IntroductionSix sigma introduced in 1996 in KoreaKorea heavy industries & construction companyhave adopted six sigma as their managementstrategyIt will be referred to as Doosan from now onThe national Quality Prize for six sigma wasintroduced in Korea in 2000
Contd… Case study is about the improvement project at Doosan on the reduction of short shelf life material(SSLM) The DMAIC methodology was applied in the project The long-term vision of the company is to become a ‘competitive world-class company of 21st century with best quality & technology’ They made 4 strategies which were global company, best quality, best knowledge & competitiveness Case study presented is one of the CSTs which is contained in the Six Sigma Best practices
Background Doosan has been playing a major role in the development of korea’s national economy Doosan is the world’s top manufacturer of desalination plants with a boasted 25% international market share Doosan manufactures everything from base material to the finished product Doosan is busy strengthening its international competitiveness in the field of power generation
Contd… They are nuclear power plants, thermal power plants, turbines & generators, desalination plants, & castings & forgings Six Sigma in Doosan has 4 principles as follows: 1) Quality is our pride 2) Customers are our teachers 3) Innovation is our life 4) People are the most important asset
Doosan’s Six Sigma framework Doosan adopted TQC and TQM before as most other companies in Korea did Doosan now adopts Six Sigma as its major management strategy Doosan’s corporate framework of Six Sigma embodies the five elements : 1) Top-level management commitment 2) Stakeholder involvement 3) Training schemes 4) Project team activities 5) Measurement system
Top-level management commitment without a strongcommitment on the part of the top- level management, the training program andproject team activities are seldom successful. the role of top-level management asleaders, project sponsors and advocates is crucial. Doosan is a well-known company in its excellent top- level manage-ment commitment for Six Sigma
Stakeholder involvement• Stakeholder involvement means that the hearts and minds of employees, suppliers, customers, owners and even society should be involved in the improvement methodology of Six Sigma• The Six Sigma management is built to ensure this involvement through various practices, such as training courses, project team activities and evaluation of process performance.• Suppliers also need to be involved in a Six Sigma initiative.• It is also common for Six Sigma companies to help small suppliers financially in pursuing Six Sigma pro- grams
Contd…• Customers play key roles in a Six Sigma initiative• Customers should be involved in specific activities, such as identifying the critical-to-customer (CTC) characteristics of the products and processes• Having identified the CTC requirements, the customers are also asked to specify the desired value of the characteristic, that is the target value and the definition of a defect• This vital information is utilized in Six Sigma as a basis for measuring the performance of processes
Training scheme and project team activities Course levels Belts• Overall vision Champion• Most comprehensive MBB• Comprehensive BB• Median GB• Basic WB
Measurement system• Doosan provides a pragmatic system for measuring performance of processes using a sigma quality level, parts per million (PPM) or defects per million opportunities (DPMO)• There are two types of char-acteristics, continuous and discrete• Continuous characteristics may take any measured value on a continuous scale, which provides continuous data• From the mean and variance, the sigma levels and process capability indices can be calculated.
How to select project themes in Doosan? Company’s Management Goal Planning R&D Manufacturing Sales Other Division division division Division Division CTQs CTQs CTQs CTQs CTQs Sub-CTQs1 Sub- CTQs2 Process CTQ1 Process CTQ 2 (theme 1) (theme 2)
Doosan’s BB course1. First session (focus on Define and Measure in DMAIC) Introduction to Six Sigma: strategies of Six Sigma. Basic statistics: The 7 QC tools Six Sigma statistics: Advanced statistics:Correlation and regression analysis:Benchmarking:Costs of poor quality (COPQ):Long-term quality management:
2. Second session (focus on Analyze in DMAIC) Review of homework assignment. Understanding variation, quality and cycle time. Process management: Principles and process flow charts. Measurement of evaluation analysis. Introduction to design of experiments (DOE): Full factorial design and fractional factorial design. DOE, introduction and software: Exercises with Minitab, JMP and others. Quality function deployment (QFD). Reliability analysis: Failure mode and effects analysis (FMEA).
3. Third session (focus on Improve in DMAIC)Review of homework assignments. DOE:design, tolerance design). Response surface design: Gage repeatability and reproducibility (R&R) test. Six Sigma deployment. Six Sigma in non-manufacturing processes:
4. Fourth session (focus on Control in DMAIC)Review of homework assignments.Statistical process control (SPC).Design for Six Sigma (DFSS):BB roles: Job description of BBs.Six Sigma and other management strategies:Six Sigma in a global perspective.Group work (evening program):