6-Sigma Training-Awareness for automobile industries

SIX SIGMA
• Problem Solving tool to Improve
Cost, Quality & Cycle time.
VICTORA AUTO PARTS PVT.LTD.

The History of Six Sigma
• Motorola 1987
- 10 X Improvement
- Customer Service Improvement Strategy

Definition of Six Sigma
• Sigma (σ) represents the standard deviation
of a normally distributed sample from a
population.

Six Sigma Definition
Sigma is a statistical unit of measure which reflects process capability.
The sigma scale of measure is perfectly correlated to such
characteristics as defects-per-unit, parts-per million
defective.
Sigma Level
Short - Term
PPM
Longt - Term
PPM
Ppk
1 158655.3 691462.5 0.33
2 22750.1 308537.5 0.67
3 1350 66807.2 1
4 31.7 6209.7 1.33
5 0.3 232.7 1.67
6 0 3.4 2

ST
LT
1st Shift 2nd Shift
3rd Shift
Batch #1 Jan
Short Term vs. Long Term
Step 5:
Determine the
data type (short
or long term)

Six Sigma Definition
• The Six Sigma level is attained when a total
of Six Standard deviations fit between the
sample mean and the nearest specifications
limit.
LSL USL
Target
6σ level

LSL USL
Target
Option 1 – Shift The Mean
Option 2 – Reduce the Variation
Option 3 – Combination of shifting the mean and reducing the variation
Option 4 – Move the Specification Limits
LSL USL
Target
Process Variation
σ (sigma)

5 Phases of a Six Sigma Project
(d-M-A-I-C )
• Phase – 1 Define
• Phase – 2 Measure
• Phase – 3 Analyze
• Phase – 4 Improve
• Phase – 5 Control

• Define - - Phase 1
• Complete Project Charter
Define Project
Define Problem Statement
Define Objective Statament
- Establish baseline for metrics
- Pareto Analysis
- Process Map

• Measure - - Phase 2
- Process Exploration
Cause & Effect Diagram
Y-X Diagram (Input / Output Matrix)
Preliminary Process FMEA
- Measurement Verification
Attribute or Variable Gage R&R as applicable.
- Capability Analysis.

• Analyze - - Phase 3
- Assess the distribution of data collected in phase 1
Histogram
- Paasive KPIV Characterization
Multi-Vari Analysis
Correlation & Regression
- Hpothesis Testing
Attribute Output Testing
Variable Output Testing

• Improve - - Phase 4
- Design of Experiment Planning (DOE)
- Screening Experiments on Potential
Casual Factors
- Mathematical Relationships
- Process Optimization

• Control - - Phase 5
- Minimize Effect due to KPIV
Robust Process Design
- Automating Effect due to KPIV
Mistake Proofing
New Equipment Characterization
- Control Effect due to KPIV
Control Plan
- Verify Process Capability

PHASE – 1
DEFINE PHASE

Project Examples
• Increase
Capacity
• Eliminate rework
• Increase delivery
credibility
• Eliminate waste
• Improve Supplier
quality
• Scrap reductions
• Down/time reduction
• Cycle time reductions

Project Name
Problem Statement
Objective Statement
Primary Metric
Secondary Metric(s)
Business Impact
(Quality, Cost,
Delivery)
Scope of Project
Rejection % Vs. Time (Month )
Tool Cost Vs. Time ( Month )
It will save cost Rs 335469 Per Annum,(Rs 183552 / Annum in Part 0552494 and Rs 151917 /
Annum in Part 0553087 ).
Horizontal Deployment in Part 0553087 which Avg. Rejection is 4.40%.
TO IMPROVE PRODUCTIVITY OF PART NO. 0552494
At Victora Auto,in Part 0552494 Avg. rejection is 4.52% from Feb. 2005 to Mar. 2005 due to
Centre Shifting only during Bending operation, which cost Rs.25494 per Month to Company.
To reduce rejection by 60% from 4.52% to 1.81% up to Oct. 2005 , which will cost save Rs.
15296 /Month.
Project Charter

Date
2/28/2005
2/28/2005
2/28/2005
2/28/2005
Phase Start date planned closing date
closing
date
Define 2/21/2005 3/31/2005 3/30/2005
Measure 4/11/2005 5/12/2005 5/11/2005
Analyze 5/23/2005 6/24/2005 6/24/2005
Improve 6/25/2005 9/20/2005 9/17/2005
Control 10/3/2005 10/25/2005 10/25/2005
Name Department
Mr. Khalid Production
Mr. Sandeep Quality Control
Mr. Nag Narayan Production
Project Team
Members
Schedule
Mr. Ramashanker Tool Room
Project Charter

Problem Statement
• A good problem statement will include
information about the magnitude of the problem
without any reference to possible solutions.
• The problem statement should state :
• - When…..(data timeframe )
• - What is wrong….(defect rate)
• - Where ……(specific location)
• - The Business impact (dollars or quality metric)

Objective Statement
• The objective statement should S.M.A.R.T.
• Specific – Address the issue of the problem
• Measurable – Quantify the performance
• Achievable – Step change, 50-80% improvement
• Relevant – Business impact
• Time bound and targeted – Identify the expected
timing

•Primary Metric – Defects per Unit
- Cycle time per Unit
- PPM
- Ppk
•Plotted on a trend chart with the following series
- Baseline performance (historic)
- Actual performance (current)
- Target or performance goal (future)
Primary Metric

Primary Metric: % Rejection vs. Time (month)
0
1
2
3
4
5
Jan-
05
Feb-
05
Mar-
05
Apr-
05
May-
05
Jun-
05
Jul-
05
Aug-
05
Sep-
05
%
Rejection
Baseline
Target
Actual
To Improveme productivity of Part no.0552494
Primary Metric Trend Chart

• Measures the negative impact to downstream
processes
• It is OK to have more than one secondary metric
• It is OK to not make improvements on your
secondary metric
Remember that this is a team project, everyone
must have input in defining this metric
Secondary Metric

Secondary Metric: Tool Cost vs. Time (month)
0
2000
4000
6000
8000
10000
12000
J
a
n
-
0
5
F
e
b
-
0
5
M
a
r
-
0
5
A
p
r
-
0
5
M
a
y
-
0
5
J
u
n
-
0
5
J
u
l
-
0
5
A
u
g
-
0
5
S
e
p
-
0
5
O
c
t
-
0
5
Tool
Cost
(Rs.)
Baseline
Target
Actual
To Improveme productivity of Part no.0552494
Secondary Metric Trend Chart

Secondary Metric: % Rej. Due to Tube OD under size
vs.Time (Month)
0
0.2
0.4
0.6
0.8
1
Jan-05
Feb-05
M
ar-05
Apr-05
M
ay-05
Jun-05
Jul-05
Aug-05
Sep-05
O
ct-05
Nov-05
Baseline
Target
Actual
To Reduce Rework Cost of Halter
Secondary Metric Trend Chart

Primary Vs. Secondary
PRIMARY
DPU -----
Down/time -----
On time delivery -----
DPU deptt. 20 -----
SECONDARY
Cycle time
Inventory
Customer returns
DPU deptt. 50

Pareto Analysis
80 : 20 Rule
• 20% of the time expended produced 80% of the
results
• 20% of the streets handle 80% of the traffic
• 20% of the paper has 80% of the news
• 20% of the people cause 80% of the problems
• 80% of the meals in a restaurant come from 20%
of the menu
• 80% of the problems come from 20% of the cause

PPM
Percent
PROCESS STEP
Count
1.0
Cum % 48.2 90.5 99.0 100.0
45200 39600 8000 900
Percent 48.2 42.3 8.5
Other
R/M Insp.
Head Forming
Bending
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
100
80
60
40
20
0
PPM BY PROCESS STEP P/N.0552494 FROM FEB.05 TO MAR.05
Project Pareto Chart (Level-1)

PPM
Percent
Center Shifting
Count 23400 21800
Percent 51.8 48.2
Cum % 51.8 100.0
Dimn.95.50 more
Dimn.95.50 less
50000
40000
30000
20000
10000
0
100
80
60
40
20
0
PPM in Bending process of Center Shifting
Pareto Chart (Level-2)

Project Process Map
X's Spec's Gages D.P.U. C/T Y's Spec's
(Sec.)
Raw Material Inspection Std. Micrometer
Chemical & ASTM Std. Pin Micrometer 0.008 S.S.Tube 12 * 2 +/- 0.10mm
Physical Report
Gauge
Operator
S.S.Tube Process Sheet Snap Gauge
Traub M/C Work Instructions Vernier 0 13.20 Cut Pcs. As per QA/C1
Gauge
Set-up
Operator
Cut Pcs. Process Sheet Snap Gauge
Hyd. Header Work Instructions Vernier 0.0396 19.2 H / F Pcs. As per QA/C2
Gage
Set-up
Tooling
Operator
0.0452 19.6 Finish Product As Per Rec.Gage
H / F Pcs. Process Sheet Rec. Gage
Hyd. Press Work Instructions
Set-up
Tooling
Rec. Gage
Operator
Operator Inspection Standard Visual 0.0009
Rework
Rework
Start
Head Forming
Cutting
VA
VA
NV
A
VA
Ship
Bending
VA
RM
Inspect
NV
A
Inspect
Inspect
NV
A
Inspect
Final
Inspection
NV
A

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