6 sigma in manufacturing
TRANSCRIPT
Quality objective that specifies the variability required of a process in terms of the specification of the product so that the products quality and reliability meets and exceeds the customers requirements• Process of eliminating defects Operate with defect levels below 3.4 defects per million
opportunities
691,462308,538
66,807
6,210
233
3.4
1
10
100
1,000
10,000
100,000
1,000,000
0 1 2 3 4 5 6 7
Sigma Value
Defe
ct
per
mil
lio
n o
pp
ort
un
itie
s
Sigma % Good % Bad
Defects per million
opportunities
1 30.90% 69.10% 691,462
2 61.80% 30.90% 308,538
3 93.30% 6.70% 66,807
4 99.38% 0.62% 6,210
5 99.977% 0.023% 233
6 99.9997% 0.00034% 3.4
**graph shown on logarithmic scale**
Companies that early embraced Six Sigma in manufacturing were
Motorola & General Electric. Their version of Six Sigma is focused
on six key principles which are discussed by Bicheno (2006).
Critical to Quality: The customer is the start and what is important
for the customer needs to be identified.
Defect: Anything that does not deliver exactly what the customer
wants
Process Capability: The processes need to be able to deliver what
the customer wants
Variation: As it is experienced by the customer
Stable Operations: The goal is to secure reliable, robust processes
that improve the customer’s experience.
Design for Six Sigma: The design must meet all the customer
requirements and the capability of the process.
The best way to handle the resistance to
change is increased communication,
motivation and education.
Communication is also crucial to success
with the Six Sigma implementation.
This focus on communication ensures that
all employees are aware of the Six Sigma
activities even though not everyone is
involved in the actual projects.
Reduction in costsReduction in waste chainBetter understanding of customer
requirements Improves quality performanceDevelops robust products and processesProvides critical process inputs
Motorola 3M Lockheed Martin Texas Instruments Bell Helicopter Apple Computer Chevron Citigroup Hewlett Packard
Ford Motor Company Honeywell General Dynamics Adolph Coors Eastman Kodak United States Army Xerox NASA Etc.
Adopting lean and six sigma over a decade ago has allowed General Cable to remain competitive in an extremely price-sensitive and cyclical industry. The company has 6 master black belts, 64 black belts, 211 green belts, 290 lean technicians that enable them to have a consistency of response — in other words, everyone has both the tools and knowledge to handle situations. As a result of this continuous improvement mindset, General Cable is expected to drive down costs by several percentage points annually.
http://www.industryweek.com/articles/lean_and_six_sigma_drive_continuing_improvement_at_general_cable_27421.aspx?sectionid=1
Continuous improvement has been a part of Crown Equipment’s philosophy since its founding in 1945. With decades of success and an impressive history of growth stems, leaders at Crown Equipment strive to find new ways to use Six Sigma and stay aware of changing technology and market trends. Crown’s keen awareness and Lean corporate efforts allow Crown to identify root causes and advance tools to achieve higher desired outcomes.
http://www.reliableplant.com/Read/26209/six-sigma-crown-equipment