1、Six-Sigma,Six - Sigma Training Material,What is Six-Sigma,Key Terms,Six Sigma A term coined by Motorola to express process capability in parts per million.A six sigma process generates a defect probability of 3.4 parts per million (PPM) Champion An upper level business leader who facilitates the lea
2、dership,implementation,and deployment of six sigma philosophies. Black Belt A process improvement project team leader who is trained and certified in six-Sigma methodology and tools and who is responsible for project execution. Mater Black Belt A person who is an “expert ” on Six Sigma techniques an
3、d on project implementation,master Black Belt play a key role in training and coaching of Back and Green Belts. Green Belt Six Sigma role similar in function to Black Belt but length of training and project scope are reduced to two weeks of training.,Key Terms,Yellow Belt Hourly personnel trained in
4、 the fundamentals of six-sigma who assist and support in project execution ,usual work with black and Green Belt. Process Map A step-by-step pictorial sequence of a process showing process inputs,process outputs,cycle time ,rework operations,and inspection points. Key process Inputs Variable (KPIV)
5、The vital few input variables,call “x”s Key process outputs Variable (KPOV) The output variables,call “x”s DFMA Design for manufacture and assemble, A methodology to reduce product complexity and design around more capable components / processes Cost of poor quality Cost associated with Providing po
6、or quality products or services. Can be divide into four cost categories :Appraisal ,Scrap, Rework,and field Complaint,What is Six-Sigma,What is Six-SigmaVision Philosophy Aggressive Goal Metric (Standard of measurement ) Benchmark Method Tools for : Customer focus Breakthrough Improvement Continues
7、 improvement People Involvement Six-Sigma is a problem solving process used- to produce: Reduced variation in our processes / Products improved RTY , DPU,& DPPM / Reduced cost of poor quality (COPQ) / improved capacity and productivity $s,What is Six-Sigma,Six-Sigma can be applied to every business
8、function,Six-Sigma,DESIGN,PURCH.,MFG,MAINT.,QA,ADMIN.,SERVICE,What is Six-Sigma,Six-Sigma Focus : Delighting the Customer Through Flawless Execution Rapid Breakthrough Improvement Advanced Breakthrough Tools that work Positive and Deep Culture Change Real Financial results : Passion +Execution = Fas
9、t and Lasting Results Who else in the U.S has started Six Sigma Motorola ( 1987 ) Texas Instruments (1988 ) IBM (1990 ) ABB (1993 ) Alliedsignal / Koadk (1994 ) GE (1995 ) Whirlpool ,Bombardier, Polaroid , Siebe & PACCAR ( 1996 / 98 ),What is Six-Sigma, Value Analysis Concept Engineering K J methodo
10、logy QFD Process Map Cause and effect matrix Measurement system analysis capability analysis Descriptive statistics Graphical techniquesBox Plots / Histograms / Scatter plots / Run chartsPareto charts / check sheets / Time series plots Statistical process control chart Correlation Simple multiple re
11、gression Multi-Vari studies,Top Tools,What is Six-Sigma, Inferential statisticsCentral limit theoremConfidence interval Failure mode and effect analysisDesign &Process Fraction factorial experiments Full factorial experiments Response surface methods Transformations Normal distribution Sample size d
12、etermination Screening studies Statistical Tolerancing Design for manufacturability Design for quality Hypothesis testing F-test Chi-square test Tests for normality Analysis of Variance,Top Tools,What is Six-Sigma,ISO and Six-Sigma,What is Six-Sigma,Leading Six-Sigma In Operations Select the Right p
13、roject : Clarify Big Picture using Strategic Plan Establish Plant / productivity baseline Prioritize projects base on value,resources reqd timing Select key projects with leadership buy-in Check accountability : business and personal Select and train the Right people Ensure the right leadership and
14、ownership Develop a training plan Dedicate time for training and application Ensure the right support resources are available,What is Six-Sigma,Leading Six-Sigma In Operations Plan and Implement Six Sigma Improvement Plans : Measure process Analyze Process Improve Process Control process Manage for
15、Excellence in operation Stay focused Frequently review process and remove barriers Check real business impact Continuously communicate progress Link to performance management and R&R Sustain the Gains Implement effective control plans Conduct regular training focused on the process Review quarterly
16、the six sigma system effectiveness Continually identify and lunch new project,What is Six-Sigma,Phase 0:Define * Scope and Boundary * Define Defects * Team Charter and Champion * Estimated $ Impact * Leadership approval,Phase 1: Process Measurement * Map process and Identify Inputs and Outputs * Cau
17、se and effects Matrix * Establish Measurement System capability * Establish Process Capability Baseline,Six Sigma Process Improvement Roadmap,What is Six-Sigma,Phase 11: Process Analysis *Complete FMEA *Perform Multi-Vari Analysis *Identity Potential Critical Inputs *Develop Plan for Next Phase,Phas
18、e 111: Process Improvement *Verify Critical Inputs * Optimize Critical Inputs,Phase IV: Process Control *Implement Control Plan *Verify Long Term Capability *Continuously Improve Process,Six Sigma Process Improvement Roadmap,What is Six-Sigma,Design for Six Sigma Roadmap,Step 1. Define / Measure Pro
19、ductCharter,Stage/Gate Criteria & MetricsDetermine Customer needs Develop QFD Matrix Step 2.Analysis ProductComplete FMEA Review Data and Prioritize Key Input VariablesPerform Gage Studies on Essential Measurement Systems,What is Six-Sigma,Design for Six Sigma Roadmap,Step 3. Optimize ProductDefine
20、Critical Inputs using DOEEvaluate Impact of Scale Sensitive Variables using DOEOptimize Product / process using Statistical Tolerancing and Design for MFGDevelop Process Map with Key Input and Output Variables Step 4.Control ProductDevelop Control Plan Complete Capability Analysis / Prediction,What
21、is Six-Sigma,Suggested Project Filters Significantly Improves Defects/1000,Scrap,Warranty Claims ,Time to Market50% reduction in Defects/1000, 50%reduction in scrap50% reduction in Warranty Claims 50% improvement in product lunch cycle time Focuses on high impact / high risk product Significantly re
22、duces field inquires Improves Customer Service,What is Six-Sigma,Project Status Sheet,What is Six-Sigma,Project Chart,What is Six-Sigma,Process Improvement Plan,Key Terms KPIV Key process input variable or Critical to process ( CTP ) variable Associated with the Xs KPOV Key process output variable o
23、r Critical to Quality ( CTQ) Associated with the Ys,Y= ( X1,X2,Xn ),Typical for Process Improvement Control the existing system Identify Inputs that are not in control and control them Deliverable : good Process control Plan Optimize the existing System Process in control but input Specification are
24、 not optimum Does performed to understand the relationships between the Xs and the Ys,Typical for Process Improvement Redesign the existing SystemProcess is optimized but not producing competitive product characteristicsLink -up between manufacturing and Technology groups the key to success Create a
25、 new System Process is redesign but still not producing competitive product characteristics to be number one in marketTechnology link is strongest here,Process Improvement Plan,Improvement Strategies Characterization Optimization Technical Breakthrough,2.Statistical Problem,3.Statistical Solution,4.
26、Practical Solution,1.Practical Problem,Y= ( X1,X2,Xn ),Overall Approach,Process Improvement Plan,Process Improvement Roadmap,Step 1: Process Measurement Plan project and identify key process input/output variables Perform gage studies on essential measurement system Perform Short-term capability stu
27、dies and evaluate control plan Step11:Process Analysis Complete FMEA and evaluate control plan Complete Multi-Vari studies to identify potential key inputs Review Data and prioritize key input variables,Process Improvement Plan,Process Improvement Roadmap,Step111: Process Improvement Verify critical
28、 inputs using DOE Determine the optimum operating window Update the control plan Step1V:Process control Finalize the process control plan Ongoing verification of the stability and capability of the process,Process Improvement Plan,Four Phases and 8 key Tools,Measure,Analysis,$,Advanced Tools acceler
29、ate Results,Improve,Control,Process Improvement Plan,Measure,process Maps Measurement Systems Capability Analysis Histogram Control Chart,Analyze, Cause and Effect Matrix, FMEA Design of Experiments ( DOE ) Multi-Vari Studies, DOE / Evolutionaryoperations Control Plan Statistical process ControlChar
30、ts,Improve and Control,3-6 Critical KPIVs,4-8 Critical KPIVs,8-10 KPIVs,10-15 KPIVs,30-50 KPIVs,All Xs,1st “Hit List ”,Screened List,Found Critical Xs,Controlling Critical Xs,Dynamics of Process Improvement Plan- The Funnel Effect,Process Improvement Plan,Defining CTQsBusiness case ( Describes why t
31、he project is important to do )Problem and Goal Statement ( Describes what Problem or issue is )Clarifying Customer Requirements ( What do you Provide your customers :) Services :Delivery / Order information / repair / technical support Products :Equipment / Invoices / Packing Slips Can be tangible
32、or intangible,Project Definition : Key preparation phase,DEFINE,MEASURE,ANALYZE,IMPROVE,CONTROL,Project Definition,Defining CTQs( How to find out what the Customer wants? ) Customer surveys Concept engineering Focus groups Quality Function deployment Customer needs mapping Operational Definitions Pr
33、oject Scoping,Project Definition : Key preparation phase,DEFINE,MEASURE,ANALYZE,IMPROVE,CONTROL,Project Definition,Use for Process Map Inputs to Cause and Effects Matrix Inputs to FMEA Inputs to Control Plan Summary Inputs to Capability Summary Evaluate experimental Designs-Tracks variables studied-
34、 Allows evaluate designs robustness to noise variables,Two type of Process Mapping Process mapping for KPIVs and KPOVs -use as first step in six sigma process -critical in order to successfully improve process variation,Mapping,Two type of Process Mapping ( Continue ) “As Is / Can Be” mapping-excell
35、ent method for identifying non-value added steps-necessary first step in cycle-time reduction projects-excellent for discrete processes A well defined KPIV process map can be used todevelop the As Is / Can be map,Process Mapping StepsIdentify the process and its external inputs and customer outputsi
36、dentify external inputs : raw material / identify end customer outputs : if process is under development, then use product design QFD to identify final product specifications.,Mapping,Process Mapping Steps （Continue )Identify all steps in the processinclude all value-added and non-value-added steps
37、List key output variables at each stepinclude both process and product output variablesList key input variables and classify processinputs as controllable,noise,or standard operating proceduresControllable inputs :KPIVs that can be changed to see the effect on KPOVs ,sometimes call “Knob ” variables
38、Noise inputs :input variables that impact the KPOVs but are difficult or impossible to controlStandard operating procedures :qualitative variables which are specified in the standard procedure for running the processCritical inputs :KPIVs that have been statistically shown to have a major impact on
39、the variability of the KPOVs,Mapping,Preparing the process Map Team Effortmanufacturing engineers / line operators / line supervisors / maintenance technicians Inputs to Mapping brainstorming operator manuals engineering specifications operator experience 6 Ms ( man , machine , materials , method ,
40、environment ) Optional Mapping Symbols you can use these symbols to help the separate steps, only green is value added. Process Step or Operation Storage / queue Quality Check or Inspection Decision Transport or movement,Mapping,Example of Detailed Map,Another Format,Mapping,Mapping,Mapping,Mapping,
41、Non-Value Added Analysis As Is / Can Be MappingOften during the design or analysis of a process we find many steps which are not value-added Definition of value-added Customer recognizes the value Changes the product Done light the first time Required by law , regulation , or contract, or for HS&E o
42、r ethical considerations,Mapping,As Is / Can Be Analysis how to analyze a process map-step &/ as is / can be Validate the process map with a “walk through” by the entire team ( establish baseline ) Identify value-added and necessary step Identify other streamlining activities to improve process flow
43、 Determine entitlement and develop “can be “ map ( consider benchmarking “best-in-class ” / “ world class” processes Validate can -be map / Develop implementation / implement Definitions Baseline :the performance of the existing process Entitlement : the performance of the existing process,allowing
44、for only value added and necessary tasks / activities Best-in -class : the best performance for the process anywhere within the industry World class : the best performance for the process anywhere,Mapping,“As Is / Can Be” Mapping Views There are usually 3 versions of each “As Is / Can Be” MapWhat yo
45、u Want it to be - What you believe it is - What it actually is -,Necessary Steps Definition A step may be non-value-added but necessary if:It is required by law ,regulation, or contractIt is required for health,safety,environmental,or ethical considerations, ,Mapping,C & E Matrix,Cause and Effects M
46、atrix This is a simple QFD ( Quality Function Deployment ) matrix to emphasize the Importance of understanding the customer requirements Relates the key inputs to the key outputs ( customer requirements ) using the process map as the primary source Key outputs are scored as to importance to the cust
47、omer Key inputs are scored as to relationship to key outputs Results :Pareto of key inputs to evaluate in the FMEA and control Plans Results :Input into the capability study step in the measurement phase Results :Input into the initial evaluation of the process control plan,Cause & Effect Matrix Ste
48、p Identify Customer requirements ( outputs ) from Process Map Rank order and assign priority factor to each outputs ( usually on a 1 to 10 scale ) Identify all process steps and materials ( inputs ) from the process Map Evaluate correlation of each input to each outputlow scale :changes in the input variable ( amount,quality,etc ) have small effect on output variableHigh scale :changes in the input variable can greatly affect the output variable . Cross multiply correlation values with priority factors and add across for each input,
