Asb six sigma

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  • Master Black belts might fill a variety of roles depending on the organization’s size, structure, orientation to change, etc Master Black Belts are internal consultants normally serving in this role on a part-time basis if appropriate Typically, Master Black Belts provide: Coaching and support to newer black belts This could be technical (statistical, or process oriented) or behavioral (management development or project lead skills). Be an internal change agent within the organization Train employees in the use of statistical tools. Black belts are the experts in a Six Sigma program. These individuals have completed a costly, month-long training program and, depending on the philosophy of the individual organization, have successfully completed one or two Six Sigma projects. While roles may vary from organization to organization, typically black belts will perform one, or both of the following 23 : Manage project leaders. Larger organizations might use black belts to manage project leads (green belts). Lead project teams. Smaller organizations might use black belts (or green belts) to lead projects/project teams. Ideally, there will be one black belt per process area to drive the Six Sigma effort. Green belts are trained in the use of statistical tools. In smaller organizations, green belts might lead project teams. In larger organizations with a larger Six Sigma infrastructure, green belts might serve on quality teams part-time as the need arises. The level of participation by the green belts will drive the level of training they need to perform competently
  • Asb six sigma

    1. 1. 28-02-12
    2. 2. Six Sigma Overview By Peter M. Pardoel MBA-MBB Australian Society of Baking 28-02-12 Represented in Australia by : http://www.bakerycombinations.com.au/
    3. 3. Agenda <ul><li>What is Six Sigma? </li></ul><ul><ul><li>Evolution of Quality </li></ul></ul><ul><ul><li>Segments in Quality </li></ul></ul><ul><ul><li>Six Sigma – Key Dimensions </li></ul></ul><ul><li>Six Sigma Methodology. </li></ul><ul><ul><li>Six Sigma Process Philosophy </li></ul></ul><ul><ul><li>Process Capability </li></ul></ul><ul><ul><li>Six Sigma scale of Defects </li></ul></ul><ul><li>Why adopt Six Sigma? </li></ul><ul><ul><li>Six Sigma -- Practical Meaning </li></ul></ul><ul><ul><li>What is Cost of Poor Quality? </li></ul></ul><ul><ul><li>The Approach </li></ul></ul><ul><li>Bakeries in Europe & Six Sigma </li></ul><ul><li>Wrap Up and Take Away </li></ul><ul><li>Q&A </li></ul>28-02-12 Australian Society of Baking
    4. 4. 28-02-12 Improve your process — and your bottom line — with Six Sigma Australian Society of Baking
    5. 5. The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution 28-02-12 Australian Society of Baking
    6. 6. To provide a structured and transparent mechanism for initiating, prioritizing and executing Continuous Improvement initiatives within Pcdata PAF + Scorecard PAF funnel Review and prioritize Available resources? Activate funnel project yes no Kaizen process Six Sigma project Just do it Status report / report out / KPI review (optional) Monthly Six Sigma Forum (SSF) meeting Project size Australian Society of Baking
    7. 7. 28-02-12 Australian Society of Baking
    8. 8. The primary purpose of the Australian Society of Baking is to provide a forum for learning more about the industry through meetings and seminars. Members come from every sector of the baking industry - small craft bakers and larger retail bakers, pastrycooks, independent and group plant bakeries, supermarket groups, research organisations, the educational field, flour millers, ingredient and equipment suppliers. Papers presented cover technical, legislative and marketing matters and there have been almost 280 presentations in all since the founding of the Society. Copies of most of these are available from the secretariat for those wishing to research particular subjects. 28-02-12 Australian Society of Baking
    9. 9. A visual tool that helps in separating the vital few from the trivial many Control Impact Analyze – Identify Drivers of Variation 28-02-12 Australian Society of Baking Vital Few High Control – High Impact Cost Ineffective Low Control – High Impact Cost Ineffective High Control – Low Impact Trivial Many Low Control – Low Impact
    10. 10. Key Six Sigma Roles <ul><li>Master Black Belts </li></ul><ul><li>Coach and support project leads </li></ul><ul><li>Work as a change agent </li></ul><ul><li>Train others in the use of six sigma tools </li></ul><ul><li>Strategically </li></ul><ul><li>Performs projects on Global level </li></ul><ul><li>Black Belts </li></ul><ul><li>Highly trained experts </li></ul><ul><li>Manage projects </li></ul><ul><li>Lead project teams </li></ul><ul><li>Tactical </li></ul><ul><li>Performs Projects on company level </li></ul><ul><li>Green Belts </li></ul><ul><li>Trained in the use of statistical tools </li></ul><ul><li>Participate on project teams </li></ul><ul><li>Work on sub projects </li></ul><ul><li>Operational </li></ul><ul><li>Performs projects on department level </li></ul>28-02-12 Australian Society of Baking
    11. 11. A discussion with an average European Baker 28-02-12
    12. 12. 28-02-12 Australian Society of Baking
    13. 13. Proactive Quality “ Create process that will produce less or no defects” Reactive Quality Quality Checks (QC) - Taking the defects out of what is produced Evolution of Quality 28-02-12 Australian Society of Baking
    14. 14. Segments in Quality Methodologies Standards Capability Models <ul><li>Six Sigma </li></ul><ul><li>Lean </li></ul><ul><li>Kaizen </li></ul><ul><li>ISO 9000 </li></ul><ul><li>ISO 14000 </li></ul><ul><li>ISA 95 </li></ul><ul><li>eSCM </li></ul><ul><li>CMM </li></ul><ul><li>CMMI </li></ul>Scientific way to improve capability? Sharing Benchmarked practices- “Standardizing” Best practices to build capability 28-02-12 Australian Society of Baking
    15. 15. What is Six Sigma ? <ul><li>Six Sigma is a rigorous and a systematic methodology that utilizes information (management by facts) and statistical analysis to measure and improve a company’s operational performance, practices and systems by identifying and preventing ‘ DEFECTS ’ in business processes. </li></ul><ul><li>It is a way of thinking about processes where the focus is on proactive control of process inputs rather than reactive look at process outputs </li></ul><ul><li>Six Sigma is not: </li></ul><ul><li>A standard </li></ul><ul><li>A certification </li></ul><ul><li>Another metric like percentage </li></ul>28-02-12 Australian Society of Baking
    16. 16. Six Sigma – Key Dimensions Tools Organization Methodology Driven by customer needs Enabled by quality team. Led by Senior Mgmt Define M easure Analyze Improve Control Process Map Analysis Pareto Chart 28-02-12 Australian Society of Baking Process variation LSL USL Upper/Lower specification limits Regression • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
    17. 17. <ul><li>Know What’s Important to the Customer (CTQ) </li></ul><ul><li>Reduce Defects (DPMO) </li></ul><ul><li>Center Around Target (Mean) The mean describes the central location of the data, and the standard deviation describes the spread. </li></ul><ul><li>Reduce Variation (Standard Deviation) </li></ul>Six Sigma Process Philosophy Defects per Million Opportunities Critical to Quality 28-02-12 Australian Society of Baking
    18. 18. Six Sigma scale of Defects <ul><li>Defects values in the above tables suggests that as sigma level goes up defect rate reduces, which means product quality improves. </li></ul><ul><li>The best performing bakeries in Europe score 97 %. (about 1% of the total market) </li></ul><ul><li>The 2 nd best performing bakeries score 94 %. ( about 10% of the total market) </li></ul><ul><li>The majority scores below 93.32 %. (about 89% of the total market) </li></ul><ul><li>What about Australia ? </li></ul>28-02-12 Australian Society of Baking Sigma Defects (per million) (%) 3 4 5 6 66,807 621 233 3.4 93.32 99.379 99.9767 99.999966
    19. 19. Six Sigma -- Practical Meaning 99.99966% Good (6 Sigma) 20,000 lost articles of mail per hour Unsafe drinking water for almost 15 minutes each day 5,000 incorrect surgical operations per week Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year No electricity for almost 7 hours each month 7 articles lost per hour One unsafe minute every seven months 1.7 incorrect operations per week One short or long landing every five years 68 wrong prescriptions per year One hour without electricity every 34 years 99% Good (3.8 Sigma) 28-02-12 Australian Society of Baking
    20. 20. What is Cost of Poor Quality? <ul><li>In addition to the direct costs associated with finding and fixing defects, “Cost of Poor Quality” also includes: </li></ul><ul><ul><li>The hidden cost of failing to meet customer expectations the first time </li></ul></ul><ul><ul><li>The hidden opportunity for increased efficiency </li></ul></ul><ul><ul><li>The hidden potential for higher profits </li></ul></ul><ul><ul><li>The hidden loss in market share </li></ul></ul><ul><ul><li>The hidden increase in production cycle time </li></ul></ul><ul><ul><li>The hidden labor associated with ordering replacement material </li></ul></ul><ul><ul><li>The hidden costs associated with disposing of defects </li></ul></ul><ul><li>For most companies today, the cost of poor quality is up to 25 % of sales. </li></ul><ul><li>In almost every company where the COPQ is unknown, the COPQ exceeds the profit margin. </li></ul>28-02-12 Australian Society of Baking
    21. 21. D Define M Measure A Analyze I Improve C Control Identify and state the practical problem Validate the practical problem by collecting data Convert the practical problem to a statistical one, define statistical goal and identify potential statistical solution Confirm and test the statistical solution Convert the statistical solution to a practical solution Methodology 28-02-12 Australian Society of Baking
    22. 22. VoC - Who wants the project and why ? The scope of project / improvement Key team members / resources for the project Critical milestones and stakeholder review Budget allocation Define D Define M Measure A Analyze I Improve C Control 28-02-12 Australian Society of Baking
    23. 23. Ensure measurement system reliability Prepare data collection plan Collect data - Is tool used to measure the output variable flawed ? - Does everybody interpret the tool reading in the same way ? <ul><li>- How many data points do you need to collect ? </li></ul><ul><li>How many days do you need to collect data for ? </li></ul><ul><li>What is the sampling strategy ? </li></ul><ul><li>Who will collect data and how will data get stored ? </li></ul><ul><li>What could the potential drivers of variation be ? </li></ul>Measure D Define M Measure A Analyze I Improve C Control 28-02-12 Australian Society of Baking
    24. 24. Understand statistical problem Baseline current process capability Define statistical improvement goal Identify drivers of variation (significant factors) Analyze D Define M Measure A Analyze I Improve C Control 28-02-12 Australian Society of Baking
    25. 25. Map improved process Pilot solution Identify operating tolerance on significant factors Improve D Define M Measure A Analyze I Improve C Control 28-02-12 Australian Society of Baking
    26. 26. Ensure measurement system reliability for significant factors Improved process capability Sustenance Plan - Is tool used to measure the input / process variables flawed ? - Do all operators interpret the tool reading in the same way ? - Statistical Process Control - Mistake Proofing - Control Plan Control D Define M Measure A Analyze I Improve C Control 28-02-12 Australian Society of Baking
    27. 27. Why do companies Implement Six Sigma? <ul><li>Quality Improvement </li></ul><ul><li>Improved Process Flow </li></ul><ul><li>Employee Skills </li></ul><ul><li>Improve Market Shares </li></ul><ul><li>Earnings and Profitability </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>We have customers today who “think” Six Sigma </li></ul>28-02-12 Australian Society of Baking
    28. 28. Take away’s <ul><li>Leadership Involvement </li></ul><ul><li>Clearly Defined Strategy </li></ul><ul><li>Accountability </li></ul><ul><li>Resource Allocation </li></ul><ul><li>Organizational adoption </li></ul>28-02-12 “ If this or any initiative is to be successful, it has to start with the best” – Jack Welch Australian Society of Baking
    29. 29. 28-02-12

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