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LECTURE 1:
1 PRINCIPLES OF SIX
S GM
SIGMA
Chapter1 Chapter 2
Chapter1,
In 2007, Mattel took several of its Barbie and Polly Pocket products off the shelves
because of concerns over toxic lead paint and hazardous magnet parts
Toyota’s
y faulty
yppedals
3
In 2008, China's
China s largest provider of milk powder
recalled 700 tons of baby formula after one child
died and more than 50 others developed p kidneyy
problems. Melamine, a chemical used in the making
of plastic, was found in the baby formula.
Traditional definition
Quality means fitness for use
Modern definition
Quality is inversely proportional to variability
Quality
Q lit iimprovementt iis th
the reduction
d ti off variability
i bilit
in processes and products
Business view on quality
q y
6
Consistency
Eliminating waste
Compliance
p with policies
p and procedures
p
Providing a good, usable product
Doing
g it right
g the first time
Delighting or pleasing customers
(a) (b)
Customers view on quality
q y
8
Customer perspective
Fitness
for intended use
Value with respect to price
Customers
External to company
Internal to company
Delighted customers
Operations
p view on quality
q y
9
Nokia factory
Processes
10
Approcess is a sequence
q of activities intended to
achieve some result.
Inputs Outputs
Process
Value creation p
processes ((also called core p
processes))
drive the creation of products and services
are critical to customer satisfaction
h
have a major j i
impact on the
h strategic
i goals
l off the
h
organisation.
Example, design processes, Production/delivery processes
Support processes
provide
id infrastructure
i f t t f the
for th value-creation
l ti processes
mostly driven by internal customer needs.
Example, human resources, R&D, technology acquisition,
maintenance, Training.
Process vs function
12
Identify processes and functions. What are critical to quality parameters (CTQs) ?
Six sigma can be best described as a business process improvement approach that
seeks to find
f and eliminate causes off defects
f and errors,
reduces cycle times and cost of operations,
improves productivity,
better meets customer expectations,
p and
achieves higher asset utilization and returns on investment in manufacturing and service
processes.
Craftsmanship
Industrial revolution
manufacturing standard and interchangeable parts
E l 20th century
Early t
Creation of quality department (Bell System)
Statistical quality control (Western Electric, led by Walter
Shewhart)
American society for Quality
Post world war II
Kaizen (Dr. Joseph Juran, Dr. W.Edwards Deming)
Japanese and German era on quality
Historical evolution of six sigma
g
19
US Quality revolution
Xerox (1980s)
Malcolm Baldrige National Quality Award
Early successes in Quality Management
Deming prize
Books/Quality consulting/training (mid 1990s)
The rise and fall of TQM
Listening to customers
Employee participation at all levels
Six sigma
Management commitment
Benchmarks (General Electric)
TQM vs Six Sigma
g
20
A six sigma quality level corresponds to a process variation equal to half of the
design tolerance while allowing the mean to shift as much as 1.5 standard deviations
from the target.
Defects/unit or Defects/opportunities
= number of defects discovered/number of units produced
D f t / illi opportunities
Defects/million t iti (d (dpmo))
= (number of defects discovered/opportunities for error)*1000000
The use of dpmo is used to define quality broadly. For six sigma projects,
this value is 3.4 defects per million opportunities
If the average number of bags per customer is 1.6, and the airline
recorded
d d 3 lost
l bags
b for
f 8,000
8 000 customers in
i one month,h then:
h
A quality level of 3.4 defects per million can be achieved in several ways:
•With 0.5-sigma
0 5 sigma off-centering
off centering and 5-sigma
5 sigma quality
•With 1.0-sigma off-centering and 5.5-sigma quality
•With 1.5-sigma off-centering and 6-sigma quality
Textbook Exercise : Chapter 2, Problem 2
26
Leadership through
quality
Four goals
Customer goal
Employee goal
B i
Business goall
Process goal
Case study
y - Quality
y at Xerox
30
The problem solving methodology used for six sigma is called DMAIC
(D fi Measure,
(Define, M A l
Analyze, I
Improve, C t l)
Control)
Key characteristics
A problem
bl to t be
b solved
l d
A process in which the problem exists
One or more measures that quantify the gap to be closed and can be used to
monitor progress
Themes
Redefining and analyzing the problem
Generating ideas
Evaluating and selecting ideas
Implementing ideas
Define Phase
35
Focuses
Foc ses on how to measure
meas re the internal processes
that impact CTQs.
Collect data
Analyse
y Phase
37
Statistical thinking,
thinking analysis and computer
simulation techniques are used.
Improve
p Phase
38
FFocuses on removing
i or resolving
l i the
h problem
bl andd
improving the performance measures of the CTQs.
FFocuses on how
h to maintain
i i theh improvements
i over
time.
Emphasis on :
Operating systems to define standards and processes
Quality leadership to engage all employees
Postal delays
Six sigma
g in service organizations
g
45
Measures of performance
Accuracy
Cycle time
Cost
Customer satisfaction
The six sigma
g bodyy of knowledge
g
46
The six sigma
g bodyy of knowledge
g
47
Caveat - Six sigma
g problem
p solving
g
48