“Six Sigma (6σ)” by
Best Performing Consulting Organization Adding Value In Totality !!
History of Six Sigma (6σ) • In 1986 Bill smith, Seniors Engineer and scientist introduces concept of Six Sigma • Bill smith Known as “ Father of Six Sigma” • In 1995, Jack Welch introduced Six Sigma at GE
What’s in a name? • Sigma is the Greek letter representing the standard deviation of a population of data. • Sigma is a measure of variation (the data spread)
σ
μ
What is Six Sigma ?
A philosophy?
What is Six Sigma? A metric?
A methodology?
What is Lean Six Sigma? What is Lean ? • Goal – Eliminate waste and increase process speed • Method – Genchi Genbutsu– Go and See the workplace (Gemba) – Kaizen (Change for better) workshops
What is Lean Six Sigma ? What is Six Sigma ? • Goal – Reduce variation to improve performance on CTQs (Variation means system does not produce same result each time) • Method – DMAIC, DMADV,DFSS approach
6
Normal Distribution Curve Lower Spec
-
Upper Spec
∞
- 1σ
µ
+
+ 1σ
68.26% - 2σ
+ 2σ 95.44% + 3σ
- 3σ - 4σ - 5σ - 6σ
99.73% 99.9937%
+ 4σ + 5σ + 6σ
99.999998% 99.99943%
∞
Sigma 1 2 3 4 5 6
% Good
% Bad
DPMO
30.9%
69.1%
691,462
69.1%
30.9%
308,538
93.3%
6.7%
66,807
99.38%
0.62%
6,210
99.977%
0.023%
233
99.9997% 0.00034%
3.4
What is Six Sigma performance?
LSL
USL
Your process is performing at sigma level of six if Mean the difference between mean and specification limit Question - How many times of standard is six times the standard deviation deviation (σ) is specification limit to mean?
? times σ
-6σ
-5σ -4σ -3σ -2σ -1σ
1σ μ +1σ
Answer – Same as sigma level for the process (Z value)
+2σ +3σ +4σ +5σ +6σ
Data Driven Approach
Y= f (X) To get results, should we focus our behavior on the Y or X ?
• • • • • • •
Y Dependent Output Effect Symptom Monitor Response
• • • • • • •
X1 . . . XN Independent Input Cause Problem Control Factor
Is it feasible to eliminate the inspection of Y, if X’s are controlled well?
How Six Sigma Process Follows? • Identify customer issues which generally follows timely delay, high cost, defect etc… • Internalized as performance measures such as e.g. Cycle time, defect rate etc. • Target performance levels are established and then company seek to perform around this targets with minimal variation
THE DMAIC METHOD 5
1
CONTROL
DEFINE
4 IMPROVE
2 MEASURE
3 ANALYZE
Phase 1: Define Projects Identification Method VOC ANALYSIS (Problem identification based on customer’s voice) VOB ANALYSIS (Problem identification based on Business problems) COPQ (Problem identification based on cost of poor quality i.e. Process Defects )
Identification of CTQs
List of problems/projects of organization on the basis of Criticality, Out come , Time line
Phase 2: Measure • –
• –
– –
Goal Focus the improvement effort by gathering information on the current situation Output Data that pinpoints problem location or occurrence Baseline data on current process sigma A more focused problem statement
5
1
CONTROL
DEFINE
4 IMPROVE
Baseline Data
2 MEASURE
3 ANALYZE
Sampling Gage R Patt
Ca p
ab
ilit
erns
y
&R
DATA COLLECTION •
The system to collect information is already established.
•
Find the data which supports the defined problem
•
Find out the data stream wise/ product wise etc..
Data type: •
Attribute data or Discreet : Value of countable quality characteristics Example - Number of Defects, Number of Defectives.
•
Continuous data or Variable data : Value of measurable quality characteristics Examples - Strength (kg/cm2), weight (kg) , length (cm), temperature (° C), time (sec)
Phase 3: Analyze 5
1
CONTROL
DEFINE
4 IMPROVE
2 MEASURE
3 ANALYZE
• Goal – Identify deep root causes and confirm them with data
• Output
s c es Pro alysis An i i-Var Mult
Organize Causes
ion
Hypothes is Testing
Reg r e ss
DoE
– A theory that has been tested and confirmed
Phase 4: Improve • Goal
– Develop, pilot, and implement solutions that address root causes.
• Output
– Identification of planned, tested actions that should eliminate or reduce the impact of the identified root causes
1
5 CONTROL Solutions
4 IMPROVE
FMEA Pilot
ne lemon p Im tati
DEFINE 2 MEASURE
3 ANALYZE
Solutions •Improvement team created with members of Quality, Production, Engineering and R&D areas to propose and evaluate ideas. •Brainstorming tool was used to gather ideas on how to solve the problems identified. •Ideas were evaluated per following criteria: feasible, high impact, easy, low cost, and quick. •Following tables summarizes solutions agreed by consensus of the improvement team.
Cont r ol
e
e
Closu r
r
te
z rdi
Mo nit o
t
Ev al ua
da
en m cu Do
• Goal – Use data to evaluate both the solutions and the plans – Validate that all changes adhere to all operating company change control, and compliance requirements – Maintain the gains by standardizing processes – Outline next steps for on-going improvement • Output – Before-and-After analysis – Monitoring system – Completed documentation of results, learning, and recommendations
n Sta
Phase 5: Control
5
1
CONTROL
DEFINE
4 IMPROVE
2 MEASURE
3 ANALYZE
Q.C STORY BOARD • Q.C Story board is representation of all steps taken from identification to solution and reviewable of taken probable solutions • Clear problem identification is the most imp part of Q.C Story Board • Different dept people needs to be involved in a whole process to have fresh ideas
PARETO ANALYSIS • Known as 80-20 Rule • Used for identification of Major problems • To find out 20% problems which causes 80% rejection
PARETO ANALYSIS P e r c e n t a g e
Code of defect
FISHBONE DIAGRAM
5 WHY ANALYSIS
5 WHY ANALYSIS
ADDVALUE Services VALUE ADDED COACHING-VAC速 BUSINESS COACHING
LIFE COACHING
Operation Excellence
Counselling
Team Excellence
Therapy
Business Excellence
Adding Value In Totality !! Astrology
AddValue at a glance Best Performing Consulting Organization
Business Coaching
Life Coaching
Thank You