions?

    Fix the measurement system


    Enables calculation of process capability
    10

    Analyze
    (and fix the obvious)
    Find all KPOVs & KPIVs

    Six Sigma

    (Key Process Output Variables; Key Process Input Variables)

    FMEA, DOE, critical Xs, VA/NVA


    (Failure Modes Effects Analysis; Design Of Experiment)

    Graphical Analysis, ANOVA


    (Analysis Of Variance)

    Future Value Stream Map


    11

    Improve
    Optimize KPOVs & test the KPIVs

    Six Sigma

    (Key Process Output Variables; Key Process Input Variables)

    Redesign process, set pacemaker 5S, Cell design, MRS


    (Material Replenishment System)

    Visual controls Value Stream Plan

    12

    Control
    Management of Change

    Six Sigma

    Owned by project champion and value stream manager Critical to long term success of project Physical and cultural changes

    Measurement controls
    On-going metrics

    Visual Controls
    Enable workers to self-manage the process
    13

    Define
    Customers, Value, Problem Statement

    Next Project

    Scope, Timeline, Team Primary/Secondary & OpEx Metrics Current Value Stream Map Voice Of Customer (QFD)

    Validate Project $

    Six Sigma

    Celebrate Project $

    Measure
    Assess specification / Demand Measurement Capability (Gage R&R) Correct the measurement system Process map, Spaghetti, Time obs. Measure OVs & IVs / Queues

    Control
    Document process (WIs, Std Work) Mistake proof, TT sheet, CI List Analyze change in metrics Value Stream Review Prepare final report

    Validate Project $ Validate Project $

    Improve
    Optimize KPOVs & test the KPIVs Redesign process, set pacemaker 5S, Cell design, MRS Visual controls Value Stream Plan

    Analyze (and fix the obvious)


    Validate Project $
    Root Cause (Pareto, C&E, brainstorm) Find all KPOVs & KPIVs FMEA, DOE, critical Xs, VA/NVA Graphical Analysis, ANOVA Future Value Stream Map

    14

    Plan

    Execute Strategic Link to Business Plan defined in Project Selection Process Defined Business Impact with Op Ex Champion support Structured Brainstorming at all organizational levels Cause and Effect Diagrams identifying critical factors Primary and Secondary Metrics defined and charted Multi-Level Pareto Charts to confirm project focus

    Identify Problem

    Six Sigma

    Practical Problem

    Develop a focused Problem Statement and Objective Develop a Process Map and/or FMEA Develop a Current State Map Identify the response variable(s) and how to measure them Analyze measurement system capability Assess the specification (Is one in place? Is it the right one?)

    Problem Definition

    Characterize the response, look at the raw data Abnormal? Other Clues? Mean or Variance problem? Time Observation Spaghetti Diagram Takt Time Future State Maps Percent Loading Standard Work Combination Use Graphical Analysis, Multi-Vari, ANOVA and basic statistical tools to identify the likely families of variability Identify the likely Xs 5S Set Up Time Reduction (SMED) Material Replenishment Systems Level Loading / Line Leveling Cell Design Visual Controls Use Design of Experiments to find the critical few Xs Move the distribution; Shrink the spread; Confirm the results

    Problem Solution

    Problem Control
    Execute Plan

    Mistake Proof the process (Poka-Yoke) Tolerance the process Measure the final capability Place appropriate process controls on the critical Xs Document the effort and results Standard Work TPM

    15

    Breakthrough performance gains


    (Distribution Shifted 1.5)

    Six Sigma

    PPM

    2 3 4 5 6
    Process Capability

    308,537 66,807 6,210 233 3.4


    Defects per Million Opportunities

    16

    Basic Implementation
    Roadmap
    Identify Customer Requirements

    Six Sigma

    Understand and Define Entire Value Streams


    Vision (Strategic Business Plan)

    Deploy Key Business Objectives


    - Measure and target (metrics)

    - Align and involve all employees - Develop and motivate

    Continuous Improvement (DMAIC)

    Define, Measure, Analyze, Improve


    Identify root causes, prioritize, eliminate waste, make things flow and pulled by customers

    Control
    -Sustain Improvement -Drive Towards Perfection
    17

    The Normal Curve and Capability

    Six Sigma

    Poor Process Capability


    Very High Probability of Defects Very High Probability of Defects Very Low Probability of Defects

    Excellent Process Capability


    Very Low Probability of Defects

    LSL

    USL

    LSL

    USL

    Low Sigma

    High Sigma

    18

    What about Lean, TOC, TQM


    Six Sigma

    Six Sigma

    Remove defects, minimize variance

    Lean
    Remove waste, shorten the flow

    TOC
    Remove and manage constraints

    TQM
    Continuous Improvement

    19

    Does it work?.
    The top companies in Customer Satisfaction grow MVA at nearly twice the rate of their poor-performing counterparts.

    Six Sigma

    In Billions $

    1999 73 companies

    Market Value Added

    50 40 30 20 10 0 Low $23

    $42

    Ralston Purina Quaker Oats Hilton Hotels Coca-Cola Unilever etc.

    High

    Customer Satisfaction Index Score


    Source: American Customer Satisfaction Index, U Michigan, HBR, 2001 20

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