six sigma
DESCRIPTION
TRANSCRIPT
![Page 1: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/1.jpg)
`
![Page 2: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/2.jpg)
`
Did You Know? How many Billion dollars was saved by Six Sigma.
![Page 3: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/3.jpg)
`
REAL WORLD EXAMPLE: Six Sigma Implementation(Web link:http://www.sixsigma.com/six-sigma-results/)
![Page 4: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/4.jpg)
`
Who is believing?
Companies that implemented
Six Sigma
![Page 5: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/5.jpg)
`
Some Believers
![Page 6: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/6.jpg)
`
CHAPTER 1
Six sigma in perspective
![Page 7: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/7.jpg)
`
Table of contents
1. What is sigma
2. What is Six Sigma
3. Why Six Sigma
4. Six Concepts• Defect Prevention
• Cost of poor quality
• Increasing consistency
• Fact-based Decisions
• Teamwork
5. Tools and Training
6. DFSS
![Page 8: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/8.jpg)
`
What is Sigma?
SigmaA term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of a process.
![Page 9: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/9.jpg)
`
What is Six Sigma?
Six Sigma
A statistical concept that measures a process in terms of defects-at the six sigma level, there 3.4 defects per million opportunities.
![Page 10: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/10.jpg)
`
Why Sigma?
• The word is a statistical term that measures how far a given process deviates from perfection.
• The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process.
• you can systematically figure out how to eliminate them and get as close to "zero defects" as possible. To achieve Six Sigma Quality.
• a process must produce no more than 3.4 defects per million opportunities.
• An "opportunity" is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes.
![Page 11: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/11.jpg)
`
But most companies operate between three and Four Sigma's.Here’s the comparison of Sigma levels Three through Six.
![Page 12: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/12.jpg)
`
Example: How it actually works
3α 900 flights cancellations/week-
USA
Every hour 47,000 ISD Calls drop
11000 typos in 1 Harry Potter Book.
6α 1 Us flight cancellations/3
Weeks
The same number of drops would take 2 years
7 typos in 1 Harry Potter Book
![Page 13: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/13.jpg)
`
Six Sigma Concepts
Prevent defects Reduce variation Focus on the Customer Make decisions based on facts Encourage teamwork
![Page 14: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/14.jpg)
`
Defect Prevention
“Prevention is better than cure” Classic quality control inspected products to find the defects ,then
corrected them. Six Sigma analyzes the process to determine what causes the defects,
then changes the process to prevent them.
Check syntax errors all the time !!!
Comparison of Six sigma and quality Control
Action taken Action is On Effect Is Effect is On Need to Repeat
Quality Control
Inspect Product Correction of Error
1 Product Constantly
Six Sigma Analyse Process Prevention Of defect
All Product None
![Page 15: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/15.jpg)
`
Cost of Quality
• The cost of quality has two main components: the cost of good quality (or the cost of conformance) and the cost of poor quality (or the cost of non-conformance)
![Page 16: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/16.jpg)
`
Cost of poor quality
The cost of poor quality affects:– Internal and external costs resulting from failing to meet requirement
Cost of Poor Quality: Internal Failure Costs
Internal failure costs are costs that are caused by products or services not conforming to requirements or customer/user needs and are found before delivery of products and services to external customers.
Cost of Poor Quality: External Failure Costs
External failure costs are costs that are caused by deficiencies found after delivery of products and services to external customers, which lead to customer dissatisfaction.
![Page 17: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/17.jpg)
`
Six Sigma helps in increasing Consistency.
Consistency is important because it is predictable.
Here’s an example explaining process to determine consistency. The first player has too much variation but his darts were close to the bull’s eye. Six sigma company would prefer the consistency of the second player although he
never came close to the bull’s eye. For a Six Sigma company, the next steps would be to examine the process that
caused the defect and then change the process to eliminate the defect. With training or improved tools ,he should be able to hit the bull’s eye consistently. Consistent ,on-target results are the goal of every company .Six Sigma helps them to
get there.
![Page 18: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/18.jpg)
`
Customer Focus
Six sigma companies Spend a lot of time talking-about-and to-customers
External customers: The ones who buy the products or services the company sells.
Internal customers: The one such as a department that uses a service another department provides.
Six Sigma projects begin by listening to the “voice of the customer”
The entire project life cycle is characterized by constant communication, and it is much more than delivering periodic reports.
![Page 19: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/19.jpg)
`
Fact-Based Decisions
It is important to understand exactly how a process is operating before making any changes.
It is important to ensure that the changes made are the Right ones.
Before making the change six Sigma companies makes sure what the customer really wants.
By having all the facts, six Sigma Eliminates reworks, waste .
![Page 20: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/20.jpg)
`
Teamwork
• Teams are, quite simply , the mechanism Six Sigma companies use to eliminate defects.
![Page 21: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/21.jpg)
`
Tools and Training
Tools
Training
Six sigma companies recognize that training is a necessity. Green Belt: Which consists of up to two weeks of training ,provide basic
knowledge of the concepts and tools. Black Belt: Are given in-depth training ,normally an additional four weeks. Master Black Belt: Specialized training in the statistical tools. This training includes “Real-worlds “ problems.
![Page 22: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/22.jpg)
`
DFSS
Six Sigma process begins after design is complete. It may be impossible to correct all of the problems and achieve the company’s goal of
near-perfection.
DFSS tackles this problem by starting earlier in the process. As its name implies, it focuses on the design of the product or service.
Comparison of Six sigma and DFSS
Action taken
Timing of Action
Action is On
Effects Are Effect is On
Need to Repeat
Six Sigma Analyze At any point in the lifecycle of the process
Any portion of existing Process.
Prevention of defects
All products
None
DFSS Design Before the process
Entirety of new process
Prevention of defects
All products
None
![Page 23: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/23.jpg)
`
Company which uses both Six Sigma and DFSS(Web Link-http://www.raytheon.com/connections/supplier/r6s/)
![Page 24: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/24.jpg)
`
CHAPTER 2
The Six sigma Difference
![Page 25: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/25.jpg)
`
Table of contents
1. What is so much new about Six sigma
2. Six Sigma and Quality Assurance
3. What is CMMI
4. Companies using CMMI for services• Real World Example
5. Six Sigma and CMMI
6. Six Sigma and Lean• Case study
• Real World Example1
• Real world Example
![Page 26: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/26.jpg)
`
What is so much new about Six Sigma?
Question Answer Reason
Is it a new concept? NO It was in use in late 1980’s
Is it a new fad? NO It is currently used by many companies
Why we need this new concept when we have ISO 9001,QA and CMMI and etc?
They never produced desired effect on profitability
![Page 27: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/27.jpg)
`
Six Sigma and Quality Assurance
Quality Assurance
• One of the goals of quality assurance is customer’s satisfaction.
• QA seeks to prevent defects in existing processes.
• Analysis and confirmation of facts before making decisions is not explicit part of a QA.
• QA can be performed by a single department or by one individual.
• QA tends to be more narrowly focused.
Six Sigma
• Greater focus on the customer: In Six sigma companies customer is the most important.
• Six Sigma encourage to challenge the process, even if it is working well.
• The procedures for analyzing processes and ensuring that the implications of making change are fully understood before it is implemented in Six Sigma.
• Six Sigma projects normally cross departmental and functional boundaries.
• Six Sigma impacts everyone and every aspect of a company
Six Sigma had its foundation in the quality movement. But Six sigma encompasses QA principles, it also goes beyond them. The difference between them are:
![Page 28: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/28.jpg)
`
what is CMMI ?
HistoryThe CMMI is the successor of CMMI. The goal of the CMMI project is to
improve usability of maturity models for software engineering and other disciplines, by integrating many different models into one framework. It was created by members of industry, government and the SEI.
Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes.
These levels belong to the continuous representation, apply to an organization’s process-improvement achievement for each process area. There are six capability levels, numbered 0 through 5.
![Page 29: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/29.jpg)
`
CMMI (Capability Maturity Model Int.)
![Page 30: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/30.jpg)
`
These are some of the companies using CMMI for Services
![Page 31: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/31.jpg)
`
Real world Example:CMMI(Web-link-http://cmmiinstitute.com/results/benefits-of-cmmi/)
![Page 32: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/32.jpg)
`
CMMI Process Template for Visual Studio ALM
![Page 33: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/33.jpg)
`
Six Sigma and CMMI
![Page 34: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/34.jpg)
`
Six Sigma and Lean
Six Sigma and Lean should be recognized as complementary. Six Sigma Focuses on improvement of quality. Lean Focuses on speed of the process.It should be obvious that the combination of greater speed with increased quality will result in
improved customer satisfaction.
![Page 35: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/35.jpg)
`
Case Study :Factory using lean(Web-link:http://www.boeing.com/news/frontiers/archive/2002/august/cover.html)
![Page 36: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/36.jpg)
`
Real world Example:Enterprise Boeing adoptes Lean to Identify and Eliminate Waste
(Web link-http://www.boeing.com/news/frontiers/archive/2002/au)gust/cover.html
![Page 37: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/37.jpg)
`
Real world Example(2): Lean manufacturing helps companies survive recession
(Web link- http://usatoday30.usatoday.com/money/industries/manufacturing/2009-11-01-lean-manufacturing-recession_N.htm
)
![Page 38: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/38.jpg)
`
CHAPTER 3
Managing change
![Page 39: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/39.jpg)
`
Table of contents
1. The Human Effects of Change
2. The Roles People Play
3. Components of successful Change• Case Study
4. Communication
![Page 40: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/40.jpg)
`
Managing Change
• A seemingly minor change may have unexpected effects on the employees who are directly impacted by it.
• Human Effects of Change
• One of the principles of Six sigma is that improvement is continous, and improvement by definition means change.
![Page 41: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/41.jpg)
`
The Roles People Play
Roles Sponsors'
Agents
Targets
Advocates
Charactertics They are the champions of
change, the ones who instigate it.
They are the activists who make change happen.
They are those who are changed.
They support the change
![Page 42: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/42.jpg)
`
Components of successful change
Direction.
Commitment.
Sustainability.
![Page 43: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/43.jpg)
`
Components of successful change
Direction
Commitment
Sustainability
1. Vision2. Reason3. Champion
1. Recognizing the benefits of change2. Build a coalition3. Reduce Affected employees
1. Methods2. Measurement3. Control
![Page 44: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/44.jpg)
`
Case Study: British Airways Adopted the change and was Successful.
![Page 45: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/45.jpg)
`
Communication
Formal Communication:It is a planned communication.A communication plan outlines what will be communicated by whom, and when.The questions raised in the meeting areoWhat changes are being planned?oWhy is the change needed?oWhen will it happen?oWho will be impacted?oWhere will it happen?
Informal Communication: These are normally verbal
communication. Whereas informal communications are unplanned.
![Page 46: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/46.jpg)
`
CHAPTER 4
Introduction to DMAIC
![Page 47: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/47.jpg)
`
Table of contents
1. About Six Sigma
2. DMAIC:Goals
3. DMAIC:Objectives
![Page 48: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/48.jpg)
`
About Six Sigma
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process – from manufacturing to transactional and from product to service.
This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC
![Page 49: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/49.jpg)
`
DMAIC: Goals
DMAIC:It is an acronym for five phases in six Sigma that are:
•Define
•Measure
•Analyze
•Improve
•Control
![Page 50: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/50.jpg)
`
DMAIC: Objectives
![Page 51: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/51.jpg)
`
CHAPTER 5
The Definition phase
![Page 52: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/52.jpg)
`
Table of contents
1. Definition Phase
2. The Project Champion
3. Define The Problem
4. Form A Team
5. Establish a Project Charter• Project Charter includes
6. Develop a Project Plan• High-Level Schedule includes
7. Identify The Customer
8. Identify Key Outputs
9. Identify and Prioritize customer requirements
10.Documents the current process• Top-level Map
• Detailed Process Map
• Functional Map
![Page 53: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/53.jpg)
`
Definition Phase
The objective of this phase is to understand the problem to be solved and the process that will be changed as part of the problem resolution so that the correct decisions can be made.
The key steps within the Definition phase are:
• Define the problem.
• Form a team.
• Establish a project charter.
• Develop a project plan.
• Identify the customers.
• Identify key outputs.
• Identify and prioritize customer requirements.
• Document the current process.
![Page 54: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/54.jpg)
`
The Project Champion
This role is essential to the success of the project. The champion is the person who leads the change .She/he is the motivation force ,the spokesperson, and the destroyer of roadblocks.
• An effective champion should be aware of everything about the project.
![Page 55: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/55.jpg)
`
Define the problem
Developing a good problem statement which should be Specific
Measurable
Attainable
Relevant
Time bound
![Page 56: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/56.jpg)
`
Form a Team
Involving people from different department in the team is a basic concept of Six Sigma.
Support Functions to consider for team membership
![Page 57: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/57.jpg)
`
Characteristics of effective Team members Commitment Bias of Action Flexibility Innovation Personal Influence Teamwork Available time
![Page 58: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/58.jpg)
`
Establish a Project charter
The charter is designed to help team members clearly understand why the team was formed.
![Page 59: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/59.jpg)
`
Project Charter Includes
Business case Problem statement Project scope Goals and objectives Milestones Roles and
Real world Example of project Charter(Web link-
http://www.6sigma.us/SixSigmaProjectExample/images/image4_273.png)
![Page 60: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/60.jpg)
`
Develop a Project Plan
The first step in planning the project was to establish a high-level schedule, showing when each of the DMAIC phases was expected to be completed.
![Page 61: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/61.jpg)
`
High-Level Schedule Includes
• Name the process• Establish start and stop points• Determine the output• Determine the customers• Determine the supplier• Determine the input• Agree on five to seven high level
steps
Source: http://www.docstoc.com/docs/33167882/DCIPS-High-Level-MidpointMock-Pay-Pool-Schedule
![Page 62: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/62.jpg)
`
Identify the customersThere are different categories of customers:
• External
• Ultimate
• Internal
Here’s an example to Demonstrate types of Customers
![Page 63: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/63.jpg)
`
Identify Key Outputs
In Six Sigma company the output should include not just tangibles, such as the actual order , but intangibles such as speed of processing and accuracy of information.
![Page 64: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/64.jpg)
`
Identify and prioritize customer requirements.
The heart of Six Sigma is understanding and then delivering what customer need and what will transform them from simply being satisfied to being delighted.
![Page 65: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/65.jpg)
`
Methods to determine customer Requirements.
![Page 66: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/66.jpg)
`
Document the current process
Six sigma organizations use process maps rather than pure description. A process map provides a pictorial representation of process being
analyzed Showing the sequence of tasks along with key inputs and outputs.
Types of process Maps Top-Level Map Detailed process Map Functional Map
![Page 67: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/67.jpg)
`
Top-Level Map
A Top-Level map attempts to reduce a process to major steps.
![Page 68: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/68.jpg)
`
Detailed Process Map Detailed process map displays each step. Including intermediate ones,
pictorially and includes decision blocks.
![Page 69: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/69.jpg)
`
Functional Map
Functional maps clearly delineates responsibilities as well as the sequence of events.
![Page 70: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/70.jpg)
`
Definition Phase
![Page 71: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/71.jpg)
`
CHAPTER 6
The Measurement phase
![Page 72: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/72.jpg)
`
Table of contents
1. The Measurement Phase
2. Determine what to measure• Types of Variation
• Measure what you butter
3. Conduct the measurement• Understanding Variation
4. Calculate Current Sigma level
5. DPMO
6. Determine Process Capability• Capability Indices
7. Benchmark Process headers
![Page 73: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/73.jpg)
`
Table of contents
1. What is so much new about Six sigma
2. Six Sigma and Quality Assurance
3. What is CMMI
4. Companies using CMMI for services• Real World Example
5. Six Sigma and CMMI
6. Six Sigma and Lean• Case study
• Real World Example1
• Real world Example
![Page 74: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/74.jpg)
`
The measurement Phase
To measure the aspects of the current process and collect relevant data.
To revise and clarify the problem statement
To define the desired outcome.
The key steps within the Measurement phase are: Determine what to measure Conduct the measurements Calculate current sigma level Determine process capability Benchmark process leaders.
![Page 75: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/75.jpg)
`
Determine what to measure
In Six Sigma, the team should understand Order of entry process How long each step takes? How many defects were created in each step? Where there were avoidable delays?
To understand the factors that affects the order entry process and then to eliminate defects.
Here’s a mathematical equation which explains it.
![Page 76: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/76.jpg)
`
Types of variation
The traditional 6Ms are:
Element Explanation
Man This is the human element, the differences that occur when more than one person operates a equipment.
Machine Variances among different pieces of the same type.
Material Raw materials or ingredients are included in this category.
Method More than one way to perform a process affect variation
Measurement Because of measurement equipment flawed or different observers.
Mother Nature Environmental factors
![Page 77: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/77.jpg)
`
Measure what you value
One of the Six Sigma tenet is that it is important what you measure.
The characteristics of good measurement are: Relevant Adequate to detect process changes Valid and consistent from time to time Easy
Accuracy of Measurements
Measurement will be used to make decisions ,a six sigma company places a high degree of emphasis on taking accurate measurements.
It is important to define the measurement as clearly as possible.
![Page 78: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/78.jpg)
`
Conduct the measurement
To verify that the current process met the customer requirements that had been identified in the definition phase.
By comparing customer requirement and customer process. After Knowing the customer statisfication average then understanding
the factors caused the variation
![Page 79: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/79.jpg)
`
Understanding Variation
The object of six sigma is to reduce variation so that the process is consistently close to its goal.
Here’s an example how it works A company’s statistics to see if they is consistency
![Page 80: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/80.jpg)
`
statistics to see if they is consistency
![Page 81: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/81.jpg)
`
Statistics to see if there is consistency
mean(average)=15.6
median (middle number)=15 days
standard deviation=5.8
If the standard deviation is >2 then there is a large variation and little correlation in the data. Identifying abnormal data and removing it will ensure that a better sample may be taken.
![Page 82: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/82.jpg)
`
After the team completes its measurements Although if they have some theories about the causes of variation.
They were not yet ready to analyze their finding .Instead, they prepare to calculate the sigma level of the current process.
By plotting the graph we can identify the abnormal data and removing it will ensure that a better sample may be taken.
![Page 83: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/83.jpg)
`
Calculate Current Sigma Level
Six Sigma Level measurement of defects• Defect: A failure to meet the specification .• Unit: The Smallest measurement of output.• Defect per unit(DPU) :The total number of defects in a sample divided by the
total number of units in the sample.• Defective: A unit with one or more defects. Unlike defects, Which are measured
at various points in the process• Opportunity: The chance to create a defect in a single unit.
![Page 84: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/84.jpg)
`
DPMO(Defects per Million Opportunities): This metric, which is key to determining Sigma level
• Defects Per Million Opportunities or DPMO can be then converted to sigma values using Yield to Sigma Conversion Table.
• According to the conversion table• 6 Sigma = 3.4 DPMO
![Page 85: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/85.jpg)
`
Here’s an example of DPMO to Sigma conversion Table
![Page 86: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/86.jpg)
`
Determine Process Capability
Process Capability is calculating process capability is to compare the process’s normal variation against the customers specification limits.
This is referred as a comparison of the “voice of the process” with the “voice of the customer”
![Page 87: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/87.jpg)
`
Capability Indices
Six Sigma organization use two indices , Cp and Cpk The formulas
Where
USL=Upper Specification limitLSL=Lower Specification limit =Standard deviation =mean of the process
•Cp reflects the ability to produce consistent results•Cpk indicates whether or not those results meet the goal.
i
![Page 88: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/88.jpg)
`
Benchmark Leaders
The objectives of benchmarking are to:
![Page 89: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/89.jpg)
`
Measurement Phase
![Page 90: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/90.jpg)
`
CHAPTER 7
The Analysis phase
![Page 91: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/91.jpg)
`
Table of contents
1. Analysis Phase
2. Determine what caused the variation• Noise Variations
3. Brainstorm ideas for process improvements• Control-Impact Matrix
4. Determine which improvements have the greatest impact on customer requirement
5. Develop Proposed process map
6. Assess Risk Associated with revised process
![Page 92: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/92.jpg)
`
Analysis Phase
The objective of analysis phase is to analyze the data that was collected in the previous phase, determine the root cause of the problems,and propose solutions to them.
The steps followed in this phase are Determine what caused the variation. Brainstorm ideas for process improvements. Determine which improvements would have
the greatest impact on meeting customer requirements. Develop a proposed process map. Assess the risks associated with the revised process.
![Page 93: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/93.jpg)
`
Determine what caused the variation
Identifying the cause of variation
Thorough understanding of the current process and being able to design new processes.
Common causes are the ones the six sigma team can try and eliminate.
To know difference between common causes and special causes, so that only common ones are addressed.
The difference can identified by plotting run charts such as the I & MR( moving range values)
Example of I and MR run charts
The points above the USL are the special causes which should be dealt with.
![Page 94: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/94.jpg)
`
Noise Variables
Some variables are characterized as noise.
Noise variables are typically divided into three groups: Positional: variation from machine to machine or operator to operator. Sequential: Variation from piece to piece or process step to process
step. Temporal: Variation from hour to hour, shift to shift, day to day.
After further investigation into cause of variation If the team was unable to find any one cause for variation.
They analyze the process map to determine which steps were not value-added .Those might be the reasons for the delays.
![Page 95: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/95.jpg)
`
Brainstorm Ideas for Process Improvement
Brainstorming helps define and display major causes, sub causes and root causes that influence a process.
Visualize the potential relationship between causes which may be creating problems or defects.
![Page 96: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/96.jpg)
`
Control-Impact Matrix:A visual tool that helps in separating the vital few from trivial many.
![Page 97: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/97.jpg)
`
Determine which Improvements Have the Greatest Impact on Customer Requirement.
Satisfying customers was of paramount importance. The team has to sought to determine which improvements would
benefit customers the most. The team’s initial step was to list the customer requirements and the
proposed improvements. Then rank each improvement according to the degree to which it
would satisfy each requirement. After rating all the requirements ,the team has add them to the
customers importance rankings. By comparing the total values ,team members could see the relative
effects that their proposed changes would have on the customers.
![Page 98: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/98.jpg)
`
Develop Proposed Process Map
Next step is to develop Revised process maps. Process Map Analysis: Visually highlights hang off points/ working relationships between
people, processes and organization. Helps identify rework loops and non value add steps.
A model of a process map
![Page 99: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/99.jpg)
`
Assess Risks Associated with Revised Process.
Assessing the risks associated with the revised process.
To perform the risk analysis, a tool called Failure modes and effects analysis(FMEA) is used.
The objectives of an FMEA are: Identify ways in which a process might fail to meet customer
requirements(the failure mode). Determine which potential failures would have the greatest effect on
the customer. Evaluate current controls that are designed to prevent the failure. Develop a corrective action plan to prevent the failure and document
its results.
![Page 100: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/100.jpg)
`
FMEA provides an importance ranking for each potential failure mode. This is called the risk priority number(RPN). The higher the RPN’s, the more serious the impact of the failure. Items with high RPNs normally have corrective action plans developed
to mitigate the risks.
![Page 101: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/101.jpg)
`
FMEA MODEL WORKSHEET
![Page 102: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/102.jpg)
`
•Team members knew what had caused variation .They identified possible process changes and had weighted those against customer requirements to select the ones that would have the greatest impact on customers.•They have assessed and mitigated risks.
Analysis Phase
![Page 103: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/103.jpg)
`
CHAPTER 7
The Improvement Phase
![Page 104: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/104.jpg)
`
Table of contents
1. The Improvement Phase
2. Identify Improvement breakthroughs
3. Selecting high gain alternatives• Impact Assessment
• Approval Checklist
4. Implementing Improvements.
![Page 105: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/105.jpg)
`
The Improvement Phase
This is the phase where all the work you have done so far in your project can come together and start to show some success. All the data mining and analysis that has been done will give you the right improvements to make to your processes.
Tasks performed in the Improvement Phase are: Gain approval for the proposed changes. Finalize the implementation plan. Implement the approved changes.
![Page 106: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/106.jpg)
`
Identify Improvement Breakthroughs
In the first stage of Improve it is important to include the people who are involved in performing the process.
Apply idea-generating tools and techniques to identify potential solutions that eliminate root causes.
A variety of techniques are used to brainstorm potential solutions to counter the root causes identified in Analyze phase.
After identifying the potential solution its important to select solutions to implement.
![Page 107: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/107.jpg)
`
Selecting High Gain Alternatives
The team should develop an impact assessment document which should include both positive and negative that the proposed process improvements will have.
Develop criteria to evaluate candidate improvement solutions. Think systematically and holistically. Prioritize and evaluate the candidate solutions against the solution
evaluation criteria. Conduct a feasibility assessment for the highest value solutions. Develop preliminary solution timelines and cost-benefit analysis to aid
in recommendation presentation and future implementation planning.
![Page 108: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/108.jpg)
`
Impact assessments charts
![Page 109: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/109.jpg)
`
Approval checklist
• After a impact assessment chart then a approval checklist is designed to ensure that all necessary approvals are documented on a single form
Real World Example:Aprroval checklist
![Page 110: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/110.jpg)
`
Implementing Improvements
• Planning the implementation is largely a matter of basic project management.
• The team needs to plan the budget and time line of the implementation, determine roles and responsibilities, and assign and track tasks.
• Tools for planning include Gantt charts, planning grids and flowcharts.
• A deployment flowchart can be created for the implementation process itself, as well as for the new process that will be followed as a result of the improvements being implemented.
![Page 111: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/111.jpg)
`
CHAPTER # 7
The Control Phase
![Page 112: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/112.jpg)
`
Table of contents
1. Control Phase
2. Quality Control
3. Standardization
4. Control methods and alternatives
5. Responding when defects occurs
6. Conclusion• Case Study
![Page 113: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/113.jpg)
`
The control Phase
Control phase is to ensure that the gains obtained during Improve are maintained long after the project has ended.
To that end, it is necessary to standardize and document procedures, make sure all employees are trained and communicate the project’s results.
The project team needs to create a plan for ongoing monitoring of the process and for reacting to any problems that arise.
![Page 114: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/114.jpg)
`
The four objectives of control are: Quality control Standardization Control methods and alternatives Responding when defects occur
![Page 115: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/115.jpg)
`
Quality control
The ultimate purpose in control is overall assurance that a high standard of quality is met. The customer's expectations depend on this, so control is inherently associated with quality.
Since the purpose to Six Sigma is to improve overall process by reducing defects, quality control is the essential method for keeping the whole process on track
![Page 116: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/116.jpg)
`
Standardization
• One feature of smooth processing is to enable processes to go as smoothly as possible. This usually means standardization.
• We need to devise a control feature to processes so that the majority of work is managed in a standardized manner.
![Page 117: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/117.jpg)
`
Control methods and alternatives
• The development of a new process of any change to an existing process requires the development of procedures to control work flow.
• When a process cannot be managed in the normal manner, we need to come up with alternatives short of forcing compliance to the standardized method.
![Page 118: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/118.jpg)
`
Responding when defects occur
• The final step in a control process is knowing how to respond once a defect is discovered.
• The weak links in the procedure, where defects are most likely to occur, can and should be monitored carefully so that defects can be spotted and fixed before the process continues.
• In the best designed systems, defects can be reduced to near zero, so that we may actually believe that Six Sigma can be attained.
![Page 119: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/119.jpg)
`
Conclusion:The project team determines how to technically control the newly
improved process and creates a response plan to ensure the new process maintains the improved sigma performance.
Closing Out the Project
• established the customer requirement (CTQ)
• measured the process against that requirement
• clarified the problem that had to be addressed
• confirmed one or more root causes of that problem
• identified one or more solutions to counter the root causes
• demonstrated that the solutions implemented result in substantial improvement in the CTQ metrics
• rolled out the new process
• standardized and documented the new process
• created a plan for monitoring the process and responding to performance problems
![Page 120: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/120.jpg)
`
Case study1:US ARMY benefits more than $2 billons by using Six Sigma.
![Page 121: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/121.jpg)
`
Pros and cons
![Page 122: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/122.jpg)
`
Advantages
Emphasis on achieving attainable goals Implementing projects that will produce results Effective use of scientific techniques and precise tools Infuses upper management with passion and dedication Integrated concepts benefiting employees and customers Using information that has real world meaning
![Page 123: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/123.jpg)
`
Disadvantages
Projects which are directed are selected by organizations subjectively rather than objectively, which means that goals may be mistakenly thought of as attainable and favorable when in fact they may eventually be a waste of resources and time
![Page 124: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/124.jpg)
`
Salaries for Six Sigma Professionals
![Page 125: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/125.jpg)
`
Real World Example:Typical Gain From Design for Six Sigma Projects
(weblink:http://www.isixsigma.com/press-releases/300k-typical-gain-design-six-sigma-projects/)
![Page 126: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/126.jpg)
`
Commercial Electronics
South Korea based company-wide implementation of DFSS, including South Korea, Hungary, India, Indonesia, Malaysia,
Mexico, Spain, United Kingdom and United States.
SOME OF DFSS CLIENTS
![Page 127: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/127.jpg)
`
Satellite Manufacturer
Implemented Design for Six Sigma
![Page 128: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/128.jpg)
`
Design For
Six
SigmaChapter 10
Introduction to DFSS
![Page 129: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/129.jpg)
`
Table of contents
1. The need for DFSS
2. What is DFSS
3. Difference between Six Sigma and DFSS
4. Different DFSS methodologies
5. Phases of DFSS
![Page 130: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/130.jpg)
`
The need for DFSS
• Six Sigma has limitations, and after a few years of dramatic quality improvements, companies may find themselves faced with decreasing returns on their quality improvement efforts.
• The problem is not Six sigma itself but the fact that effort is being expended to perfect flawed processes and products.
• Design for Six Sigma takes a different approach and helps companies build in quality from the beginning.
![Page 131: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/131.jpg)
`
What is DFSS?
• DFSS stands for Design For Six Sigma - an approach to designing or re-designing a new product or service for a commercial market, with a measurably high process-sigma for performance from day one.
• The intension of DFSS is to bring such new products to market with a process performance of around 4.5 sigma or better, for every customer requirement.
• This implies an ability to understand the customer needs and to design and implement the new offering with a reliability of delivery before launch rather than after.
![Page 132: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/132.jpg)
`
Difference between Six sigma and DFSS
• It is important to note that two strategies are neither mutually exclusive nor dependent on each.
Element Six sigma DFSS
Focus Existing process New process
Goal Reduce Variation Reduce variation and optimize performance
Time required to implement improvements
shorter longer
Potential financial results lower Higher
Payback period lower Higher
Best suited for Maximizing current process Developing new products
Major Effect is on Cp(Reducing Variation) Cpk(centering within customer requirements)
One word Description Reactive predictive
![Page 133: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/133.jpg)
`
Different DFSS Methodologies
Several roadmaps have been proposed. They are very similar to each other. The underlying tools are the same
![Page 134: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/134.jpg)
`
Phases of DFSS
Design for Six Sigma (DFSS) can be accomplished using any one of many methodologies. IDDOV is one popular methodology for designing products and services to meet six sigma standards.
IDDOV is a four-phase process that consists of ID:Identify the opportunity and define the requirements. D:develop the concepts O:Optimize the design V:Verify the design
![Page 135: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/135.jpg)
`
Design For
Six
SigmaChapter 11
The Identification of Opportunities Phase
![Page 136: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/136.jpg)
`
Table of contents
1. The Identification of opportunities phase
2. Crucial Steps
3. Voice of the customer
4. Identify CTQ’s
5. Derive product Requirement-Quality Function deployment(QFD)
![Page 137: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/137.jpg)
`
The Identification of Opportunities Phase
This is where a customer need is identified. A team is established to listen to the customer and convert their needs and expectations into product specifications.
Technical expectations are identified and figured into the plan. Then the plan is put into writing with the roles and responsibilities of
each team member and the milestones are clearly defined. This includes detailed timelines, graphs, and other visual tools to help
keep the project on target.
![Page 138: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/138.jpg)
`
The Crucial Steps of identify phase are: Define the problem Form a team Establish a project charter Develop a project plan Identify the customers, Suppliers and stakeholders Identify Customer Needs - Voice of the Customer (VOC) Process Identify CTQ’s. Derive Product Requirements - Quality Function Deployment (QFD)
![Page 139: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/139.jpg)
`
Voice of the Customer
Identify customer Requirements Identify customer both internal and external Go to “Gemba” Identify Basic, Performance and excitement.
Gemba: The “Real Place” where customers are, and observe first-hand their situation, their problems, their opportunities.
![Page 140: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/140.jpg)
`
• To obtain customer needs, the team should concentrate on surveys and focus on group meeting.
• Prior to creating the customer surveys and conducting the focus groups the team should develop a SIPOC(Supplier, Input, Process, Output and Customer).
• SIPOC Chart: This chart, which can be considered an extension of the list of suppliers and customers and its goals to create a basic understanding of the process and the factors that impact it.
TEMPLATE OF SIPOC CHART
![Page 141: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/141.jpg)
`
• After creating the SIPOC chart ,now team can perform focus meeting and the surveys.
• The outcomes of the focus meeting can be represented in matrix form as shown below
![Page 142: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/142.jpg)
`
• After completion of the focus meeting with internal customers as well external ones and the survey results.
• The team has to transcribe requirements from those documents onto SIPOC i.e Expanded SIPOC.
![Page 143: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/143.jpg)
`
The unspoken requirements could be most important. Even after the survey and focus meeting there might be several
categories of requirements. The kano model is to categorize the requirements that had received
and to brainstorm the unspoken ones.
![Page 144: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/144.jpg)
`
Identify CTQ’s
• Identifying which requirements are critical to quality.
![Page 145: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/145.jpg)
`
Derive Product Requirements - Quality Function Deployment (QFD)
QFD: A quality function deployment matrix is a cause-and-effect matrix.
Reasons for using a QFD matrix Consistency:QFD provides a consistent way of recording key
information about a project. Objectivity:QFD removes subjectivity from the analysis of the
relationship between needs and features.
![Page 146: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/146.jpg)
`
House of Quality
Technical requirements
Voice of the customer
Relationship matrix
Technical requirement priorities
Customerrequirement priorities
Competitive evaluation
Interrelationships
![Page 147: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/147.jpg)
`
QFD Example
Customer Requirements
Importance to Cust.
Easy to close
Stays open on a hill
Easy to open
Doesn’t leak in rain
No road noise
Importance weighting
Engineering Characteristics
Ene
rgy
need
ed
to c
lose
doo
r
Che
ck f
orce
on
leve
l gr
ound
Ene
rgy
need
ed
to o
pen
door
Wat
er r
esis
tanc
e
10 6 6 9 2 3
7
5
3
3
2
X
X
X
X
X
Correlation:Strong positive
PositiveNegativeStrong negative
X*
Competitive evaluationX = UsA = Comp. AB = Comp. B(5 is best)
1 2 3 4 5
X AB
X AB
XAB
A X B
X A B
Relationships:Strong = 9
Medium = 3
Small = 1Target values
Red
uce
ener
gy
leve
l to
7.5
ft/lb
Red
uce
forc
eto
9 lb
.
Red
uce
ener
gy to
7.5
ft/l
b.
Mai
ntai
ncu
rren
t lev
el
Technical evaluation(5 is best)
54321
B
A
X
BAX B
AX
B
X
A
BXABA
X
Doo
r se
al
resi
stan
ce
Acc
oust
. Tra
ns.
Win
dow
Mai
ntai
ncu
rren
t lev
el
Mai
ntai
ncu
rren
t lev
el
![Page 148: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/148.jpg)
`
QFD Levels
technicalrequirements
componentcharacteristics
processoperations quality plan
![Page 149: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/149.jpg)
`
The end result is a collection of data that allows you to identify in order of importance the critical to customer requirements.
These are then used to flow down through the design and manufacturing process to identify all the critical performance items.
![Page 150: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/150.jpg)
`
Design For
Six
SigmaChapter 12
The Definition of the Initial Design Phase
![Page 151: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/151.jpg)
`
Table of contents
1. The Design phase
2. Crucial Steps
3. Identify Potential designs
4. Evaluate the potential designs using pugh concepts selection techniques.
5. Identify potential failure nodes of the feasible design
6. Axiomatic design
![Page 152: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/152.jpg)
`
The Design Phase
The Design phase, the product’s design is laid out. This includes formulating a concept, identifying potential risks
associated with either the project, and a plan is created to either avoid potential risks or to deal with them as they arise.
A plan is developed to procure raw materials and for the manufacturing process.
![Page 153: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/153.jpg)
`
The Crucial Steps of Design Phase are: Identify Potential designs Evaluate those potential designs using pugh concepts selection
techniques. Identify potential failure modes of the feasible design . Axiomatic Design
![Page 154: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/154.jpg)
`
Identify Potential designs
This step is to determine what competition exists and how well that competition satisfies the customers requirement.
There are two approaches to identify competition designs. Purchasing every product that could be competitor Benchmark the other industry leaders.
![Page 155: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/155.jpg)
`
Evaluation of competitors products is done by using the following checklist.
Function: How well the product fulfills its primary purpose. Feactures:The presence and performance of secondary functionality. Conformance: The degree to which product specifications have met. Reliability: Performance measured over time. Serviceability: The ability to repair the product quickly, inexpensively,
and effectively. Aesthetics: Overall sensual experience. Perception: Reputation of both the product and the company.
![Page 156: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/156.jpg)
`
• A QFD chart is created for competitive product assessment
![Page 157: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/157.jpg)
`
Evaluate the potential designs using pugh concepts selection techniques
To evaluate multiple choices, including developing a matrix of solutions and requirements and assigning weighting factors to each intersection as done for competitive products.
Pugh uses a simpler scale to indicate whether each solution is better, worst, or the same as the baseline.
Typically, the scale is plus, minus, and zero, although some companies replace the zero with an “s” for “same”.
Others use color coding, with red being worse, green better, and white neutral.
![Page 158: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/158.jpg)
`
Pugh selection matrix Applicable to a variety of
situations Customer requirement driven Excellent tool to aid decision
making Provides good documentation
![Page 159: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/159.jpg)
`
Identify potential failure modes of the feasible design
• Before starting this step the team must complete, the first draft of QFD.
• This means identifying the “how's”, determining the relationship between those “how's” and the customer requirements the “what's”.
![Page 160: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/160.jpg)
`
The Next step is to create a Failure Modes and Effects Analysis(FMEA) FMEA is a method of planning for perfection is to identify everything
that could go wrong with a process, and then ensure that their design prevents those failures.
![Page 161: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/161.jpg)
`
• The actions that were identified as part of the FMEA.
Once the team entered the product feactures into the matrix,the next step was to access the degree to which each of the features would impact customer satisfaction.
![Page 162: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/162.jpg)
`
Axiomatic Design
• Axiomatic Design:
• Helps Design teams evaluate the “goodness” of designs.
• Decomposes customer requirements into “domains”:customer, Functional, Physical, process.
![Page 163: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/163.jpg)
`
This can be done by using TRIZ Matrix
![Page 164: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/164.jpg)
`
Design For
Six
SigmaChapter 13
The Development of Concept Phase
![Page 165: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/165.jpg)
`
Table of contents
1. The Development of concept phase
2. Define the proposed product and process
3. Identify possible causes of variation in the process
4. Model the design
5. Identify potential risks and mitigation of risks and mitigation plans
6. Develop quality measures for the process
![Page 166: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/166.jpg)
`
The Development of Concept Phase
The objective of this phase is to determine whether the proposed design is capable of satisfying the customers CTQs’.
The process a team should be followed included five steps: Define the proposed product and process. Identify possible causes of variation in the process. Model the design. Identify potential risks and mitigation plans. Develop quality measures for the process.
![Page 167: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/167.jpg)
`
Define the proposed product and process
In this step the project’s objectives are communicated among the team with the help High-level process map(with inputs included).
With the PMAP it will be helpful to explain the process, identifying the variables that could impact the desired output; that is, the satisfaction of the customers’ CTQs.
![Page 168: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/168.jpg)
`
Identify Possible causes of variation in the process
There are Six easily recognized types of variation, often referred to as Six Ms
Element Explanation
Man This is the human element, the differences that occur when more than one person operates a equipment.
Machine Variances among different pieces of the same type.
Material Raw materials or ingredients are included in this category.
Method More than one way to perform a process affect variation
Measurement Because of measurement equipment flawed or different observers.
Mother Nature Environmental factors
![Page 169: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/169.jpg)
`
Model the Design
Checking whether the product meets the customers requirement and it would cost effective to produce it.
DOE (design of experiments) is used to determine CTQs and their influence on the technical requirements (transfer functions)
The objective of DOE is to vary multiple parameters at the same time, determining the optimum combination.
![Page 170: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/170.jpg)
`
Identify Potential Risks and Mitigation Risks and Mitigation Plans
The process should be mistake-proof . To do that, the team need to identify potential risks and develop
mitigation plans for those risks. Assess risks of key areas: technology, cost, schedule, market, etc. Use formal tools: FMEA, etc. Quantify risks: probability of failure and impact of failure Formulate responsive projects to reduce high risks.
![Page 171: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/171.jpg)
`
Develop Quality Measures for the Process
• The final step in concept development is the creation of quality measurements for the new process.
• The measurement of the process is included in Scorecard.
• Scorecard is color-coded .
• All unfavorable actuals are shown in red, while favorable ones are shown in green.
![Page 172: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/172.jpg)
`
Design For
Six
SigmaChapter 14
The Optimization Phase
![Page 173: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/173.jpg)
`
Table of contents
1. The optimization phase
2. Robust Design
3. Parameter design
4. Tolerance design
![Page 174: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/174.jpg)
`
The Optimization Phase
The Optimize phase first assesses the process to ensure that all the critical design parameters are being met.
Then the process is designed for performance, reliability, and is error-proofed as well. Cost analysis is done to avoid excess spending, especially for the start up costs, which can quickly go over budget if not constantly monitored.
![Page 175: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/175.jpg)
`
Robust design
Optimization begins with what is commonly referred to as robust design.
Robert design has its objective creating products or processes that exhibit the same behavior regardless of the operator, environment , or passage of time.
The re are two major steps in designing for robustness Parameter design Tolerance design
![Page 176: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/176.jpg)
`
A Robust Design Experiment Layout
1 2 ……….... 1
1 1 ……….... 2
1 2 ……….... 2
i j 1 2 ……….... n
1 1 1 1 1 y 11 y 12 ……….... y 1n
2 1 2 2 2 y 21 y 22 ……….... y 2n
3 1 3 3 3 y 31 y 32 ……….... y 3n
……
……
…
……
……
…
……
……
…
……
……
…
……
……
…
……
……
…
……
……
…
……
……
…
……
……
…
m 3 3 2 1 y m1 y m2 ……….... y mn
Noise Factors
Control Factors Performance Measures
1211 SNR,s,y
2222 SNR,s,y
m2mm SNR,s,y
![Page 177: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/177.jpg)
`
Parameter design
The first goal of parameter design is to obtain facts so that decisions can be based on them.
In case of parameter design, those facts include: The identification of all the variables (parameters) involved in a
process . Obtaining an understanding of the variables effect on each other.
![Page 178: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/178.jpg)
`
This is a continuation of the exploration of the transfer function in the process.
A transfer function is the official term for the Y=f(x1,x2,….) equation. The objective of this first step is to understand all the X values in the
equation and to quantify their relative importance. The goal is to identify and focus on the factors that will have the
greatest effect on the output.
![Page 179: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/179.jpg)
`
Tolerance Design
The objective of tolerance design is to adjust parameters to provide the maximum quality possible at the minimum cost.
Tolerance design is all about balancing cost against performance and quality.
Looking at all the input standard deviation of the system. Determines which have the largest impact on the output variations. Focus on controlling those with the largest impact.
![Page 180: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/180.jpg)
`
Tolerance Design
loss lossno loss
nominaltolerance
loss loss
Traditional View
Taguchi’s View
![Page 181: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/181.jpg)
`
Design For
Six
SigmaChapter 15
The Verification Phase
![Page 182: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/182.jpg)
`
Table of contents
1. The verification phase
2. The prototype
3. The pilot
![Page 183: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/183.jpg)
`
The Verification Phase
The final phase is to Validate. This is where the design and processes are tested, analyzed, and
changed as necessary. Prototypes are validated as well for how close they come to meeting
the customer’s needs and expectations, along with their performance and their DPMO rating.
If the design is flawed, improvements are made now, as are changes to the process.
![Page 184: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/184.jpg)
`
The Crucial Steps of this phase are: The Prototype The Pilot
![Page 185: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/185.jpg)
`
The Prototype
A Prototype is a first full-scale and usually functional form of a new type or design of a construction.
The prototype should be as close to the final product as possible. The objectives of the prototype testing were twofold: To verify that the product performed as expected. To determine under what conditions the product would break.
![Page 186: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/186.jpg)
`
The Pilot
After proving that prototype would the customers’ requirements, then the team can proceed to verification of the pilot.
The pilot seeks to verify that the process is robust. The objective is to test the final production process, identify any
defects, and correct them prior to beginning full-scale production.
![Page 187: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/187.jpg)
`
SUCCESS STORIES
![Page 188: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/188.jpg)
`
GMGM
FordFord
ToyotaToyota
ChryslerChrysler
EatonEaton
Dana CorporationDana Corporation
Rockwell Int’l AutomotiveRockwell Int’l Automotive
TRW AutomotiveTRW Automotive
ITT AutomotiveITT Automotive
JaguarJaguar
Cost reduction, warrantees, recalls, new design, patent circumvention, failure analysis, failure prediction, training
Break squealBreak squeal
Brake roughnessBrake roughness
Noise and vibrationNoise and vibration
TransmissionTransmission
Air bagAir bag
Electrostatic paintElectrostatic paint
Tail lightTail light
Seat coverSeat cover
Wind tunnelWind tunnel
Plastic fuel tankPlastic fuel tank
Six Sigma & DFSS Clients Successes-To-Date:AUTOMOTIVE INDUSTRY
![Page 189: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/189.jpg)
`
DowDow
AmocoAmoco
DupontDupont
ConocoConoco
SolutiaSolutia
Rohm & HaasRohm & Haas
Cost reduction, breakthrough/discovery, manufacturing processes, safety, quality, reliability, failure analysis
PlasticsPlastics
Chemical processingChemical processing
CatalystsCatalysts
ReactorReactor
Aromatic oxidationAromatic oxidation
Distillation/separationDistillation/separation
New material New material development/designdevelopment/design
Six Sigma & DFSS Clients Successes-To-Date:CHEMICAL INDUSTRY
![Page 190: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/190.jpg)
`
ExxonExxon
MobilMobil
AmocoAmoco
ShellShell
Cost reduction, reliability, failure analysis, new design, training
ExplorationExploration
Method of discoveryMethod of discovery
RefineriesRefineries
Post processingPost processing– GasGas– Fuel oilFuel oil
Enhanced oil recoveryEnhanced oil recovery
Dual grading drillingDual grading drilling
Expandable casingExpandable casing
Hydro carbon processingHydro carbon processing– on shoreon shore– off shoreoff shore
TransportationTransportation
Six Sigma & DFSS Clients Successes-To-Date:OIL INDUSTRY
![Page 191: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/191.jpg)
`
Johnson & JohnsonJohnson & Johnson
CardiovascularCardiovascular
RocheRoche
Bristol MyersBristol Myers
Zeneca (UK)Zeneca (UK)
New design, patent circumvention, cost reduction, failure prediction, training
Medical instrumentationMedical instrumentation
Sanitary productsSanitary products
Blister packaging of pillsBlister packaging of pills
Six Sigma & DFSS Clients Successes-To-Date:MEDICAL INDUSTRY
![Page 192: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/192.jpg)
`
HoneywellHoneywell
MotorolaMotorola
Philips ElectronicsPhilips Electronics
HitachiHitachi
ITTITT
Arteche (Spain)Arteche (Spain)
VisteonVisteon
Northern Telecon (Canada)Northern Telecon (Canada)
SolarexSolarex
HelixHelix
ToshibaToshiba
SonySony
LG ElectronicsLG Electronics
Cost reduction, new technologies, reliability, manufacturing processes, training
Cell phonesCell phones
MicrochipsMicrochips
PC boardsPC boards
RadioRadio
HeadsetHeadset
High voltage transformersHigh voltage transformers
Power suppliesPower supplies
Navigation systemsNavigation systems
Six Sigma & DFSS Clients Successes-To-Date:ELECTRONICS/ELECTRICAL INDUSTRY
![Page 193: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/193.jpg)
`
BoeingBoeing
Pratt & WhitneyPratt & Whitney
Techspace Aero (Belgium)Techspace Aero (Belgium)
HoneywellHoneywell
Allied SignalAllied Signal
Rockwell InternationalRockwell International
Rolls RoyceRolls Royce
McDonnel Douglas McDonnel Douglas AerospaceAerospace
NASANASA
Hughes AircraftHughes Aircraft
TRWTRW
BF GoodrichBF Goodrich
LittonLitton
Cost reduction, safety, reliability, quality, new design, failure analysis and prediction, training
C-17C-17
F-22F-22
EnginesEngines
ValvesValves
Containment ringContainment ring
Six Sigma & DFSS Clients Successes-To-Date:AVIATION INDUSTRY
![Page 194: Six sigma](https://reader034.vdocument.in/reader034/viewer/2022051818/54bac3624a795942378b456e/html5/thumbnails/194.jpg)
`