This document provides an overview of Six Sigma and the DMAIC methodology. It discusses: - What Six Sigma is and the goals of the DMAIC phases (Define, Measure, Analyze, Improve, Control) - Key steps in the Define phase including defining the problem, forming a project team, creating a charter and project plan, identifying customers and requirements, and documenting the current process - The importance of the project champion and developing a problem statement in the Define phase - Types of process maps used to document the current process such as top-level, detailed, and functional maps - The upcoming Measurement phase and determining the appropriate metrics to measure

1. `

2. Did You Know? How many Billion dollars was saved by
Six Sigma.
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3. REAL WORLD EXAMPLE: Six Sigma Implementation
(Web link:http://www.sixsigma.com/six-sigma-results/)
`

4. Who is believing?
Companies that implemented
Six Sigma
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5. Some Believers
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6. CHAPTER 1
Six sigma in perspective
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7. Table of contents
1.
2.
3.
4.
What is sigma
What is Six Sigma
Why Six Sigma
Six Concepts
•
•
•
•
•
Defect Prevention
Cost of poor quality
Increasing consistency
Fact-based Decisions
Teamwork
5. Tools and Training
6. DFSS
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8. What is Sigma?
A term used in statistics to
represent standard deviation, an
indicator of the degree of
variation in a set of a process.
Sigma
`

9. What is Six Sigma?
Six Sigma
A statistical concept that
measures a process in terms
of defects-at the six sigma
level, there 3.4 defects per
million opportunities.
`

10. Why Sigma?
•
•
•
•
•
The word is a statistical term that measures how far a given process
deviates from perfection.
The central idea behind Six Sigma is that if you can measure how many
"defects" you have in a process.
you can systematically figure out how to eliminate them and get as close to
"zero defects" as possible. To achieve Six Sigma Quality.
a process must produce no more than 3.4 defects per million opportunities.
An "opportunity" is defined as a chance for nonconformance, or not meeting
the required specifications. This means we need to be nearly flawless in
executing our key processes.
`

11. But most companies operate between three and Four
Sigma's.
Here’s the comparison of Sigma levels Three through
Six.
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12. Example: How it actually works
3α
6α
 900 flights cancellations/weekUSA
 1 Us flight cancellations/3
Weeks
 Every hour 47,000 ISD Calls
drop
 The same number of drops
would take 2 years
 11000 typos in 1 Harry Potter
Book.
 7 typos in 1 Harry Potter Book
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13. Six Sigma Concepts





Prevent defects
Reduce variation
Focus on the Customer
Make decisions based on facts
Encourage teamwork
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14. Defect Prevention
“Prevention is better than cure”
 Classic quality control inspected products to find the defects ,then
corrected them.
 Six Sigma analyzes the process to determine what causes the defects,
then changes the process to prevent them.
Check syntax errors all the time !!!
Comparison of Six sigma and quality Control
Action taken
Action is On
Effect Is
Effect is On
Need to
Repeat
Quality
Control
Inspect
Product
Correction
of Error
1 Product
Constantly
Six Sigma
Analyse
Process
Prevention
Of defect
All Product
None
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15. Cost of Quality
•
The cost of quality has two main components: the cost of good quality
(or the cost of conformance) and the cost of poor quality (or the cost
of non-conformance)
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16. Cost of poor quality
 The cost of poor quality affects:
–
Internal and external costs resulting from failing to meet requirement
 Cost of Poor Quality: Internal Failure Costs
Internal failure costs are costs that are caused by products or services not
conforming to requirements or customer/user needs and are found before
delivery of products and services to external customers.
 Cost of Poor Quality: External Failure Costs
External failure costs are costs that are caused by deficiencies found after
delivery of products and services to external customers, which lead to
customer dissatisfaction.
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17. Six Sigma helps in increasing Consistency.
 Consistency is important because it is predictable.
Here’s an example explaining process to determine consistency.
 The first player has too much variation but his darts were close to the bull’s eye.
 Six sigma company would prefer the consistency of the second player although he
never came close to the bull’s eye.
 For a Six Sigma company, the next steps would be to examine the process that
caused the defect and then change the process to eliminate the defect.
 With training or improved tools ,he should be able to hit the bull’s eye consistently.
 Consistent ,on-target results are the goal of every company .Six Sigma helps them to
get there.
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18. Customer Focus
Six sigma companies Spend a
lot of time talking-about-and
to-customers




External customers: The ones who
buy the products or services the
company sells.
Internal customers: The one such as
a department that uses a service
another department provides.
Six Sigma projects begin by listening
to the “voice of the customer”
The entire project life cycle is
characterized by constant
communication, and it is much more
than delivering periodic reports.
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19. Fact-Based Decisions
 It is important to understand exactly how a process is operating
before making any changes.
 It is important to ensure that the changes made are the Right ones.
 Before making the change six Sigma companies makes sure what the
customer really wants.
 By having all the facts, six Sigma Eliminates reworks, waste .
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20. Teamwork
•
Teams are, quite simply , the mechanism Six Sigma companies use to
eliminate defects.
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21. Tools
Tools and Training
Training
 Six sigma companies recognize that training is a necessity.
 Green Belt: Which consists of up to two weeks of training ,provide basic
knowledge of the concepts and tools.
 Black Belt: Are given in-depth training ,normally an additional four weeks.
 Master Black Belt: Specialized training in the statistical tools.
 This training includes “Real-worlds “ problems.
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22. DFSS
 Six Sigma process begins after design is complete.

It may be impossible to correct all of the problems and achieve the company’s goal of
near-perfection.
 DFSS tackles this problem by starting earlier in the process.

As its name implies, it focuses on the design of the product or service.
Comparison of Six sigma and DFSS
Action
taken
Timing of
Action
Action is
On
Effects Are
Effect is
On
Need to
Repeat
Six Sigma
Analyze
At any point
in the
lifecycle of
the process
Any portion
of existing
Process.
Prevention
of defects
All
products
None
DFSS
Design
Before the
process
Entirety of
new
process
Prevention
of defects
All
products
None
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23. Company which uses both Six Sigma and DFSS
(Web Link-http://www.raytheon.com/connections/supplier/r6s/)
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24. CHAPTER 2
The Six sigma Difference
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25. Table of contents
1.
2.
3.
4.
What is so much new about Six sigma
Six Sigma and Quality Assurance
What is CMMI
Companies using CMMI for services
•
Real World Example
5. Six Sigma and CMMI
6. Six Sigma and Lean
•
•
•
Case study
Real World Example1
Real world Example
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26. What is so much new about Six Sigma?
Question
Answer
Reason
Is it a new concept?
NO
It was in use in late
1980’s
Is it a new fad?
NO
It is currently used by
many companies
Why we need this new
concept when we have
ISO 9001,QA and CMMI
and etc?
They never produced
desired effect on
profitability
`

27. Six Sigma and Quality Assurance
Six Sigma had its foundation in the quality movement. But Six sigma
encompasses QA principles, it also goes beyond them. The difference
between them are:
Six Sigma
Quality Assurance
•
•
•
One of the goals of quality assurance is
customer’s satisfaction.
QA seeks to prevent defects in existing
processes.
Analysis and confirmation of facts before
making decisions is not explicit part of a
QA.
•
•
•
•
•
•
QA can be performed by a single
department or by one individual.
QA tends to be more narrowly focused.
•
`
Greater focus on the customer: In Six
sigma companies customer is the most
important.
Six Sigma encourage to challenge the
process, even if it is working well.
The procedures for analyzing processes
and ensuring that the implications of
making change are fully understood
before it is implemented in Six Sigma.
Six Sigma projects normally cross
departmental and functional boundaries.
Six Sigma impacts everyone and every
aspect of a company

28. what is CMMI ?
 History
The CMMI is the successor of CMMI. The goal of the CMMI project is to
improve usability of maturity models for software engineering and
other disciplines, by integrating many different models into one
framework. It was created by members of industry, government and
the SEI.
 Capability Maturity Model Integration (CMMI) is a process
improvement approach that provides organizations with the essential
elements of effective processes.
 These levels belong to the continuous representation, apply to an
organization’s process-improvement achievement for each process
area. There are six capability levels, numbered 0 through 5.
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29. CMMI (Capability Maturity Model Int.)
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30. These are some of the companies using CMMI for
Services
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31. Real world Example:CMMI
(Web-link-http://cmmiinstitute.com/results/benefits-of-cmmi/)
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32. CMMI Process Template for Visual Studio ALM
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33. Six Sigma and CMMI
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34. Six Sigma and Lean
Six Sigma and Lean should be recognized as complementary.
 Six Sigma Focuses on improvement of quality.
 Lean Focuses on speed of the process.
It should be obvious that the combination of greater speed with increased quality will result in
improved customer satisfaction.
`

35. Case Study :Factory using lean
(Web-link:http://www.boeing.com/news/frontiers/archive/2002/august/cover.html)
`

36. Real world Example:Enterprise Boeing adoptes Lean to
Identify and Eliminate Waste
(Web link-http://www.boeing.com/news/frontiers/archive/2002/au)gust/cover.html
`

37. Real world Example(2): Lean manufacturing helps
companies survive recession
(Web linkhttp://usatoday30.usatoday.com/money/industries/manufacturing/2009-11-01-lean-manufacturing-rece
)
`

38. CHAPTER 3
Managing change
`

39. Table of contents
1. The Human Effects of Change
2. The Roles People Play
3. Components of successful Change
•
Case Study
1. Communication
`

40. Managing Change
•
One of the principles of Six sigma is that improvement is continous, and
improvement by definition means change.
•
Human Effects of Change
•
A seemingly minor change may have unexpected effects on the
employees who are directly impacted by it.
`

41. The Roles People Play
Roles
Charactertics
 Sponsors'
 They are the champions of
change, the ones who instigate
it.
 Agents
 They are the activists who make
change happen.
 Targets
 They are those who are
changed.
 Advocates
 They support the change
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42. Components of successful change
 Direction.
 Commitment.
 Sustainability.
`

43. Components of successful change
Direction
Sustainability
Commitment
1. Vision
2. Reason
3. Champion
1. Methods
2. Measurement
3. Control
1. Recognizing the benefits of change
2. Build a coalition
3. Reduce Affected `
employees

44. Case Study: British Airways Adopted the change and
was Successful.
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45. Communication
Formal Communication:
Informal Communication:
It is a planned communication.
 These are normally verbal
communication. Whereas
informal communications are
unplanned.
A communication plan outlines
what will be communicated by
whom, and when.
The questions raised in the
meeting are
oWhat changes are being planned?
oWhy is the change needed?
oWhen will it happen?
oWho will be impacted?
oWhere will it happen?
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46. CHAPTER 4
Introduction to DMAIC
`

47. Table of contents
1. About Six Sigma
2. DMAIC:Goals
3. DMAIC:Objectives
`

48. About Six Sigma
 Six Sigma at many organizations simply means a measure of quality
that strives for near perfection. Six Sigma is a disciplined, data-driven
approach and methodology for eliminating defects in any process –
from manufacturing to transactional and from product to service.
 This is accomplished through the use of two Six Sigma submethodologies: DMAIC
`

49. DMAIC: Goals
DMAIC:It is an acronym for five phases in six Sigma that are:
•Define
•Measure
•Analyze
•Improve
•Control
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50. DMAIC: Objectives
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51. CHAPTER 5
The Definition phase
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52. Table of contents
1.
2.
3.
4.
5.
Definition Phase
The Project Champion
Define The Problem
Form A Team
Establish a Project Charter
•
Project Charter includes
1. Develop a Project Plan
•
1.
2.
3.
4.
High-Level Schedule includes
Identify The Customer
Identify Key Outputs
Identify and Prioritize customer requirements
Documents the current process
•
•
•
Top-level Map
Detailed Process Map
Functional Map
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53. Definition Phase
The objective of this phase is to understand the problem to be solved and
the process that will be changed as part of the problem resolution so
that the correct decisions can be made.
 The key steps within the Definition phase are:
• Define the problem.
• Form a team.
• Establish a project charter.
• Develop a project plan.
• Identify the customers.
• Identify key outputs.
• Identify and prioritize customer requirements.
• Document the current process.
`

54. The Project Champion
This role is essential to the success of the project. The champion is the
person who leads the change .She/he is the motivation force ,the
spokesperson, and the destroyer of roadblocks.
• An effective champion should be aware of everything about the
project.
`

55. Define the problem
Developing a good problem statement which should be Specific
Measurable
Attainable
Relevant
Time bound
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56. Form a Team
Involving people from different department in the team is a basic concept
of Six Sigma.
Support Functions to consider for team membership
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57. Characteristics of effective Team members







Commitment
Bias of Action
Flexibility
Innovation
Personal Influence
Teamwork
Available time
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58. Establish a Project charter
 The charter is designed to help team members clearly understand why
the team was formed.
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59. Project Charter Includes
Real world Example of project Charter






Business case
Problem statement
Project scope
Goals and objectives
Milestones
Roles and
(Web linkhttp://www.6sigma.us/SixSigmaProjectExample/images/ima
)
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60. Develop a Project Plan
 The first step in planning the project was to establish a high-level
schedule, showing when each of the DMAIC phases was expected to
`
be completed.

61. High-Level Schedule Includes
•
•
•
•
•
•
•
Name the process
Establish start and stop points
Determine the output
Determine the customers
Determine the supplier
Determine the input
Agree on five to seven high level
steps
Source: http://www.docstoc.com/docs/33167882/DCIPS-High-LevelMidpointMock-Pay-Pool-Schedule
`

62. Identify the customers
There are different categories of customers:
• External
• Ultimate
• Internal
Here’s an example to Demonstrate types of Customers
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63. Identify Key Outputs
In Six Sigma company the output should include not just tangibles, such
as the actual order , but intangibles such as speed of processing and
accuracy of information.
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64. Identify and prioritize customer requirements.
 The heart of Six Sigma is understanding and then delivering what
customer need and what will transform them from simply being
satisfied to being delighted.
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65. Methods to determine customer Requirements.
`

66. Document the current process
Six sigma organizations use process maps rather than pure description.
 A process map provides a pictorial representation of process being
analyzed
 Showing the sequence of tasks along with key inputs and outputs.
Types of process Maps
 Top-Level Map
 Detailed process Map
 Functional Map
`

67. Top-Level Map
A Top-Level map attempts to reduce a process to major steps.
`

68. Detailed Process Map
 Detailed process map displays each step. Including intermediate ones,
pictorially and includes decision blocks.
`

69. Functional Map
Functional maps clearly delineates responsibilities as well as the
sequence of events.
`

70. Definition Phase
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71. CHAPTER 6
The Measurement phase
`

72. Table of contents
1. The Measurement Phase
2. Determine what to measure
•
•
Types of Variation
Measure what you butter
1. Conduct the measurement
•
Understanding Variation
1. Calculate Current Sigma level
2. DPMO
3. Determine Process Capability
•
Capability Indices
1. Benchmark Process headers
`

73. Table of contents
1.
2.
3.
4.
What is so much new about Six sigma
Six Sigma and Quality Assurance
What is CMMI
Companies using CMMI for services
•
Real World Example
5. Six Sigma and CMMI
6. Six Sigma and Lean
•
•
•
Case study
Real World Example1
Real world Example
`

74. The measurement Phase
To measure the aspects of the current process and collect relevant data.
To revise and clarify the problem statement
To define the desired outcome.
The key steps within the Measurement phase are:





Determine what to measure
Conduct the measurements
Calculate current sigma level
Determine process capability
Benchmark process leaders.
`

75. Determine what to measure
In Six Sigma, the team should understand
 Order of entry process
 How long each step takes?
 How many defects were created in each step?
 Where there were avoidable delays?
To understand the factors that affects the order entry process and then to
eliminate defects.
Here’s a mathematical equation which explains it.
`

76. Types of variation
The traditional 6Ms are:
Element
Explanation
Man
This is the human element, the
differences that occur when more
than one person operates a
equipment.
Machine
Variances among different pieces
of the same type.
Material
Raw materials or ingredients are
included in this category.
Method
More than one way to perform a
process affect variation
Measurement
Because of measurement
equipment flawed or different
observers.
Mother Nature
Environmental factors
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77. Measure what you value
One of the Six Sigma tenet is that it is important what you measure.
The characteristics of good measurement are:
 Relevant
 Adequate to detect process changes
 Valid and consistent from time to time
 Easy
Accuracy of Measurements
Measurement will be used to make decisions ,a six sigma company
places a high degree of emphasis on taking accurate measurements.
 It is important to define the measurement as clearly as possible.
`

78. Conduct the measurement
To verify that the current process met the customer requirements that
had been identified in the definition phase.
 By comparing customer requirement and customer process.
 After Knowing the customer statisfication average then understanding
the factors caused the variation
`

79. Understanding Variation
The object of six sigma is to reduce variation so that the process is
consistently close to its goal.
Here’s an example how it works
 A company’s statistics to see if they is consistency
`

80. statistics to see if they is consistency
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81. Statistics to see if there is consistency
mean(average)=15.6
median (middle number)=15 days
standard deviation=5.8
If the standard deviation is >2 then
there is a large variation and
little correlation in the data.
Identifying abnormal data and
removing it will ensure that a
better sample may be taken.
`

82. By plotting the graph we can identify the abnormal data and removing it will
ensure that a better sample may be taken.
 After the team completes its measurements Although if they have some
theories about the causes of variation.
 They were not yet ready to analyze their finding .Instead, they prepare to
calculate the sigma level of the current process.
`

83. Calculate Current Sigma Level
Six Sigma Level measurement of defects
•
•
•
•
•
Defect: A failure to meet the specification .
Unit: The Smallest measurement of output.
Defect per unit(DPU) :The total number of defects in a sample divided by the
total number of units in the sample.
Defective: A unit with one or more defects. Unlike defects, Which are measured
at various points in the process
Opportunity: The chance to create a defect in a single unit.
`

84. DPMO(Defects per Million Opportunities):
This metric, which is key to determining Sigma level
•
•
•
Defects Per Million Opportunities or DPMO can be then converted to sigma
values using Yield to Sigma Conversion Table.
According to the conversion table
6 Sigma = 3.4 DPMO
`

85. Here’s an example of DPMO to Sigma conversion Table
`

86. Determine Process Capability
Process Capability is calculating process capability is to compare the
process’s normal variation against the customers specification limits.
 This is referred as a comparison of the “voice of the process” with the
“voice of the customer”
`

87. i
Capability Indices
Six Sigma organization use two indices , Cp and Cpk The formulas
Where
USL=Upper Specification limit
LSL=Lower Specification limit
=Standard deviation
=mean of the process
•Cp reflects the ability to produce consistent results
•Cpk indicates whether or not those results meet the goal.
`

88. Benchmark Leaders
 The objectives of benchmarking are to:
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89. Measurement Phase
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90. CHAPTER 7
The Analysis phase
`

91. Table of contents
1. Analysis Phase
2. Determine what caused the variation
•
Noise Variations
1. Brainstorm ideas for process improvements
•
Control-Impact Matrix
1. Determine which improvements have the greatest impact on customer
requirement
2. Develop Proposed process map
3. Assess Risk Associated with revised process
`

92. Analysis Phase
The objective of analysis phase is to analyze the data that was collected
in the previous phase, determine the root cause of the problems,and
propose solutions to them.
The steps followed in this phase are
 Determine what caused the variation.
 Brainstorm ideas for process improvements.
 Determine which improvements would have
the greatest impact on meeting customer requirements.
 Develop a proposed process map.
 Assess the risks associated with the revised process.
`

93. Determine what caused the variation
 Identifying the cause of
variation
 Thorough understanding of the
current process and being able
to design new processes.
 Common causes are the ones
the six sigma team can try and
eliminate.
 To know difference between
common causes and special
causes, so that only common
ones are addressed.
 The difference can identified by
plotting run charts such as the I
& MR( moving range values)
Example of I and MR run charts
`
The points above the USL are the
special causes which should be
dealt with.

94. Noise Variables
Some variables are characterized as noise.
Noise variables are typically divided into three groups:
 Positional: variation from machine to machine or operator to operator.
 Sequential: Variation from piece to piece or process step to process
step.
 Temporal: Variation from hour to hour, shift to shift, day to day.
After further investigation into cause of variation If the team was unable
to find any one cause for variation.
They analyze the process map to determine which steps were not valueadded .Those might be the reasons for the delays.
`

95. Brainstorm Ideas for Process Improvement
 Brainstorming helps define and display major causes, sub causes and root
causes that influence a process.
 Visualize the potential relationship between causes which may be creating
problems or defects.
`

96. Control-Impact Matrix:
A visual tool that helps in separating the vital few from trivial many.
`

97. Determine which Improvements Have the Greatest
Impact on Customer Requirement.
 Satisfying customers was of paramount importance.
 The team has to sought to determine which improvements would
benefit customers the most.
 The team’s initial step was to list the customer requirements and the
proposed improvements.
 Then rank each improvement according to the degree to which it
would satisfy each requirement.
 After rating all the requirements ,the team has add them to the
customers importance rankings.
 By comparing the total values ,team members could see the relative
effects that their proposed changes would have on the customers.
`

98. Develop Proposed Process Map
 Next step is to develop Revised process maps.
 Process Map Analysis:
 Visually highlights hang off points/ working relationships between
people, processes and organization.
 Helps identify rework loops and non value add steps.
A model of a process map
`

99. Assess Risks Associated with Revised Process.
Assessing the risks associated with the revised process.
To perform the risk analysis, a tool called Failure modes and effects
analysis(FMEA) is used.
The objectives of an FMEA are:
 Identify ways in which a process might fail to meet customer
requirements(the failure mode).
 Determine which potential failures would have the greatest effect on
the customer.
 Evaluate current controls that are designed to prevent the failure.
 Develop a corrective action plan to prevent the failure and document
its results.
`

100. 



FMEA provides an importance ranking for each potential failure mode.
This is called the risk priority number(RPN).
The higher the RPN’s, the more serious the impact of the failure.
Items with high RPNs normally have corrective action plans developed
to mitigate the risks.
`

101. FMEA MODEL WORKSHEET
`

102. Analysis Phase
•Team members knew what had caused variation .They identified possible
process changes and had weighted those against customer requirements to
select the ones that would have the greatest impact on customers.
•They have assessed and mitigated risks.
`

103. CHAPTER 7
The Improvement Phase
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104. Table of contents
1. The Improvement Phase
2. Identify Improvement breakthroughs
3. Selecting high gain alternatives
•
•
Impact Assessment
Approval Checklist
1. Implementing Improvements.
`

105. The Improvement Phase
This is the phase where all the work you have done so far in your project
can come together and start to show some success. All the data
mining and analysis that has been done will give you the right
improvements to make to your processes.
Tasks performed in the Improvement Phase are:
 Gain approval for the proposed changes.
 Finalize the implementation plan.
 Implement the approved changes.
`

106. Identify Improvement Breakthroughs
 In the first stage of Improve it is important to include the people who
are involved in performing the process.
 Apply idea-generating tools and techniques to identify potential
solutions that eliminate root causes.
 A variety of techniques are used to brainstorm potential solutions to
counter the root causes identified in Analyze phase.
 After identifying the potential solution its important to select solutions
to implement.
`

107. Selecting High Gain Alternatives
The team should develop an impact assessment document which should
include both positive and negative that the proposed process
improvements will have.
 Develop criteria to evaluate candidate improvement solutions.
 Think systematically and holistically.
 Prioritize and evaluate the candidate solutions against the solution
evaluation criteria.
 Conduct a feasibility assessment for the highest value solutions.
 Develop preliminary solution timelines and cost-benefit analysis to aid
in recommendation presentation and future implementation planning.
`

108. Impact assessments charts
`

109. Approval checklist
•
After a impact assessment chart then a approval checklist is designed
to ensure that all necessary approvals are documented on a single
form
Real World Example:Aprroval checklist
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110. Implementing Improvements
•
•
•
•
Planning the implementation is largely a matter of basic project
management.
The team needs to plan the budget and time line of the implementation,
determine roles and responsibilities, and assign and track tasks.
Tools for planning include Gantt charts, planning grids and flowcharts.
A deployment flowchart can be created for the implementation process
itself, as well as for the new process that will be followed as a result of the
improvements being implemented.
`

111. CHAPTER # 7
The Control Phase
`

112. Table of contents
1.
2.
3.
4.
5.
6.
Control Phase
Quality Control
Standardization
Control methods and alternatives
Responding when defects occurs
Conclusion
•
Case Study
`

113. The control Phase
 Control phase is to ensure that the gains obtained during Improve are
maintained long after the project has ended.
 To that end, it is necessary to standardize and document procedures,
make sure all employees are trained and communicate the project’s
results.
 The project team needs to create a plan for ongoing monitoring of the
process and for reacting to any problems that arise.
`

114. The four objectives of control are:




Quality control
Standardization
Control methods and alternatives
Responding when defects occur
`

115. Quality control
 The ultimate purpose in control
is overall assurance that a high
standard of quality is met. The
customer's expectations
depend on this, so control is
inherently associated with
quality.
 Since the purpose to Six Sigma
is to improve overall process by
reducing defects, quality
control is the essential method
for keeping the whole process
on track
`

116. Standardization
•
•
One feature of smooth processing is to enable processes to go as
smoothly as possible. This usually means standardization.
We need to devise a control feature to processes so that the majority
of work is managed in a standardized manner.
`

117. Control methods and alternatives
•
•
The development of a new process of any change to an existing
process requires the development of procedures to control work flow.
When a process cannot be managed in the normal manner, we need to
come up with alternatives short of forcing compliance to the
standardized method.
`

118. Responding when defects occur
•
•
•
The final step in a control process is knowing how to respond once a
defect is discovered.
The weak links in the procedure, where defects are most likely to
occur, can and should be monitored carefully so that defects can be
spotted and fixed before the process continues.
In the best designed systems, defects can be reduced to near zero, so
that we may actually believe that Six Sigma can be attained.
`

119. Conclusion:
The project team determines how to technically control the newly
improved process and creates a response plan to ensure the new
process maintains the improved sigma performance.
Closing Out the Project
• established the customer requirement (CTQ)
• measured the process against that requirement
• clarified the problem that had to be addressed
• confirmed one or more root causes of that problem
• identified one or more solutions to counter the root causes
• demonstrated that the solutions implemented result in substantial
improvement in the CTQ metrics
• rolled out the new process
• standardized and documented the new process
• created a plan for monitoring the process and responding to performance
problems
`

120. Case study1:US ARMY benefits more than $2 billons by
using Six Sigma.
`

121. Pros and cons
`

122. Advantages






Emphasis on achieving attainable goals
Implementing projects that will produce results
Effective use of scientific techniques and precise tools
Infuses upper management with passion and dedication
Integrated concepts benefiting employees and customers
Using information that has real world meaning
`

123. Disadvantages
 Projects which are directed are selected by organizations subjectively
rather than objectively, which means that goals may be mistakenly
thought of as attainable and favorable when in fact they may
eventually be a waste of resources and time
`

124. Salaries for Six Sigma Professionals
`

125. Real World Example:Typical Gain From Design for Six
Sigma Projects
(weblink:
http://www.isixsigma.com/press-releases/300k-typical-gain-design-six-sigma-projects/)
`

126. SOME OF DFSS CLIENTS
Commercial Electronics
South Korea based company-wide implementation of DFSS,
including South Korea, Hungary, India, Indonesia, Malaysia,
Mexico, Spain, United Kingdom and United States.
`

127. Satellite Manufacturer
Implemented Design for Six Sigma
`

128. Design
For
Six
Sigma
Chapter 10
Introduction to DFSS
`

129. Table of contents
1.
2.
3.
4.
5.
The need for DFSS
What is DFSS
Difference between Six Sigma and DFSS
Different DFSS methodologies
Phases of DFSS
`

130. The need for DFSS
•
•
•
Six Sigma has limitations, and
after a few years of dramatic
quality improvements,
companies may find themselves
faced with decreasing returns
on their quality improvement
efforts.
The problem is not Six sigma
itself but the fact that effort is
being expended to perfect
flawed processes and products.
Design for Six Sigma takes a
different approach and helps
companies build in quality from
the beginning.
`

131. What is DFSS?
•
•
•
DFSS stands for Design For Six Sigma - an approach to designing or
re-designing a new product or service for a commercial market, with a
measurably high process-sigma for performance from day one.
The intension of DFSS is to bring such new products to market with a
process performance of around 4.5 sigma or better, for every
customer requirement.
This implies an ability to understand the customer needs and to
design and implement the new offering with a reliability of
delivery before launch rather than after.
`

132. Difference between Six sigma and DFSS
•
It is important to note that two strategies are neither mutually
exclusive nor dependent on each.
Element
Six sigma
DFSS
Focus
Existing process
New process
Goal
Reduce Variation
Reduce variation and optimize
performance
Time required to implement
improvements
shorter
longer
Potential financial results
lower
Higher
Payback period
lower
Higher
Best suited for
Maximizing current process
Developing new products
Major Effect is on
Cp(Reducing Variation)
Cpk(centering within customer
requirements)
One word Description
Reactive
`
predictive

133. Different DFSS Methodologies
 Several roadmaps have been proposed.
 They are very similar to each other. The underlying tools are the same
`

134. Phases of DFSS
 Design for Six Sigma (DFSS) can be accomplished using any one of
many methodologies. IDDOV is one popular methodology for
designing products and services to meet six sigma standards.
 IDDOV is a four-phase process that consists of
 ID:Identify the opportunity and define the requirements.
 D:develop the concepts
 O:Optimize the design
 V:Verify the design
`

135. Design
For
Six
Sigma
Chapter 11
The Identification of Opportunities Phase
`

136. Table of contents
1.
2.
3.
4.
5.
The Identification of opportunities phase
Crucial Steps
Voice of the customer
Identify CTQ’s
Derive product Requirement-Quality Function deployment(QFD)
`

137. The Identification of Opportunities Phase
 This is where a customer need is identified. A team is established to
listen to the customer and convert their needs and expectations into
product specifications.
 Technical expectations are identified and figured into the plan.
 Then the plan is put into writing with the roles and responsibilities of
each team member and the milestones are clearly defined.
 This includes detailed timelines, graphs, and other visual tools to help
keep the project on target.
`

138. The Crucial Steps of identify phase are:








Define the problem
Form a team
Establish a project charter
Develop a project plan
Identify the customers, Suppliers and stakeholders
Identify Customer Needs - Voice of the Customer (VOC) Process
Identify CTQ’s.
Derive Product Requirements - Quality Function Deployment (QFD)
`

139. Voice of the Customer




Identify customer Requirements
Identify customer both internal and external
Go to “Gemba”
Identify Basic, Performance and excitement.
Gemba: The “Real Place” where customers are, and observe first-hand
their situation, their problems, their opportunities.
`

140. •
•
•
To obtain customer needs, the
team should concentrate on
surveys and focus on group
meeting.
Prior to creating the customer
surveys and conducting the
focus groups the team should
develop a SIPOC(Supplier,
Input, Process, Output and
Customer).
SIPOC Chart: This chart, which
can be considered an extension
of the list of suppliers and
customers and its goals to
create a basic understanding of
the process and the factors that
impact it.
TEMPLATE OF SIPOC CHART
`

141. •
•
After creating the SIPOC chart ,now team can perform focus meeting
and the surveys.
The outcomes of the focus meeting can be represented in matrix form
as shown below
`

142. •
•
After completion of the focus meeting with internal customers as well
external ones and the survey results.
The team has to transcribe requirements from those documents onto
SIPOC i.e Expanded SIPOC.
`

143.  The unspoken requirements could be most important.
 Even after the survey and focus meeting there might be several
categories of requirements.
 The kano model is to categorize the requirements that had received
and to brainstorm the unspoken ones.
`

144. Identify CTQ’s
•
Identifying which requirements are critical to quality.
`

145. Derive Product Requirements - Quality Function
Deployment (QFD)
 QFD: A quality function deployment matrix is a cause-and-effect
matrix.
Reasons for using a QFD matrix
 Consistency:QFD provides a consistent way of recording key
information about a project.
 Objectivity:QFD removes subjectivity from the analysis of the
relationship between needs and features.
`

146. House of Quality
Interrelationships
Customer
requirement
priorities
Technical requirements
Voice of
the
customer
Relationship
matrix
Technical requirement
`
priorities
Competitive
evaluation

147. QFD Example
Correlation:
Strong positive
Positive
Negative
Strong negative
X
X
No road noise
AB
Water resistance
Accoust. Trans.
Window
Energy needed
to open door
XAB
3
A XB
3
2
X A
10
Reduce energy
level to 7.5 ft/lb
Importance weighting
Target values
Technical evaluation
(5 is best)
5
X AB
5
4
3
2
1
B
A
X
6
BA
X
6
9
B
A
X
B
X
A
`
2
3
Maintain
current level
Doesn’t leak in rain
X = Us
A = Comp. A
B = Comp. B
(5 is best)
1 2 3 4
5
Maintain
current level
Easy to open
Competitive evaluation
X
Reduce energy
to 7.5 ft/lb.
Stays open on a hill
*
7
Reduce force
to 9 lb.
Easy to close
Check force
on level
ground
oC
us
t.
Door seal
resistance
Engineering
Characteristics
X
X
Maintain
current level
Customer
Requirements
ce
t
Energy needed
to close door
Im
po
rta
n
X
X
BXA
BA
X
Relationships:
Strong = 9
Medium = 3
Small = 1
B

148. QFD Levels
technical
requirements
component
characteristics
`
process
operations
quality plan

149.  The end result is a collection of data that allows you to identify in
order of importance the critical to customer requirements.
 These are then used to flow down through the design and
manufacturing process to identify all the critical performance items.
`

150. Design
For
Six
Sigma
Chapter 12
The Definition of the Initial Design Phase
`

151. Table of contents
1.
2.
3.
4.
The Design phase
Crucial Steps
Identify Potential designs
Evaluate the potential designs using pugh concepts selection
techniques.
5. Identify potential failure nodes of the feasible design
6. Axiomatic design
`

152. The Design Phase
 The Design phase, the product’s design is laid out.
 This includes formulating a concept, identifying potential risks
associated with either the project, and a plan is created to either avoid
potential risks or to deal with them as they arise.
 A plan is developed to procure raw materials and for the
manufacturing process.
`

153. The Crucial Steps of Design Phase are:
 Identify Potential designs
 Evaluate those potential designs using pugh concepts selection
techniques.
 Identify potential failure modes of the feasible design .
 Axiomatic Design
`

154. Identify Potential designs
 This step is to determine what competition exists and how well that
competition satisfies the customers requirement.
 There are two approaches to identify competition designs.
 Purchasing every product that could be competitor
 Benchmark the other industry leaders.
`

155.  Evaluation of competitors products is done by using the following
checklist.
 Function: How well the product fulfills its primary purpose.
 Feactures:The presence and performance of secondary functionality.
 Conformance: The degree to which product specifications have met.
 Reliability: Performance measured over time.
 Serviceability: The ability to repair the product quickly, inexpensively,
and effectively.
 Aesthetics: Overall sensual experience.
 Perception: Reputation of both the product and the company.
`

156. •
A QFD chart is created for competitive product assessment
`

157. Evaluate the potential designs using pugh concepts
selection techniques
 To evaluate multiple choices, including developing a matrix of
solutions and requirements and assigning weighting factors to each
intersection as done for competitive products.
 Pugh uses a simpler scale to indicate whether each solution is better,
worst, or the same as the baseline.
 Typically, the scale is plus, minus, and zero, although some
companies replace the zero with an “s” for “same”.
 Others use color coding, with red being worse, green better, and white
neutral.
`

158.  Pugh selection matrix
 Applicable to a variety of
situations
 Customer requirement driven
 Excellent tool to aid decision
making
 Provides good documentation
`

159. Identify potential failure modes of the feasible design
•
•
Before starting this step the team must complete, the first draft of
QFD.
This means identifying the “how's”, determining the relationship
between those “how's” and the customer requirements the “what's”.
`

160.  The Next step is to create a Failure Modes and Effects Analysis(FMEA)
 FMEA is a method of planning for perfection is to identify everything
that could go wrong with a process, and then ensure that their design
prevents those failures.
`

161. • The actions that were identified as part of the FMEA.
Once the team entered the product feactures into the matrix,the next step
was to access the degree to which each of the features would impact
customer satisfaction.
`

162. Axiomatic Design
•
•
•
Axiomatic Design:
Helps Design teams evaluate the “goodness” of designs.
Decomposes customer requirements into “domains”:customer,
Functional, Physical, process.
`

163. This can be done by using TRIZ Matrix
`

164. Design
For
Six
Sigma
Chapter 13
The Development of Concept Phase
`

165. Table of contents
1.
2.
3.
4.
5.
6.
The Development of concept phase
Define the proposed product and process
Identify possible causes of variation in the process
Model the design
Identify potential risks and mitigation of risks and mitigation plans
Develop quality measures for the process
`

166. The Development of Concept Phase
 The objective of this phase is to determine whether the proposed
design is capable of satisfying the customers CTQs’.
 The process a team should be followed included five steps:
 Define the proposed product and process.
 Identify possible causes of variation in the process.
 Model the design.
 Identify potential risks and mitigation plans.
 Develop quality measures for the process.
`

167. Define the proposed product and process
 In this step the project’s objectives are communicated among the
team with the help High-level process map(with inputs included).
 With the PMAP it will be helpful to explain the process, identifying the
variables that could impact the desired output; that is, the satisfaction
of the customers’ CTQs.
`

168. Identify Possible causes of variation in the process
 There are Six easily recognized types of variation, often referred to as
Six Ms
Element
Explanation
Man
This is the human element, the
differences that occur when more
than one person operates a
equipment.
Machine
Variances among different pieces
of the same type.
Material
Raw materials or ingredients are
included in this category.
Method
More than one way to perform a
process affect variation
Measurement
Because of measurement
equipment flawed or different
observers.
Mother Nature
`
Environmental factors

169. Model the Design
 Checking whether the product
meets the customers
requirement and it would cost
effective to produce it.
 DOE (design of experiments) is
used to determine CTQs and
their influence on the technical
requirements (transfer
functions)
 The objective of DOE is to vary
multiple parameters at the same
time, determining the optimum
combination.
`

170. Identify Potential Risks and Mitigation Risks and
Mitigation Plans
 The process should be mistake-proof .
 To do that, the team need to identify potential risks and develop
mitigation plans for those risks.
 Assess risks of key areas: technology, cost, schedule, market, etc.
 Use formal tools: FMEA, etc.
 Quantify risks: probability of failure and impact of failure
 Formulate responsive projects to reduce high risks.
`

171. Develop Quality Measures for the Process
•
•
•
•
The final step in concept development is the creation of quality
measurements for the new process.
The measurement of the process is included in Scorecard.
Scorecard is color-coded .
All unfavorable actuals are shown in red, while favorable ones are
shown in green.
`

172. Design
For
Six
Sigma
Chapter 14
The Optimization Phase
`

173. Table of contents
1.
2.
3.
4.
The optimization phase
Robust Design
Parameter design
Tolerance design
`

174. The Optimization Phase
 The Optimize phase first assesses the process to ensure that all the
critical design parameters are being met.
 Then the process is designed for performance, reliability, and is errorproofed as well. Cost analysis is done to avoid excess spending,
especially for the start up costs, which can quickly go over budget if
not constantly monitored.
`

175. Robust design
 Optimization begins with what is commonly referred to as robust
design.
 Robert design has its objective creating products or processes that
exhibit the same behavior regardless of the operator, environment , or
passage of time.
 The re are two major steps in designing for robustness
 Parameter design
 Tolerance design
`

176. A Robust Design Experiment Layout
y 12
y 22
y 32
2
……………
……………
3
y 1n
y 2n
y 3n
……………
3
………....
………....
………....
………....
………....
n 2 2 1
2 2 1 2
y 11
y 21
y 31
………....
……………
1 1 1 1
……………
1
2
3
……………
……………
1
2
3
……………
1
1
1
m
1
2
3
Control Factors
i
1
2
3
………....
……………
j
Noise Factors
1 y m1
y m2
………....
y mn
`
Performance Measures
2
y1 , s1 , SNR 1
y 2 , s 2 , SNR 2
2
y m , s 2 , SNR m
m

177. Parameter design
 The first goal of parameter design is to obtain facts so that decisions
can be based on them.
 In case of parameter design, those facts include:
 The identification of all the variables (parameters) involved in a
process .
 Obtaining an understanding of the variables effect on each other.
`

178.  This is a continuation of the exploration of the transfer function in the
process.
 A transfer function is the official term for the Y=f(x1,x2,….) equation.
 The objective of this first step is to understand all the X values in the
equation and to quantify their relative importance.
 The goal is to identify and focus on the factors that will have the
greatest effect on the output.
`

179. Tolerance Design
 The objective of tolerance design is to adjust parameters to provide
the maximum quality possible at the minimum cost.
 Tolerance design is all about balancing cost against performance and
quality.
 Looking at all the input standard deviation of the system.
 Determines which have the largest impact on the output variations.
 Focus on controlling those with the largest impact.
`

180. Tolerance Design
Traditional
View
Taguchi’s
View
loss
no loss
loss
nominal
tolerance
loss
loss
`

181. Design
For
Six
Sigma
Chapter 15
The Verification Phase
`

182. Table of contents
1. The verification phase
2. The prototype
3. The pilot
`

183. The Verification Phase
 The final phase is to Validate.
 This is where the design and processes are tested, analyzed, and
changed as necessary.
 Prototypes are validated as well for how close they come to meeting
the customer’s needs and expectations, along with their performance
and their DPMO rating.
 If the design is flawed, improvements are made now, as are changes
to the process.
`

184. The Crucial Steps of this phase are:
 The Prototype
 The Pilot
`

185. The Prototype
 A Prototype is a first full-scale and usually functional form of a new
type or design of a construction.
 The prototype should be as close to the final product as possible.
 The objectives of the prototype testing were twofold:
 To verify that the product performed as expected.
 To determine under what conditions the product would break.
`

186. The Pilot
 After proving that prototype would the customers’ requirements, then
the team can proceed to verification of the pilot.
 The pilot seeks to verify that the process is robust.
 The objective is to test the final production process, identify any
defects, and correct them prior to beginning full-scale production.
`

187. SUCCESS STORIES
`

188. Six Sigma & DFSS Clients Successes-To-Date:
AUTOMOTIVE INDUSTRY
Dana Corporation
Rockwell Int’l Automotive
TRW Automotive
ITT Automotive
Jaguar
GM
Ford
Toyota
Chrysler
Eaton
Cost reduction, warrantees, recalls, new design, patent
circumvention, failure analysis, failure prediction, training
Break squeal
Brake roughness
Noise and vibration
Transmission
Air bag
`
Electrostatic paint
Tail light
Seat cover
Wind tunnel
Plastic fuel tank

189. Six Sigma & DFSS Clients Successes-To-Date:
CHEMICAL INDUSTRY
Conoco
Solutia
Rohm & Haas
Dow
Amoco
Dupont
Cost reduction, breakthrough/discovery, manufacturing
processes, safety, quality, reliability, failure analysis
Plastics
Chemical processing
Catalysts
Reactor
Aromatic oxidation
Distillation/separation
New material
development/design
`

190. Six Sigma & DFSS Clients Successes-To-Date:
OIL INDUSTRY
Amoco
Shell
Exxon
Mobil
Cost reduction, reliability, failure analysis, new design, training
Exploration
Method of discovery
Refineries
Post processing
– Gas
– Fuel oil
Enhanced oil recovery
Dual grading drilling
Expandable casing
Hydro carbon processing
– on shore
– off shore
`
Transportation

191. Six Sigma & DFSS Clients Successes-To-Date:
MEDICAL INDUSTRY
Bristol Myers
Zeneca (UK)
Johnson & Johnson
Cardiovascular
Roche
New design, patent circumvention, cost reduction, failure
prediction, training
Medical instrumentation
Sanitary products
Blister packaging of pills
`

192. Six Sigma & DFSS Clients Successes-To-Date:
ELECTRONICS/ELECTRICAL INDUSTRY
Northern Telecon (Canada)
Honeywell
Solarex
Motorola
Helix
Philips Electronics
Toshiba
Hitachi
Sony
ITT
LG Electronics
Arteche (Spain)
Visteon
Cost reduction, new technologies, reliability, manufacturing
processes, training
Cell phones
Microchips
PC boards
Radio
`
Headset
High voltage transformers
Power supplies
Navigation systems

193. Six Sigma & DFSS Clients Successes-To-Date:
AVIATION INDUSTRY
Rolls Royce
McDonnel Douglas
Aerospace
NASA
Hughes Aircraft
TRW
BF Goodrich
Litton
Boeing
Pratt & Whitney
Techspace Aero (Belgium)
Honeywell
Allied Signal
Rockwell International
Cost reduction, safety, reliability, quality, new design, failure
analysis and prediction, training
C-17
F-22
Engines
`
Valves
Containment ring

194. `