6 Sigma - Good Presentation

Six sigma
Introduction
© All Rights Reserved TreQna 2005

Origin of Six Sigma
Motorola
Motorola
the
the company
company that
that invented
invented Six
Six Sigma
Sigma
• The term “Six Sigma” was coined by Bill Smith, an engineer
• 1987 - Motorola officially launched it’s Six Sigma program
GE
GE
the
the company
company that
that perfected
perfected Six
Six Sigma
Sigma
• Jack Welch launched Six Sigma at GE in Jan,1996

• 2002/03 - Green Belt certification became the criteria for promotion to
management roles

The Quality Team
Master Black Belt --Thought

ThoughtLeadership
Leadership
--Expert
Experton
onSix
SixSigma
Sigma
--Mentor
MentorGreen
Greenand
andBlack
BlackBelts
Belts
--Backbone
Backboneof ofSix
SixSigma
SigmaOrg
Org
Black Belt Black Belt
--Full
Fulltime
timeresource
resource
--Deployed
Deployedto tocomplex
complexor
or“high
“high
risk”
risk”projects
projects
Green Belt
Green Belt
--Part
Parttime
timeor
orfull
fulltime
timeresource
resource
--Deployed
Deployedto toless
lesscomplex
complexprojects
projects
Green Belt
ininareas
areasof
offunctional
functionalexpertise
expertise

The Growth of Six Sigma
The GE model for process improvements
Define Measure Analyze Improve Control
Combination of change management & statistical analysis

Methodology
D Identify and state the practical problem (y)

Define
Validate the practical problem by collecting data (x1,x2,..)

M
Measure
Convert the practical problem to a statistical one, define the
A critical inputs one x or two or….(main root causes)
Analyze
I Confirm and test the proposed solutions to get the best

Improve solution
C Apply standardization tools to ensure sustained improvement

Control

Define
D VoC - Who wants the project and why ?

Define
M The scope of project / improvement

Measure
A Key team members / resources for the project

Analyze
I
Critical milestones and stakeholder review
D
Improve
C
Control Budget allocation

Meaning of Sigma

• The term “sigma” is used to designate the distribution or spread about
the mean (average) of any process or procedure.(standard deviation)
• Sigma , is mainly an indication for variability in a certain process
• ,then for any process as sigma value increase ,the process variability
increase then process quality level gets worst.
• Now, the new definition for quality is to minimize variation.

Meaning of Six Sigma
66
• Is an overall methodology that drives business
improvement
• Business improvement , including any business
process regarding product or service.

Graphical View of Six Sigma 66
• Customer requirements (USL & LSL) are at + 3
from the measured process mean
• So, customer requirements is the indicator for
sigma level which is indication for process quality
level LSL -3 USL 3 

Defects Defects
Acceptable
(Yield)
Mean
Process Capability
Graphical View of Six Sigma (follow)
• From the below graph we can differentiate

between voice of customer (VOC) and voice of
process (vop).
• For + 3  sigma level
Defect rate is LSL -3 USL 3 

(66,800 dpm) Defects
Defects
Acceptable
(Yield)
Mean
Process Capability
Graphical View of Six Sigma (follow)
• Six sigma is 3.4 defect per million

• For 6  sigma level Defect rate is (3.4 dpm)
LSL -3 USL 3 

Defects Defects
Acceptable
(Yield)
Mean
Sigma Conversion Table:
If your yield is: Your DPMO is: Your Sigma is:
30.9% 690,000 1.0
62.9% 308,000 2.0
93.3 66,800 3.0
99.4 6,210 4.0
99.98 320 5.0
99.9997 3.4 6.0

Two Ways for calculating Sigma Level
1-DPMO
1-DPMO
2-Final
2-Final Yield
Yield
1-
2- Final Yield : is the percentage of units that pass through an operation
without any defects.(1-%defected)
• Then, by referring to six sigma conversion tables , for each DPMO OR
YIELD we can get the equivalent sigma level.

DEFINE TOOLS
Identify
Identify project
project
Matrix diagram
Pareto
OUTPUT Project Charter
WBS
SIPOC
Matrix
Matrix Diagram
Diagram
project Reflects Prob
Team
Financ Data Benefit a Resista Cost to Time to abilit
members Tot
criteria ial availabil to chronic nce to implem implem y of
commitmen al
benefit ity custom proble change ent ent succ
t
er m ess
Control
plan ∆ ○ ○ ○ ○ ○ ○ ∆ .
29
FTT ∆ ∆ ∆ ∆ ○ ∆ ○ ○ ○ 17
Scrap
. . . . ∆ ○ ∆ ○ . 53
Total 11 13 13 13 7 7 7 7 21 99
D E F I N E
)9( )3( ○ )1( ∆ .

Select a project
Since, the project :
1- Has the higher evaluating rating

2- Has actual measurable data
3- Urgent for the organization and top
management.
4- Clearly map to business strategic goal.
5- Minimize a major part of (cost of poor
quality)
6- Reflects a chronic problem
7- Manageable size project

Project name: Reduce monthly scrap percentage
Six sigma improvement project team charter
Issue no. (1) Date : 15/11/2006
Business case Opportunity statement
General Manager frequently complain about high We currently have an average monthly scrap quantity
monthly scrap percentage which indicates that we have of 52000 kg. And a total scrap percentage of 3.3% from
an average monthly scrap cost of (1097854 LE) which productivity .Our general manager requires to minimize
constitute the major part of our cost of poor quality monthly scrap percentage. Our process is currently
and indicates also that we have a poor scrap control operating at a 3.3 sigma level.
mechanism in the factory.
Goal statement Project scope
Reduce monthly scrap percentage. Cable production process starts from issuing work
Improve sigma level to 3.5 order from planning department and ends with adding
 Reduce monthly scrap cost by 100000 LE the cable as finished product to finish product stores.
Project plan Team selection

Activity Start End Team members :
Define 9/9/06 15/11/06 Quality control manager
D E F I N E
Measure 19/11/06 7/3/07 Q.C section head

Analyze 11/3/07 23/5/07 Q.C engineer
Improve 27/5/07 15/7/07 Costing and accounting manager
Control 27/5/07 15/7/07 Warehouse section head
Production manager
Production engineers
Senior planning engineer
Approved by : Sponsor ( Signature:
A-4 SIPOC Diagram : SCRAP HANDLING PROCESS
Start boundary: Issue work order to End boundary: Deliver
Production department. finished product To stores.
s I Process O C
Suppliers Inputs Issue technical Outputs Customer
data sheet (TDS)
Sales Order processing Technical data -Planning
department form (opf) sheet (TDS) &Quality
Length tolerance Issue work order department
Sales dept. (OPF) (W.O) Work order Production
Technical (TDS) &Quality
Issue production department
Planning Work order plan Production plan Processing
department &follow-up
Issue machine department
Planning Production plan loading plan Machine loading Production
department plan department
Issue material
Processing Machine loading request Material request Warehouse
&follow-up plan department
department Withdraw raw
materials from
D E F I N E
Production Material request warehouse Raw materials Production

department department
Manufacture the
Warehouse Raw materials products Finished products Quality
department department
Check products
Production Finished products against specs Conforming Quality
department finished products department
Add conforming
Quality Conforming Conforming Stores
products to stores finished products
department products
Measure
D
Define
Measure
. In this phase the goal is to detect the
M
location or source of the problem as precisely
Measure as possible by building a factual
A
understanding of existing process conditions
Analyze and problems.
M
the important function of the MEASURE
I phase is to establish a baseline of capability
Improve
level .
C
Control

Measure
D
Define
 The tools that are most commonly
utilized in the Measure phase are:
M 1.Data Collection Plan
Measure 2. Sampling
3. Data Collection Forms
A 4. Prioritization Matrix
Analyze
5. Pareto Chart
6. Gage R&R
I 7. Control Charts
Improve
8. Time Series Plots (Run Chart )
9. Failure Mode and Effects Analysis
C
Control
M
Measure
1 / Data collection plan:
Data Collection - In planning for data collection it is
important to:
· Be able to identify possible measures.
· Know how to select the most important variables to measure.
· Know how to create a data collection plan.
· Be able to identify stratification factors for a given problem.
· Know the various types of data available.
· Be able to create and use operational definitions.
· Be able to create a useful data collection form, whether variable or
attribute.
Desired data characteristics need to be:
· Sufficient
· Relevant
· Representative
M
Measure
Forms
Data collection plan Project name & scope :
What the questions do you want to answer ?
Variable Data How to Who is the How / where recorded ?

name type? measure? collecting ( attach form )
& quantity date?
?
x Variable Operational name Work sheet
definition
y Attribute

SIPOC
start
Supplier Inputs (x) Process Outputs(y) Customer

To x1 x1 For x1 From x1 Receive
To x2 x2 For x2 From x2
end
Detailed Process Map

No
start Action 1 Decision Action 2
Yes
end
2/ Sampling :
The first question asked is "How many samples do

we need to measure or collect data on?" The answer
to that question is dependent upon four factors:
M
Measure
The Factors:
 · Type of data ?
Variable (discrete or continuous) & Attribute ( discrete )
 · What you want to do with the data?
describe a characteristic for a whole group (mean or
proportion) within a certain precision of +/- number of units?
Compare group characteristics (find differences between

group means or proportions; at what power - the probability
you want of detecting a certain difference?)
 · What you guess the standard deviation (or proportion) will

be?
 How confident you want to be (usually 95%)?.

Sampling Approaches ( type of
samples):
Random Sampling : each unit has the same chance of
being selected.
Stratified Random Sampling : randomly sample a

proportionate number from each group.
Systematic Sampling : sample every “ n “ the part (for

example, every third or every fourth part)
Subgroup Sampling : sample "n" units every so often

(for example, 3 units every hour or half-hour); then
calculate the mean (proportion) for each subgroup.
3 / Data collection forms
a/ Attribute : (check sheet )
(defect tracking sheet) No.___________
PRODUCT ION DEFECT CHECK SHEET
Product Line___________________________________ Date_________________________________
Product Type___________________________________ Factory_______________________________
No. of Inspections______________________________ Data Collector__________________________
Total Number__________________________________ Group Name___________________________
Lot Number___________________________________ Remarks:_____________________________
TYPE OCCURRENCE SUBTOTAL
snaping I I I I I I I I I I I I I I I I I I 18
holes I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 38
LEAKAGE I I I I I I I I I I I I 12
crack I I I I I I I I I I I I I I I 15
fals drop test I I I I I I I 7
deformation I I I I 4
bad regulator I I I I I I I I I I I I I I I I I I I I I I 22
bad voltage I I I I I I 6
M
Measure
b/ variable : Check sheet
Product Name_________________________________ Date_________________________________
Factory_______________________________
Specification__________________________________
2.2 +/- .5 Section Name__________________________
No. of Inspections______________________________
100 Data Collector__________________________
Total Number__________________________________
100 Group Name___________________________
Lot Number___________________________________
1631 Remarks:_____________________________
Dime nsions 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2
SpecUSL
SpecLSL
40
35
30
25
XXXXX
XXXX
20
XX
XX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
15 X X
XXX
XXX
XX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
10
XXX
XX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
5 X
XX
XX
0 X X
TOTAL
FREQUENCY 1 2 7 13 10 16 19 17 12 16 20 17 13 8 5 6 2 1

4 / Prioritization Matrix
There are two applications for a prioritization matrix :
1. Linking out variables to customer requirements
2. Linking input and process variables to output
variables.
Why use a prioritization matrix?

1 .To identify the critical few variables that needs to be
measured and analyzed.
2. To help to focus the data collection effort.
3. To help formulate theories about causes and effects
M
Measure
When to use a prioritization matrix?
1. There are too many variables that might have an impact on the
output of the process.
2. Collecting data about all possible variables would cost too much
time and money.
3. · Team members have different theories about what happens in
the process

How to construct a prioritization matrix?
1. List all output variables.
2. Rank and weight the output variables.
3. List all input and process variables.
4. Evaluate the strength of the relationship between
output and input/process variable (correlation factor).
5. Cross-multiply weight and correlation factor.
6. Highlight the critical few variables.

Prioritization matrix
10 4 10 total
rating of importance to
customer
inputs
y1 y2 y3
X1 1 1 7 =10+4+70
x2 10 10 4 =100+40+40
this is a subjective estimate of how influential the x’s

are on the Y ‘s and ignored the not influent at sure.

5/ Pareto chart
• The Pareto Principle implies that we can frequently solve a
problem by identifying and attacking its "vital few" sources;
generally the vital few have the most accumulations and
have relevance to other related problems. React to a Pareto
Chart when the Pareto Principle applies, or, a few
categories are responsible for most of the problems.

M
Measure
Why use a Pareto Chart?
· To understand the pattern of occurrence for a set of problems.
· To judge the relative effect of various parts of a problem area.
· To track which is the biggest contributor to a problem.
· To decide where to focus your efforts
When to use a Pareto Chart?

· Theproblem you are studying can be broken down into
categories for better analysis.
· To identify the "vital few" categories to focus improvement

effort upon.

6 / Gauge R&R ( Validating
Measure System ) :
• The goal is to minimize the controllable
factors that cloud the amount of variation
in data. A Gage R&R is a set of trials
conducted to assess the Repeatability and
Reproducibility of your measurement
system.
2 2 2
σ ( total) = σ ( product) + σ ( MSA)
M
Measure
The method consists of:
 · Multiple operators measuring multiple
units a multiple number of times. The
AIAG standard Gage R&R format is for
three operators to measure ten parts, ten
times individually.
2 2 2
σ ( MSA) = σ ( repeatability ) + σ ( reproducibility )

You analyze the variation in the study results to determine how
much of it comes from the differences within the operators,
techniques or the measuring devices being utilized. The common
problems that are often experienced with measurement systems
are:
· Bias or inaccuracy : the measurements have a different average
value than a "standard" method.
· Imprecision - repeated readings on the same material vary too
much in relation to the current process variation.
· Not reproducible : the measurement process is different for
different operators, or measuring devices or labs. This may be a
difference in either precision, feel or bias.
· Unstable measurement system over time - either the bias or

the precision changes over time.

• Lack of resolution : the measurement process cannot
measure to the degree or precision to properly capture current product
variation.
 Desired characteristics for continuous
variables:
• Accuracy : the measured value has little deviation from the actual
value. Accuracy is usually tested by comparing an average of repeated
measurements to a known standard value for that unit.
• Repeatability : the same person taking a measurement on the
same unit generally gets the exact same results.
• Reproducibility : other people get the same result you get when
measuring the same item or characteristic.
• Stability : measurements taken by a single person in the same way
vary little over time. Adequate resolution - there is enough resolution in the
measurement device so that the product can have many different values.

7/ Control Chart
• A Control chart plots time-ordered data, just as run charts
do, however, the difference is that statistically determined
control limits are drawn on the plot. The centerline
calculation uses the mean, not the median.
Why use a Control Chart?
• · Statistical control limits establish the process capability.
· Statistical control limes are another way to separate common cause and
special cause variation; points outside the statistical limits signal a special
cause.
· Can be used for almost any type of data collected over time.
· Provides a common language for discussing process performance.
When to use a Control Chart?
· Track performance over time.
· Evaluate progress after process changes/improvements
· Focus attention on detecting and monitoring process variation over time.

What are control limits?
A Control limit defines the bounds of common cause
variation in the process; thus, it is a tool that you
can use to help make the right decision and thus
take the right action:
· If all points are between the limits, you can assume that
only common cause variation is present.
· If a point falls outside the limit, above or below, you
should treat it as a special cause.
· You do not investigate the individual data points, rather,
study the common cause variation in all data points.
Control limits for individuals' charts are calculated by the
average +/- 2.66 times the average of the moving
range.
Target LCL
UCL &
Mean

Control Charts (X-bar, R)
 When data are collected in rational subgroups, it makes
sense to use an X-bar, R chart. In the rational subgroup, we
hope to have represented all the common causes of
variation and none of the special causes of variation. X-bar,
R charts allow you to detect smaller shifts than individuals
charts do. Additionally, they allow you to clearly separate
changes in process average from changes in process
variability.
 X-bar, R chart uses the variation within subgroups to

establish limits for the averages of the subgroups. When
there is more variation between subgroups than within
subgroups, a special cause will be signaled. The X-bar chart
will not detect special causes within a subgroup, therefore,
selection of the subgroups is of primary importance.

8 / Time Series Plot (Run Charts):
M
Measure
Why use a run chart?
· To study observed data for trends or patterns over a specified period of time
· To focus attention on vital changes in the process.
· To track useful information for predicting trends or patterns.
When to use a run chart?

· To understand variation within the process.
· To compare a performance measure before and after implementation of a
solution to measure the impact.
· To detect trends, shifts, and cycles in the process.

How to construct a run chart ?
· Decide on the measure you are going to take to analyze data.
· Gather the data - you should have a minimum of 20 or 30 data points.
· Create a graph with a vertical line and a horizontal line (can be done
with Microsoft Excel).
· On the vertical line, or the "y-axis", draw the scale relative to the
variable you are measuring.
· On the horizontal line, or the "x-axis," draw the time or sequence
scale.
· Calculate the median and draw a horizontal line at the median value,
going across the graph.
· Plot the data in sequence or the time order in which the data was
collected.
· Identify runs (ignoring the points on the median line you drew).
· Check the table for run charts listed below.

9/FMEA
Failure Mode and Effect Analysis (FMEA) is another tool that
can be used to help focus on data collection efforts for the
input and process variables that are critical for the current
process. Therefore, it can be used in the Measure phase as
well as the Improve phase since it is a structure approach to
identify, estimate, prioritize and evaluate risk. The entire
purpose of the FMEA is to prevent failures from occurring,
and what the effects are should a failure occur.

Why use an FMEA?
· Identifies
the critical input and process variables
that can affect output quality.
· Establishes priorities and guides the data
collection effort.
· Evaluates the risk associated with defects.
· Helps to formulate assumptions about the
relationship between variables.

When to use an FMEA?
· Lack of clarity about what the important variables are and how they
affect output quality.
· Need to prioritize data collection efforts.
How to Construct an FMEA?

2. Identify potential effect of each failure (consequences of that
failure) and rate the severity.
3. Identify causes of the effects and rate their likelihood of
occurrence.
4. Rate you ability to detect each failure mode.
5. Multiply the three numbers together to determine the risk of
each failure mode (RPN = Risk Priority Number).
6. Identify ways to reduce or eliminate risk associated with high
RPN numbered items

Analyze
D Understand statistical problem

Define
M
Measure Baseline current process capability
A
Analyze
Define statistical improvement goal
I
Improve
C
Control Identify drivers of variation (significant factors) A
Analyze
• Purpose:
– To make sense of all the data gathered in the Measure
phase and to use that data to discover areas of delay, waste
and poor quality, high costs
– To identify and verify the ‘root cause’ of a problem
• Deliverables—amended business case with:

– List of problems that have been shown to be responsible for
the defects occurring in the system/process in a Fishbone
– Root cause analysis
– Pareto of root causes

Root Cause Analysis: the 5 Whys
• The ‘5 Whys’ is a technique used in the Analysis Phase.

Repeatedly asking the question "Why?" (five is a good
limit), you can find symptoms which can lead to the root
cause of a problem. Although this technique is called ‘5
Whys’, you may find that you will need to ask the question
fewer times than five before you find the issue related to a
problem.
• The ‘5 Whys’ are useful for:
– Identifying the root cause of a problem.
– Determining the relationship(s) between different
root causes of a problem.

Analyze – Identify Drivers of Variation
Root Cause Analysis (fish bone)
• A brainstorming tool that helps define and display major causes, sub causes and
root causes that influence a process
• Visualize the potential relationship between causes which may be creating

problems or defects
Primary Cause
Secondary Cause
Backbone Problem
Root Cause
A
Control – Impact Matrix
• A visual tool that helps in separating the vital few from the trivial many
Control
Vital Few Cost Ineffective

High Control – High Impact Low Control – High Impact
Impact
Cost Ineffective
High Control – Low Impact
Trivial Many
Low Control – Low Impact A
Pareto Chart
• Pareto principle states that disproportionately large percentage of defects are

caused due to relatively fewer factors (generally, 80% defects are caused by 20%
factors)
35 100%
30
80%
25
20 60%
15 40%
10
20%
5
A
0 0%
L K A F B C G R D
Frequency Cumulative Frequency

Process Map Analysis
• Visually highlights hand off points / working relationships between people,

processes and organizations
• Helps identify rework loops and non value add steps
Customer Process A Process B Vendor

A
Hypothesis Testing
• A statistical tool used to validate if two samples are different or whether a

sample belongs to a given population
Null Hypothesis (Ho) is the statement of the status quo
Alternate Hypothesis (Ha) is the statement of difference
Homogeneity of One way ANOVA

Variance Moods Median
Chi-Square Regression
A
Improve
D Evaluate Alternatives
Define
M Design the remedy

Measure
Design for culture

A
Analyze
Prove effectiveness
I
Improve
C
Control
Implement
I
Improve
Evaluate Alternatives
Remedy selection matrix
1- Identify a broad range of possible alternatives
2- Agree on criteria against which to evaluate the

alternatives , and the alternative weight each criteria
will have,
I
Improve
The most common used criteria ,
•Total cost
•Impact on the problem
•Benefit/cost relationship
•Cultural impact / Resistance to change
•Health, safety and environment
3-Evaluate the alternatives using the agreed criteria
4- Agree on the most suitable remedy

I
example (Remedy selection matrix)
cost Time Resist. Effi Diffic Wei

cie ulties g-
ncy ht
Ensure dies correct repair 10 8 9 7 7 41

Internal training
6 9 9 10 9 43
Outsource training(esteves)
To
7 7 5 6 6 31
Elimin- Extend no. of working hours
ate
dies
8 8 9 9 9 43
defects Assign new technicians
Assign resources for die shop
Operate die shop 3 shifts 8 8 8 9 9 42

I M P R O V E
6 7 10 10 9 42
buy additional repair device
outsource maintenance 7 8 10 10 9 44
Dies maintenance plan
for old dies
apply internal preventive 9 8 9 10 9 44

maintenance plan
insure measuring die size
9 8 8 10 8 43
in case of change
Improve
Design The Remedy
1-Evaluate the remedy against project mission,verify

that it will meets project gools.
2- Identify customers for remedy:,
• Those who will create part of the remedy

•
• Those who will served by the remedy
I
Those who will operate the revised process

Improve
3-Determine customer needs with respect to
remedy.
4-Determine the required resources

(money,time,people,…)
5-Specify the procedures and changes required.
6-Assess human resources requirements ,especially

training. I
Improve
7-Verify that design of remedy meets customer

needs
Design For Culture
Identify strategy for managing expected
resistance to change
•From experience ,The best strategy is

to involve those affected by change in
the planning and implementation from
the beginning.
Improve
Prove Effectiveness
1-Decide how the remedy will be tested
2-Identify limitations of test
3-Develop approach to deal with limitations
4-conduct the test and measure results
5-Adjust the remedy if results are not
satisfactory
6-Retest, measure and adjust until reaching
I
satisfactory results. (measure the new sigma
level)
Improve
Implement
-Develop a plan for implementation that

includes : who,how,when and where will be
implemented.(Action plan)
-Involve those affected by the change in

planning and implementation.
I
Control
D
Ensure measurement system reliability for
Define significant factors
- Is tool used to measure the input / process variables flawed ?
- Do all operators interpret the tool reading in the same way ?
M
Measure
Improved process capability
A
Analyze
I
Improve Sustenance Plan
C
Control
- Statistical Process Control
- Mistake Proofing
- Control Plan
C
Control
• The purpose of this phase is to sustain and control
future process performance
• Deliverable--an amended business case which now

includes:
– A documented measuring/monitoring plan for
maintaining standardized process and procedures
and reduced costs
– A documented transfer of ownership to the

process owner and management team
– Why customers can expect reliability and how the

improvement will be sustained over time

Control – Sustenance Plan
Control Plan
• Have the new operating procedures and standards been documented ?
• What Statistical Process Control (SPC) tools will be used to monitor the process
performance ?
• Who will review the performance of the output variable and significant factors
on closure of the project and how frequently ?
• What is the corrective action or reaction plan if any of the factors were to be
out of control ?
C
Six
Six Sigma
Sigma Organization
Organization

Six Sigma - Three Dimensions
Define Measure Analyze Improve Control
Driven by
customer
needs
Process Map Analysis
LSL US
L
Methodology
Led by
Senior
Mgmt
••••••••••
Upper/Lower
specification
• •
••• •
•
•••••••
••••••
limits
Organization Tools
•
Regression
35 100%
30
80%
25
20 60%
15 40%
10
20%
5
Process variation 0 0%
Enabled by quality
L K A F B C G R D
team.
Frequency Cumulative Frequency
Pareto Chart

The Quality Team
Master Black Belt --Thought

ThoughtLeadership
Leadership
--Expert
Experton
onSix
SixSigma
Sigma
--Mentor
MentorGreen
Greenand
andBlack
BlackBelts
Belts
--Backbone
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SixSigma
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Black Belt Black Belt
--Full
Fulltime
timeresource
resource
--Deployed
Deployedto tocomplex
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or“high
“high
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risk”projects
projects
Green Belt
Green Belt
--Part
Parttime
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orfull
fulltime
timeresource
resource
--Deployed
Deployedto toless
lesscomplex
complexprojects
projects
Green Belt
ininareas
areasof
offunctional
functionalexpertise
expertise

Thank
Thank You
You

6 Sigma - Good Presentation

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6 Sigma - Good Presentation

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Six sigma

© All Rights Reserved TreQna 2005

• Jack Welch launched Six Sigma at GE in Jan,1996

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Master Black Belt --Thought

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The GE model for process improvements

Define Measure Analyze Improve Control

Combination of change management & statistical analysis

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D Identify and state the practical problem (y)

Validate the practical problem by collecting data (x1,x2,..)

I Confirm and test the proposed solutions to get the best

C Apply standardization tools to ensure sustained improvement

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D VoC - Who wants the project and why ?

M The scope of project / improvement

A Key team members / resources for the project

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• Now, the new definition for quality is to minimize variation.

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• From the below graph we can differentiate

• Six sigma is 3.4 defect per million

If your yield is: Your DPMO is: Your Sigma is:

30.9% 690,000 1.0

62.9% 308,000 2.0

93.3 66,800 3.0

99.4 6,210 4.0

99.98 320 5.0

99.9997 3.4 6.0

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)9( )3( ○ )1( ∆ .

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Since, the project :

1- Has the higher evaluating rating

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Project plan Team selection

Measure 19/11/06 7/3/07 Q.C section head

Production Material request warehouse Raw materials Production

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Variable Data How to Who is the How / where recorded ?

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Supplier Inputs (x) Process Outputs(y) Customer

Detailed Process Map

The first question asked is "How many samples do

Compare group characteristics (find differences between

 · What you guess the standard deviation (or proportion) will

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Stratified Random Sampling : randomly sample a

Systematic Sampling : sample every “ n “ the part (for

Subgroup Sampling : sample "n" units every so often

TYPE OCCURRENCE SUBTOTAL

fals drop test I I I I I I I 7

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Why use a prioritization matrix?

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this is a subjective estimate of how influential the x’s

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When to use a Pareto Chart?

· To identify the "vital few" categories to focus improvement