six sigma training - in a nut shell -1

7/31/2019 SIX SIGMA Training - In a Nut Shell -1

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SIX SIGMA IN A NUT SHELL


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What is Six-Sigma?

- Traditional Six Sigma focuses on reducing

variation and increasing process capability

in order to reduce defects.

- A process that reaches the six sigma level

will have less than 3.4 defects for every

million parts produced.

SIXSIGM

AKNOWLED

GE


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Six Sigma Objectives- Center the process to match the target- Reduce the variation in the process to the point

that 6 standard deviation of your process are in

between the upper and lower specification limits.

SIXSIGM

AKNOWLED

GE


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Lean is a simple strategy that focused on

elimination of waste, variation and work

imbalance.

Each step must create value for the Customer!

EVERY quality problem that has ever occurred is

caused by a process that

has shifted too far from target

or has too much variation.

SIXSIGM

AKNOWLED

GE


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Lean Looks at Value!

VALUE ADDING ACTIVITY

Changes the information or Product

Done right the first time

Customer is willing to pay for it

(Customer cares)

Process / Operation that takes

time, resources or space, but do

not add value to the product or

services

SIXSIGM

AKNOWLED

GE

NON-VALUE ADDING ACTIVITY


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SIXSIGM

AKNOWLED

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Traditional Six Sigma focuses on;

- Quality

- Capability

Lean is focusing on;

- Capacity / Efficiency- Lead Time / Cycle Time

SIXSIGM

AKNOWLED

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SIXSIGM

AKNOWLEDGE

TYPICAL SIX SIGMA TOOLS

Capability Studies

Gage Repeatability and

Reproducibility Studies

Statistical Process Control

Pareto Analysis

Histograms

Design of Experiments

C&E matrix

Control Plans

Statistical Tolerance Analysis

Hypothesis Testing

TYPICAL LEAN TOOLS

Pull System

Kanban

Error Proofing (Poka Yoke)

Value Stream Mapping

Takt Time Analysis

Quick Changeover (SMED)

One Piece Flow

Standard Operations

Spaghetti Diagrams

Rolled Throughput Yield

Value-Added Analysis


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Six Sigma has evolved from a collection of toolsto become a methodology for improvement.

The methodology is made up of 5 phases;

DefineMeasure

Analyze

Improve

Control

A scientific and data-driven approach to find

the optimal solution to a business problem.

SIXSIGM

AKNOWLEDGE


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oLean Six Sigma is a methodical and scientific

continuous improvement and business

optimization strategy.

oIt is a combination of two main concepts;

1. Lean

2. Six-Sigma

oLean Six Sigma gives business the benefits that

eventually lead to increased profitability and

cash flow.

SIXSIGM

AKNOWLEDGE


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In the context of ISO TS16949:2009,

Lean is about making a process EFFICIENT

(Simple) and

Six-Sigma is making it EFFECTIVE (Less Defect)

SIXSIGM

AKNOWLEDGE


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Six Sigma can be understood/perceived at three levels:

1.Metric:

3.4 Defects Per Million Opportunities. DPMO allows you to take

complexity of product/process into account. Also we want to be

Six Sigma at Critical Control Point (CCP) and not the whole

unit/characteristics.

When your process Sigma Level:

1. 6.0 sigma = 3.4 DPMO

2. 5.0 sigma = 230 DPMO3. 4.0 sigma = 6210 DPMO

4. 3.8 sigma = 10700 DPMO

5. 3.0 sigma = 66800 DPMO

6. 2.0 sigma = 308000 DPMO

SIXSIGM

AKNOWLEDGE


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2. Methodology:

Structured problem solving roadmap and tools.

CONTROL

IMPROVE

ANALYZE

MEASURE

DEFINE

SIXSIGM

AKNOWLEDGE


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SIXSIGM

AKNOWLEDGE

Define CCP

Measure CCP

Analyze

Cp & Cpk

Improvement

Reconfirm

Part

Accuracy

& Cp Cpk

Run DOE Control

If Cp > 1.33 and Cpk >1.00

If Cp < 1.33 and Cpk 90% and

Cp > 1.33 and Cpk >1.00

If Accuracy < 90% and

Cp < 1.33 and Cpk


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3. Philosophy:

Reduce variation in your business and take customer-focused,data driven decisions.

Two measures are commonly used to assess the capability of a

process:

1) Process Capability Ratio,

Cp = Upr Spec Lwr Spec

6-SigmaThis ratio will show us the process variation and this ratio must

greater or equal to 1.33

SIXSIGM

AKNOWLEDGE


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Process Capability Index,

Cpk = Minimum of X Lwr Spec , Upper Spec - X

3-Sigma 3-Sigma

This Index will showwhere the process mean is located relative

to the specifications.

This index must greater or equal to 1.00

SIXSIGM

AKNOWLEDGE


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1. Training

Training Module Participant Man-Hrs

1) Improvement Methodology Line Function 3-hrs

2) SPC

QC Inspector &

Line Function

3-hrs

3) 6-Sigma Awareness Training 3-hrs

4) Measurement Technique 2-hrs

SIXSIGM

AKNOWLEDGE


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2) D- Define

i. To define CCP based on historical problem & discussion with customer.ii. To consider the Fitting, Form & Function and consider historical feedback.

Example

Part Name: C/Mbr Frt Floor Frt Lower Assy LH

Part Number: PW 839007X1

Legend

CCP

SIXSIGM

AKNOWLEDGE


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3) M- Measurei. To measure 30 pcs for each part based on CCP & conducted by QC Inspector.

ii. Before taking any measurement, it is essential to conduct Gage Reproducibility

and Reliability (Gage R&R) Study to quantify variation due to measurement

process, including the gage and those using the gage.

Why ?

Total process variability = f (Measurements , Machines, People, Material, Methods,Environment)

Identify if measurement variation is a significant problem so action can be taken.

SIXSIGM

AKNOWLEDGE


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How to do the Gage R&R Study?

Use Variable Gauge Short Form StudyWorksheet

Use one gage, five randomly picked parts

and two operators. Number the parts 1 to 5

Have the operators measure each part

independently and record results on the

worksheet.

Calculate the measurement range for each

part. Range = highest measured reading

lowest measured reading.

Calculate the average range for the

measurement system:Rm = sum of range values

number of range values

Calculate combined Repeatability &

Re-producability (R&R) variation :

R&R = Rm X 4.33


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Calculate percentage of R&R over the equipment tolerance range

% of tolerance Range = R&R

Tolerance Range

Industry Standard for Acceptance of Gage % R&R

Under 10% error the measurement

system is acceptable

10% to 30% error May be acceptablebased on importance of application, cost

of gage, cost of repairs , etc.

Over 30% error measurement system

needs improvement. Make every effort

to identify the problems and have themcorrected.

SIXSIGM

AKNOWLEDGE


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Take data on the CCP n, sample size = 30 pcs.

SIXSIGM

AKNOWLEDGE


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4) A- Analysesi. To analyze Cp & Cpk for each CCP by using Excel software.

ii. Target Cp > 1.33 Cpk > 1.00 (Subject to respective customers expectation)

SIXSIGM

AKNOWLEDGE


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5) I- Improve

i. To improve Assembly Finish Good (FGA) & Loose (Stamping) Finish Good (FGL) bythe support from Jig Maintenance & Dies Maintenance.

ii. Identify the cause of parts instability & make an improvement

SIXSIGM

AKNOWLEDGE


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6) C- Controli. To control the improvement activity done by 6- Sigma team by using:

a. SPC

b. Direct Measurement

c. Periodical Inspection

a. SPC

SIXSIGM

AKNOWLEDGE


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b. Direct Measurement

SIXSIGM

AKNOWLEDGE


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c. Periodical Inspection Quality Check Sheet

SIXSIGM

AKNOWLEDGE


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STANDARD FLOW

CONCEPT

HOLDING STOCKS

FOR IHS, IHA AND

FGA

REQUIRED

SPACE

PALLETS MOVEMENT

MORE PEOPLE

LEAN FLOW

CONCEPT

NO HOLDING STOCKS

FOR IHS AND IHA

REDUCED HOLDINGSTOCKS FOR FGA

REQUIRED

LESS SPACE

LESS PALLETLESS MOVEMENT

LESSER PEOPLE

STAMPING

IHS (IN HOUSE

STAMPING) STOCKS

ASSEMBLY

IHA (IN HOUSE

ASSEMBLY) STOCKS

ASSEMBLYFGA STOCKS

DELIVERY

STAMPING

IHS

ASSEMBLY

IHA

ASSEMBLY

FGA STOCKS

DELIVERY

Example of Lean Flows

SIXSIGM

AKNOWLEDGE


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3 Option of Lean Six-Sigma

1. One Piece Flow Forward

2. One Piece Flow Backward

3. Outsourcing

SIXSIGM

AKNOWLEDGE


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One Piece Flow Forward Bringing IHA process to

the MODULAR line

Small Sub Assy

Delivery to Logistic

IHA storage

Module Line

Small Sub Assy Delivery to LogisticModule Line

ILLUSTRATION 1


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One Piece Flow Backward Bringing IHA

process to Stamping line and converting it intoIHS or FGA parts

Delivery to logisticSmall Stamping Small Sub Assy

Small Sub Assy Delivery to LogisticIHS storageSmall Stamping

ILLUSTRATION 2


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OUTSOURCING Getting our supplier to do

process for us

ILLUSTRATION 3

Small Sub Assy Delivery to LogisticIHS storage Module LineIHA storage

Sub to ContractorModule Line Delivery to Logistic


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Reduce Production Lead time

Reduce WIP Inventory and Raw

materials

Reduce Finished Good Inventory

Reduce unnecessary overtime

Reduce manpower

Increase productivity (pieces/labor

hour)

SIXSIGM

AKNOWLEDGE


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6.1 Defect ReductionReduction of defect at all levels (at customers & in-house)

6.2 Production/ Quality Improvement

Prevent defect by reducing variation in 4M.a. Man- Now the shop floor leader understands on the methodology

of 6-Sigma & able to prevent defect from recurring.

b. Machine (Dies & jigs)- Maintained the dies & jigs before defect

occurs & reducing down time for repairing activity.

c. Material (Parts & Component)- Maintained/ increased the

accuracy of parts & component after improvement activity

d. Method- Systematic ways of improving the parts accuracy based on

DMAIC.

e. Measurement- Now the QC Inspector & line function are able toperform the correct way of taking data thus ensuring high reliability

& accuracy.

SIXSIGM

AKNOWLEDGE

C S F


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