Application of Six Sigma Methodology to Reduce Defects of a Grinding Process Case study 1 Done by: Connor Austin & Abdulla Aldhaheri CODE: CAACCS1092616 Company Profile Name: Unknown Location: India Type: Automotive Company The company with manpower of approximately 2550 people is manufacturing common rail direct injection (CRDI) system pumps for vehicles. Drivers For Change Rejection level was too high. The goal of visually inspecting all parts could not be reached. Six Sigma Project Define Measure Analyze Improve Control Define The team selected for this project includes the Senior Manager—Manufacturing as the Black Belt (BB). The other members of the team were Planning Manager, Maintenance Manager, Quality Control Senior Engineer and one Machine Operator. Reduce rejection by 50% The scope of the project was focusing in the fine grinding for improvement. Measure The Six Sigma team found the rejection were mainly due to the occurrence of different types of defects, such as burr, shades, deep lines, patches and damage on the component after machining. Measure Cont. Company used an equation called the Kappa equation to determine if their measurement system was acceptable. The Kappa value that was calculated was .814, which is greater than .6. So, the measurement system was accpetalbe. Measure Cont. Analyze Find the potential causes of defects. Gather data from the process in order to obtain a better picture of the potential causes. Analyze Cont. Improve The parameters selected through these discussions were load applied, initial load setting, coolant flow rate, upper wheel rpm, lower wheel rpm and cage rpm. decided to experiment all these parameters at three levels. Improve Cont. The team concluded from the risk analysis that each method had its own impact on the process. A program was started to implement each method in order to improve the process. A two week timeframe was used to implement the solutions. Control Phase The solutions that the team found were standardized in order to produce consistent results. Control Phase Cont. A control chart was implemented to keep an eye on assignable causes in the future. For every shift, data on number of defects observed during 100% visual inspection were collected and these values were plotted. Six Sigma Tools Used Pareto Chart Cause and Effect Diagram Histogram KPIV and KPOV Key Process Input Variables Load Applied Initial Load setting Coolant Flow Rate RPMs Key Process Output Variable Reduction in rejection by 50% Results Achieved After implementation the rejection percentage went from 16% to 1.19% The approximate Six Sigma level increased from 2.47 to 3.76. Goal was achieved as the rejection rate was significantly improved. Lessons Learned The company learned the power of statistical thinking and its impact on processes. The results obtained by this project will provide start-up data for further implementations in future. Managem.

1. Application of Six Sigma Methodology
to Reduce Defects of a Grinding Process
Case study 1
Done by: Connor Austin & Abdulla Aldhaheri
CODE: CAACCS1092616
Company Profile
Name: Unknown
Location: India
Type: Automotive Company
The company with manpower of approximately 2550 people is
manufacturing common rail direct injection (CRDI) system
pumps for vehicles.
Drivers For Change
Rejection level was too high.
The goal of visually inspecting all parts could not be reached.
Six Sigma Project
Define
Measure
Analyze
Improve
Control

2. Define
The team selected for this project includes the Senior
Manager—Manufacturing as the Black Belt (BB). The other
members of the team were Planning Manager, Maintenance
Manager, Quality Control Senior Engineer and one Machine
Operator.
Reduce rejection by 50%
The scope of the project was focusing in the fine grinding for
improvement.
Measure
The Six Sigma team found the rejection were mainly due to the
occurrence of different types of defects, such as burr, shades,
deep lines, patches and damage on the component after
machining.
Measure Cont.
Company used an equation called the Kappa equation to
determine if their measurement system was acceptable.
The Kappa value that was calculated was .814, which is greater
than .6. So, the measurement system was accpetalbe.
Measure Cont.

3. Analyze
Find the potential causes of defects.
Gather data from the process in order to obtain a better picture
of the potential causes.
Analyze Cont.
Improve
The parameters selected through these discussions were load
applied, initial load setting, coolant flow rate, upper wheel rpm,
lower wheel rpm and cage rpm.
decided to experiment all these parameters at three levels.
Improve Cont.
The team concluded from the risk analysis that each method had
its own impact on the process.
A program was started to implement each method in order to
improve the process. A two week timeframe was used to
implement the solutions.
Control Phase
The solutions that the team found were standardized in order to
produce consistent results.

4. Control Phase Cont.
A control chart was implemented to keep an eye on assignable
causes in the future.
For every shift, data on number of defects observed during
100% visual inspection were collected and these values were
plotted.
Six Sigma Tools Used
Pareto Chart
Cause and Effect Diagram
Histogram
KPIV and KPOV
Key Process Input Variables
Load Applied
Initial Load setting
Coolant Flow Rate
RPMs
Key Process Output Variable
Reduction in rejection by 50%
Results Achieved

5. After implementation the rejection percentage went from 16% to
1.19%
The approximate Six Sigma level increased from 2.47 to 3.76.
Goal was achieved as the rejection rate was significantly
improved.
Lessons Learned
The company learned the power of statistical thinking and its
impact on processes.
The results obtained by this project will provide start-up data
for further implementations in future.
Management cooperation was important to complete the project.
Questions?
References
http://pure.strath.ac.uk/portal/files/5714277/jiju.pdf
FAEACS1091616
FADEL ELAIW
EBRAHIM ALDOUSARI
THE TFT-LCD INDUSTRY – CASE STUDY

6. COMPANY PROFILE
Chi Mei Corporation
Founded in JAN, 11, 1960.
Headquarters: Taiwan.
Products: Plastic , Photo-electronics and Food.
DRIVERS FOR CHANGE
Seal defects
Liquid leakage
LCD panel disposed
Financial loss and pollution
During manufacturing process
‹#›
Manufacturing Process
‹#›

7. ‹#›
DEFINE
Two types of defects:-
Non-controllable defects due to upstream processes such as
Array factory and CF (color filter) factory
Controllable defects due to seal open such as :
Cell NG Bubbles
Seal scrap
‹#›
MEASURE
‹#›
MEASURE CONTINUED
MEASURE CONTINUED

8. ANALYZE
‹#›
IMPROVE
CONTROL
Routinely measure the performance of the process.
Establish standard measure to maintain the performance.
Prevent the problem from reverting.
‹#›
SIX SIGMA TOOLS
Prioritization matrix
Cause and Effect diagram
Histogram
Regression Analysis
FEMA
Gage R&R

9. KPIV AND KPOV
KPIV:
Variation in initial speed.
Variation in accelerate or decelerate step.
Variation in corner speed.
Variation in corner accelerate or decelerate.
Variation in the main seal dispense gap.
Variation in the main seal dispense speed.
Variation in the main seal dispense pressure.
KPOV:
Reducing the seal open defect rate by 70 %.
‹#›
RESULTS
The financial savings are estimated nearly $1,500,000 annually.
After closing the project in four month
‹#›
LESSON LEARNED
Using all of the six sigma tools isn’t mandatory to achieve the
best results.
It will be easy to solve the Issue at hand if the problem is well
defined.
Using the DMAIC process steps is a necessity to achieve a six
sigma project successfully.

10. ‹#›
QUESTIONS
‹#›
Reference
http://crawl.prod.proquest.com.s3.amazonaws.com/fpcache/c0bc
0093d067396f95a58d8a003a8736.pdf?AWSAccessKeyId=AKIA
JF7V7KNV2KKY2NUQ&Expires=1474924354&Signature=Kvd
VUho5U%2FH06Upsio8K5DFg9xA%3D
‹#›
Six Sigma and
Ford Motor Company
Wasted Paint during Manufacturing
Jacob Niekamp
September 21, 2016
JBcs1092216
Founded in Dearborn, Michigan on June 16, 1903
# 8 on the Fortune 500
Vehicles, Engines, Replacement Parts, Distribution
Started Six Sigma in 1999
Ford Motor Company, inc.

11. Drivers for change
Phong Vu (Director of quality for trucks) was looking for new
ways to improve quality
Saw the success in other large companies
10,000 employees trained with a $6 million license purchased
Six sigma project
Reduction of painting cost (Paint consumption)
Savings of $1.5 million a year
Better met customer needs
Reduction of defective parts
Healthier for the environment (VOCs)
Savings of 50 Kg a year
Team FunctionTeam RoleTask and InvolementM.
FischerEngineerBlack BeltLead the project Data plan Tools and
methodsEiseleMaster Black BeltMaster Black BeltInput of
experience Coaching by tools and methodsR. HöfnerArea
ManagerProject ChampionProvide resources for projectR.
SchmittMaintenanceProcess OwnerProvide resources for
projectH. Nagel EngineerProduction, Subject-matter ExpertTest
trials from production sideW. Kretschmer EngineerEngineering,
Subject-matter ExpertConsumption recording Research for
automatic equipmentS. SchmittForemanMaintenance, Subject-
matter ExpertTest trials and researchJ.
BuchholzForemanMaintenance, Subject-matter ExpertTest trials
and researchF. ScholtesForemanMaintenance, Subject-matter
ExpertTest trials and researchU.
MichelbachForemanMaintenance, Subject-matter ExpertTest
trials and researchS. BronderFinancial AnalystFinancial

12. AnalystCost-benefit analysisJ. PinkSuperintendent
SupplierProduct expertTest trials Material properties
DMAIC Testing
Define – 3.74 kg/unit to 4.18 kg/unit increase / formed a team
Measure – Compiled statistical data and defined possible waste
areas
Analyze – Identify sources of wasted paint
Improve – Upgraded valves and improved electrostatic process
Control – Monitoring system on the entire paint process
Six sigma tools used
Cause-and-effect Diagrams
Identifying the root causes of consumption and performance
issues
Process Map and Flowchart
Visually able to see the paint movement through the process
Hypothesis Testing
Tested six possible wastes in paint
Kpiv and kpov
KPIV
1. Daily basecoat consumption.
2. Paint film thickness check.
3. Consumption per robot.
4. Consumption per manual painter.
5. First-time through rate versus consumption.
6. Application equipment.
KPOV
1. Reduction in paint consumption

13. Results achieved
Reduction of $2 million annually
Customer satisfaction 129.000 ppm reduction
VOCs reduced 70.000 kg annually
Passed all set goals
Lessons learned
Diversity within a Six Sigma team is vital for the success with
the project
Greater diversity within the team allows a variety of skills and
experience to be used to complete the project.
A balanced team is one of the best assets for the completion of a
Six Sigma project
Questions?
POCONO MEDICAL CENTER
USING SIX SIGMA TO PRODUCE
FASTER LAB RESULTS
Elizabeth Kalbacher
Steven Carson
WSU Dayton ME-4850-01
ecsbcs2102416

14. COMPANY PROFILE
Pocono Medical Center is a not for profit community hospital
Accredited by Joint Commission on Accreditation of Healthcare
Organization
Located in East Stroudsburg, Pennsylvania
Employs 1,400 people
Laboratory provides 300 procedures for hospital and
surrounding area
DRIVERS FOR CHANGE
Director of Laboratory service and Chief of Pathology attend
automation conference
Introduced to Six Sigma and Lean quality improvement
Wanted to automate lab initially
Management shifted to Six Sigma pilot project
SIX SIGMA PROJECT
Followed DMAIC framework.
Focus on delivering lab results by 7 AM with special focus on

15. Intensive Care Unit, Critical Care Unit, and Progressive Care
Unit
Hired consultant to provide guidance
Define
Measure
Analyze
Improve
Control
SIX SIGMA PROJECT:
Define
Define
Measure

16. Analyze
Improve
Control
Physicians required lab results by 7 AM
Within the lab
Unknown number of blood draws scheduled for the next day
Scheduled draw times or medical reasons for early morning
blood draw
Phlebotomist
Performed multiple blood draws before sending to lab
SIX SIGMA PROJECT:
Measure and Analyze
Analyzed location of every sample throughout the process
Physically tracked samples
Talked to stakeholders
4 Problems:
Collection of Samples
Delivery to lab
Front end processing
Actual tests
Define

17. Measure
Analyze
Improve
Control
SIX SIGMA PROJECT:
Measure and Analyze
Used regression analysis to determine largest cause of delays
Define
Measure
Analyze
Improve

18. Control
SIX SIGMA PROJECT:
Improve
One sample could be drawn in 7 ½ minutes
Solution
:
Designate runner for 15 minute interval
Use flashing light to clearly identify phlebotomist location
Define
Measure

19. Analyze
Improve
Control
SIX SIGMA PROJECT:
Control
Measurement continues daily with corrective actions
Percent of results delivered on time
Number of late tests and reason for delay
Variance between actual versus expected number of samples at
every 15 minute interval pick up

20. Define
Measure
Analyze
Improve
Control
SIX SIGMA TOOLS USED
Control Charts
Cause and Effect Diagram
Hypothesis testing
Regression analysis

21. Pareto charts
KPIV AND KPOV
Key Process Input Variables:
Variation in collection time of patient samples
Variation in number of tubes delivered to lab
Variation in time to complete front end processing
Variation in time to
perform test
Key Process Output Variables:
Deliver all lab results by 7 AM
RESULTS ACHIEVED
On time delivery increased from 68% to 98%

22. For care units, delivery at 6 AM increased from 18% to 92%
Decrease in overall length of stay
LESSONS LEARNED
Process maps will not always capture the same results
as physical inspections
Buy in from participants critical to fast progress
Continued measurement crucial to maintaining success
QUESTIONS?

23. REFERENCES
Hayes, Walter, T. , Cerra, Carmine J., & Williams, Mary.
“Pocono Medical
Center: Faster Lab Results Using Six Sigma and Lean”
American Society
for Quality.
Pocono Medical Center. “About Us.” Pocono Health System.
Accessed from:
https://www.poconohealthsystem.org/?id=2&sid=1.
Six Sigma in Emergency Department Wait Times and Service
Quality
Team
Amjad alzawad & saad aljemaz

24. October 31,2016
SAALCS2103116
Company profile
Paoli Hospital
Founded in 1914.
Located in Paoli, PA.
Drivers for change
Due to delays, patients leave the emergency room without
waiting, accounted for 6.3% of a total 43,800 ED visits.
Resulted in lost hospital revenue, negative hospital reputation
and poor emergency room preparedness.
The goal is to increased patient satisfaction and improved
financial performance

25. Define phase
SIPOC represents a high-level identification of the process to
observe the major process elements.
Helps to identify the process outputs and the customers of those
outputs so that the voice of the customer can be captured.
5
Measure Phase
Establishing the baseline sigma before any process improvement
is implemented:
Units: Hospital ED visits which are 43,800 visits per year.
Defects: 6.3% or 2,759 people leaving the hospital ED without
being seen by a doctor.
DPMO : 2759/(1*43,800) = 0.062991 or 63,000 DPMO.
This equates to 3.03 Sigma.

26. Analyze phase
Separating the significant aspects of a problem from the small
ones.
The team should focus, at most, on the first six reasons
Analyze phase Continued…
Average wait time: 21.1935484 minutes
Patient Wait Times
Frequency
512192633More1211971
Minutes
Frequency
Improve phase

27. The Design of Experiments (DOE) :
Find an improvement considering variables that impact wait
times.
five possible reasons for the delay:
Staff size
Order of treatment
Treatment method
Tracking software
Waiting room temperature
Improve phase Continued…
Scatter Diagram
Determine the correlation between the volume of patients and
the impact on the number of patients that leave without
treatment .
17213213020619922320116913520018911020318922419718812
5199194207462464875378658482687

28. Control phase
Establishing Control Chart of new wait times in order of
occurrence
Six sigma tools
Pareto Diagram
Histogram Chart
Design of Experiments (DOE)
Scatter Diagram
Control Chart
Kpiv AND kpov
Variation in number of staff
Variation in patients waiting time (min)
Variation in number of patients leaving without treatment.
Variation in Waiting room temperature (Degrees)

29. Reducing “door to doctor” time
Results Achieved
Improving “door to doctor time” by 50%
Decreasing total revenue losses by 20%
Reduce unseen patients by 75%
Lessons learned
Pleasing incoming patients is beneficial
(Customer Satisfaction).
Involving all staff members of hospital to DMAIC
process.
Data collection is important.
Understanding the patients needs and its effects.

30. references
http://www.slideshare.net/mfloriani/healthcare-six-sigma-
project
Using Six Sigma to Improve Patient Safety
AKSCCS2102616
Team H
Aaron Kraemer Stefan Mangroo

31. Company Profile
New York
Built in early 1900’s

32. Hospital cost 21k
Initially 26 beds
Started Six Sigma Project in 2012
Drivers For Change
Preventing “Never Events”:
Surgery at wrong locations of body
The wrong procedure done to a person

33. Six Sigma Project
The overall goal was to:
Improve patient safety
Improve “Time Out” protocol
(Assessment given to patients before surgery)
Core Team Consists of 3 employees each from:
Quality management
Nursing management
Nurses
(All Greenbelts in Six Sigma)
Define

34. The team started by establishing a baseline performance and
goals for the project.
Developed 2 measures to track performance
1st measure worked because the 2nd measure was too long and
cumbersome
Define Cont.

35. Measure
88 cases
Baseline measurements- average compliance to the safety
process was 93.15%,
DPMO (Defects Per Million Opportunities)=784,091
Sigma score .71 (only 78% of were complying with all safety
protocol)
Reduce DPMO score by 65%
Increase Sigma score to 3.76
Analyze
Used Cause and Effect
Diagram for the safety
Compliance

36. Analyze Cont.
FMEA
(Failure Mode
Effects Analysis)
Tracks mitigated
risks and shows
the controls that
are in place.

37. Analyze Cont.
Used to identify factors that influence the performance of the
process
Found that when the surgeon was late, it impacted how the staff
perceived the process
Influenced by documentation
Most cases surgical teams provided inaccurate documentation
Results show communication was lacking
Improve
Identified elements to be improved
Standardization of the process flow
Acceptance and perception of the safety process by the
perioperative team members

38. Presence of the surgeon to start the safety process
Documentation related to the safety process
Inconsistent communication throughout the surgical case
Set specific strategies to impact elements
Quick win
“good catch” form
beta blocker sticker
preprocedure checklist
SCIP checklist
Longer term changes
eliminating non-critical step requirements
- Reduced process flow from 44 to 28 steps
new paging system

39. Control
Process owners took ownership over the project
statistical process control (SPC)
control plan
Monthly updates to higher ups
Six Sigma Tools Used
Cause and Effect Diagram
Statistical Process Control (SPC)
Affinity Diagram
Hypothesis Testing
FMEA

40. KPIV AND KPOV
KPIV
Variation in:
- Time out protocols
- Surgical compliance to safety process
KPOV
- Reduced Defects per Million Opportunities in surgical cases
Results Achieved
Improved process compliance to 98.30% (from 93.15%)
Reduced the standard deviation from 6.24% to 3.70%

41. reduced the DPMO by 82% (from 784,091 to 136,987)
increased the sigma score from 0.71 to 2.59.
Increased the yield from 22% to 86.50%,
Reduced the variation in time of completing the safety process
to 3-4 minutes
the standard deviation was reduced from 34 seconds to 10
seconds
reduced the DPMO from 34,091 to 0;
the sigma score was increased from 3.32 to 6.0.
yield was increased from 96.4% to 100%.
Lessons Learned
The frontline staff, surgeons, and anesthesiologists were critical
to this projects success as they provided support counteracting
the resistance from stakeholders in the organization
Maintaining constant communication with the stakeholders and
organizational leadership garners continued support and
sustainability of the improvement strategies

42. Questions?
Sources
Galli, B. J., Riebling, N., Paraso, C., Lehmann, G., Yule, M., &
McGinley, P. (2013, August 13). Using Six Sigma to Improve
Patient Safety in the Perioperative Process. Retrieved October
23, 2016, from http://www.psqh.com/analysis/using-six-sigma-
to-improve-patient-safety-in-the-perioperative-process/

43. Six Sigma Final Exam for In-class, Lake Campus and Distance
students (Fall 2016)
(Due date: Tuesday, December 13, 2016 – 11:59 PM)
All students should email the solutions before the due date to
avoid the late penalty.
Use the presentations of in-class students and Lake Campus
students for this exam.
Question #1: Use Case Study Presentations on “Six Sigma
application in Manufacturing”.
Step1: Develop a table listing the following 3 columns: Column
1- Four advanced six sigma tools (one on each row).
Advanced tools: Gage R&R, FMEA, Hypothesis testing and
Design of Experiment (DOE)

44. Column 2: List Case study presentation codes in front of each
tool where it was used.
Column 3: Total of all codes
Step 2: Select 2 tools with the highest count in column 3 (In
case of a tie select any one)
Step 3: Discuss how each of the above tools helped the project
achieve success. Focus on the importance of the tool in
achieving the outcome/results. What impact would it have on
the project if the tool was not used? Use two examples to
explain your answer in step 3 for each tool.
Total answer for Question 1 should not exceed 2 pages using 12
size font and single spaced.
Question #2: You have joined a small private manufacturing
company with old manufacturing philosophy.
2A) Write a memo to John Smith (owner and President) to
convince him to start a Six Sigma program in the plant. Grade
will depend upon how good a case you can make to convince
him.
Memo should not exceed 1 page, 12 size font, single spaced.
Use IBC format (see note below)
To: John Smith
From: Your name

45. Subject: Benefit of starting a Six Sigma program in our plant
2B) Your memo convinced John Smith to start a six sigma
program and he sent you to a Six Sigma conference in Dayton,
OH for some ideas on how to Implement (Deploy) a six sigma
program in the plant.
You attended the lectures from 3 Six Sigma experts (Tom
Black, Scott Wise, and Dennis Broughton)
List 6 ideas (two from each Six Sigma experts) and 4 ideas from
class lectures (total 10 ideas) on deployment
Question #3 Use Case Study Presentations on “Six Sigma
application in Healthcare”.
3A) Develop a table listing the following 3 columns: Column 1-
six basic & intermediate tools (one on each row).
Basic / Intermediate tools: SPC (control charts), Pareto chart,
Cause and Effect (Fishbone) Diagram, Histogram, Run chart and
Prioritization matrix.
Column 2: List Case study presentation codes in front of each
tool where it was used. Column 3: Total of all codes
3B) Compare and contrast the following three groups with 4
bullet points for each group
a) Pareto Chart and Histogram, b) Run Chart and Control Chart,

46. c) Fishbone Diagram and Prioritization Matrix
Examples for Pareto Chart and Histogram:
1. Both use bar charts for analysis
2. Pareto Chart uses 80/20 rule for analysis while Histogram
uses the size & frequency of the bars for analysis
Question #4:
Based on what you have learned in the class lectures and film
presentations, List 10 actions you will take to improve your Six
Sigma program by changing the culture in the plant. Start each
sentence with “We should………….”
Example: Action 1: We should install suggestion boxes
throughout the plant (Dr. Bharwani)
Questions #5: There were many in-class presentations and
lectures, which discussed the reduction of “waiting time” or
“employee errors” in healthcare companies and improving
“efficiency and performance (reducing scrap & rework)” in
manufacturing companies using Six Sigma techniques.
Discuss (with examples) between the Six Sigma approach for
healthcare versus manufacturing companies. Focus on the
similarity and differences in the approach, tools used, outcomes
achieved. List presentation codes when used.
Use IBC format with the heading: Application of Six Sigma in
Manufacturing and Healthcare Companies

47. Not to exceed 1 page, single spaced, font size 12.
Please note:
a) List any outside sources which you have used in this exam on
a separate page.
b) You can use your own presentation code as one of the
sources for any question.
c) List = 1 sentence. Use single spaced and 12 size font for the
whole exam.
d) Use IBC format = Introduction, Body and Conclusion
paragraphs for the exam