Six Sigma - The Journey of Quality and Management
The document provides an overview of Six Sigma as a strategic tool for enhancing customer satisfaction and business performance by reducing variability. It discusses the roles of Green Belts and Black Belts in implementing Six Sigma projects, the structure of the training program, and the stages of the Six Sigma process (Define, Measure, Analyze, Improve, Control). It also highlights the historical context of Six Sigma, including its origins at Motorola and examples of companies that have successfully adopted the methodology.
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Six Sigma - The Journey of Quality and Management
- 1. Edge Consultancy Inc TheJourney of SIX SIGMA Introduction level for Green Belts Six Sigma Overview – Presentation 2014Q1 Linked In - Ahmed El-Askalany, CSTE, CSQA, PMP, CQIA, ITIL | LinkedIn https://www.facebook.com/EdgeConsultancyInc E-mail: EdgeConsultancyInc@Gmail.com
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- 3. Consumer Driven 6-Sigmais a tool that significantly improves customer satisfaction and shareholder value by reducing variability in every aspect of our business. “6-Sigma is not something else that you do … it is what you do.” 3
- 4. • Consumer Driven6-Sigma tools will be used to attain World Class performance in both short-term and long-term customer satisfaction. • Progress toward these performance goals will be made as Green Belts and Black Belts apply 6-Sigma tools to correct issues that impact customer satisfaction. 4
- 5. Motorola implemented aquality improvement program in 1982. Quality improvement efforts pointed to the need for improved analytical tools. 6-Sigma tools were developed. Motorola won the Malcolm Baldrige Award in 1988. 5
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- 7. Companies that haveimplemented 6-Sigma include: ABB Inc. Allied Signal American Express Bombardier Bank Of America DuPont General Electric Lockheed Martin Motorola Nokia Polaroid Raytheon Sony Texas Instruments 7
- 8. Defects per million opportunities 2308,537 3 66,807 4 6,210 5 233 6 3.4 Most North American Companies Texas Instruments & Motorola are here 8
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- 13. WEEK 1 DEFINEAND MEASURE • Six Sigma Overview and the DMAIC road map • Process Mapping • Quality function deployment • Failure mode and effect analysis • Organizational effectiveness concepts, such as team development • Basis stats using Minitab • Process capabilities • Measurement system analysis WEEK 2 ANALYZE • Statistical thinning • Hypothesis testing and confidence intervals • Correction analysis • Multivariate and regression analysis WEEK 3 IMPROVE • Analysis of Variance • Design of experiment factorial experiment fractional experiment balanced block design response surface design WEEK 4 CONTROL • Control plans • Mistake proofing • Special applications: discrete parts, continuous process, administration, design • Final Exercise 14
- 14. Executive Leadership (Part-Time) MasterBlack Belts (Full-Time) Project Champions (Part-Time) Black Belts (Full-Time) Green Belts (Part-Time) 15
- 15. Participate inlarger Black Belt DMAIC projects Lead Green Belt level 6-Sigma Projects Apply 6-Sigma problem-solving tools and principles to daily work Specific details regarding the deployment and role of Green Belts are determined by each organization. 16
- 16. Roles - Leadand teach the Consumer Driven 6-Sigma process - Train Green Belts Requirements - Complete 4-6 projects annually that: Address customer satisfaction – a 70% reduction in Defects Per Million Opportunities (DPMO) AND Produce a $250K cost savings/profit enhancement average per project. This will include: - Hard annual Profit Before Tax (PBT) - Thing Gone Wrong (TGW) revenue impact 17
- 17. Responsible forBlack Belt, Master Black Belt and Leadership training Assist Black Belt activities through coaching and counseling techniques Responsible for leading large projects with multiple Black Belts to completion 18
- 18. Accountable forperformance of Black Belts and results of projects Responsible for selection, scoping, and successful completion of Black Belt projects Remove roadblocks for Black Belts and ensure timely completion of projects 19
- 19. Drives Consumer Driven6-Sigma process to meet key business goals and integrates it into everyday management practice. 20
- 20. Does theproject have recurring events? Is the scope of the project narrow? Do metrics exist? Can measurements be established in an appropriate amount of time? Do you have control of the process? Does the project improve Customer Satisfaction? If “Yes” to all of the above, the project is an excellent candidate for a Consumer Driven 6-Sigma Project. 21
- 21. STAGE BREAKTHROUGH STRATEGY PHASE OBJECTIVES IdentificationRecognize Define Identify key business issue in quality, price & delivery 1) Process capability 2) Amount of variation in process affecting: - Cost - Cycle time - Number of defects Characterization Measure Analyze Understand current performance levels Measure & analyze where current Process is & where the organization would like them to be in order to meet organization goals for product & service. Create detailed process flow diagram Estimate what short-time & long-time process capability Optimization Improve Control Achieve breakthrough improvement Do a Pareto through DOE Improve & control key variables that have the greatest influence on the process Institutionalization Standardize Integrate Examine how smaller projects affect the larger, high level projects that run the day-to-day business Learn what measures & metrics drive improvement(s) Standardize best practices within & across business GreenBelt Project 22
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- 24. The selection ofperformance characteristics critical in meeting the customer’s expectations. 25
- 25. The creation andvalidation of a measurement system. 26
- 26. The identification ofsources of variation from the performance objectives. 0 2 4 6 8 10 12 14 1 2 3 4 5 6 7 XXXX 0 5 10 15 1 2 3 4 5 6 7 0 5 10 15 1 2 3 4 5 6 7 0 5 10 15 1 4 7 0 5 10 15 1 4 7 1 2 3 4 5 6 7 S1 S2 0 2 4 6 8 10 27
- 27. The discovery ofprocess relationships and the establishment of new procedures. 28
- 28. The monitoring ofimplemented improvements to maintain gains and ensure corrective actions are taken when necessary. 29
- 29. Define theproblem with a High-Level Problem Statement Specifically identify the process of product customers impacted by the problem. Define CTQ’s (Critical to Quality) characteristics from the customer’s point of view Scope the project to a specific actionable level Develop a refined Problem Statement Document the Define Phase activities in a Project Charter Define Problem Identify Customer Identify CTQ’s Map Process Refine Subject Scope Update Project Charter 30
- 30. Problem Statement CTQ Project Scope Process Mapping Project Charter Define Problem Identify Customer Identify CTQ’s Map Process Refine Subject Scope Update Project Charter 31
- 31. Measurement Variation Data Data Collection Plan Measurement System Analysis Capability Analysis Identify Measurement & Variation Determine Data Type Develop Data Collection Plan Perform Measurement System Analysis Perform Data Collection Perform Capability Analysis 32
- 32. Define processmeasures Identify the types, sources and causes of variation in process Determine data requirement for a 6-Sigma project Develop a Data Collection Plan Perform Measurement System Analysis (MSA) Conduct Data Collection Determine the baseline capability of the project as a Sigma value Identify Measurement & Variation Determine Data Type Develop Data Collection Plan Perform Measurement System Analysis Perform Data Collection Perform Capability Analysis 33
- 33. All repetitiveactivities of a process have a certain amount of fluctuation Input, process, and output measures also fluctuate This fluctuation is called variation Identify Measurement & Variation Determine Data Type Develop Data Collection Plan Perform Measurement System Analysis Perform Data Collection Perform Capability Analysis 34
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- 35. Identify Measurement & Variation Determine Data Type Develop Data Collection Plan Perform Measurement System Analysis Perform Data Collection Perform Capability Analysis The purposeof performing a Measurement System Analysis is to ensure the information collected is a true representation of what is occurring in the process. 36
- 36. Graphical Analysis Root Cause Root Cause Verification Review Analysis Tools Apply Graphical Analysis Tools Attribute Data * Pareto Variable Data * Run Chart * Histogram * Scatter Plot Identify Sources of Variation 37
- 37. A setof tools that produce a graphical representation of data based on a chosen set of parameters. These tools include: Attribute Data - Pareto Chart Variable Data - Run Chart - Histogram - Scatter Plot Review Analysis Tools Apply Graphical Analysis Tools Attribute Data * Pareto Variable Data * Run Chart * Histogram * Scatter Plot Identify Sources of Variation 38
- 38. Improvement Alternatives Pilot Validation “Should Be/Future State” Process Map Cost/Benefit Generate Improvement Alternatives Pilot Validate Improvement Create “Should Be/ Future State” Process Map Perform Cost/Benefit Analysis 39
- 39. Generate Improvement Alternatives Pilot Validate Improvement Create “Should Be/ Future State” ProcessMap Perform Cost/Benefit Analysis Lead a brainstorming activity Create a “Should Be/Future State” process map List the steps required for updating the FMEA Perform a Cost/Benefit Analysis on a process improvement Lead a process improvement pilot Analyze process capability to validate improvement gains 40
- 40. Prevention vs.Detection Visual Factory Long-Term MSA Control Plan Reaction Plan Develop Control Strategy Develop Control Plan Update SOP & Training Plan 41
- 41. Develop Control Strategy Develop Control Plan Update SOP & Training Plan Controlis a means of sustaining improvement by either eliminating the opportunity for deft or monitoring process improvement using a feedback system. 42
- 42. Develop Control Strategy Develop Control Plan Update SOP & Training Plan Establisha strategy to ensure that Improvements are sustained. 43