1. Introduction
Six sigma introduced in 1996 in Korea
Korea heavy industries & construction company
have adopted six sigma as their management
strategy
It will be referred to as Doosan from now on
The national Quality Prize for six sigma was
introduced in Korea in 2000

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. Training scheme and project team
activities
Course levels Belts
• Overall vision Champion
• Most comprehensive MBB
• Comprehensive BB
• Median GB
• Basic WB

10. 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.

11. 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)

12. Doosan’s BB course
1. 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:

13. 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).

14. 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:

15. 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):