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1、SixSigmageneralSixSigmageneralDC/vv/17812Bekaert Consulting FranceContents3What is Six Sigma?As measure for process capabilityA methodology3How to implement Six Sigma?3Conditions for successDC/vv/17813Bekaert Consulting France1What is Six Sigma?DC/vv/17814Bekaert Consulting FrancePROCESSinputresultE
2、xellent results require excellent processes Deliver (nearly) always the desired results Reduce variabilityAmbition : 6 Sigma Process Capability( 3.4 defects pm)Six Sigma as measure for process capabilityDC/vv/17815Bekaert Consulting FranceDefects and the Hidden FactoryManufacturing Variation Causes
3、A Hidden FactoryIncreased Cost - Lost CapacityYield After Inspection or TestEach defect must be detected, repaired and placed back in the process. Each defect costs time and money.ScrapScrapReworkReworkHidden FactoryNOTOKOperationOperationInputsInputsInspectInspectFirst Time First Time YieldYieldOKT
4、ime, cost, people90% 90% Customer QualityCustomer QualityDC/vv/17816Bekaert Consulting France3To increase a process performance, you have to decrease variation.Importance of Reducing Variation3Less variation providesGreater predictability in the processLess waste and rework, which lowers costsProduc
5、ts and services that perform better and last longerHappier customersDC/vv/17817Bekaert Consulting FranceLSLUSLDefectsProcess CapabilityInadequate Design MarginInadequate Process CapabilitySupplier VariationInadequate Measurement Capabilityaverage “Variation” and “Process Capability”DC/vv/17818Bekaer
6、t Consulting France23456308,53766,8076,2102333.4 PPMProcessCapabilityDefects per Million Oppty.6Sigma?% Non-Defective69.1%93.32%99.379%99.9767%99.99966%DC/vv/17819Bekaert Consulting France6 6 Cp = 2Cpk = 1,51,5 6 n = 66 and Cp, CpkDC/vv/178110Bekaert Consulting FranceWhy ppm ? * 1,5 shiftApproachCla
7、ssicalNew,410,3320,663141,334,51,5Number of sigma in half the tolerance intervalCp561,662 Cpk*_0,160,50,8311,161,5Ppm*_66.8106.2071.3502333,4Cost of quality(%)_25 %15 %10 %7,5 %5 %DC/vv/178111Bekaert Consulting FranceIf we accept 99.9 % good, then.31 h non drinkable water each month3500 failed surge
8、ries each week in FranceIn France :32 babies falling off the labour table each day31000 lost letters per hour315000 cheque on the wrong account each dayDC/vv/178112Bekaert Consulting FranceCompanies involved in Six Sigma today :3Some results that were published in the press :Dupont : benefits exceed
9、 $150 million / year (Dow Jones Business News - February 2, 2000).Dow : Savings of about $250.000 per project. Annual savings $ 1 billion (Chemical week magazine -March 1, 2000).Black & Decker : Expects earnings per share growth of at least 15 % for the next three years (Reuters News Service - Febru
10、ary 15, 2000).Allied Signal: Cost savings exceeding $800m since 1995General Electric: most admired company three years running, and consistently increasing growth and profit. Cost savings exceeding $2BGeneral Domestic Appliances: Cost savings of 7,5m 1999/2000DC/vv/178113Bekaert Consulting FranceCom
11、panies involved in Six Sigma today :3Generic Six Sigma MetricsSeasoned Black Belts complete three to five projects annually$150.000 - $200.000 average savings per projectAnnual savings delivered per Black Belt $450.000 - $1.000.000Rule of thumb for numbers of Black Belts: 1-3% of employeesDC/vv/1781
12、14Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178115Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough imp
13、rovement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178116Bekaert Consulting FranceA SYSTEMATIC APPROACH.Selection ofprojectsManaging theimprovementprojectsSustainingthe gainsBusiness strategy & resultsSignificant gainsThink processProject filtersL
14、eadership buy-inProject ManagementTraining (BB/GB/YB)TeamworkReview of progressReward & recognitionProject levelOrganizational levelDC/vv/178117Bekaert Consulting FranceSelection of projects : PRIORITIZE3Contributing to your BUSINESS RESULTS!3Look for SIGNIFICANT GAINS within REASONABLE TIMING3Use t
15、he correct PROJECT FILTERS!Value for the customerDefects per unitCost of poor qualityCycle time3Ensure LEADERSHIP BUY-INDC/vv/178118Bekaert Consulting France Managing for improvement - Training.Enhanced improvement realisation skills * Leadership * Master Black Belt (MBB) * Black Belt (BB) * Green B
16、elt (GB) * Yellow Belt (YB)DC/vv/178119Bekaert Consulting FranceControlControlDefine the problem6 SIGMADMAIC AnalyseImproveMeasureDefine stepsConfirm gains, goalsFormalise customer supplier relationsGet voice of the customer in the projectFormalise the modified processImplement SPCEvaluate resultsLe
17、arning pointsDevelop measurements of CTQSelect critical imputsPrepare data collectionRealise R&R studyMeasure process capabilityProcess analysis (value)Data analysisRoot cause analysisStatistical data handling (regression, DOE, multi vary) Imagine solutionsEvaluate solutionsChoose optimal solutionAn
18、alyse risksPlan implementation Managing for improvement : The roadmap (1)DC/vv/178120Bekaert Consulting France5/ Verify5/ Verifyvalidatevalidate1/Define 6 SIGMADMADV 3/ Analyse4/ Design2/ MeasureBusiness caseCharter developmentMulti generation planProject riskControl plansMistake proofingUpscalingVa
19、lidationImplementation planingSIPOCStakeholder analysisVoice of the customerQFDQ requirementsConcept generationConcept selectionMapping and simulationProactive reliability TolerancingDOEModelling Design excellence : the roadmap 2DC/vv/178121Bekaert Consulting FranceApply project management principle
20、s. Regular management reviews of progress Removing the barriersManaging for improvement - Roadmap (2)DC/vv/178122Bekaert Consulting FranceBuilding upon teamworkTeambuildingTeambuildingAccess to informationAccess to informationCross-functionalSupport from other departmentsManaging for improvement-Mob
21、ilizing (1)DC/vv/178123Bekaert Consulting FranceReward & recognitionCommunicationVisualising resultsManaging for improvement-Mobilizing (2)DC/vv/178124Bekaert Consulting FranceSustaining the gains : project level3Implement effective control plans3Conduct regular training focussed on the process3Revi
22、ew the improved process regularlyDC/vv/178125Bekaert Consulting FranceSustaining the gains : organizational level3Create a system to continually identify and launch new projects3Creating critical mass for achievement culture Black, green and yellow belt trainingBlack Belts in daily operationsDeploym
23、entX nDC/vv/178126Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178127Bekaert Consulting FranceBreakthrough?3Look for SIGNIFICANT GAINS 50% increase
24、 in First Pass Yield50% reduction in Scrap 50% reduction in Downtime50% increase in Capacity3Focuses on HIGH VOLUME / high risk products3Project is work at least $250k to the bottom linePS : applicable for large volume processes !3REASONABLE TIMING : 6 to 8 months3Significant MOBILIZATION of the who
25、le company (training, approach, .)DC/vv/178128Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178129Bekaert Consulting France already known/used new (
26、e.g. Statistics)Solid & soundly based toolsetDC/vv/178130Bekaert Consulting France .Think PROCESSINPUTOUTPUTX1X2X3.YDC/vv/178131Bekaert Consulting FranceThe Funneling EffectOptimized Process30+ Inputs8 - 104 - 83 - 6Found Critical XsControlling Critical Xs10 - 15All Xs1st “Hit List”Screened ListMEAS
27、UREProcess mappingMeasurement system analysisCapability studiesANALYZECause & effects matrixFMEAMulti-vari studiesIMPROVEDesign of experimentsCONTROLCo ntrol plansStatisctical Process Control (SPC)DC/vv/178132Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough
28、improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178133Bekaert Consulting FranceDeployment throughout the organization3Extensive training program of all potential project leaders.3Clear and visible management buy-in and support.3A significant
29、 number of improvement projects.3SIX SIGMA imbedded in the systems and procedures.3Integration in the organizationDC/vv/178134Bekaert Consulting France2How to implement Six Sigma?DC/vv/178135Bekaert Consulting FranceThe implementation strategy :The way we see it3Do not create a separate organization
30、!3The implementation of Six Sigma is seen as a project on its own until it is imbedded in the organization!3Implement in WAVES!3Have people to support Six Sigma and people who make it happen.DC/vv/178136Bekaert Consulting France6 sigma wave implementationMobilize key decision makersEvaluate potentia
31、l projects Mobilize key players (leadershipworkshop)Green Belt training2 weeksAssessDeploy and prepare new waves Prparation Implementation DeploymentBlack Belt training4 weeksImplement the projectsPrepare implementationDC/vv/178137Bekaert Consulting FranceThe roles 3Six Sigma Sponsor/ChampionFacilit
32、ate or support implementation of Six Sigma.Lead by example : believer, partner, challenger, coach, helper, sounding board.Set clear priorities.Provide necessary resources.Define/suggest new projects.Reviewing progress of projects.3Six Sigma Black BeltBe catalyst for new culture and overall approach.
33、Review project charters using filters.Complete the projects (applying the method and achieve results).ReportingSharing of experiences between other black belts.DC/vv/178138Bekaert Consulting FranceThe roles 3Six Sigma Master Black BeltCoaches a group of black belts with special emphasis on the metho
34、dology.Supports the project selection processConducts several forms of trainingOwns six sigma technical development3Six Sigma project sponsor/championSupports the project leaderRecognizes the teamEliminate all obstacles/barriersIdentify project opportunities3Six Sigma Team MembersStick to agreed tim
35、ing and actions.Act as a team.Communicate with own line management on timely basis.3Six Sigma Green BeltComplete the project (applying the method and archieve results) (in his own “fields”)Reporting DC/vv/178139Bekaert Consulting France3Conditions for successDC/vv/178140Bekaert Consulting FranceSucc
36、ess conditions3Strong leadership 3Mobilize all key players3Good project charters 3Create critical mass3Provide the right training on the right moment.3Support structure3Resources allocation ($ and people)3Profile, availability and management of the project leaders (BB, GB)3Good monitoring and review
37、 of projects.3Strong strategic fit3Communication, communication, communicationDC/vv/178141Bekaert Consulting FranceCharacteristics of a good Six Sigma project3Identifies a problem to be solved, not a solution to be implemented3The problem is of major importance to the organisationclearly connected t
38、o business priorities and strategymajor improvement in performance metricsmajor financial improvement3Clear quantitative measures of successdefine performance baselinegoals for this project + due datetheoretical perfect performance3Ambitious timing - reasonable scope: doable in 9 to 12 months3Import
39、ance is clear to the organisation (to get support)3Project has the approval and support of management (resources, barriers)3Project charter: contract between project manager and managementDC/vv/178142Bekaert Consulting FranceProject TitlesReduce human errors in productionEliminate degradantsCapacity
40、 debottlenecking of XYZ productionPerformance improvement plant AIncrease capacity production plants D & EOptimise visual & semi- auto inspection in productionCycle time reduction solids productionImprove tablets stabilityReduce Cost of Non-Conformance for suspensionsReduce scrap & waste in packagin
41、gResolve in-homogeneity problemsOptimise filling volume controlReduce cleaning costDC/vv/178143Bekaert Consulting FranceProject Titles (contd)Improve yield at subcontractorDowntime reductionCost competitiveness A & B linesImprove environmental managementEnhance lab productivity & respons timesOptimi
42、se purchase order sizeOptimise purchase cost fold box, labels, insertsOptimise package order sizeOptimise purchase process for congress & symposiaReduction text & design costReduction purchase cost chemicalsReduction destroyed goods costReduction sea freight costsDC/vv/178144Bekaert Consulting Franc
43、eProject Titles (contd)Streamline standard costing processStreamline busisness plan review processImprove worldwide costing process & systemsEnhance invoice administrative processesStreamline budget headcount processOptimise personnel & salary administration processOptimisation of maintenance costOptimise tax accountsImprove IM desktop activitiesImprove technical development process for R123Reduce deviations in IRF/NDA stability testingImprove validation effectivenessSolve DEF stability problems结束结束
