Introduction to Six Sigma

DMAIC – Methodology
Resource Speaker:
Aries M. Dayrit, PECE
Seminar Course Outline
1. Introduction in Six Sigma
 Definition
 History (Pass, Present & Future)
 Vision & Philosophy
 Benifits
 Goal
 Statistical Tools

2. Six Sigma Methodology

 Define
 Measure
 Analyze
 Improve
 Control

3. Problema solving applying Six Sigma DMAIC Methodology

 Common application & examples (case study)

4. Q & A

* Basic statistic refresher course will be discuss before the proper Six Sigma course
Basic Statistics Refresher

Statistical Symbols:

Statistical Process
Symbols
Description Description
Standard Deviation Sigma
Average Mean
Overall Average Grand Mean
LSL Lower Spec Limit Lower Spec Limit
USL Upper Spec Limit Upper Spec Limit
Basic Statistics Refresher

Kinds of Average:

Mean – is the average of all population

Median – is the middle value in a population
Mode – is the value occurred most often in a population
Range – is the difference between the largest & smallest values in a population

Exercise:
Find the mean, median, mode, and range for the following list of values:
13, 18, 13, 14, 13, 16, 14, 21, 13

Mean: (13 + 18 + 13 + 14 + 13 + 16 + 14 + 21 + 13) ÷ 9 = 15

Median: 13, 13, 13, 13, 14, 14, 16, 18, 21 = 14

Mode: 13, 13, 13, 13, 14, 14, 16, 18, 21 = 13

Range: 13, 13, 13, 13, 14, 14, 16, 18, 21 = (21 – 13) = 8
QUESTION:

What
is
SIX SIGMA
Six Sigma - DEFINITION

What is SIGMA

 Sigma is 18th letter of the Greek alphabet

 Mathematician use this symbol to signify the Standard Deviation
 Distance between the mean & the inflection point is Standard Deviation
 Sigma is an important measurement of variation

m Inflection Point - point Narrow Variation

on the curve that
changes direction

Wide Variation

Narrow Variation mean LESS variation (STD is lower)

Wide Variation mean HIGH variation (STD is higher)

Six Sigma - DEFINITION
SIGMA as Mathematical Expression

∑ - summation of all data set

x - each value in data set
µ - mean of all value in data set
N – number of value in the data set
Six Sigma - DEFINITION
What is SIX SIGMA:

Is a set of techniques and tools for process improvement to improve the quality of the
output of a process by identifying and removing the causes of defects and minimizing
variability in manufacturing & business process
- Wikipedia
Measure of quality that strives for near perfection. It is discipline,
data driven methodology focused on eliminating defects
- Dr. G. Karuppusamy (BSI Education)
A broad set of tools, interwoven in a business problem solving methodology.
Tools that used to scope & choose projects, design new products & processes.
- KC Yong (Six Sigma Master Black Belt – Continuous Improvement Manager)

A tool box's that consist of systematic way, method & approach in reducing defects/variations
in a process, towards in achieving high Quality Product (Service) that result to a Customer Satisfaction.
- Aries Dayrit, PECE ( Six Sigma Black Belt Practitioner)
Six Sigma - GRAPHICAL REPRESENTATION

LSL m USL

s s s s s s
Six Sigma (6s) Process
Six Sigma - BELT HIERARCHY
Six Sigma - BRIEF HISTORY
1987: Motorola Chief Executive declares Motorola will be at 6s by 1992 ( 5-year goal)
Bill Smith – Motorola Engineer credited as Father of Six Sigma

1988: Original Six Sigma consortium is formed

Motorola, Raytheon, ABB, CDI, Kodak

1993: Larry Bossidy of AlliedSignal embraces a new approach to Six Sigma

Dedicated Black Belts with a supporting infrastructure

1995: General Electric adopts Six Sigma

1996 -97: Six Sigma implementation begins in some of the companies as they observe
the success of Allied Signal and General Electric.
 Siebel, Bombardier, Whirlpool, Navistar, Gencorp, Lockheed Martin, Polaroid, Sony, Nokia, John Deere

1997/98: Number of Six Sigma companies grows rapidly

 Siemens, BBA, Seagate, Compaq, PACCAR, Toshiba, McKesson, AmEx,………………

1999: Starting to see exponential growth. ASQ (American Society for Quality) began offering Six Sigma training courses
Johnson & Johnson, Air Products, Maytag, Dow Chemical, DuPont,
Honeywell, PraxAir, Ford, BMW, Johnson Controls, Samsung
Six Sigma - PASS, PRESENT and FUTURE
Six Sigma – First Generation (SSG 1)
 During era of 1986 to 1990 first generation of Six Sigma (SSG1) was explore & implemented
 Motorola company pioneered in using Six Sigma methodology
 Statistically measured the Defect per Million Opportunity (DPMO)
 Create a realistic & quantifiable goal target of 3.4 DPMO
 Problem solving methodology that made up of 4 steps
• Measure
• Analyze
• Improve
• Control
 Methodology focus area
• Elimination of defects
• Improving product & service quality
• Continuous process improvement

Measure Analyze Improve Control

Six Sigma - PASS, PRESENT and FUTURE
Six Sigma – Second Generation (SSG 2)
 In 1990s, the focus of Six Sigma was shifted from product quality to Business Quality
General Electric Corporation ushered in second generation of Six Sigma (SSG 2)
 When GE launched SSG 2, they improved the methodology by including the Define Phase
 Six Sigma become business-centric system of management
 Strong measurement on bringing dollars to the bottom line
 High potential candidates were selected as Black Belt

Define Measure Analyze Improve Control

MOTOROLA

GENERAL ELECTRIC
Six Sigma - PASS, PRESENT and FUTURE
Six Sigma – Third Generation (SSG 3)
 Develop after year 2000
 SSG 3 can show companies how to deliver products or services that, in the
eyes of customers, have real value
 Combination technique of Lean Manufacturing & Six Sigma which commonly
known as Lean Six Sigma
 Korean company Posco (Steel Maker) & Samsung (Electronic Manufacturer) adopt
the SSG 3 Lean Six Sigma program

Eliminating waste Eliminating defects & variations Solving problems & improving
(8 Waste – DOWNTIME) processes in faster & more efficient
Six Sigma – VISION

The vision of Six Sigma

is to delight customers
by delivering
world-class quality products and services
through the achievement of
Six Sigma levels of performance
in everything you do.
Six Sigma – PHILOSOPHY

The philosophy of Six Sigma

is to apply
a structured, systematic approach
to achieve operational excellence
across all areas of your business
with an understanding that
defect-free processes result from
breakthrough improvement.
Six Sigma – BENIFITS to ORGANIZATION
Reduction of Defects
 Lower costs
 Higher customer satisfaction
 Shorter cycle time
 Predictable processes
• FMEA (Failure Mode Effect Analysis)
Six Sigma – BENIFITS to ORGANIZATION
 Culture change
 Focus on quality, the customer and doing it right
 Pride in being the best
 Standardization for problem solving

 Highly trained workforce

 Common language
 Organizational, institutional memory
Six Sigma – PERSONAL BENIFITS
 Six Sigma Practitioner Training
 Makes your job easier
 Increases your effectiveness
 Enhances your credibility

 Quantified success in high visibility projects

 Focused work with strong management support
 Reduction / elimination of whack-a-mole activities
Six Sigma – BENIFITS to MOTOROLA

Article Source:
Six Sigma Through the Years
By Tina Huesing, Motorola 2008
Six Sigma – BENIFITS to GE (General Electric)

Article Source:
How Jack Welch Run GE
Business Week June 1998
Six Sigma – GOAL

Sigma Level Defect Rate (%)

1s 69.200
2s 30.900
3s 6.7000
4s 0.6200
5s 0.0230
6s 0.0003

Defect Reduction
Six Sigma – GOAL
Sigma Level Defect Rate (%) Yield (%)
2s 30.900 69.10
3s 6.7000 93.30
4s 0.6200 99.38
5s 0.0230 99.977
6s 0.0003 99.9997

Yield Improvement

Defect Reduction
Six Sigma – Goal
Sigma Level Defect Rate (%) Yield (%) DPMO
3s 6.7000 93.30 66,807
4s 0.6200 99.38 6,210
5s 0.0230 99.977 233
6s 0.0003 99.9997 3.4
Customer
Satisfaction

Yield Improvement

Defect Reduction
Six Sigma – GOAL

$
Customer
Satisfaction

Yield Improvement

Defect Reduction
QUESTION:

What
is
DMAIC
Methodology
Six Sigma – DMAIC BRIEF SUMMARY

D M A I C
DEFINE MEASURE ANALYZE IMPROVE CONTROL

Problems What do Process & Assure that

Implement
& we need to Factor of Improvement
Improvement
Objectives improve? Influence Will sustain
Six Sigma

DEFINE
Six Sigma – DEFINE PHASE
Define

Project Scope &

Problem Validation

Problem Statement
Define Phase:
Identifying Issues or Problems that CRITICAL to quality, process,
machine, yield & scrap (manufacturing)
Project Metrics

Objective
Statement(s)

Team Members
Six Sigma – DEFINE PHASE
 Project Scope
 CTQ - Critical To Quality (Quality Improvement)
 Top defect attributor (Scrap Improvement)
 Chronic Machine issue (Machine Improvement)
 Cycle time (Process Improvement)

 Problem Statement
 Purpose of a Problem Statement
• To clearly define the problem
• To clearly and concisely communicate the problem to others.
 Problem Statement contains:
WHAT? What objects have the defect? What is the defect?
WHERE? Where is the defect observed geographically? Where on the object?
WHEN? When was the defect first observed? What is the history? Is there a pattern?
HOW MUCH? How many objects have the defects? How many defects on each object?
HOW DO I KNOW? What is the standard that we fail to meet?
Six Sigma – DEFINE PHASE
 Project Metrics
 Primary Metric (used to measure process performance)
• The gage used to measure your success
• It must be consistent with the problem statement.
• It is used to track progress towards your goals and objectives.
• It is usually reported as a time series graph of:
 Baseline data – averaged over a year, if available
 Target performance – goal or objective
 Actual (current) performance
Examples:
 Rolled throughput yield (RTY)
 Process Sigma Level or Ppk
 Defects per unit (DPU) [versus Proportion Defective]
 Secondary Metrics:
• Measurements of key output features, cycle time, or process resource usage that may improve as a result of
meeting objectives using the primary metric
Example:
Primary Metric: Cycle Time
Secondary Metric: Reduced backorders
Six Sigma – DEFINE PHASE
 Project Metrics
 Management or Business Metrics
• Very useful for Business Management
• Usually focus on how well an organizational investment
pays off (return on investment or general quality compliance)
• Usually impacted by many forces, some not controlled by the organization
• Examples: Financial ratios, Inventory turns, Consumable costs, Customer Complaints, Final Test Yield
 Financial Metrics
• Measure the $$$ impact when the primary metric is improved
• Are used to score the project
• Are used to validate the project results

 Consequential Metrics
• Metrics to measure possible unintended consequences of process changes
• A consequential metric is your conscience to keep you honest; to keep you from
passing your problem to another area
• More than one consequential metric may be required
Six Sigma – DEFINE PHASE
 Project Objectives SMART
S pecific
M easurable
A chievable
R elevant
T ime-bound
Six Sigma – DEFINE PHASE
 Team
 The purposes of Teams:
• Large pool of process knowledge
• Work distribution
• Ease of communication
• Incremental buy-in by the major players
• Dissemination of the Six Sigma culture
 The problem solution will come from the team.
 Choose the members wisely.
 A Six Sigma practitioner who works his project alone does his
organization and himself a great disservice.

Six Sigma project is a Team Work project

Six Sigma – DEFINE PHASE
 Team Selection
Process Expert: The Magician (Champion or Master Black Belt)
Process Owner: Manager of the process
Process Leader: Manager of the process
Process Do-er: Operator or implementer
Project Leader: Black Belt or Green Belt
IT/IS Expert: Information systems representation
Supporters: Individuals external to the process but must buy-in to
the solution in order for the project to be successful
Six Sigma – DEFINE PHASE

Project Lunching
Six Sigma

MEASURE
Six Sigma – MEASURE PHASE
Define Measure

Project Scope & Refine the Project

Problem Validation

Process Maps &

Simplification
Problem Statement
Measure Phase:
Gathering information (Data) about the problem to
C&E for Variable establish Baseline data for Improvement.
Reduction
Project Metrics

Measurement
Capability

Objective Statement(s)

Data Collection Systems

Team Members Process

Capability
Six Sigma – MEASURE PHASE
 Data Collection
 Data - a collection of facts from which conclusions may be drawn

in plural form!

Singular form : Datum

Six Sigma – MEASURE PHASE
 Why need to Collect Data
Six Sigma – MEASURE PHASE
 Purpose of Data

Inform Make Decisions Influence

Describe Predict
Six Sigma – MEASURE PHASE
 Type of Data
 Continuous Data – data comes from measuring and can take any value within a given range
Examples:
length weight

time volume

 Discrete – data can only take certain values, also called Count / Categorical / Attribute Data
Examples:
Six Sigma – MEASURE PHASE
 Data Collection Principles

A primary principle in data collection :

Obtain Representative Data

(Representative Sampling)

Collecting data is not always easy, but collecting

Representative Data is even more difficult
Six Sigma – MEASURE PHASE
 Method of Sampling
 Random Sampling - every unit of the lot has an equal chance of being chosen.
The way of picking-out samples is unstructured or does not
follow any pattern.
Six Sigma – MEASURE PHASE
 Method of Sampling
 Systematic Sampling - method in which samples from a larger population are selected according to a
random starting point and a fixed periodic interval.
Six Sigma – MEASURE PHASE
 Method of Sampling
 Stratified Sampling - method of sampling that involves the division of a population into
smaller groups known as strata.
Six Sigma – MEASURE PHASE
 Advantage & Disadvantage of Sampling

ADVANTAGES
• Faster and cheaper than 100% data collection
• Avoids handling damage during inspection
• Requires lesser manpower

DISADVANTAGES
• Data may not be as precise or exact as in
100% data collection
Six Sigma – MEASURE PHASE
 Process Mapping
 Process mapping is the graphic display of steps, events and operations that constitute a process.
 It’s a pictorial illustration which identifies the steps, inputs and outputs, and other related details of a
process by providing a step-by-step picture of the process.
 It’s a graphics technique for dissecting a process by capturing and integrating the combined
knowledge of all persons associated with the process.
Types of Process Mapping
 Macro-Map
• A macro-map is a high level process flow chart.
• It usually shows several steps on both sides of the project scope.
Why use a macro map?
• To show the big picture
• To help narrow the focus of widely defined projects
• To identify upstream sources of downstream defects
Some elements of a macro map:
• Major process steps
• Product specifications at major process steps
• The target process highlighted
Six Sigma – MEASURE PHASE
 Types of Process Mapping
 Process flow diagram (PFD)
• A process flow diagram is a detailed map of every step in the process, including the hidden factory.
• The process flow diagram uses standard symbols for readability and a common nomenclature.
Why create a Process Flow Diagram?
• To create a visual representation of process flow
• To help identify loops (potential bottlenecks)
• To identify serial and parallel process steps
• To identify internal supplier/customer relationships
• To identify inputs and outputs for each process activity
Some elements of a Process Flow Diagram
• Shapes representing activities
• Connecting arrows indicating flow
• Value-Added/Non-Value-Added markers
• Document identification
• Data collection points
Six Sigma – MEASURE PHASE
 Examples of Process Mapping
 Macro-map (IC Production Assembly)

Middle Process
1st Process Final Process Outgoing
(Soldering
(Front of Line) (End of Line) Inspection
Process)

 Process Flow Diagram (PFD)

1st Process Middle Process Final Process Process Outgoing Inspection

Wafer Expanding Pre Cleaning Cut, Trim & Form Label Check

Die Bonding Soldering Testing

Quantity Check
Wire Bonding Final Cleaning Laser Engraving
Visual Inspection
Moulding Drying Inspect & Pack
Six Sigma – MEASURE PHASE
 Process Mapping Exercise
 Create a macro mapping how the GF/BF relationship build
• List down the events
• Identify the inputs
• Identify the outputs
• List the equipment
Six Sigma – MEASURE PHASE
 Macro Mapping of GF/BF relationship

Friendship Courtship BF/GF Marriage

Six Sigma – MEASURE PHASE
 C & E (Cause & Effect) Diagram
 A cause and effect diagram, also known as a “Fish Bone" diagram.
 Can help in brainstorming to identify possible causes of a problem
 Help to visually display the many potential causes for a specific problem or effect.

A method of systematically identifying all of the potential causes that may be contributing to a problem

 Method for construction of a fishbone diagram:

 State the problem, place it in a box on the right side
 Draw a horizontal arrow to the problem box
 Write the traditional main categories of factors or suspected categories above and
below the line, and connect them to the main line
 Within each of the main categories, brainstorm and list all of the detailed factors that
may be causing the problem
 Further refining: list all of the inputs in each of the detailed factors
Six Sigma – MEASURE PHASE
 C & E Diagram Structure

Policies Place

Effect 4 P’s

Man Machine Method

People Procedure

Effect

6 M’s

Measurement Materials Mother Nature

(environment)
Six Sigma – MEASURE PHASE
 C & E Diagram Example
Six Sigma

ANALYZE
Six Sigma – ANALYZE PHASE
Define Measure Analyze

Project Scope & Refine the Project Failure Modes & Effects
Problem Validation Analysis

Analyze Phase:
Process Maps &
Simplification Analyze, Test & Validate the data to identify
Problem Statement
ID Variation: Graphical root cause of a problem for Improvement.
Analysis

C&E for Variable

Reduction
Project Metrics • Hypothesis Testing
• Regression Analysis
ID Variation: Statistical • Mean & Proportion Testing
Measurement
Capability Analysis • Variance & Sigma Testing
• 5 Why Analysis
Objective Statement(s)
• ANOVA
Data Collection Systems

Plan for DOE

Team Members Process
Capability
Six Sigma – ANALYZE PHASE
 Graphical Analysis
 Is the method of analysis which performs graphing by taking the input from data tables.
 Used to calculate statistics, integrals, tangents, and interpolations.
 It is also can be done by creating the graphs, histograms, data tables and FFTs (Fast Fourier Transform).
 Can compare different parameters in order to understand easily.
 Data representation in graphical form

 Common Data Analysis Graph (Chart)

 Line Graph (Control Chart)
 Bar Graph (Pareto Chart)
 Scatter Graph
 Flow Chart
 Histogram Chart
 Check sheet
 Cause & Effect
Six Sigma – ANALYZE PHASE
 Common Data Analysis Graph (Chart)
 Line Graph - is a type of graph which displays information as a series of data points
called 'markers' connected by straight line segments.

Process Application – SPC (Statistical Process Control), Trend/Control Chart monitoring/comparison

Six Sigma – ANALYZE PHASE
 Common Data Analysis Graph (Chart)
 Bar Graph - is a chart or graph that presents categorical data with rectangular bars
with height or length is proportional to the values that they represent.

Process Application – Defect Pareto to represent the top attributor defect from the population
Six Sigma – ANALYZE PHASE
 Common Data Analysis Graph (Chart)
 Scatter Chart - is a type of plot or mathematical diagram using Cartesian coordinates to display
values for typically two values for a set of data.

Process Application – Correlation (show the relationship between two sets of data)
Six Sigma – ANALYZE PHASE
 Common Data Analysis Graph (Chart)
 Flow Chart - is a type of diagram that represents an algorithm, workflow or process, showing the
steps as boxes of various kinds, and their order by connecting them with arrows.

Start

End

Process Application – Process mapping to identify the possible affected area of problem
Six Sigma – ANALYZE PHASE
 Common Data Analysis Graph (Chart)
 Histogram - refers to bell curve shape that created when a line is plotted using the
data points for an item that meets the criteria of Normal Distribution

Process Application – Distribution of the data with respect to the specs limit (LSL & USL)
Six Sigma – ANALYZE PHASE
 Box Plot - A box plot summarizes information about the shape, dispersion,
center of process data and also helps spot outliers in the data.
Box Plot Interpretation
• Box – represents the middle 50% values of the process data.
• Median – represents the point for which 50% of the data points are
above and 50% are below the line.
• Q1, Q3 – Q1 represents the point for which 25% of the data points are
above and 75% are below the line; While, Q3 represents the point for which
75% of the data are above and 25% are below in the line.
• Aestrix – represents an outlier and is a point which is more than 1.5 times
the inter-quartile range (Q3-Q1) in the data.
Six Sigma – ANALYZE PHASE
 5 Why Analysis - is an iterative interrogative technique used to explore the cause & effect
relationships underlying a particular problem. The primary goal of the technique is
to determine the root cause of a problem by repeating the question "Why?" each
answer forms the basis of the next question.
 Benefits of 5 Whys
 Help identify the root cause of a problem.
 Determine the relationship between different root causes of a problem.
 One of the simplest tools; easy to complete without statistical analysis.

 When is 5 Whys Most Useful

 When problems involve human factors or interactions.
 In day-to-day business life; can be used within or without a Six Sigma project.

 Steps in creating 5 Whys

 Write down the specific problem.
 Ask Why the problem happens and write the answer down below the problem.
 If the answer you just provided doesn’t identify the root cause of the problem that you wrote down in Step 1,
ask Why again and write that answer down.
 Loop back to step 3 until the team is in agreement that the problem’s root cause is identified.
 Sometimes this may take fewer or more times than five Whys.
Six Sigma – ANALYZE PHASE
 5 Why Analysis Examples
Situation: You are on your way home from work and your car stops in the middle of the road.
1. Why – did your car stop?
 Because it ran out of gas.
2. Why – did it run out of gas
 Because I didn’t buy any gas on my way to work.
3. Why – didn’t you buy any gas this morning?
 Because I didn’t have any money.
4. Why – didn’t you have any money?
 Because I lost it all last night in a poker game.
5. Why – did you lose your money in last night’s poker game?
 Because I’m not very good at “bluffing” when I don’t have a good hand.

Root Cause of the Problem: Not very good in BLUFFING in a poker game
Six Sigma

IMPROVE
Six Sigma – IMPROVE PHASE
Define Measure Analyze Improve

Project Scope & Refine the Project Failure Modes & Effects Design & Execute An
Problem Validation Analysis Experiment

Process Maps &

Simplification
Problem Statement
ID Variation: Graphical Define Y=f(x)
Analysis

C&E for Variable

Reduction
Project Metrics
Recommended
ID Variation: Statistical Changes
Measurement
Capability Analysis

Objective Statement(s)

Data Collection Systems

Improve Phase:
Develop a potential solution in a problem by
Plan for DOE improving the current process.
Team Members Process
Capability
Six Sigma – IMPROVE PHASE
 Y = f(X)
 Y=f(X) is the relational transfer function that is used by all 6 Sigma practitioner
 Y refers to the measure or output of a process
• The “Y” is the measure of process performance that you’re trying to improve
 f(X) means “function of X”
• X’s are factors or inputs that affect the “Y”
 In simple terms:
“My process performance is depend on certain X’s”
Six Sigma – IMPROVE PHASE
 Y = f(X) Comparison

Y (Outputs) X (Inputs)
Quality Man Material
Product / Service Machine Method
Cycle Time Measurement
Satisfaction Mother Nature
Six Sigma – IMPROVE PHASE
 Y = f(X) Methodology
 Understand the relationship between independent & dependent variable
 Identifying the vital few independent variables that affect the dependent variable
 Optimizing the independent variables to control the dependent variable.
 Monitoring effect of optimized independent variable to dependent variable
Six Sigma – IMPROVE PHASE

 Recommended Change (Improvement)

 KAIZEN
• Japanese philosophy that focuses on continual improvement throughout all aspects of life.
• It is an activities can improve every function of a business, from manufacturing to marketing and
from the CEO to the assembly-line workers.
• Main objective is to eliminate waste in all systems of an organization through improving
standardized activities and processes.
Six Sigma – IMPROVE PHASE
 Continual Improvement
 PDCA (Plan Do Check Act)

Plan
• Establish the necessary objectives and processes to deliver results
in accordance with the expected output (the target or goals).
Do
• Execute base from the plan (if possible in small scale
sample size)
Check
• Validate & compare the result base from expected
output
Act
• Take action base from the comparison result
Action Condition:
 If result is “Good” validate again with bigger sample size
 If result is “NG” go thru the cycle again with different plan
Six Sigma

Control
Six Sigma – CONTROL PHASE
Define Measure Analyze Improve Control

Project Scope & Refine the Project Failure Modes & Effects Design & Execute An Optimize & Refine
Problem Validation Analysis Experiment Solutions

Process Maps &

Simplification
Problem Statement Control X’s
ID Variation: Graphical Define Y=f(x)
Analysis & Monitor Y’s

C&E for Variable

Reduction
Project Metrics
Recommended Close & Hand-Off
ID Variation: Statistical Changes Project
Measurement
Capability Analysis

Objective Statement(s)

Data Collection Systems

Control Phase:
Plan for DOE
Sustaining the improvement solution to
Team Members Process avoid potential quality reocurrence
Capability
issue.
Six Sigma – CONTROL PHASE
 Control X’s & Monitor Y’s
 Control Plan is to control the product characteristics and the associated process variables to
ensure capability and stability of the product over time.
Preventative Sample Size
Data Process
Location Characteristics

Maintenance & Freq.

Responsible Metrology
Metrology Control Plan
Persons

Process
Decision
Process
Rules Process
Control
Documentation
Flow

Integrating Key Elements

Control Key Elements
Six Sigma – CONTROL PHASE
 Control Plan
 Process Control Plan is a control mechanism that ensures that the process performance be
maintained abase from customer’s satisfaction.

 Process Control Intent

• Keep the process on target
• Minimized/Reduce variation
• Minimize required adjustments and over-control
• ALWAYS MEET CUSTOMER SATISFACTION

 Process Control Purpose

• Institutionalize process improvements
• Highlight areas requiring extra education
• Provide one-stop-shopping for control information
Six Sigma – CONTROL PHASE
 Process Control Plan
Six Sigma – CONTROL PHASE
 Control X’s & Monitor Y’s
 SPC (Statistical Process Control)
Analyze process performance by plotting data points, control limits, and a center line. A
process should be in control to assess the process capability.
 Brief History
• Dr. Walter Shewhart of Bell Labs developed a theory of SPC in 1924.
• During the ’20’s Dr. Shewhart presented his theories in a series of lectures that were
published in a book , Economic Control of Quality Manufactured Product (1931).
• 1940’s Edward Deming introduce the SPC to Japanese industry after WW II
• 1965 Ford failed to implement SPC due to No Management Commitment
• 1985 Ford finally implement SPC
• 1989 Boeing roll out SPC
• 1992 BAe decide to implement SPC
• Airbus UK start SPC in key business areas
Six Sigma – CONTROL PHASE
 SPC (Statistical Process Control)
 SPC Objective
• Monitor process performance and maintain within defined control limit
• Used as predictive tools to response before hit the out of control limit (OOC)
• Promote proactive response rather than a reactive response when it may be too late or costly
• To save unnecessary product inspection and sorting

 SPC Application
• Understanding the process and the specification limits.
• Eliminating assignable (special) sources of variation, so that the process is stable.
• Monitoring the ongoing production process, assisted by the use of control charts
• To detect significant changes of mean or variation.
Six Sigma – CONTROL PHASE
 SPC (Statistical Process Control)
 Also know as Control Chart
• Graph or chart used to study how a process changes over time.
• Data are plotted in period of time order.
• A control chart always has a central line for the average or mean ( X ),
• It has upper line for the upper control limit (UCL) and a lower line for the lower control limit (LCL)
Six Sigma – CONTROL PHASE
 Control Chart Rule
Rule Description

1 1 point more than 3 sigma from the center line

2 9 points in a row on the same side of the center line

3 6 points (changes) in a row, all increasing or decreasing

4 14 points (changes) in a row, all alternating up and down

5 2 points out of 3 in a row more than 2 sigma from the center line on the same
side
6 4 points out of 5 in a row more than 1 sigma from the center line on the same
side
7 15 points in a row all within 1 sigma of the center line

8 8 points in a row more than 1 sigma from the center line on both sides
Six Sigma – CONTROL PHASE
 Control Chart Exercise:
 Construct a simple control chart using the data from refresher exercise
Exercise:
Find the mean, median, mode, and range for the following list of values:
13, 18, 13, 14, 13, 16, 14, 21, 13
Mean: (13 + 18 + 13 + 14 + 13 + 16 + 14 + 21 + 13) ÷ 9 = 15
Sigma (Standard Deviation): = 2.83
Sample Data
3 Sigma Value = 8.49 1 13
UCL = 23.49 2 18
3 13
LCL = 6.51 4 14
5 13
6 16
7 14
8 21
9 13
Mean 15.00
Sigma 2.83
3 Sigma 8.49
UCL Mean + 3 Sigma 23.49
LCL Mean - 3 Sigma 6.51
Target Mean 15.00
Six Sigma – CONTROL PHASE
 Project Closure
 Project Transition
• Get buy-in early – no surprises!
Project team must include all the important players.
Regular reports to process management
• Establish systems for frequent measurements.
Process control and product monitoring
• Update the procedures and documentation.
Document any remaining parts of the hidden factory.
• Take the time to truly educate (not just train or retrain) everyone.
New procedures and new measurements require education.
• Monitor the results.
Frequent measures of key project metrics
Thank You