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Six sigma kavramlari: Gelistirme (DMAIC)  ve Dizayn (IDDOV)
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Six sigma kavramlari: Gelistirme (DMAIC) ve Dizayn (IDDOV)

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Six Sigma'nin surec gelistirme-iyilestirme metodu DMAIC ve gelistirilmeye imkani olmayan surecler veya mevcut olmayan sureclerin dizayni metodu IDDOV'un anlatildigi ve bu kapsamda kullanilan araclara …

Six Sigma'nin surec gelistirme-iyilestirme metodu DMAIC ve gelistirilmeye imkani olmayan surecler veya mevcut olmayan sureclerin dizayni metodu IDDOV'un anlatildigi ve bu kapsamda kullanilan araclara yer verildigi sunum cevirisi.
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Web'den erisilebilir bir Ingilizce sunumun Turkcelestirilmesinden ibarettir.
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Six sigma process improvement method DMAIC, Six Sigma design method IDDOV and tools which is used for these methods are reported in presentation. (for generating open source Turkish quality and six sigma library - an openly accessible PPT is used)
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ACIK KAYNAK TURKCE KALITE MATERYALI OLUSTURMA PROJESI kapsaminda uretildi 11 Nisan 2014

Published in: Leadership & Management

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  • 1. Six Sigma kavramlari v.1 Acik Kaynak Turkce materyali gelistirme projesi kapsaminda uretildi – S4 12.04.2014 Cumartesi msaid@email.com Gelistirme(DMAIC) Yeniden Dizayn(IDDOV)
  • 2. Six Sigma nedir? —  Bir strateji: —  Maliyetleri azaltmak, kaliteyi artirmak, islem surelerini kisaltmak, etkinligi artirmak icin cok hizli bir cozum. —  Bir metodoloji ve gerec kutusu(tool box). —  Etkin proje modelleriyle birlestirilen kanitlanmis kalite gerecleri —  Ortak bir terminoloji. —  Bir zihniyet ve kultur degisimi. —  Operasyonel yonetimin “deger urtmeyen maliyetleri” saptamasina yardimci olur ve organizasyonda ‘acilen iyilestirme ihtiyacina duyulan istegi’ artirir —  Kritik is sahalarina odaklanir
  • 3. Six Sigma’nin ortaya cikisi —  Istatistikle surec iyilestirme’nin tarihi eskilere dayanir fakat “Six sigma” adi altinda birlesmesi Motorola muhendisi Bill Smith ile olmustur. —  ’74 MATSUSHITA kayip icindeki televizyon imalatcisi Quasari Motorola’dan devralir (100 TV basina 150-180 hata) —  ‘79 Hatalar (defects) 100 TV basina 3’e kadar iner —  ‘80 Quasar basarisini ASQC’a sunar (Hitzelberger Raporu) —  ‘84 Bill Smith bu basarinin sirrini ogrenmek icin Quasar’i ziyaret eder, Japonlarin istatistigi urun ve surecleri gelistirmek icin kullandiklarini tespit eder ve CEO)’ya Six Sigma surecini uygulamayi teklif eder. —  ‘88 Motorola 1st Malcolm Baldridge odulunu kazanir —  ‘89 Daha sonra Six Sigma diger firmalar (Allied Signal, GE, Rank Xerox, Kodak, ABB, Siebe,…) tarafindan da benimsendi
  • 4. Six Sigma egitimi alan personel (Ericsson) 0 500 1000 1500 2000 2500 3000 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 TrainedSixSigmaemployees e-Belts Green Belts Yellow Belts Managers Black Belts Black Belt: Degisim ajanlari 20 gun degisim yonetimi, istatistiksel gerecler ve qualitative metodlar konularinda egitildi Yonetici egitimi: Yoneticilik ve etkin sponsorluk icin iki uc gunluk egitim Yellow Belt:: Gunluk operasyonlarinda six sigma’yi uygulayacak kimseler icin 3-5 gun basit six sigma gerecleri ve DMAIC egitimi. Green Belt:: Kucuk olcekli proje yonetecek kimseler icin 6-9 gunluk DMAIC ve IDDOV egitimi.
  • 5. Six Sigma is hedeflerini gerceklestirmek icin uygulanan sistematik, pragmatik ve odaklanmis yaklasimdir. Identify Define Design Optimize Validate Design objectives Define Measure Analyze Improve Control Improvement objectives applied in thoroughly defined project assignments Six sigma belirsiz bir felsefe degildir. Varyasyon, hata ihtimali ve basarisizligin maliyetine dayali istatistiksel araclar ve ayrintili belirlenmis metodlari icerir. QFD DoE ANOVA SPS T-test Yield FMEA 7MT Benchmark PDSA Capability Regression Taguchi 6σ 7QCT Well proven tools & techniques Musteri odakli icerden ve disaridan dusunme Ericsson’s view of corporate contribution Customer view of Ericsson contribution Dusuk kalitenin maliyetine maruz Olma ve deger olusturmayan islemler Non-value add Operations & Costs Value add
  • 6. Y=ƒ (x1, x2, x3…xn) Y=ƒ (x1, x2, x3…xn) Y=ƒ (x1, x2, x3…xn) 2. Measure 3. Analyze Sebep & sonuc iliskisi? Veriler? Olcum Sistem analizi “As Is”(simdiki hal) surec haritasi Az fakat kritik husus (critical few) belirleme Benchmark(Kiyaslama) Y=ƒ (x1, x2, x3…xn) 1. Define Problem belirleme Hareket noktasi Hedef belirleme Paydas analizi Risk analizi 4. Improve Maliyet-fayda analizi Risk Analizi Uygulama plani 5. Control Validasyon Kontrol mekanizmasi Devam egitimi Saglama alma
  • 7. Bilmiyoruz neyi bilmedigimizi de bilmiyoruz... Gercekten rakamsallastirmazsak isimiz hakkinda pek cok seyi gercekten bilemeyecegiz … Isimizin nasil yurudugunu hakkiyla bilemezsek nasil hareket edecegimizi, nasil degistirecegimizi de bilemeyiz... Harekete gecmez ve birseyleri degistirmezsek, śansin insafina kaliriz... Dr Mikel J Harry ”Six Sigma kurucusu - Motorola” Niye olcuyoruz?
  • 8. “Kalite her zaman yuksek kalite manasina gelmek zorunda degildir. Kalite: tahmin edilebilir bir “uniform” bir seviye ve piyasaya uygun en dusuk maliyette nitelik demektir.” Dr. W. Edwards Deming
  • 9. Iyilestirme DMAIC Six Sigma Dizayn IDDOV Entegre gerecler Hedefler Black Beltler Yoneticiler Sampiyonlar Yellow Beltler QFD DoE ANOVA SPS T-test Yield FMEA 7MT Benchmark PDSA Capability Regression Taguchi 6σ 7QCT Kanitlanmis gerec & teknikler • Kocluk • Benchmark (Kiyas) • Iyi uygulama data base
  • 10. Proje modelleri D M A I C GelistirmeE A F C G B HD L K J IM
  • 11. Degisim ihtiyacini gor ve tanimla Realiteyi anla Kok nedenleri belirle Gelistir Gelismeye sadik kal DEFINE MEASURE ANALYZE IMPROVE CONTROL • Degisiklige neden ihtiyac var? • Hedef nedir? • Kimlerin projeye dahil edilmesi gerekir? • Simdiki is yapis seklimiz nedir? • Bunu nasil olcebiliriz? • Kok nedenler(root causes) nelerdir? • Bunlar hedef gerceklesmelerini nasil etkiliyorlar? • Secilen cozumle sorunu cozebilecek misiniz? • Uygulama icin nasil isbirligi yapacaksiniz? • Ilerlemeyi nasil takip edeceksiniz? • Hedefe ulasildi mi? • Bu uygulamanin sadakatle devami icin ne yapmaliyiz? Delivery perfomance 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% 100,0% 2004w45 2004w46 2004w47 2004w48 2004w49 2004w50 2004w51 2004w52 2004w53 2005w01 2005w02 2005w03 2005w04 2005w05 2005w06 2005w07 2005w08 2005w09 2005w10 2005w11 2005w12 2005w13 Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 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 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back Improve TG2 Decision Timeplan (Improve- Control) Update project definition / incl final goals) Root-Cause analysis perf. gapGoal review Analyze of dataAnalyze Cause& Effect relations (7MT) Benchmark others Measureme nt system analysis Start to measure Data collection plan Process map "As Is"Measure TG1 Decision Milestone plan Risk analysis Communicat ion plan Stakeholder analysis Process map TGO Decision Project time plan TG0- TG2 Business Case Goal statement Customer, Sponsor and project team Baseline estimation Problem statedDefine 13121110987654week 70605040302010Subgroup 0 20 10 0 IndividualValue W0509W0452W0442W0430W 0420W 0410Week 1 1 Mean=1,652 UCL=4,220 LCL=-0,9170 1 2 3 15 10 5 0 MovingRange 1 R=0,9658 UCL=3,156 LCL=0 1 2 3 Delivery Precision Supplier 2004-2005w17 Her bir fazin bitiminde bu sorulara net cevaplar bulmus olmalisiniz: “Dogru isleri, dogru sekilde yapin” DMAIC fazlari
  • 12. ”Iyi belirlenmis bir sorun problemi yari yariya cozmus demektir” Ihtiyac belirle Ulasmak istedigini tanimla Sorumlulugu paylastir § Sponsor & degisim liderlerini belirle § Sorun ve firsati ortaya koy § Degisiklige hazir olma durumunu degerlendir §  Hedef bildirimi yap §  Risk analizi §  Benzer iyilestirme girisimiyle benchmark(kiyaslama) §  Paydas analizi §  Iletisim ve iliskilere iliskin plani hazirla §  Kilit paydaslari mudahil et Neden bu degisiklige ihtiyac duyuyoruz? Hedef nedir? Kimler dahil olmali? Delivery perfomance 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% 100,0% 2004w45 2004w46 2004w47 2004w48 2004w49 2004w50 2004w51 2004w52 2004w53 2005w01 2005w02 2005w03 2005w04 2005w05 2005w06 2005w07 2005w08 2005w09 2005w10 2005w11 2005w12 2005w13 High Probability High Impact Low Probability High Impact High Probability Low Impact Low Probability Low Impact E A FCG B H D DEFINE Degisiklige ihtiyaci anla MEASURE Realiteyi anla ANALYZE Kok nedenleri belirle IMPROVE Gelistir CONTROL Gelismeye sadik kal DEFINE-TANIMLA Degisiklige olan ihtiyaci anla
  • 13. DEFINE – TANIMLA adimlari Define Gorev ve mali etkisi tanimla Measure Olcum metodunu gelistir ve dogrulugunu denetle Analyze Kok nedenleri analiz et Improve Cozumleri olustur ve uygula Control Sonuclarin surdurulecegine emin ol Paydas haritasi Formalorinformalauthority Level of true Individual Interest Low High C Keep Satisfied A Minimal effort B Keep informed D Key players LowHigh Individual A Individual B Individual C Individual D Area manager B Individual F Individual E All line-operators Area manager B Six Sigma DMAIC project charter Project name: Lead-time reduction on test development projects Project leader: Jorge Aduna Sponsor: Johan Eriksson Project number: Start day : Define review : Measure ‘’ : Analyze ‘’ : Improve ‘’ : Control ‘’ : Closure day : 2005-09-07 2005-09-20 2005-10-31 2005-12-31 2006-01-31 2006-02-28 2006-03-31 Project members: (Name / function / %-time) Jorge Aduna / Project Leader / 50% Key words: Problem/ opportunity statement: Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development lead-times should decrease to meet the new requirements. Goal statement: • 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result of a finalized test development and implementation (including automatic test fixtures). • FU 1700 volume production is expected to start Q2 2006 Business case: Based on a production volume of 3600 LNA units per month: • A 10% 1st pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing. • Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time. Project costs: 100 000 SEK Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK Project Scope: LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included. Sponsor: Johan Eriksson (Sign/date) Project leader: Jorge Aduna (Sign/date) Line manager: Christer Johansson (Sign/date) BB-mentor/coach: Christian Lenneblad (Sign/date) Six Sigma DMAIC project charter Project name: Lead-time reduction on test development projects Project leader: Jorge Aduna Sponsor: Johan Eriksson Project number: Start day : Define review : Measure ‘’ : Analyze ‘’ : Improve ‘’ : Control ‘’ : Closure day : 2005-09-07 2005-09-20 2005-10-31 2005-12-31 2006-01-31 2006-02-28 2006-03-31 Project members: (Name / function / %-time) Jorge Aduna / Project Leader / 50% Key words: Problem/ opportunity statement: Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development lead-times should decrease to meet the new requirements. Goal statement: • 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result of a finalized test development and implementation (including automatic test fixtures). • FU 1700 volume production is expected to start Q2 2006 Business case: Based on a production volume of 3600 LNA units per month: • A 10% 1st pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing. • Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time. Project costs: 100 000 SEK Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK Project Scope: LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included. Sponsor: Johan Eriksson (Sign/date) Project leader: Jorge Aduna (Sign/date) Line manager: Christer Johansson (Sign/date) BB-mentor/coach: Christian Lenneblad (Sign/date) Project charterRisk analizi High Probability High Impact Low Probability High Impact High Probability Low Impact Low Probability Low Impact E A FCG B HD Savings Costs Mali boyutu Hedef bildirimi Zaman & Kaynak plani Improve TG2 Decision Timeplan (Improve-Control) Update project definition /incl final goals) Root-Cause analysis perf. gap Goal review Analyze of data Analyze Cause& Effect relations (7MT) Benchmark others Measurement system analysis Start to measure Data collection plan Process map "As Is" Measure TG1 Decision Milestone plan Risk analysis Communication plan Stakeholder analysis Process map TGO Decision Project time plan TG0-TG2 Business Case Goal statement Customer, Sponsor and project team Baseline estimation Problem stated Define week Cari base-line tespiti 19.518.016.515.013.512.010.5 LSL USL LSL 10 Target * USL 20 Sample Mean 17.2456 Sample N 57 StDev (Within) 1.09233 StDev (O v erall) 1.44831 Process Data C p 1.53 C PL 2.21 C PU 0.84 C pk 0.84 Pp 1.15 PPL 1.67 PPU 0.63 Ppk 0.63 C pm * O v erall C apability Potential (Within) C apability PPM < LSL 0.00 PPM > USL 52631.58 PPM Total 52631.58 O bserv ed Performance PPM < LSL 0.00 PPM > USL 5841.45 PPM Total 5841.45 Exp. Within Performance PPM < LSL 0.28 PPM > USL 28598.99 PPM Total 28599.27 Exp. O v erall Performance Within Overall Process Capability of Buffer level (last 2 months) Degisim ihtiyaci Delivery perfomance 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% 100,0% 2004w45 2004w46 2004w47 2004w48 2004w49 2004w50 2004w51 2004w52 2004w53 2005w01 2005w02 2005w03 2005w04 2005w05 2005w06 2005w07 2005w08 2005w09 2005w10 2005w11 2005w12 2005w13 VoC-tree, Process maps, Sampling, Capability analysis, SMART, Business Case, Stakeholder map, Mini-risk brainstorm/FMEA Tools: SMART
  • 14. “AS-IS” (halihazir) sureci anla “AS-IS” (halihazir) sureci OLC § Halihazir “AS-IS” surec haritasi ciz § Degisim engellerini anla § Potansiyel sebep-sonuc iliskilerini anla § Kiyasla § Veri toplamayi planla ve uygula § Olcumun gecerliligini denetle (validasyon) § Hazlihazir “AS IS” veriyi topla - olc Cari calisma seklimiz nasildir? Bunu nasil olceriz? DEFINE Degisimi ihtiyacini anla MEASURE Realiteyi anla ANALYZE Kok nedeni belirle IMPROVE Gelistiir CONTROL Gelistirmeye sadik kal ”Olculebilen gelistirilebilir” MEASURE-OLC Realiteyi anla
  • 15. MEASURE – OLC adimlari Kiyaslama Halihazir ”As Is” surec haritasi Six Sigma DMAIC project charter Project name: Lead-time reduction on test development projects Project leader: Jorge Aduna Sponsor: Johan Eriksson Project number: Start day : Define review : Measure ‘’ : Analyze ‘’ : Improve ‘’ : Control ‘’ : Closure day : 2005-09-07 2005-09-20 2005-10-31 2005-12-31 2006-01-31 2006-02-28 2006-03-31 Project members: (Name / function / %-time) Jorge Aduna / Project Leader / 50% Key words: Problem/ opportunity statement: Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development lead-times should decrease to meet the new requirements. Goal statement: • 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result of a finalized test development and implementation (including automatic test fixtures). • FU 1700 volume production is expected to start Q2 2006 Business case: Based on a production volume of 3600 LNA units per month: • A 10% 1st pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing. • Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time. Project costs: 100 000 SEK Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK Project Scope: LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included. Sponsor: Johan Eriksson (Sign/date) Project leader: Jorge Aduna (Sign/date) Line manager: Christer Johansson (Sign/date) BB-mentor/coach: Christian Lenneblad (Sign/date) Six Sigma DMAIC project charter Project name: Lead-time reduction on test development projects Project leader: Jorge Aduna Sponsor: Johan Eriksson Project number: Start day : Define review : Measure ‘’ : Analyze ‘’ : Improve ‘’ : Control ‘’ : Closure day : 2005-09-07 2005-09-20 2005-10-31 2005-12-31 2006-01-31 2006-02-28 2006-03-31 Project members: (Name / function / %-time) Jorge Aduna / Project Leader / 50% Key words: Problem/ opportunity statement: Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development lead-times should decrease to meet the new requirements. Goal statement: • 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result of a finalized test development and implementation (including automatic test fixtures). • FU 1700 volume production is expected to start Q2 2006 Business case: Based on a production volume of 3600 LNA units per month: • A 10% 1st pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing. • Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time. Project costs: 100 000 SEK Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK Project Scope: LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included. Sponsor: Johan Eriksson (Sign/date) Project leader: Jorge Aduna (Sign/date) Line manager: Christer Johansson (Sign/date) BB-mentor/coach: Christian Lenneblad (Sign/date) Olcum sistem validasyonu Surec olcumu request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new feature s flawless design changed product review specifications file “Change of product specifications” Accur ate and preci se Precise but not accurat e Accurate but not precise Not accurat e or precise A measurement system is comparable to throwing darts at a target. There are two categories of error… Project charter Process maps, Sampling, Data collection, Capability analysis, MSA, Benchmark Tools: Define Gorev ve mali etkisi tanimla Measure Olcum metodunu gelistir ve dogrulugunu denetle Analyze Kok nedenleri analiz et Improve Cozumleri olustur ve uygula Control Sonuclarin surdurulecegine emin ol
  • 16. Onemli kok nedenleri belirle Hedef uzerinde etkisini degerlendir § Hedeflenen durumla aradaki bosluk belirlenir § Degisim yeterlilik ve yetkinliklerini belirle Kok nedenler veya katki yapanlar neler? Hedef uzerinde etkisi ne boyutta? DEFINE Degisim ihtiyacini anla MEASURE Realiteyi anla ANALYZE Kok nedeni anla IMPROVE Gelistir CONTROL Gelismeye sadik kal ”Gecmisi calis, gelecegi sekillendir” Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 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 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 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 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back ANALYZE–ANALIZ ET Kok nedeni belirle
  • 17. ANALIZ adimlari Sebep analizleri Gelistirilecek alanlari tespit 50454035 130 120 110 100 90 Putts Score Y = 3 3. 1 28 4 + 1. 67 5 46 X R-Squared = 0.906 Scatter Plot/Fitted Line Regression Surec olcumleri request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” ! Process maps, Capability analysis, Regression analysis, Hypothesis testing, Correlation analysis Tools: Define Gorev ve mali etkisi tanimla Measure Olcum metodunu gelistir ve dogrulugunu denetle Analyze Kok nedenleri analiz et Improve Cozumleri olustur ve uygula Control Sonuclarin surdurulecegine emin ol
  • 18. Aday “To-Be” surecleri belirle ve muhtemel sonuclari test et Cozumu olanla ve uygula Degisimi gozle •  Muhtemel cozumleri belirle •  Fayda/maliyet degerlendirmeleri yap •  Risk analizleri yap •  Cozumu test et •  Sorumlulugu paylastir •  Uygulama planla •  Kaynak tahsis et •  Surec ve IT gerekliliklerini belirle ve temin et •  Uygulama plani yurut •  Degisiklikleri yonetim sistemine ekle •  Gelisme & calisan katilimi duzeyini gozlemle •  Sectigin cozumle hedefe varabilecek misin? •  Bunu calisanlarin katilimiyla nasil gerceklestirirsiniz? •  Degisikligi nasil takip edeceksin? request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” 150100500 2 1 0 -1 -2 Observation Number IndividualValue I Chart for C205 1 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 11 2 2 2 2 2 2 1 2 Mean=0 UCL=1,5 LCL=-1,5 DEFINE Degisiklik ihtiyacini anla MEASURE Realiteyi anla ANALYZE Kok nedenleri anla IMPROVE Gelistir CONTROL Gelismeye sadik kal ”Isi kelimeler yapmaz, insanlar yapar.” IMPROVE – GELISTIR Hayata gecir
  • 19. IMPROVE –GELISTIR adimlari Uygulama plani Cozum Maliyet tasarrufu saglar mi? Uygulama gerceklesti mi?Kaynak tahsisi Cozumun risk analizi Improve TG2 Decision Timeplan (Improve-Control) Update project definition /incl final goals) Root-Cause analysis perf. gap Goal review Analyze of data Analyze Cause& Effect relations (7MT) Benchmark others Measurement system analysis Start to measure Data collection plan Process map "As Is" Measure TG1 Decision Milestone plan Risk analysis Communication plan Stakeholder analysis Process map TGO Decision Project time plan TG0-TG2 Business Case Goal statement Customer, Sponsor and project team Baseline estimation Problem stated Define 13121110987654week Gelistirilecek alani belirle request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” INSTRUCTION INSTRUCTION INSTRUCTION Savings Costs Process maps, Cost/benefit template, FMEATools: Severity x Occurrence x Detection = RPN (Risk Priority Number) Define Gorev ve mali etkisi tanimla Measure Olcum metodunu gelistir ve dogrulugunu denetle Analyze Kok nedenleri analiz et Improve Cozumleri olustur ve uygula Control Sonuclarin surdurulecegine emin ol
  • 20. Sonuclari denetle Surdurulebilirligi garanti et Iyi uygulamayi paylas • Iyilestirme etkisini degerlendir • Alinan dersleri belirle •  Cozum sureclerinin sahiplerinden emin ol •  Yeni calisma sekliyle ilgili yeterlilik tam mi? •  Surekli gozlem ve iyilestirme mekanizmasi kuruldu mu? • Sonuclari paylas • Iyi uygulamalari duyur • Kazanimlarini kutla Hedefe ulasildi mi? Cozum kalici olacak mi? Deneyimlerinden baskalari da yararlanabilir mi? DEFINE Degisim ihtiyacini anla MEASURE Realiteyi anla ANALYZE Kok nedeni belirle IMPROVE Gelistir CONTROL Gelistiirmeye sadik kal ” Proje sonrasinda organizasyon dunun organizasyonu olmamali.” CONTROL -KONTROL Gelistirmeye sadakati denetle
  • 21. Control Phase - Key Steps Ogrenilenlerin ve iyi uygulamalarin transferi Sonuclarin hedef bildirimine uygunlugu denetlendi mi? Uygulama tamamlandi mi? Sorumlulugun devredilmesi Sonuclar saglam mi(robust)? Kutla 70605040302010Subgroup 0 20 10 0 IndividualValue W0509W0452W0442W0430W 0420W 0410Week 1 1 Mean=1,652 UCL=4,220 LCL=-0,9170 1 2 3 15 10 5 0 MovingRange 1 R=0,9658 UCL=3,156 LCL=0 1 2 3 Delivery Precision Supplier 2004-2005w17 Observation IndividualValue 9181716151413121111 95 90 85 80 75 70 65 60 55 _ X=80,99 UCL=92,64 LCL=69,34 1 2 I Chart of Total by process by Process 2005-08-29 SPC, P-diagramTools: Define Gorev ve mali etkisi tanimla Measure Olcum metodunu gelistir ve dogrulugunu denetle Analyze Kok nedenleri analiz et Improve Cozumleri olustur ve uygula Control Sonuclarin surdurulecegine emin ol
  • 22. KapsamliEsnek Define Gorevi ve finansal etkisini anla • Gorev secim matrisi • SMART degerlendirmesi • Paydas haritasi • Risk yonetimi • SWOT analizi • Surec haritasi • VOC ve CTQs • 7MT • Affinity diagrami Measure Uygun bir veri toplama metodu gelistir ve yonet • Surec haritasi • Veri toplama tablosu • Pareto diagrami • 7QCT • 7MT • Olcum sistemi analizi • Orneklem teknigi • SIPOC • Gauge R&R, Gauge attribute • Capability analizi • Benchmark • Tagushi kayip fonksiyon analizi Analyze Kok sebepleri bulalim • Fishbone diagrami • Korelasyon analizi • 7QCT • Hipotez testi • Regresyon-analizi • DOE • Anova • 7MT • Veri transformasyonu • Simulasyonlar Improve Cozum gelistir ve uygula. • FMEA risk analizi • Surec haritasi • Poka-Yoke • Hipotez testi • Kayip fonksiyonu • Maliyet/Fayda secimi • Pugh Concept Secimi Control Sonuclarin devamina emin ol • Documantasyon, standardizasyon and egitim • 7QCT • SPC • Verificasyon
  • 23. DMAIC projesinin kilit noktalari —  Olculebilir ve teyid edilebilir sonuc. —  …maliyetleri indirdik —  …surec basamaginin suresini dusurduk —  …degiskenligini(varyasyon) azalttik —  …kalitesini gelistirdik —  Y=f (x1, x2, x3….. Xn) ile tanimlanabilmelidir —  Etkileyen muhtemel faktorler... —  Sonuc …..ile kontrol edilebilir —  Y’yi … yaparak daha fazla etkileyebilirsin —  Kayda deger etki olusturmus olmalidir. —  Isletme veya organizasyon icin onemli...
  • 24. Kalite icin kritik “Critical To Quality” ozellikler Y icin kritik oneme sahip bilgi musteri, paydas ve gecmis verilerden alinan verilerden uretilerek elle tutulur CTQ’lara donusturulur. …ve X’ler dizayn edilir. Urun & sureci dizayn et CTQ’lere gore X’leri dizayn et Uretim ve kullanim varyasyonunu ve urunun saglamligini simule et. Uretim & surec dizaynini optimize et Deneyler, veri analizleri yap ve uretim ve sureci urunun saglamligini temin edecek sekilde dizayn et Musteri Musteri gereksinimlerini anla ve sayisallastir Paydaslar Organizasyon hedefleri, f inansal hedefler ve Business Case Gecmis Gecmis ic ve dis veriyi Kalite icin Kritik hususlari (CTQs) tespit icin degerlendir Urun & Sureci teyid et(validate) Validate product (and process) performance CTQ’lar ve musteri ve paydas gereksinimlerine uygunluk bakimindan urun ve surec performansini teyid et(validate) Uzun donem surdurulebilirligi saglamak icin uygun urun ve surec kontrol mekanizmalari olustur. Identify Define Design Validate OptimizeTG2 TG1 TG3 TG4 TG5 Design For Six Sigma (IDDOV)
  • 25. IDDOV Urun, surec ve finans yonuyle bakinca ne yapilmasi gerektigine karar verebiliyoruz Identify - BELIRLE Kano-model Business Case Loss Functions Ne sunmaliyiz ve bunu sunmak bizim icin ekonomik olarak dogru mu? Voice of the Business Anket, Odak gruplar, roportajlar Piyasa (n * musteri) gereksinimlerinin altinda ne var? Voice of the Customer satisfied omitted included delight Must be L J dissatisfied Offerings Customer Satisfaction Less correct Less correct 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 Process Variation Quality Loss Function More Correct Process Capability Daha once sunduklarimiza iliskin izlem raporlari ne diyor? Voice of the Process Process map Equip. Mgmt. Order/ Leasing Pick-Up & Delivery Customer Service Billing Customer calls for repair CSR qualifies customers need CSR Enters case in CIS Branch shedules repair Servicer fixes problem CSR verifies customer satisfaction CSR completes case
  • 26. IDDOV Isin “kalite bakimindan Kritik” (CTQ) yonlerine odaklanan hedefler bulmak. Kimin, ne zaman ve nasil hareket ederek CTQ’lari garanti edecegi belirlenir Voice of the Customer Voice of the Business Voice of the Process Benchmark Cause & Effect diagram, 7MT Loss functions, Stakeholder map, CTQ tree, QFD, Q systemization Define - TANIMLA Shorte r lead- times Installation Delivery Quotations No errors (did understand custiomer needs)Responsivness Meets customer needs No updates To site delivery Short assambly time Test trail done same day as site installation Accessible sales staff Equip. Mgmt. Order/ Leasing Pick-Up & Delivery Customer Service Billing Customer calls for repair CSR qualifies customers need CSR Enters case in CIS Branch shedules repair Servicer fixes problem CSR verifies customer satisfaction CSR completes case B: Yield=? defects X2 C: Yield=? defects X1,5 A: Yield=? defects X1 D: Yield=? defects X1 Functions Y1=? Y2=? Y3=? Y4=? Y5=? S&D=1,5 Functions Y1=? Y2=? Y3=? Y4=? Y5=? F6=50 dpmo F7=150 dpmo S&D=0,9 Function s Y1… Y 1 0 = ? S&D=1,5 Functions Y1=? Y2=? Y3=? Y4=? Y5=99.993 F6= 25 dpmo F7=15 dpmo F8=90 dpmo S&D=1,6 Ytot = 85% Target Yield Step-1 Customer Requirements Step-2 Regulatory Requirements Step-3 Customer Importance Ratings Step-4 Customer Rating of the Competition Step-5 Technical Descriptors -"Voice of the Engineer" Step-6 Direction of Improvement Step-7 Relationship Matrix Step - 8 Technical Analysis of Competitor Products Step - 9 Target Values for Technical Descriptors Step-10 Correlation Matrix Step-11 Absolute Importance
  • 27. IDDOV Pugh Concept Selection Matrix Taguchi Loss functions Montecarlo & statistical simulations (functions, Lead-times, Yield, Cost etc) CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/µ/σ Y tol/µ/σ Z dpmo etc.. CTQ-scorecard DFSS Scorecard Q systemization Statistical tolerancing 2 3 2 2 2 1 2 Total+σ+σ+σ = σ Sum of all parts... Part / syst em 1 Part / syst em 3 Part/ syst em 2 P-diagrams Out-put parameter (Y’s) Input parameters (x’s) Engineering (design) parameters Noise parameters System SMD RF-TXRF-RXSUBET - 1ET - 2ET - 3SYSTSYST E1SYS E2Final ETotal MaterialProcess.ReworkScrapTotal Yield (fp) TK (sek)10700 2360 1523 79315376 25% Production tariff (sek) 3000 4200 4200 3000 750 750 750 750 750 750 750 Reparation tariff (sek) 525 525 525 525 500 500 500 500 500 500 500 Material cost (sek) 3500 3000 3000 200 1000 10700 Repair material cost 400 400 Processtime (min) 4,0 6,0 6,0 2,5 4,6 6,0 9,0 7,0 24,0 10,0 35,0 1:st reparationtime (min) 0,0 20,0 20,0 5,0 30,0 40,0 50,0 0,0 60,0120,0 60,0 2:nd reparationtime (min) 20,0 20,0 5,0 45,0 60,0 60,0 0,0 60,0 90,0 60,0 3:rd reparationtime (min) 20,0 20,0 5,0 90,0 90,0 90,0 0,0 60,0 90,0 60,0 4:th reparationtime (min) 0,0 0,0 0,0 90,0 90,0 90,0 0,0 60,0 90,0 60,0 Processtime after rep. 0,0 6,0 6,0 5,0 4,6 6,0 9,0 7,0 24,0 10,0 35,0 Yield 1:st pass (%) 75% 80% 89% 90% 98% 95% 90% 85% 95% 85% 90% Yield 2:nd pass (%) 100% 90% 95% 95% 99% 98% 95% 100% 98% 93% 95% Yield 3:rd pass (%) 100% 95% 97% 98%100% 99% 98% 100% 99% 96% 98% Yield 4:th pass (%) 100% 98% 99%100%100%100% 99% 100% 100% 99%100% Scrap % 1,00%2,00%2,00%0,75%0,01%0,01%1,00%0,00%0,01%1,00%0,01% Rejections from later steps (%)3,00%15,00%15,00%1,00%0,00%0,00%10,00%0,00%0,00%0,00%0,00% Processing cost (sek) 1:st200,0 420,0 420,0125,0 57,5 75,0112,5 87,5 300,0125,0437,5 2360 Reparation cost (sek) 0,0 87,5 59,9 8,1 8,8 38,5136,5 0,0 45,2 240,9 88,6 714 Scrapp cost (sek) 37,0 76,8 74,9 90,3 1,2 1,2 126,4 0,0 1,3146,2 1,5 557 Proc. cost after repair (sek) 0,0 334,1 263,3 43,8 1,7 6,6 21,1 0,0 27,1 33,9 77,6 809 Material cost repair (sek) 135,0 101,3 0,0 236 Total cost 3737 4053 39191217712246123671276412851,4142251477115376 Extra processtime (min) 0,00 3,15 2,14 0,93 0,14 0,53 2,59 1,05 2,17 2,71 6,20 Capacity loss due to repair 0% 34% 26% 27% 3% 8% 22% 13% 8% 21% 15% 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec sMean-3sMean+3sMeannkLSLUSLTarg CpmCpkCPLCPUCpShort-Term Capability 0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525 5360.000.1210.6011.4011.00 1.912.502.503.172.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec sMean-3sMean+3sMean nkLSLUSLTarg CpmCpkCPLCPUCpShort-Term Capability 0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525 5360.000.1210.6011.4011.00 1.912.502.503.172.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec sMean-3sMean+3sMean nkLSLUSLTarg CpmCpkCPLCPUCpShort-Term Capability 0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525 5360.000.1210.6011.4011.00 1.912.502.503.172.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec sMean-3sMean+3sMean nkLSLUSLTarg CpmCpkCPLCPUCpShort-Term Capability 0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525 5360.000.1210.6011.4011.00 1.912.502.503.172.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec sMean-3sMean+3sMean nkLSLUSLTarg CpmCpkCPLCPUCpShort-Term Capability 0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525 5360.000.1210.6011.4011.00 1.912.502.503.172.83 Capability analysis DOE FMEA (Design, Process, Supply-chain) Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Actions Recommended Resp. Operator skill/training Motor frame is unstable 3 1 6 1 8 Operator knowledge Ticket specifies - but coded Coding chart to be issued & displayed by machine Darren Wooler Transfer functionsLess correct Less correct 0,1 0,2 0,3 0,4 0,5 0,6 0,7 Process VariationQuality Loss Function More Correct DIZAYN
  • 28. IDDOV Gauge R&R DOE Anova FMEA Poke-Yoke Hypothesis testing Power & Sample Size CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/µ/σ Y tol/µ/σ Z dpmo etc.. CTQ-scorecard DFSS Scorecard Capability analysis OPTIMIZASYON Error type Harm Error type Harm Adapted from James Reason’s Managing the Risk of Organizational Accidents Gage nam e: Date of s tudy : Reported by : Toleranc e: M is c : 0 43.9 44.0 44.1 44.2 Joe M ar y Pat Xbar Chart by Name SampleMean M ean=44.11 UCL=44.14 LCL=44.09 0 0.00 0.01 0.02 0.03 0.04 Joe M ar y Pat R Chart by Name SampleRange R=0.01280 UCL=0.04182 LCL=0 1 2 3 4 5 6 7 8 9 10 44.0 44.1 44.2 Part ID Nam e Name*Part ID Interaction Average J oe M ary Pat J oe M ary Pat 43.95 44.05 44.15 44.25 Nam e By Name 1 2 3 4 5 6 7 8 9 10 43.95 44.05 44.15 44.25 Part ID By Part ID %Contribution %Study Var %Toleranc e Gage R&R Repeat Reprod Part-to-Part 0 50 100 Components of Variation Percent Gage R&R (ANOVA) for Measure Truth Decision Type I Error α-risk Type II Error β-risk Correct Decision Correct Decision Ho Ho Ha Ha SEV * OCC * DET = RPN (3 *1*6 = 18) Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Actions Recommended Resp. Operator skill/training Motor frame is unstable 3 1 6 1 8 Recommended actions and person responsible for implementation. Operator knowledge Ticket specifies - but coded Coding chart to be issued & displayed by machine Darren Wooler Risk Priority Number (RPN)
  • 29. IDDOV CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/µ/σ Y tol/µ/σ Z dpmo etc.. CTQ-scorecard DFSS Scorecard Validate - TEYID ET Power & Sample size Gauge R&R Design Of Experiments Capability analysis Statistical Process Control 2004 0 500 1000 1500 2000 2500 3000 3500 4000 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 EWMA +3S +2S +1S Linest Profile -1S -2S -3S >3S 9pt +/- 6Pt 14Pt alter 2(3) +/-2S 4(5) +/-1S 15Pt In S 8Pt +/- 1S 2002 2003 2004År λ 0,10 0,20 0,25 95000 100000 105000 Välj antal Gage nam e: Date of s tudy : Reported by : Toleranc e: M is c : 0 43.9 44.0 44.1 44.2 Joe M ar y Pat Xbar Chart by Name SampleMean M ean=44.11 UCL=44.14 LCL=44.09 0 0.00 0.01 0.02 0.03 0.04 Joe M ar y Pat R Chart by Name SampleRange R=0.01280 UCL=0.04182 LCL=0 1 2 3 4 5 6 7 8 9 10 44.0 44.1 44.2 Part ID Nam e Name*Part ID Interaction Average J oe M ary Pat J oe M ary Pat 43.95 44.05 44.15 44.25 Nam e By Name 1 2 3 4 5 6 7 8 9 10 43.95 44.05 44.15 44.25 Part ID By Part ID %Contribution %Study Var %Toleranc e Gage R&R Repeat Reprod Part-to-Part 0 50 100 Components of Variation Percent Gage R&R (ANOVA) for Measure
  • 30. Identify Musteri, paydas ve gecmis verisi BELIRLE • Surveys, VOC • Taguchi Loss functions • Kano-model • Stakeholder map • Business case • 7QCT • Capability analysis • Regression analysis •  • Takim egitimi ve koc destegi Define Kalite icin kritik hususlarin “CRQ” ozelliklerini TANIMLA • QFD • CTQ-tree • Cause & Effect matrix • Taguchi Loss functions • Business case • CTQ scorecard • Benchmarking • PCM (yield matrix) • Capability analysis • Takim egitimi ve koc destegi Design Bir urun ve surec DIZAYN ET • Pugh Concept Selection Matrix • Process Mapping • Taguchi Loss Functions • Simulations (Lead- times, Yield, Cost etc.) • FMEA (Product, Process, Supply- chain) • Fishbone diagram • PCM (yield matrix) • Takim egitimi ve koc destegi Optimize Urun ve surec dizaynini OPTIMIZE ET • DOE • Gauge R&R • Poka-Yoke • Capability analysis • Anova • P-diagram • Regression analysis • Fault trees • PCM (yield matrix) • DMAIC • Takim egitimi ve koc destegi Validate Urun ve sureclerin CRQ ve ihtiyaca uygunlugu TEYID ET • DOE • Gauge R&R • SPC • Poka-Yoke • Capability analysis • Anova • P-diagram • Regression analysis • Fault trees • DMAIC • PCM (yield matrix) • Takim egitimi ve koc destegi IDDOV Chart
  • 31. Kalite icin kritik “Critical To Quality” ozellikler QFD CTQ-tree Cause& Effect matrix Taguchi Loss functions Business case CTQ-scorecard Benchmarking PCM (yield matrix) Capability analysis Urun & sureci dizayn et Pugh Concept Selection Matrix Process mapping Taguchi Loss functions Simulations (Lead-times, Yield, Cost etc) FMEA (Product, Process, Supply-chain) Robust engineering PCM (yield matrix) Identify Define Design Validate OptimizeTG2 TG1 TG3 TG4 TG5 Design For Six Sigma (IDDOV – the tools) Uretim & surec dizaynini optimize et DOE Gauge R&R Poke-Yoke Capability analysis Anova Robust engineering Regression analysis Fault trees PCM (yield matrix) DMAIC Musteri Surveys, VOC Taguchi Loss functions Kano-model Paydaslar Stakeholder map, Business Case CTQ-tree Gecmis 7QCT, Capability analysis Regression analysis Urun & Sureci teyid et(validate) DOE Gauge R&R SPC Poke-Yoke Capability analysis Anova P-diagram Regression analysis Fault trees DMAIC PCM (yield matrix) CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/µ/σ Y tol/µ/σ Z dpmo etc.. CTQ-scorecard
  • 32. Degisim Projelerinin sadece 16% i basariyla tamamlanabiliyor Cogu degisim projesi basarisizliga ugruyor ve en buyuk basarisizlik sebebi Yonetimin projeye sahip cikmamasi 31% Iptal Business Case invalid Funding Prioritization • • • 53% Dusuk performans (gec, butce asarak gereksinimden azini sunarak) Net belirlenmemis gereksinimler Yonetim desteginin yetersizligi Yetersiz iletisim Surekli takip etmeme Uygulama kapasitesinde yetersizlik • • • • • 16% Basarili (zamaninda ve butce dahilinde tamamlanma) Gereksinimin net olarak belirtilmis Katilim yeterli Yonetim destekci • • • Net-realist olmayan hedefler•
  • 33. — …Son

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