Review on Implementation of Six Sigma DMAIC Methodology in Manufacturing Industries

IJSTE - International Journal of Science Technology & Engineering | Volume 3 | Issue 08 | February 2017 ISSN (online): 2349-784X

Review on Implementation of Six Sigma DMAIC Methodology in Manufacturing Industries Nirav Sindha PG Student (Production Technology) Department of Mechanical Engineering Parul Institute of Technology Parul University India

Kinjal Suthar Assistant Professor Department of Mechanical Engineering Parul Institute of Technology Parul University India

Abstract Higher Productivity achievement is very crucial factor for the field of production. With the High productivity various other factors must be taken in to consideration in manufacturing industries such as global competitors, diversity in product range, lead time and customer demand in terms of quality and quantity. A new benchmark called Six Sigma has been invented for dealing with all these needs. Six sigma is a quality initiative which reduces variations in a process and helps to lower the cost of product as well as process. The objective of this paper is to review and examine the advancement and encounters of six sigma practices in Global manufacturing Industries and identify the key tools for each step in successful Six Sigma project executions. The paper also integrates the lessons learned from successful six sigma projects and their prospective applications in various manufacturing Industries. In today scenario, many global manufacturing industries operate their processes at the two to four sigma quality levels.

Keywords: Six Sigma, DMAIC Methodology, Productivity Improvement ________________________________________________________________________________________________________ I.

INTRODUCTION

Competitive scenario, the markets are becoming global & economic conditions are changing fast. Customers are very quality conscious & demand for high quality product at competitive prices with product variety and reduced lead-time. Companies are facing tough challenge to respond to the needs of customer while keeping manufacturing & other related costs down .The companies are striving for their very survival. Companies can cut down their costs by reducing the production of defective parts.

This is what Six Sigma is all about. Six Sigma is disciplined, focused and scientific problem solving technique, which uses statistical and non-statistical tools integrated with methodology to bring down number of defects to 3.4 defects per million opportunities in any process [13]. Six Sigma is a quality management program to achieve „Six Sigma‟ levels of quality. Six Sigma stands for six standard deviations (sigma is a Greek letter used to represent standard deviations in statistics). Motorola pioneered it – in mid 1980s, which began seeing, benefits just two-year later.

Six Sigma was developed by Mikel Harry. The program gained publicity when Motorola won the Malcolm Baldrige award (MBNQA). Some of the pioneering companies, which used Six Sigma at very beginning, are ABB, General Electric (GE), and Allied signal, Texas Instruments. Figure 1 shows basic definition of Six Sigma process. [13]

Fig. 1: Six sigma definition

Six Sigma implementation uses five step DMAIC (Define, Measure, Analyze, Improve and Control) methodology & DMADV (Define, Measure, Analyze, Design and Verify) methodology is adopted for new product developments. From the viewpoint of the customer of a product or service, ‘value’ can be defined as any action or process that the customer would be willing to pay for.

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Review on Implementation of Six Sigma DMAIC Methodology in Manufacturing Industries (IJSTE/ Volume 3 / Issue 08 / 029)

The six sigma method includes measured and reported financial results, uses additional, more advanced data analysis tools, focuses on customer concerns, and uses project management tools and methodology.

Six Sigma = TQM (CQI) + Stronger Customer Focus + Additional Data Analysis Tools+ Financial Results+ Project Management.

II. DMAIC METHODOLOGY The DMAIC means Define, Measure, Analyses, Improve and Control. These all work together to create the DMAIC process.

The tools of Six Sigma are most often applied within a simple performance improvement model known as Define-MeasureAnalyze-Improve-Control, or DMAIC. DMAIC is summarized in Figure 2. DMAIC is used when a project’s goal can be accomplished by improving an existing product, process, or service.

Fig. 2: DMAIC Six sigma methodology

Steps Define Measure Analyze Improve Control

          

Table - 1 Key steps of six sigma DMAIC Process[14] Key processes Define the requirements and expectation of the customers.

Define the project boundaries.

Define the process by mapping the business flow.

Measure the process to satisfy customer’s need.

Develop a data collection plan. Collect and compare data to determine issues and shortfalls.

Analyze the causes of defect and sources of variation.

Determine the variation in the process. Prioritize opportunities for future improvement.

Improve the process to eliminate variation. Develop creative alternatives and implement enhanced plan.

Control process variations to meet customer requirements.

Develop a strategy to monitor and control the improved process.

Implement the improvements of systems and structures.

General overview of Literature review Define The top management shall identify the problem according to customer feedback, strategy and mission of company, define customer requirements, and set goal. In this phase all the research papers are define the project with the help of some tools like brainstorming, pareto chart data , Sipoc diagram, project charter etc.In this phase they identify the problem as well as its product family.

Measure Measurement is a key transitional step on Six Sigma road, one that helps the project team refined the problem and being the search for root causes which will be the objective of Analyze step in DMAIC. Therefore, the project team needs to validate problem/process, refine problem/goal, and measure key steps/input. In this phase they collect the appropriate data for that problem and show it with the help of Paretocharts, control charts, spc methods. Like riveting process [1] ,transportation problem there place with quality of product[2,4] , exporting problem[3],shrinkage problem [5],Rolling machine process [6] ,Defects in manufacturing of circuits[7] , numbert of engine reject[8].

Analyze In analyze stage, the project team shall use data analysis tools and process analysis techniques to identify and verify root causes of the problem. For the reason, the project team needs to develop causal hypotheses, identify vital few root causes, and validate hypothesis. They are using different analyzing techniques like ANOVA, DOE , FMEA ,Cause and effect diagram, pareto chart, process mapping.

Improve The goal of the improve stage is to find and implement solutions that will eliminate the causes of problems, reduce the variation in a process, or prevent a problem from recurring. So the project team needs to develop ideas to remove root causes, test solutions, and standardize solution/measure result. For this they are using quality tools like bar charts, Histogram, Pareto chart,

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Review on Implementation of Six Sigma DMAIC Methodology in Manufacturing Industries (IJSTE/ Volume 3 / Issue 08 / 029)

ANOVA, DOE. In this papers they improve the process like riveting, rolling [1, 6], Export, transportationissue [3, 4] reduce defects and get improvement in production [7, 8] and after this phase they have to maintain the consistency.

Control Once the improvement has been made and results documented, continue to measure the performance of the process routinely, adjusting its operation. It is very important for the project team needs to establish standard measures to maintain performance and correct problems as needs. Without control efforts, the improved process may well revert to its previous state. They are using control charts, make some standards, some flow charts, check list, etc.., from which they can get consistency in the improvement phase. So, at the end after successfully applying the DMAIC methodology they improve the sigma level for their define projects.

III. TOOLS AND TECHNIQUES USED BY CASE INDUSTRIES Over the years, companies have included numerous tools into the Six Sigma approach to make them more effective and to eliminate possible gaps after its application [21]. Such toolsets include statistical and analytical tools both from industrial engineering and operations research fields. In this instance, these tools enrich the practical and industrial approach with a stronger theoretical basis to achieve a better equipment and resources utilization.

There are many tools and techniques for Six Sigma implementation used in various phases of DMAIC methodology. In addition many of the tools/techniques used in the implementation of Six Sigma were referred and categorized by phase of definemeasure-analyze-improve-control (DMAIC) which they are used. There was another classification according to proposals from ISO 13051-1 standard for the utilization of every tool or technique. The use of tools and techniques for cause exploring, data analysis and decision making, considered to be essential. These tools are not all statistical but there are also analytical or managerial, like brainstorming, process mapping, and etc. Here the some other useful tools and Techniques are listed. The use of all this tools and techniques by the case industries in various phases are presented in table 3. This is to study which are the most commonly used and prominent tools and techniques among the exporting industries. From the table 2 we can list down the general tools and techniques used in different phase. List involves the tools that are mostly used by the different case industries.

Phase Define Measure Analyze Improve Control

Table 2 General tools and techniques General tools and techniques Brainstorming, Pareto diagram, Pie, bar chart, SIPOC diagram and Critical to Quality matrix Pareto diagram, Control charts, Gauge R & R, Process map and Statistical process control.

Pareto diagram, Histogram, Hypothesis testing, Analysis of variance, Brainstorming, Cause & Effect diagram, Process map, FMEA

Pie, bar chart, analysis of variance, Design of experiments and brainstorming.

Control charts, Flow Chart and descriptive statistics.

IV. BENEFITS REAPED BY CASE INDUSTRIES Six Sigma implements methods of measuring performance, after its application, so to represent the success of its implementation.

[3] Financial benefits and sigma level are such as a measure of expressing the Six sigma achievement. For the past 3 decades Six Sigma has been implemented by many industries and most of them have reaped fruitful benefits. The benefits achieved mark a difference in their earlier and current status.[5] These benefits do make a difference in their bottom-line. The benefits achieved in the case industries have been presented in the table 4.

Table 3 Tools and techniques used Tools & Techniques A B C D Pareto Chart A D,I Cause and Effect Diagram A A I SIPOC/COPIS D D,M Process map D M,I D Control Chart M C M,I C Project charter D D D Measurement System Analysis M Process capability C Critical to Quality (CTQ) M D M 5 Why M I FMEA matrix M M,I Hypothesis testing I Brainstorming A D,I A Voice Of Customer (VOC) D M Box Plot Design of Experiment(DOE) I Analysis of Variance (ANOVA) I Regression Analysis I Residual Plot

E A M,A D C

F M D

G A A

C

M

H A M,A D D C

D A

A

M A

A D

D

A

I I

I A

I

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Review on Implementation of Six Sigma DMAIC Methodology in Manufacturing Industries (IJSTE/ Volume 3 / Issue 08 / 029)

Name A B C D E F G H

Table - 4 Benefits Reaped by the Case Industries [14] Benefits Improve the riveting process, cpk and sigma level also improve.

Improve the sigma level 2.11 to 3.11 Help in implementation of six sigma in exporting industries Help in improve the transportation process Improve the shrinkage phase.

The cycle time was reduced from 47 days to 20 days. reduction in the electrical failures of around 50% Cost of poor quality (COPQ) has been reduced from $ 30, 000 to $ 9, 000 per annum

V. CONCLUSION The objective of review was to understand the status of Six Sigma as on yesterday, today and tomorrow. SS methodology is useful for various objectives in several types of manufacturing industries, healthcare sector, and R&D sectors.

From the study done on the manufacturing industries in 21st century we conclude that Six Sigma is indeed a business strategy that can provide a breakthrough improvement in the competitive era. The key strategy for successful implementation of Six Sigma is that the industry applying it should follow a correct methodology and use of tools and techniques is done in such a manner that it gives effective solution to respective problem. Thus a use of proper combination of tools and techniques can lead to great benefits. This study will help manufacturing units to motivate and apply Six Sigma at their organization and reap high benefits. The current status suggests there is future scope of getting better and become a world-class level organization by reaching Sigma level above 5.

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