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8/17/2019 Six Sigma Introduction.ppt
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Six Sigma
IntroductionIntroduction
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Lean Definition
C M
L e an
Current State Future State
The Lean System crossing
Value Stream Map
6 S i gm a
A strategy for achieving Continual Improvement in performance
through the Enhancement of VALUE in all resources and timeinvested throughout the total business process.
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Lean System
When I’m going
to get there
Where I
!ant to "e###
Where I am###
Why I am here###
$roduct Family
Identification
%usiness Strategy
Current State Map Future State Map
Implementation
$lan
Lean &ools!"hen I #no$ the solution%
6 Sigma!"hen I don&t have the solution%
Constraint Management!Control $hile I&m Improving%
$rocess ' Information
Flo!
Customers
Suppliers
(S
& $ M
S M ) D
Continuous Flo!
$ull
Standardi*ed Wor+
$o+a,-o+e
.o! I’m going to get there###
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What /re &he Steps
Strategy Definition
Current State Map
Constraint Management
Lean &ools
Future State Map
6 Sigma &ools
Implementation $lan V S
M
V S
M
0ai*ens0ai*ens
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((
What is the 1Six Sigma2 Concept3
) *eveloped at +otorola in the 1,-&s) Uses facts /or data0 and statistics
) ocused on problem solving
) elps drive defects to near 34ero& and reduce $aste
) Can be used in all departments
) 5ot 6another 7uality 8rogram9
W.4’S 5SI7
I&3
A TOOL TO DRIVE BUSINESS RESULTS
Financial InstitutionsFinancial Institutions
Small ManufacturersSmall Manufacturers
.ospitals
.ospitals
Large ManufacturersLarge Manufacturers
Large CitiesLarge Cities
5ni8ersities5ni8ersities
&elecoms&elecoms
4ur Competitors4ur Competitors
4ur Customers4ur Customers
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What is Six Sigma3
;i< sigma is the fastest gro$ing business management system inindustry today.
Centred on a po$erful problem solving and process optimisationmethodology.
=he main thrust of si< sigma is the application of statistical tools in thecontedisciplined? easy to follo$ methodology.
;i< sigma is a defect reduction methodology. It uses Define9Define9Measure9 /nalyse9 Impro8eMeasure9 /nalyse9 Impro8e and Controland Control tools to reduce variation @improve areas of the business.
+ost companies have bet$een ( and ( defects per millionoperations? or about sigma.
=he goal is to reduce defects to the point $here errors $ould be
almost non e
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BB
Six Sigma
ree# letter D loo#s li#e this 6 σ 9
A 3sigma level& measures the process[its ability to generate no defects]
=he higher the sigma level the better [the less likelihood a defect will occur]
As the sigma level of a process increases
D Costs decrease
D *efects decrease
D Cycle time decreases
D Customer ;atisfaction increases
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.o! Does 6
Measure
Sigma : 7ood : %ad D$M4
;; : 6>#;: 6>;9?6@
@@ 6>#;: : BB: =#=@#>>>B: =#===
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6
$ractical Meaning3
Long-Term Yield
>>: 7ood Four Sigma
5#S# $ostal System
2? lost articles of mailhour
/irline System
=$o short> long>landingsday
Medical $rofession
2? $rong drug
prescriptionsyear
>>: 7ood Four Sigma
5#S# $ostal System
2? lost articles of mailhour
/irline System
=$o short> long>landingsday
Medical $rofession
2? $rong drug
prescriptionsyear
>>#>>>66: 7ood Six Sigma
5#S# $ostal System
;even lost articles of mailhour
/irline System
Fne short> long>landingfive years
Medical $rofession
:- $rong drug prescriptionsyear
>>#>>>66: 7ood Six Sigma
5#S# $ostal System
;even lost articles of mailhour
/irline System
Fne short> long>landingfive years
Medical $rofession
:- $rong drug prescriptionsyear
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&he Focus of Six Sigma###
- fEx;9 x
@9 x
<9 x
? x
n
G4utput’ is a function of a num"er of Ginputs’#
7ood Carrot ca+e a function of Eflour9 carrots9 recipe9 sugar97ood Carrot ca+e a function of Eflour9 carrots9 recipe9 sugar9
cinnamon9 eggs9 frosting9 oil9 "a+ing soda9 heat9 Gto last item’cinnamon9 eggs9 frosting9 oil9 "a+ing soda9 heat9 Gto last item’
In other !ords G7ar"age in yields gar"age out’
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1111
$remise for Six Sigma Methods
A 3defect& is process output outside ofcustomer e
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Measurements /re Critical ###
If $e can&t accurately
measure something?
$e really don&t #no$
much about it. If $e don&t #no$ much
about it? $e can&t
control it.
If $e can&t control it? $e
are at the mercy of
chance.
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Six Sigma 4"Hecti8es
) aining process #no$ledge
) Achieving continuous process improvement
) +a#ing fact>based decisions
) Applying the right tools to achieve business obHectives
) +a#ing positive behavioral changes
7etting eal %usiness esults
Customer Satisfaction
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Six Sigma Comparison
;i< ;igma;i< ;igma =raditional=raditional
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1(1(
Impro8ement oadmap4"Hecti8e
*efine the problemWhat is the Gpro"lem’3
.o! do !e +no!3
What’s causing it3
.o! can it "e impro8ed3
.o! do !e G+eep it on trac+’3
&he (,step
Six Sigma
$ro"lem
Sol8ing
$rocess
=a#e measurements @ verify accuracy
Identify the critical fe$ factors $hich
directly influence the problem
*etermine $ays to improve the results
D
M/
I
C+a#e sure the problem does not
re>occur by controlling the fe$ factors
$hase ;J
Define
$hase ;J
Define
$hase @J
Measure
$hase @J
Measure
$hase
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1:1:
emem"er -fEx;9 x@ xn#3
8ractical 8roblem8ractical 8roblem8ractical 8roblem
y f x x xn= ( , ,..., )1 2
;tatistical 8roblem;tatistical 8roblem;tatistical 8roblem
"hat are the JsK
"hat is the relationship of the &sK
8ractical ;olution8ractical ;olution8ractical ;olution ;tatistical ;olution;tatistical ;olution;tatistical ;olution
"hat are the main inputs? their effectsand optimum values
D)FI) M)/S5)
IM$4V)C4&4L
//L-S)
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1B1B
Six Sigma oadmap $hases ' &ools
Control Plans
Capability Study
Design of ExperimentsComponents of Variation Study
Statistical Process Control
Measurement Systems Analysis
Potential Failure Mode Effects Analysis
Cause & Effect Matrix
Tougt & Process Map
VSM
Define Measure Analy!e "mpro#e Control
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1-1-
Logic %ehind a Six Sigma $roHect
MM AA II CCDEFINEDEFINE
Clarify business
strategy andcustomer input
Assign resources:
Champion, BB, GB,other
Select projects:
VSM, strategy,customers, etc.
Define project teamand revie !
support structure
Determine majoroutputs: Big "#s$ of
the project %C&'s(
Develop initialTougt Map
Define baseline,and objectives for
)ey project metrics
Define Pro$ectCarter and agree
on savings
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Logic %ehind a Six Sigma $roHect
AA II CCMEASUREMEASURE
Develop ProcessMap ith inputs %*s(
and outputs %ys(
+pdate TougtMap and revise
Pro$ect Carter
Classify inputs %*s(in rocess -ap
%C ! C(
Define actions forinputs %*s( ith high/ 0 Control Plan
Complete MSA forinputs %*s( ! outputs
of interest
Develop Causeand Effect Matrix
1dentify )ey inputs%top *s( from C23
-atri* *
Define baseline for)ey outputs %ys(
SPC ! Capability
Complete FMEA for)ey inputs %top *s(
DD
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Logic %ehind a Six Sigma $roHect
II CCANALYZEANALYZE
Define majoreffects: )ey inputs 0
outputsMulti%Vari C'V
Develop Design of3*periments plan
+nderstand effects:Ci%S(uare,A)'VA and*egression
Define improvementopportunities and
update TougtMap
Define relationshipsbeteen inputs and
outputs 0 y+f,x-
Conduct Design ofExperiments 0
D43
Define ho toeliminate ! reduce
output variation %ys(
-onitor process forcritical *s and ys
SPC ! Capability
Conductconfirmation studies
and D43s
DD MM
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Logic %ehind a Six Sigma $roHect
CCIMPROVEIMPROVE
1mplement processimprovements forcritical *s and ys
Conduct D'E optimi5ation studies
%/esponse
Surface(
Continue to learnabout y+f,x- andupdate Tougt
Map
+pdate Pro$ectCarter
Document ! monitorimprovements
SPC ! Capability
+pdate Process Map, MSA, FMEA and Control Plan
Define follo6upactions and
responsibilities
Define financialimpact of
improvements
DD MM AA
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Logic %ehind a Six Sigma $roHect
CONTROLCONTROL
Define controlmethods for critical
*s ! ys: Control
Plan
3stablish ! revie'uality System
procedures
7inali5e ProcessMap and FMEA
+pdate Pro$ectTrac.ing and Cost
'ut
3nsure capablemeasurementsystems: MSA
3stablish processcontrol for critical
*s ! ys: SPC
Document product !process changes
Assure that gainsare sustained
7inali5e financialbenefits ith
Controller
DD MM AA II
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Lean ' Six Sigma
LEA5 +A5UAC=UI5 =AI5I5 @ =FFL;
LEA5 ;I ;I+A MELLF" NEL= =AI5I5 @ =FFL;
=EFM F CF5;=AI5=; /=FC0
Chec# out my other itemsGClic+ Lin+