This document introduces the DMAIC methodology for improvement projects and problem solving at NCE. DMAIC will be the single methodology used across the company, focusing initially on manufacturing. It describes the key roles in DMAIC projects like Belts, Champions, and Sponsors. Coaching models are outlined to train Green Belts, with remote or joint sessions depending on feasibility. The goals are to build DMAIC capability over time and sustain improvements to support business growth.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
This document provides an introduction to Six Sigma, including:
- A definition of Six Sigma as a goal of 3.4 defects per million opportunities.
- An overview of the history and evolution of Six Sigma from previous quality initiatives.
- An explanation of the DMAIC methodology for process improvement projects and DFSS for design projects.
- Descriptions of the key roles in Six Sigma including Champions, Black Belts, and Green Belts.
Lean Six Sigma is a methodology that combines the methods and concepts of Lean Manufacturing with those of Six Sigma. This presentation is a basic overview of the implementation of lean six sigma. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
This document provides an introduction to Six Sigma, including:
- A definition of Six Sigma as a goal of 3.4 defects per million opportunities.
- An overview of the history and evolution of Six Sigma from previous quality initiatives.
- An explanation of the DMAIC methodology for process improvement projects and DFSS for design projects.
- Descriptions of the key roles in Six Sigma including Champions, Black Belts, and Green Belts.
Lean Six Sigma is a methodology that combines the methods and concepts of Lean Manufacturing with those of Six Sigma. This presentation is a basic overview of the implementation of lean six sigma. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
The document summarizes Toyota's production system. The system aims to contribute to industry and the economy through technology transfer, human resource development, and competitive vehicles. It focuses on just-in-time production to reduce inventory costs by producing according to demand. Key concepts include kanban cards to signal production needs, jidoka for quality control, and eliminating waste (muda) to improve efficiency.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
Nestle India Ltd is one of the biggest players in the FMCG segment in India operating in milk and nutrition, beverages, prepared dishes and chocolate and confectionery. The document discusses Nestle's operations strategy which focuses on nutrition, health and wellness to support people wanting a healthy lifestyle. It also discusses Six Sigma, a set of techniques used by Nestle to improve processes and reduce defects by identifying and removing causes of defects. The DMAIC approach of Define, Measure, Analyze, Improve and Control is used as part of Six Sigma to solve problems by reducing variation and defects.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document provides an overview of Lean manufacturing and the Toyota Production System. It discusses how Toyota implemented Lean principles beginning in the 1950s to become highly efficient and profitable. The core concepts of Lean include eliminating waste, reducing lead times, and continuous improvement. Lean aims to optimize flow and pull production using tools like just-in-time, standard work, and visual management. Kaizen events are used to rapidly improve processes by multidisciplinary teams identifying and eliminating sources of waste.
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
Gemba kaizen focuses on continuous incremental improvement through small changes. It involves identifying issues or opportunities for improvement at the source of operations ("gemba"), determining the root cause, developing and testing countermeasures, and standardizing successful changes. The goal is to continuously improve processes by reducing waste and non-value-added activities to better meet customer needs in terms of quality, cost and delivery.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
The Just-in-Time (JIT) inventory system aims to have the right materials arrive at the exact time needed in the production process to reduce waste. It was developed by Toyota and involves small, frequent deliveries and low inventories. Implementing JIT requires changes across the entire organization and supply chain, as well as close coordination between all parties. While it lowers costs, JIT also exposes organizations to risks from supply disruptions.
This document discusses Kaizen, a strategy for continuous improvement. It defines Kaizen as meaning "improvement" and involving small, incremental changes made by employees at all levels on an ongoing basis. The document outlines Kaizen concepts and values, how it differs from traditional management approaches, and how it can be implemented through Total Quality Control. Kaizen focuses on employee involvement, communication, and intrinsic rewards rather than large changes or extrinsic rewards. It aims to improve quality and productivity through thousands of small suggestions per year. Management is responsible for introducing Kaizen, providing support and goals, while employees implement ideas through small group activities and suggestion systems.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
This document provides an overview of World Class Manufacturing (WCM) techniques and their implementation at an automotive company in Italy. It discusses that WCM aims to continuously improve production performance through eliminating waste. The key aspects of WCM discussed are its 10 technical and 10 managerial pillars implemented through a 7 step process. The document also reviews the literature on WCM and discusses its goals of increased productivity, quality, flexibility and communication between management and employees.
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
The document discusses various quality improvement concepts including Six Sigma, Kaizen, and their differences. Six Sigma uses a statistical approach to reduce defects through the DMAIC methodology. It aims for near perfect quality levels. Kaizen focuses on continuous incremental improvements involving all employees. While Six Sigma targets reducing variation, Kaizen prioritizes short-term gains through low-cost improvements and group activities like quality circles. Both concepts emphasize top management commitment and aim to enhance customer satisfaction and business performance over the long run.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
The document summarizes Toyota's production system. The system aims to contribute to industry and the economy through technology transfer, human resource development, and competitive vehicles. It focuses on just-in-time production to reduce inventory costs by producing according to demand. Key concepts include kanban cards to signal production needs, jidoka for quality control, and eliminating waste (muda) to improve efficiency.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
Nestle India Ltd is one of the biggest players in the FMCG segment in India operating in milk and nutrition, beverages, prepared dishes and chocolate and confectionery. The document discusses Nestle's operations strategy which focuses on nutrition, health and wellness to support people wanting a healthy lifestyle. It also discusses Six Sigma, a set of techniques used by Nestle to improve processes and reduce defects by identifying and removing causes of defects. The DMAIC approach of Define, Measure, Analyze, Improve and Control is used as part of Six Sigma to solve problems by reducing variation and defects.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document provides an overview of Lean manufacturing and the Toyota Production System. It discusses how Toyota implemented Lean principles beginning in the 1950s to become highly efficient and profitable. The core concepts of Lean include eliminating waste, reducing lead times, and continuous improvement. Lean aims to optimize flow and pull production using tools like just-in-time, standard work, and visual management. Kaizen events are used to rapidly improve processes by multidisciplinary teams identifying and eliminating sources of waste.
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
Gemba kaizen focuses on continuous incremental improvement through small changes. It involves identifying issues or opportunities for improvement at the source of operations ("gemba"), determining the root cause, developing and testing countermeasures, and standardizing successful changes. The goal is to continuously improve processes by reducing waste and non-value-added activities to better meet customer needs in terms of quality, cost and delivery.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
The Just-in-Time (JIT) inventory system aims to have the right materials arrive at the exact time needed in the production process to reduce waste. It was developed by Toyota and involves small, frequent deliveries and low inventories. Implementing JIT requires changes across the entire organization and supply chain, as well as close coordination between all parties. While it lowers costs, JIT also exposes organizations to risks from supply disruptions.
This document discusses Kaizen, a strategy for continuous improvement. It defines Kaizen as meaning "improvement" and involving small, incremental changes made by employees at all levels on an ongoing basis. The document outlines Kaizen concepts and values, how it differs from traditional management approaches, and how it can be implemented through Total Quality Control. Kaizen focuses on employee involvement, communication, and intrinsic rewards rather than large changes or extrinsic rewards. It aims to improve quality and productivity through thousands of small suggestions per year. Management is responsible for introducing Kaizen, providing support and goals, while employees implement ideas through small group activities and suggestion systems.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
This document provides an overview of World Class Manufacturing (WCM) techniques and their implementation at an automotive company in Italy. It discusses that WCM aims to continuously improve production performance through eliminating waste. The key aspects of WCM discussed are its 10 technical and 10 managerial pillars implemented through a 7 step process. The document also reviews the literature on WCM and discusses its goals of increased productivity, quality, flexibility and communication between management and employees.
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
The document discusses various quality improvement concepts including Six Sigma, Kaizen, and their differences. Six Sigma uses a statistical approach to reduce defects through the DMAIC methodology. It aims for near perfect quality levels. Kaizen focuses on continuous incremental improvements involving all employees. While Six Sigma targets reducing variation, Kaizen prioritizes short-term gains through low-cost improvements and group activities like quality circles. Both concepts emphasize top management commitment and aim to enhance customer satisfaction and business performance over the long run.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
This document provides an overview of agile methodology compared to traditional waterfall methodology. It discusses that agile is more suitable for new product development where requirements are evolving, while waterfall is better for maintaining mature systems. Agile focuses on quick iterations, customer involvement, and frequent releases to adapt to changes. Though agile has less formal processes than waterfall, it still includes change control and quality assurance. The roles and responsibilities in agile include business analysts to define requirements, architects to design solutions, developers to build code, testers to validate quality, and project managers to deliver projects on schedule and budget.
itSMF ITIL® et agilité: Accélération des processus de transitionitSMF France
The document discusses using Agile principles and techniques to make ITIL transition processes more efficient and customer-focused. It describes applying Agile practices like iterative planning, time-boxing, and prioritization by customer importance to Change Management and Release Management. The results were reduced lead times for changes by 50% and improved customer satisfaction.
This document provides an overview of Kaizen and Six Sigma approaches to continuous improvement. Kaizen focuses on ongoing, incremental improvements involving everyone through methods like quality circles and suggestion systems. It aims for process-oriented and people-oriented approaches. Six Sigma uses statistical methods and a DMAIC framework to significantly improve processes and reduce defects. Both aim to meet customer needs, but Six Sigma focuses more on breaking through to achieve major improvements.
This document provides an introduction to Lean Six Sigma for Black Belt candidates. It outlines the goals of the Black Belt training program which are to understand and apply Lean Six Sigma tools and methods to solve problems, improve performance and achieve goals. The DMAIC process of Define, Measure, Analyze, Improve and Control is described as the model that will be applied to projects during the training. The training typically occurs over 4-6 months using a learn and apply approach with coached projects solving real problems in the organization.
Six Sigma uses a five step approach to eliminate the root causes in processes.
The performance deficiencies may be causing real problems for the organisation,
or may be preventing it from working as efficiently and effectively as it could.
Six Sigma is a holistic approach & applies various tools & techniques from
Statistics, Project Management, Quality tools & Lean Manufacturing.
This document summarizes several Lean Six Sigma success stories and case studies:
1) Savings of 4 crores/year for a household products company through Design for Six Sigma. Cycle time and cost reductions of $100,000/year for an electronics company. Yield and defect improvements saving $100,000/year for a plastic moulding company. Cost savings of $112,500/year for a process equipment company.
2) OEE and productivity improvements saving $4 million/year for a plastic packaging company in the UAE through integrated Lean Six Sigma implementation.
3) Cost reductions of $1.75 million/year through Design for Six Sigma for redesigning electrical and smoke products.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
The document discusses Total Quality Management (TQM) and Six Sigma approaches. It provides details on Geneva Construction's previous failed TQM initiative and its new plan to implement Six Sigma. Some key differences between the two approaches are noted, with Six Sigma being more statistical and data-driven while engaging senior management. For Six Sigma to succeed where TQM failed, the company should view it as a long-term strategy and ensure proper implementation and resource allocation this time.
Turneround Consultancy Ltd. specializes in transforming manufacturing companies to achieve best-in-class performance in safety, quality, cost and delivery. Led by Richard Turner, a transformational leader in lean manufacturing, it offers services such as strategic consultation, value stream mapping, process design, and training to facilitate operational excellence.
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
Lean Six Sigma is a systematic method used to improve business processes, products, and quality. It focuses on reducing process variation and cycle time through the use of statistical tools and teamwork. The method was pioneered in the 1980s and is now used by many large companies. Lean Six Sigma projects follow a defined roadmap of measuring the current process, analyzing root causes of defects, improving the process, and controlling the gains. Projects are led by a Black Belt with support from a Green Belt, Champion, and other roles using defined phases and tools. Using Lean Six Sigma provides benefits such as proven success, a structured approach, and fact-based results.
Adrian Pyne
Agile project governance
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Six Sigma is a data-driven methodology for improving processes by reducing variability. It aims to achieve no more than 3.4 defects per million opportunities. The Six Sigma methodology is based on the DMAIC process of Define, Measure, Analyze, Improve, and Control. Six Sigma was developed by Motorola in the 1980s and became popular after Jack Welch made it a focus at GE in 1995. It draws from the philosophies of quality gurus like Deming, Juran, and Ishikawa. Knowledge-based management involves continuous learning about customers, products, and processes to drive quality improvement and business results. Managers must ask questions to understand quality issues, customer perceptions, training, and process documentation.
This document provides a training list for March 2016 that includes courses on topics like Six Sigma, Lean, Lean Six Sigma, Supply Chain Management, Quality, and Management. The training courses are of varying durations and provide skills in areas such as process improvement methodologies, quality tools, and management strategies. All trainings offered by Efficient Partners can be adapted to meet customer needs.
This document provides details on Doosan's implementation of Six Sigma. It discusses:
1) Doosan adopted Six Sigma in 1996 and has applied it across their manufacturing processes, achieving a 25% market share in desalination.
2) They use the DMAIC methodology for improvement projects, such as one that reduced short shelf life materials.
3) Training is a core part of their Six Sigma framework and includes courses to certify people as Champions, Master Black Belts, Black Belts, and Green Belts.
The document is a dissertation report submitted by Parmod Kumar that examines the behavioural analysis of P22 and P91 steels after TIG welding and post weld heat treatment (PWHT) processes. It includes an introduction to the materials, literature review on welding of P22 and P91 steels, identified research gaps, methodology adopted for the experimental plan, findings from the experiments, results and discussion, and plans for future work. The experimental plan involves TIG welding of P22 and P91 steel samples, analyzing hardness and microstructure after welding, conducting PWHT at varying hold times, and assessing the impact of PWHT on hardness and microstructure.
This document presents a SWOT analysis comparing the strengths and weaknesses of different quality strategies, including JIT, Lean, LSS, Six Sigma, TQM, and others. Tables of data on strengths and weaknesses are provided. Statistical analyses were conducted to determine if there are significant differences in the means for strengths and weaknesses among the different methods. Both analyses found significant differences, indicating at least one method has a mean strength or weakness that is different from the others.
The document discusses multi response optimization of friction stir welding (FSW) parameters for aluminum alloy AA6105 using the Taguchi method. It first provides background on welding processes including FSW. It then discusses factors that affect FSW quality like rotational speed, welding speed, and tilt angle. The document proposes using an L9 orthogonal array experiment with three control factors and mechanical properties and microstructure as response variables. The methodology involves conducting experiments, applying Taguchi analysis and ANOVA to optimize parameters for properties like tensile strength and hardness. The research aims to minimize defects and improve joint quality of AA6105. Equipment for FSW and response testing is also detailed.
The document proposes optimizing the mechanical properties of AA1100 metal matrix composites (MMCs) through mixture design of experiments (DoE). AA1100 alloy will be reinforced with silicon, copper and magnesium particles via stir casting. Response variables like hardness and compressive strength will be measured. Mixture DoE will then be used to optimize compositional and process parameters like percentage of reinforcements, stirring speed and time to achieve the required mechanical property ranges for car bodies. The methodology involves preparing composite samples, testing them, and analyzing the results to optimize the formulation and processing of AA1100 MMCs.
This document provides a synopsis for a presentation on integrating Lean Six Sigma and Industry 4.0 tools to manage quality in the Indian textile industry. It includes an introduction, literature review, identified research gaps, problem formulation, research objectives, proposed methodology, and research plan. The proposed methodology involves developing an integrated Lean Six Sigma and Industry 4.0 model called LSS 4.0 to address limitations of existing quality management techniques and help textile SMEs improve operational performance. A case study would validate and test the LSS 4.0 model in an Indian textile company. The research is expected to take 38 months to complete.
This document describes a project to reduce scrap rates in piston casting at a foundry from 7% to 2% over 4 months using optimization techniques. The foundry casts pistons for Tata trucks. Testing of process parameters like cooling time, gate size, water temperature and metal temperature identified relationships to reduce scrap. Statistical modeling determined the optimal settings were a cooling time of 47 seconds, gate size of 132 mm^2, water temperature of 32°C and metal temperature of 792°C to minimize scrap to an estimated 5.28%. The document recommends applying fuzzy logic, genetic algorithms or artificial intelligence to further improve the optimization model.
This document describes a study conducted to analyze factors that affect student admission rates at engineering institutes. A quantitative strategy called Box-Behnken design was used to examine the effects of 9 factors and their interactions on student response percentage. Statistical analysis found that brand name, location, fees, placement percentage, and certifications had significant positive effects, while factors like location and fees had negative effects. Response surface methodology and contour plots are presented to show relationships between factors and student response. The analysis provides insights for engineering institutes to optimize admission rates.
0000. the blockchain-revolution-an-analysis-of-regulation-and-technoloDr. Bikram Jit Singh
This document provides an overview of blockchain technology and its potential applications and regulatory landscape. It defines key concepts like distributed ledger technology and differentiates digital currencies from blockchain. Blockchain allows for the decentralized verification and recording of transactions through a peer-to-peer network. The technology has applications beyond digital currencies, including for smart contracts that can automate transactions. Regulators globally are assessing how to oversee blockchain to support innovation while mitigating risks.
The document summarizes the application of Six Sigma's DMAIC approach to improve the process capability of PVC pipe extrusion. It analyzes critical process parameters like feeder RPM, barrel zone temperatures, die zone temperatures, and haul off RPM using tools like correlation, regression, ANOVA, and t-tests. Significant parameters identified are feeder RPM, BZ3T, DZ2T, and DZ3T. The document proposes using Taguchi's method of parametric optimization to improve the process by setting control factor levels for the significant parameters.
This document discusses measurement system analysis (MSA), which is used to evaluate statistical properties of process measurement systems. MSA determines if current measurement systems provide representative, unbiased and minimal variability measurements. The document outlines the MSA process, including preparing for a study, evaluating stability, accuracy, precision, linearity, and repeatability and reproducibility. Accuracy looks at bias while precision considers repeatability and reproducibility. MSA is required for certification and helps identify process variation sources and minimize defects.
The document discusses methods to enhance RAM (reliability, availability, maintainability) of systems. It provides a regression equation that models availability percentage as a function of reliability and maintainability percentages, based on analysis of data from different machines. Various graphs and statistical analyses are also presented to compare mean time between failures (MTBF) of the machines and identify differences between them.
Tensile strength and hardness tests were conducted on aluminum alloy welded specimens using a UTM and Vickers hardness tester located at CITCO, IDFC, Chandigarh. The tensile test used an UTM machine to apply loads to specimens based on ASTM standards and record the stress-strain curves to evaluate tensile strength and elongation. Hardness tests used a Vickers hardness tester to indent specimens with a 1 kgf load and record the impression values to determine material hardness. Test certificates in the appendices provide hardness and tensile strength data for the base aluminum alloys and welded samples tested.
This document discusses measurement system analysis (MSA) and gauge repeatability and reproducibility (R&R) studies. MSA is used to evaluate different aspects of a measurement system like bias, linearity, stability, repeatability and reproducibility. R&R studies focus specifically on repeatability and reproducibility. Key terms are defined, including bias, repeatability, reproducibility, stability, linearity, attribute R&R parameters like effectiveness, misses, false alarms, and bias, and how to analyze variable measurement data using analysis of variance. Guidelines for acceptable levels of R&R parameters are also provided.
Keywords: six sigma; foundry SMEs; small and medium-sized enterprises; design of experiments; DOE; measurement system analysis; MSA; failure mode and effects analysis; FMEA; non-conforming products; cost of poor quality; hypothesis testing; defects per million opportunities; DPMO; process capability; DMAICS; analysis of variance; ANOVA; India; make-to-order foundries; scrap reduction; productivity.
Keywords: six sigma, DMAIC project, scrap, rework, analysis of variance, ANOVA, design of experiments, DOE, process audit sheets, India, foundries, foundry industry, SMEs, small and medium–sized enterprises, die casting
The document summarizes research on optimizing machining parameters for CNC turning of aluminum alloy 7020 using Response Surface Methodology (RSM). It provides background on CNC turning, tool materials, workpiece material (Al 7020), and machining parameters to be optimized (cutting speed, feed rate, depth of cut). The document also reviews previous literature on optimizing machining parameters for aluminum alloys and describes the methodology used in the present study.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
3. Introduction to DMAIC
3
Leadership Development
Nestlé management & leadership principles, business principles, Nestlé on the move ...
Nestlé Integrated Management System (NIMS)
Quality, safety, environment, standards, business excellence ...
Goal Alignment
Examples: mission-directed work teams, mini business units, DMAIC problem solving ...
... Measure, Monitor, Organize
Customer Distribution Packaging Raw Material
LEAN Supply Chain
Manufacturing
Total
Performance
Management
TPM
Consumer
Audits, Self-Assessment Tools ...
The “One Model”: A Common Language and Way of Doing Things
4. Introduction to DMAIC
4
DMAIC Introduction in the Foundation Modules
Nestlé Operating Model (NOM):Nestlé Operating Model (NOM):
Operational master
planning
and three foundation
modules…
…are part of the
goal alignment
dimension
Operational master
planning
and three foundation
modules…
…are part of the
goal alignment
dimension
Three Foundation Modules:Three Foundation Modules:
Measures
Operation
Reviews
Problem
Solving
TPM Pillars:TPM Pillars:
The TPMN
problem- solving
model and tools are aligned
with the foundations
problem- solving module
The TPMN
problem- solving
model and tools are aligned
with the foundations
problem- solving module
Operational
Master Planning
5. Introduction to DMAIC
5
Typical DMAIC Project Goals
• Reduce costs, reduce consumer complaints
• Improve productivity
• Increase capacity, utilization, availability, flexibility
• Inventory—lower costs, faster delivery, reduced scrap
• Scheduling, forecast accuracy, availability
• Supply chain—cost, inventory, cycle time, quality, availability
• Speed—new products to market, service, approvals, delivery
• Facilities—design, layout, space utilization, flow
• Order processing—improve accuracy, customer satisfaction
• Improve quality of services
• HR—staffing, benefit administration, employee services
• Data management, accuracy, timeliness, access, cost
• Transactions—reduce errors and handoffs, increase accountability
• Billing—speed of collections, reduce errors and delinquencies
6. Introduction to DMAIC
6
Ongoing Projects Within Nestlé
Business Product Title
Confectionary Smarties Reduce consumer complaints related to insufficient amount of orange and blue
smarties in selling unit
Coffee and
beverages
Nescafé Reduce rework due to visual quality deviation ("bubble" or black particle)
Roasted and
ground coffee
Nespresso Reduce downtime due to sleeve maker machine from 70 min to 25 min
Roasted and
ground coffee
Nespresso Increase the service level in Italy from 95% to 99%
GLOBE Fitgap Increase service level of Fitgap (Fitgap approved within the agreed delay) from
80% to 90%
Nutrition Infant formula Increase line efficiency of optima lines from 50% to the targeted value of 70%
Nutrition Infant formula Reduce the turnaround time from 10 days to 5 days
Purina Dry dog food Increase the average moisture content from 8% to 9% while reducing the
variability from 0.8% to 0.5%
Purina Dry cat food Increase the blending quality delivered by automated blending machine
Chilled culinary Liquid batter Reduce overfilling from 0.5% to 0.2%
Purina Wet dog food Reduce the variability of the ratio chunk/gravy
DMAIC Projects
SAR Projects
7. Introduction to DMAIC
7
DMAIC: Methodology to Tackle Problems Identified by the Operation
Feedback
Inputs
Outputs
Measures
Ideas
Problems
Information
Request for
Support
Issue/Action
Go See Think Do
IncreasinglyDifficulttoSolve
Formal Problem
Solving
9. Introduction to DMAIC
9
Key Success Factors
• Top management actively participates and leads
• The portfolio of projects is balanced
• DMAIC leadership is not left solely to Green Belts
• The finance department is involved in measuring and
validating the financial benefits
• Do not use DMAIC to cut jobs
• Remember that it takes time to implement DMAIC on an
organizationwide basis
• Break down existing barriers in the organization
10. Introduction to DMAIC
10
Key Success Factors, cont.
• There is a careful selection of:
• Projects
• Project sponsors
• Green Belts and Yellow Belts
• The project scope is well defined and feasible
• Able to be accomplished in a reasonable time
• Appropriate for Belt level
• A good “project review” process is employed on a:
• Plant basis
• Regional basis
• Global basis
12. Introduction to DMAIC
12
DMAIC Roles
Role Description Nestlé
Executive steering
committee
Sets direction NCE steering committee
Champions Prioritize and deploy
teams
TM, market IP manager, factory
manager
Sponsors Assist teams on an
ongoing basis
Factory management (factory
manager, then dept. heads)
Master Black Belts Serve as experts/
consultants/coaches
Market expert coordinating
improvement projects
Green/Black Belts Run medium/big
project/serve as coaches
of White and Yellow Belts
Can be factory IP manager
White/Yellow Belts Run small projects Line supervisor/shift leader
Improvement teams Deliver and implement
results
Factory employee
Notes:
• "Belts" are the DMAIC practitioners
13. Introduction to DMAIC
13
DMAIC Structure Within a Factory
1 Focused Improvement Leader
• Either Black or Green Belt
• Works on DMAIC full time
• Oversees up to 15–20 Belts
3 Green Belts
• Serve as project leader and coach
• Devote ~25% time to DMAIC
1–7 Yellow Belts/White Belts
• Serve as team members or project leaders
• Devote ~10–20% time to DMAIC
Notes:
• "Belts" are the DMAIC practitioners.
• Factories are the first targeted community; the supply chain
can have a similar structure.
Example: Average factory
of 300 employees
Factory Manager
Focused
Improvement
leader
Green Belt Green Belt Green Belt
Yellow/White Belt
Yellow/White Belt
Yellow/White Belt Yellow/White Belt
Yellow/White Belt
Functional Report
Hierarchical
Report
Factory Manager
Focused
Improvement
leader
Green Belt Green Belt Green Belt
Yellow/White Belt
Yellow/White Belt
Yellow/White Belt Yellow/White Belt
Yellow/White Belt
Functional Report
Hierarchical
Report
Area
Area 1
Area 2
Area n
14. Introduction to DMAIC
14
Competence Alignment with Project Scope and Complexity of Causes
Scope of Project Complexity of
Causes
Competence Dedicated Time
(recommended)
Focus in chain High Black Belt
Advanced DMAIC
50% – 100%
Focus in factory Medium Green Belt
Intermediate DMAIC
30% – 40%
Focus in area Medium Yellow Belt
Basic 2 DMAIC
20% – 30%
Focus in line Low White Belt
Basic 1 DMAIC
10% – 20%
15. Introduction to DMAIC
15
Different Levels of DMAIC Application Within a Factory
Top
Management
Top
Management
Middle
Management —
Functional
Specialists
Workforce –
Front
Line and Staff
Scope
BigProjectsBigProjectsSmallProjectsSmallProjectsDaytoDayDaytoDay
MethodsProject Responsibility
# of Concurrent
Projects
Duration
Problem-
Solving
Module
More Formal
Basic
Green/Black Belt
Mind-
set
Less Formal
Go-See-
Think-Do
8
3
100
0–1 month
2 weeks–3 months
2–6 months
17. Introduction to DMAIC
17
Coaching Models
• Green Belts will be coached through the DMAIC phases
• Two models of coaching: remote coaching and joint coaching
• Goal of coaching is to enable Green Belts to succeed with
their projects and earn a financial gain of at least €20,000 for
their project sponsors
Remote Coaching Joint Coaching
How it works • There is a predetermined time for each
phase of the training
• The coach and Green Belt are connected
by electronic means; they need to be
physically together in the same place
• Other Green Belts do not assist in the
coaching sessions
• There is a predetermined time for each
phase of the training
• The coach and Green Belt conduct their
training sessions together in the same place
• Another Green Belt can assist the coaching
session, if feasible
When
appropriate
• When the Green Belt and his/her coach
cannot meet at the same site because
they are working at geographically
separate locations
• When several Green Belts can meet at one
site at the same time
• When a project requires the coach’s
physical presence
18. Introduction to DMAIC
18
Coaching Model
10-12w
DEFINE MEASURE ANALYZE IMPROVE CONTROL
Green Belt coaching should take approximately 14 hours per project:
• Three hours for the project setup and DEFINE phase
• Three hours for the MEASURE phase
• Two hours for the ANALYZE phase
• Two hours for the IMPROVE phase
• Two hours for the CONTROL phase
• Two hours for project presentation, wrap-up, and project
certification (part of the total certification process)
Note: With joint coaching, another Green Belt can help out with the coaching
sessions as well as the sponsor.
3h 3h 2h 2h 2h 2h
DMAIC Schedule
19. Introduction to DMAIC
20
Summary
• DMAIC will be the one improvement method used
within NCE
• DMAIC will be used across the value chain, first
focusing on manufacturing (focused improvement pillar)
• DMAIC brings benefits to the whole organization
• DMAIC requires a variety of new roles across the
organization (from practitioners to sponsors)
• Nestlé will progressively build DMAIC capability before
becoming self-sufficient
21. Introduction to DMAIC
22
Brief History of DMAIC
1979 - Motorola quality imperative “roots of Six Sigma”
1981 - Motorola challenge to improve 10 fold in 5 years
1988 - Motorola wins Malcolm Baldrige Quality Award
1991 - Motorola Six Sigma Research Institute established
1992 - Motorola, Texas Instruments, IBM, Kodak, and others initiated
efforts to develop the 6σ Black Belt program
1995 - GE mandates Six Sigma rollout; estimates current performance
at 3.0 Sigma
1997 - GE invests $250M to train 4,000 Black Belts and 60,000
Green Belts out of workforce of 222,000; recoups $300M same
year
1998 - GE calculates Six Sigma payoff at $1.25B
• Mikel J. Harry is called the father of Six
Sigma
22. Introduction to DMAIC
23
Who uses DMAIC - Six Sigma...in India
• Whirlpool
• LG Electronics
• Samsung
• GE Group
• Samtel
• Phillips
• Maruti
• TVS Group
• Delphi
• TATA Steel
• Wipro
• Escotel
• Crompton Greaves
• Motorola
• DHL
• Asian Paints
• Honeywell
• VIP Industries
• Escorts Hospital
• Jubliant
• Agilent Tech
• Citibank
• AMEX
• ICICI
• Hindustan Times
• Accenture
• HCL
• Daksh
• Vertex
• Patni
• Infosys
• Airtel
…. Now it is Nestle too !!
23. Module 1.3: Identifying the Customers
What You Can Learn: The Kano Model
Delighters
M
ore
Is
B
etter
Must Be
Delight
Neutral
Dissatisfaction
CustomerSatisfaction
Degree of
Achievement
FulfilledAbsent
ΤΙΜ
Ε
“Hygiene Factors”
Taken for granted
Basic
Spoken
Measurable
Range of Fulfillment
Unexpected
Unknown
24. Module 1.3: Identifying the Customers
The Kano Model and VOC
• Must Be characteristics:
• Generally taken for granted
• Unless they are absent;
fix these first
• More Is Better:
• Additional features customers
would appreciate
• Delighters:
• Generally not mentioned, since
customers are not dissatisfied with their absence
• The primary objective of the Kano model is to capture the most important
customer requirements from the customer’s perspective
• By working on the critical requirements, you will keep your project focused and
increase your chances of success
• Anything below customer specification is defect and above is quality
Delighters
M
ore
Is
Better
Must Be
Delight
Neutral
Dissatisfaction
CustomerSatisfaction
Degree of
Achievement
FulfilledAbsent
Resigned
to Reality
Pleased
Not
Pleased
Taken for
Granted
25. Introduction to DMAIC
26
What is Quality?
Non conformance to customer
specification
“ …conformance to the agreed
customer specifications and
requirements...”
Quality & Defect
What is Defect?
26. Introduction to DMAIC
27
Would you use this cannon to shoot a fly?
We need to use the most cost effective tool to make the
a sustainable impact….
No…
27. Introduction to DMAIC
28
What is DMAIC?
• A Measurement SystemA Measurement System
• A Problem-Solving ApproachA Problem-Solving Approach
• A Disciplined Change ProcessA Disciplined Change Process
““THE SIX SIGMA BREAKTHROUGH STRATEGY”THE SIX SIGMA BREAKTHROUGH STRATEGY”
MMeasureeasure AAnalyzenalyze IImprovemprove CControlontrolDDefineefine
28. Introduction to DMAIC
29
Why 99.7% is Not Good Enough?
3 Sigma Process3 Sigma Process
Less than 38 newborn babies accidentally
dropped by doctors and nurses each year
No electricity for 9 minutes in 5 years
One short or long landing every two years
2 railway accidents per year
1.4 minutes of unsafe water every 5 years
3.4 Defects per Million Products
Less than 38 newborn babies accidentally
dropped by doctors and nurses each year
No electricity for 9 minutes in 5 years
One short or long landing every two years
2 railway accidents per year
1.4 minutes of unsafe water every 5 years
3.4 Defects per Million Products
6 Sigma Process6 Sigma Process
More than 110,000 newborn babies
accidentally dropped by doctors and nurses
each year
No electricity for 85 hours each year
Four short or long landings per day
16 railway accidents per day
16 minutes per week of unsafe water supply
66807 Defects per Million Products
More than 110,000 newborn babies
accidentally dropped by doctors and nurses
each year
No electricity for 85 hours each year
Four short or long landings per day
16 railway accidents per day
16 minutes per week of unsafe water supply
66807 Defects per Million Products
32. Introduction to DMAIC
33
Count the number of times the 6th letter
of the alphabet appears in the following text:
The necessity of training farm hands for the first
class farms in the fatherly handling of farm live
stock is foremost in the eyes of the farm owners.
Since the forefathers of the farm owners trained the
farm hands for first class farms in the fatherly
handling of farm live stock, the farm owners felt
they should carry on with the family tradition of
training farm hands of the first class farmers in the
fatherly handling of farm live stock because they
believe it is the basis of good fundamental farm
management.
How Variation Occurs
33. Introduction to DMAIC
34
What Does “Sigma” Tell Us?
Process Sigma (or σ) is a statistical term that represents how much variation
there is in a process relative to customer specifications
Sony Automation – Paper Blow
34. Introduction to DMAIC
36
Target
Weight
X XXX X XX XX
XX
X
X
X
XX
X
X
X
X
X
X
X
X
X
XX
X
X
X
XX X
XX
XXX
X X
X
X
X
Every Human Activity Has Variability...
Customer
Specification
defectsdefects
Understanding Variability & Customer specification Is The Essence of
Six Sigma
Concept of Variability
USL
Customer
Specification
LSL
35. Introduction to DMAIC
37
Mean
Customer
Specification
Mean Customer
Specification
1σ
2σ
3 σ
A 3σ process because 3 standard deviations
fit between target and spec
3σ
6.6% Defects
Before
1σ
2σ
3σ
4σ
5σ
6σ
After
6σ !
No Defects!
Reducing Variability Is The Key To Six Sigma
What is Six Sigma
37. Introduction to DMAIC
39
DPMO – Know your Sigma
• A product has five areas where defect can occur we produced 30 Products with
a total of 15 defects. What is the DPMO?
Sigma DPMO YIELD Sigma DPMO YIELD
6 3.4 99.99966% 2.9 80,757 91.9%
5.9 5.4 99.99946% 2.8 96,801 90.3%
5.8 8.5 99.99915% 2.7 115,070 88.5%
5.7 13 99.99866% 2.6 135,666 86.4%
5.6 21 99.9979% 2.5 158,655 84.1%
5.5 32 99.9968% 2.4 184,060 81.6%
5.4 48 99.9952% 2.3 211,855 78.8%
5.3 72 99.9928% 2.2 241,964 75.8%
5.2 108 99.9892% 2.1 274,253 72.6%
5.1 159 99.984% 2 308,538 69.1%
5 233 99.977% 1.9 344,578 65.5%
4.9 337 99.966% 1.8 382,089 61.8%
4.8 483 99.952% 1.7 420,740 57.9%
4.7 687 99.931% 1.6 460,172 54.0%
4.6 968 99.90% 1.5 500,000 50.0%
4.5 1,350 99.87% 1.4 539,828 46.0%
4.4 1,866 99.81% 1.3 579,260 42.1%
4.3 2,555 99.74% 1.2 617,911 38.2%
4.2 3,467 99.65% 1.1 655,422 34.5%
4.1 4,661 99.53% 1 691,462 30.9%
• DPU = 15/(30*5) = 0.1
• DPMO = 0.1*1000000 = 100000
• Sigma from table = 2.75
• Also Yield = 90.0%
38. Introduction to DMAIC
40
Consider the example of Delivery Time
of two Supplier.
• Delta Services has a mean of 5.2 Days
• Omega has a mean of 5.7 Days
• Target Mean is 5.5 days
S.No Delta Services Omega Services
1 2 4
2 9 6
3 2 3
4 9 6
5 2 6
6 4 8
7 11 5
8 3 7
9 2 5
10 8 7
Average 5.2 5.7
Delivery time of two supplier in days
Which one is Better ????
and Why ????
SD 3.61 1.49
Six Sigma focuses on reducing Variations in Processes
Customer Feels the Variation and
Omega is Consistent.
Variation
39. Introduction to DMAIC
4141
μ
USLUSL
T
μ
USLUSL
T
USLUSL
T
μ
Precise but not Accurate
Accurate but not Precise
Accurate and PreciseShift towards
Target
Reduce
Variation
• Shift towards Target
• Reduce variation
6 3.4
5 233
4 6,210
3 66,807
2 308,537
σ PPM
DMAIC Objective
Objective of DMAIC
43. Introduction to DMAIC
45
SIPOC
S I
P
O C
Suppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22
S I
P
O C
Suppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22
High Level Process map from Customer Perspective
44. Introduction to DMAIC
46
ScrapScrap
90%90%
Customer QualityCustomer Quality
ReworkRework
Hidden Factory
NOT
OK
Yield After
Inspection or Test
OperationOperationInputsInputs InspectInspect First TimeFirst Time
YieldYield =
OK
RTY is 66%RTY is 66%
Process
1 2 3
Rolled Yield 81 % 73 %
4
66 %
Final Test
=
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
Rolled Yield Versus First Time Yield
45. Introduction to DMAIC
47
Why Measure?
Is it advisable to attack a problem
without measuring it?
Thus it’s advisable to:
• Develop Data Collection plan
• Validate Measurement System
• Data Collection
What gets measured gets done …
47. Introduction to DMAIC
49
Operational Definition
An operational definition is a precise description that
tells you how to get A value for the characteristic you
are trying to measure. It includes what something is and
how to measure it.
To remove ambiguity
• Everyone has the same understanding
To provide a clear way to measure the characteristics
• Identifies what to measure
• Identifies how to measure
• Makes sure that no matter who does the
measuring, the results are essentially the same
Definition
Purpose
51. Introduction to DMAIC
53
Example: On-Time Delivery
• This company was having
trouble delivering products due
to delays in receiving materials
from their suppliers
• Data from the past 40 weeks on
delivery dates from their two
main suppliers is on the right
• Based on this frequency
plot, which supplier would
you recommend?
Note: A negative number indicates
that the delivery was early
Supplier A
40 Deliveries
0.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5 Supplier B
40 Deliveries
Days from
Target
52. Introduction to DMAIC
54
• Now look at the time plot of the same data shown previously
on the frequency plots
• What is your interpretation now that you’ve seen time and
frequency plots? Which supplier would you recommend using?
Time Plot of Suppliers A and B — Late Deliveries
(40 weekly deliveries each)
0.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39
= Supplier A
= Supplier B
Example: On-Time Delivery, cont.
55. Introduction to DMAIC
57
Identify Causes of Variation
Tools for Identification of causes of Variation :
• Process MapProcess Map
• Fish Bone AnalysisFish Bone Analysis
• ParetoPareto
• 5 Why5 Why
• Control/ImpactControl/Impact
57. Introduction to DMAIC
59
Process Map Analysis
• Steps That Are Essential Because They Physically Change The Product/Service.
• The Customer Is Willing To Pay For Them And Are Done Right The First Time.
• Steps That Are Considered Non-Essential To Produce And Deliver The Product Or
Service To Meet The Customer’s Needs And Requirements.
• Customer Is Not Willing To Pay For Step.
VA
NVA
Stage 1 Stage 2
Stage 3 Stage 4
Stage 5 Stage 6 Stage 7
Reduce or Eliminate
Analyzing Process Map helps in identification of steps
Value Adding
Non-Value adding
58. Introduction to DMAIC
60
Fish Bone Analysis
• Also called Cause & Effect Diagram or Ishikawa Diagram
• Used to identify Possible Causes
• Uses the concept of Brainstorming to generate ideas
Effect
MachineMan
Material Method
59. Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time
The Pareto Principle
• The Pareto principle is often described by the “80/20 rule,”
which says that, in many situations, roughly 80% of the
problems are caused by only 20% of the contributors
• The Pareto principle implies that
we can frequently solve a problem
by identifying and attacking its
“vital few” sources
60. Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time
Examples of Pareto Charts
0
10
20
30
40
50
60
70
SchedMntnc
HardwareFailure
Upgrades
SoftwareBugs
PowerOutages
Unexplained
Reason
Computer Downtime
August 1–31
0
10
20
30
40
50
60
70
80
90
100
PercentofTotal
Count
Percent
Reasons
Count
32.8 17.1 13.0 12.9 10.7 10.3 3.1
Cum % 32.8 49.9
76.10
62.9 75.8 86.6 96.9 100.0
39.70 30.20 30.00 24.90 24.00 7.18
Percent
O
ther
SPLICE
M
ISSING
M
/C
START
&
STOP
DE
LAM
INATE
PHOTOCELL
AUTO
TUNE
OVERLAP
ROLL
CHANGING
250
200
150
100
50
0
100
80
60
40
20
0
Pareto Chart For Laminate Losses
Laminate loss reduction on TOPACK line
Y= f(x1,x2,x3…)
62. Introduction to DMAIC
64
Once the Root Causes have been identified, it becomes easy to build solutions around
these causes. The project team should get together to build self sustaining solutions.
Improve
• Automations – Elimination of Human intervention
• Mistake Proofing – Prevent Errors from happening
Home
Automated thermostat controls
Iron shutoff switches
Ground fault circuit breakers in bathroom
Tamper proof packaging on consumer products
Plastic covers for the electrical outlets
Office
Lock-out / tag-out maintenance procedures
Barcoding-
Dual palm button machinery
63. Introduction to DMAIC
65
Mistake Proofing
The Problem:
Automobiles are crossing the
train tracks and getting hit by
a train.
The “ C ” Fix:
Place flashing cross signs at
the crossing to alert vehicles.
Dilemma: Vehicles are alerted
of oncoming trains but can still
cross. Problem not solved.
64. Introduction to DMAIC
66
The “ B ” Fix:
Place cross gates at crossing to
further deter crossing of vehicles.
Dilemma: Vehicles are alerted and
have limited crossing ability;
however does not prevent those who
arbitrarily want to cross. Problem
detered but not solved.
The “ A ” Fix:
Build overpass for vehicles to cross
train tracks without incident.
Dilemma: None. Problem solved.
Mistake Proofing
65. Introduction to DMAIC
67
Fail-safing Connection to the FMEA
Process
Step/Input
Potential Failure Mode Potential Failure Effects
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
Actions
Recommended
What is the
process step/
Input under
investigation?
In what ways does the Key
Input go wrong?
What is the impact on the Key
Output Variables (Customer
Requirements) or internal
requirements?
HowSevereisthe
effecttothe
cusotmer?
What causes the Key Input to
go wrong?
Howoftendoescause
orFMoccur?
What are the existing controls and
procedures (inspection and test)
that prevent eith the cause or the
Failure Mode? Should include an
SOP number.
Howwellcanyou
detectcauseorFM?
What are the actions
for reducing the
occurrance of the
Cause, or improving
detection? Should
have actions only on
high RPN's or easy
fixes.
0
0
0
Good Failsafing devices drive down
occurrence and detection rankings
66. Introduction to DMAIC
68
Fail-safing Connection to the FMEA
Function
Part/Process
Failure Mode
Effects
Causes
Controls
Severity
(1-10)
Occurrence
(1-10)
Detectability
(1-10)
RPN
Risk Priority Number
RPN = S x O x D = 1 to 1000
RPN
Risk Priority Number
RPN = S x O x D = 1 to 1000
How it Works
68. Introduction to DMAIC
70
Control Phase
0.20
0.25
0.30
0.35
0.40
0.45
0.50
0.55
0.60
Average
Lower Control Limit (LCL)
Upper Control Limit (UCL)
Day1
Day2
Day3
Day4
Day5
Day6
Day7
Day9
Day10
Day11
Day8
Measurement,
# of Defectives,
etc..
A Control Chart is simply a Run Chart with a statistically determined upper
control limit (UCL) and lower control limit (LCL) drawn on either side of the
process average. The normal variation in the process is used to calculate the
control limits.
Process Noise (Common Cause)
Process Signal (Special Cause)
Process Noise (Common Cause)
Process Signal (Special Cause)
A process is said to be in statistical control when
only common causes of variation are present.
Control Charts
69. Introduction to DMAIC
71
Now count the number of times the 6th letter
of the alphabet appears in the following text:
The necessity in training hired hands in the
strange handling of valuable live stock in premier
operations is a priority in the eyes of the operations
owners. Since the ancestors of the owners trained
the hired hands in premier operations in the strange
handling of valuable live stock, the operations
owners thought they should carry on with the happy
tradition of training hired hands in the premier
operations in the strange handling of valuable live
stock because they believe it is the basis of good
basic operations management.
The Inspection Exercise
72. Introduction to DMAIC
74
Mistake Proofing
PREDICTION/PREVENTION
Some cameras will
not function when
there is not enough
light to take a picture.
DETECTION
Some laundry dryers have a device
that shuts them down when
overheating is detected.
Editor's Notes
DMAIC is the common improvement methodology chosen within NCE.
It is initially being introduced through the Foundation modules (Problem-Solving module). This corresponds to the basic DMAIC, which lays down the principles of DMAIC (process and basic tools). This should allow people to run their first basic DMAIC projects.
DMAIC will then be further deployed as the common improvement methodology across operations.
The first focus is on manufacturing in order to support the focused improvement pillar of TPM. Green Belts and Black Belts will then be certified within factories.
DMAIC will be the one methodology used across the value chain for improvement projects and problem solving.
The second focus is on the supply chain, where similar goal alignment modules will be delivered using the basic DMAIC methodology.
The same methodology can also be used outside of operations.
This schematic shows the overall review principle of inputs leading to actions, making it clear that:
Inputs can come from various other sources, such as material planning meetings.
Outputs should really focus on clarifying priories and actions, not only on sharing information.
The outputs of operations reviews are action plans. Problem solving is a subset of action plans.
Problem solving is not done during the meeting; rather, it is likely to be an output from the meeting in terms of one of the required actions and involving only the appropriate people. (This is important in order to be able to adhere to the meeting schedule and not waste attendees’ time.)
Formal problem-solving teams are not like likely to be initiated at any level below WOR. A formal team is made of 5–6 people following a formal problem-solving process (DMAIC) and likely to remain active for more than 3 weeks.
“Go See” is about getting the right people together to gather enough information:
First get the experts involved.
Next think about finding causes and solutions.
Finally, initiate actions to accomplish the solutions.
This process is cyclical. Proceed to the next “Go See” to check on the results of the previous “Do.”
Do not forget to ask the classic questions “Do we have a standard? If so, have we followed it?” These apply to:
Standard means
A standard or usual way of working
A process that we do or should follow
SOP
Ultimately, the DMAIC structure will be integrated in the focused improvement structure in the TPM infrastructure. Please refer to the TPM Reference Guide for more information.
“Go See Think Do” is an everyday focus on problem solving that employs dialog driven by a mindset of respecting people in order to help them to solve their problems and make their work more reliable and easier to do well. A key principle of “Go See Think Do” is give people the opportunity to find solutions and take actions themselves.
Use dialog skills that balance the acts of:
Telling and asking.
Giving directions and authorizing autonomy.
Use management skills that:
Ensure that actions take place.
Provide support:
To help people find their own solutions and implement them through their own resources as much as is practical.
When an outside resource is necessary and appropriate (e.g., a problem too big, priorities are conflicting, or a problem spans across departments and is too big to handle alone).
It is important to ensure that escalation and review mechanisms are in place. For a big or formal project, this should be part of good project management practice. For smaller projects or day-to-day problem solving, the escalation system is part of the operational review structure. Be careful not to conduct problem solving in the reviews, which should prioritize resources and actions, one of which is problem-solving activities.
From a technical perspective, the effectiveness of “Go See Think Do” increases as formal problem-solving activities take place and people gain experience. This experience then allows people to become more effective in their day-to-day “Go See Think Do” activities.
Some GBs will have to further cascade the training to Yellow Belts and White Belts as well as coach corresponding projects. This will prepare them for the future role of GBs/BBs in factories, i.e., coach of YBs and WBs.
This approach will require further training (train-the-trainer) and relies on additional soft skills provided after GB training.
Noriaki Kano is a renowned Japanese expert in total quality management. His practical experience with understanding customer requirements led him to define three categories of customer needs:
Must Be: These needs are expected by the customer. If they are unfulfilled, the customer will be dissatisfied, but even if they are completely fulfilled the customer would not be particularly satisfied (e.g., airline safety).
More Is Better: These needs have a linear effect on customer satisfaction—the more these needs are met, the more satisfied these customers are (e.g., fast check-in).
Delighters: These needs do not cause dissatisfaction when not present but satisfy the customer when they are (e.g., airline that serves hot chocolate chip cookies en route).
One purpose of the Kano model is to review VOC data/information and prioritize wants and needs to better focus attention on key items while reducing the number of CTQs the team will have to address.
Questions for Thought
Which types of needs are the customers least likely to mention when discussing their needs?
How do these categories relate to competitive advantage?
What do you think happens to customer needs over time? Can you think of an example where something that was once a Delighter is now a Must Be?
Customers generally are unable to articulate their basic expectations or what would delight them. Therefore, when we prioritize customer needs based on what customers say is important, we must remember that generally they will identify only More Is Better characteristics. We must use other means—such as direct observation of customer use—to identify and set priorities for Must Be and Delighter characteristics.
Every process or product has variability. Six Sigma involves collecting data and investigating the data to see how we can reduce the number of defects.
An important point is that we are defining defects by our customer specifications, not our internal specifications. The number of points that fall outside of the customer specifications are the number of defects in our process.
If the distribution above was an actual process we could either move the target (mean of the process) to the left, or reduce the variation of our process.
This module provides a quick tour through all the steps of DMAIC. Later modules explore each step in depth.
DEFINE: Define the project.
Define the project’s purpose and scope, and get background on the process and customer.
MEASURE: Measure the current situation.
Focus the improvement effort by gathering information on the current situation.
ANALYZE: Analyze to identify causes.
Identify root causes and confirm them with data.
IMPROVE: Implement solutions and evaluate results.
Develop, try out, and implement solutions that address root causes.
Use data to evaluate both the solutions and the plans used to carry them out.
CONTROL: Standardize and make future plans.
Maintain the gains by standardizing work methods or processes.
Anticipate future improvements and preserve the lessons from this effort.
The Pareto chart is named after Vilfredo Pareto, an Italian economist, who observed in the early 1900s that a relatively few people held the majority of the wealth.
In the 1950s, Dr. Joseph Juran popularized this principle by showing that it applied in a variety of situations, especially quality problems.
Applying this principle in the workplace means we will get the biggest payoff for our efforts if we focus on the “vital few” problems.
What do you see on these charts?
C fixes are similar to training in an organization. They only temporarily fix the problem.
B fixes are like inspection after the error occurs to catch the defect.
A fixes prevent the error from ever occurring.
C fixes are similar to training in an organization. They only temporarily fix the problem.
B fixes are like inspection after the error occurs to catch the defect.
A fixes prevent the error from ever occurring.
Note: in this case, an overpass is not inexpensive in absolute terms, but in terms of the risk to safety/life, the cost can be justified
Remember back to when you first did your FMEAs? Did you have several items which had “None” under current controls? Failsafing devices are control methods meant to drive down the detection score, but also the occurrence scores as well.
Remember back to when you first did your FMEAs? Did you have several items which had “None” under current controls? Failsafing devices are control methods meant to drive down the detection score, but also the occurrence scores as well.