Six sigma

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Mohammad Mostafizur RahmanProcess Support, COP

Introduction to Six Sigma

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Six Sigma history.Quality Management Quality Costs TQM.Six Sigma Definition.COPQ Vs Six Sigma.Process and Data analysis.Six Sigma Tools and Techniques.Process Define and Improve.Defects and DPMO.Six Sigma Math.Specification and Control Limits.Sigma Vs DPMO.Six Sigma Belts.

.

Outline

Benefits achieved by Companies

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Quality

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Dimensions of Quality

Quality of a product or service is measured by eight dimensions

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Dimensions of Quality

Performance : Main features like for a car Engine HP, Gear, Speed etc

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Dimensions of Quality

Features : Supplementary features like for a car Seat Covers, Color etc

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Dimensions of Quality

Reliability : Probability of a product or service malfunction or failing within a specified time period.

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Dimensions of Quality

Conformance: Meeting established standards.

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Dimensions of Quality

Durable: Measure of product life. Amount of time a product can be used.

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Dimensions of Quality

Serviceability: easy of repair, Availability of services, duration and cost of to repair.

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Dimensions of Quality

Aesthetics: Objective dimension of quality. How a product will be rated on the ground of personal choice. How it feels, Sounds, Smells etc.

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Dimensions of Quality

Perceived: Perceived Quality refers to what consumers perceive to be the quality of a product based on image, advertising, and brand name reputation

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Quality Control Vs Quality Assurance

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Quality Management System

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Quality Management System

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Plan Quality

Perform Quality Assurance

Perform Quality Control

Steps in Quality Management

Identify Quality Requirement Define Standards.

Audit Quality Requirement. Ensure Appropriate Quality

Standards are used

Monitoring , recording result of execution.

Recommend necessary change.

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Non

conf

orm

ance

cos

t.

Prevention Cost Training. Doc Processing. Equipment. Time to do right.

Appraisal Costs Testing. Inspection.

Cos

t of

Con

form

ance

Cost of QualityCost Incurred to prevent nonconformance to the quality over the life cycle of a product. Internal Failure

Cost Rework. Scrap.

External Failure Cost Liabilities. Warranty work. Lost of business.

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Cost of Poor Quality

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Total Quality Management (TQM)

all members of an organization participate in improving processes, products, services and the culture in which they work.

management approach to long–term success through customer satisfaction.

A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies increase their quality and productivity:

Create constancy of purpose for improving products and services. Adopt the new philosophy. Cease dependence on inspection to achieve quality. End the practice of awarding business on price alone; instead, minimize total cost by working with a

single supplier. Improve constantly and forever every process for planning, production and service. Institute training on the job. Adopt and institute leadership. Drive out fear. Break down barriers between staff areas. Eliminate slogans, exhortations and targets for the workforce. Eliminate numerical quotas for the workforce and numerical goals for management. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit

system. Institute a vigorous program of education and self-improvement for everyone. Put everybody in the company to work accomplishing the transformation.

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Definition

Definition

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Six Sigma is a rigorous and a systematic methodology that utilizes information (management by facts) and statistical analysis to measure and improve a company's operational performance, practices and systems by identifying and preventing 'defects' in manufacturing and service-related processes in order to anticipate and exceed expectations of all stakeholders to accomplish effectiveness.

Definition

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Philosophy

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COPQ Vs Sigma Level

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Process

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Data Analysis

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Control Chart

Benchmarking

Design of Experiment

Six Sigma TT

Flow Chart

Process Analysis

Cause and Effect Diagram

Histogram, Pareto Chart

Ran Chart

Regression Analysis

Sensitivity Analysis

Technological Advancement

Rewarding and Recognition

Kano Model

Voice Of Customer

SIPOC

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Kano ModelThe Kano Model is used to visually model the customer provided characteristics versus the level of satisifaction each characteristic delivers. It is used after gathering the Voice of the Customer (VOC) phase. It is often used in A DFSS project and works with Quality Functional Deployment (QFD).

Objective: Gather all the customer to deliver the most satisfying product, process, or service.

•Dissatisfying - annoying features - avoided characteristics •Mandatory expectations - basics - must have characteristics •Customer needs - reasonable expectations - performing features •Delighters - surprise - innovators - unexpected features

It is a graphical model that shows the relationship between each characteristic to the level of customer satisfaction.It is used to organize and prioritize activities to design and/or improve.

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Kano Model

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FMEA

A failure modes and effects analysis (FMEA) is a procedure in product development and operations management for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. A successful FMEA activity helps a team to identify potential failure modes based on past experience with similar products or processes, enabling the team to design those failures out of the system with the minimum of effort and resource expenditure, thereby reducing development time and costs. It is widely used in manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry. Failure modes are any errors or defects in a process, design, or item, especially those that affect the customer, and can be potential or actual. Effects analysis refers to studying the consequences of those failures.

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FMEA

FailureThe loss of an intended function of a device under stated conditions.

Failure modeThe manner by which a failure is observed; it generally describes the way the failure occurs.

Failure effectImmediate consequences of a failure on operation, function or functionality, or status of some item

Indenture levelsAn identifier for item complexity. Complexity increases as levels are closer to one.

Local effectThe failure effect as it applies to the item under analysis.

Next higher level effectThe failure effect as it applies at the next higher indenture level.

End effectThe failure effect at the highest indenture level or total system.

Failure causeDefects in design, process, quality, or part application, which are the underlying cause of the failure or which initiate a process which leads to failure.

SeverityThe consequences of a failure mode. Severity considers the worst potential consequence of a failure, determined by the degree of injury, property damage, or system damage that could ultimately occur.

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FMEA

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FMEAExample FMEA Worksheet

Item / Functio

n

Potential

Failure mode

Potential

Effects of

Failure

S (severit

y rating)

Potential

Cause(s)

O (occurr

ence rating)

Current control

s

D (detecti

on rating)

CRIT (critical characteristic

RPN (risk

priority number

)

Recommended actions

Responsibility

and target

completion date

Action taken

New S

New O

New D

New RPN

Fill tub

High level

sensor never trips

Liquid spills on customer floor

8

level sensor failedlevel

sensor disconnected

2

Fill timeout based on time to fill to

low level

sensor

5 N 80

Perform cost analysis of

adding additional

sensor halfway

between low and high level

sensors

Jane Doe

10-June-2011

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FMEAExample FMEA Worksheet

Step 1: OccurrenceIn this step it is necessary to look at the cause of a failure mode and the number of times it occurs

Rating Meaning

1No known occurrences on similar products or processes

2/3 Low (relatively few failures)

4/5/6Moderate (occasional failures)

7/8 High (repeated failures)

9/10Very high (failure is almost inevitable)

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FMEAExample FMEA Worksheet

Rating Meaning1 No effect

2 Very minor (only noticed by discriminating customers)

3 Minor (affects very little of the system, noticed by average customer)

4/5/6 Moderate (most customers are annoyed)

7/8 High (causes a loss of primary function; customers are dissatisfied)

9/10Very high and hazardous (product becomes inoperative; customers angered; the failure may result unsafe operation and possible injury)

Step 2: Severityfailure modes are: Electrical short-circuiting, corrosion or deformation. A failure mode in one component can lead to a failure mode in another component, therefore each failure mode should be listed in technical terms and for function. Hereafter the ultimate effect of each failure mode needs to be considered. A failure effect is defined as the result of a failure mode on the function of the system as perceived by the user.

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FMEAExample FMEA Worksheet

Rating Meaning

1 Certain - fault will be caught on test

2 Almost Certain

3 High

4/5/6 Moderate

7/8 Low

9/10 Fault will be passed to customer undetected

Step 3: Detection

The assigned detection number measures the risk that the failure will escape detection. A high detection number indicates that the chances are high that the failure will escape detection, or in other words, that the chances of detection are low.

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FMEAExample FMEA Worksheet

Risk priority number (RPN)

After ranking the severity, occurrence and detectability the RPN can be easily calculated by multiplying these three numbers: RPN = S × O × D

Process Definition and Improvement

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Process Definition and Improvement

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Defect opportunity and DPO

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Defect opportunity and DPO

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Six Sigma Math

Range

MedianStandard Deviation

Range

Mean

DeviationMode

Confidence Interval

Variance

Median

Null Hypothesis

Calculation of Std.

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Calculation of Std.

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Calculation of Std.

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Calculation of Std.

Calculation of Std.

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Probability Distribution

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Limits

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Under Normal Distribution 99.7 % outcome will fall under 3 Std

Deviation

Limits

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Six Sigma Process

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Process Shift

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Sigma Vs DPMO

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Six Sigma Approach

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Implement Six sigma

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Process Management helps us maintain good results as we perform our Mission.

Strategic planning helps us “focus” on key projects to reach our Vision.

Process Improvement using the DMAIC process helps us fix work problems and improve our Performance.

To be successful as an organization, we must learn how to effectively apply ALL three (3) areas.

Strategic Planning

Process Improvement

ProcessManagement

Six Sigma

Application Area

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Six Sigma Methods Production

DesignService

Purchase

HRM

Administration

QualityDepart.

Management

M & S

IT

Trainings

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Q&A