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Process Improvement
MethodologyTM
1
Purpose
2
Code of Conduct
3
Expectations
4
!!!!!Quality!!!!!
• Condition of output
• Changing gaps between good & bad.
5
Pursuit of Quality
Statistical
Process
Control Process
(Deming) Modeling
(Taguchi)
Design for
Six Sigma
6
!!!!!What’s new!!!!!
● Active Leadership
● Integration with strategy
● Quality net income
● Special Matrics
● Special roles
● Project Management
● Facts decide not judgement.
● Alignmenet of drivers & behaviour
● System Approach
● Remuneration linkage with six-sigma initiatives.
7
Six Sigma
8
Objectives
* What Is 6 Sigma ?
9
Objectives
* What Is 6 Sigma ?
10
What is Six Sigma?
● An approach to sustainable breakthrough improvement
that:
− Fosters a common language and cross-functional cooperation
within and between divisions
− Strengthens our productivity efforts
− Develops our process improvement core competency
− Uses statistical tools for significant variability reduction
− Helps
> Develop expert personnel and future leaders
11
Six Sigma Focus
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Overall Perspective
Process
Capabilities Safety
Rolled
Throughput
Technology Yield
Capabilities
Materials
Organization Mangmnt &
Capabilities Inventory
13
Six Sigma Systems
Reliability
Process Centered Maint.
Six Sigma Customer
New Product Leadership Operation Satisfaction
Development and Control
Systems Assessment
Measurement
Control
14
What is Six Sigma?
● Simple:
Simple
− Eliminate variation and defects
− Eliminate the opportunity for variation and defects
● Complex
− Vision
− Metric (Standard of measurement)
− Benchmark
− Philosophy
− Method
− Tool for:
> Customer focus
− Aggressive Goals
15
A Measurement
Sigma PPM
2 308,537
3 66,807
4 6,210
5 233
6 3.4
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Another Look . . .
σ % Non-Defective
2 69.1%
3 93.32%
4 99.379%
5 99.9767%
6 99.99966%
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Practical Meaning
Postal System
20,000 Lost Articles Of Mail / Hr 7 Lost Articles / Hr
Airline System
Two Short/Long Landings / Day 1 Short / Long Per 5 Years
Medical Profession
200,000 Wrong Drug Prescriptions / Year 68 Wrong Drug Prescriptions
18
What Does 6 Sigma Mean In Your Daily Life?
PPM
Prescription Writing
Tax Advice
Restaurant Bills
1,000,000 Payroll Processing
100,000
10,000
Baggage Handling
1,000 Best in
100 Class
10
Airline
1 Safety Rate
1 2 3 4 5 6 7
Sigma Level
19
Business Metrics
USA Today
Medical Article
September 22, 1997
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Business Metrics
USA Today
Medical Article
September 22, 1997
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Business Metrics
Anti-Obesity Drugs:
23,596,000
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Business Metrics
Instructor’s Note:
23
Reality of Escaping Defects
Escaping Defects
Escaping Defects
Total Defects/Unit
No matter how good your inspection and test processes are, the
more defects you create, the more defects escape to the customer
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Premise for Six Sigma Methods
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3 Sigma Process
σ σ σ σ σ σ
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6 Sigma Process
Lower Spec Upper Spec
σ σ σ σ σ σ σ σ σ σ σ σ
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Dissecting Process Capability
Inadequate
Measurement Supplier
Capability Variation
Inadequate Inadequate
Process Design
Capability LSL USL Margin
Defects
Process Capability
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Dissecting Process Capability
1000 100
Percent
80
Count
60
500
40
20
0 0
t.
n
r
ol o
h
ble
Defect
ti o
eig
ma
gC
b
W
Bu
f or
on
LSL USL
er
Air
Ov
De
Wr
Process Capability
29
Business Impacts of Variability
● Prevention Costs ● Internal Failure
− Scrap
− Education and training
− Supplier caused losses
− Quality planning − Rework
− Product design qualification tests − Retest / Re-inspection
− Supplier qualification − Unplanned downtime
− Customer interface − Trouble shooting
− Engineering change notices
− Controlling processes
● External Failures
● Appraisal Costs − Processing customer inquiries
− Incoming inspection − Maintaining customer field service
− Retro fit costs
− Maintenance and calibration of
− Incurring penalties/claims
equipment
− Product warranty
− Setup inspection and tests − Lost sales
− Field testing
− Process audits
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Exercise
31
Sigma Level
6 33σσ Cost
Cost of
of Failure
Failure :: 20-25%
20-25%
of
of Sales
Sales
5
What’s
What’s Your
Your Cost
Cost Reduction
Reduction Opportunity?
Opportunity?
32
Objectives
* What Is 6 Sigma ?
33
Six Sigma
INITIATIVE METHODS & TOOLS
● Improvement ● Process Thinking
● Breakthrough ● Process Variation
● Focused Approach ● Facts, Figures, Data
● Right Projects ● DMAIC
● Right People ● 8 Key Tools
● Project Reviews ● Statistical Tools
● Sustain the Gains ● Minitab
● Results ($$) ● Critical Few Variables
34
Process Excellence: The Right Metrics
Defects per 1000 Scrap
7 0.21
0.20
0.19
COPQ
0.18
RTY
65
0.17
0.16
0.15
55 0.14
0 5 10 0 5 10
Month Month
Baseline
Rate
Goal
Units per Day
Actual
400
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Actual Metrics Example
Scrap Downtime
Defects/Unit
36
Using Pareto’s to Select Projects
Pareto Chart for Cause
1800
100
1600
1400 80
1200
Percent
Count
1000 60
800
40
600
400 20
200
0 0
ces
s cal bly ers
hni em
Defect Pro Tec Ass Oth
500 80
Percent
400
Count
60
300
40
200
20
Two Potential Projects: 100
0 0
- Knife Assembly ly mm p
mb et set mm Sto II
sse ask Re 100 g5 ield ck
TS
Defect fe A er G ri ng, -500x sin y Sh pco
Kn
i Inn Sp fe Hou fet Sto
Kni Sa
- Inner Gasket
Count 148 128 75 74 72 69 50
Percent 24.0 20.8 12.2 12.0 11.7 11.2 8.1
Cum % 24.0 44.8 57.0 69.0 80.7 91.9 100.0
37
Six Sigma Everywhere
SERVICE DESIGN
ADMIN. PURCH.
Six Sigma
Methods
QA MFG.
MAINT.
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The Process Improvement MethodologyTM
Process
ProcessDefinition
Definition
Process
ProcessMeasurement
Measurement
Process
ProcessAnalysis
Analysis
Process
ProcessImprovement
Improvement
Process
ProcessControl
Control
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The Process Improvement MethodologyTM
Phase 0: Define Phase I: Process Measurement
• Map process and Identify Inputs and Outputs
•Scopeand • Cause and Effects Matrix
Boundary
•Define Defects
•Team
• Establish Measurement System Capability
Charter and • Establish Process Capability Baseline
Sponsor
Phase II: Process Analysis
•Estimated $ Impact • Complete FMEA
• Perform Multi-vari Analysis
•Leadership approval • Identity Potential Critical Inputs
• Develop Plan for Next Phase
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