Six Sigma
Six Sigma
Six Sigma
Basics
A new way of doing business Wise application of statistical tools within a structured methodology Repeated application of strategy to individual projects Projects selected that will have a substantial impact on the bottom line
Six Sigma
Practical: Emphasis on financial result. Start with the voice of the customer.
Design
Administration
Production
IT
M&S
Knowledge Management
General Electric
In 1995 GE mandated each employee to work towards achieving 6 sigma The average process at GE was 3 sigma in 1995 In 1997 the average reached 3.5 sigma GEs goal was to reach 6 sigma by 2001 Investments in 6 sigma training and projects reached 45MUS$ in 1998, profits increased by 1.2BUS$
MOTOROLA
At Motorola we use statistical methods daily throughout all of our disciplines to synthesize an abundance of data to derive concrete actions. How has the use of statistical methods within Motorola Six Sigma initiative, across disciplines, contributed to our growth? Over the past decade we have reduced in-process defects by over 300 fold, which has resulted in cumulative manufacturing cost savings of over 11 billion dollars*.
Robert W. Galvin Chairman of the Executive Committee Motorola, Inc.
*From the forward to MODERN INDUSTRIAL STATISTICS by Kenett and Zacks, Duxbury, 1998
Positive quotations
If youre an average Black Belt, proponents say
youll find ways to save $1 million each year Raytheon figures it spends 25% of each sales dollar fixing problems when it operates at four sigma, a lower level of efficiency. But if it raises its quality and efficiency to Six Sigma, it would reduce spending on fixes to 1% The plastics business, through rigorous Six Sigma process work , added 300 million pounds of new capacity (equivalent to a free plant), saved $400 million in investment and will save another $400 million by 2000
Negative quotations
Because managers bonuses are tied to Six
Sigma savings, it causes them to fabricate results and savings turn out to be phantom Marketing will always use the number that makes the company look best Promises are made to potential customers around capability statistics that are not anchored in reality Six Sigma will eventually go the way of the other fads
Barriers to implementation
Barrier #1: Engineers and managers are not interested in mathematical statistics
Barrier #2: Statisticians have problems communicating with managers and engineers Barrier #3: Non-statisticians experience statistical anxiety which has to be minimized before learning can take place Barrier # 4: Statistical methods need to be matched to management style and organizational culture
Statisticians
Technical Skills
BB
MBB
Black Belts
Soft Skills
Reality
Six Sigma through the correct application of statistical tools can reap a company enormous rewards that will have a positive effect for years or Six Sigma can be a dismal failure if not used correctly ISRU, CAMT and Sauer Danfoss will ensure the former occurs
Six Sigma
The precise definition of Six Sigma is not important; the content of the program is A disciplined quantitative approach for improvement of defined metrics Can be applied to all business processes, manufacturing, finance and services
Strong leadership (Jack Welch, Larry Bossidy and Bob Galvin personally involved) Initial focus on operations Aggressive project selection (potential savings in cost of poor quality > $50,000/year) Training the right people
Publicise success
Data Facts
INDUCTION INDUCTION
DEDUCTION
DEDUCTION
Improvement cycle
PDCA cycle Plan Act Check
23
Do
Alternative interpretation
Prioritise (D) Hold gains (C) Measure (M)
Interpret (D/M/A)
Statistical background
Some Key measure
Target = m
Statistical background
Control limits +/ - 3 s
Target = m
Statistical background
Required Tolerance
LSL USL
+/ - 3 s
Target = m
Statistical background
Tolerance
LSL
+/ - 3 s
USL
Target = m
+/ - 6 s
Six-Sigma
Statistical background
Tolerance
LSL
+/ - 3 s
USL
1350 pp m
1350 pp m
Target = m
+/ - 6 s
Statistical background
Tolerance
LSL
+/ - 3 s
USL
0.001 pp m
1350 pp m
1350 pp m
0.001 pp m
Target = m
+/ - 6 s
Statistical background
Six-Sigma allows for un-foreseen problems and longer term issues when calculating failure error or re-work rates Allows for a process shift
Statistical background
Tolerance
LSL
1. 5 s
USL
0 ppm
3. 4 ppm
66803 ppm
3. 4 ppm
+/ - 6 s
Performance Standards
s
2 3 4 5 6
Process performance
PPM
308537 66807 6210 233 3.4
Defects per million
Yield
69.1% 93.3% 99.38% 99.977% 99.9997%
Long term yield
Current standard
World Class
Performance standards
First Time Yield in multiple stage process Number of processes 1 10 100 500 1000 2000 2955 3 4 5 6
93.32 99.379 99.9767 99.99966 50.09 93.96 99.77 99.9966 0.1 53.64 97.70 99.966 0 4.44 89.02 99.83 0 0.2 79.24 99.66 0 0 62.75 99.32 0 0 50.27 99.0
ISO 9000
Proponents claim that ISO 9000 is a general system for Quality Management In fact the application seems to involve
an excessive emphasis on Quality Assurance, and standardization of already existing systems with little attention to Quality Improvement
We need ISO 9000 to become a certified supplier, Not we need to be the best and most cost effective supplier to win our customers business
EFQM Model
A tool for assessment: Can measure where we are and how well we are doing Assessment is a small piece of the bigger scheme of Quality Management: Planning Control Improvement EFQM provides a tool for assessment, but no tools, training, concepts and managerial approaches for improvement and planning
This many people have been trained This many companies have been certified
Bias Towards Orthodoxy: Weak or no empirical evidence to assess the relationship between efforts and results
ISO 9000
Data
Deduction Induction
Hypothesis
No Checking with Empirical Evidence, No Learning Process
Increase yield Reduce delivery time Increase inventory turns Improved customer satisfaction Reduce product development time
Alignment of customers, strategy, process and people Significant measurable business results Large scale deployment of advanced quality and statistical tools Data based, quantitative
*Adapted from Zinkgraf (1999), Sigma Breakthrough Technologies Inc., Austin, TX.
*Adapted from Zinkgraf (1999), Sigma Breakthrough Technologies Inc., Austin, TX.
Black Belts
Six Sigma practitioners who are employed by the company using the Six Sigma methodology work full time on the implementation of problem
solving & statistical techniques through projects selected on business needs become recognised Black Belts after embarking on Six Sigma training programme and completion of at least two projects which have a significant impact on the bottom-line
Champions or enablers
High-level managers who champion Six Sigma projects they have direct support from an executive management committee orchestrate the work of Six Sigma Black Belts provide Black Belts with the necessary backing at the executive level
Further down the line - after initial Six Sigma implementation package
Master Black Belts
Black Belts who have reached an acquired level of statistical and technical competence Provide expert advice to Black Belts
Green Belts
Provide assistance to Black Belts in Six Sigma projects Undergo only two weeks of statistical and problem solving training
Key traits
Knowledge of statistical techniques Ability to manage projects and reach closure High level of analytical skills Ability to train, facilitate and lead teams to success, soft skills
Control
DMAIC
Improve
Project support for Six Sigma Black Belt candidates Access to ISRUs distance learning facility
No.
Start
End
Duration
1/5 1/12 1/19 1/26 2/2 3/9 3/16 3/23 3/30 4/6 4/13 4/20 4/27 5/4 5/11 5/18 5/25 6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27
1 2 3 4 5 6 7 8 9
Champions Day Intial 3-day Black belt sessions Administration Day Project support (Workshop 1) Black Belt training (Measurement phase) Project support (Workshop2) Black Belt training (Analysis phase) Project support (Workshop 3) Black Belt training (Improvement phase)
03/02/03 04/02/03 07/02/03 11/02/03 17/02/03 25/03/03 14/04/03 06/05/03 26/05/03 17/06/03 07/07/03 29/07/03
03/02/03 06/02/03 07/02/03 11/02/03 21/02/03 25/03/03 18/04/03 06/05/03 30/05/03 17/06/03 11/07/03 30/07/03
1d 3d 1d 1d 1w 1d 1w 1d 1w 1d 1w 2d
10 Project support (Workshop 4) 11 Black Belt training (Control phase) 12 Project support (Follow up)
5 weeks of training
Define
Measure
Analyze
Improve
Control
Measurement phase
Topics covered include:
Quality Tools Risk Assessment Measurements Capability & Performance Measurement Systems Analysis Quality Function Deployment FMEA
Example - QFD
A method for meeting customer requirements Uses tools and techniques to set product strategies Displays requirements in matrix diagrams, including House of Quality Produces design initiatives to satisfy customer and beat competitors
House Of Quality
Importance
1. Customer requirements
4. Relationship matrix
2. Competitive assessment
Engineering changes
Analysis phase
Topics include:
Hypothesis testing Comparing samples Confidence Intervals Multi-Vari analysis ANOVA (Analysis of Variance) Regression
Improvement phase
Topics include:
History of Design of Experiments (DoE) DoE Pre-planning and Factors DoE Practical workshop DoE Analysis Response Surface Methodology (Optimisation) Lean Manufacturing
Recognising significant factors which influence a process Setting these factors to get maximum output
Control phase
Topics include:
Control charts SPC case studies EWMA Poka-Yoke 5S Reliability testing Business impact assessment
Temporary upsets
Natural boundary
Results of SPC
An improvement in the process Reduction in variation Better control over process Provides practical experience of collecting useful information for analysis Hopefully some enthusiasm for measurement!
Project support
Initial Black Belt projects will be considered in
Week 1 by Executive management committee, Champions and Black Belt candidates
Projects will be advanced significantly during the training programme via:
continuous application of newly acquired statistical techniques workshops and on-going support from ISRU and CAMT delivery of regular project updates by Black Belt candidates
Project execution
Black Belt
Review Training
ISRU, Champion
ISRU Application
ISRU, Champion
Conducting projects
Traditional
-Project leader is obliged to make an effort. -Set of tools . -Focus on technical knowledge. -Project leader is left to his own devices. -Results are fuzzy. -Safe targets. -Projects conducted on the side.
Six Sigma
-Black Belt is obliged to achieve financial results. -Well-structured method. -Focus on experimentation. -Black Belt is coached by champion. -Results are quantified. -Stretched targets. -Projects are top priority.
The right support + The right projects + The right people + The right tools + The right plan = The right results
Champions Role
Communicate vision and progress Facilitate selecting projects and people Track the progress of Black Belts Breakdown barriers for Black Belts Create supporting systems
Champions Role
Measure and report Business Impact
Lead projects overall Overcome resistance to Change
Project selection
Define Select: - the project - the process - the Black Belt - the potential savings - time schedule - team
Project selection
Projects may be selected according to:
1. A complete list of requirements of customers.
Outcome Examples
Reduce defective parts per million Increased capacity or yield Improved quality Reduced re-work or scrap Faster throughput
Key Questions
Is this a new product - process? Yes - then potential six-sigma
Key Criteria
Is the potential gain enough - e.g. saving > $50,000 per annum? Can you do this within 3-4 months? Will results be usable? Is this the most important issue at the moment?
Reasons
Because we are experts in the application of industrial statistics and managing the accompanying change We want to assist companies in improving performance thus helping companies to greater success We will act as mentors to staff embarking on Six Sigma programmes
Mission statement
"To promote the effective and widespread use of statistical methods throughout European industry."
Consultancy
We have long term one to one consultancies with large and small companies, e.g. Transco Prescription Pricing Agency Silverlink To name but a few
Training
In-House courses
SPC QFD Design of Experiments Measurement Systems Analysis
On-Site courses
As above, tailored courses to suit the company Six Sigma programmes
European projects
The Unit has provided the statistical input into many major European projects Examples include Use of sensory panels to assess butter quality Using water pressures to detect leaks Assessing steel rail reliability Testing fire-fighters boots for safety
European projects
Eurostat - investigating the multi-dimensional aspects of innovation using the Community Innovation Survey (CIS) II - 17 major European countries involved determining the factors that influence innovation Certified Reference materials for assessing water quality - validating EC Laboratories New project - Effect on food of the taints and odours in packaging materials
Benefits
Better monitoring of processes Better involvement of people Staff morale is raised Throughput is increased Profits go up
Distance Learning
your time
your place your study pattern your pace
Distance Learning
http://www.ncl.ac.uk/blackboard Clear descriptions Step by step guidelines Case studies Web links, references Self assessment exercises in Microsoft Excel and Minitab Help line and discussion forum Essentially a further learning resource for Six Sigma tools and methodology
Case study
Cool
Grind
Pack
Sealed coffee
Moisture content
Analyse 4. Establish product capability 5. Define performance objectives 6. Identify influence factors
Improvement opportunities
USL
USL
Diagnosis of problem
CTQ
CTQ
CTQ
CTQ
Discovery of causes
Man Machine Material
6. Identify factors
Moisture%
Amount of added water Reliability of Quadra Beam Weather conditions
Method
Measurement
Mother Nature
Discovery of causes
Regelkaart voor for moisture% Control chart Vocht%
5.2 1 1
Individual Value
-3.0SL=3.390 3.2 0 10 20 30 40 50
Observation Number
A case study
Potential influence factors
Improve 7. Screen potential causes 8. Discover variable relationships 9. Establish operating tolerances
Experimentation
How do we often conduct experiments?
Experiments are run based on: Intuition Knowledge Experience Power Emotions X X X X X X: Settings with which an experiment is run.
Experimentation
A systematical experiment: Organized / discipline One factor at a time Other factors kept constant
Procedure:
X: First vary X1; X2 is kept constant O: Optimal value for X1. X X X: Vary X2; X1 is kept constant. : Optimal value (???)
X
X X X X X X X XO X X X X
X2
2 X2 2 X3
low
low
X1
high
X1
high
Water
Batch size
A case study
4.25
4.15
4.05
3.95
53
105
157
209
261
313
365
417
469
521
573
625
677
729
781
833
885
937
989
4.25
4.15
4.05
3.95
53
105
157
209
261
313
365
417
469
521
573
625
677
729
781
833
885
937
989
Results
Before slong-term = 0.532
Process Capability Analysis for Moisture Process Capability Analysis for Moisture
Process Data USL 12.6000 USL 13.0000 Target * Target * LSL * LSL 9.0000 Mean 11.0026 Mean 10.9921 Sample N 490 Sample N 200 StDev (Within) 0.335675 StDev (Within) 0.105808 StDev (Overall) 0.531635 StDev (Overall) 0.102497
USL USL
Within Within Overall Overall
Result
Potential (Within) Capability Potential (Within) Capability Cp * Cp 6.30 CPU 1.54 CPU 6.33 CPL * CPL 6.28 Cpk 1.54 Cpk 6.28 Cpm * Cpm * Overall Capability Pp Overall Capability * PPU 0.96 Pp 6.50
9 9
10 10
11 11
12 12
13 13
Exp. "Overall" Performance PPM < LSL Performance * Exp. "Overall" PPM > USL 1987.68 < LSL 0.00
Observed Performance PPM < LSL Performance * Observed PPM > USL 0.00 PPM < LSL 0.00
Exp. "Within" Performance PPM < LSL Performance * Exp. "Within" PPM > USL 1.79 PPM < LSL 0.00
Benefits
Benefits of this project
slong-term < 0.100 Ppk = 1.5 This enables us to increase the mean to 12.1%
Per 0.1% coffee: 100 000 Euros saving
Project closure - Documentation of the results and data. - Results are reported to involved persons. - The follow-up is determined
- Knowing the financial impact made it easy to find priority for this project.
Re-cap I!
Structured approach roadmap Systematic project-based improvement Plan for quick wins
Find good initial projects - fast wins Often and continually - blow that trumpet
Publicise success
Re-cap II!
DMAIC is a basic training structure Establish your resource structure
- Make sure you know where external help is
Fit the training programme around the company needs - not the company around the training Embed the skills
- Everyone owns the successes
ENBIS
All joint authors - presenters - are members of:
Pro-Enbis or ENBIS. This presentation is supported by Pro-Enbis a Thematic Network funded under the Growth programme of the European Commissions 5th Framework research programme - contract number G6RT-CT-2001-05059