This document provides an introduction to Lean Six Sigma. It discusses the history and evolution of quality approaches from craft production to mass production to statistical process control. Lean focuses on removing waste, while Six Sigma focuses on reducing variation. Lean Six Sigma combines these approaches. The document reviews key Lean Six Sigma concepts like the DMAIC process, types of process variation, the voice of the customer and process. It also provides examples of companies that have successfully implemented Lean Six Sigma and case studies of its use at Samsung and LGE.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
www.evidek.com
Introduction to lean six sigma. Principles of Lean Six Sigma presented through case studies illustrating how top companies use this approach to improve processes and gain competitive advantage. This is chapter one from a new book that will be available soon. Contact us at info@evidek.com for more information.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
www.evidek.com
Introduction to lean six sigma. Principles of Lean Six Sigma presented through case studies illustrating how top companies use this approach to improve processes and gain competitive advantage. This is chapter one from a new book that will be available soon. Contact us at info@evidek.com for more information.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Lean Six Sigma Overview (presentation version)Corey Campbell
This slideshow is a great introduction to Lean Six Sigma, I have used only open sourced material and cited references. Learn the DMAIC process with this visually appealing presentation. Use this version if you plan to present the information as it contains animations and links to helpful videos and information. Use the print version if you plan to print.
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
This slideshow is a great introduction to Lean Six Sigma, I have used only open sourced material and cited references. Learn the DMAIC process with this visually appealing presentation. Use this version if you plan to print the presentation. Use the presentation version if presenting the information.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
Journey from Six Sigma to Lean Six Sigma: A Literature ReviewIJMER
This paper reviews the published literature related to six –sigma and lean six-sigma. The paper shows that how the methodology changes with changing trend and competition. Nowadays, the pressure of competition from multi-national companies had increased and among them is the automotive industry. It is the impact when the level of competition is intensifying as the manufactured vehicles shifts from being national to global. As a part of competition, the important of understanding the implementation of LSS concept is really useful to be a good competitor. The review gives why the industries fail to implement as well how they can overcome it.
Basic overview six sigma, Six Sigma is a production philosophy that uses data, processes, and tools to nearly eliminate defects and bring performance close to perfection. Specifically, achieving Six Sigma means that no more than 3.4 defects occur per one million “opportunities” to create an acceptable output
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
2. How To Get Started
“We all tend to concentrate on taking
corrective actions that we know how to
take, not necessarily concentrating on
the problems we should correct and
the actions needed to correct (them).”
- Eliyahu Goldratt
2
3. Agenda
History of Lean Six Sigma (LSS)
Lean Vs. Six Sigma
Evolution of Quality
Expanding Application of LSS & Examples of Companies using
LSS
Levels of Six Sigma
LSS Methodology
DMAIC Process
Key Concepts of Lean Six Sigma
Types of Activities
COPQ
Success Factors
Change Management
Effective Lean Six Sigma Applications in Manufacturing
Case Study 1 - Samsung
Case Study 2 – LGE3
4. The History of Lean Six Sigma
A New Approach to Quality
4
5. History of Lean Six Sigma
What is in a name?
Lean -- Focuses on removing waste (muda) from
processes
Six Sigma – Focuses on understanding and
reducing variation in processes
Lean Six Sigma (LSS) – Combines both
approaches
What is the Concept behind LSS?
As wasteful activities are removed overall process
variation is reduced
Lean Six Sigma is one of many methodologies
developed through the Quality Revolution
5
6. Lean practitioners believe that waste comes from unnecessary
steps in the production process that do not add value to the
finished product, while Six Sigma proponents assert that waste
results from variation within the process.
Lean focuses on efficiency whereas six sigma emphasizes on
Effectiveness of the process.
Lean vs Six Sigma : Efficiency vs Effectiveness
6
7. Lean vs Six Sigma : Efficiency vs Effectiveness
Efficiency : Doing Things Right
Effectiveness : Doing Right Things
Now combining efficiency and effectiveness Lean Sigma was
borne. Where lean has more methodological approach.
When We apply DMAIC or DMADV approach to Lean it’s called
Lean Sigma.7
8. History—Evolution of Quality
Craft Production
Each item is unique
Individual parts made to fit
Quality through craftsmanship
Mass Production
High volume
Interchangeable parts
Quality through inspection
Better Production
Understanding of process variation
Quality through process
8
10. Expanding Application of LSS
Initially applied in production environments
Manufacturing
Supply Chain
Maintenance Repair and Overhaul (MRO)
Rapidly grew into transactional applications
Financial Institutions
Insurers
Continued to expand to services
Hospitals and Health Care
10
11. Examples of Companies who have used LSS:
Manufacturing/Production:
Allied Signal/Honeywell
General Electric
Motorola
Delta Air Lines
U.S. Military
Samsung
LGE
Honeywell
Sony
Transactional Industries
Bank of America
American Express
Service Applications
T.S.A (Airport Security)
There are 1000s of organizations. These are just a few well know
entities.
11
13. A Couple of Questions
1. What does “Six Sigma” mean?
a) A process that has a six sigma level of quality
experiences only three defects per one million
opportunities.
2. Is it Important to have a six sigma level of quality?
a) It depends on the customers perception of quality. If you
are landing airplanes, it is critical to obtain at least a six
sigma level of quality. If you are manufacturing coffee
stirrers, lower levels of quality may be completely
acceptable. Sigma Level DPMO
6 Sigma 3.4
5 Sigma 233
4 Sigma 6210
3 Sigma 66,810
2 Sigma 308,770
1 Sigma 697,672
13
15. How Good is Good
Enough?
11
Sigma Level Improvements
3 Sigma
93.3193% Accurate
• 133,600 lost letters per hour
• 33,400 incorrect surgical operations per
week
• 13 short or long landings at most major
airports each day
• 1,336,000 wrong prescriptions each year
4 Sigma
99.379% Accurate
• 12,420 lost letters per hour
• 3,100 incorrect surgical operations per
week
• 1 short or long landing at most major
airports each day
• 124,200 wrong prescriptions each year
5 Sigma
99.9767% Accurate
• 466 lost letters per hour
• 117 incorrect surgical operations per week
• 17 short or long landings every year at
most major airports
• 4,660 wrong prescriptions each year
6 Sigma
99.99966% Accurate
• 6.8 lost letters per hour
• 1.7 incorrect surgical operations per week
• 1 short or long landing every 5 years at
most major airports
• 68 wrong prescriptions each year
15
17. LSS Methodology
DMAIC Process
DMADV Product (To be Covered in Black Belt)
Key Concepts
Understanding Variation
Voice of the Customer
Voice of the Process
LSS Organizational Roles
Champion
Master Black Belt
Black Belt
Green Belt
Yellow Belt
17
18. DMAIC Process
Define
• What is the problem?
• What is the goal?
Measure
• What is the current performance?
• What is the defect rate?
Analyze
• What are the sources of process variation?
• What are the root causes of defects?
Improve
• How do we change the process?
• How do we verify our changes will improve the
process?
Contro
l
• Are the improvements to the process consistent over
time?
• How do we maintain the improvement into the future?
18
19. Key Concepts of LSS
Understanding of Variation
Two types of variation
Controlled variation (Common
Causes)
Uncontrolled variation
(Assignable/Special Causes)
Improvement strategy based on
type of variation
Controlled variation = Change the
process
Uncontrolled variation = Deal with the
special events
Voice of the Customer (VOC)
How does the customer describe
quality
What is the customers tolerance
for defects
VOC is often expressed as
specification limits
Goals should align with the voice
19
20. Key Concepts of LSS
Voice of the Process (VOP)
What is the current process capability
How much variation is in the process
How many defects does it produce
What is the process average
What process inputs are important to final quality
Y=ƒ(x)
Conceptual Summary of Lean Six Sigma
The Output (Y) is a function (ƒ) of the inputs
(x)
20
22. Types of Activities
Value-Added
Brings product closer to it’s final form
Changes the form, fit or function
An activity the customer is willing to pay for
Non-Value-Added
Does not contribute to bringing the product to it’s final
form
Doesn’t improve the form, fit, or function of the product
or service on the first pass through the process.
An activity the customer is not willing to pay for
Waste
Separate non value added from value
added22
23. 8 Types of Waste
UNDER-UTILIZED
SKILLS
Steps are wasteful, people are valuable
23
24. Traditional Cost of Poor Quality
(4-5% of
Sales)
When quality costs are initially determined, the
categories included are the visible ones as
depicted in the iceberg below.
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
24
25. Cost of Poor Quality
As an organization gains a broader definition of poor
quality,
the hidden portion of the iceberg becomes apparent.
Late Paperwork High CostsPricing or
Billing Errors
Excessive Field
Services Expenses
Incorrectly Completed
Sales OrderLack of Follow-up
on Current ProgramsExcessive
Employee Turnover Planning Delays Excess Inventory
Excessive
System CostsOverdue Receivables
Complaint
Handling
Unused Capacity
Time with
Dissatisfied Customer
Excessive Overtime
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
Development Cost of Failed Product
Hidden COPQ: The
costs incurred to
deal with these
chronic problems
Premium Freight Costs
Customer Allowances
COPQ ranges
from 15-25%
of Sales
25
26. ROLE OF SIX SIGMA
OBJECTIVES OF 6σ :
Improve customer satisfaction
Improve quality of product and service
Reduce process cycle time
Overall cost saving
Development of Staff Skill
Eliminating Waste or Defects
WHERE 6σ IS USED
Manufacturing and service industries
Sales and marketing
Accounting and financing
26
27. Deming believed that 85% of all defects are caused
by process failures, not people failures. For that
reason, he believed that it was unwise to badger
workers over poor quality. Instead, he favored
collecting data from the process to understand
which of the inputs to that process were critical to
quality.
Final quality is achieved through controlling the
variation in process inputs. Final inspection of the
finished product does not prevent quality defects,
it just prevents a portion of defected products from
reaching the customer.
27
35. Here are some factors that make can created
obstacles to continuous improvement.
This list was compiled by Dr. Kaoru Ishikawa. Dr. Ishikawa
traveled to many different companies, across diverse
cultural backgrounds and products. He found these 10
obstacles to improvement were consistently exhibited in all
companies to some extent and that success in
improvement was directly proportional to how well the
organizations dealt with these behaviors.
1. Passivity among top executives and managers; their
avoidance of responsibility.
2. People who feel that everything is fine and that there
are no problems at all. These people are satisfied with the
status quo and do not understand the significant issues.
3. People who think that their own company is by far the
best.
35
36. 4. People who think that the easiest and best ways for
doing things are those which are familiar to them. They rely
only on their own shallow experience.
5. People who think only of themselves or their own
division.
6. People who have no regard for other people’s opinions.
7. People who scramble for distinction, always thinking
about themselves.
8. Despair, jealousy and envy.
9. People who are oblivious to what is happening beyond
their immediate surroundings. People who do not know
anything about other divisions, other industries, or the
outside world.
10. People who continue to live in the feudalistic past.
They include “people who are engaged merely in36
37. Considerations for LSS Success
LSS Challenges
It is not a quick win approach to continuous
improvement
It requires an investment
It requires a degree of organizational humility
37
39. STRATEGY FOR TOTAL CHANGEWHY?
Direction
of
problem-
solving
Problems
Scientific &
statistical
approachesare
necessary
Elimination of
waste elements
Continuous
learning
1.Big quality
variation
2. Occurrence of
same defects
1. High quality cost
2. Not enough
provision of unified
information
1. High quality cost
2.Not enough
provision of
unified
information
PRODUCT PROCESS PEOPLE
The necessity of Six Sigma in Samsung
40. The problems were in the large quality variations in many
products, repeated occurrences of the same defects, high
quality costs(in particular, high failure costs), insufficient
unified information for quality and
productivity, manufacturing-oriented small group
activities, and
infrequent use of advanced scientific methods.
The company concluded that the directions for solving
these problems lay in scientific and statistical approaches for
product quality, elimination of waste elements for process
innovation, and continuous learning system for people. These
directions in turn demanded a firm strategy for a complete
overhauling a new paradigm fit to Six Sigma..
Samsung Made a contract with SBTI (Six Sigma Break-
through Inc.) for Six Sigma consultation in 1999. It was a one-
year, $3.4 million contract in which SBTI was supposed to
help the company in every aspect of Six Sigma.
Case Study 1
41. In early 1990s, for business reasons the company concentrated on
cooperation of capital and labor, since there were numerous labor
strikes in the late 1980s. After they overcame the labor problems, the
price reduction movement became the major business issue for
competitiveness in the international market.
LGE-DA adopted the Six Sigma concept
from 1996.
From 2000 Six Sigma and e-business strategies
became the major innovation activities for this
company. As far as quality management is
concerned, the AQL was approximately at the
3σ level until 1991. Owing to the 100PPM
movement since 1992, the company became
successful in enhancing its quality level to 4σ.
In 1996 it adopted Six Sigma, challenging itself
to achieving the goal of 6σ quality level in a 41
Case Study 2
44. How Does Six Sigma Solve
Problems?
Practical Problem
(Define/Measure)
Statistical Problem
(Analyze)
Practical Solution
(Control)
Statistical Solution
(Improve)
Y=f(x)
44
45. Improvement Process Road Map
Analyze ControlImprove
Define
Activity
• Main Focus –Y
• Identify Problem
• Complete Charter
• Develop SIPOC Map
• Finalize Project
Focus
Tools
• Charter Form
• Multi-Generational
Plan
• Stakeholder Analysis
• Communication Plan
• SIPOC Map
• Voice of Customer
(VOC)
•Defect
definition
•Goal definition
Analyze
Activity
• Main Focus – X
• Propose Critical X’s
• Prioritize Critical X’s
• Conduct Root
Cause
Analysis on Critical
X’s
• Validate Critical X’s
• Prioritize Root
Causes
Tools
• Pareto Charts
• Fishbone Diagrams
• Brainstorming
•5 Why’s
• Non Value-Added
Analysis
• Scatter Diagram
• FMEA,PFMEA,DFM
EA
• 2 Proportion
• Chi-square
• 2 Sample t
• ANOVA
Improve
Activity
• Main Focus – X
• Develop Potential
Solutions
• Develop Evaluation
Criteria & Select Best
Solutions
• Work with EBPM&C to
create Develop ‘To-Be’
Process Map(s)
• Develop High-Level
Implementation Plan
• Develop Pilot Plan &
Pilot Solution
Tools
• Brainstorming
• Creative Thinking
• Pugh Matrix
• NGT
• Delphi
• Multivoting
• FMEA
• 6 Thinking Hat
• Solution Selection Matrix
• ‘To-Be’ Process Maps
Control
Activity
• Control X & Monitor Y
• Develop SOP’s, Training
Plan & Process Control
System
• Implement Process
Changes and Controls
• Monitor & Stabilize
Process
• Transition Project to
Process Owner
Tools
• Control Charts
(Np,P,C,U,I-
mr,XbarR,XbarS)
• Pokayoke
• Standard Operating
Procedures (SOP’s)
• Communication Plan
• Implementation Plan
•Training Plan
• Process Control Plans
MeasureDefine
Measure
Activity
• Main Focus – Y
• Develop Operational
Definitions
• Develop Data Collection
Plan
• Collect Baseline Data
• Determine Process
Performance/Capability
• Validate Business
Opportunity
• Review EBPM&C process
maps to create ‘As-Is’
Process Map
• Main Focus - X
Tools
• Operational Definitions
• Data Collection Plan
• Attribute Agreement
Analysis
• Z,Cp,Cpk,DPU,DPMO,Yiel
d
• Graphical Analysis
•Pareto Chart
•Histogram
45