Introduction

1

Introduction

2

Name Work experience Background in continuous

improvement activities Expectations

Introductions

3

3sProcess Centered

• Process is slightly

WIDER than the

specifications,

causing waste and

cost of poor quality

6sProcess Centered

• Process FITS well

within the

specifications, so

even if the process

shifts, the values

fall well within

tolerances

Lower

Specification

Limit

Upper

Specification

Limit

Determined by

the customer

-6s

Determined by

the customer

+5s +6s

3sProcess

+4s+1s +2s +3s-2s -1s-4s -3s-5s

WASTE

-6s 0

6sProcess

+4s+5s+6s+1s +2s+3s-2s -1s-4s -3s-6s -5s 0

WASTE

What is Six Sigma?

Six Sigma is MUCH

more than this!

Metric based on standard deviation

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A statistical number ◦ 3.4 parts per million defective

(+/- six standard deviations with mean shift of +/-1.5s)

A proven, powerful five-step methodology for improving any process◦ Define - Measure - Analyze - Improve -

Control◦ Tools are nothing new, but extremely

powerful when executed in strict sequence

A culture, a mindset◦ the relentless pursuit and

elimination of variation A business methodology

What is Six Sigma?

Sigma Defects 2 308,537 3 66,807 4 6,210 5 233 6 3.4

A Six Sigma business lives these concepts in everything they do.

0.150.140.130.120.110.100.090.08

Upper SpecLower Spec

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5

6s is: a comprehensive business

methodology for achieving breakthrough improvement in performance by linking metrics and goals to innovation

6s is not: a quality initiative from the

quality department

What Six Sigma is and is not

The elevator speech: Six Sigma is the relentless pursuit of

variation reduction in all business processes.

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6

Black Belts are individuals that are trained in the application of Six Sigma philosophy. Black Belts typically receive 160 hours of training and work full-time on projects.

They are change agents, and by working with the employees, will increase knowledge through the acquisition of data.

Working together will make this philosophy part of the company culture in all aspects of the business.

What are Black Belts?

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7

The Six Sigma Infrastructure

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Accelerating 6s Activity:

Every employee is actively involved in process improvements using DMAIC tools,

resulting in measurable improvements.

100%

All employees

5 - 20%

Green Belts

1 - 2%

BBs

Champions

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Measureprocess flow, IPO, C&E, metrics, etc.

Course Outline

Statistical toolsAnalyze & ImproveCpk, control charts, DOE

ControlSOP, control charts

No Defects

Statistical toolsStat

istic

al to

ols

We have a toolbox of techniques to help us reduce defects:

PF / CE / CNX / SOP / ……….DOE / etc.

The Main Idea:

Y = f(x)Y is the dependent output variable of a process. It is used to monitor a process to see if it is out of control, or if symptoms are developing within a process. It is a function of the Xs that contribute to the process. Once quantified through Design of Experiment, a transfer function Y=f(X) can be developed to define the relationship of elements and help control a process.

Y is the output measure, such as process cycle time or customer satisfaction. f(x) is the transfer function, which explains the transformation of the inputs into the output. x is any process input process step that is involved in producing the output.

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Definition of a Process (SIPOC) I P O Inputs Process Output(x = Sources of Variability) f( ) (Y = Measures of Performance)

Process(Activity)

A blending of inputs to achieve the

desired outputs

Perform a service

Produce a product

Complete atask

Material

Machine

Measurement

Methods

Mother Nature

Manpower

Any sequence of events that can be described with a SIPOC can be improved with DMAIC

Supp

lier

Customer

11VI-4