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1、1TLC,SSEO1.5220022TLC,SSEO1.522002AudienceAudiencePresentationisdesignedforthoseExecutivesandManagerswhoareconsideringimplementingSixSigmaandwanttounderstanditscoreconceptsandbenefits.Providesanoverviewandorientationofsixsigmamethodologiesandorganizationalrequirements.TheExecutiveOverviewispresented
2、priortosixsigmaimplementation,ChampionandBlackBelttraining.382StanwickStreetBrentwood,CA945131-925-285-1847drlittledr-www.dr-3TLC,SSEO1.522002ObjectivesObjectivesAs a result of attending this course the participant will be able to:DescribetheSixSigmaBreakthroughstrategyUnderstandtheChampionsroleinth
3、eSixSigmaInitiativeRelatetherolesandresponsibilitiesoftheChampion,BlackBelt,GreenBeltandTeamMembersIdentifyprojectswithhighprobabilityforsuccessUnderstandtheDMAICmethodologyandhowitappliestoimprovementprojectsEstablishandutilizedashboardmetricsAssistinprojectmanagementandprojectgoalcompletion4TLC,SS
4、EO1.522002Presentation OutlinePresentation OutlineSection ISix Sigma IntroductionSection IIManagement and Organizational Infrastructure for Six SigmaSection IIIDMAIC Breakthrough MethodologySection IVImplementation Strategy 5TLC,SSEO1.522002Section ISection ISection I Six Sigma IntroductionWhatisSix
5、Sigma?ThreeelementsofSixSigmaDMAICroadmapExpectedbenefitsofSixSigmaCorporateresultsofSixSigma6TLC,SSEO1.522002-6s -5s -4s -3 s -2s -1s 0 +1s +2s +3s +4s +5s +6s 6s toLSL6s toUSLCp=2Cpk=1.5Cp=2Cpk=1.5Cp=Cpk=21.5sLSL12.5%12.5%75%3.4DPMO3.4DPMOUSLTechnical Definition of Six SigmaTechnical Definition of
6、 Six SigmaTechnical Definition (Motorola)Evolutionto:A Management driven, scientific methodology for product and process improvement which creates breakthroughs in financial performance and Customer satisfaction7TLC,SSEO1.522002What is Six-Sigma?What is Six-Sigma?Managementmandatedanddirectedimprove
7、mentprogramfocusedonbreakthroughsinfinancialperformanceandcustomersatisfactionUsesChampions,BlackBeltsandGreenBeltstofacilitatechangeFocusedoncorebusinessandCustomerneedsAsystematicmethodforprocessandproductimprovementAGreeksymbolformeasuringperformancevariationAmetricforevaluatingperformancequality
8、Astandardofexcellence(3.4defectspermillionopportunities)8TLC,SSEO1.522002Customer Satisfaction + Efficient Systems =Customer Satisfaction + Efficient Systems =Improved ProfitabilityImproved ProfitabilityTwotypesofprojectstoimprovefinancialperformance:Increase Revenue “Grow the Business”ImproveCustom
9、ersatisfaction,sales,capacityandmarketpositionDecrease the Cost of Goods SoldReducevariationanddefectsImproveyieldsUnderstandrootcauseofissuesandeliminatethesourceofproblemsAutomateprocess“workflow”Improveprocessperformanceandreducewasteusingleanprinciples9TLC,SSEO1.522002CenterProcessReduceSpreadOf
10、f-TargetToo Much VariationCentered On-Target The objective is to understand customer requirements and reduce process variation and defectsReduce Process Variation & Defect RatesReduce Process Variation & Defect Rates10TLC,SSEO1.522002Breakthrough and Continuous ImprovementBreakthrough and Continuous
11、 Improvement12345Breakthrough Strategy11TLC,SSEO1.522002Three Emphasis Areas for Six SigmaThree Emphasis Areas for Six SigmaFocusedonproductdesignexcellence,designformanufacturability,Customersatisfactionandcostreductionwithinallcomponentsofthedevelopmentandnewproductintroductionprocess.Focusedonope
12、rationalexcellence,Customersatisfactionandcostreductionwithinallcomponentsoftheoperation.AreasoffocusincludeSales,HR,Finance,Materials,etc.Focusedonproductproductionexcellence,variationanddefectreduction,leanproductiontechniques,Customersatisfactionandcostreductionwithinallcomponentsoftheproductiona
13、nddeliveryprocess.Six Sigma touches on all aspects of the Business Enterprise12TLC,SSEO1.522002Past Improvement Activity Failure ModesPast Improvement Activity Failure ModesUnsuccessful ProjectsNoclearManagementmandateNoroadmapfortheprojectnotsurewherewearegoingNodedicatedresourcesNoManagementandper
14、formancereviewNoabilitytomeasureperformanceandexamineeffectivenessnotsureifweaccomplishedanythingNofinancialROIduringprojectdefinitionandmeasurementatcompletionNoclearanswerasto“why are we doing this project?”13TLC,SSEO1.522002SelectandworkonthemostimportantproblemsandprojectstothebusinessandCustome
15、rAssurethoseprojectsimpactcustomersatisfactionandfinancialperformanceAllocatethetimetogettheworkdoneHaveyourbestpeopleworkonthemProvidethoseindividualswithallthetraining,tools,andresourcestheyneedtomaketheperformancebreakthroughProvideManagementdirection,supportandroutinereviewofperformanceRequireaw
16、ellthoughtout,objectiveanddatadrivensolutionVerifythedollarsavingsofyoureffortsSustainthebenefitsofthesolutionovertimeWhat Makes Six Sigma Work?What Makes Six Sigma Work?14TLC,SSEO1.522002Six Sigma 3 Critical ElementsSix Sigma 3 Critical ElementsDefiningandusingbusiness objectives and metricsthatfoc
17、usourattentiononperformanceanddefectsthataremostimportant to the customerandhavethegreatestpotentialforimpactingthebottomlineDedicatedresources andfocused infrastructure,trainedintheuseofthe6SigmaproblemsolvingandprocessimprovementmethodologySystematic Approachtoimprovingperformanceandreducingdefect
18、swhichareimportanttothecustomer(qualitative&statistical)15TLC,SSEO1.522002Strategic Business and Quality MetricsManagementobjectivesanddashboardformsthecoreofthestrategicBusiness&QualityMetricsandisfloweddowntootherdepartmentsandprocessareastoprovideleadingandlaggingindicatorsofperformanceCSI, Sales
19、, delivery times, cost per unit, Yield, DPU, DPMO, customer response times, Web hit rates, Rework/scrap rates, etc. (Critical Business Elements)16TLC,SSEO1.522002Level 1 ProcessesLevel 2 ProcessesLevel 3 ProcessesLevel 4 ProcessesExecutive DashboardHierarchy of Operational DashboardsHierarchy of Ope
20、rational DashboardsDirector LevelManager LevelEngineering LevelOperator LevelCan we see measurable progress in our key business critical metrics?17TLC,SSEO1.522002Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapDefineIdentifyProject,ChampionandProjectOwnerDetermineCustomerRequirementsandCTQsDefinePr
21、oblem,Objective,GoalsandBenefitsDefineStakeholder/ResourceAnalysisMaptheProcessDevelopProjectPlanMeasureDetermineCriticalXsandYsDetermineOperationalDefinitionsEstablishPerformanceStandardsDevelopDataCollectionandSamplingPlanValidatetheMeasurementsMeasurementSystemsAnalysisDetermineProcessCapabilitya
22、ndBaseline AnalyzeBenchmarktheProcessorProductEstablishCausalRelationshipsUsingDataAnalysisoftheProcessMapDetermineRootCause(s)UsingDataImproveDesignofExperimentsDevelopSolutionAlternativesAssessRisksandBenefitsofSolutionAlternativesValidateSolutionusingaPilotImplementSolutionDetermineSolutionEffect
23、ivenessusingDataControlStatisticalProcessControlDetermineNeededControls(measurement,design,etc.)ImplementandValidateControlsDevelopTransferPlanRealizeBenefitsofImplementingSolutionCloseProjectandCommunicateResultsKey Analytical ToolsProcessMappingandModelingMeasurementSystemsAnalysis&ProcessCapabili
24、tyStatisticalTests,Modeling&RootCauseAnalysisBrainstormingDesignofExperiments,FMEA,&ValidationStatisticalProcessControl18TLC,SSEO1.522002Process Flow for achieving 70%+ ImprovementProcess Flow for achieving 70%+ ImprovementChampionBlack BeltProcess orProductSelectprojectthatisconsideredcriticaltoope
25、rationalsuccessFormteamandfollowDMAICforprojectmanagementReviewperformanceandassureresultsUnderstandrootcauseofproblemDevelopalternativesolutionsandcompletebenefitandriskassessmentReviewandapprovesolutionsValidateSolutionImplementandstandardizeprocesschangesAuthorizeprocesschangeDeterminefinancialbe
26、nefitCommunicateandcelebrateresultsFor a breakthrough to occur everything is on the table19TLC,SSEO1.522002Six Sigma ResultsSix Sigma Results Improved Customer satisfactionAssureproductsandservicesmeetcustomerrequirementsImproved quality, efficiency and cost of goods soldWaste,defectandvariationredu
27、ctionFinancialsavings(hardandsoft)Self-sustaining infrastructureDefinedrolesandresponsibilitiesEmpowerChampions,BlackBeltsandallemployeestomakemeaningfulimprovementsinperformanceCommunication CommonalityLanguage,trainingmaterials,tools&softwareMethodologyExpectationsSolutionsFinancialtracking(establ
28、ish,maintainmetrics)20TLC,SSEO1.522002WeexpectSixSigmatoelevateourcompanytoanentirelynewlevelofoperationalperformance,delivering$1.5billioninEBITcumulativelyby2003fromthecombinedimpactofrevenuegrowth,costreductionsandassetutilization.-Dow1999AnnualReport http:/ http:/ & DOW ResultsHoneywell & DOW Re
29、sults21TLC,SSEO1.522002SixSigmaimplementationcontinuestogainmomentum.Attheendoftheyear2000,therewereabout1,100trainedBlackBeltsandover3,400activeprojects.Thepotentialpretaxbenefitfromactiveprojectswas$700million.-DuPontFourthQuarterandFullYear2000EarningsReport http:/ & DuPont ResultsGE & DuPont Res
30、ultsTheSixSigmainitiativeisinitsfifthyearitsfifthtripthroughtheoperatingsystem.Fromastandingstartin1996,withnofinancialbenefittotheCompany,ithasflourishedtothepointwhereitproducedmorethan$2billioninbenefitsin1999,withmuchmoretocomethisdecade.-GE1999AnnualReport http:/ IISection IISection II Manageme
31、nt Infrastructure for Six SigmaSiteChampionandExecutiveStaffHandsonChampionsMasterBlackBeltBlackBelts/GreenBeltsAllEmployees23TLC,SSEO1.522002Interrelationship Digraph of Six Sigma InfrastructureInterrelationship Digraph of Six Sigma Infrastructure24TLC,SSEO1.522002Site Champion and Executive StaffS
32、ite Champion and Executive StaffFunctionsSetthevisionCreatethemandateforimprovementInitiateandfundtheactivityEstablishandmaintainthereportingstructureResponsibilities (10%+ of time)IdentifyChampionsineachfunctionalareaMonthlyreviewofprojectsbyChampionMeasureChampionresultsTraining4hourExecutiveOverv
33、iew2dayChampionTraining25TLC,SSEO1.522002Hands-On ChampionHands-On ChampionFunctionsCommunicatethevisionCreatethemandateforimprovementProvidedirectionandremovebarriersAchievefinancialresultsandcommunicatesuccessResponsibilities (10%+ of time)IdentifyBlackBeltsandGreenBeltsIdentifyandapproveallSixSig
34、maprojectsBiweeklyreviewofallprojectsMeasureBlackBeltperformanceTraining2dayChampionTraining26TLC,SSEO1.522002Master Black BeltMaster Black BeltFunctionsProvidetechnicalexpertiseonSixSigmaandLeanmethodologytoBlackBeltsandGreenBeltsWorkinsupportoftheBlackBeltandChampionAssistineducationandtrainingact
35、ivitiesResponsibilities (100% of time)Workdailywithteammembers,BlackBeltsandChampionsParticipateinthereviewofprojectsMonitorallSixSigmaprojectsTraining15dayBlackBeltTraining,2yearsminimumasaBlackBeltandaMastersDegreeinarelatedfield27TLC,SSEO1.522002Black Belts and Green BeltsBlack Belts and Green Be
36、ltsFunctionsBlackBelts100%dedicatedfor2yearstoprocessimprovement,GreenBelts20%WorkonimprovementprojectswithotherGreenBeltsandTeamMembersAchievefinancialresultsforeachprojectGoalof$350K+Responsibilities (100 20%+ of time)UsetheDMAICmethodologytocreatebreakthroughsinperformanceReportprogresstotheChamp
37、ionHoldteammeetingsandprovideexcellentprojectmanagementWorkwiththeMasterBlackBeltTraining15dayBlackBeltTraining5dayGreenBeltTraining28TLC,SSEO1.522002All EmployeesAll EmployeesFunctionsWorktoachieveexcellenceindailyworkParticipateinSixSigmaprojectsSupportteamactivitiesIdentifyopportunitiesforimprove
38、mentResponsibilities (5-10%+ of time)ParticipateinSixSigmaactivitiesasrequestedCompleteactionitemsasassignedbytheteamAttendteammeetingsTraining1daySixSigmaEmployeetraining29TLC,SSEO1.522002Section IIISection IIISection IIIDMAIC Breakthrough MethodologyDefineMeasureAnalyzeImproveControl30TLC,SSEO1.52
39、2002DMAIC Process Improvement MethodologyDMAIC Process Improvement Methodology31TLC,SSEO1.522002DMAIC ProcessDMAIC ProcessMetrics(Ys)linkedtoCTQsDefinetheProblemProjectObjectiveProjectGoalPROCESSPROCESSX1X2X3X4Y1Y2Y3Establish ControlsonthecriticalXssotheimprovementswillbemaintainedIdentifywaystoimpr
40、ovetheprocessandvalidatethesolutionMeasure and Analyzedataandprocessperformancetodeterminethecriticalvariablesandrootcauseoftheproblem32TLC,SSEO1.522002Six Sigma DMAIC DefineSix Sigma DMAIC DefineDefine ActivitiesIdentifyProject,ChampionandProjectOwnerDetermineCustomerRequirementsandCTQsDefineProble
41、m,Objective,GoalsandBenefitsDefineStakeholder/ResourceAnalysisMaptheProcessDevelopProjectPlanDefine Quality ToolsProjectCharterandPlanEffort/ImpactAnalysisProcessMappingTreeDiagram33TLC,SSEO1.522002“Define” Flow“Define” FlowEffort/ImpactAnalysisVOC,ExamineCandidateProjectsCompleteSIPOCandProcessMapD
42、evelopandApproveProjectCharterDefineCustomerCTQs34TLC,SSEO1.522002Voice of the Customer (VOC)Voice of the Customer (VOC)VOC is often full of emotions. We need to restate customer statements into fact based, performance requirements that we need to focus onOf course Customers expect perfectionDMAICMe
43、thodologyDefineWhydontyouguyslearnhowtomeetaschedule?YourservicequalitytopoorWhenwillyoulearnhowtoprovideserviceandaCustomerfirstattitude?Whydontyoutelluswhenthereisaproblem?Isentoute-mailaftere-mailwithnoresponse!Whydoyoutryandmakeyourcustomersresponsibleforyourqualityproblems?YourRMAfrequencyisuna
44、cceptable35TLC,SSEO1.522002PerformancetoScheduleDeviationfromscheduleincompletedunits Product -Lagging (Ys) DPU/YieldScrapRework,RMAProcessingtimeWaittimeDeliverytimeAccuracyoftransactionTransactiontimeProductorservicequalityInventorylevelsMaterialsmanagementManufacturingCostofQualityTransactionCycl
45、eTimeCustomersatisfactionMaterialscostsXZYerrorsTemperatureOffsetViscosityPressureDetermining Critical Xs and YsDetermining Critical Xs and YsSupplier,ReceivingandProcessTimesTransactionalandproductdefectsanderrorsbyoperationT&Cs,planningsystems,productionsystems55TLC,SSEO1.522002Translatecustomerre
46、quirementsintoobjectivemeasuresandprioritizeprojectmetricsUsing QFD to Prioritize and Using QFD to Prioritize and Select Project Ys and XsSelect Project Ys and XsDMAICMethodologyMeasure56TLC,SSEO1.522002LargerisBetterAll Processes Need Clear SpecificationsSmallerisBetterTargetzeroandupperspecificati
47、onlimitUSLOne-sided-lowerspecificationlimitonlyLSLTwo-sidedspecificationsLSLUSLTargetisBestPerformance Standards for Each YPerformance Standards for Each YUnacceptableGoodGood Unacceptable Unacceptable Good UnacceptableDMAICMethodologyMeasure57TLC,SSEO1.522002Elements for a data collection planDevel
48、op Data Collection PlanDevelop Data Collection PlanData means nothing without an understanding of what the data is, how it was collected, and the conditions under which it was measuredDataproperlycollectedandanalyzedwillhelpustounderstandtherootcause(s)oftheproblemDMAICMethodologyMeasure58TLC,SSEO1.
49、522002Collect Visual Data to See the ProblemCollect Visual Data to See the ProblemWhere possible use a Digital or Video Camera and capture the defect or process problem. “A picture is worth a thousand words in” understanding and communication of the origin and nature of problems.DMAICMethodologyMeas
50、ure59TLC,SSEO1.522002MSA for Validated MeasurementMSA for Validated MeasurementLong TermCapabilityShort TermCapabilityxA xBxCTrue ValueRepeatabilityReproducibilityAccuracyStabilityFirst period of timeSecond period of timexAxBxC Useful for characterization of variable gages and inspection capabilityT
51、he data is only as good as the quality of the measurementsDMAICMethodologyMeasure60TLC,SSEO1.522002Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapAnalyze ActivitiesBenchmarktheProcessorProductEstablishCausalRelationshipsUsingDataAnalysisoftheProcessMapDetermineRootCause(s)UsingDataAnalyze Quality T
52、oolsStatisticalanalysisofdataCauseandeffectoreventdiagramHistogramParetodiagramRunchartScattergraphDMAICMethodologyAnalyze61TLC,SSEO1.522002Analyze FlowAnalyze FlowProjectDataXsandYsRootCauseAnalysisSummary%Explainedand%UnexplainedAnalysisandStratificationofDataRootCauseValidation62TLC,SSEO1.522002B
53、enchmarkingBenchmarkingNocompanyisthebestatallitdoes.Typicallytherearesomecorecompetenciesthatmakeacompanygreat.Thereismuchtobelearnedbybenchmarkingothercompanieswhoarethebestatwhattheydo.Benchmarking begins with identification of the process or business area we wish to examine.Thisshouldbeclearfrom
54、ourproblemstatementandobjective.Knowledgethatthereareotherwaysofdoingthingscanbeobtainedfrombenchmarking.Benchmarkingoftenspeedsupthesolutiongenerationprocess.DMAICMethodologyAnalyze63TLC,SSEO1.522002Root Cause AnalogyRoot Cause AnalogyLikepullingweedsunlessweaddresstherootthatcausestheproblem,poorr
55、esultswillkeepcomingback.Addressingtheresultsorsymptomsofaproblemwillneverprovidelastingsolutions-givenalittletimetheproblemwillcomebackWe need to understand the Root Cause of the problem from our problem statementDMAICMethodologyAnalyze64TLC,SSEO1.522002Forward Problem Solving Versus BackwardsForwa
56、rd Problem Solving Versus BackwardsForwardProblemSolvingBackwardsProblemSolvingNo Idea of Root CauseStrong Idea of Root CauseDefineProblemCollectProblemRelatedDataAnalyzeDataDetermineRootCause(s)ValidateDeterminewhatisunexplainedDefineProblemListProbableRootCausesCollectSupportingDataValidateDetermi
57、newhatisunexplainedDMAICMethodologyAnalyze65TLC,SSEO1.522002Goalistodeterminecause&effectrelationshipsEvaluate Data to Determine Root CauseEvaluate Data to Determine Root CauseDMAICMethodologyAnalyze66TLC,SSEO1.522002DataVendorPurch.OrderMat.WeekinCollectionAgentDateTypeQuarterorderedLateDeliveries1
58、23Vendor#LateItems0510152025IBMDECHPNECMOTMaterialType#LateItems020406080100Flexc.ConnectorsASICsSMTpartsSolderPurchasingAgent#LateItems0510152025TomShaunaKrisAdamJohnStratify Data to Understand Root CauseStratify Data to Understand Root CauseStratification:Analysisofthesamedatagroupedandclassifiedb
59、ythedatatagstoexaminefrequenciesatdifferentlogicallevelsDMAICMethodologyAnalyze67TLC,SSEO1.522002Collected X and Y dataHypothesistestingt-testF-testANOVAChi-squareLogisticalregressionRegressionanalysisandModelfittingList Of Probable Root Causes and key process sensitivitiesList Of Vital Few Xs and C
60、ritical YsList Of Vital Few Xs and Critical YsDMAICMethodologyAnalyze68TLC,SSEO1.522002Analysis of DataAnalysis of DataProvidestheabilitytovisualizetherelationshipbetweenprocessvariablesandtounderstandthesourceandfundamentalbehaviorofproblemsDMAICMethodologyAnalyze69TLC,SSEO1.522002Analyze the Proce
61、ss Map for Waste Analyze the Process Map for Waste When Mapping the Process Consider the Following:Whatyouthinkitis.Whatitactuallyis.Whatitcouldbe.DMAICMethodologyAnalyze70TLC,SSEO1.522002Check List for Root Cause Determination Check List for Root Cause Determination MeasurementqPoorrepeatabilityqPo
62、orreproducibilityqPooraccuracyqPoorstabilityqPoorlinearityqInvalidmeasurementortestmethodqExcessivetestormeasurementMethodsqIncorrectdefinitionqIncorrectsequenceqMissingdefinitions,implicitrulesqPoorprocesscontrolsqPoormeasurementcontrolsqLackofcriticalinformationqIncorrectinformationqExcessivequeue
63、sorout-timeqHandlingqOrientationqPoormanagementofchangeqIncorrectrevisionMachine (process&test)qMachinemaintenanceorcalibrationqMachinecontrolsorlackofcontrolsqMachinefaultordefectqSoftwareornetworkfaultqMachinerelatedcontaminationqMachinetoolingorfixturesqIncorrectmachineortesterMaterialsqDefective
64、qOff-specificationqContaminatedqImproperstorageconditionsqLabelingoridentificationqIncorrectamountorquantityqImpropertransportationorhandlingqExpirationdateexceededorunknownqProblemwithproductdesignqWrongmaterialsEnvironmentqPhysicalenvironment(temperature,lighting,ESD)qSecurityorsafetysystemsqDistr
65、actionsintheenvironmentqParticulatesqContaminationPeopleqLevelofstaffingqTrainingqCompetencyorexperienceqSupervisionqConflictinggoalsqCompliancewithproceduresqPersonalityissuesqPhysicalabilityorfunctionqCognitiveabilityandfunctionqKnowledgedeficitqCommunicationwithpeersorsupervisorCheck and investig
66、ate all those that apply to the problem under considerationDMAICMethodologyAnalyze71TLC,SSEO1.522002State the problem, then ask why did this problem occur until you reach root cause.MissingPartsontheBoardDuringNPIWHAT?Why?Why?Why?Why?Why?Impropercassetteloading MissingcassetteMachineMalfunctionFaile
67、dtolocatecassettePartnotavailableSupplierproblem OrderincorrectLackofleadtimeDesignchangeCustomerscheduleDesignerrorPerformanceimprovement5 Whys Example5 Whys ExampleDMAICMethodologyAnalyze72TLC,SSEO1.522002RootCauseisachievedwhenwehaveidentifiedthesourceoftheproblem(usethe5+Whyapproach)Foranyproble
68、mtherearetypicallymanyRoots.Theyvaryinfrequencyofoccurrence.Weneedtoknoweachrootandtheirassociatedfrequencyandor%ofimpact.ProperRootCauseidentificationrequiressomeexplanationofthefailuremechanismbasedonunderstandingtheprocess,thephysics,mechanicsorchemistry.WemustbeabletoexplainhowchangesinXcausecha
69、ngesinY(otherwisewedontunderstandit!)RootCauseisverifiedwhenwecanrecreateormanipulatetheproblemTofixtheRootCauseitmustbecontrollableKnowingRootCausedoesnotassureweknowthesolutiontotheproblem.SolutionscanbeformulatedonceweknowtherootoftheproblemRoot Cause(s) DeterminationRoot Cause(s) DeterminationDM
70、AICMethodologyAnalyze73TLC,SSEO1.522002List of Potential Root CausesList of Potential Root CausesFinalinvestigationneedstobemadetodetermineifthefactorsidentifiedareactuallytherootcauseoftheproblemDMAICMethodologyAnalyze74TLC,SSEO1.522002Summarize All Root Cause AnalysisSummarize All Root Cause Analy
71、sisFor each possible root cause, determine those you will verify. Summarize each possible root cause with the following codes:NonContributor(NC)DoesnotcontributetotheproblemPossibleContributor(PC)AfactorwhichmayhaveaneffectontheresponseInsufficientData(ID)Notenoughdatatodeterminetheeffectofthefactor
72、(mayrequireadditionaleffort)Datanotavailable(IDX)DatanotavailableconcerningthefactorRoot Cause (RC)Determined to be a root cause of the problemNonControllableRootCause(RCX)Arootcause;however,outsidethecontrolofthecompany,individualorteamDMAICMethodologyAnalyze75TLC,SSEO1.522002Root Cause(s) Validati
73、on and SummaryRoot Cause(s) Validation and SummaryListallprobableRootCause(s)RankthemintermsofeffectsizeDeterminetheadditionaltestsandormanipulationyouplantousetovalidatethefactors(X)whichhavethegreatesteffectontheresponse(Y)IdentifypotentialmethodsforcontrollingthefactorswhichcreatetheproblemWhenva
74、lidationiscompletesummarizeallselectedRootCause(s)andtheireffectsizeDMAICMethodologyAnalyze76TLC,SSEO1.522002Root Cause Analysis ExampleRoot Cause Analysis ExampleDMAICMethodologyAnalyze77TLC,SSEO1.522002Six Sigma DMAIC ImproveSix Sigma DMAIC ImproveImprove ActivitiesDevelopSolutionAlternativesAsses
75、sRisksandBenefitsofSolutionAlternativesValidateSolutionusingaPilotImplementSolutionDetermineSolutionEffectivenessusingDataImprove Quality ToolsDesignofExperimentsBrainstormingFMEARiskassessmentDMAICMethodologyImprove78TLC,SSEO1.522002Improve FlowImprove FlowBasedonRCABrainstormPotentialSolutions,Cos
76、ts,RisksandBenefitsImplementchangesanddetermineimprovedprocesscapability.ExamineopportunitiesforstandardizationandtranslationDesignExperimentswhereappropriateReviewandapprovesolutionswithManagementTestandValidatesolutionsReach Goals?YNDMAICMethodologyImprove79TLC,SSEO1.522002Use general brainstormin
77、g techniques to generate process and design change ideas which will eliminate the root cause of the problem.Separate ideas into short term and long term.Longtermwithtake3monthsormoretoimplement,shorttermislessthan3months.UsevotingandmanagementinvolvementtogenerateconsensusondirectionofapproachAsingl
78、esolutionisnotrequiredatthispointintheimprovementprocess.2-3shorttermsolutionsshouldbeselectedandranked.1to2longtermsolutionsshouldalsobeselectedforevaluationandexperimentation.Brainstorm Potential SolutionsBrainstorm Potential SolutionsDMAICMethodologyImprove80TLC,SSEO1.522002Consider Solutions Tha
79、t Remove Process WasteConsider Solutions That Remove Process WasteSeven muda:1.Over productionaheadofdemand2.Waitingforthenextprocesssteporinformation3.Transportingmaterialsunnecessarily4.Over processing5.Inventory thatismorethanbareminimum6.Motionbyemployeesthatisunnecessarily7.Producingnon-conform
80、ingpartsFor each area of waste, examine each process step to determine if waste occurs in the operation and how to remove the waste from the production systemDMAICMethodologyImprove81TLC,SSEO1.522002Solutions Centered on Lean MethodsSolutions Centered on Lean MethodsProductionControlMaterialFlowMach
81、ineManagementWorkplaceManagementProcessManagementReduce inventories and production costs while improving qualityDMAICMethodologyImprove82TLC,SSEO1.522002Consider Solutions that Automate the WorkflowConsider Solutions that Automate the WorkflowDatabaseDiscrete TransactionsPerformance Monitoring and I
82、mprovementPeriodic Management ReportsJMPforAnalysisWorkflow AutomationDMAICMethodologyImprove83TLC,SSEO1.522002DOE to Characterize, Improve the Process or DOE to Characterize, Improve the Process or Product and Get Ready to ControlProduct and Get Ready to ControlDMAICMethodologyImproveDesignexperime
83、ntswhichimprovetherobustnessoftheprocess.Improveprocessparameterdesign,tolerancedesignandreducethesourceofdefects.Onceexperimentsarecompletecriticalprocessparametersensitivitiescanbemodeledanddeterminedhowtobetargetedandcontrolled.84TLC,SSEO1.522002Assuresolutioncostsandtimelinesareacceptabletomanag
84、ementDeterminethecomplexityofeachsolutionintermsoftimeandeaseofcompletionIdentifypotentialimpact(changetothebaseline)ofeachsolution.Explainhoweachsolutionwilladdresstherootcauseandimpactrealchangeinperformance.Financialbenefit=benefitofsolutioncosttoimplementAssesstherisksassociatedwitheachsolutiona
85、ndthelikelihoodofoccurrenceDetermineneedtoinvolve/notifycustomerconcerninganyproductorprocesschangesMakesurethatpropervalidationoccursassociatedwiththesolutionpriortoacrosstheboardimplementationEvaluate Cost, Complexity, Impact,Evaluate Cost, Complexity, Impact,Benefit and Risk for Each SolutionBene
86、fit and Risk for Each SolutionDMAICMethodologyImprove85TLC,SSEO1.522002Solution Evaluation FormSolution Evaluation FormEvaluatesolutionalternativestoassurethebestsolutionhasbeenselectedDMAICMethodologyImprove86TLC,SSEO1.522002Evaluating RiskEvaluating RiskEvaluatefailuremodesandprobabilitytominimize
87、anynegativeeffectsofchangestotheproductorprocessDMAICMethodologyImprove87TLC,SSEO1.522002Involve the Champion, Discuss with ManagementInvolve the Champion, Discuss with ManagementOncetheteamhascompletedtheirworkitisnowtimetoreviewsolutionswithManagement.Allowtheteamtobenefitfromafreshperspectiveanda
88、ddManagementsinsightandexperiencetothepriorities.ThisstepimprovesthealignmentofManagementtotheTeamseffortsDMAICMethodologyImprove88TLC,SSEO1.522002Evaluate Improvements in SeriesEvaluate Improvements in SeriesImplement one solution at a time. Allow for sufficient time to determine effect, then move
89、to next solution.(miss,nochange)(hit,improvement)InstalledNewProcessEquipmentDPURetrainedtheWorkforceontheProcessDMAICMethodologyImprove89TLC,SSEO1.522002Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapControl ActivitiesDetermineNeededControls(measurement,design,etc.)ImplementandValidateControlsDeve
90、lopTransferPlanRealizeBenefitsofImplementingSolutionCloseProjectandCommunicateResultsControl Quality ToolsStatisticalProcessControlOutofControlActionPlan(OCAP)DesignChangestoeliminatethedefectDMAICMethodologyControl90TLC,SSEO1.522002“Control” Flow“Control” FlowBasedonSolution,Brainstormappropriateco
91、ntrolstosustainthegainsRealizesavingsanddeterminefinalfinancialbenefitsandROIDeterminelongtermownerandclosetheprojectSelectSPCcontrolswhereappropriateReviewandapprovecontrolplanwithManagementImplementandvalidatecontrols91TLC,SSEO1.5220020510152025191725334149576573818997105113121Process ImprovementP
92、rocess ImprovementProcess ImprovementNo ControlsBenefits Of Control PhaseBenefits Of Control PhaseImprovementTimeDMAICMethodologyControl92TLC,SSEO1.522002Process ControlsProcess ControlsTYPES of CONTROLSMeasurement Based ControlTest & InspectionManagementDashboards&ReviewTest(errorprone)StatisticalP
93、rocessControlInspection(pooreffectivenessandcostly)Documentation Periodic ChecksProcessFlowDiagramsScheduledMaintenanceProductDrawings,SchematicsScheduledCalibrationProcessManagementPlansTrainingandOperatorCertificationWrittenProceduresAuditsTrainingPeriodicManagementReviewsDesignIncentivesDesignout
94、ProductProblemsMeasureswhichareassociatedwithabonusMistakeProofingMeasureswhichareassociatedwithapenaltyRobustDesignConceptsDMAICMethodologyControl93TLC,SSEO1.522002Elements of a Control SystemElements of a Control SystemSensor (measurementtechnology&controlchart)Allowsthesystemtomonitorthecurrentpr
95、ocessperformanceAlarm (controllimitsandtrendrules)Establishlimit(s)andrunruleswhichrequireattentionControl Logic (OCAP)ApredefinedsetofactionstofollowthatarealarmspecificValidate (nextsample)AssuretheactionwaseffectiveAdd alarms where needed and assure we do not ignore valid alarms. SPC methods shou
96、ld be used to establish alarms.DMAICMethodologyControl94TLC,SSEO1.522002Define Sustaining RequirementsDefine Sustaining RequirementsNowthatthesolutionisknownandyouarereadytofinishtheproject.DeterminetheactivitiesthatneedtocontinueaftertheteamisdissolvedDefinewhoisdoingthemnowwhoshouldbethelongtermow
97、ner?DeterminewhoneedstodotheminasustaininglongtermmodeDefinethesetoftasksorsystemsthatmustbeinstalledpriortocompletingtheprojectandbackingoutoftheworkWhatelsewillbeneededtomakethesolutioneffectiveandsustainable?From the above issues, develop a transfer planWhat Vacuum will be created when you leave?
98、DMAICMethodologyControl95TLC,SSEO1.522002Realize the Benefits of ImprovementRealize the Benefits of ImprovementHowdidyoujustifythecostsavingsfortheproject?Whatchangeswillhavetooccurtocreatethesavings?Basedontheimpactofthebenefitsofthesolutionhaveyoumadechangestotheprocesstorealizethebenefits?Possibl
99、e Actions:Re-deploypersonnelReorganizethefloorReduceinventorylevelsinPlanningSystemEliminateinspectionortestoperationsModifyVendor/CustomercontractsOthercostsavingchangestotheoperationDMAICMethodologyControl96TLC,SSEO1.522002Close the Project or Improvement TeamClose the Project or Improvement TeamT
100、hegoalshavebeenmetandtheteamhasbeensuccessfulThesolutionshaveallbeenimplementedanddemonstratedtobeeffectiveAssurealldocumentationiscompleteDeterminewhatstandardizationopportunitiesareavailableMakesuretheaccomplishmentsoftheindividualorteamareappropriatelyrecognizedpersonallyandpubliclyMeasureandcomm
101、unicateresultsoftheproject(benefitsandsavings)Celebrate! We did it!DMAICMethodologyControl97TLC,SSEO1.522002Section IVSection IVSection IVImplementation Strategy98TLC,SSEO1.522002How Do We Do It?How Do We Do It?DefineGoalalignmentRolesandresponsibilitiesDevelopAssemblematerialsIdentifypeopleSelectso
102、ftwareSelecttraining/consultingresourcesDeployExecutiveOverviewChampiontraining/blackbelt&projectselectionBlackBelttraining/projectexecutionManagement review of progressRealizeresults6s99TLC,SSEO1.522002Typical Six Sigma Implementation TimelineTypical Six Sigma Implementation TimelineStart 1st Wave
103、March-August, 20021st MonthSixSigmaExecutiveOverviewTrainingdayChampionSelectionChampionTraining2daysSelectsoftware(JMP)andschedulethetrainingresource(ASQ-SVC)BlackBeltSelectionand1stWaveSixSigmaProjects2nd Month100%CommitmentofBlackBeltstoProcessImprovementBeginBlackBelt,GreenBeltTraining2daysDefin
104、e,3daysMeasure,3daysAnalyze,3daysImprove,3daysControl,scheduledeverythree-fourweeksfor5sessionsBeginManagementReviewofSixSigmaprojectsSelectMasterBlackBelt(HireorContract)6 + Months Realizesavingsfrom1stWave,savingsfundsecondwaveetc.EstablishkeymetricsanddashboardsifnotpresentRegisterinSeptemberforA
105、SQCertifiedBlackBelt2nd Wave September 2002100TLC,SSEO1.522002Expected Cost/Benefits of One Wave of TrainingExpected Cost/Benefits of One Wave of Training101TLC,SSEO1.522002Implementation Case StudyImplementation Case StudyResultsfromonewaveoftrainingasverifiedbytheFinancedepartment102TLC,SSEO1.5220
106、02ASQ-SVC & TLC Team Up for Training ExcellenceASQ-SVC & TLC Team Up for Training ExcellenceSixSigmaImprovementProgramsforWestCoastIndustriesThe Statistical Discovery Software TMWorkflow Modeling and AutomationCertified Black BeltExamDate:October19,2002Registration:August23,2002103TLC,SSEO1.522002JM
107、P and Ultimus Software SupportJMP and Ultimus Software SupportJMPSoftwareforWindowsandMacintoshlinksstatisticswithgraphics,helpingyouexploreyourdata,makediscoveriesandgainknowledgeforbetterdecision-making.SeewhysomayprofessionalchooseJMPastheirquality-improvementtoolofchoiceforSixSigmaandqualityimpr
108、ovement.Ultimussoftwareallowsforeffectiveprocessmodeling,analysisandautomation.TransactionalmodelingandfullworkflowautomationtoolsareavailableusingUltimus.All ASQ-SVC Participants receive software use for six months during their Six Sigma training104TLC,SSEO1.522002Public and On-site TrainingChampio
109、n TrainingSixSigmaforChampions16hrs.$975Mar/21-22/02Black Belt Training and ASQ National Black Belt Certification BBSixSigma“Define”16hrs.$975Apr/4-5/02BBSixSigma“Measure”24hrs.$1475May/1-3/02BBSixSigma“Analyze”24hrs.$1475Jun/5-7/02BBSixSigma“Improve”24hrs.$1475Jul/10-12/02BBSixSigma“Control”24hrs.$
110、1475Aug/7-9/02Green Belt TrainingGBSixSigma“Define”8hrs.$475Apr/12/02GBSixSigma“Measure”8hrs.$475May/10/02GBSixSigma“Analyze” 8hrs.$475Jun/14/02GBSixSigma“Improve” 8hrs.$475Jul/19/02GBSixSigma“Control”8hrs.$475Aug/16/02Low Cost, High Quality, Local Six Sigma TrainingLow Cost, High Quality, Local Six
111、 Sigma TrainingLocationHarmonic,Inc.549BalticWay,Sunnyvale,CA.2nd Wave begins in September105TLC,SSEO1.522002Six Sigma for ChampionsSix Sigma for ChampionsSix Sigma for ChampionsDates:March21-22,2002Audience & Prerequisites:Executiveofficers,DirectorsandManagerswhowilldefineandmanageSixSigmaProjects
112、Content:SectionISixSigmaIntroductionSectionIIManagementInfrastructureforSixSigma,RolesandResponsibilitiesSectionIIIManagingtheDMAICprocessSectionIVProjectSelectionandCharterSectionVImplementationIssues,timelinesandBlackBelt,GreenBeltselectionSectionVIMeasuresofSuccessLocation:Harmonic,Inc.549BalticW
113、aySunnyvale,CABring your own laptop106TLC,SSEO1.522002Black Belt Six Sigma “Define”Black Belt Six Sigma “Define”Black Belt Six Sigma “Define”Dates:April4-5,2002Audience & Prerequisites:ThoseindividualswhowillworkonbreakthroughprojectsasthePRIMARYfocusoftheirworkactivities.Allindividualsarerequiredto
114、haveaprojecttoworkonandanidentifiedChampionfortheproject.Content:SectionISixSigmaIntroductionSectionIIIdentifyProject,ChampionandOwnerSectionIIIDetermineCustomerRequirementsandCTQsSectionIVDefineProjectStatement,Objectives,GoalsandBenefitsSectionVDefineResource/StakeholderAnalysisSectionVIDevelopPro
115、jectPlanSectionVIIMaptheProcessSectionVIIIProjectLeadershipLocation:Harmonic,Inc.549BalticWaySunnyvale,CA.Bring your own laptop107TLC,SSEO1.522002Green Belt Six Sigma “Define”Green Belt Six Sigma “Define”Green Belt Six Sigma “Define”Date:April12,2002Audience & Prerequisites:Thoseindividualswhowillwo
116、rkonbreakthroughprojectsastheSECONDARYfocusoftheirworkactivities.AllindividualsarerequiredtohaveaprojecttoworkonandanidentifiedChampionfortheproject.Content:SectionISixSigmaIntroductionSectionIIDetermineCustomerRequirementsandCTQsSectionIIIDefineProjectStatement,Objectives,GoalsandBenefitsSectionIVD
117、efineResource/StakeholderAnalysisSectionVDevelopProjectPlanSectionVIMaptheProcessLocation:Harmonic,Inc.549BalticWaySunnyvale,CA.Bring your own laptop108TLC,SSEO1.522002Project Based and Value OrientedProject Based and Value OrientedAll training is Hands On and applied to your companys projects. All
118、training is done with computer applications. Complete the training and complete a project.Seating is limited! 20 seats per class.Registration InformationYoucanregisteron-lineusingwww.asq-svc.orgorwww.dr-.OrregisterfortheSixSigmapubliccoursesbycontactingTomLittleat(925)-285-1847orbye-maildrlittledr-.
119、www.asq-svc.orgwww.dr-109TLC,SSEO1.522002Six Sigma Executive Overview SummarySix Sigma Executive Overview SummaryTherearetremendousimprovementandsavingsavailabletocompaniesintheiroperationsiftheywillmobilizetheirresourcestowardreductionofwasteandimprovementofqualitySixSigmarequiresLeadershipfromtheE
120、xecutiveStaffTheroadmapisclearandthemethodsforimprovementarewelldefinedSoftwaretoolsmakethedatacollectionandanalysisclearDevelopmentofanimplementationandtrainingplanisthenextstep110TLC,SSEO1.522002Books:E.L.Grant&R.S.Leavenworth,Statistical Quality Control(NewYork:NY,McGrawHill,1996).D.C.Montgomery,
121、Design and Analysis of Experiments.(NewYork:NY,JohnWiley&Sons,1996).G.E.Box,J.S.Hunter&W.G.Hunter,Statistics for Experimenters: An Introduction to Design, Data Analysis, and Model Building(NewYork:NY,JohnWiley&Sons1978).Damelio,Robert.(1996).The Basics of Process Mapping.ProductivityPress,Portland,OR.Web Sites:ThomasA.LittleConsultingatwww.dr-ASQSiliconValleySectionatwww.asq-svc.orgSoftware:SASJMPcontactSASI382StanwickStreetBrentwood,CA945131-925-285-1847drlittledr-www.dr-References & ResourcesReferences & Resources
