Six Sigma Presentation - Espanol

1 DPC - South America - Six Sigma Program

Master Black Belt in Six Sigma

Edson Silveira de Oliveira

March, 2004


Contenido

• Quien Somos: “Du Pont”….….”DuPont Performance Coatings”

• Que es Six Sigma ?

• Por Que Decidimos Implementarlo ? Valores ?

• Cómo lo aplicamos y donde?

• Cómo funciona?

• En que estamos trabajando en Du Pont?

• Ejemplo...


Quien somos: “Du Pont” ?

Du Pont es una compañía científica mundial, conocida por algunos de sus inventos que revolucionaron al mundo en el siglo XX y que ofrece productos y soluciones en mercados como:

•Alimentos y Nutrición•Construcción•Textiles•Transporte•Electrónicos•Salud


Du Pont Performance Coatings

Es el mayor fabricante a nivel mundial en Pinturas Automotrices e Industriales. Creada en 1999 a partir de la fusión de DuPont Automotive Finishes y Herberts (División de Pinturas de Hoescht).

Posee operaciones en 36 países a nivel mundial que suministran pinturas automotrices e industriales en los 5 continentes.

Divisiones


Du Pont Performance Coatings Venezuela

Pinturas Automotrices e Industriales

Mercado Automotriz(Region Andina)

REFINISHOEM


Contenido





• Cómo funciona?


• Ejemplo...


What is Six Sigma ?

“Six sigma quality means the virtual elimination of defects from every process, product and transaction in our company…

It is a key part of how we will do business well into the next century...

However, the real impact of Six Sigma is that it is a business management process and not just a quality metric.”

Chad HollidayChairman & CEODuPont CompanyFebruary 26, 1999


Six Sigma is a ...

• Vision – Practically flawless execution

• Philosophy– “The way we do work.”

• Business Improvement & Development Methodology– Touches all facets of the business

– Measurable financial impact

• Performance Metric / Goal– Performance measure

– Yardstick

10

DPC - South America - Six Sigma Program

Benchmarking Results

1,000,000

100,000

10,000

1,000

100

10

13 4 5 6 72

Sigma Scale of Measure

restaurant bills

Doctors’ prescription writing

IRS tax advice(phone in)

airline baggage handling

DuPontaverage

world classperformance

DuPont safety

11


Evolution of Six Sigma in the USA

1992 1995 2000

• ABB• Motorola• TI• IBM• DEC• Kodak • AlliedSignal

• Nokia• Sony • Navistar• Whirlpool• Bombardier• GenCorp• Siebe Foxboro • Lockheed Martin• John Deere

• Siemens• Compaq• Seagate• PACCAR• Toshiba

• DuPont• Dow Chemical

• Air Products• Honeywell• Johnson Controls• Maytag• Praxair• Ford • Johnson & Johnson

• GE

1985

funded fulldevelopment

of methodology current

benchmark

Six Sigma was originally developed for parts manufacturing, to provide a quality-driven competitive advantage…

… and is now seen as a key to growth in profits & share price.

… then was expanded beyond manufacturing…

12


Contenido





• Cómo funciona?


• Ejemplo...

13


“La única garantía para nuestro negocio es un cliente satisfecho”1- Enfoque en el Cliente

Darle al cliente lo que quiere, ni más ni menos.

2- El Cliente define la Calidad

Bien la primera vez = Menor costo

5- La Variabilidad es el Enemigo

Tomar decisiones en base a data4- Actuar con pruebas

3- Medición es la ClaveNo sabemos lo que no medimos.

6- Aumento del Conocimiento ColectivoPersonas con conocimientos y herramientas para la mejora continua

Valores de Seis Sigma

14


Satisfying the Stakeholders

• Customers – maximum value in offering relative to cost.• Employees – wages, benefits, job security.• Shareholders – profit dividends and share price

appreciation.

• “The only source of a paycheck is the customer.”

• The customer is the common denominator and the key to satisfying the needs of all of our stakeholders !

Who are they and what do they want ?

15


PurposeID Customer Needs

Address Customer Needs

Achieve Customer Satisfaction Gain Competitive Advantage

End Result: Sustainable Profit

Stakeholders:• Customer• Employees• Shareholders

All stakeholders’ needs will be met when the customers are satisfied.

ask & listen

improve or develop the

process through SIX SIGMA

increase revenue&/or reduce cost

- can be internal, external, or both !

16


Unleashing Potential with Six SigmaRisk vs Knowledge

Knowledge

Ris

k

Science

• data• discipline• good decisions• confidence• innovative

Art

• chaos• firefighting• waste• fear• “change averse”

Move along curve using 6

• enhance process knowledge• exploit to reduce defects and/or create new offerings

17


Costos de Baja Calidad

• 6 sigma <10% de las Ventas

• 5 sigma 10-15% de las Ventas




Sigma Costos

Existen buenas oportunidades de Reducción de Costos!!!

18


Value of Six Sigma

profit

total cost of goods sold

theoretical cost

cost of poor quality

profit

theoretical cost


without 6

Theoretical

COPQ

profit

theoretical cost

with 6

healthybusinessprice erosionG1 sales price

Improvement Projects ExampleImprovement Projects Example

19


profit

Value of Six Sigma

profit

total cost of goods sold

theoretical cost


profit

theoretical cost

without 6

healthybusiness

price erosion

Develop the offering so there is “no” COPQ

G1 sales price

theoretical cost

profit

with 6

Development Projects ExampleDevelopment Projects Example

20


Value of Six Sigma

market share

balance of market

without 6with 6

total market

market share

non-strategic

potential market share

market share

non-strategic

potential strategic

new share

growth

market share

non-strategic

potential market share

potential strategic

market share

non-strategic

new share

with 6

Top Line Growth Example

21


Contenido





• Cómo funciona?


• Ejemplo...

22


Which Business Function Needs It?

• All facets of the business !• Every task is a process.• Every process has at least one customer and one output.• Six Sigma focuses on improving the outputs !

manufacturing

HR

QA

R&D

admin

supply chain

engineering

sales & marketing

IT

mergers & acquisitions

23


Contenido





• Cómo funciona?


• Ejemplo...

24


The Six Sigma Process – High Level

business strategy ideas – internal / external

1. xxxxxxxxx2. xxxxxxxxx3. xxxxxxxxx4. xxxxxxxxx5. xxxxxxxxx6. xxxxxxxxx

“evergreen” project list

Six Sigma Projects1. xxxxxxxxxxxxx2. xxxxxxxxxxxxx3. xxxxxxxxxxxxx

project selection

DMAIC &DMADV

Six Sigma teamsproject validationrealize benefit

translation

25


CTX Flowdown

y

y

Y

y y y y

Projects

Y

MEASURE

GOAL

BENCHMARKING

ACTUAL PERFORMANCE

y y

CTS

CTQ

CTP

Projects Definition

26


Six Sigma Process – Project Level

Within a Six Sigma Project we…

• Translate a business challenge to a defect elimination, variability reduction problem, or development need

• Formulate this problem as a statistical problem

• Solve the statistical problem using tools and techniques taught in this course (or suggested by your MBB)

• Convert the statistical learning into business benefits and actions.

• Ensure gains are sustained long after project completion.

BusinessProblem

PracticalProblem

StatisticalProblem

StatisticalSolution

PracticalSolution

BusinessSolution

27


Project Types & Methodologies

Click link for more information on project types

DMAIC DMADV (DfSS)

DefineMeasureAnalyzeImproveControl

DefineMeasureAnalyzeDesignVerify

Methodology Spectrum

Baseline Projects

Improvement Projects

Design Projects

Top Line Growth Projects

28


DMAIC – Phases & Deliverables

D1:D2:D3:

Project CTQ’sProject CharterProcess Map

M4:M5:M6:M7:M8:M9:

Project YPerformance StdsData Collection PlanProject Y DataProcess CapabilityImprovement Goal

A10:A11:A12:

Prioritized List of X’sList of Vital Few X’sFinancial Opportunity

I13:I14:

Proposed SolutionPiloted Solution

C15:C16:C17:

Sustained SolutionProject DocumentationTranslation Opportunities

29


DMADV – Phases & Deliverables

30


Design for Six Sigma is...

DfSS is the set of Six Sigma philosophies, principles, methods, and tools applied to development work. Typically DMADV is associated with DfSS.

31


© 1994 Six Sigma Academy

It All Starts with the Customer

• Six Sigma works from RIGHT to LEFT !

– ID customer and find out what’s critical for them (CTQ)

– Define what process output(s) (Y’s) most closely relate to the CTQ

– Determine what process controls and inputs (X’s) most affect the output

– Identify modes of operation in the X’s to dramatically improve Y and delight the customer

• Final solution = optimal arrangement and control of the X’s

• Old school solution = Inspect Y and throw out the bad!

Supplier(s)

Inputs Output(s)

Process Customer(s)

X’s(inputs)

X’s(process)

Y’s

CTQ’s

32


Process Map

C&E Matrix & FMEA

Multi-Vari Studies

Hypothesis Testing

Screening DOE’s

DOE’s / Trial Exps

Optimized Process

Dynamics of Execution Strategy

Control Plan

The “Funnel Effect”30 to 50 Inputs (X’s)

10 to 15 X’s

8 to 10 X’s

4 to 8 X’s

3 to 6

Vital X’s

34


(DPC South América)

Green Belts(Venezuela)

(9)

Black Belts(Venezuela)

(2)

Green Belts(Brasil)

(100)

Black Belts(Brazil)

(4)

Champion Deployment(South America)

(1)

Personal Six Sigma

Master Black Belt(South America)

(1)

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Six Sigma Methodology: Summary

• Disciplined, Data-based approach

• Focuses on the customer and critical outputs

• Works upstream to control process X’s instead of

relying on inspection and testing

• Attacks variation, defects and “hidden” costs / wastes

• Directly affects quality, cost, cycle time and financial

results

• Ensures a predictable operation

36


Contenido





• Cómo funciona?


• Ejemplo...

37


Ideal First Six Sigma Project

• Historical and current data accessible• Good fit with Six Sigma methodology & tools • Strong support/sponsorship in place

– Clearly linked to real business need– Part of your ongoing work

• Not capital intensive• Achievable in 4 - 5 months for improvement; 6-10

months for development (i.e. turnover to process owner)

• Clearly quantifiable savings or revenue enhancement, with minimum risk to external factors

• High probability of success

40


Baseline Projects

• DMAIC

• Existing

• Broad or Focused - situational

• 1 or more Y’s - situational

• Improvement; Defect Identification & Reduction

• Primarily Special Cause

• 2 to 4 Months

• Stable Process, “Quick Hit” Imps, & “Child” 6 Project Charters

• Varied (none to $MM’s)

Methodology

Process

Approach

CTQ’s Y’s

Focus

Variation

Duration

Output

Benefit

41


Improvement Projects

• DMAIC

• Existing

• Focused

• 1-2 Y’s

• Improvement / Defect Reduction

• Special and Common Cause

• 4 to 6+ Months

• Improved Processes with Enhanced Capability

• > $175K PTOI (Pre-Tax Operating Income)

Methodology

Process

Approach

CTQ’s Y’s

Focus

Variation

Duration

Output

Benefit

42


Examples of Improvement Projects

• Cycle Time Reduction Projects– Reduce the time required to complete manufacturing

processes or transactional activities. Example: Return empty railcars to supplier faster to reduce railcar storage (demurrage) charges.

• Defect Reduction Projects– Reduce or eliminate defects in quality. Example: Eliminate

defects in pigment color.

• Consumption Reduction Projects– Reduce or optimize the consumption of costly raw material,

contract service or energy. Example: Reduce amount of Lime required for neutralization.

43


Development Projects

• DMADV or DMAIC (DMADV more typical)

• New or Redesigned

• Broad and Systemic

• Many Y’s

• Design or Re-Design

• Primarily Common Cause

• 6-12 Months (capital developments are longer)

• 6 Process, by Design

• Typically Large & Often Soft

Methodology

Process

Approach

CTQ’s Y’s

Focus

Variation

Duration

Output

Benefit

44


Examples of Development Projects• Cycle Time Reduction

– Reduce the time required to complete manufacturing processes or transactional activities. Example: Design a new bidding process for reverse auctions that reduces time to completion by 3 days

• Defect Reduction Projects– Reduce or eliminate defects in quality. Example: Develop a new

training program for operators that results in a reduction in poor quality polymer

• Demand Creation Projects– Develop new marketing programs to create demand for an

existing product. Example: Work with customers and partners to create new marketing plan for fire extinguishent resulting in significant new sales

45


Definition of Top Line Growth

• The application of 6 Sigma to compel customers to buy more, resulting in increased value for DuPont and the Customers. (official 6/02)

• TLG is a specific result area focused on profitably growing revenue.

• Either DMAIC or DMADV may be used.

46


Top Line Growth Projects• DMAIC or DMADV

• New or Redesigned

• Either Narrow and Focused or Broad and Systemic

• One Y or Many Y’s

• Improvement, Design, or Re-Design

• Special Cause and/or Common Cause

• 4 to 6+ for Improvement type TLG; 6+ for Development

• 6 Process, by either Improvement or Design

• High $ Value and Hard $; SBU Specific but typically > $500M

Methodology

Process

Approach

CTQ’s Y’s

Focus

Variation

Duration

Output

Benefit

47


Examples of TLG Projects

• Demand Creation Projects– Develop new marketing programs to create demand for

an existing product. Example: Work with customers and partners to create new marketing plan for fire extinguishent resulting in significant new sales

• Defect Reduction Projects– Reduce or eliminate defects in quality. Example:

Eliminate defects in pigment quality

• Platform Development Projects– Develop an extension or upgrade to an existing process

or product to create a new product Example: ???

48


TLG• Product Development • Application Development• New Market Development• At the Customer, For the Customer

Could deliver cost savings or TLG

TLG or Effectiveness• Quality Improvement• Service Improvement• Pricing Process Improvement• Selling Effectiveness• Advertising/Communication

Improvement• Branding Effectiveness• Channel Effectiveness• Sales Lead Management

PTOI

Hard, soft, & one-time PTOI Hard, soft, & one-time PTOI

Deliver TLG

“TLG Focus Areas”

49


Time for a Wrap-up

Can you…• Describe what Six Sigma is in terms of its:

– purpose and value ?

– strategy and focus ?

– methodology ?

• Describe how DMAIC or DMADV works to translate customer needs into high-performing processes ?

50


Contenido





• Cómo funciona?


• Ejemplo...

51


“MEJORAS EN EL SERVICIO DE ENTREGAS A TIEMPO DE

PRODUCTOS OEM”

Green Belt: Carlos A. Calabrese S.

Status del Proyecto :Medición / Análisis / ExperimentaciónAGOSTO 2003

Proyecto Six Sigma

52


Resumen del ProyectoDescripción del Proyecto:Nuestra participación en el Mercado Andino es de un 75%, lo que nos coloca como un proveedor estratégico en la región..En base a esto debemos garantizar en todo momento un flujo contínuo de los materiales que són utilizados en el proceso de pintura de los vehículos.

Objetivo y Alcance del Proyecto:Incrementar el nivel de servicio a clientes OEM Andinos.

Variables CTS (Y´s):• % Servicio OEM •Cambios de Producción por Fallas de Suministro.•Cambios de Producción por Fallas de Calidad en los Productos.

Situación y Desempeño Actual:sigma:Y= 3,00 sigma (Short Term)

Meta del Proyecto:sigma:Y= 4,5 sigma (ST)

Beneficios:• Mantener e Incrementar Participación en los clientes OEM.• Garantizar el flujo contínuo del proceso de pintura de las ensambladoras.• Fabricar los productos que realmente requieren reposición de inventario en la línea.• Garantizar 100% de satisfacción en Servicio de Materiales Entregados a Tiempo.

53


Fase Diseño de ExperimentoESTRATEGIA:

• Se implementará un Sistema de Reposición de Inventario KAMBAN bajo la modalidad de “Teoría de Restricciones”, controlado por un Semáforo:

Stock de Seguridad

Producción y Reposición

Inventario OK en almacén

54


Stock de Seguridad

Consumo Zona Amarilla

Inventario 0

Fase Diseño de Experimento

55


Stock de Seguridad

Consumo Zona Amarilla

Inventario 0


56


Stock de Seguridad

Producción y Reposición

Inventario OK en almacén


57


ACTUAL

Liberación de Materiales

Ensambladoras

rojo

azul

PROPUESTO

Fase Resultados

58


Hallazgos:

Variación entre las Cantidades de Materiales Solicitados y los realmente Consumidos.

Solicitudes Adicionales y Adelantos de Materiales frecuentes.

Retraso por parte del Cliente en las Entregas de las Liberaciones.

Mejora Planteada:

Implementación de un Sistema de reposición de Inventarios bajo el esquema KAMBAN

para el Suministro de Materiales a la Ensambladora.

Beneficios:

100% de Servicio en Entregas a Tiempo y Completo (100% Satisfacción del Cliente)

Mantener e Incrementar el % de Participación de Nuestros Clientes OEM

El Suministro dependerá de la demanda real (Consumo) de la línea.

Inventarios óptimos ajustados a las necesidades reales (Reducción de Inventario).

Optimización de los Recursos de Manufactura (Facilities & Personal) ya que el sistema de

planificación de la producción estará basado en las necesidades reales.

Fase Conclusion

Six Sigma Presentation - Espanol

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