Six Sigma Method Conference Jean-Antoine Moreau https://sites.google.com/site/jammooc/

1. SIX SIGMASIX SIGMA
METHODMETHOD
Jean-Antoine Moreau (Engineer – Lecturer)

2. Quality Improvement ProcessesQuality Improvement Processes
Jean-Antoine Moreau (Engineer – Lecturer)

3. THE SIX SIGMATHE SIX SIGMA
APPROACHAPPROACH
Jean-Antoine Moreau (Engineer – Lecturer)

4. THE SIX SIGMATHE SIX SIGMA
withwith
Lean ManagementLean Management
Jean-Antoine Moreau (Engineer – Lecturer)

5. THE SIX SIGMATHE SIX SIGMA
withwith
ISO 9000ISO 9000
Jean-Antoine Moreau (Engineer – Lecturer)

6. THE SIX SIGMATHE SIX SIGMA
withwith
UMLUML
Jean-Antoine Moreau (Engineer – Lecturer)

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JAM 7
“First, have a a goal, an objective. Second,
have the necessary means to achieve your
goal; with method. Third, adjust all your
means to that end.”
Aristotle

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JAM 8
Six SigmaSix Sigma
• As a metric;
• As a methodology;
• As a management system;

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JAM 9
Six SigmaSix Sigma
• Approach
– Strategy;
– Operational;
– Management;

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JAM 10
Six SigmaSix Sigma
GoalGoal
Customer Satisfaction

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JAM 11
Six SigmaSix Sigma
GoalGoal
improve the profitability.
increase the profitability.

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JAM 12
Six SigmaSix Sigma
GoalGoal
Improve the efficiency of the life cycle,
covering design, development, production.

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JAM 13
Six SigmaSix Sigma
GoalGoal
Focus the works and the efforts on the target product.

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JAM 14
Six SigmaSix Sigma
GoalGoal
Quality Management System
oriented
Client Satisfaction.

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JAM 15
Six SigmaSix Sigma
GoalGoal
For each issue :
DDefine
MMeasure
AAnalyze
IInnovate
CControl
IIntegrate

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JAM 16
Six SigmaSix Sigma
GoalGoal
For each issue :
Define
Measure
Analyze
Innovate
Control
Integrate
DMAICDMAIC

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JAM 17
Quality
Management
Project
Management
Method
Organization
Management
Knowledge
Management
Customer
satisfaction

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JAM 18
Six SigmaSix Sigma
• The role and the training for the employees;
• The process’s formalization;
• Project management;
• Strategic objective;

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JAM 19
Six SigmaSix Sigma
 Goals
– Increasing customer satisfaction;
– A loyalty policy of customer ;
– Optimizing the use of the company’s assets;
– Increase in turnover;
– Reduce costs;

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JAM 20
Six SigmaSix Sigma
IIncrease the performance of the companyncrease the performance of the company

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JAM 21
Six SigmaSix Sigma
Impacts
Steering
Strategic
Tactics
Operational

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JAM 22
Six SigmaSix Sigma
ISO - compatible system

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JAM 23
Six Sigma - ISO 9000Six Sigma - ISO 9000
• What do customers want?
• How will i measure the level of satisfaction?
• How can my company reach this level of satisfaction?

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JAM 24
Six Sigma - ISO 9000Six Sigma - ISO 9000
variability
impact
product qualityproduct quality

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JAM 25
Six Sigma – Lean ManagementSix Sigma – Lean Management
• Improving industrial performance;
• Reduce the cost;
• Increase the customer’s satisfaction;

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JAM 26
Six Sigma – Lean ManagementSix Sigma – Lean Management
• just-in-time production;
• product's development cycle;
• attentiveness and prospects;
• reduce production times;

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JAM 27
Six Sigma – Lean ManagementSix Sigma – Lean Management
Increasing industrial performance

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JAM 28
• remove overproduction;
• remove expectations;
• remove unnecessary operations;
• remove unnecessary stocks;
• remove unnecessary gestures;
• remove defects;

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JAM 29
• remove overproduction;
• remove expectations;
• remove unnecessary operations;
• remove unnecessary stocks;
• remove unnecessary gestures;
• remove defects;
 Only the reality, the facts, the client need must be
taken into account.

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JAM 30
Six SigmaSix Sigma
This is a culture change within the company

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JAM 31
Six SigmaSix Sigma
This is a culture change within the company.
Culture of respect for the customer.

32. Six SigmaSix Sigma
the key concepts

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JAM 33
Six SigmaSix Sigma
• Satisfaction of the customers by providing
competitive quality solutions;
• Reduce process variability;
• Performance indicator;
• Quality indicator;
• Method for solving problems;
• Organization skills;
• Personal accountability;
• Method of quality management;
• Method of project management;

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JAM 34
Six SigmaSix Sigma
• ensuring the profitability of the business;
• client satisfaction;

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JAM 35
Six SigmaSix Sigma
 Approach
– What does really want my clients?
– What are their expectations?
– What is the level of demand?

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JAM 36
Six SigmaSix Sigma
To reduce variability
a simple Method

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JAM 37
Six SigmaSix Sigma
To solve the problems
a simple Method

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JAM 38
Six SigmaSix Sigma
• To solve the problems, you must:
– sset and ddefine;
– mmeasure;
– aanalyze;
– iinnovate;
– iimprove;
– ccontrol;
– sstandardize;
– eensure;
DMAICDMAIC

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JAM 39
Six SigmaSix Sigma
• Variability :
– Disruptions;
– Instability;
– Processes quality and capability;

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JAM 40
Six SigmaSix Sigma
Measure the Quality Level
A Quality Level defined

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JAM 41
Six SigmaSix Sigma
Measure the Quality Level
a unit of measure defined
a Quality Level defined

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JAM 42
Six SigmaSix Sigma
Quality required :
I. Set and define:
• The problem, the issue;
I. Measure:
• How?
• What?
• Who?
I. Analyze:
• Informations, data;
I. Innovate;
• Modifie, optimize, new idea, improve;
I. Control;
II. Standardize;

43. Six SigmaSix Sigma
first step
Define

44. Six SigmaSix Sigma
DMAICDMAIC
first step
Define

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JAM 45
Six SigmaSix Sigma
• The Goal;
• The Project Scope;
• Who has work on the project ?
• Project schedule - Project planning;

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JAM 46
Six SigmaSix Sigma
• The Goal;
• The Project Scope;
• Who has work on the Project ?
• Project Schedule - Project Planning;
• The Cost.

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JAM 47
Six SigmaSix Sigma
• Define the project;
• Establishing a project team,
– defining the goals
• and scope for the team;
• Identify key characteristics:
– Quality diagram;
• The quality of the product,
• the quality of service seen by the customer
– Classification of quality attributes according to the
Kano model;
– Requirements / Performance > Diagram ;

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JAM 48
Six SigmaSix Sigma
• The Project :
– Identify the Project;
– Identify the environment;
– Define the project name;
– Define and describe the jobs and work;
– Define and describe the result;
– Scheduling and Planing;
– Training of the project team;

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JAM 49
Six SigmaSix Sigma
• The Process :
– Specification :
• Define the Process name;
• Identify the Process;
• Describe the process;
• Identify the environment;
• Define and describe the jobs and works;
• Define and describe the result;
• Define the criticality;
• Define the quality level;
• Define the variability;

50. Six SigmaSix Sigma
second step
Measure

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JAM 51
Six SigmaSix Sigma
• analysis of the measurement process;
• validate this process;
• get the data from the process;
• assess the capability.

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JAM 52
Six SigmaSix Sigma
variability
with whom ? How ?
Where ? With What ?

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JAM 53
Six SigmaSix Sigma
Process
as a black box - closed boxInput Output
control - variables

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JAM 54
Six SigmaSix Sigma
• Define the issue;
• Validation of the Measure Process;
• Get the data;
• Monitoring indicators;
• Performance indicators;
• Estimate capacity and capability of the process;

55. Six SigmaSix Sigma
third step
Analyze

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JAM 56
Six SigmaSix Sigma
• Analyze the inputs;
• Analyze the outputs;
• Analyze the control’s variation.

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JAM 57
Six SigmaSix Sigma
• Analyze the inputs;
• Analyze the outputs;
• Analyze the control’s variation.

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JAM 58
Six SigmaSix Sigma
Process
as a black box - closed box
Input Output
control - variables

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JAM 59
Six SigmaSix Sigma
procedurepotential
analyze behaviours

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JAM 60
Six SigmaSix Sigma
• Analyze the relation between :
– Inputs;
– Outputs;

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JAM 61
Six SigmaSix Sigma
• Tools :
– graphical tool;
– statistical evidence;
– statistical tests.

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JAM 62
Six SigmaSix Sigma
 Behaviour Analysis
• Input
• Output
 Relation between Input / Output
 Organize the results
 Identify the variability
• To be able to identify the causes of variability.

63. Six SigmaSix Sigma
fourth step
to innovate, to improve
and to modernize.

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JAM 64
Six SigmaSix Sigma
• Imagine solutions
• Adjusts all parameters in the process
• Risks analysis
– Failure Modes Analyzes
• Effect
• Criticality
• Scheduling, Planning
• Solution implementation

65. Six SigmaSix Sigma
fifth step
Control

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JAM 66
Six SigmaSix Sigma
• Define tolerances;
• Validation of the limits;
• Validation of the critical limits;
• Validate the robustness;
• Compatibility with:
– Self-monitoring;
– Maintains in Operational Conditions.

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JAM 67
Six SigmaSix Sigma
• assessment of gains;
• assessment of expected earnings;

68. Six SigmaSix Sigma
Sixth step
standardizing
make durable the performance

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JAM 69
Six SigmaSix Sigma
• Simplify;
• Explain;
• Finalize procedures;
• Review;
• Evaluate;
• Close the project.

70. Six SigmaSix Sigma
levels of competence
levels of management

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JAM 71
Six SigmaSix Sigma
strategic management
tactical management
operational management
Project management
and follow up

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JAM 72
Six SigmaSix Sigma
strategic management
tactical management
operational management
Project management
and follow up
operational
staff
Head of the entity
High management

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JAM 73
Six SigmaSix Sigma
strategic management
tactical management
operational management
Project management
and follow up
Team leader
Deployment Leader
Active
participant

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JAM 74
Six SigmaSix Sigma
• Deployment Leader
– responsible for developing
• the Strategy;
• the Training content;
• Budgets;
• Communication plan;
• …

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JAM 75
Six SigmaSix Sigma
• Team leader :
– project management;
– training;
– master the practical method;

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JAM 76
Six SigmaSix Sigma
project management approach

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JAM 77
Six SigmaSix Sigma
Project Management
Team Project Management

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JAM 78
Six SigmaSix Sigma
 Project Management
Upon initiation of the project :
 Choice of project manager;
 Choice of skills - competencies;
 Mapping skills - competencies:
• Internal
• External
 Choice of a referent of the project;
 Definition of project objectives;
 Setting the budget;
 Define budget monitoring;
 Define the communication plan for the success of the project;

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JAM 79
Six SigmaSix Sigma
Project Management
Steering Committee

80. Six SigmaSix Sigma
project approach

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JAM 81
Six SigmaSix Sigma
First Step
Define
the What ?

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JAM 82
Six SigmaSix Sigma
First Step
Define
The PROJECT

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JAM 83
Six SigmaSix Sigma
project adapted to the business strategy
Define the objectives
to ensure complete customer satisfaction
to meet the goal

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JAM 84
Six SigmaSix Sigma
To do this,
you must know your abilities with accurately.

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JAM 85
Six SigmaSix Sigma
QualityQuality
QQuality for your clientuality for your client
How your customer sees itHow your customer sees it thethe quality?quality?

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JAM 86
Six SigmaSix Sigma
QualityQuality
 What are the criteria your product quality for yourWhat are the criteria your product quality for your
customer?customer?
 What does your customer really needed?What does your customer really needed?

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JAM 87
Six SigmaSix Sigma
QualityQuality
• Needs;
• Requirements;
• The Particular features;
• Specifications;

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JAM 88
Six SigmaSix Sigma
QualityQuality
In the 1980s, quality-control expertIn the 1980s, quality-control expert
Noriaki KanoNoriaki Kano
developdevelopss a model of customer satisfaction thata model of customer satisfaction that
has been very influential.has been very influential.

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JAM 89
Six SigmaSix Sigma
Using theUsing the KanoKano’s model’s model
customer satisfaction levels
very satisfied
dissatisfied
not realize made completely

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JAM 90
Six SigmaSix Sigma
performance
requirement
right product
unsuitable product

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JAM 91
Six SigmaSix Sigma
Quality Function Deployment
How Why
What What and How ? What and Why?
How many How many and How ? How many and why ?

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JAM 92
Six SigmaSix Sigma
Quality Function Deployement
How Why
What What and How ? What and Why?
How many How many and How ? How many and why ?
Then do the evaluation in relation to competition.

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JAM 93
Six SigmaSix Sigma
creation of process mapping

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JAM 94
Six SigmaSix Sigma
According to ISO 9000, a process is a set of
activities which transforms inputs into
outputs elements.

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JAM 95
Six SigmaSix Sigma
• An activity is a set of basic tasks that can
be described by a verb.
• Examples: negotiate, qualify, study,
perform, machining, ...

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JAM 96
Six SigmaSix Sigma
Supplier, Input, Process, Output, Customer
DiagramDiagram
ACTIVITYInput Output
activity management disturbances

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JAM 97
Six SigmaSix Sigma
Using the activity diagram of UML
to make
The matrix mapping

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JAM 98
Six SigmaSix Sigma
Input Process Output

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JAM 99
Six SigmaSix Sigma
Supplier Input Process Output Customer

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JAM 100
Six SigmaSix Sigma
Supplier Input Process Output Customer
Quality Process

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JAM 101
Six SigmaSix Sigma
Mapping with Lean

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JAM 102
Six SigmaSix Sigma
with the information obtained from :
The CCritical To QQuality Process
• Using the questions:
– Why is this?
• and ask yourself the same question from that answer…

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JAM 103
Six SigmaSix Sigma
with the information obtained from :
QQuality PProcess
• What are the strong positions?
• What are the contradictions?
• What are the limits?

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JAM 104
Six SigmaSix Sigma
with the information obtained from :
CCritical
QQuality
• What is in the project?
• What is out of scope?

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JAM 105
Six SigmaSix Sigma
with the information obtained from :
CCritical
QQuality
• What is in the project?
• What is out of scope?
Project (in)
Projet (output)
cost
deadlines / time

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JAM 106
Six SigmaSix Sigma
• Define :
– The gains;
– The costs;

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JAM 107
Six SigmaSix Sigma
• The Project’s Document
• The project name;
• The Issues;
• Define the problem to be solved;
 Who?
 What?
 Where?
 When?
 How?
 Why?
• The client – Customers;
• The impact;
• The diagramms;
• The team;
• The organization;
• The working groups;
• The current state;
• The desired state;
• The schedule;
• The planning;
• The actions;
• The tasks;

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JAM 108
Six SigmaSix Sigma
Second Step
Measure

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JAM 109
Six SigmaSix Sigma
Second Step
Measure
Quality

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JAM 110
Six SigmaSix Sigma
Define measurable criteria

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JAM 111
Six SigmaSix Sigma
to achieve quality
to attain the desired quality
must be measured the non-quality
defects - failures - irregularities

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JAM 112
Six SigmaSix Sigma
What are the customer requirements?
identify key performance indicators

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JAM 113
Six SigmaSix Sigma
Indicators
to the reply the customer requirements
for the performance of this reply

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JAM 114
Six SigmaSix Sigma
indicators
measurements
Informations from measuring and controlling

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JAM 115
Six SigmaSix Sigma
MeasuringMeasuring the PProcessrocess
AnalyzeAnalyze the PProcessrocess
effect

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JAM 116
Six SigmaSix Sigma
With the Six Sigma method we seek to
reduce process variability while staying
within customer's expectations.
We must therefore estimate the variabilityvariability
of the processprocess.

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JAM 117
Six SigmaSix Sigma
The non-measurable criteria

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JAM 118
Six SigmaSix Sigma
The non-measurable criteria
• We can use:
– the number of Defects Per Unit
– the number of Defects Per Opportunity

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JAM 119
Six SigmaSix Sigma
• identify
– the dispersion;
– the drop capabilities;
– the performance;

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JAM 120
Six SigmaSix Sigma
The drop of capability indicates instability of the process.

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JAM 121
Six SigmaSix Sigma
Third Step
Analyze

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JAM 122
Six SigmaSix Sigma
• Using the diagrams:
– Shainin Diagram;
– Cause and effect Diagram;
– Graph;
– Interaction;

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JAM 123
Six SigmaSix Sigma
• Using the diagrams:
– Shainin Diagram (shainin methodology);
– Cause and effect Diagram;
– Graph;
– Interaction;

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JAM 124
Six SigmaSix Sigma
• Descriptive statistics
• Gauss distribution
• inferential statistics
define the RRiskisk of VVariabilityariability

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JAM 125
Six SigmaSix Sigma
Correlation : Kind and Indicators
no
correlation
positive
correlation
strong
positive
statistical
correlation
stronger
negative
correlation
negative
correlation

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JAM 126
Six SigmaSix Sigma
• Linear regression :
– simple linear regression model
– multiple linear regression model

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JAM 127
Six SigmaSix Sigma
• Tests :
– The inversion
• Statistical test for the identification of the robustness
– Paired comparison test

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JAM 128
Six SigmaSix Sigma
Isolate the extremes;
Identify the variability;
Exchange the components;
Verification;
Tests;
Validation trial;
experimental plan for validation.experimental plan for validation.

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JAM 129
Six SigmaSix Sigma
• experimental plan for validation :
– Plan of the Modeling;
– Plan of the Characterization;
– Plan of the Screening and Scanning (sample
and pattern);

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JAM 130
Six SigmaSix Sigma
fourth Step
Innovate and Improve

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JAM 131
Six SigmaSix Sigma
• Phasing :
– set a goal;
– generating the solutions;
– experimentation;
– risk analysis;

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JAM 132
Six SigmaSix Sigma
 RReduce costseduce costs:
– minimizing the number of tests;
– minimizing the number of preliminary trials;
– make restrictive assumptions;
 taguchi method: linear graphs of high resolution

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JAM 133
Six SigmaSix Sigma
Risk analysis

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JAM 134
Six SigmaSix Sigma
Risk analysis
Failure Mode the effect’s analysis;

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JAM 135
Six SigmaSix Sigma
• Define :
– The level of risk;
– The level of criticality;
– The frequency of occurrence;
– Gravity;
– Detection (process);

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JAM 136
Six SigmaSix Sigma
fifth Step
Control

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JAM 137
Six SigmaSix Sigma
• Validate :
– Requirements;
– Specifications;
– Formalize the operational methods;
– Monitor the drift of the process;
– Monitoring changes in process variability;

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JAM 138
Six SigmaSix Sigma
Sixth Step
Standardizing

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JAM 139
Six SigmaSix Sigma
• to keep up the actions;
• to sustain the operation;
• to support the actions;
• for the long-term future of the operation.

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JAM 140
Six SigmaSix Sigma
Verification
Audit

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JAM 141
Six SigmaSix Sigma
good practice
bad practices
practices
with no interest
actions or operations
difficult to sustain
mapping practices

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JAM 142
Six SigmaSix Sigma
The eligibility criteria
• Quality;
• Cost;
• Time limits, timeliness;
• Simplicity;
• Economies of scale;
economizing, save money;
• Safety;
• Security ;

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JAM 143
Six SigmaSix Sigma
Seventh, Step
Communicate

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JAM 144
Six SigmaSix Sigma
Described
"HOW"
we will communicate.

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JAM 145
Six SigmaSix Sigma
Develop a CCommunication PPlan
With de CCommunication PProcess
to promote the Six Sigma Project.
Promote

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JAM 146
Six SigmaSix Sigma
• The assessment of the
Project;
• The project’s results;
• Technical;
• Financial;
• Human;
• Methodological;

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JAM 147
Six SigmaSix Sigma
Present the assessment and the results of the project

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JAM 148
• The six Sigma project is a success :
– for you
– for your team
– for your business
 for your customers

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JAM 149
Six SigmaSix Sigma
The ManagementThe Management

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JAM 150
Six SigmaSix Sigma
ManagementManagement
• Project Management;
• Organization;
• Competence;
• Training;
• Knowing how to delegate;

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JAM 151
Six SigmaSix Sigma
Management
• control variability;
• culture of measurement;
• research of the critiques points for the
client;
• notion of statistical evidence;
• analysis system;

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JAM 152
Six SigmaSix Sigma
Management
must be positive

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JAM 153
Six SigmaSix Sigma
• Company;
• Enterprise;
• Department;
• Operational;
• Process;
Management LevelLevel

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JAM 154
Six SigmaSix Sigma
• Listen;
• Communicate;
• Form and training;
• Good working atmosphere;
• Believe in your collaborators;
• Value the realized works;
Management Behaviour