SIX SIGMA (PART 2)

Manuel Rincn, M.Sc. October 15th, 2004

DMAIC Process

Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements

Control

Define

Improve Analyze

Measure

Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement

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DMAIC: Measure

Measure the performance of the Core Business Process involved. Develop a data collection plan & operational definitions for the process. Collect data from many sources to determine types of defects and metrics. Compare to customer survey results to determine shortfall.

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DMAIC: Measure
Cycle Time Data (T6
600 500 400

out

-T2 in)
80 70 60 50

Min: 48 Days Max: 506 Days

Average Time per Step

Negotiation

Days

Days

Sample Size: 17

300 200 100 0

40

SOW
30 20 10 0

Other Party Approval RA Draft Dow Approval Review Distributed

Avg.= 153 Days

T1

T2

T3

T4 out

T5

T6

T7

Cycle Time for 1st Draft Prepared (T2

70 60 50

-T2 in)
Fact

Min: 0 (same) Day Max: 68 Days Sample Size: 26

Days

40 30 20 10 0

There is no standard mechanism for recording cycle time

Avg.= 20 Other Partys Agm RA Template

Performed by Team

Partially Negotiated

DAS Agm

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DMAIC Process

Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements

Control

Define

Improve Analyze

Measure

Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement

Identify Root Causes Quantify Root Causes Verify Root Causes

SIX SIGMA

DMAIC: Analyze

Analyze the data collected and process map to determine root causes of defects and opportunities for improvement. Identify gaps between current performance and goal performance Prioritize opportunities to improve. Identify sources of variation.

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DMAIC: Analyze

Control Charts

Pareto Charts

Scatter plots

Data collection

Histograms

Stratification

Ishikawa Diagrams

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 cambiemos a Espaol

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Ejemplo (Control de fracciones disconformidades)

Se envasa petrleo refinado (Mezcla Mexicana) en barriles de 200 litros. Estos envases los produce una mquina formando un tubo a partir de una pieza de hierro y aplicando luego un fondo metlico. Al inspeccionar un barril puede determinarse al llenarlo si gotear por la junta lateral o la del fondo. Tal bote disconforme tiene un sellado inadecuado en la junta lateral o del fondo. Para establecer el sistema de control se seleccionaron 30 muestras de n=50 barriles cada media hora durante un perodo de tres turnos. Se desea elaborar un diagrama de control preliminar para ver si el proceso estaba bajo control cuando se obtuvieron esos datos.

Nmero de muestra Nmero de disconformidades 1 12 2 15 3 8 4 10 5 4 6 7 7 16 8 9 9 14 10 10 11 5 12 6 13 17 14 12 15 22 16 8 17 10 18 5 19 13 20 11 21 20 22 18 23 24 24 15 25 9 26 12 27 7 28 13 29 9 30 6

SIX SIGMA

Ejemplo (Control de fracciones disconformidades)

Nmero de muestra Nmero de disconformidades 1 12 2 15 3 8 4 10 5 4 6 7 7 16 8 9 9 14 10 10 11 5 12 6 13 17 14 12 15 22 16 8 17 10 18 5 19 13 20 11 21 20 22 18 23 24 24 15 25 9 26 12 27 7 28 13 29 9 30 6 347 Fraccin disconforme 0.24 0.3 0.16 0.2 0.08 0.14 0.32 0.18 0.28 0.2 0.1 0.12 0.34 0.24 0.44 0.16 0.2 0.1 0.26 0.22 0.4 0.36 0.48 0.3 0.18 0.24 0.14 0.26 0.18 0.12 0.2313

p =-

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Frmulas para definir Lmites de Control

Lmite Superior de Control (LSC) =

p(1-p) n

Lmite Inferior de Control (LIC) =

p(1-p) n

SIX SIGMA

Ejemplo (Control de fracciones disconformidades)

Diagrama de Control (Disconformidades)
0.5

0.45

0.4 Fraccin disconforme muestral

0.35

0.3

Fraccin disconforme Valor medio LSC (prueba) LIC (prueba)

0.25

0.2

0.15

0.1

0.05

0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Nmero de muestra

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Ejemplo (Control de fracciones disconformidades)

Nmero de muestra Nmero de disconformidades 1 12 2 15 3 8 4 10 5 4 6 7 7 16 8 9 9 14 10 10 11 5 12 6 13 17 14 12 15 8 16 10 17 5 18 13 19 11 20 20 21 18 22 15 23 9 24 12 25 7 26 13 27 9 28 6 301 Fraccin disconforme 0.24 0.3 0.16 0.2 0.08 0.14 0.32 0.18 0.28 0.2 0.1 0.12 0.34 0.24 0.16 0.2 0.1 0.26 0.22 0.4 0.36 0.3 0.18 0.24 0.14 0.26 0.18 0.12 0.215

eliminando puntos fuera de lineamientos

p =-

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Ejemplo (Control de fracciones disconformidades)

Diagrama de Control (Disconformidades)
0.5

0.45

0.4 Fraccin disconforme muestral

0.35

0.3

Fraccin disconforme Valor medio LSC (revisado) LIC (revisado)

0.25

0.2

0.15

0.1

0.05

0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Nmero de muestra

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Ejemplo (Control de fracciones disconformidades)

Diagrama de Control (Disconformidades)
0.5

0.45

0.4 Fraccin disconforme muestral

0.35

0.3

0.25

0.2

Fraccin disconforme Valor medio (prueba) Valor medio (revisado) LSC (prueba) LIC (prueba) LSC (revisado) LIC (revisado)

0.15

0.1

0.05

0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Nmero de muestra

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Ejemplo (Diagramas de Control x y R)

SEDENA fabrica anillos de pistn para el motor de un vehculo militar modelo Hummer 1989. Se desea controlar el proceso por medio de diagramas x y R. Se tomaron 25 muestras, de tamao 5 cada una, cuando se consider por parte del Teniente Lpez que el proceso estaba bajo control.

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Ejemplo (Diagramas de Control x y R)

Obs.

Muestra 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

74.030 73.995 73.988 74.002 73.992 74.009 73.995 73.985 74.008 73.998 73.994 74.004 73.983 74.006 74.012 74.000 73.994 74.006 73.984 74.000 73.988 74.004 74.010 74.015 73.982

74.002 73.992 74.024 73.996 74.007 73.994 74.006 74.003 73.995 74.000 73.998 74.000 74.002 73.967 74.014 73.984 74.012 74.010 74.002 74.010 74.001 73.999 73.989 74.008 73.984

Observaciones 74.019 74.001 74.021 73.993 74.015 73.997 73.994 73.993 74.009 73.990 73.994 74.007 73.998 73.994 73.998 74.005 73.986 74.018 74.003 74.013 74.009 73.990 73.990 73.993 73.995

73.992 74.011 74.005 74.015 73.989 73.985 74.000 74.015 74.005 74.007 73.995 74.000 73.997 74.000 73.999 73.998 74.005 74.003 74.005 74.020 74.005 74.006 74.009 74 74.017

74.008 74.004 74.002 74.009 74.014 73.993 74.005 73.988 74.004 73.995 73.990 73.996 74.012 73.984 74.007 73.996 74.007 74.000 73.997 74.003 73.996 74.009 74.014 74.01 74.013

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Ejemplo (Diagramas de Control x y R)

Muestra 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

74.030 73.995 73.988 74.002 73.992 74.009 73.995 73.985 74.008 73.998 73.994 74.004 73.983 74.006 74.012 74.000 73.994 74.006 73.984 74.000 73.988 74.004 74.010 74.015 73.982

74.002 73.992 74.024 73.996 74.007 73.994 74.006 74.003 73.995 74.000 73.998 74.000 74.002 73.967 74.014 73.984 74.012 74.010 74.002 74.010 74.001 73.999 73.989 74.008 73.984

Observaciones 74.019 74.001 74.021 73.993 74.015 73.997 73.994 73.993 74.009 73.990 73.994 74.007 73.998 73.994 73.998 74.005 73.986 74.018 74.003 74.013 74.009 73.990 73.990 73.993 73.995

73.992 74.011 74.005 74.015 73.989 73.985 74.000 74.015 74.005 74.007 73.995 74.000 73.997 74.000 73.999 73.998 74.005 74.003 74.005 74.020 74.005 74.006 74.009 74 74.017

74.008 74.004 74.002 74.009 74.014 73.993 74.005 73.988 74.004 73.995 73.990 73.996 74.012 73.984 74.007 73.996 74.007 74.000 73.997 74.003 73.996 74.009 74.014 74.01 74.013 Promedio

Media 74.010 74.001 74.008 74.003 74.003 73.996 74.000 73.997 74.004 73.998 73.994 74.001 73.998 73.990 74.006 73.997 74.001 74.007 73.998 74.009 74.000 74.002 74.002 74.0052 73.998 74.0012

Rango 0.038 0.019 0.036 0.022 0.026 0.024 0.012 0.030 0.014 0.017 0.008 0.011 0.029 0.039 0.016 0.021 0.026 0.018 0.021 0.020 0.021 0.019 0.025 0.022 0.035 0.0228

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Frmulas para definir Lmites de Control (R)

Lmite Superior de Control (LSC) =

R D4

Lmite Inferior de Control (LIC) =

R D3

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Tablas

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Ejemplo (Control de Rangos o Recorridos)

Diagrama de Control (R)
0.060

0.050

0.040

Rango LSC
0.030 R

LIC Rango Promedio

0.020

0.010

0.000 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Muestra

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Frmulas para definir Lmites de Control ( x )

_ = Lmite Superior de Control (LSC) = x + A2 R

Lmite Inferior de Control (LIC) =

_ = x - A2 R

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Tablas

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Ejemplo (Control de Media o Promedio)

Diagrama de Control (X)
74.020

74.010

Media LSC
74.000 R

LIC Media Promedio

73.990

73.980 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Muestra

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El valor de sigma (Desviacin Standard del Proceso)

R _ = d2
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Tablas

SIX SIGMA

Capacidad del Proceso

LIE

LIC

3 3

LSC LSE

RCP =

LSE LIE 6

>1

SIX SIGMA

Capacidad del Proceso

LIC LIE

3 3

LSC LSE

RCP =

LSE LIE 6

=1

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Capacidad del Proceso

LIC

LIE

3 3

LSE

LSC

RCP =

LSE LIE 6

<1

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Ejercicios (Control de fracciones disconformidades)

SIX SIGMA

Ejercicios (Control de fracciones disconformidades)

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Ejercicios (Diagramas de Control x y R)

SIX SIGMA

Ejercicios (Diagramas de Control x y R)

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Ejemplo Herramientas de la Calidad

La firma aeroespacial Molniya cuenta con una infraestructura de compras a 27 proveedores para su nave espacial Burn, los cuales entregan diariamente producto a su planta ubicada en Mosc, Rusia. Molniya divide sus compras en tres tipos de materiales: A: Electrnicos B: Metales C: Hidrulicos/Neumticos Molniya desea saber el impacto de compras que tiene cada proveedor al igual que el comportamiento de cada uno de acuerdo al tipo material comprado.

SIX SIGMA

Ejemplo Herramientas de la Calidad

SIX SIGMA

Ejemplo Herramientas de la Calidad

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Ejemplo Herramientas de la Calidad

Nmero de Proveedor 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Totales (000's) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Compras 2,865.00 2,760.00 2,167.00 2,091.00 1,849.00 1,721.00 700.00 500.00 400.00 300.00 250.00 200.00 175.00 150.00 125.00 100.00 90.00 80.00 70.00 60.00 50.00 40.00 20.00 10.00 9.00 6.00 3.00 16,791.00

Las compras del primer perodo se comportaron de la siguiente manera:

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SIX SIGMA

Ejemplo Herramientas de la Calidad (Histograma)

$2,865.00 $2,760.00

Compras por Proveedor

$2,800.00

$2,167.00

$2,400.00

$2,091.00

$1,849.00

$2,000.00

$1,600.00

$1,200.00 $700.00

$1,721.00

$800.00

$500.00

$400.00

$300.00

$250.00

$200.00

$175.00

$150.00

$125.00

$90.00

$80.00

$70.00

$60.00

$400.00

$100.00

$50.00

$40.00

$20.00

$10.00

$9.00

$6.00 26

$0.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 27 Nmero de Proveedor

SIX SIGMA

$3.00

Ejemplo Herramientas de la Calidad (Histograma)

Porcentaje de Compras por Proveedor
17.06% 18.00% 16.44% 12.91%

16.00%

14.00%

12.45%

10.00%

8.00%

4.17%

6.00%

10.25%

12.00%

11.01%

2.38%

4.00%

2.98%

1.79%

1.49%

1.19%

1.04%

0.89%

0.74%

0.54%

0.48%

0.42%

0.36%

0.30%

0.24%

2.00%

0.60%

0.12%

0.06%

0.05%

0.04% 26

0.00% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Nmero de Proveedor

27

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0.02%

SIX SIGMA

Ejemplo Herramientas de la Calidad (Diagrama Pareto)

Acumulado de Proveedores
94.12% 95.16% 96.05% 96.80% 97.39% 97.93% 98.40% 98.82% 99.18% 99.48% 99.71% 99.83% 99.89% 99.95% 99.98% 26 100.00% 27

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 1 2 3 17.06% 33.50% 46.41%

58.86%

70.00%

69.87%

80.00%

80.12%

90.00%

84.29%

87.27%

89.65%

100.00%

10

91.44%

11

92.92%

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Acumulado de Proveedores

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Ejemplo Herramientas de la Calidad (Diagrama Pareto)

Acumulado de Proveedores
95.16% 96.05% 96.80% 97.39% 97.93% 98.40% 98.82% 99.18% 99.48% 99.71% 99.83% 99.89% 99.95% 99.98% 26 100.00% 27

90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 1 2 3 4 5 17.06% 33.50% 46.41%

58.86%

69.87%

80.12%

84.29%

87.27%

89.65%

100.00%

10

91.44%

11

92.92%

12

94.12%

13

14

15

16

17

18

19

20

21

22

23

24

25

Acumulado de Proveedores

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Ejemplo Herramientas de la Calidad (Diagrama Pareto)

Acumulado de Proveedores

$16,788.00 26

$16,000.00 $11,732.00 $15,000.00 $14,000.00 $9,883.00 $13,000.00 $12,000.00 $11,000.00 $10,000.00 $9,000.00 $8,000.00 $7,000.00 $2,865.00 $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 1 2 3 4 5 $5,625.00 $7,792.00

$13,453.00

$14,153.00

$14,653.00

$15,053.00

10

$15,353.00

11

$15,603.00

12

$15,803.00

13

$15,978.00

14

$16,128.00

15

$16,253.00

16

$16,353.00

17

$16,443.00

18

$16,523.00

19

$16,593.00

20

$16,653.00

21

$16,703.00

22

$16,743.00

23

$16,763.00

24

$16,773.00

25

$16,782.00

27

Acumulado de Proveedores

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$16,791.00

Ejemplo Herramientas de la Calidad (Diagrama Pareto)

Acumulado de Proveedores
$16,788.00 26 $15,803.00 $15,978.00 $16,128.00 $16,253.00 $16,353.00 $16,443.00 $16,523.00 $16,593.00 $16,653.00 $16,703.00 $16,743.00 $16,763.00 $16,773.00 $16,782.00 $16,791.00 27

$16,000.00 $15,000.00 $14,000.00 $13,000.00 $12,000.00 $11,000.00 $10,000.00 $9,000.00 $8,000.00 $7,000.00 $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 1 2 3 4 5 $2,865.00 $5,625.00 $7,792.00 $9,883.00 $11,732.00

$13,453.00

$14,153.00

$14,653.00

$15,053.00

10

$15,353.00

11

$15,603.00

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Acumulado de Proveedores

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Ejemplo Herramientas de la Calidad (Diagrama Pareto)

El 80% de las compras son suministradas por el 20% de los clientes

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SIX SIGMA

Ejemplo Herramientas de la Calidad (Estratificacin)

Compras Globales $3,000.00

$2,500.00

$2,000.00

$1,500.00

$1,000.00

$500.00

$1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Nmero de Proveedor 18 19 20 21 22 23 24 25 26 27

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Ejemplo Herramientas de la Calidad (Estratificacin)

Relacin de Compras Globales
10, 1.79% 9, 2.38% 11, 1.49% 12, 1.19% 13, 1.04% 5, 11.01% 6, 10.25% 7, 4.17% 8, 2.98% 14, 0.89% 15, 0.74% 16, 0.60% 4, 12.45% 17, 0.54% 18, 0.48% 19, 0.42% 20, 0.36%

21, 0.30% 22, 0.24% 23, 0.12% 3, 12.91% 1, 17.06% 2, 16.44% 24, 0.06% 25, 0.05% 26, 0.04% 27, 0.02%

SIX SIGMA

Ejemplo Herramientas de la Calidad (Estratificacin)

Compras Material "A" $1,600.00

$1,400.00

$1,200.00

$1,000.00

$800.00

$600.00

$400.00

$200.00

$3 1 2 6 7 8 4 9 12 10 17 14 18 20 5 13 16 Nmero de Proveedor 11 22 21 19 23 25 15 24 26 27

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Ejemplo Herramientas de la Calidad (Estratificacin)

Compras Material "B" $1,400.00

$1,200.00

$1,000.00

$800.00

$600.00

$400.00

$200.00

$2 5 1 4 3 6 9 10 11 7 8 16 19 15 14 18 17 Nmero de Proveedor 12 21 22 23 20 24 13 25 27 26

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Ejemplo Herramientas de la Calidad (Estratificacin)

Compras Material "C" $800.00

$700.00

$600.00

$500.00

$400.00

$300.00

$200.00

$100.00

$4 5 1 7 13 15 12 14 11 2 8 10 9 19 16 21 6 Nmero de Proveedor 3 17 26 18 22 25 24 20 23 27

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Ejemplo Herramientas de la Calidad (Estratificacin)

Comportamiento de Compras por Proveedor
$1,800.00

$1,600.00

$1,400.00

$1,200.00

$1,000.00

$800.00

Compras Material A Compras Material B Compras Material C

$600.00

$400.00

$200.00

$1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Proveedor

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Ejemplo Herramientas de la Calidad (Estratificacin)

Comportamiento de Compras por Proveedor
$1,800.00

$1,600.00

$1,400.00

$1,200.00

$1,000.00

$800.00

Compras Material A Compras Material B Compras Material C

$600.00

$400.00

$200.00

$1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Proveedor

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Ejercicio Herramientas de la Calidad

Elektrnika es una empresa que provee materiales electrnicos para Intel Corporation, la cual se ha quejado ltimamente por errores que ha encontrado en ensamble, soldadura y pintura. Elektrnika fabrica diariamente miles de microcomponentes en diferentes reas. Se ha decidido contratar a un Supervisor de Produccin para que evale cules son las reas que ms representan problemas de calidad en la compaa, al igual que dar a conocer el tipo de error ms representativo y, finalmente, as poder desarrollar un plan de accin.
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Ejercicio Herramientas de la Calidad

Nmero de Area 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 TOTALES Errores de Calidad 8,984 7,801 6,513 5,214 3,915 3,614 2,567 1,980 753 706 670 659 625 581 565 561 546 472 437 398 354 297 285 254 219 198 180 173 165 162 155 153 146 123 110 63 50 20 18 5 50,692 Error de Ensamble 2,910 4,121 268 3,835 1,519 1,394 1,676 1,391 492 182 639 315 87 518 547 162 334 159 268 227 178 236 176 234 119 78 56 155 157 58 127 93 59 98 103 43 37 13 12 1 23,077 Error de Soldadura 1,839 663 132 379 150 12 840 30 17 65 4 7 167 9 0 52 27 55 53 9 30 15 20 4 3 32 37 2 1 24 1 11 13 6 1 4 2 0 1 1 4,718 Error de Pintura 4,235 3,017 6,113 1,000 2,246 2,208 51 559 244 459 27 337 371 54 18 347 185 258 116 162 146 46 89 16 97 88 87 16 7 80 27 49 74 19 6 16 11 7 5 3 22,897

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 lets go back to English

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DMAIC: Analyze

Elements for success appear to include:

Expertise Early Involvement of All Key Parties Team Work
Need a paradigm shift to create a collaborative environment to facilitate for clients success!! Also need to focus on clients needs and be flexible within the business (function) strategy and priority.

Production Information Technology Finance R&D Logistics

Finance

Production

R&D Information Technology Logistics

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DMAIC Process

Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements

Control

Define

Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution

Improve Analyze

Measure

Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement

Identify Root Causes Quantify Root Causes Verify Root Causes

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DMAIC: Improve

Validate assumptions Improve the target process by designing creative solutions to fix and prevent problems. Create innovative solutions using technology and discipline. Develop and deploy implementation plan

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DMAIC: Improve
Process knowledge
Number of Noncompliance

Process variation
12 10 8 6 4 2 0 Projects Audited in First Quarter

Process performance
16 14 12 Actual Expected 95% limits 10 8 6 4 2 0 1 2 3 4 5 6 7 7C 8B 8B 8C 8D 8F 20 21 22 23

Side effects of register usage

UCL

Pass 1 architecture Cant isolate Lack of processor knowledge

Cant keep track Poor documentation

Register allocation defect

_ X

Incorrect processor register usage

UCL 1 UCL 2 LCL 2 LCL 1

Understand

Predict

Improve

1) Projects process capabilities based on process performance baselines 2) Control process variation (removing assignable causes) 3) Predict results using process performance models 4) Manage to achieve goals

1) Improvement goals based on future business needs 2) Eliminate problem and defect causes (common causes) 3) Select, predict, and measure improvements to change the process performance baselines - Shift the mean; tighten the variance 4) Manage change

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DMAIC: Improve Set up Team-Working Strategies: parallel working, in which jobs are divided into individual tasks; sequential working, in which jobs are passed from one individual to another for further refinement; reciprocal working, in which all group members (or sub groups) work together on all tasks.
Sharples, M. (1999). How We Write: Writing as Creative Design. London: Routledge.

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DMAIC Process

Institutionalize Improvement Control Deployment Quantify Financial Results Present Final Project Results and Lessons Learned Close Project

Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements

Control

Define

Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution

Improve Analyze

Measure

Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement

Identify Root Causes Quantify Root Causes Verify Root Causes

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DMAIC: Control

Control the improvements to keep the process on the new course. Prevent reverting back to the "old way". Development documentation and implementation of an ongoing monitoring plan Institutionalize the improvements and sustain the gains via the modification of systems and structures (staffing, training, and incentives).

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DMAIC Process

Improved Capability Improved Processes Improving Capability Root Causes Problems

Control Define

Objectives Data Establishing Capability Baselines Models

Improve

Measure

Analyze

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Six Sigma Change Agents

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Six Sigma Team Organization

Champions/Sponsors: Trained business leaders who lead the deployment of Six Sigma in a significant business area Master Black Belts: Fully-trained quality leaders responsible for Six Sigma strategy, training, mentoring, deployment and results Black Belts: Fully-trained Six Sigma experts who lead improvement teams, work projects across the business and mentor Green Belts Green Belts: Fully-trained individuals who apply Six Sigma skills to projects in their job areas Team Members: Individuals who receive specific Six Sigma training and who support projects in their areas

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Six Sigma Team Training Scheme

Champion

Senior Executive Executive (3(3-5 days) days)

Master Black Belt

Black Belt qualified employee

Black Belt

Full time improvement expert Comprehensive (4 weeks 4 months) months) Managers, engineers, planners, purchasers, supervisors Medium (7 days) days) All members of the organization Basic (1 day) day)

Green Belt

White Belt

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Six Sigma Team vs. Regular Employees

Six Sigma, 10%

Regular, 90%

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Roles and responsibilities for Black & Green Belts

Core characteristics

Full-time improvement experts Young, dynamic, leadership talent

Core characteristics

Key people among middle managers, supervisors, and others interested.

Main Roles

Main Roles

Project manager Advisor and coach Generator of Six Sigma Projects Consultant and change agent

Project manager / contributor Use of Tools and methodology Generator of Six Sigma projects

Responsibilities

Responsibilities

Minimum 4 projects every year, savings average US$50,000.00 Coach minimum 4 additional projects

Participate in minimum 2 projects every year that must be completed, each with a saving average of US$10,000.00

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Six Sigma Challenges

The perception of Sick Sigma Culture change Understanding the DFSS (Design for Six Sigma) It is not a quick fix nor a recipe. Consultants cant make it happen.

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Six Sigma Challenges

Training especially management level Takes careful preparation and a commitment to the foundational change efforts required. Statistical analysis is not generally part of the engineering discipline in most shops.

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Six Sigma Challenges

Implementation tends to be uneven and lapses occur frequently. Not everything has to be Six Sigma! Lack of discipline and accountability.

Reliability of data from the field. People must not fear giving bad news.

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Six Sigma Rewards

Improved reliability and predictability of products and services. Increased value to the customers and shareholders. Improvements in organizational morale.

Increased marketplace viability. Organizational recognition. Significant reduction in defects. Institutionalization of a process mindset.

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Implementing Six Sigma

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Implementing Six Sigma The Road Map for Six Sigma includes:
Appoint a Champion Select a Cross-functional team Develop quantifiable goals Develop an implementation plan Establish a training program Address data collection requirements and issues Develop a change control and maintenance program Coordinate your road map

(Article by John M. Gross, ASQ, Quality Progress Magazine, November 2001)

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Who gives the Six Sigma certification?

The American Society for Quality (ASQ), headquartered in Milwaukee, Wisconsin, USA, is the worlds leading authority on quality since 1946. The 104,000-member professional association creates better workplaces and communities worldwide by advancing learning, quality improvement, and knowledge exchange to improve business results. By making quality a global priority, an organizational imperative, and a personal ethic, ASQ becomes the community for everyone who seeks technology, concepts, or tools to improve themselves and their world.
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SIX SIGMA

SIX SIGMA (PART 2)

Manuel Rincn, M.Sc. October 15th, 2004