This document provides an introduction to Six Sigma, including: - A brief history of Six Sigma and how it relates to total quality management and quality costs. - Definitions of Six Sigma and how it differs from traditional approaches to defects. - An overview of the key aspects of a Six Sigma methodology including process analysis, tools/techniques, defining and improving processes, and calculating defects. - Information on how Six Sigma has helped improve processes and reduce costs for many companies.

1. Introduction to Six Sigma
Mohammad Mostafizur Rahman
Process Support, COP
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2. Outline
Six Sigma history.
Quality Management Quality Costs TQM.
Six Sigma Definition.
COPQ Vs Six Sigma.
Process and Data analysis.
Six Sigma Tools and Techniques.
Process Define and Improve.
Defects and DPMO.
Six Sigma Math.
Specification and Control Limits.
Sigma Vs DPMO.
Six Sigma Belts.
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3. Benefits achieved by Companies
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4. Quality
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5. Dimensions of Quality
Quality of a product or service is measured by eight dimensions
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6. Dimensions of Quality
Performance : Main features like for a car Engine HP, Gear, Speed
etc
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7. Dimensions of Quality
Features : Supplementary features like for a car Seat Covers, Color
etc
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8. Dimensions of Quality
Reliability : Probability of a product or service malfunction or failing
within a specified time period.
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9. Dimensions of Quality
Conformance: Meeting established standards.
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10. Dimensions of Quality
Durable: Measure of product life. Amount of time a product can be
used.
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11. Dimensions of Quality
Serviceability: easy of repair, Availability of services, duration and
cost of to repair.
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12. Dimensions of Quality
Aesthetics: Objective dimension of quality. How a product will be
rated on the ground of personal choice. How it feels, Sounds, Smells
etc.
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13. Dimensions of Quality
Perceived: Perceived Quality refers to what consumers perceive to
be the quality of a product based on image, advertising, and brand
name reputation
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14. Quality Control Vs Quality Assurance
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15. Quality Management System
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16. Quality Management System
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17. Steps in Quality Management
Identify Quality Requirement
Plan Quality
Define Standards.
Audit Quality Requirement.
Perform Quality Ensure Appropriate Quality Standards
Assurance are used
Monitoring , recording result of
Perform Quality Control
execution.
Recommend necessary change.
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18. Cost of Quality
Cost Incurred to prevent nonconformance to the
quality over the life cycle of a product. Internal Failure Cost
Rework.
Scrap.
External Failure Cost
Prevention Cost Liabilities.
Training. Warranty work.
Doc Processing. Lost of business.
Equipment.
Time to do right.
Appraisal Costs
Testing.
Inspection.
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19. Cost of Poor Quality
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20. Total Quality Management (TQM)
all members of an organization participate in improving processes, products, services and the
culture in which they work.
management approach to long–term success through customer satisfaction.
A core concept in implementing TQM is Deming’s 14 points, a set of management practices to
help companies increase their quality and productivity:
Create constancy of purpose for improving products and services.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price alone; instead, minimize total cost by working with a
single supplier.
Improve constantly and forever every process for planning, production and service.
Institute training on the job. Adopt and institute leadership.
Drive out fear.
Break down barriers between staff areas.
Eliminate slogans, exhortations and targets for the workforce.
Eliminate numerical quotas for the workforce and numerical goals for management.
Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit
system.
Institute a vigorous program of education and self-improvement for everyone.
Put everybody in the company to work accomplishing the transformation.
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21. Definition
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22. Definition
Six Sigma is a rigorous and a systematic methodology that utilizes
information (management by facts) and statistical analysis to measure
and improve a company's operational performance, practices and
systems by identifying and preventing 'defects' in manufacturing and
service-related processes in order to anticipate and exceed expectations
of all stakeholders to accomplish effectiveness.
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23. Definition
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24. Philosophy
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25. COPQ Vs Sigma Level
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26. Process
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27. Data Analysis
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28. Six Sigma TT
Design of Experiment SIPOC
Regression Analysis Voice Of Customer
Control Chart
Kano Model
Ran Chart Technological Advancement
Sensitivity Analysis
Rewarding and Recognition
Cause and Effect Diagram
Histogram, Pareto Chart
Flow Chart
Process Analysis
Benchmarking
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29. Kano Model
The Kano Model is used to visually model the customer provided characteristics versus the
level of satisifaction each characteristic delivers. It is used after gathering the Voice of the
Customer (VOC) phase. It is often used in A DFSS project and works with Quality Functional
Deployment (QFD).
Objective:
Gather all the customer to deliver the most satisfying product, process, or service.
•Dissatisfying - annoying features - avoided characteristics
•Mandatory expectations - basics - must have characteristics
•Customer needs - reasonable expectations - performing features
•Delighters - surprise - innovators - unexpected features
It is a graphical model that shows the relationship between each characteristic to the level
of customer satisfaction.
It is used to organize and prioritize activities to design and/or improve.
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30. Kano Model
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31. FMEA
A failure modes and effects analysis (FMEA) is a procedure in product
development and operations management for analysis of potential failure modes
within a system for classification by the severity and likelihood of the failures. A
successful FMEA activity helps a team to identify potential failure modes based
on past experience with similar products or processes, enabling the team to
design those failures out of the system with the minimum of effort and resource
expenditure, thereby reducing development time and costs. It is widely used in
manufacturing industries in various phases of the product life cycle and is now
increasingly finding use in the service industry. Failure modes are any errors or
defects in a process, design, or item, especially those that affect the
customer, and can be potential or actual. Effects analysis refers to studying the
consequences of those failures.
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32. FMEA
Failure
The loss of an intended function of a device under stated conditions.
Failure mode
The manner by which a failure is observed; it generally describes the way the failure occurs.
Failure effect
Immediate consequences of a failure on operation, function or functionality, or status of some item
Indenture levels
An identifier for item complexity. Complexity increases as levels are closer to one.
Local effect
The failure effect as it applies to the item under analysis.
Next higher level effect
The failure effect as it applies at the next higher indenture level.
End effect
The failure effect at the highest indenture level or total system.
Failure cause
Defects in design, process, quality, or part application, which are the underlying cause of the failure or which initiate a
process which leads to failure.
Severity
The consequences of a failure mode. Severity considers the worst potential consequence of a failure, determined by the
degree of injury, property damage, or system damage that could ultimately occur.
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33. FMEA
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34. Example FMEA Worksheet
FMEA
Respon
Potenti RPN
Potenti S Potenti O D CRIT sibility
Item / al Current (risk
al (severit al (occurr (detecti (critical Recommend and Action New New New New
Functio Effects control priority
Failure y Cause( ence on charact ed actions target taken S O D RPN
n of s number
mode rating) s) rating) rating) eristic complet
Failure )
ion date
Perform cost
Fill
level analysis of
timeout
High sensor adding
Liquid based Jane
level failed additional
spills on on time Doe
Fill tub sensor 8 level 2 5 N 80 sensor
custom to fill to 10-June-
never sensor halfway
er floor low 2011
trips disconn between low
level
ected and high level
sensor
sensors
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35. Example FMEA Worksheet
FMEA
Step 1: Occurrence
In this step it is necessary to look at the cause of a
failure mode and the number of times it occurs
Rating Meaning
No known occurrences on
1 similar products or
processes
2/3 Low (relatively few failures)
Moderate (occasional
4/5/6
failures)
7/8 High (repeated failures)
Very high (failure is almost
9/10
inevitable)
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36. Example FMEA Worksheet
FMEA
Step 2: Severity
failure modes are: Electrical short-circuiting, corrosion or deformation. A failure mode in one component can lead to a failure mode in
another component, therefore each failure mode should be listed in technical terms and for function. Hereafter the ultimate effect of
each failure mode needs to be considered. A failure effect is defined as the result of a failure mode on the function of the system as
perceived by the user.
Rating Meaning
1 No effect
2 Very minor (only noticed by discriminating customers)
3 Minor (affects very little of the system, noticed by average customer)
4/5/6 Moderate (most customers are annoyed)
7/8 High (causes a loss of primary function; customers are dissatisfied)
Very high and hazardous (product becomes inoperative; customers angered; the failure may result
9/10
unsafe operation and possible injury)
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37. Example FMEA Worksheet
FMEA
Step 3: Detection
The assigned detection number measures the risk that the failure will escape detection. A high
detection number indicates that the chances are high that the failure will escape detection, or in other
words, that the chances of detection are low.
Rating Meaning
1 Certain - fault will be caught on test
2 Almost Certain
3 High
4/5/6 Moderate
7/8 Low
9/10 Fault will be passed to customer undetected
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38. Example FMEA Worksheet
FMEA
Risk priority number (RPN)
After ranking the severity, occurrence and
detectability the RPN can be easily
calculated by multiplying these three
numbers: RPN = S × O × D
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39. Process Definition and Improvement
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40. Process Definition and Improvement
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41. Defect opportunity and DPO
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42. Defect opportunity and DPO
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43. Six Sigma Math
Variance
Mode Deviation
Range
Standard Median
Deviation
Mean
Range
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44. Calculation of Std.
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45. Calculation of Std.
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46. Calculation of Std.
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47. Calculation of Std.
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48. Calculation of Std.
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49. Probability Distribution
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50. Limits
Under Normal Distribution 99.7 %
outcome will fall under 3 Std
Deviation
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51. Limits
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52. Six Sigma Process
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53. Process Shift
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54. Sigma Vs DPMO
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55. Six Sigma Approach
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56. Implement Six sigma
Strategic planning helps us “focus”
on key projects to reach our
Vision.
Process Management helps
us maintain good results
as we perform our Strategic Process Improvement
Mission. Planning using the DMAIC
process helps us fix
work problems and
improve our
Six Sigma Performance.
Process Process
Management Improvement
To be successful as an organization, we must learn how to
effectively apply ALL three (3) areas.
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57. Application Area
Service
Design
Management
Purchase
Administration Six Sigma
Methods Production
IT
Quality
Depart.
HRM M&S
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58. Trainings
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59. Q&A
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