Upload
edwin-onattu
View
4
Download
0
Embed Size (px)
DESCRIPTION
afsdf
Citation preview
6 SigmaDMAIC
Define ToolkitMeasure Toolkit
04/28/2023 DEFINE Toolkit 1
Where can Six Sigma be Applied?Products and services
QualityDelivery times/ reliabilityProblem resolutionNew product launchProposal generation, Etc
Administrative process examples
Reduce invoice errorsUnderstand and reduce
collection delays and overdue payments
Customer serviceEmployee reviews
04/28/2023 Six Sigma Quality 2
• Asset utilization• Reduce inventories• Increase capacity,
productivity and efficiency of processes and resources – production lines, administrative functions, call centers, etc.
• New product and service design (DFSS)
• Commercial Relationships • Sales force effectiveness
Six Sigma can be applied to any process that can be measured… that is, to ANY process
04/28/2023 Six Sigma Quality 3
Six Sigma offers Two Methodologies
DMAIC Define, Measure, Analyse, Improve, Control
DFSS Design For Six Sigma
Analysis and improvement of existing processes
Design of new processes, products and services
Process Improvement – DMAIC
04/28/2023 Six Sigma Quality 7
Define and quantify customers’ needs and improvement objectives.
75 100 12550250 60
75 100 12550250 60
A
B
75 100 12550250 60
Measure the process and determine its performance and capability against the
customer needs.
Analyse the data to identify key process performance drivers.
Identify and statistically validate improvement opportunities.
Set the appropriate controls to ensure improvements’ sustainability.Control
Improve
Analyse
Measure
Define
75 100 12550250 60
Upper Limit
Lower Limit
Target
04/28/2023 DEFINE Toolkit 9
DMAICDMAICDMAIC
6σ MEA
SUR
E
ANALYZE
IMPR
OV
E
CONTROL
DEFINE
DEFINE Phase Toolkit1. Project Charter2. Stakeholder analysis3. SIPOC4. Rolled Throughput Yield5. Voice of Customer6. Affinity Diagram7. Kano Model8. Critical to Quality (CTQ) Tree9. Benchmarking
04/28/2023 DEFINE Toolkit 11
1. Project CharterA contract between the
organization’s leadership and the team to:
1. Clarify what is expected of the team
2. Keep the team focused3. Keep the team aligned
with the organizational priorities
4. Transfer the project from the champion to the team
04/28/2023 DEFINE Toolkit 12
2. Stakeholder Analysis
The Stakeholder’s analysis should identify the appropriate parties and develop a communications and commitment plan for each group
Typical stakeholders:ManagersPeople who work in the
processUpstream and downstream
departmentsCustomersSuppliers
04/28/2023 DEFINE Toolkit 14
3. SIPOC Process ModelsHigh-level Process MapsSupplierInputProcessOutputCustomer
04/28/2023 DEFINE Toolkit 15
Supplier
Process
Customer
INPUTS
OUTPUTS
4. Rolled Throughput YieldThe product of the yields of each step in a
process
04/28/2023 DEFINE Toolkit 16
A B C EDYIELD
95% 95% 60% 90% 90%
44%
processesstart finish
Voice of the CustomerTraditionalSurveysFocus groupsInterviewsComplaint systemsMarket researchShopper programsQuality Function
Deployment
Next GenerationSocial mediaEmpathic design
(design ethnographers)Customer scorecardsData warehousing and
miningCustomer/supplier
audits
04/28/2023 DEFINE Toolkit 18
7. Kano ModelNoriaki Kano developed a model to analyze
customer requirementsDissatisfiers, or BASIC requirements -
requirements that customer absolutely expect to be met
Satisfiers, or Variable Requirements – have a linear effect of customer satisfaction, the more you have, the more competitive you are
Delighters, or Latent Requirements - go beyond what customers expect (many, but not all, are free)
04/28/2023 DEFINE Toolkit 21
Kano Concept …
High LevelOf Attribute
Low LevelOf Attribute
Dissatisfaction
Satisfaction
Expected(Must Be)
Attractive(Wow Factor)
linear
Laptop Computer
Example
Hand-Held(compact)
Battery(long-life)
Robustness(bumps/drops)
8. CTQ TreeA CTQ tree is a tool that aids in translating
customer language into quantified requirements for a product or service
04/28/2023 DEFINE Toolkit 23
GoodCustomer
Service
KnowledgeableReps
Friendly Reps
Short Wait
Correct AnswersQuick answers
Uses customer’s namePolite
Short hold timeImmediate transfers
NEEDS
DRIVERS CTQs
9. BenchmarkingThe search for best practices that
will lead to superior performance“a race without a finish line”A process of measuring a
company’s process and product/service performance against those companies that consistently distinguish themselves in the same category of performance
04/28/2023 DEFINE Toolkit 24
04/28/2023 DEFINE Toolkit 25
DMAICDMAICDMAIC
6σDEFINE
MEASUREANALYZE
IMPR
OV
E
CONTROL
Measurements Toolkit1. Data collection Plan
a. Data collection formsb. Prioritization Matrixc. FMEA
2. Control Charts3. Process Capability4. Process Sigma5. Frequency plots
a. Stratification6. Gage R&R7. Pareto charts8. Sampling9. Time Series Plots (Run Charts)
04/28/2023 Measure Tools 27
1. Data Collection PlanWhat questions do you want to
answer?Data
What type?Measure type/data type?
Operational Definition and ProceduresHow measured?Related conditions to record?Sampling notes?How/where recorded?
How will you insure consistency?Data collected at different times?Biases?
04/28/2023 Measure Tools 28
1a. Data CollectionIdentification of important variables
Y = f(X1, X2, X3, ….. Xn)
Y – process outputX – input and process variablesunderstanding the variation in Ys requires
data about the Xs.
04/28/2023 Measure Tools 29
1c. Failure Modes and Effects Analysis (FMEA)FMEA is a set of guidelines,
a process and a form to identify and prioritize
potential problems (failures).
04/28/2023 Measure Tools 30
1c. Failure Modes and Effects Analysis (FMEA)FMEA Steps:1. Identify the process or
product/service2. List the potential problems that could
arise (Failure Modes)3. Rate the problem for Severity (S),
Probability of Occurrence (O) and the Probability of Failure to Detect (D) on scale of (0-10)
4. Calculate the “Risk Priority Number” (RPN) and prioritize actions based on highest RPN
RPN=S x O x D5. Develop action plans to reduce risk
04/28/2023 Measure Tools 31
Will You Pass the Course?Risk Severity Probabili
tyFailure to Detect
RPN
Miss all classes 8 3 3 72Sleep through all classes
8 5 3 120
Spend all your free time in bars
8 1 8 64
Spend semester in New York rather than South Bend
10 1 3 30
Don’t study for final 9 6 8 432Don’t turn in any homework assignments
8 2 1 16
04/28/2023 DEFINE Toolkit 32
2. Control ChartsStatistical Quality Control
(SQC)Pioneered by Walter A.
ShewhartThe rigorous
application of statistics to help locate and analyze quality problems on the production line
04/28/2023 Measure Tools 33
Statistical Process Control (SPC)
The measurement and evaluation of variation in a processIdentify “out of control”
conditionsEvaluate process
changesOngoing alarm systems
Control = operating within a specific range of upper and lower control limits (UCL & LCL)
04/28/2023 Measure Tools 34
Control Chart
04/28/2023 Measure Tools 36
UCL
LCL
Mean
Trend
DEFECT
Shift … points above Mean
4. Process SigmaVery sensitive indicatorFocuses on defectsDistribution shifted +/- 1.5 sigma
Percent DPMO Sigma
93% 66,807 3.098% 22,750 3.599% 6,210 4.0
99.87% 1,350 4.599.977% 233 5.0
99.9997% 3.4 6.004/28/2023 Measure Tools 37
7. Pareto ChartsVilfredo Federico Pareto was a nine-
teenth-century Italian economist who studied the distribution of incomes in Italy and concluded that a limited number of people made the majority of the wealth.
Pareto-Lorenz maldistribution law: Cause and Effect are not linearly related – 20% or less of causes produce 80% of the effects.
04/28/2023 Measure Tools 40
8. SamplingData collection is expensive and time-
consumingSampling is collecting a portion of all data to
draw conclusionsMinimum sample sizes examples
Continuous data: n = (2s/d)*2Discrete data: n = (2/d)*2 x (p) (1-p)
d = precision, p = proportion, n = sample size, s = standard deviation
04/28/2023 Measure Tools 41
Your assignmentRead Chapters 5, 6, & 7 of Lean Six Sigma
Pocket Toolbook
04/28/2023 Measure Tools 42