Total Quality Management – TQMB19-5

Session 05 → Six Sigma Project (Steps –

Measure to Control) + QC tools (Basic + New)
DMAIC Phase 2 – Measure

◼ Defect/ Symptom/ Theory/ Cause/ Remedy

◼ Verify the project need

◼ Measure time required/ Review scope
◼ If required – divide into several projects
◼ Document the current process
◼ Plan for data collection
◼ To conform and analyze input and output variables
◼ Place/ Frequency/ Stratification
◼ Description of symptoms
◼ May require Glossary
◼ Quantification of symptom
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DMAIC Phase 2 – Measure –
Continued
◼ Formulation of theories
◼ Generation/ Arrangement/ Choice
◼ Brainstorming/ Cause-and-effect diagram
◼ Which theory?
◼ Validate the measurement system
◼ Not %, DPMO – requires capability of measurement
system
◼ Bias/ Repeatability/ Reproducibility/ Stability/
Linearity
◼ Measure initial process capability
◼ Must recognize short-term and long-term variations

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 Measurement System Error

Observed Process Variation

Actual Process Variation Measurement Variation

Long-term Short-term Part-to-part Variation due Variation due

Process Variation Process Variation Variation to gage to operators

Bias Stability Linearity Repeatability Reproducibility

Actual Process Variation = Part-to-part Variation

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DMAIC Phase 2 – Measure – Tools

◼ Process mapping
◼ Process FMEA → Will be discussed later
◼ Data collection planning
◼ MSA → Will be discussed later
◼ Gage repeatability and reproducibility (GR&R)
◼ Graphs and charts
◼ Stratification
◼ Process capability analysis → Will be discussed later
◼ Sigma calculation → Will be discussed later
◼ Pareto chart
◼ Brainstorming
◼ Cause-and-effect diagram
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DMAIC Phase 3 – Analyze

◼ Plan for data collection

◼ Objective/ What/ How/ Reduce bias
◼ Difference with Phase 2
◼ Collect and analyze data
◼ Management controllable/ Worker controllable
◼ Test theories of management-controllable problems
◼ Flow diagram/ Process capability analysis/ Product and
process dissection/ Stream to stream analysis/ Time to
time analysis/ Simultaneous dissection/ Defect
concentration analysis
◼ Association searches – Correlation/ Ranking
◼ Management initiated conscious errors
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DMAIC Phase 3 – Analyze –
Continued
◼ Test theories of worker-controllable problems
◼ Inadvertent error/ Technique error/ Conscious errors
◼ Communication error – Omitted/ Inhibited/
Transmission

◼ Test by collection of new data

◼ Measurement at intermediate stages
◼ Measurement followed uncontrolled operation
◼ Measurement of additional properties
◼ Study of work methods

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DMAIC Phase 3 – Analyze – Tools →
Will be discussed later (Excel/Minitab)
◼ Data collection planning
◼ Power and sample size
◼ Confidence intervals
◼ Hypothesis testing protocol
◼ t-test, ANOVA, test for normality, test for equal variance
◼ Non-parametric tests
◼ Correlation, regression
◼ Chi-square contingency tables
◼ Proportion tests

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DMAIC Phase 4 – Improve

◼ Evaluate alternative remedies

◼ If necessary – Design of experiments
◼ Design a remedy
◼ Consider customer need
◼ To anticipate failures and shortcomings, and prevent
them with
◼ Failure Mode & Effects Analysis (FMEA)
◼ Process Decision Program Chart (PDPC)
◼ Prove effectiveness of the remedy
◼ Primary evaluation through simulation
◼ Final evaluation under real-world condition
◼ Deal with resistance to change
◼ Transfer the remedy to operations Dipankar Bose - XLRI
DMAIC Phase 4 – Improve – Tools

◼ Design of experiments → Will be discussed later

◼ Response Surface Methodology (RSM)
◼ Creative thinking, Benchmarking
◼ Lean event, Poka-yoke → Will be discussed later
◼ Pugh matrix, criteria selection matrix, payoff matrix
◼ Process mapping
◼ Process FMEA → Will be discussed later
◼ Stakeholder analysis
◼ Change management
◼ Project management
◼ Simulation

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DMAIC Phase 5 – Control

◼ Design controls and document the improved process

◼ Document the project as a whole (not just the new
process)
◼ Validate the measurement system – again
◼ Determine final process capability
◼ Implement and monitor improved process

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DMAIC Phase 5 – Control – Tools →
Will be discussed later
◼ Self-control analysis
◼ Process control map
◼ Poka-yoke
◼ 5S
◼ SPC
◼ SOP
◼ Change management

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Strengths of Six Sigma

◼ Top down initiation of a serious quality journey

◼ Not a book-keeping exercise
◼ Hierarchy of expertise and execution (Champ, BB, GB)
◼ Structured deployment of tools (DMAIC)
◼ Customer focus
◼ In contrast to inward-looking standardization
◼ Clear performance metric
◼ Sigma levels/ DPMO
◼ Fact-based decisions
◼ Not procedure or judgment based
◼ Application of statistics
◼ Analytical, not will power
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Strengths of Six Sigma – Continued

◼ Engineering as well as service applications

◼ Extending the horizon of statistical thinking
◼ Recognized time effects in process analysis
◼ Explicit provisions for short/long-term variations
◼ Result oriented
◼ Project by project → Three to six months project
duration makes progress tangible
◼ Business oriented
◼ Achievements often required to be expressed in
financial terms
◼ Good timing
◼ Statistical software packages had become widely
available Dipankar Bose - XLRI
Limitations of Six Sigma

◼ Relies on the measurable

◼ With a tendency to avoid the unquantifiable in project
selection
◼ Attention paid to repetitive output
◼ With lack of methodology for innovative or irregular
outcomes
◼ Focused on error prevention
◼ Gains from creativity or imagination (?)
◼ Built upon unrealistic (?) mathematical statistics
◼ Such as normal distribution and 1.5 sigma shifts
◼ Mostly concerned with basic CTQ
◼ Lack of attention to unexpected or ‘Attractive’ CTQ as
in the Kano quality model (?) Dipankar Bose - XLRI
Limitations of Six Sigma – Continued

◼ Studies only current, static CTQ

◼ With little reference to varied customer expectations or
lifestyles
◼ Not anticipative of technological/social/business
changes
◼ Usually based on one CTQ
◼ Single rather than multiple or balanced CTQ in a given
project
◼ Less emphasis on self-learning or future knowledge
acquisition in personnel training

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Limitations of Six Sigma – Continued

◼ Unsuitable for creative or interpretive work

◼ Architectural design/ Artistic performance
◼ Not a means to promote intellect/ creativity/ passion/
enterprise or self-renewal
◼ Emphasizes priorities of the organization (versus growth of
people) → Not considers
◼ Talent development or continuous learning on the part
of Black Belts and Green Belts
◼ Personnel mechanically classified in terms of terminal
qualifications
◼ Tends to be preoccupied with internal objectives
◼ With no reference to social mission or responsibility
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Design For Six Sigma (DFSS) – Various
Implementation Models
◼ DMADV – Define, Measure, Analyze, Design, Validate
◼ DMADOV – Define, Measure, Analyze, Design, Optimize,
Verify
◼ DMEDI – Define, Measure, Explore, Develop, Implement
◼ DCCDI – Define, Customer, Concept, Design, Implement
◼ DDOV – Define, Design, Optimize, Validate
◼ ICOV – Identify, Characterize, Optimize, Validate
◼ I2DOV – Invention and Innovation, Develop, Optimize,
Verify
◼ DMADIC – Define, Measure, Analyze, Design, Implement,
Control
◼ PIDOV – Plan, Identify, Design, Optimize, Validate
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Quality Tools (Old & New)

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Ishikawa – Seven Basic Tools
Tool Pictorial Presentation Purpose
Type
Check Sheet Range Data Collection
Makes Process Steps
Flow Chart
Visible
Histogram Frequency Distribution

Pareto Diagram Trivial Many/Vital Few

Cause & Effect Root Cause Analysis

Scatter Diagram Correlation

Control Charts Controllability

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Seven New Quality Tools

◼ Tree diagram
◼ Matrix diagram (L, T, Y, C, X, Roof)
◼ Matrix data analysis diagram
◼ Arrow diagram
◼ Affinity diagram
◼ Relations diagram
◼ Process Decision Program Chart (PDPC)

◼ Go through:
◼ http://asq.org/learn-about-quality/new-management-
planning-tools/overview/overview.html
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Affinity diagram – Rules

◼ Also called K-J method

◼ Developed by Jiro Kawakita

◼ Process
◼ Brainstorm ideas and write on Sticky notes, paste it
◼ Do this in random order
◼ Use markers for writing
◼ Try to move the notes that may be in related groups
◼ Do this individually and allow sufficient time
◼ Put heading for the groups

◼ Loners and Controversial notes

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Relations Diagram – Rules

◼ Take ideas from Affinity diagram/Detailed Tree diagram/

Cause-and-effect diagram
◼ Place one idea at a time and then place related ideas (in
terms of causes or effects)
◼ Repeat till you put all ideas
◼ Draw ‘Out’ arrows from the cause ideas to effect ideas

◼ More number of out arrows

◼ Important causes for investigation
◼ More number of in arrows
◼ Important effects to avoid

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Process Decision Program Chart
(PDPC) – Rules
◼ An important tool at remedy stage before implementing
solution
◼ To avoid problems during implementation

◼ High level → Show objectives

◼ Second level → Main Activities
◼ Third level → Tasks for activities
◼ Fourth level → Potential problems against tasks
◼ Fifth level → Possible countermeasures against problems

◼ Identify countermeasures as
◼ Practical (O mark)/ Impractical (X mark)
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