2. What Is Six Sigma ?
• A metric — standard deviations in a normal curve
• A goal — 3.4 defects per million opportunities
• A rigorous, process focused methodology
– the DMAIC process
• A management
philosophy
Business
and/or Customer
Requirement
1
2
3
4
5
6
Defects Good
3. Where Does Six Sigma Come From?
• Necessity is the mother of invention
Motorola was losing market share to foreign rivals who had
better quality and lower cost.
A Japanese firm took over a Motorola television factory. After
implementing changes, the factory was producing with 1/20th
the defect rate. Same people, same equipment, same
designs…..different management and different processes.
• ―Our quality stinks.‖ — Art Sundry, Motorola
4. • Late 1970s Mikel Harry (the man with two first names), a senior staff
engineer, is using statistical analysis for problem solving. He was working in
the Government Electronics Group (GEG)
• Though certainly not the first to apply statistical thinking to manufacturing
analysis, he is the one who went on to refine a methodology and then call it
―Six Sigma.‖ He wrote an internal paper called ―The Strategic Vision for
Accelerating Six Sigma Within Motorola."
Who Developed Six Sigma ?
5. • Bill Smith and throughput yield:
– Motorola had quality issues even on products that had
highly capable processes. Why?
– Bill Smith (sometimes referred to as the father of Six
Sigma) examines the issue.
– Individual yields are combined into a ―rolled
throughput yield.‖ (So a 100-component product with
individual yields of 99.9% still only gives a completed
product with 90% reliability.)
– He also developed many of the tools and techniques that
became the Six Sigma methodology.
Why Six of Those Sigmas ?
6. Six Sigma Early Development
• By the mid-1980s, Bob Galvin, Motorola CEO, has the company focused on
improving quality.
• 1988, Motorola wins the first Malcolm Baldridge Quality Award. Part of
winning this national quality award is the agreement to share the methods used
to achieve the high levels of quality.
• Other companies initiate ―Six Sigma‖ programs, notably Larry Bossidy at Allied
Signal.
• Larry tells his friend Jack Welch about it. Jack applies it at GE in a very big,
very GE way.
7. Six Sigma’s Methodologies
Six Sigma
Process Management
Improve EXISTING
processes so that
their outputs meet
customer
requirements
Control and manage cross-function
processes to meet business goals
Design
NEW products
and processes
that meet
customer needs
8. • Project management
• Voice of the Customer
• Process mapping
• Data collection
• Data graphs
• Gage R&R
• Operational definitions
• Process Capability Assessment
• Hypothesis testing
• Regression analysis
• Designed experiments
• Statistical process control
• FMEA
• Stakeholder analysis
• Implementation planning
• Tollgate reviews
Common Six Sigma Tools
nothing new here . . .
11. Define
Project Charter
Problem Statement:
Goal:
Business Case:
Scope:
Cost Benefit Projection:
Milestones:
VOC Key Issue CTQ
Delighters
More Is Better
Must Be
Voice of the CustomerBusiness Case
Initial Process Mapping
OutputsProcessInputs
Yield: 60%
Yield: 90%
Yield: 45%
Yield: 98%
CUSTOMERS
SUPPLIERS
13. Measure
Col # 1 2 3 4 5 6
Inspector A B
Sample # 1st Trial 2nd Trial Diff 1st Trial 2nd Trial Diff
1 2.0 1.0 1.0 1.5 1.5 0.0
2 2.0 3.0 1.0 2.5 2.5 0.0
3 1.5 1.0 0.5 2.0 1.5 0.5
4 3.0 3.0 0.0 2.0 2.5 0.5
5 2.0 1.5 0.5 1.5 0.5 1.0
Totals 10.5 9.5 3.0 9.5 8.5 2.0
Averages 2.1 1.9 0.6 1.9 1.7 0.4
Sum 4.0 Sum 3.6
XA 2.0 XB 1.8R
A
R
B
Validate Measurement
Systems
Display Data
0
1000
-1000
10 20 30
UCL
X
LCL
D B F A C E Other
Identify the Metrics
Data Collection Plan
Operational Definition and Procedures
Data Collection Plan
What questions do you want to answer?
Data
What Measure type/
Data type
How
measured
Related
conditions
Sampling
notes
How/
where
How will you ensure
consistency and stability?
What is your plan for
starting data collection?
How will the data be displayed?
Prioritize the Metrics
I1
I2
I3
I4
O1 O2 O3 O4
FMEA
Identify Process Capability
LSL USL
Cp = 0.4
s = 2.7
Measure
the
process
I P O
Input
Measures
Process
Measures
Output
Measures
15. Analyze
.
VA NVA
Process Door
Regression Analysis
Chi-Square
c²
Regression
t-test
ANOVA
X1
Y
Hypothesis-Testing Design of Experiments
.
Cause & Effect
Data Door
22
21
20
19
18
17
16
15
14
13
12
1 2 3 4 5 6 7 8 9 10
X
O
n
X
O
n
X
O
n
X
O
n
X
O
n
X
O
n
X
O
n
X
O
n
O
n
X
O
n
.
19. Control
Evaluate Project
Results
.
UCL
LCL
Ownership &
Monitoring
Before After
Step 4 changes
implemented
}Improvement
Target
} Remaining Gap
Good
}Improvement
Before After
A1 A2 A3 A4 A2 A1 A3 A4
Process Change
Management
Learnings
Recommendations
Results
•
•
•
next
Key Learnings
QC Process Chart
Work
Instructions
Control/Check Points Response to Abnormality
NotesCode # Charac-
teristics
Control
LimitsMethodWho
Immediate
Fix
Permanent
Fix WhoFlowchart
2
12
Product Name
Process Name
Process Code #
Date of Issue: Issued by: Approved by:
Revision Date Reason Signature
1
Document &
Standardize
Training
Curriculum
Training
Manual
Fill to here
.
Closure
LSL USL
s = 3.7
Cp = 1.4
s = 2.7
Cp = 0.4
Process
Owner
20. A Philosophy ?
• Identify the process and customers right up front.
• Time spent identifying root causes and not just symptoms is time well spent.
D, M, A, then I !!
• ―Show me the Data !‖ (valid data please)
• Great ideas with poor support will fail.
• Put good people in a bad process and the process will win every time.
• Y = f (x)
21. An Illustrative Project Example
PROCESSES
TOOLS
SKILLS
TRAINING
LEAN SIGMA
(DMAIC +)
Integrated Improvement
Y1
y1
VOICE OF...
• Market
Customer•
Employee•
•Business
FEEDBACK
CORE & ENABLING PROCESSES
PROCESS
MAPS SYSTEMS
EXECUTION (PROCESS MANAGEMENT)
WORKOUT
SIX SIGMA
LEAN SIGMA
STRATEGY
If new product
or process
Big Y’s
Sub Y’s
PROCESS
DFSS (DMADV)
Fundamental Redesign
D
R
I
V
E
S
S
U
P
P
O
R
T
S
Flexible Problem Solving Models
Y1
y1
VOICE OF...
• Market
• Customer
• Employee
• Business
BUSINESS
OBJECTIVES
RESULTS:
Top-Level
Indicators
(Dashboards)
PROCESS
MAPS
SYSTEMS
PROCESS IMPROVEMENT
STRATEGY
If new product
or process
Projects
PROCESS
DFSS
D
R
I
V
E
S
S
U
P
P
O
R
T
S
PROCESS
CONTROL
ALIGNMENT
SIX SIGMA
(DMAIC)
Incremental Improvement
GE WORKOUT
Quick Wins
Accelerated Improvement
The power of the Lean Tools &
Principles fully integrated into
DMAIC & DFSS
The power of the Lean Tools &
Principles fully integrated into
DMAIC & DFSS
