COVERAGE

1. What is Six Sigma 2. Road map to Six Sigma 3. Six Sigma Measurement 4. Roles and Responsibility 5. Managing Change 6. CTQ Matrix Preparation

What is Six Sigma

Quality - Old Paradigm

Excessive Quality is Costly/Time Consuming Beating last years Numbers is good enough Soft errors are excusable. To err is human Fire fighting our way out of quality emergency in nick of time is badge of honor, it is even fun

Quality (Historical Definitions)

Conformance to Specifications Fitness to use Customer Expectation Customer Satisfaction Customer Delight

Quality (Six Sigma Definition)

Quality is A State in which VALUE ENTITLEMENT is REALISED for the CUSTOMER and PROVIDER in every aspect of Business Relationship Right Quality Higher Profitability Lower Cost

Six Sigma Measurement

Six Sigma is not only a Statistical Method. It is a Philosophy

Six Sigma Metrics

Six sigma starts with Metrics Measuring the Things which matter.

Measures

Objective Objective Objective Objective Objective Objective Objective Objective Objective Objective Measure 1 Measure 1 Measure 2 Measure 2

Key question for identifying the right measures: How can we measure our success?

WHAT DOES SIGMA MEASURE ?

Quality level of product Process performance Reliability for customer

Advantages of Metrics
Metrics create a common language for communication Establishes difference between perception, intuition and reality Gathers the facts for good decision making Provide the basis for sound implementation of those decisions

Dont Look at Averages

We normally works on the Averages The problem is - Average never happens What Customer Feels is - Variation

Average Performance has Improved

Multi-Vari Chart for Neps by Period

20

15

Neps

10

After

Before

Period

Why Variation Happen

a nd o r ga n isa n t io ma n

inadequate

Design
margin

insufficient

Process
control

unstable

Material

Measuring Performance on The Sigma Scale

Sporadic v/s Persistent Problems The Shifts and the Drifts Long Term v/s Short Term Capability The Trivial Many & Vital Few

Sporadic v/s Persistent Problems

Q U A L I T Y (Y) TIME

SPECIAL CAUSES

COMMON CAUSES

SPECIAL CAUSES

The Shifts and the Drifts

Q U A L I T Y (Y) TIME

Long Term v/s Short Term Capability

Defects

Defects

Defects

Defects

LSL

Target Value

USL

Does a Six Sigma Company Look Like This?

I have to achieve 6 Sigma Level in all the activities?

I will take up few projects and start using few tools to qualify my company to be a Six Sigma Organisation ?

A Six Sigma Organization

An organisation that is actively working to build the themes and practices of Six Sigma into it s daily management activities, and is showing significant improvements in process performance and customer satisfaction

Roadmap to Six Sigma

Systematic Approach to Improvement

DEFINE MEASURE ANALYSE IMPROVE CONTROL The Customer Requirements/Processes The Defects The Processes
LSL TARGET USL
Product param eter

The Inputs

Product param eter

USL Distribution without controlling the process parameter Distribution without controlling the process parameter

USL

LSL LSL

Distribution with fixed process parameter Distribution with (reduced variability) fixed process parameter (reduced variability)

Adjustm ent range Adjustm en t range

Process param eter Process parameter

The Improvements
1.8 0 0
O K r o B ereic h O K g e B er eic h 1.7 0 0 O K r o B ereic h O K g r B er eic0 1.6 0 h O K g e B er eic h N u m be r of S a m ple 1 2 3 4 5 6 7 8 9 10 1 1 1 2 1 3 1 4 1 5 1 6 1 7 18 19 20 O K B 1 .8 001 .8 0 01 .8 001 .8 0 01 .8 0 01. 80 01. 80 01. 80 01.8 0 01 .80 01 .80 01 .8 001 .8 001 .8 001 .8 001 .8 0 01 .8 0 01.8 0 01 .8 0 01. 80 0 U S L 1 .6 701 .6 7 01 .6 7 01. 67 01.6 7 01.67 01 .67 01. 67 01. 67 01 .6 701 .6 701 .6 701 .6 7 01 .6 7 01 .6 701 .6 7 01 .6 7 01. 67 01. 67 01. 67 0 L S L 1 .1 701 .1 7 01 .1 7 01. 17 01.1 7 01.17 01 .17 01. 17 01. 17 01 .1 701 .1 701 .1 701 .1 7 01 .1 7 01 .1 701 .1 7 01 .1 7 01. 17 01. 17 01. 17 0 U P C L 1 .5 451 .5 4 51 .5 4 51. 54 51.5 4 51.54 51 .54 51. 54 51. 54 51 .5 451 .5 451 .5 451 .5 4 51 .5 4 51 .5 451 .5 4 51 .5 4 51. 54 51. 54 51. 54 5 LP C L 1 .2 951 .2 9 51 .2 9 51. 29 51.2 9 51.29 51 .29 51. 29 51. 29 51 .2 951 .2 951 .2 951 .2 9 51 .2 9 51 .2 951 .2 9 51 .2 9 51. 29 51. 29 51. 29 5 USL G e m es s ene D ate ne ff . 1 .4 301 .3 2 01 .5 5 01. 33 01.4 0 01.31 01 .32 01. 43 01. 49 01 .4 801 .4 001 .4 001 .4 8 01 .4 7 01 .4 801 .4 2 01 .4 7 01. 39 01. 42 01. 41 0

Wall Thickness in mm

1.5 0 0 1.4 0 0 1.3 0 0 1.2 0 0

UPC L

T olle ranz

0 .5 000 .5 0 00 .5 0 00. 50 00.5 0 00.50 00 .50 00. 50 00. 50 00 .5 000 .5 000 .5 000 .5 0 00 .5 0 00 .5 000 .5 0 00 .5 0 00. 50 00. 50 00. 50 0 0 .1 250 .1 2 50 .1 2 50. 12 50.1 2 50.12 50 .12 50. 12 50. 12 50 .1 250 .1 250 .1 250 .1 2 50 .1 2 50 .1 250 .1 2 50 .1 2 50. 12 50. 12 50. 12 5 LP C L

1/ 4 T olle ra nz

LS L

1.1 0 0 1.0 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 N u m b er o f Sa m p le

Define Measure Analyze Improve Control

A Clear Statement of Intended Improvement (The project Charter) A High Level of the Process Map (SIPOC) A List of What is Important to the Customer and Business

Define Measure Analyze Improve Control

Tools Commonly Used during define Phase Project Charter CTQ Matrix SIPOC rolled Throughput Yield QFD

Define Measure Analyze Improve Control

QUALITY-COST-TIME

QUALITY IMPROVEMENT OR TROUBLESHOOTING

Benchmarking
ppm
1000000 100000 10000 1000 100 10 1 2

Phase 1 Measurements Phase 2 Analysis Phase 3 Improvement Phase 4 Control

BREAKTHROUGH STRATEGY

- PPM

Average Company
3

4 5

PPM

Best-inClass

SIGMA

Define Measure Analyze Improve Control

DEFINE Clearly state the Problem in terms of Defects or Variation which Upset the Customer

KPIV
PROCESS

KPOV

CTQ

KPIV KPIV

Define Measure Analyze Improve Control

Process Mapping Non Manufacturing
Functions
CUSTOMER

Example: Supply Process - Overview IS -status

Order

SALES

Order reception Breakdown of order

ENGINEERING

Planning of supplies

PURCHASE

Writing purchase orders

Receipt of planned supplies

Writing purchase orders

Order

Order confirmation

PRODUCTION

Planning of supplies

RECEPTION

SUPPLIER

Order

Order confirmation

Time

Define Measure Analyze Improve Control

Process Mapping (2) Manufacturing Process

Machined Part Surface Roughness Blade Type Material Foundry Pretreatment

Sand Blasting

Plasma Coating

Sintering

Wet Blasting

Coated Part Surface Roughness Porosity Adhesion Defect

Temperature Rotation Corundum Voltage Argon Distance Sintering Rate Pressure Hydrogen Time Angle 2 Pressure Layer Conveyer Thickness Speed

Material Parameters (KPIV)

Process Parameters (KPOV/KPIV)

Product Parameters (CTQ/KPOV)

Define Measure Analyze Improve Control

Bales Mixing B/R & Carding

D/F 1st Passage

D/F 2nd Passage

D/F 3rd Passage

MTS

TFO

Define Measure Analyze Improve Control

CTQs/KPOVs 1. 2. 3. 4. 5. 6. Speed Thin Thick Neps U% Internal Customer Satisfaction (TFO)

Define Measure Analyze Improve Control

KPIVs Carding/Wrapping Filter (SMC) Draft Distribution in Draw Frame Seletex Gauge Finisher Sliver Wrapping Electronics & Electrical Problems Total Draft in MTS RH & Temperature Control Grove Cot N1 & N2 Nozzle Pressure Total Draft Ratio Condenser Affect Carding Sliver U%, Thick, Thin,Neps Variation in Denier & Length

Define Measure Analyze Improve Control

Base Line Evaluation (9-12 Months Data) Validation of problem through Fresh data (Where Applicable) Gage R & R/Measurement System Analysis Evaluation of Trends and Patterns Assessment of Process Performance and Process Potential

Define Measure Analyze Improve Control

Tools Commonly Used during Measure Phase 1. Data collection Plan/Check Sheets 2. Stratification (Multi Vari Analysis) 3. Control Charts 4. Frequency Plot/Normal Probability Plot (Six Pack) 5. Gage R & R 6. Pareto Chart 7. Prioritization matrix 8. FMEA/risk Analysis 9. Cp, Cpk, Pp, Ppk (Process Capability - Normal, Binomial or Poisson)

Define Measure Analyze Improve Control

7 Quality Tools
Charts and Graphs Charts and Graphs Check Sheets Check Sheets Pareto Charts Pareto Charts Cause and Effect Cause and Effect (Ishikawa/Fishbone) Diagrams (Ishikawa/Fishbone) Diagrams Scatter Diagrams Scatter Diagrams Histograms Histograms Control Charts Control Charts
Charts and Graphs
100 50 0

Check Sheets
1987 1988 1989 1990
C u s to m e r O c to b e r C o m p l a in t s W e e k 1 W eek 2 W eek 3 W eek 4 E rro r o n I II I IIII I III II II I II I I II I I I II II II II I I I II I 1991 s t a t e m e n t I II I IIII I I III II II I II I I I II I II I I I II I I L a te sta te m e n t I II I III I I III I I II I II I I I I T o ta l 92

28

P r o d u c t s n o tI II I III I II II I III II II I II I I II I I I II II II II I I I II I II II o p e ra te d I II I III I II II I II I I I II II II II I I I II I II II I II I I II I I I T o ta l 66 45 68 58

117

248

Pareto Charts
Number of customer complaint (June - December) 450 400 350 300 250 200 150 100 50 0
Order Wrong Broken Wrong shipped parts parts order late shipped Rude Clerical service errors Other Total

100 90 80 70 60 50 40 30 20 10 0

Scatter Diagram
30 Defect products (pcs) 25 20 15 10
9 8 7 6

Histograms
1,8 Wall thickness (mm) 1,7 1,6 1,5 1,4 1,3 1,2 1,1

Control Charts

5 Cause and Effect Diagram 0 (Ishikawa/Fishbone) 0

50

100

150

5 4 3 2 1 0 Num ber of sick d ays taken per em p lyee 3 4 4 4 5 5 8

Actual Reading UCL 1,69 LCL 1,19

Cusom er size (KUSD)

4 1 0

11

13

Problem

Number

15

Define Measure Analyze Improve Control

IF WE CANT EXPRESS WHAT WE KNOW IN THE FORM OF NUMBERS, WE REALLY DONT KNOW MUCH ABOUT IT Dr Mikel Harry

MEASURMENTS Run 1 Run 2 Run 3 Run 4 Run 5 Run 6 Run 7

LET DATA BE THE BASE TO OUR ACTIONS!

Define Measure Analyze Improve Control

KPIV KPIV KPIV KPIV

MEASURE Describe the Performance of the process Quantitatively and Identify Key Inputs PROCESS

KPOV

CTQ

Define Measure Analyze Improve Control

Y = f (X1, X2, X3, X4, . , Xn)

Y Tube Life

y1 Oil Dielectric Quality X1,1 X1,2 X1,N

y2 Focal Spot Control X2,1 X2,2 X2,N

y3 Generator Spits X3,1 X3,2 X3,N

Define Measure Analyze Improve Control

Identify Possible Causes Organize Causes Identify Vital Few and Trivial Many Formulate Hypotheses Validate Hypothesis through

Define Measure Analyze Improve Control

Tools Commonly Used During Analyze Phase 1. Affinity diagram 2. Brainstorming (Why - Why Analysis) 3. Cause and Effect Diagram 4. Control Charts 5. Multi vari Analysis 6. Test of hypothesis 7. Design and Analysis of Experiments 8. Scatter Plots/Regression Analysis

Define Measure Analyze Improve Control

* EVALUATE THE PROCESS * DEFINE THE PROBLEM * DEFINE THE GOAL * PLAN FOR IMROVEMENT

NORMAL DISTRIBUTION
POINT OF DEFLECTION

PROCESS MAPPING
CUSTOMER Order SALES Order reception Breakdown of order

77 QUALITY TOOLS QUALITY TOOLS Charts and Graphs

Planning of supplies Receipt of planned supplies Writing purchase orders Order Order confirmation

ENGINEERING

PURCHASE

Writing purchase orders

PRODUCTION

Planning of supplies

RECEPTION

SUPPLIER

Order

Order confirmation

Charts and Graphs Check Sheets Check Sheets Pareto Charts Pareto Charts Cause and Effect (Ishikawa/Fishbone) Diagrams Cause and Effect (Ishikawa/Fishbone) Diagrams Scatter Diagrams Scatter Diagrams Histograms Histograms Control Charts Control Charts

Define Measure Analyze Improve Control

KPIV KPIV KPIV KPIV

Analyze Statistically Describe the Relationship Between INPUTS and the OUTPUTS Find the Inputs with the BIGGEST IMPACT on the OUTPUT PROCESS

KPOV

CTQ

Define Measure Analyze Improve Control

(process requirement) (business process goal) 90% Effective Utilization Equipment Utilization (required process drivers) Maintenance Downtime Changeover Time Crew Availability y y y n y

Key Drivers y/n measure tracked or existing data, y/n

Adherence to PM Program Changeover Forecast Accuracy and Planning Adherence to Line Operations Standard

Rate/Cycle Time

n n n y

existing or scheduled projects

Line Speed First Pass Yield Scrap Rework

candidate improvement areas

Define Measure Analyze Improve Control

GOALS 1. Build Trust 2. Empower Employees 3. Eliminate Unnecessary Work 4. Create a new Paradigm (Identify Problems and come up with solutions)

Define Measure Analyze Improve Control

Develop Counter Measures Validate Counter Measures Pilot Runs Implement

Define Measure Analyze Improve Control

Tools commonly Used during Improve Phase 1. Brainstorming to Identify Dominance Pattern & Counter measures 2. Consensus 3. Creativity 4. Data Collection/Check Sheets 5. DOE 6. FMEA 7. Hypothesis testing 8. Multi-Vari analysis 9. Process capability Evaluation

Define Measure Analyze Improve Control

* SELECT VARIABLES * DIAGNOSE PERFORMANCE * UNDERSTAND THE PROBLEM * EXECUTE IMPROVEMENTS
PERFORMANCE TOLERANCING
Product param eter Product param eter
Distribution without controlling the process param controlling the Distribution withouteter process param eter USL USL

Distribution with fixed process param eter Distribution with (reduced variability) fixed process parameter (reduced variability)

DESIGN OF EXPERIMENT
Trial Trial 11 22 33 44 55 + 66 77 88 A B C A B C -- -- -++ - - - - - ++ - ++ ++ - - - - - ++ ++ - - ++ - - ++ ++ ++ ++ ++

LSL LSL

Adjustm ent range Adjustm ent range

Process param eter Process param eter

C
-

B A
+

Define Measure Analyze Improve Control High Low

KPIV KPIV
PROCESS

KPOV

CTQ

Medium KPIV High

KPIV

Improve Systematically EXPERIMENT with the INPUTS to Find the Combination Which Delivers the OPTIMAL OUTPUT

Define Measure Analyze Improve Control

ASSESSING RISK & PILOTING A SOLUTION If There is NO CLEAR CHOICE, USE DECISION MAKING - Consensus - Majority Voting - Minority Voting - One Person

Define Measure Analyze Improve Control

CONSENSUS IS NOT A unanimous Vote Having everyone completely satisfied with outcome Necessarily anyones first choice Everyone getting everything they want Everyone coming around to the right option

CONSENSUS IS A search for the best decision through the exploration of the best of everyones thinking Everyone understands the decision and can explain why it is best Everyone has had an opportunity to be heard

Define Measure Analyze Improve Control

Establish Controls Standardize Document Monitor Evaluate Closure Communicate

Define Measure Analyze Improve Control

The Tools Commonly Used in control Phase 1. Control Charts 2. Data Collection/Check Sheet 3. Charts to Compare Before & After 4. Process Capability Evaluation 5. Control Plans 6. SOPs/WIs/Operator Training 7. Poka-Yoke/Fool Proofing

Define Measure Analyze Improve Control

* MONITOR PROCESS AFTER IMPROVEMENT * ENSURE CAPABILITY

Statistical (Preset Control Limits) Process Control Precontrol

1.800
OK ro Bereich OK ge Bereich 1.700 OK ro Bereich OK gr Bereich 1.600 OK ge Bereich Gem essene Daten OKB USL LSL UPCL LPCL eff. Num of Sam ber ple 1 1.800 1.670 1.170 1.545 1.295 1.430 2 1.800 1.670 1.170 1.545 1.295 1.320 3 1.800 1.670 1.170 1.545 1.295 1.550 4 1.800 1.670 1.170 1.545 1.295 1.330 5 1.800 1.670 1.170 1.545 1.295 1.400 6 1.800 1.670 1.170 1.545 1.295 1.310 7 1.800 1.670 1.170 1.545 1.295 1.320 8 1.800 1.670 1.170 1.545 1.295 1.430 9 1.800 1.670 1.170 1.545 1.295 1.490 10 1.800 1.670 1.170 1.545 1.295 1.480 11 1.800 1.670 1.170 1.545 1.295 1.400 12 1.800 1.670 1.170 1.545 1.295 1.400 13 1.800 1.670 1.170 1.545 1.295 1.480 14 1.800 1.670 1.170 1.545 1.295 1.470 15 1.800 1.670 1.170 1.545 1.295 1.480 16 1.800 1.670 1.170 1.545 1.295 1.420 17 1.800 1.670 1.170 1.545 1.295 1.470 18 1.800 1.670 1.170 1.545 1.295 1.390 19 1.800 1.670 1.170 1.545 1.295 1.420 20 1.800 1.670 1.170 1.545 1.295 1.410 UPCL USL

Wall Thickness in mm

1.500 1.400 1.300 1.200

LSL
0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 0.500 0.125 LPCL LSL

TARGET

USL

Tolle ranz

1/4 Tolleranz

1.100 1.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Num ber of Sam ple

U L S U C P L

U pper S pecification Lim it U pper P recontrol Lim it

LSL LP L C

Low S er pecificatio Lim n it Low P er recontro Lim l it

Define Measure Analyze Improve Control

KPIV KPIV KPIV KPIV

PROCESS

KPOV

CTQ

Lock In the INPUTS to Routinely generate the OPTIMAL OUTPUT

What makes Six Sigma Different

KPIV KPIV KPIV KPIV

1. Statistically proven Relationship Between Inputs & Outputs 2. Systematic (Improvement & Control) PROCESS

KPOV

CTQ

Applying Six Sigma in Real Life

Maintain

KPIV KPIV KPIV KPIV

Correct in Specifications

PROCESS

KPOV

CTQ

As per the Expectation

The Goal is to Reduce Defects

The Three Ps for Progress

sigma 6 5 4 3 2 1 0 1 2 3 4

people

process

product design

Starting Levels

Six Sigma Measurement

Why Statistics

"Statistical control opened the way to engineering innovations. Without statistical control, the process was in unstable chaos, the noise of which would mask the effect of any attempt to bring improvement." W. Edwards Deming

Yield and Defects

Probability of Yield Probability of Defects

LSL

Target Value

USL

The Normal Curve

-6 -5 -4 -3 -2

-1 +1 +2 +3 +4 +5 +6 68.26 % 95.46 % 99.73 % 99.9937 % 99.999943 % 99.9999998 %

1 2 3 4 5 6

Statistical Interpretation of Six Sigma

Let X be the quality characteristic of interest and (Length/Thickness/Temperature/Pressure etc.) USL = Upper Specification Limit LSL = Lower Specification Limit T = Target Value

= Process Average Deviation X = Estimate of

= Process Standard

s = Estimate of

Calculation of Sigma level - When Process is Centered

SIGMA LEVEL (Z) = OR SIGMA LEVEL (Z) =

USL - T s

T - LSL s

Mean = T

Calculation of Sigma level

When Process is Centered Closer To LSL X - LSL s

SIGMA LEVEL (Z) =

Mean

Calculation of Sigma level

When Process is Centered Closer To USL USL - X s

SIGMA LEVEL (Z) =

Mean U

Calculation of Sigma level

There is only Upper Specification Limit (USL) USL - X s

SIGMA LEVEL (Z) =

Mean

Calculation of Sigma level

There is only Lower Specification Limit (LSL) X - LSL s

SIGMA LEVEL (Z) =

Mean

The Normal Curve wit Different Sigma Levels

S=2 (SIX SIGMA PROCESS)

S=3 (FOUR SIGMA PROCESS) S=4 (THREE SIGMAPROCESS)

1298 = LSL

USL = 1310

USL = 1322

SIGMA ( ) QUALITY LEVELS (DPMO)

SIGMA LEVEL 1 2 3 4 5 6

Defects/ 1000 parts 3,17 45 2.7 0.063 0.00057 0.000002

Defect/ Million Parts 3,17,310 45,500 2,700 63 0.57 0.002

Consequence of Process Shift

1.5

A B

A = 0.002 ppm B = 3.4 ppm

LSL Target Value USL 4.5 6

1.5 Sigma Process Shift

-1,5 +1,5

The 1,5 shift

Defects Defects

aggregates the dynamic variation of the mean. It represents the average shift in a typical process occurring over many cycles of this process.

Defects

Defects

LSL

Target Value

USL

SIGMA ( ) QUALITY LEVELS (DPMO)

SIGMA LEVEL 1 2 3 4 5 6

WITHOUT SHIFT 3,17,400 45,400 2,700 63 0.57 0.002

WITH SHIFT 6,97,700 3,08,537 66,807 6,201 233 3.4

Converting Yield to Sigma Level Without Shift

% Yield 38.29 68.27 86.64 95.45 98.76 99.73 99.8846 99.9535 99.9823 99.9937 99.997861 99.999320 99.999796 99.999943 99.99998476 99.99999619 99.99999910 99.99999980

Sigma level 0.50 1.00 1.50 2.00 2.50 3.00 3.25 3.50 3.75 4.00 4.25 4.50 4.75 5.00 5.25 5.50 5.75 6.00

Parts/1000 617 317 134 46 12 3 1 0.46535 0.17689 0.06337 0.02139 0.00680 0.00204 0.00057 0.00015 0.00004 0.00001 0.00000

Parts/Million 61708 31731 13361 4550 1242 270 115 47 18 6 2 0.68016061 0.20366570 0.05742100 0.01524027 0.00380728 0.00089511 0.00019802

Opportunities for Defect

DPMO DPMO
MEANS DEFECTS PER MILLION OPPORTUNITIES IS TRANSLATED INTO A SIGMA NUMBER

Identifying Opportunities for Defect

Process Mapping (2)
Manufacturing Process

Machined Part Surface Roughness Blade Type Material Foundry Pretreatment

Sand Blasting

Plasma Coating

Sintering

Wet Blasting

Coated Part Surface Roughness Porosity Adhesion Defect

Temperature Rotation Corundum Voltage Argon Distance Sintering Rate Pressure Hydrogen Time Angle 2 Pressure Layer Conveyer Thickness Speed

Material Parameters (KPIV)

Process Parameters (KPOV/KPIV)

Product Parameters (CTQ/KPOV)

Defects/Opportunity & Defect/Million Opportunity

Formula =

Number of Defects # of Units x # of opportunities

Example 319 Defects, 1150 Items, 15 defect opportunity

319 defects on joints Formula = 1150 Units x 15 opportunities/joist

= 0.018 DPO = 0.018 x 106 = 18,000 DPMO

Sigma Defects per Million Opportunities

DPMO
1,000,000 100,000 10,000 1,000 100 10 1 2.5

DPMO 66.810 38.950 22.750 11.870 6.210 2.890 1.350 560 233 86 32 10,5 3,4
3 3.5 4 4.5 5 5.5 6 6.5

Leve

3,00 3,25 3,50 3,75 4,00 4,25 4,50 4,75 5,00 5,25 5,50 5,75 6,00

Sigma

* +/- 1,5 shifted process

Defects per Million Opportunities Sigma

DPMO
1,000,000 100,000 10,000 1,000 100 10 1 2.5

DPMO 66.810 38.950 22.750 11.870 6.210 2.890 1.350 560 233 86 32 10,5 3,4
3 3.5 4 4.5 5 5.5 6 6.5

Lev

3,00 3,25 3,50 3,75 4,00 4,25 4,50 4,75 5,00 5,25 5,50 5,75 6,00

Sigma

* +/- 1,5 shifted process

Rolled Throughput Yield

process

N1
P = 0,01 D

PK1 =0,99

N2
P = 0,01 D

P =0,99 K2

...

N10
P = 0,01 D

PK10=0,99

PP

NX : p rocess step PD : Pro bability for m aking defects in a p rocess step PK : F irst-time Yield (FT Y) of a process step PP : F irst-time Yield (FT Y) of the final prod uct

PP = P * K2 . . . P * K1

K10

*P

P = 0,99 * 0,99 * 0,99 * 0,99 * 0,99 * 0,99 * 0,99 * 0,99 * 0,99 * 0,99 P 10 = 0,99 = 90,44%

Measure Current Performance

Plan & Execute Measures Plan & Execute Measures of Performance against of Performance against Customer Requirements Customer Requirements

Measure Measure Current Current Performance Performance

Develop Baseline Defect Develop Baseline Defect Measures and Identify Measures and Identify Improvement Improvement Opportunities Opportunities

Measure Current Performance

Value/Usefulness

Feasibility
Availability of data Lead time required Cost of getting data Complexity Likely resistance Factor or Fear

Link to high priority customer requirement Accuracy of data Area of concern or potential opportunity Can be benchmarked to other organizations Can be measure helpful on-going

Stratification
Factors
Who

Examples
Department Individual Customer Type Type of complaint Defect category Reasons for incoming calls Month, Quarter Day of week Time of day Region City Specific location of products

What

When

Where

Establishing Priorities

Over Investment

High

Sigma Value

Review Specs

Institute Controls

On-going Monitoring Resources lost

Low

Priority

Leave alone

Low High Impact on Business

Six Sigma Targets

Benchmark ::World-Class performance. Benchmark World-Class performance.

Entitlement :: The level of performance a Entitlement The level of performance a business should be able to achieve given the business should be able to achieve given the investments already made investments already made

Baseline ::The current level of performance Baseline The current level of performance

Roles and Responsibilities

The Roles of Six Sigma Players

Champion Create a Vision for Six Sigma Carefully select high impact projects Support development of Statistical Thinking Allocate resources and help in eliminating roadblocks Support implementation strategy given by Black belts Recognize people for their efforts

The Roles of Six Sigma Players Master Black Belt Partner with Champions Define Roadmap for Six Sigma in the Organization Develop and deliver training to various levels of the organization Facilitates the project selection process Coach and support black belts Participates in project reviews to ensure systematic process has been followed Help training Black Belts and Certification Process Facilitate sharing of best practices across the organization

Black Belt Act as breakthrough strategy expert Be a breakthrough strategy enthusiast Identify the barriers Lead and direct teams in project execution Solicit help from champion when needed Influence without direct authority Determine the most effective tools to apply Prepare a detailed project assessment during the Measurement phase Get input from knowledgeable operators, first line supervisors, and team leaders Teach and coach Breakthrough Strategy methods and tools. Ensure that the results are sustained

Why the name Black Belt The name Black Belt was coined by Mikel Harry in mid 1980 while working for printed circuit board company. Black Belts are required to have following similarities with Karate Mental discipline and systematic intensive training Power, Speed and decisiveness Having capability to continuously change their position quickly as their center of gravity changes Fights to DRIVE OUT Wastes

Green Belt

Technical Background Working directly in the area where project is being done Associated with problem/opportunity being addressed Familiar with basic statistical tools and six sigma terminology

How Does Six Sigma Works?

Select key Problem/Potential Areas (Project Selection) Select & Train the Right People (Project Teams) Develop & Implement Improvement Plans Continuous - Review and Communication Sustain the Gains

WHAT WE DO AS 6 SIGMA TEAM ?

Take measurements Calculate Sigma Level Analyze the measurements Detect areas for improvement Come up with recommendations Implement Control

Managing Change

The Six Sigma PIE

TECHNOLOGY (Challenging Existing/ Evolving New)

BEHAVIOUR (Willingness to Change)

METHODLOGY (Systematic Approach/Analytical Tools)

Need for Change

Threat OR An Opportunity

How GE Drive Changes

You cant afford to have anyone walk through a gate of a factory, or into an office, whos not giving 120%. I dont mean running and sweating, but working smarter. Its a matter of understanding the customers needs instead of just making something and putting it in the box. Jack Welch, Erstwhile CEO, GE

How ABB Drive Changes

You have to exploit your success stories to break resistance. We human beings are driven by habit, history, and the rearview mirror. If you want to break direction, you have to shake people up, not by threatening them, not by offering a bonus, but by illustrating in a similar situation what can be accomplished. Percy Barnevik, Erstwhile CEO, ABB

MASLOWs HIERARCHY OF HUMAN NEEDS

SELF ACTUALISATION

Esteem Doing or Ego Things Social Status Recognition Physical & Emotional Hunger/Thirst/ Shelter/Sex

Safety Hygienic

CTQ Matrix

Steps for Preparing CTQ Matrix

The Tools Commonly Used in control Phase 1. List down the Important Quality Characteristics 2. Rate each on a scale of 1-10, 1 for least important, 10 being most important. 3. Identify the major process stages 4. Assign the weightages between Process Stages & Quality Characteristics on the scale of 1 to 10. 5. 1 being week relationship and 10 being strong relationship.

CTQ Matrix

ITEM : - 160KN DISC INSULATORS S.N. CUSTOMER REQUIREMENT SPECIFICATION BALL BALL MILL PUG SHAPING GLAZING PERIORITY PUG MILL SHAPING GLAZI MILL WEIGHTAG MILL WEIGHTA WEIGHTAG (P) WEIGHTAGE (C) NG (D) (A) E (B) GE E 10 9 4 9 7 7 9 9 1 3 3 1 90 81 4 27 21 7 230 1 1 1 1 1 1 10 9 4 9 7 7 46 3 1 9 1 9 3 30 9 36 9 63 21 168 9 1 3 1 1 9 90 9 12 9 7 63 190

1 2 3 4 5 6

EMS OIL PUNCTURE VALUE

160KN (MIN) 130KV (MIN)

WET FLASHOVER VOLTAGE 45KV POROSITY DIMENSIONS VISUAL DEFECTS TO PASS TEST AS PER DESIGN AS PER "IS"

Thank You and Good Luck for Project Completion