The document provides an overview of Digital Six Sigma (DSS) and Directed Innovation methodologies. It begins with objectives of developing an understanding of how DSS and Directed Innovation complement each other and applying techniques from each to solve problems. The document then provides information on DSS, including how it differs from traditional Six Sigma through its new focus, organization, tools, thinking, and technology. It also outlines DSS methods like DMAIC, Lean, and DFSS and how they are used. Finally, the document discusses challenges with Six Sigma projects and change management techniques.
The document discusses improving the effectiveness of engineering meetings by prioritizing process improvements using an eight-step model. The model includes identifying critical to quality characteristics and critical process parameters, creating a relationship matrix between them, conducting a process failure modes and effects analysis, developing a control plan, and prioritizing improvement efforts. Implementing the first step of identifying CTQs and CTPs is highlighted as important for engineering meetings to focus on the most critical issues.
The document discusses process mapping and its benefits. Process mapping identifies all process steps, inputs, outputs and process parameters. It is used to identify possible "hidden factories" or sources of variation. Process mapping classifies inputs as controllable, noise or standard operating procedures. It helps scope improvement projects and document the current process.
Total Quality Management (TQM) involves implementing a company-wide focus on quality and continuous improvement to meet customer needs. It includes elements like top management leadership, a focus on continuous process improvement, employee training and involvement, and using metrics to measure quality. The goal of TQM is to achieve total customer satisfaction through high quality products and ongoing improvements to all aspects of the business. It represents a shift from traditional management approaches focused on short-term outputs to a long-term philosophy of continuously improving processes and customer satisfaction.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
The document provides an overview and agenda for a training on Failure Mode and Effects Analysis (FMEA). It discusses the history and purpose of FMEAs, how they are used to systematically identify and prevent potential failures in products and processes, and the benefits of conducting FMEAs. The training will cover both Design FMEAs (DFMEA) and Process FMEAs (PFMEA) and include exercises for participants to work through.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
This document provides an overview of total quality management (TQM). It defines TQM as managing the whole organization to achieve excellence by focusing on quality. The key elements of TQM include focusing on customers, employee involvement, and continuous improvement. TQM aims to prevent errors and defects through an integrated organizational effort to improve quality at every level from the design of the product or service to its delivery.
The document discusses improving the effectiveness of engineering meetings by prioritizing process improvements using an eight-step model. The model includes identifying critical to quality characteristics and critical process parameters, creating a relationship matrix between them, conducting a process failure modes and effects analysis, developing a control plan, and prioritizing improvement efforts. Implementing the first step of identifying CTQs and CTPs is highlighted as important for engineering meetings to focus on the most critical issues.
The document discusses process mapping and its benefits. Process mapping identifies all process steps, inputs, outputs and process parameters. It is used to identify possible "hidden factories" or sources of variation. Process mapping classifies inputs as controllable, noise or standard operating procedures. It helps scope improvement projects and document the current process.
Total Quality Management (TQM) involves implementing a company-wide focus on quality and continuous improvement to meet customer needs. It includes elements like top management leadership, a focus on continuous process improvement, employee training and involvement, and using metrics to measure quality. The goal of TQM is to achieve total customer satisfaction through high quality products and ongoing improvements to all aspects of the business. It represents a shift from traditional management approaches focused on short-term outputs to a long-term philosophy of continuously improving processes and customer satisfaction.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
The document provides an overview and agenda for a training on Failure Mode and Effects Analysis (FMEA). It discusses the history and purpose of FMEAs, how they are used to systematically identify and prevent potential failures in products and processes, and the benefits of conducting FMEAs. The training will cover both Design FMEAs (DFMEA) and Process FMEAs (PFMEA) and include exercises for participants to work through.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
This document provides an overview of total quality management (TQM). It defines TQM as managing the whole organization to achieve excellence by focusing on quality. The key elements of TQM include focusing on customers, employee involvement, and continuous improvement. TQM aims to prevent errors and defects through an integrated organizational effort to improve quality at every level from the design of the product or service to its delivery.
The document provides an overview of the 3 Legged 5 Why analysis technique for conducting root cause analysis. It discusses when to use 5 Why analysis, the format of the 3 Legged 5 Why analysis form, and how to complete each section of the form including defining the problem, investigating the specific cause, detection cause, and systemic cause through a series of "Why" questions. Guidelines are provided for effective use of the technique including being objective, asking "Why" until the root cause is uncovered, and ensuring the analysis path makes logical sense.
The document discusses the concepts of quality and total quality management (TQM). It defines quality as meeting or exceeding customer expectations based on intended use and price. TQM is described as managing the whole organization to achieve excellence through a cultural change and continuous improvement. Key aspects of TQM include top management commitment, customer involvement, effective processes, employee empowerment, and continuous benchmarking and improvement. Benefits include holistic development, high productivity, competitive advantage, and a positive work culture. The document traces the evolution of TQM approaches in India since the 1990s economic reforms.
- Statistical process control (SPC) is a method for monitoring and controlling a process to ensure it operates at its full potential and produces conforming product. Variation exists in all processes and SPC helps distinguish between natural and uncontrolled variation.
- SPC was pioneered in the 1920s and applied during World War II to improve quality. Control charts are a key SPC tool used to monitor processes over time and identify factors causing non-random variation. The two main types are x-bar charts for variables and R charts for dispersion. Proper application of SPC can reduce waste and costs while improving customer satisfaction.
Tonex provides industry-leading training courses on topics such as DFMEA training. This 2-day DFMEA training course teaches design engineers and managers how to conduct a Design Failure Mode and Effects Analysis (DFMEA) to proactively identify and address potential failure risks. The course covers DFMEA processes and tools, how to set up a cross-functional team, and includes hands-on exercises where students conduct a mock DFMEA on a real product. The goal is to help organizations reduce product failure through effective risk analysis.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
This document discusses the importance of daily work management. It states that without proper daily management, things will deteriorate over time. It outlines three levels of workers - level 1 focuses on retention and maintenance, level 2 on continuous improvement, and level 3 on breakthroughs. The document then discusses concepts like total quality management, 5S, standardization, exactness, simplification, and visual management that are important aspects of daily work management. It emphasizes the need for 100% employee involvement and elimination of variances to achieve continual improvement.
The document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool to identify, analyze, and prevent potential product and process failures. It discusses the history and definitions of FMEA, the different types of FMEAs (system, design, process), how to conduct an FMEA including forming a team, terminology, scoring, and developing action plans to address high risks.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
This document provides guidance on conducting a Design Failure Mode and Effects Analysis (DFMEA). It begins with defining the purpose of a FMEA and what it involves. It then discusses current DFMEA practices and concerns. The remainder of the document offers detailed instructions on performing a DFMEA, including how to construct a process flow diagram, interface matrix, evaluate potential failure modes and their effects/severity, occurrence, detection, and risk priority numbers. It provides examples and criteria for properly analyzing risk and prioritizing corrective actions. The overall summary is that the document aims to refine the approach to DFMEAs by outlining the full process and key considerations for effectively conducting a thorough design risk assessment.
This document provides an overview of Design for Six Sigma (DFSS). DFSS is used when designing new products and processes to ensure they meet customer requirements and have minimal variation from the start. It is more effective than improving designs after launch using traditional Six Sigma. DFSS involves cross-functional teams to predict and design quality into new offerings from the beginning. It can dramatically reduce design changes late in development and get products to market faster at lower cost. Organizations need to use DFSS to design world-class products and services that meet customer needs.
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
Yokoten is a process for sharing learning laterally across an organization. It entails copying and improving on kaizen ideas that work. You can think of yokoten as “horizontal deployment” or “sideways expansion”. The corresponding image is one of the ideas unfolding across an organization.
The document discusses five core quality tools: APQP (Advanced Product Quality Planning), FMEA (Failure Modes and Effects Analysis), PPAP (Production Part Approval Process), MSA (Measurement Systems Analysis), and SPC (Statistical Process Control). It provides a brief overview of each tool, noting that APQP is used to develop products that satisfy customers, FMEA ensures potential problems are considered, PPAP ensures products meet specifications, MSA assesses measurement systems, and SPC enables process control and improvement. The document emphasizes that these five tools are considered core tools for quality management.
DFSS (Design for Six Sigma) is a methodology that uses statistical and analytical tools during the design process to ensure new products or processes meet customer requirements and achieve Six Sigma quality levels from the beginning. The DFSS process involves identifying critical customer requirements, designing alternatives, and optimizing the best design through testing and simulation. Key benefits of DFSS include developing robust solutions with a clear design strategy that lowers costs and ensures customer needs are met.
Quality Function Deployment (QFD) Seminar PresentationOrange Slides
Quality Function Deployment (QFD) is a method to translate customer needs into technical requirements for new product development. It was developed in Japan in the 1970s and involves capturing customer needs, prioritizing them, benchmarking competitors, and setting target values. The process results in a comprehensive product specification. Key tools include affinity diagrams, relations diagrams, matrices, and the House of Quality which maps customer and technical requirements. QFD aims to design products that meet customer needs and satisfy them better than competitors.
Six Sigma is a process quality improvement method that aims to reduce process variation and defects. It was developed by engineer Bill Smith at Motorola in 1986 and focuses on reducing variability to near zero. The goal of Six Sigma is to improve processes by identifying and eliminating defects and minimizing variability in manufacturing and business processes. It uses data and statistical analysis to measure and improve processes. Companies that implement Six Sigma see improved quality, reduced costs and increased customer satisfaction.
This document discusses Taguchi's quality loss function approach. It defines quality as the loss imparted to society from product shipment. Loss includes costs of operation, failure, maintenance, customer dissatisfaction, etc. Taguchi proposes a quadratic loss function curve where loss increases as the deviation from the target or nominal value grows. The formula to calculate Taguchi's loss function is presented as L(x) = k(x-N)2, where k is the constant of proportionality determined from costs, x is the product quality feature, and N is the nominal value. An example problem demonstrates calculating k and applying the loss function to determine quality losses for different tolerances.
This document provides an introduction to set-up reduction and quick changeover concepts. It discusses lean manufacturing principles for eliminating waste and non-value-added activities. The goals of set-up reduction are to reduce cycle times, increase capacity, and eliminate bottlenecks. The document reviews concepts like takt time, value-added vs. non-value added processes, and the seven wastes. It also describes the seven steps of SMED (Single Minute Exchange of Die) methodology for improving changeover times, including separating internal and external set-up tasks. As an example, it outlines issues with the long set-up times on a 1000-ton punch press and potential solutions like standardized tooling carts and shadow boards
The document provides an overview of a webinar presented by Omnex on VDA 6.3 Management. Omnex is an international consulting, training and software development organization that specializes in integrated management system solutions. The webinar covered VDA 6.3 process auditing standards including the audit process, product life cycle, and a review of sections P2 through P5 which relate to project management, planning product development, carrying out development, and supplier management.
The document discusses Brazil's legal and statutory requirements for receiving products, specifically the mandatory Integrated Receiving (RI) module. RI handles fiscal information, calculates taxes and payments, and creates physical and accounting receipts integrated with various Oracle modules. It provides information for different types of Brazilian accounting books and registers accounting details from RI in the SPED extract package for reporting.
This document provides an introduction to Six Sigma. It defines Six Sigma as a methodology that aims for 3.4 defects per million opportunities. The document outlines the history and evolution of Six Sigma, from its origins in statistical process control to its development at Motorola in the 1980s. It describes the key aspects of Six Sigma, including its customer-focused approach and the DMAIC improvement methodology of Define, Measure, Analyze, Improve, and Control. The document explains Six Sigma's objective of achieving near-zero defect levels and illustrates the DMAIC steps and how they are used to identify and address issues in processes.
The document provides an overview of the 3 Legged 5 Why analysis technique for conducting root cause analysis. It discusses when to use 5 Why analysis, the format of the 3 Legged 5 Why analysis form, and how to complete each section of the form including defining the problem, investigating the specific cause, detection cause, and systemic cause through a series of "Why" questions. Guidelines are provided for effective use of the technique including being objective, asking "Why" until the root cause is uncovered, and ensuring the analysis path makes logical sense.
The document discusses the concepts of quality and total quality management (TQM). It defines quality as meeting or exceeding customer expectations based on intended use and price. TQM is described as managing the whole organization to achieve excellence through a cultural change and continuous improvement. Key aspects of TQM include top management commitment, customer involvement, effective processes, employee empowerment, and continuous benchmarking and improvement. Benefits include holistic development, high productivity, competitive advantage, and a positive work culture. The document traces the evolution of TQM approaches in India since the 1990s economic reforms.
- Statistical process control (SPC) is a method for monitoring and controlling a process to ensure it operates at its full potential and produces conforming product. Variation exists in all processes and SPC helps distinguish between natural and uncontrolled variation.
- SPC was pioneered in the 1920s and applied during World War II to improve quality. Control charts are a key SPC tool used to monitor processes over time and identify factors causing non-random variation. The two main types are x-bar charts for variables and R charts for dispersion. Proper application of SPC can reduce waste and costs while improving customer satisfaction.
Tonex provides industry-leading training courses on topics such as DFMEA training. This 2-day DFMEA training course teaches design engineers and managers how to conduct a Design Failure Mode and Effects Analysis (DFMEA) to proactively identify and address potential failure risks. The course covers DFMEA processes and tools, how to set up a cross-functional team, and includes hands-on exercises where students conduct a mock DFMEA on a real product. The goal is to help organizations reduce product failure through effective risk analysis.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
This document discusses the importance of daily work management. It states that without proper daily management, things will deteriorate over time. It outlines three levels of workers - level 1 focuses on retention and maintenance, level 2 on continuous improvement, and level 3 on breakthroughs. The document then discusses concepts like total quality management, 5S, standardization, exactness, simplification, and visual management that are important aspects of daily work management. It emphasizes the need for 100% employee involvement and elimination of variances to achieve continual improvement.
The document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool to identify, analyze, and prevent potential product and process failures. It discusses the history and definitions of FMEA, the different types of FMEAs (system, design, process), how to conduct an FMEA including forming a team, terminology, scoring, and developing action plans to address high risks.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
This document provides guidance on conducting a Design Failure Mode and Effects Analysis (DFMEA). It begins with defining the purpose of a FMEA and what it involves. It then discusses current DFMEA practices and concerns. The remainder of the document offers detailed instructions on performing a DFMEA, including how to construct a process flow diagram, interface matrix, evaluate potential failure modes and their effects/severity, occurrence, detection, and risk priority numbers. It provides examples and criteria for properly analyzing risk and prioritizing corrective actions. The overall summary is that the document aims to refine the approach to DFMEAs by outlining the full process and key considerations for effectively conducting a thorough design risk assessment.
This document provides an overview of Design for Six Sigma (DFSS). DFSS is used when designing new products and processes to ensure they meet customer requirements and have minimal variation from the start. It is more effective than improving designs after launch using traditional Six Sigma. DFSS involves cross-functional teams to predict and design quality into new offerings from the beginning. It can dramatically reduce design changes late in development and get products to market faster at lower cost. Organizations need to use DFSS to design world-class products and services that meet customer needs.
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
Yokoten is a process for sharing learning laterally across an organization. It entails copying and improving on kaizen ideas that work. You can think of yokoten as “horizontal deployment” or “sideways expansion”. The corresponding image is one of the ideas unfolding across an organization.
The document discusses five core quality tools: APQP (Advanced Product Quality Planning), FMEA (Failure Modes and Effects Analysis), PPAP (Production Part Approval Process), MSA (Measurement Systems Analysis), and SPC (Statistical Process Control). It provides a brief overview of each tool, noting that APQP is used to develop products that satisfy customers, FMEA ensures potential problems are considered, PPAP ensures products meet specifications, MSA assesses measurement systems, and SPC enables process control and improvement. The document emphasizes that these five tools are considered core tools for quality management.
DFSS (Design for Six Sigma) is a methodology that uses statistical and analytical tools during the design process to ensure new products or processes meet customer requirements and achieve Six Sigma quality levels from the beginning. The DFSS process involves identifying critical customer requirements, designing alternatives, and optimizing the best design through testing and simulation. Key benefits of DFSS include developing robust solutions with a clear design strategy that lowers costs and ensures customer needs are met.
Quality Function Deployment (QFD) Seminar PresentationOrange Slides
Quality Function Deployment (QFD) is a method to translate customer needs into technical requirements for new product development. It was developed in Japan in the 1970s and involves capturing customer needs, prioritizing them, benchmarking competitors, and setting target values. The process results in a comprehensive product specification. Key tools include affinity diagrams, relations diagrams, matrices, and the House of Quality which maps customer and technical requirements. QFD aims to design products that meet customer needs and satisfy them better than competitors.
Six Sigma is a process quality improvement method that aims to reduce process variation and defects. It was developed by engineer Bill Smith at Motorola in 1986 and focuses on reducing variability to near zero. The goal of Six Sigma is to improve processes by identifying and eliminating defects and minimizing variability in manufacturing and business processes. It uses data and statistical analysis to measure and improve processes. Companies that implement Six Sigma see improved quality, reduced costs and increased customer satisfaction.
This document discusses Taguchi's quality loss function approach. It defines quality as the loss imparted to society from product shipment. Loss includes costs of operation, failure, maintenance, customer dissatisfaction, etc. Taguchi proposes a quadratic loss function curve where loss increases as the deviation from the target or nominal value grows. The formula to calculate Taguchi's loss function is presented as L(x) = k(x-N)2, where k is the constant of proportionality determined from costs, x is the product quality feature, and N is the nominal value. An example problem demonstrates calculating k and applying the loss function to determine quality losses for different tolerances.
This document provides an introduction to set-up reduction and quick changeover concepts. It discusses lean manufacturing principles for eliminating waste and non-value-added activities. The goals of set-up reduction are to reduce cycle times, increase capacity, and eliminate bottlenecks. The document reviews concepts like takt time, value-added vs. non-value added processes, and the seven wastes. It also describes the seven steps of SMED (Single Minute Exchange of Die) methodology for improving changeover times, including separating internal and external set-up tasks. As an example, it outlines issues with the long set-up times on a 1000-ton punch press and potential solutions like standardized tooling carts and shadow boards
The document provides an overview of a webinar presented by Omnex on VDA 6.3 Management. Omnex is an international consulting, training and software development organization that specializes in integrated management system solutions. The webinar covered VDA 6.3 process auditing standards including the audit process, product life cycle, and a review of sections P2 through P5 which relate to project management, planning product development, carrying out development, and supplier management.
The document discusses Brazil's legal and statutory requirements for receiving products, specifically the mandatory Integrated Receiving (RI) module. RI handles fiscal information, calculates taxes and payments, and creates physical and accounting receipts integrated with various Oracle modules. It provides information for different types of Brazilian accounting books and registers accounting details from RI in the SPED extract package for reporting.
This document provides an introduction to Six Sigma. It defines Six Sigma as a methodology that aims for 3.4 defects per million opportunities. The document outlines the history and evolution of Six Sigma, from its origins in statistical process control to its development at Motorola in the 1980s. It describes the key aspects of Six Sigma, including its customer-focused approach and the DMAIC improvement methodology of Define, Measure, Analyze, Improve, and Control. The document explains Six Sigma's objective of achieving near-zero defect levels and illustrates the DMAIC steps and how they are used to identify and address issues in processes.
This document contains templates for tracking progress through various process improvement methodologies like DMAIC, DMADV, and DMADDD. The templates include phases for each methodology (Define, Measure, Analyze, Improve, Control for DMAIC for example) and allow projects to track activities completed and start dates against target dates to ensure projects are on track. Milestones and deliverables are listed for each phase to help guide project teams.
This document presents an overview of Six Sigma. It defines Six Sigma as a set of techniques and tools used to identify and remove defects from business processes to improve quality. The document traces the history of Six Sigma, noting it was developed by Motorola in the 1980s to eliminate waste and defects, increase customer satisfaction and profits. It also outlines the objectives of Six Sigma as process improvement and defines a Six Sigma process as producing less than 3.4 defects per million opportunities.
This document provides a summary of quality control tools and applications, including:
- A brief history of quality control from ancient times to the modern development of statistical quality control methods.
- An overview of W. Edwards Deming's 14 principles for transforming quality management.
- An explanation of Six Sigma methodology and associated statistical measures and tools like DMAIC, control charts, and Pareto charts.
- A discussion of how balanced scorecards can be used to communicate strategy and align organizational goals across financial, customer, internal processes, and learning/growth perspectives.
- Examples of balanced scorecards implemented at a healthcare organization and the University of Minnesota Morris campus.
This document provides an introduction and overview of Six Sigma. It begins with a brief history of Six Sigma, noting its origins at Motorola in 1981 in response to Japanese competition. It then discusses some key Six Sigma concepts, including that it is a highly disciplined process to develop near-perfect products and services, it aims for 3.4 defects per million opportunities, and that it is a philosophy, statistical measurement, business strategy, and project management framework. The document then covers some differences between Six Sigma and traditional business excellence approaches. It also provides definitions of some common Six Sigma terms. Finally, it discusses the Define, Measure, Analyze, Improve, and Control project framework and causes and effects analysis tools used in Six Sigma
This document provides a history of Six Sigma from its origins at Motorola in the 1980s to its maturation and evolution through the 2000s. It describes how Bill Smith developed the first algorithm for Sigma calculations in 1987. Six Sigma was officially launched on January 1, 1987 after initial trials in 1986. It then discusses how Six Sigma was implemented through various projects and software development in the late 1980s. It also outlines Six Sigma's expansion through training programs in the 1990s and 2000s and highlights some of Praveen Gupta's contributions to and publications about Six Sigma over the years.
This document provides an overview of Six Sigma at Ericsson. It discusses the history and concepts of Six Sigma, how it has been implemented organically at Ericsson since 1996, and its deployment structure which includes Champions, Black Belts, Green Belts, and other roles. Six Sigma is presented as a systematic and focused approach using statistical tools to fulfill business objectives by reducing variation and costs. The importance of change management is also emphasized for successful Six Sigma performance and deployment.
The document provides an introduction to Six Sigma, including its history, methodologies, roles and how individuals can use it. Six Sigma aims to reduce variation and defects through statistical analysis and process improvement. It originated in the 1980s and has been widely adopted by many companies. The DMAIC methodology is described, which stands for Define, Measure, Analyze, Improve, and Control project phases. Key tools for each phase like process mapping and control charts are also mentioned.
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
This document provides an overview of module 1 of a National Guard Black Belt training. The module introduces participants and instructors, establishes expectations and logistics, reviews adult learning principles and CPI methodology. It also establishes baselines for participants' Six Sigma and Lean knowledge and outlines requirements for presenting projects throughout the training. The goal is to prepare participants to apply CPI tools to their individual process improvement projects.
The document summarizes Motorola's approach to employee training and development. It discusses the history of Motorola and the establishment of Motorola University in 1989 to oversee training initiatives. Motorola University offered various courses both internally for employees and externally. It pioneered the use of e-learning to provide cost-effective training to its large global workforce. Motorola's innovative training programs helped improve productivity and reduce costs.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
This document discusses sustaining process improvements through project closeout and transitioning to process owners. It outlines the timeline for project closeout, including transitioning to the final process owner at a commissioning meeting and subsequent review meetings. Maintaining improvements requires executing process management, with elements like process maps, monitoring, and response plans. Process owners must institutionalize changes through cultural shifts and updated systems to drive permanent behavior changes.
- Motorola developed the concept of Six Sigma in 1987 to improve quality standards and reduce defects.
- Six Sigma aims to reduce defects to 3.4 defects per million opportunities by focusing on statistical process control and reducing variation. It was later adopted by other companies like GE.
- The key purpose of Six Sigma is to make customers happier by meeting their requirements and reducing defects, while also increasing company profits through cost savings from quality improvements.
The document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical tools and methodology applied to projects selected for high impact.
2) Major companies like GE and Motorola have successfully adopted Six Sigma, achieving significant cost savings and quality improvements.
3) Six Sigma aims for near-perfect processes, with less than 3.4 defects per million opportunities. Achieving six sigma quality levels can have substantial financial benefits for companies.
Motorola Corporation - How they Integrated Six Sigma and TRIZRichard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Mr. Jeff Summers (Director of Motorola University) and Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools). This presentation covers how Motorola integrated Design for SIx Sigma with TRIZ inside of their corporate processes for capturing the IP (Intellectual Property), as well how they use the tools in combination.
The document provides an overview of Telelogic, a global software company. It discusses Telelogic's product offerings for requirements management, change management, and model-based development. It also covers challenges of global distributed software development and how Telelogic addresses these challenges through an iterative development approach and tools that support requirements-driven development.
This document describes an integrated cloud-based cybersecurity platform called iSecureCyber that was created to address gaps in the market for small and medium businesses (SMBs). It automates cybersecurity tasks for non-technical SMB users. The platform has expanded its features since launching in 2020. It aims to become the leading cybersecurity solution for SMBs worldwide, with a total addressable market of 400 million SMBs and $2 trillion. Testimonials praise its ease of use and flexibility. The founders are seeking a $5 million Series A investment to further develop the platform and expand marketing and operations.
Agile09: The Product Manager/Owner DilemmaRich Mironov
The document discusses the relationship between product managers and product owners in Agile development. It notes that while product owners focus on backlog management and user stories for iterations, product managers handle broader strategic responsibilities like market analysis, product strategy, and coordination with other teams. The document recommends that for small, co-located teams one person can fill both roles, but for more complex products the roles are best split, with the product manager focusing on outward-facing duties and a product owner representing customers to the development team. It warns that having one person try to fully cover both roles risks the product or market needs not being adequately represented.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
Webinar: How to get started on a Software Asset Management programFlexera
How to get started on a Software Asset Management program
Link to see the recorded webinar:
http://learn.flexerasoftware.com/content/ELO-WBNR-Get-Started-Optimized-SAM
Vayo Technology develops intelligent NPI software solutions like DFM Expert to help manufacturing enterprises reduce costs, improve quality, and speed up time-to-market. DFM Expert contains over 1,500 checking rules based on industry standards to locate design defects and reduce prototyping time. It supports multiple design formats and provides advanced 3D reporting to improve communication and competitiveness. Customers have benefited from increased design to manufacturing efficiency and the ability to inherit years of knowledge to continuously enhance design capabilities and support Industry 4.0 goals. Recent customer testimonials praise DFM Expert's high-level 3D analysis and reporting that easily identifies assembly issues.
The document discusses how digital Six Sigma and directed innovation methodologies can complement each other to solve problems. It provides an overview of key Six Sigma concepts like the DMAIC process, variation, and root cause analysis tools. The presentation also examines factors that can cause Six Sigma projects to fail if not properly addressed, such as lack of stakeholder commitment or an unclear problem statement.
IDC & Gomez Webinar --Best Practices: Protect Your Online Revenue Through Web...Compuware APM
Did you know that 85% of users complain about slow response time? Poor web application performance can directly impact your bottom line
The success of your critical eBusiness initiatives depends on your ability to deliver quality web experiences. Unfortunately, 65% of applications are not properly load tested prior to launch, resulting in lost revenue, increased support costs and brand damage. So how can you ensure success when launching new applications, adding features, deploying new infrastructure, rolling out marketing campaigns, or preparing for seasonal spikes like the holiday shopping season?
Join us as our guest speaker, Melinda Ballou, IDC’s Program Director for Application Life-Cycle Management research discusses challenges, drivers and best practices for effective web performance testing and quality life-cycle management for today’s rich and complex applications. Additional topics that Imad Mouline, Gomez’s CTO will cover in this session are:
Best practices for ensuring the success of critical eBusiness initiatives
The end-user experience and business impact of emerging web technologies like Rich Internet Applications, virtualization, cloud computing and Web 2.0
A new approach for web performance and load testing that’s easy to use, delivered on-demand, and enables you to find and fix problems before they impact customers
Who Should Watch: Line of Business and eCommerce Managers, Interactive Marketing, Brand Managers, Project Managers and IT Operations Executives.
The document discusses turning ideas into profitable products through prototyping and customer feedback. It covers topics like prototyping tools and approaches, gathering customer feedback, leadership mindsets for feedback, and aligning product development with the product lifecycle through iterative prototyping and testing with customers. The overall message is that prototyping strategies, ideas, and products with customers provides essential market feedback to help transform technologies into cash.
This document discusses Mastek, a high-end provider of enterprise technology solutions that enables business transformation. It provides an overview of Mastek's operations in 8 countries with over 3000 experienced professionals. The document then discusses Mastek's focus on enterprise applications, modern platforms, and domain expertise. It also outlines Mastek's global engagement model and specialized services. The remainder of the document discusses collaborative practices for synchronous offshore work, including increased communication, video chats, understanding cultural differences, and a "follow the sun" approach. It emphasizes the importance of action and working through challenges.
Open Group Presentation on MSBI method of creating Enterprise Architecture Co...Nick Malik
This presentation describes a step-by-step process for creating a core diagram that is applicable to companies that exist within the collaboration operating model, as described by Ross and Weill in their book "Enterprise Architecture As Strategy." The method produces a core diagram that preserves business agility by forcing the enterprise architect to consider the costs and benefits of reuse of processes, information, services, and systems. The resulting model supports "Capability at the Core, and Agility at the Edge."
This document discusses the importance of adopting the CMMI framework to help with Critical Software's internationalization goals. It notes that a small national market and economic crisis create a need to grow internationally. CMMI is presented as a means to achieve internationalization by bringing communities together through networking and shared processes, increasing efficiency through consistent project management, and establishing credibility through a recognized maturity model. Adopting CMMI is summarized as providing shortcuts to best practices that facilitate networking, increase effectiveness and efficiency, and provide a maturity framework for marketing and bidding purposes.
The document provides information about an upcoming webinar on accelerating growth with Microsoft 365 Business Premium. It will include practical guidance on developing managed service offers, examples from industry experts, and technical and sales training. Attendees can save their spot for the webinar and download a workbook. The webinar experts will discuss how Microsoft 365 Business Premium can help securely manage risk and grow profits through standardized managed services. It will also score participants' operational maturity levels in key areas and priorities for improvement.
BStriker's multi-language ALTM test management tool seamlessly integrates into software ecosystems and collaborates with existing tools. It allows centralized test cycle management for all platforms independent of the software development lifecycle used. With recommended international testing standards, it improves quality assurance. Innovative features enable teams to perform better using risk-based approaches and receive real-time reports. The automated issue detection and fixing will disrupt the market.
This document discusses business analytics and optimization technology. It notes that leading companies use analytics like optimization to gain competitive advantages. The document then discusses AIMMS, an optimization technology company, and its product. AIMMS provides an integrated modeling platform that supports the full optimization process from modeling to deployment. It has numerous customers across industries who use AIMMS-based applications for strategic planning, production scheduling, and other optimization problems.
Today there are ongoing trends in business that are driving consumer or end user expectations within the workplace.
Trends such as cloud readiness, social collaboration, and mobility are all driving end user adoption of technology platforms such as SharePoint.
Without us keeping up with these trends end user adoption suffers.
Today we will learn about how the SharePoint 2013 ecosystem is paving the way for end user experience and innovation while addressing today's top trends in business.
Changes in SharePoint 2013 licensing will also be addressed.
Lean IT separates added value from waste by focusing on delivering value to the end customer with less cost. It is based on Toyota's Lean principles and combines Lean Six Sigma tools with Agile development and ITIL methodologies. The first step of Lean IT is to identify the customer and understand what creates value for them from an IT service or project. This allows organizations to maximize customer value while minimizing waste.
The Business Case for SaaS Analytics for Salesforce.comDarren Cunningham
The document discusses the business case for on-demand analytics for Salesforce.com customers. It outlines how legacy on-premise business intelligence solutions are difficult to implement and maintain, while on-demand analytics solutions like LucidEra provide benefits such as low upfront costs, easy implementation, and the ability to analyze multiple data sources. The document provides steps for building a business case for on-demand analytics, including identifying quantifiable benefits and ROI opportunities in areas like increased revenue and reduced costs.
Similar to Digital Six Sigma integration with Directed Innovation for Generation of High-Quality Solutions (20)
The document discusses directed innovation methods for generating ideas. It provides an overview of the history of innovation techniques, from ad hoc brainstorming to more structured methods utilizing a diverse team and facilitator. The directed innovation process involves identifying problems, generating assumptions and limitations, developing a question bank, and using the questions to ideate solutions in pairs with the goal of overcoming constraints. The workflow consists of 10 steps including obtaining sponsorship, selecting a facilitator, identifying high-value problems, and tracking ideas through implementation. Quotes are provided on asking new questions to advance science and on generating more questions leading to more ideas and better solutions.
This document discusses using directed innovation to generate creative solutions to difficult problems. It outlines a workflow for directed innovation that includes obtaining senior management sponsorship, selecting an experienced facilitator, identifying a high-value problem of the future, generating thought-provoking questions, selecting a diverse team of participants, using the questions to generate ideas in pairs, combining and evaluating the ideas, and tracking ideas to completion. The goal is to treat the innovation session like a project and manage it systematically to produce novel, high-quality solutions.
1. Identify a high-value problem of the future through problem storming and generating thought-provoking questions.
2. Assemble a diverse team of subject matter experts and creative thinkers to participate.
3. Use techniques like provocation, question banking, and idea sheets to generate novel solutions and inventions.
4. Evaluate ideas based on criteria like strategic alignment, novelty, usefulness, and implementation feasibility.
5. Prioritize the most promising ideas and work to convert them into disclosable concepts and patent applications.
The document discusses the value of creativity for corporations and provides examples of how creativity can solve problems and drive innovation through inventions that are then commercialized. It highlights the importance of intellectual property for protecting inventions and innovations and provides insights from creative luminaries like Einstein and Edison on cultivating creativity. The document emphasizes developing a resilient mindset and using techniques like questioning to enhance creative problem solving.
This document discusses techniques for directed innovation and creative problem solving. It begins by discussing directed innovation, which involves using an agnostic facilitator and diverse, cross-functional teams to generate solutions. It describes using provocation/question banking, balanced left brain and right brain activities, idea sheets and competitions, and concept evaluation. The document then discusses TRIZ, a theory of inventive problem solving that involves techniques for creatively solving problems. It emphasizes defining the ideal solution, being willing to rearrange known information, and resolving contradictions without compromise. The goal is to enhance innovation skills for solving "gnarly problems."
The document discusses directed innovation and generating high-quality solutions through creative problem solving methods. It covers planning an innovation session by analyzing the market, competition, and intellectual property landscape. The planning phase involves selecting a diverse team and identifying critical challenges to transform into thought-provoking questions using techniques like TRIZ. The goal is to inspire radical thinking and accelerate the development of breakthrough ideas through the use of question banks.
This document provides an overview of creativity and innovation from the perspective of Maria Thompson, Director of Innovation Strategy at Motorola Solutions.
1) Thompson discusses the value of creativity for corporations, noting that creativity allows companies to solve problems, communicate new ideas, and provide novel solutions.
2) Examples are given of creative thinkers like Einstein, Edison, and Atanasoff who made breakthrough innovations through creative problem solving and thinking in new ways.
3) The importance of intellectual property like patents is explained, as it allows companies to protect their innovations and exclude others from copying their ideas.
Motorola\'s Directed Innovation Process: Leveraging Multiple Creativity Best ...Maria Thompson
The document discusses methods and tools for increasing innovation, including directed innovation sessions, patents, intellectual property rights, and question banking. It provides details on Motorola's process for strategic technology analysis, competitive analysis of patents, and using question banks to generate ideas during directed innovation planning sessions. The goal is to apply creative problem solving skills to support invention and innovation.
Decision Support for Intellectual Asset ManagementMaria Thompson
Description of factors considered by Intellectual Asset Managers in assessing and managing IP for high-quality patent portfolio generation and management.
Motorola Case Study: Digitization of the IAM LifecycleMaria Thompson
How Motorola harmonized global intellectual asset management processes and deployed integrated and digitized IAM lifecycle leveraging Thomson Reuters IPManager
Women\'s Engineering Week Global Marathon presentation on 4 techniques for improving your creative problem solving skills - critical to engineering and science careers