ankit vijayvargiya
TRANSCRIPT
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SIX SIGMA
ANKIT VIJAYVARGIYA
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What is Six Sigma? Six Sigma is a highlydisciplined process that helps us focuson developing and delivering near-perfect productsand services.
Why Sigma? The word is a statisticalterm that measures how far a givenprocess deviates from perfection. Thecentral idea behind Six Sigma is that if you can
measure how many defects you havein a process, you can systematicallyfigure out howto eliminate them and get as close tozero defects as possible.
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Sigma ( )
A term used in statistics to represent standarddeviation, an indicator of the degree of variation in a set of measurements or a
process. A one-sigma process produces691462.5 defects per million opportunitiesapercentage of satisfactory outputs of only30.854%.
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Standard deviation
A measure of the spread of data points inrelation to the mean. Its the mostcommon measure of variation in a setof data
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Six Sigma
A philosophy of managing that focuses oneliminating defects through practices thatemphasize understanding, measuring, and
improving processes. Its based on thestatistical concept of six sigma, measuring aprocess at only 3.4 defects per millionopportunities (DPMO).
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DPMO at sigma levels
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HISTORICAL PERSPECTIVE ONSIX SIGMA
In the mid-1980s, Motorola, under the leadership of Robert W. Galvin, was the initial developer of SixSigma. Most credit the late Bill Smith for inventingSix Sigma; Smith, a senior engineer and scientistwith n Motorolas Communications Division, hadnoted that its final product tests had not predicted thehigh level of system failure rates Motorola wasexperiencing. He suggested that the increasing levelof complexity of the system and the resulting highnumber of opportunities for failure could be possible
causes for this. He came to the conclusion thatMotorola needed to require a higher level of internalquality, and he brought this idea to then-CEO BobGalvins attention, persuading him that Six Sigmashould be set as a quality goal.
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Six Sigma: DMAIC
Methodology Define
Measure Analyze Improve
Control
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Define Key Items
Customers, Value, Problem Statement Scope, Timeline, Team Primary/Secondary & OpEx Metrics Current Value Stream Map Voice Of Customer (QFD)
(Quality Function Deployment)
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Measure
Establish measurement capability Validate the database (transactional) Gage R&R (Repeatability & Reproducibility) Calibration is not enough
Many (or most) measurement systems are not capable How good is the data you are using to make decisions?
Fix the measurement system Enables calculation of process capability Enables calculation of alpha & beta risks
This step is often skipped
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Analyze(and fix the obvious)
Find all KPOVs & KPIVs(Key Process Output Variables; Key Process
Input Variables)
FMEA, DOE, critical Xs, VA/NVA(Failure Modes Effects Analysis; Design Of
Experiment)
Graphical Analysis, ANOVA(Analysis Of Variance) Future Value Stream Map
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Control
Management of Change Owned by project champion and value stream
manager Critical to long term success of project
Physical and cultural changes Measurement controls
On-going metrics
Visual Controls Enable workers to self-manage the process
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Next Project
DefineCustomers, Value, Problem Statement
Scope, Timeline, Team
Primary/Secondary & OpEx Metrics
Current Value Stream Map
Voice Of Customer (QFD)
MeasureAssess specification / Demand
Measurement Capability (Gage R&R)
Correct the measurement system
Process map, Spaghetti, Time obs.
Measure OVs & IVs / Queues
Analyze ( and fix the obvious)Root Cause (Pareto, C&E, brainstorm)
Find all KPOVs & KPIVs
FMEA, DOE, critical Xs, VA/NVA
Graphical Analysis, ANOVA
Future Value Stream Map
ImproveOptimize KPOVs & test the KPIVs
Redesign process, set pacemaker
5S, Cell design, MRS
Visual controls
Value Stream Plan
ControlDocument process (WIs, Std Work)
Mistake proof, TT sheet, CI List
Analyze change in metrics
Value Stream Review
Prepare final report
ValidateProject $
ValidateProject $
ValidateProject $
Validate
Project $Celebrate
Project $
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Develop a focused Problem Statement and Objective Develop a Process Map and/or FMEA Develop a Current State Map Identify the response variable(s) and how to measure them Analyze measurement system capability Assess the specification (Is one in place? Is it the right one?)
PracticalProblem
ProblemDefinition
Characterize the response, look at the raw data Abnormal? Other Clues? Mean or Variance problem?
Time Observation Spaghetti Diagram Takt Time Future State Maps Percent Loading Standard Work Combination Use Graphical Analysis, Multi-Vari, ANOVA and basic
statistical tools to identify the likely families of variability
ProblemSolution
Identify the likely Xs 5S Set Up Time Reduction (SMED) Material Replenishment Systems Level Loading / Line Leveling Cell Design Visual Controls Use Design of Experiments to find the critical few Xs Move the distribution; Shrink the spread; Confirm the results
ProblemControl
Mistake Proof the process (Poka-Yoke)
Tolerance the process Measure the final capability
Place appropriate process controls onthe critical Xs Document the effort and results
IdentifyProblem
Strategic Link to Business Plan defined in Project Selection Process Defined Business Impact with Op Ex Champion support Structured Brainstorming at all organizational levels Cause and Effect Diagrams identifying critical factors Primary and Secondary Metrics defined and charted Multi-Level Pareto Charts to confirm project focus
Plan Execute
Execute Plan
k h h f
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16/2016
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Breakthrough performancegains
2 308,5373 66,8074 6,2105 2336 3.4
2 308,5373 66,8074 6,2105 233
6 3.4
PPMPPM
(Distribution Shifted 1.5 )
ProcessCapability
ProcessCapability
Defects per MillionOpportunities
Defects per MillionOpportunities
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Basic ImplementationRoadmap
Understand and DefineEntire Value Streams
Deploy Key Business Objectives- Measure and target (metrics)- Align and involve all employees
- Develop and motivate
Define, Measure, Analyze, Improve
Identify root causes, prioritize, eliminate waste,make things flow and pulled by customers
Control-Sustain Improvement
-Drive Towards Perfection
Identify Customer Requirements
Vision (Strategic Business Plan)
Continuous Improvement (DMAIC)
Identify Customer Requirements
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8/14/2019 Ankit Vijayvargiya
18/2018
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The Normal Curve and Capability
LSL USL
Poor ProcessCapability
Very HighProbabilityof Defects
LSL USL
ExcellentProcess
Capability
Very LowProbabilityof Defects
Very HighProbabilityof Defects
Very LowProbabilityof Defects
Low Sigma Low Sigma High Sigma High Sigma
Wh b L TOC
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What about Lean, TOC,TQM
Six Sigma Remove defects, minimize variance
Lean
Remove waste, shorten the flow TOC
Remove and manage constraints
TQM Continuous Improvement
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Does it work?.
Source: American Customer Satisfaction Index, U Michigan, HBR, 2001
199973companies
RalstonPurina
Quaker OatsHilton Hotels
Coca-ColaUnileveretc.
The top companies in Customer Satisfaction grow MVA atnearly twice the rate of their poor-performing counterparts.
$23
$42
0
10
20
3040
50
Low HighCustomer Satisfaction Index Score
M a r
k e t V a
l u e
A d d
e d
In Billions $