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SIX SIGMA TRAINING
Prof. B. N. S. Murthy
Quality ManagementConsultant
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OBJECTIVE
Train to implement Six sigmawith use of appropriate tools
with no fussy formulas, nostaggering statistics.
Interactive sessions with active
team breakout participation Problem sharing and solving
Improve art of listening
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Listening
Spend more time listening than talking. Do not finish sentence of others. Do not answer questions with questions. Be aware of biases. We all have them...we need to
control them. Never daydream or become preoccupied with your own
thought when others talk. Let other speaker talk. Do notdominate conversation.
Plan responses after other person has finishedspeaking...NOT while they are speaking.
Provide feedback, but do not interrupt incessantly. Analyze by looking at all the relevant factors and asking
open-ended questions. Walk the person through youranalysis (summarize).
Keeps conversation on what speaker says...NOT on whatinterests you.
Take brief notes. This forces you to concentrate on what
is being said.
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Six Sigma Introduction
A statistical basis ofmeasurement: 3.4 defects per
million opportunities
A philosophy & a goal: asperfect as practically possible
A methodology
A symbol of quality
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The History of Six Sigma
General Electrics Six Sigmaprogram originated in a meeting
between CEO Jack Welch &former vice-chairman LawrenceBossidy.
Quality culture of strategies,statistics, tools for improvingcompanys bottom line
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The Business Case for Six
Sigma Project selection based on Pareto
Priority index PPI=Savings X
Probability of success divided byCost X completion time
Transactional Business ProcessProject an improvement oftransactional business process thatextends across an organization;such as order processing, inventorycontrol & customer service.
Traditional Quality ImprovementProject aimed at solving chronic
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What is Six Sigma?
Not just for mfg, used in wide range offunctions, processes, industries,
including finance, software,education, healthcare & marketing.
Not only reduces defects, but haspositive effect on human & monetary
capital. Cost savings are in thebillions.
Proven methodology for getting ROI.
Main change strategy
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Six Sigma
Philosophy of managing,focusing on eliminating defects
through practices thatemphasize
understanding,
measuring,
improving processes
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The only program I've ever seenwhere customers win, employeesare engaged in & satisfied by,shareholders are (rewarded),everybody who touches it wins." Jack Welch, past-Chairman of GE
The concept of Six Sigma is to
identify the problem in a process, charter a project to specifically
address process, evaluate process
work through project in order toim rove rocess in totalit .
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In statistics, sigma is a measure ofvariation. When applied to a
business process, it is a measure ofhow many defects or failures arelikely to occur per millionopportunities (the greater the sigma
number, the fewer the defects). Thetypical product or process defectrate at big companies hovers aroundfour sigma, or more than 6000
defects per million. At the Six Sigma
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3.4/million applies to what we callthe influence ofLong-Term Dynamic
Mean Variation on processcapability, where the processaverage is assumed to drift and varyover time. So the short-term (or
static) value for standard deviationis multiplied by a factor of 1.5 to getestimates of long term capability.The 1.5 factor has been validated by
research and is the value to use
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SS beginning to engageprofessionals in such areas as
finance, law, engineering, marketing. All business processes are
candidates for SS
Mounting pressure on businesses tomaintain a competitive edge ineverything they do & to achievecomplete customer & shareholdersatisfaction
" "
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DPMO
Defects per million opportunitiesmeasurement is average number of
defects per unit observed during anaverage production run divided bythe number of opportunities formaking a defect on product. Number
is normalized to one million. A defect is defined as a failure to
conform to requirements. Thoserequirements are articulated in
specification or tolerance of
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Specifications
Two different methods used todetermine tolerance
specifications.
Conventional method dependingupon designers' experiences &
perception. Loss function method based on
cost of poor quality-also called
method of tolerance
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Tolerance
Allocate possible tolerance toeach component appearing
under normal productioncircumstance
If this accumulation satisfies a
standard value producingsatisfactory performance, thenend.
Otherwise, reconsider tolerance
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Tolerance
It depends upon how designersinclude in their design sources
of variation inhibiting intendeddimensions of component,process capability (piece-to-
piece variation), degradationover time/cycle, customerusage & duty cycle, externaloperating environment, internalo eratin
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Loss Function Method
Method of toleranceoptimization based on cost of
poor quality.
Forces quality professional tohave good understanding of
sources of variation that inhibitintended dimensions ofcomponent.
Encourages continuous
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TRAINING NEEDS
Optimize equipment usage
Have fewer rejects or errors
Improve response time to customerinquiries
Reduce inspection, maintenance,
inventory, and other high costs Provide more employee development
Boost financial results.
Include other members of the supply
chain: customers and suppliers.
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OBJECTIVE OF
TRAINING Focus on interpersonal skills,
teambuilding, consulting, and
negotiating to help employeestackle a wide range of problems
Put whole problem-solving
process into a very structuredformat
Select employees who will be
highly trained as leaders
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TRAINING LEVELS
Four days of training in whichparticipants learn the methods for
achieving the Six- Sigma level ofquality.
Completion enables trainees forcertification
examinations for Green Belt andChampion status, if desired.
Like most change initiatives, a Six-
Sigma program requires unwavering/
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The Value of Six Sigma
Not all organizations need tocut defects as low as 3.4 parts
per million in every process The SS concept is valuable
when employees are caught in avicious circle of reacting tosymptoms instead of rootcauses
Consistent attitude/ thirst for
better ways to produce
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SS- basically, a process qualitygoal. As such, falls into the
category of a process capability(Cp) technique.
*six sigma capability* may bedefined as Cp=2.0, Cpk=1.5 andppm =3.4"
Six Sigma program also appliesto attribute data. This is
accomplished by converting the
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Main thrust of SS application ofstatistical tools in context of well
disciplined, easy to followmethodology.
While the tools are most oftenapplied in an operational
environment, their application toadministrative business processes isbecoming more & more common.
Beyond the basic methodology &tools is a well designed management
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Why Six Sigma Is Not
Enough Higher level of quality at lower
cost is crucial to competing in
challenging global economy.
SS is not a product. It's acommitment.
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TOTAL TRAINING
FOCUS ON IMPROVEMENT, NOTTRAINING
Typically management receives 2-3days
Champions 2-5 days
Black Belts 4 weeks Green Belts 2 weeks of training
Other training is added as the needarises during the deployment\
1-2 BB's per 100 employees and 5
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Approach every improvement projectwith the same logical method, the
DMAIC process: Define the customer-critical
parameters
Measure how the process performs
Analyze the causes of the problems
Improve the process to reducedefects and variation
Control the process to ensure
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Prioritize:
First step in any process improvementmethodology:
Identify & prioritize opportunities thought ofas various forms of waste - wasted labor,wasted material, wasted material, wastedtime.
Link these areas directly to importantperformance measurements such as cost,quality, & customer service levels.
Use SS to remove variability from process,reduce waste, improve bottom-lineperformance.
Identify primary performance measurement/metric for each cate or
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Fix for each metric a baseline (currentperformance), as also a target if
there is one.Enter Your Top Five Categories of
Waste:
Build Total Continuous Improvementprocess on
Metrics.
What gets measured, gets done.
Without measurements, virtually
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WASTE
The activities that comprisework can be grouped in three
categories:
1) Value-added work
2) Non value-added work
3) Waste
Customers will pay for value-added work, & sometimes non
value-added. Customers will not
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Types
The seven types of waste are: Overproduction
Transportation Waiting Motion Processing
Inventory Defects Value-added Ratio: What do you
think is the typical ratio betweenvalue added work & waste?
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Defects
Focus on defects andvariations.
Begin by identifying critical-to-quality (CTQ) elements of aprocessattributes most
important to customer. Analyze capability of process &
aim at stabilizing it by reducing/
eliminating variations
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Mode
Tie quality improvement directlyto financial results.
Link internal processes &systems management to endconsumer requirements.
Use scientific approach tomanagement, driven entirely bydata
Eliminate use of opinionI
think, I feel, or I believe
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Guidelines
Base every decision on measurabledata.
Recognize factors that directlyexplain cause-effect relationship ofprocess output being measured inrelation to inputs driving process
There are six or fewer factors for
any process that most affect qualityof outputs in any process, even ifthere are hundreds of steps in whicha defect could occurthe vital few.
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When you isolate these factors,you know what basic
adjustments you need to maketo most effectively & reliablyimprove outputs of process.
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tolerance
Properly designedspecifications can reduce
DPMO. A too-tight tolerancespecification can ensurefunctional requirements, but it
is not cost effective. A too-loose tolerance
specification will bring lowassembly process, but frequent
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Why do we need Six
Sigma? Total number of people trained
in Six Sigma throughout
business & industry will be wellabove the 100,000 mark
Identify & implement processesto increase revenues/ reduce
costs further.
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Reduce waste/ cycle time
Improve repetitive processeswith multiple variables
Improve customer satisfaction.
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TQM/SS
TQM/TQC: 2 Teams, Task force-team ( engineers), Quality circle
team (line operators) Bottom upself selection, PDCA
In SS both are merged into one
Project team ( Top downcompany CTQ s), DMAIC,DMADV, IDOV, DMARI, DFSS
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Change management
Creating Change: Steps to Establishing aNew Balance
Identify the change you want to achieve
Identify the forces that:
will help you achieve that change
will restrain that change
Decide:
which of these you're going to strengthenor weaken
how you're going to do that
when you're going to do it.
Act
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Five Drivers of Change
Customer-led - changes in market make-up such asattitudinal moves in demand, income alterations, ordemographic shifts that change definitions of valueand convenience
Technology-led - incremental or radical innovationthat occur in either the primary or enablerindustries
Capital-led - changes brought on by institutionalinvestors and the resultant alterations in standardsof performance
Competitor-led - new challenges by existingcompetitors & new entrants Government-led - legislative changes & policy
initiatives that can impact business Ask yourself: Will that eventually constitute a driver
of change?
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Beer's Formula forLeading
Change Driving Force versus Barrier. Change = D x M x P >
Cost D = Dissatisfaction -To function as leader, create
dissatisfaction with status quo. Because change is
inevitable, better off leading than reacting to itM = Business Organizational Model - providesstrategic direction for change you create toachieve success now & in the future- must bespecific, addressing kinds of people, policies,strategies, assets, structure, & shared valuescritical to achieving the mission
P = Process- facilitates change & helps direct ittowards targeted goals-brings together varioustangible assets of change - people, technology, andactions.
Cost:- barrier to change. D x M x P must be graterthan cost of change, with cost ,measured in terms
of loss - loss of job security, loss of compensation,or loss of ersonal status... Unless the forces for
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Change
Human barriers : Lack of leadership - when change fails to
occur as planned, cause often to be found
at a deeper level, rooted in inappropriatebehavior, beliefs, attitudes, & assumptionsof would-be leaders
Managers, who are confident that they aresmart & in control, are often biggestbarriers to change
Personal cost of change - threat topersonal interests; loss felt by people inthe organization when change occurs
Not invented here" syndrome
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Need for change
"Change is the window throughwhich the future enters your life."
Why Change Management? You canbring change about yourself or it cancome in ways that give you littlechoice about its what, when, andhow. Fighting against change canslow it down or divert it, but it won'tstop
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For success in this rapidlychanging new world - learn to
look on change as a friend - onewho presents you with anopportunity for growth and
improvement.
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Strategic selection of beststrategic positioning in playing
field, or Business Space yourfirm must take is complicatedby fact that characteristics ofBusiness Space change over
time. Today, world is a differentplace than it was yesterday. "Atcertain points, differencebecomes material. Successful
firms recognize change. Very
vo u onary ange
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vo u onary angeversus Revolutionary
Action Evolutionary change involves setting
direction, allocating responsibilities,establishing reasonable timelines for
achieving objectives- relatively painless. Rarely fast enough or comprehensive
enough to move ahead of curve in anevolving world where stakes are high &response time is short.
When faced with market-driven urgency,abrupt & sometimes disruptive change-dramatic downsizing or reengineering, maybe required to keep the companycompetitive.
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In situations when timing is criticalto success, & companies must get
more efficient & productive rapidly,revolutionary change is demanded
When choosing pursue a balancedand pragmatic approach.
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Swinging too far to revolutionaryextreme may create "an
organizational culture that is soimpatient, & so focused on change,that it fails to give new initiatives &new personnel time to take root,
stabilize & grow. It creates a high-tension environment that intimidatesrather than nurtures people, leavingthem with little or no emotional
investment in the company.
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Resistance to Change
Most people don't like changebecause they don't like beingchanged.
"If you want to make enemies, try tochange something- Wilson. Whenseeking to change an organization,it's strategy or processes, leadersrun into Newton's law that a body atrest tends to stay at rest. Advocatesfor change are greeted withsuspicion, anger, resistance, & evensabotage.
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Change Management Vs
Problem Solving"Not invented here" syndrome also keeps man sound
ideas from gaining the objective assessment theydeserve...
Solving problems requires ten times more resources
than preventing them.Business people are divided into three types:
those who make things happen,those who watch things happen,those who wonder: "What in the hell justhappened?"
First group are those who rather prevent thansolve problems, the last group is constantly busy with
just the opposite.
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"The wisdom may lie inchanging the institution while it
is still winning - reinvigorating abusiness, in fact, while it'smaking more money than
anyone ever dreamed it couldmake" Jack Welch.
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Develop vision.
To create a seamless bridge from the vision to action,start with your top management team - they shouldunderstand & embrace your vision.
Deal with change in a proactive manner. Face reality &know that change is here for good. Tell your managers todo same.
Align all your people against endgame. Invite theiropinion regarding critical issues such as the directionyou should be headed, changes you have to make &resources you have to acquire.
Using employee feedback, develop a strategic plan. Staylaser-focused on methods that will drive your business
unit towards its stated objectives. Build a diverse leadership group representing all the key
constituencies of your organization. They will shareresponsibility for plan management.
Share detail information about company & changeprogress - people have to understand where you are &where you are going in order to contribute effectively to
your mission. " "
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Cause of failure
A fuzzy, poorly defined definition of future state Failure to integrate all major initiatives into a master
plan Lack of a structured approach to address human issues
surrounding deployment of a new initiative It is important to realize that events from past often setthe tone for future.
Avoid often seen flavor-of-the-month syndrome, Properly plan new initiative, including thinking through all
aspects of how employees will react & adapt to the newbusiness realities.
Only through this process that Sustainable BreakthroughResults will occur. Balance human and technical aspects of change by: Determining type of change required to improve
performance Establishing rate of change depending upon existing
resources
Developing an effective communications strategy to -
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Change
Five steps accompanying change:
Denial - cannot foresee any major
changes Anger - at others for what they're
putting me through
Bargaining - work out solutions, keepeveryone happy
Depression - is it worth it? doubt,need support
Acceptance - the reality
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Help change process bychanging attitude from
avoidance into acceptance From Why? to What new
opportunities will this provide?
From How will this affect me?to What problems will thissolve?
From We do not do it this way.
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Change + Personal history(nurture) + Social situation
(environment) = Attitude =Response
Three stages to change
Unfreezing Changing
Refreezing
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What is DMAIC
Define
Measure
Analyze
Improve
Control
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OTHER TYPES
PCOR-prioritize, characterize,optimize, realize
GETS (from GE TransportationSystemsgather, evaluate,transform, sustain
DMADV: Define, Measure, Analyze,Design, Verify
IDOV: Identify, Design, Optimize,Validate DIDES: Define, Initiate, Design,
Execute, Sustain DFSS: Design for Six Sigma (Difficult)
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DFSS
Plan project-Select/approveproject- Define
product/technology- Approvefeasibility-Identify CTQ s-Approve project-Project
planning/initial design-ApproveCTQ s-DesignProduct/technology-Approveproduct- Design process-
A rove Process- O timize-
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Team Development
Forming
Storming
Norming
Performing
Aggressor, Blocker,Recognition-seeker, Confessor,Playboy, Dominator, Help-seeker, Special interest pleader
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Six Sigma Team and
Meeting Skills Understand team dynamics
- D-Forming( exploration,
cautious +ve)
- M-Storming( optimism touncertainty)
- A-Norming( Accept DMAICtools)
- I&C-Performing (Analyze,
apply, improve, achieve)
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Roles and
Responsibilities What are they for each team member and its leadership?
Where is this documented? - Project Scope: What are the boundaries of the scope? What is
in bounds and what is not? What is the start point? What is thestop point? How does the project manager ensure against scopecreep? Is the project scope manageable? What constraints existthat might impact the team?
- Milestones: When was the project start date? When is theestimated completion date? Is the project currently on scheduleaccording to the plan? Has a project plan, Gantt chart, or similarbeen developed/completed? How did the project managerreceive input to the development of the plan and the estimated
completion dates/times of each activity? Is there a critical pathto complete the project? How will variation in the actualdurations of each activity be dealt with to ensure that theexpected project completion date is met?
- Communication Plan: What are the dynamics of thecommunication plan? What critical content must becommunicated - who, what, when, where, and how? When aremeeting minutes sent out? Who is on the distribution list? How
do you keep key subject matter experts in the loop?
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Team Charter:
Project management charter, including business case, problem& goal statements, project scope, milestones, roles &responsibilities, communication plan.
Has a team charter been developed and communicated? Has the charter changed at all during the course of the project?
If so, when did it change and why? Does the charter include the following? - Business Case: What are the compelling business reasons for
embarking on this project? Is the project linked to key businessgoals and objectives? What key business process outputmeasure (s) will the project leverage and how? What are therough order estimates on cost savings/opportunities on thisproject?
- Problem Statement: What specifically is the problem? Wheredoes it occur? When does it occur? What is its extent?- Goal Statement: What is the goal or target for theimprovement team's project? Do the problem and goalstatements meet the SMART criteria (specific, measurable,attainable, relevant, and time-bound)? Has anyone else (internalor external to the organization) attempted to solve this problemor a similar one before? If so, what knowledge can be leveraged
from these previous efforts? How will the project teamand the organization measure complete success for this project?
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Team Members:
List following roles/ who will be
filling the roles Sponsor
Project Leader
Sponsor
Project Leader Subject Matter Experts -- list the
subject matter in parentheses nextto each name
Project Time-Frame
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Stakeholder Matrix
Critical to Support Change- X
AXIS Level of impact of change on
stakeholders Y AXIS(X,Y)
III. Address Concerns/NeedsHL
II. Involve Extensively
HH
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Define
Why must this project be doneNOW?
What is business case for theproject?
Who is the customer?
What is current state? What will be future state?
What is scope of this project?
What are the tangible
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Measure
What are the key metrics forthis
business process?
Are metrics valid and reliable?
Do we have adequate data on
this process?
How will I measure progress?
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Analyze
Current stateanalysis: Is the
current state asgood as theprocess can do?
Who will help
make thechanges?
What resourceswill we need?
0
10
20
30
40
50
60
7080
90
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
East
West
North
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Improve
What is work breakdownstructure for this project?
What specific activities arenecessary
to meet the project's goals?
How will I re-integrate varioussubprojects?
Do changes produce desired
effects?
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Control
During project, how will Icontrol- risk, quality, cost,
schedule, scope, & changes toplan?
What types of progress reports
should send to sponsors?
How will I assure that business
goals of project were
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DEFINE
Be very selective, and pick the rightprojects
Define the goals of the improvementactivity. At the top level the goalswill be the strategic objectives ofthe organization, such as a higher
ROI or market share. At theoperations level, a goal might be toincrease the throughput of aproduction department. At the
project level goals might be to
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Define
Why must this project be doneNOW?
What is the business case forthe project?
Who is the customer?
What is the current state? What will be the future state?
What is the scope of thisproject?
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Define
Determineproject goals anddeliverables to customers (internaland external).
Identify Project, ChampionandProject Owner
DetermineCustomer Requirementsand CTQs
DefineProblem, Objective, Goals andBenefits )
DefineResource/StakeholderAnalysis
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Project types
TransactionalBusiness ProcessProject improvement that extendsacross anorganization; such asorder processing, inventory controlandcustomer service.
TraditionalQuality ImprovementProject aimedat solvingchronic
problems crossingmultiple functionsofanorganization.
Designfor Six SigmaProject aproject aimedat incorporatingthe
voice ofthe customerandSix Sigma
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TOOLS
Project Charter
Stakeholder Analysis
SIPOC
Voice of the Customer & Kanoanalysis
Project Selection tools
Completion Checklist
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TOOLS
PIP Management process
Financial analysis
Multi-Generation Plan
Communication Plan
High level Process Map
QFD
RACI Charts
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PROJECT SELECTION
TOOLS IDENTIFY PROBLEMS, CONCERNS,
UNUSED POTENTIAL, ORUNEXPLOITED OPPORTUNITIES.
CHOOSE ISSUES HAVING LEVERAGEPOTENTIAL I.E., THAT WILL MAKE ASUBSTANTIAL CONTRIBUTION TOTHE ORGANIZATION.
DEVELOP CLEAR SCENARIOOF THEEND-STATE AFTER HAVINGEXPLORED ISSUES AND CAUSES.
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PIP Management
process
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Financial analysis
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PROJECT CHARTER
DEVISE PATHWAYS TO THESOLUTION, BRING THEM
TOGETHER IN A SOUND ACTIONPLAN.
NAME THE KEY FACTORS FOR
SUCCESS.
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Project Charter
First step in the Six Sigmamethodology
Charter can make or break asuccessful project
Success can be broken by
reducing team focus,effectiveness and motivation
What's the process that you're
improving Why is it important
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Identify how your processcompares to competition, how
it's the lifeline of your company,how the customer experience issuffering
Process Problem:
Process Start/Stop Points: Process Start/Stop Points:
We can't solve world hunger or
boil the ocean
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Ask -- "Does that action/issue occurbetween our process stop and startpoints?" If the answer is no, table it andget the team focused on the task at hand
Project Goals Set challenging but realistic goals Process Measurements: What measures determine effectiveness of
project Written roadmap defining key questions or
Issues as well as the high level projectdeliverables. Establish project's authorities
Publicize and widely disseminate amonginterested parties.
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Stake Holder Analysis
o : where they were originally
: where they should be
x : where they are today (I mark on printedcopy)
Stakeholder Analysis
Name Comments Strongly Against
Moderately Against Neutral ModeratelySupportive Strongly Supportive CurrentLevel of Involvement Desired level ofInvolvement Issues/concerns Influence
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Stakeholder Matrix
Critical to Support Change- X
AXIS Level ofimpact ofchange on
stakeholders Y AXIS(X,Y)
III. Address Concerns/NeedsHL
II. Involve Extensively
HH
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Communication Plan
S OC
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SIPOC Map
A SIPOC diagram is a tool usedby a team to identify all relevant
elements of a processimprovement project beforework begins. It helps define acomplex project that may notbe well scoped, and is typicallyemployed at the Measure phaseof the Six Sigma DMAIC
methodolo .
Hi h L l P M
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High Level Process Map
N V l Add d A l i
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Non Value-Added Analysis
VOC d K A l i
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VOC and Kano Analysis
Quality Functional
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Quality FunctionalDeployment
RACI d Q d Ch t
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RACI and Quad Charts
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Tollgate review
Primary metric is directmeasurement of what project
should have accomplished.Secondary metric (sometimesreferred to as cheater metrics)are metrics of things that couldbe compromised to make theprimary metric look right.
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Define Phase
Deliverables Of Phase: Fully trained team formed, supported & committed to
work on improvement project. Customers identified & high impact characteristics
(CTQs) defined, team charter developed, business
process mapped. Checkpoints For Completion: Team Readiness Sponsored by a champion or business leader. Team formed & team leaders (MBB s/Coaches, BB
s/Project Leads) assigned.
Improvement team members fully trained on Six Sigmaand DMAIC. Full participation by members in regularly held team
meetings. Team members perform project work when assigned & in
timely fashion. Team members regularly document their project work.
Team is equipped with available & reliable resources.
Q ti T D t i
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Questions To Determine :
Team Readiness: Who are improvement project team members, including BB
s/Project Leads & MBB s/Coaches? Has everyone on the team, including the team leaders, been
properly trained (on DMAIC)?
Does the team have regular meetings? How often are the team meetings? Is there regularly 100% attendance at the team meetings? If not,
have appointed substitutes attended to preserve cross-functionality & full representation?
If substitutes have been appointed, have they been briefed onproject charter & goals and received regular communications asto the project's progress to date?
Has the project work been fairly and/or equitably divided &delegated among team members who are qualified and capableto perform the work? Has everyone contributed?
Are there any constraints known that bear on the ability toperform project work? How is the team addressing them?
How is the team tracking and documenting its work? Is the teamadequately staffed with the desired cross-functionality? If not,what additional resources are available to the team?
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Customers (and CTQ s): Identified & segmented according to their different
needs & requirements. Data collected & displayed to better understand
customer (s) critical needs & requirements. Has the customer(s) been identified? Are there different segments of customers? Has the improvement team collected the 'voice of
the customer' (obtained feedback - qualitative andquantitative)?
What customer feedback methods were used tosolicit their input? Have the customer needs been translated into
specific, measurable requirements? How?
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LEAN
Focus on Lean FIRST for a year, then pull out theSS DMAIC toolkit.
Uses very simple, visual, shop floor based tools toeliminate waste.
If I wear my Lean hat I would say "yes I know wehave variation here, but why measure it when wecan simplify and standardize our process toeliminate it ?"
Lean approach looks at implementing simple shopfloor supply chain using Kanbans, JIT and VisualManagement to eliminate need for a planning
process. Good starting point is 'Gemba Kaizen'
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Project Risk analysis
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Project Scope
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Pareto Charts
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Project Management
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The Turtle Diagram
What is a Process?An activity that transforms Input into Output.
ActivityInput Output
Resources:
People Facilities Equipment Material Methods
Results:
Products Services Performanc
Turtle Diagram
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PDCA
Proc Ac ivi i
M a ur ?
With what key criteria
- Assessments
- Measurements
INPUTS OUTPUTS
Equipment/Tools/machines
Materials
Support Processes- Who helps & How?
Documents control
Procedures, WIs
- Cus mer wa s- Inpu Requirements to
determine w at the
processmust produce
Process name
How?
ith whom?ith what?
. Customerrequirements
aremet
Output results/criteria veagainst input requireme
People involved with the process Interactions with parties involve Sequence with the involved proce
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Process Flow Charts
Look at your process from a PDCA side.Not to just document what you do, but alsohow to improve it.
Purpose Scope Responsibilities Definitions Process Map
Inputs Raw Materials Utilities Key Paperwork
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Outputs Finished Product Process Data
Key Records Resource Identification Personnel Equipment Methods
Work Environment Measurements/Metrics Process Implementation,
Verification and ValidationPlan
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Measure: for documenting as-isprocess, to uncover varied
shareholder perceptions Analyze : Discover process
complexities contributing to
variations Improve : Communicate
proposed changes
Control: Document revised
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True process map can involvepeople outside of
parameters of department that"owns" process. This showswho is involved, how they'reinvolved and when they arerequired to be involved
Project Reporting and
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Project Reporting and
Reviews
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TOOLS
Affinity diagram
Nominal Group Technique
The Prioritization Matrix
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A. Team management
DMAIC Project charterworksheet
Problem Opportunity worksheet DMAIC Project Plan Worksheet
Gantt Chart
Project Stake holder AnalysisWorksheet
B Customer requirements
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B. Customer requirementsIdentification
Service or output requirementinstructions
Requirements statementworksheet
Kano analysis Instructions
C Process Map
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C. Process Map
Development SIPOC analysis and map
D. Completion Checklists
Define completion checklists Define tollgate preparation
checklist
Advanced Define tools QFD cycle
Business Process Mapping
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:
Completed, verified, & validated high-level 'as is' (not'should be' or 'could be') business process map.
Completed SIPOC representation, describing theSuppliers, Inputs, Process, Outputs, and Customers.Business Process Mapping
Has a high-level 'as is' process map been completed,verified & validated? Has a SIPOC diagram been produced describing the
Suppliers, Inputs, Process, Outputs, & Customers? Is the improvement team aware of the different versions
of a process: what they think it is vs. what it actually isvs. what it should be vs. what it could be?
Is the current 'as is' process being followed? If not, whatare the discrepancies?
Are different versions of process maps needed toaccount for different types of inputs?
How was the 'as is' process map developed, reviewed,verified & validated?
What tools and roadmaps did you use for getting through
the Define phase?
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MEASURE
As simple as counting numberof defective products
Time required to repair returnedproducts
Number of sales calls made peremployee per day
How quickly customer ordersare processed
There is nothing we do that
can't be measured
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What are the key metrics forthis
business process? Are metrics valid and reliable?
Do we have adequate data on
this process?
How will I measure progress?
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Measure the existing system.Establish valid and reliable
metrics to help monitorprogress towards the goal(s)defined at the previous step.Begin by determining thecurrent baseline. Useexploratory and descriptivedata analysis to help you
understand the data.
OO S
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TOOLS
Data Collection
Validating the Measurement
System: Gage R&R Developing a Sampling Strategy
Understanding Variation
Process Capability Completion Checklist
TOOLS
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TOOLS
Pareto chart
Histogram
Control chart
Process cycle efficiency
Design of Experiments
A. Data
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A. Datacollection/measurements
Measurement planningworksheet
CTQ tree Stratification factors
Measurement assessment tree
Operational definitionworksheet
Process and populationsampling
B. Counting defects & 6
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B. Counting defects & 6sigma calculation
Sigma calculation worksheet
Proportion defective & yield
calculation COPQ calculations
C. Measure completion check-
sheets Tollgate preparation worksheet
D. Advanced tools:
Understandin lon term variation
Process Performance
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Process Performance
Measures
Company and Process-
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Company and ProcessLevel Metrics
I t T
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Inventory Turns
Inventory- Asset or Plague?
One of the two biggest assets on yourcompany's balance sheet.
Important determinant of Return On Assets(ROA) and other measures of financialperformance.
Carrying stock is expensive, usually 20%-40% of the average value per year.
It devours capital-- capital the businessmay need for growth.
It requires large warehouses and valuablefloor space.
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It increases material handling.
Large stocks require massive
computer systems for tracking andcontrol.
Financial managers would neverbank at an institution that offered a
negative 25% interest rate andinconvenienced the business inmany ways. But they readily placetheir money in the Bank of Inventory.
This is because conventional
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Yet, can serve many purposes.
Allows continuous delivery
while manufacturing focuses onlong runs.
Prevents vagaries of
maintenance and quality frominterrupting schedules.
Accommodates the variation ofincoming orders.
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Measure inventory in "turns.":Annual sales divided by averagevalue on hand
Comparisons are a valuablebenchmark
Lean manufacturers show turns
of 200%-1000% of their industryaverage
Firms with outstandinginventory performance excel on
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Excessive inventory is not aproblem nor is it evil; it is onlyan effect
The fundamental causes liedeeper
Inventory is a result rather than
a root cause. Attempts to attack it directly
will fail. Such attempts maybring temporary reductions. Or
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Links directly to plant configuration andoperating practice
Is an important metric- the most importantsingle measure of manufacturing
performance. It captures the effects of a wide range of
decisions and practices. High turnover is thus important for at least
three reasons:
Releases Cash Encourages superior Performance Is Expensive To Carry The best way to reduce inventory is to
improve processes, facilities, quality,
schedulin and setu s
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Cause
Effects
Remedy
InflexibleEquipment
Long, expensivesetups
LargeBatches
InappropriateLayouts
Setup Reduction
Smaller ScaleEquipment
Order Fulfillment Lead
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Time
Process Cycle
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yEfficiency
Dock to Dock
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Dock to Dock
Overall Equipment
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q pEffectiveness
OEE = Availability xPerformance x Quality
Most organizations measureonly Availability as "uptime".
When an "uptime" is multiplied
by performance % (reducedspeed) and quality% (scrap)OEE is quickly reduced. There isthe opportunity!
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Six MajorLosses
Breakdowns and Failures
Set-up and Adjustments Idling and Minor Stops
Reduced Speed
Defects
Startup and Yield
TPM
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TPM
The Five Pillars of TPM
Autonomous Maintenance Clean
Maintenance Mindset & TrainingTo Detect
Planned Maintenance System ToCorrect
Overall Equipment EffectivenessTo Perfect
Early Equipment Management
System To Protect
Six Sigma Metrics
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Six Sigma Metrics
Rolled Throughput Yield
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Rolled Throughput Yield
Defects per Unit
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Defects per Unit
Defects per Opportunity
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Defects perOpportunity
Defects per Million
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Opportunities
Voice of the Customer
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Metrics
Descriptive Statistics
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Descriptive Statistics
Histograms
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Histograms
Measure and Analyze: Tographically display data as an
aid in fitting distribution forcapability analysis or detectpresence of multipledistributions
Run Charts
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Run Charts
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Building a Data
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Collection Plan
Biased vs. Unbiased
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Sampling
Measurement Systems
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Analysis
Data Collection and
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Recording
The Cultural Aspects of
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Data Collection
Check Sheets
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Check Sheets
Data Analysis and
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Reporting
Measure Phase Gate
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Review DeliverablesOf Phase: Key measures identified, data collection planned
and executed, process variation displayed &communicated, performance base-lined, sigmalevel calculated.
Checkpoints For Completion: Key Measures Identified Key measures identified and agreed upon. High impact defects defined & identified in the
business process. Data Collection Planned and Executed Solid data collection plan established that includes
MSA. Data collected on key measures that were
identified.
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Process VariationDisplayed/Communicated
Process variation components
displayed/communicated usingsuitable charts, graphs, plots.
Long term and short term variabilityaccounted for.
Performance Baseline/Sigma
Calculation
Measure baseline process
Questions To Determine
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Questions To Determine
Key Measures Identified What are the key input variables? What the key
process variables? What are the key outputvariables? What key measures identified indicatethe performance of the business process?
What are the agreed upon definitions of the highimpact characteristics (CTQ s), defect (s), unit ( s)& opportunities that will figure into the sigmacalculations & process capability metrics?
Data Collection Planning and Execution
Was a data collection plan established? What datawas collected (past, present, future/ongoing)? Whoparticipated in the data collection? How did theteam select a sample? What has the team done toassure the stability and accuracy of themeasurement process? Was a gauge R&Rconducted? Was stratification needed in the data
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MEASURE
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MEASURE
Determine performanceobjectives for an operation
Examine optimal outcomes
Try to understand how theycame about
Establish procedures that make
such outcomes routine Take best cases in each area,
then figure out why that doesn'thappen each and every time
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Identify one or more product or servicecharacteristics, maps the process,evaluates measurement systems, andestimates baseline capability. Determine
Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements
Conduct Measurement Systems Analysis Determine Process Capability and Baseline Time series charts, Histograms and Pareto
Graphs, Measurement Systems Analysis &Process Capability Analysis
ANALYZE
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ANALYZE
Analyze the system to identifyways to eliminate the gap
between the currentperformance of the system orprocess and the desired goal.Apply statistical tools to guide
the analysis.
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CTQs, for critical-to-quality, orCTXs, for critical-to-cost.
Each variable is weighted usingstatistical measurement toolsto determine its effect on theprocesses under study
Use sophisticated statisticaltechniques to assess effect ofdifferent variables.
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Current state analysis
Is the current state as good as the
process can do? Who will help make the changes?
What resources will we need?
What could cause this change effort
to fail?
What major obstacles do I face incompleting this project?
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Organizing Potential Causes
Verifying Causes
Hypothesis Tests Regression Analysis
Design of Experiments
Completion Checklist
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Evaluate and reduce variables withgraphical analysis\ hypothesistesting Identify vital few factors for
process improvement.
Benchmark the Process or ProductEstablish Causal Relationships UsingData Analyze the Process Map
Visualize the Problem DetermineRoot Cause
Statistical Tests, Confidence
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TOOLS
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FMEA
ANOVA
Work Breakdown structure Interrelationship diagraph
Process Decision Program
Charts
Error Analysis
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y
Cause and EffectDiagram
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Diagram
Graphical Brainstorming tools
Use in Analyze stage to
brainstorm potential underlyingprocess factors for DOE
Use in Improve stage for list ofpotential failure modes
5M and E
4Ps- Policy, Procedure, Plant,People
Brainstorming
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g
Simply listing all ideas put forth bygroup in response to a given problemor question.
In commando fashion, each stormeraudaciously attacking the sameobjective
Encourage Creativity by not allowingideas to be evaluated or discusseduntil everyone has run dry.
Any and all ideas are considered
-
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Structured brainstorming producesnumerous creative ideas about anygiven "central question"
Helps answer specific questionssuch as: What opportunities face us this
year? What factors are constraining
performance in Department X? What could be causing problem Y? What can we do to solve problem Z? However, cannot help positively
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Make sure everyone understands, satisfied with centralquestion before you open up for ideas.
Give everyone a few seconds to jot down a few ideasbefore getting started.
Begin by going around the table or room, giving everyonea chance to voice their ideas or pass. After a few rounds,open the floor.
More ideas are better. Encourage radical ideas andpiggybacking.
Suspend judgment of all ideas. Record exactly what is said. Clarify only after everyone is
out of ideas.
Don't stop until ideas become sparse. Allow for late-coming ideas. Eliminate duplicates and ideas that aren't relevant to the
topic. A brainstorm starts with a clear question, and ends with
a raw list of ideas. . Some will be good, and some won't.But, if you try to analyze ideas in the brainstorming
session, you will ruin the session. Wait. Later, you can
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Advanced brainstorming techniques can allow youto brainstorm effectively by yourself without theneed for a group
Times when you may want to brainstorm byyourself
You work by yourself, for yourself and self-employed
No one available for a group session People around do not like brainstorming sessions People around will not follow the brainstorming
rules
Too time-consuming or expensive you to hold agroup brainstorming
You want to take credit for the ideas all for yourself The problem is too small to justify gathering a large
group of people You work in an uncreative or very critical
Affinity Diagrams
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y g
Or KJ method (after its author, Kawakita Jiro),wasn't originally intended for quality management,one of most widely used of the Japanese mgt andplanning tools, was developed to discovermeaningful groups of ideas within a raw list.
creative process, used with or by a group, to gatherand organize ideas, opinions, issues, etc Let the groupings emerge naturally than according
to preordained categories. Used to refine a brainstorm for dealing easily. Use when - facts or thoughts are uncertain, needs
organizing, preexisting ideas or paradigms need tobe overcome, ideas need to be clarified, and unitywithin a team needs to be created.
List brainstormed ideas on left side. On the right side is the affinity diagram. Group
ideas into affinity sets.
Give titles but not add the titles early in the sorting
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As you sort ideas:
Rapidly group ideas that seem to belongtogether.
It isn't important to define why they belongtogether.
Clarify any ideas in question.
Copy an idea into in more than one affinityset if appropriate.
Look for small sets. Should they belong ina larger group?
Do large sets need to be broken downmore precisely?
When most of the ideas have been sorted,
InterrelationshipDiagram
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Diagram
Tree Diagram
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Process Failure Modes andEffects Analysis
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Effects Analysis
Hypothesis Testing
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Confidence Intervals
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Scatter Diagrams
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Value Stream Mapping
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Theory of Constraints
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5S
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Seiri ( sort/organize, eliminate notneeded)
Sieton(Straighten/organize whatremains)
Seiso( Shine/ clean work area) Seiketsu( Standardize/ schedule
activities) Shitsuke( Sustain/ Make 5S a way of
life) Use in Improve stage to reduce non
value additions- cycle time, searchtime, space
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Rate from 1-5 as per checklist
Display rating on radar chart
Track improvement Identify areas of opportunity
Tollgate review Analyze
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Deliverables Of Phase:
Data and process analysis, rootcause analysis, quantifying the
gap/opportunity.
Checkpoints For Completion:
Data and Process Analysis Identify gaps between current
performance and the goalperformance.
Questions To Determine
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Data and Process Analysis What does the data say about the performance of
the business process? Did any value-added analysis or 'lean thinking' take
place to identify some of the gaps
shown on the 'as is' process map? Was a detailedprocess map created to amplify critical steps of the'as is' business process? How was the mapgenerated, verified, and validated? What did theteam gain from developing a sub-process map?
What were the crucial 'moments of truth' on the
map? Were there any cycle time improvementopportunities identified from the process analysis? Were any designed experiments used to generate
additional insight into the data analysis? Did anyadditional data need to be collected?
What model would best explain the behavior ofoutput variables in relation to input variables?
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Root Cause Analysis Generate list of possible causes (sources
of variation). Segment and stratify possible causes
(sources of variation). Prioritize list of 'vital few' causes (key
sources of variation). Verify & quantify the root causes of
variation.
Quantifying the Gap/Opportunity Determine the performance gap. Display and communicate the
gap/opportunity in financial terms.
Questions
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What tools were used to generate the list of possible causes?Was a cause-and-effect diagram used to explore the differenttypes of causes (or sources of variation)?
What tools were used to narrow the list of possible causes? Were Pareto charts (or similar) used to portray the 'heavy hitters'
(or key sources of variation)?
What conclusions were drawn from the team's data collectionand analysis? How did the team reach these conclusions? Quantifying the Gap/Opportunity What is the cost of poor quality as supported by the team's
analysis? Is the process severely broken such that a re-designis necessary? Would this project lend itself to a DFSS project?What are the revised rough order estimates of the financial
savings/opportunity for the improvement project? Have the problem and goal statements been updated to reflect
the additional knowledge gained from the analyze phase? Have any additional benefits been identified that will result from
closing all or most of the gaps? What were the financial benefits resulting from any 'ground fruit
or low-hanging fruit' (quick fixes)? What quality tools were used to get through the analyze phase?
IMPROVE
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Throw out old methods,procedures and tools
Improve the system. Be creativein finding new ways to do thingsbetter, cheaper, or faster. Useproject management and other
planning and management toolsto implement the new approach.Use statistical methods tovalidate the improvement.
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What is the work breakdownstructure for this project?
What specific activities arenecessary to meet the project'sgoals?
How will I re-integrate the
various subprojects? Do the changes produce the
desired effects?
Any unanticipated
TOOLS
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Generating Solutions
Assessing Risks and Piloting
Solutions Planning Tools
Brainstorming
Benchmarking Completion Checklist
TOOLS
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FMEA
To be process maps
Solution selection Matrix Piloting and simulation
Kaizen
POKA YOKE
Activity Network Diagrams
Matrix diagram
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Discover variable relationshipsamong the vital few, establishoperating tolerances, validatemeasurements.
Design and Analysis of Experiments(optional)
Develop Solution, Cost and BenefitAlternatives
Assess Risks of SolutionAlternatives Validate Solution Using a Pilot
Implement Solution
Determine Solution Effectiveness
Improvement FMEA
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Failure modes, effects,criticality analysis,determination of high riskprocess activity or productfeature based on impact offailure and occurrence
frequency Use in Analyze stage for
prioritization
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Optimize RPN
Severity reduction needs
changed design Detection level reduction
increases cost
Non value added to customer-hidden factory waste toorganization
Reduce occurrence- reduce
Quick Changeover
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Error Proofing
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Why experiment to be done
Response measurement Whatand how
Factors & interactions- suitablelevels
Schedule when? Minimize
disruptions Who specifies/executes
experiment- Key personnel
Plan resources
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Response- parameter of outcome
Use MSA for analyzing error inMeasurement systems
Factors- parameters used in process Factors not generally controlled in
operation are subsidiary or noisefactors or outer array
Select factors from brainstorming,reduce factors if needed, usingnominal group technique
Hold reduced factors constant,
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Neither held constant nor excluded Potential lurking factors, source of bias,confuse effect of one factor on other
Randomize order of trials to prevent bias
Batch size may be a blocking factor
Casual factors- determine correlation
For quantitative factors-nonlinear- needs 3levels
Address non linear factors only in Improvestage
Screen out insignificant factors using 2level initially
Wider the difference between factor levels
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For conduct of experiments- Bethere!
Randomize trails Run independently- prior
conditiond not to effect,resetting if required
Interpret the results
SPC 2
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Capability Analysis
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The Time Value ofMoney
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y
Tollgate Improve phase
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Deliverables Of Phase: Generate (and test) possible solutions, select the best
solutions, design implementation plan. Checkpoints For Completion:
Generating (and Testing) Possible Solutions Possible solutions generated and tested. Selecting The Best Solution (s) Optimal solution selected based on testing and analysis. New and improved process ('should be') maps developed. Cost/benefit analysis of optimal solution (s). Small-scale pilot for proposed improvement (s). Pilot data collected and analyzed. Improved process ('should be') maps modified based on
pilot data and analysis. Project impact on utilizing the best solution (s).
Design Implementation
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Plan established, including schedule/work breakdown structure,resources, risk management plan, cost/budget, and control plan.
Contingency plan established.
How did the team generate the list of possible solutions? Whattools were used to tap into the creativity and encourage
'outside the box' thinking? Selecting The Best Solution(s) What tools were used to evaluate the potential solutions? Were any criteria developed to assist the team in testing and
evaluating potential solutions? What were the underlying assumptions on the cost-benefit
analysis? Are there any constraints (technical, political, cultural, or
otherwise) that would inhibit certain solutions? Was a pilot designed for the proposed solution (s)? Describe the
design of the pilot and what tests were conducted, if any? What conclusions were drawn from the outcomes of the pilot? What lessons, if any, from the pilot were incorporated into the
design of the full-scale solution?
Design Implementation
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Is the improvement plan best served by using the DFSSapproach?
What is the implementation plan? What poka-yoke or error proofing will be done to address
some of the discrepancies observed in the 'as is'process?
What does the 'should be' process map/design look like? How does solution remove key sources of variation
discovered in analyze phase? What attendant changes will need to be made to ensure
that solution is successful? What communications are necessary to support
implementation of solution? How will team or process owner(s) monitor
implementation plan to see that it is working asintended?
What is team's contingency plan for potential problemsoccurring in implementation?
How will the organization know that the solution worked?
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CONTROL
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Monitor processes to make surethat high levels of quality aremaintained
Foolproof' the process so itcan't be altered
Have the right feedbackmechanisms in place, to knowwhat is happening while it ishappening
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During the project, how will Icontrol risk, quality, cost,schedule, scope, and changesto the plan?
What types of progress reportsshould I send to sponsors?
How will I assure that thebusiness goals of the projectwere accomplished?
TOOLS
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Quality Control
Standardization
Monitoring: Control Charts
Evaluating Results
Key Learning
Training Plan
Communication Plan
Completion Checklist
TOOLS
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Standard Operating procedures(SOP)
Implementation plan Mistake proofing
Process control plans
Project commissioning Project replication
PDCA cycle
Visual Management
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Control Plan
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Overview of strategies used toensure that key product/processcharacteristics are controlledthrough either detection orprevention
Used in Control stage
Result of DOE, FMEA
Incorporate Assumptions usedfor detection level in FMEA
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Define for each characteristic
Specification,
Measurement technique Sample size, sample frequency
Analytical tools- How
measurements are evaluated Reaction Plan- response to
alarms, who
Statistical ProcessControl 3
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ContinuousImprovement Plan
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Determine needed Controls,ability to control vital fewfactors
Implement process controlsystems. SPC
Implement and Validate
Controls
Develop Transfer Plan
Realize Benefits of
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Select the critical to quality characteristics; Define the required performance standards; Validate measurement system, methods, and
procedures; Establish the current processes capability; Define upper and lower performance limits; Identify sources of variation; Screen potential causes of variation to identify the vital
few variables needing control; Discover variation relationships for the vital
variables; Establish operating tolerances on each of the
vital variables; Validate the measurement system's ability to
produce repeatable data; Determine the capability of the process to
control the vital variables; and Implement statistical process control on the
vital variables.
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Three techniques to correct non-normal distributions:
Transform the data and specificationlimits into a normal distribution;
Use an empirical model to fit thenon-normal data and develop anestimate of the percentage ofproducts outside the specification
limits. The nonconformingpercentage is then related to anequivalent capability index for aprocess having a normal distribution;or Intelligently use the Cpk index
SPC
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Don't use SPC solely to look forspecial causes of variation; youalso use it to find out whetherthe common-cause variation iscausing losses and, if so, to findout whether your attempts to
reduce common-cause variationare working.
TAGUCHIS LOSSFUNCTION
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There's a loss associated withany deviation of a particularunit of process output from thenominal or "ideal" value, even ifthat unit of output is still withinspec, and the farther from the
nominal, the greater the loss
CONTROL CHARTS
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The beauty of control charts is thatit is the process talking to you
The control limits tells you what the
process is happy doing The capability analysis tells you
whether you should be happy or nothappy
Design the process so that theamount of actual common-causevariation in the output is less thanhalf the allowable amount ofvariation in the output
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Cause-and-effect analysis is atechnique for identifyingpossible causes of a problem or
effect and is as valuable foridentifying desirable effects asit is for problem solving.
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Excessive variation in themeasurement system may maskimportant variations in the
process targeted forimprovement and makesachieving high process
capability impossible, no matterhow much the process isimproved
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Analyzing multiple variables canuse any number of toolsincluding separation of variable
techniques, design ofexperiments, and calculus.
An effective 6s process control
system requires considerationof potential failure modes ofeach process and product
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Knowledge gained is used todevelop control system plansincluding considerations of how
to control important variablesand characteristics, how toreact when the process is
unstable, and how to improvethe process
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Failure mode and effects analysis (FMEA) is an analyticaltechnique which must be used in all significantprocesses to assure potential failure modes have beenconsidered and addressed. A FMEA should be a summaryof what could go wrong with the process, the potentialimpact of each failure, and how to deal with or correctthe problem.
A FMEA normally serves the following purposes: Identifies known or potential process failure modes; Assesses the potential risk effects of the failures to
internal and external customers; Identifies potential manufacturing, assembly, or service
process causes and control actions; and Detects process
variables that must be controlled to reduce similarfailures.
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Typical elements of a control plan include:
Process - A detailed explanation of theprocess to be controlled;
Equipment - Identifies the equipment,
techniques, methods, tools, etc. used inthe process;
Significant characteristics - List allsignificant input and output variables andcharacteristics to be controlled;
Measurement method - Identifies theequipment, techniques, methods, tools,etc. used to obtain data;
Minimums - States the minimum number of
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achieving Six-Sigma quality incomplex, low-volume
(or even one-of-a-kind)manufacturing is a morecomplicated endeavor
requires more intricate, but
equally rigorous use ofstatistical tools, supplementedwith solid systems engineering
Tollgate review Control
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DeliverablesOf Phase: Documented and implemented monitoring plan,
standardized process, documented procedures,response plan established and deployed, transfer ofownership (project closure).
Checkpoints For Completion: Monitoring Plan Control plan in place for sustaining improvement
(short & long-term). Process Standardization
New process steps, standards, and documentationare ingrained into normal operations.
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Documented Procedures
Operating procedures are consistent.
Knowledge gained on process is shared &institutionalized.
Response Plan
Response plans established, understood,and deployed.
Transfer ofOwnership (Project Closure)
Transfer ownership and knowledge toprocess owner & process team taskedwith the responsibilities.
Questions To Determine
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Monitoring Plan What is the control/monitoring plan? How will the process owner and team be able to hold the
gains? What key inputs and outputs are being measured on an
ongoing basis?
How will input, process, and output variables be checkedto detect for sub-optimal conditions?
How will new or emerging customer needs/requirementsbe checked/communicated to orient the process towardmeeting the new specifications & continually reducingvariation?
Are control charts being used or needed?
How will control chart readings and control chart limitsbe checked to effectively monitor performance?
Will any special training be provided for control chartinterpretation?
Is this knowledge imbedded in the response plan? What is the most recent process yield (or sigma
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Process Standardization Has the improved process and its steps been standardized? Documented Procedures Is there documentation that will support the successful
operation of the improvement? Does job training on the documented procedures need to be part
of the process team's education and training? Have new or revised work instructions resulted? Are they clear and easy to follow for the operators? Response Plan Is a response plan in place for when the input, process, or output
measures indicate an 'out-of-control' condition? What are the critical parameters to watch? Does the response plan contain a definite closed loop continual
improvement scheme (e.g., plan-do-check-act)? Are suggested corrective/restorative actions indicated on the
response plan for known causes to problems that might surface? Does a troubleshooting guide exist or is it needed?
Project Closure
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Who is the process owner? How will the day-to-dayresponsibilities for monitoring & continual improvement betransferred from the improvement team to the process owner?
How will the process owner verify improvement in present &future sigma levels, process capabilities?
Is there a recommended audit plan for routine surveillanceinspections of the DMAIC project's gains?
What is the recommended frequency of auditing? What should the next improvement project be that is related to
the process? What quality tools were useful in the control phase? Integrating & Institutionalizing Improvements, Knowledge &
Learning
What other areas of the organization might benefit from theproject team's improvements, knowledge, and learning? How might the organization capture best practices and lessons
learned so as to leverage improvements across the business? What other systems, operations, processes, & infrastructures
(hiring practices, staffing, training incentives/rewards,metrics/dashboards/scorecards, etc.) need updates, additions,changes, or deletions in order to facilitate knowledge transfer
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Quality must start with anunderstanding of productfunctions and features most
critical to customersatisfaction, the so-called critical to quality items(CTQs)
The Quality FunctionDeployment (QFD) processanintegral part of Six Sigmas stematicall translates and
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Analytical and Monte Carlocomputer models, as well asdesign of experiments, are used
to develop predictive equations(transfer functions) thatultimately relate piece part
precision
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Armed with transfer functionsrelating variation in componentparts and processes to customerobservable CTQs, the design teamcan optimize overall design withincapabilities of the manufacturingprocess and parts suppliers.
Ability to analyze and trade off
capability in one part orsubassembly for that In another,while still ensuring Six-Sigmaperformance at the
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It would be impractical (evenunnecessary) to perform thiskind of analysis for each of
hundreds or thousands of partsin a large, complex system.
The art of Six-Sigma designrelies heavily on engineering
experience, augmented bystatistical verification, toidentify and analyze those itemsmost im ortant to final roduct
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It would be a mistake to think thatSix Sigma is about quality in thetraditional sense. Quality, defined
traditionally as conformance tointernal requirements, has little todo with Six Sigma. Six Sigma isabout helping the organization make
more money. To link this objective of Six Sigma
with quality requires a new definitionof quality. For Six Sigma purposes,
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Quality comes in two flavors:potential quality and actualquality. Potential quality is the
known maximum possible valueadded per unit of input. Actualquality is the current valueadded per unit of input. The
difference between potentialand actual quality is waste. SixSigma focuses on improvingquality (i.e., reduce waste) by
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In more traditional terms, SixSigma focuses on defectprevention, cycle time
reduction, and cost savings.Unlike mindless cost-cuttingprograms which reduce value
and quality, Six Sigma identifiesand eliminates costs whichprovide no value to customers,waste costs.
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For non-Six Sigma companies,these costs are often extremelyhigh. Companies operating at
three or four sigma typicallyspend between 25 and 40percent of their revenues fixingproblems. This is known as the
cost of quality, or moreaccurately the cost of poorquality. Companies operating atSix Sigma typically spend less
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Six Sigma's magic isn't in statistical or high-techrazzle-dazzle.
Six Sigma relies on tried and true methods thathave been around for decades.
In fact, Six Sigma discards a great deal of thecomplexity that characterized Total QualityManagement (TQM).
By one expert's count, there were over 400 TQMtools and techniques.
Six Sigma takes a handful of proven methods andtrains a small cadre of in-house technical leaders,to a high level of proficiency in the application of
these techniques. To be sure, some of the methodsused are highly advanced; including the use of up-to-date computer technology.
But the tools are applied within a simpleperformance improvement model known as DMAIC
Six Sigma in Education
f
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Improve quality of matter taught, thecharacter generated of the pupils,quality of study and school life.
Impart knowledge of literacy with
quality Kindle thinking, writing and
presentation skills of the students. Improve quality SQCC (Students
Quality Control Circles) - createvalue based concept as a simile forthe Six Sigma standa
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