copyright © 2013 pearson education, inc. publishing as prentice hall. 13- 1 chapter 13 six-sigma...

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.13- 1

Chapter 13

Six-Sigma Management and

Lean Tools


Strategic Quality PlanningSix-Sigma Management and Lean ToolsChapter 13

What is Six-Sigma?Organizing Lean Six-SigmaDMAIC OverviewDMAIC PhasesThe Taguchi Design of ExperimentsDesign for Six-SigmaLean Six-Sigma from a Contingency Perspective


Strategic Quality PlanningSix-Sigma Management and Lean ToolsWhat is Six-Sigma?

Sigma () is a greek letter used to designate a standard deviation (SD) in statistics

Six refers to the number of SD’s from the specialized limit to the mean.

Six-Sigma: about 0.5% of products will not meet specification



* ppm = Parts Per Million

Sigma Level Long-term ppm* defects

1 691,462

2 308,538

3 66,807

4 6,210

5 233

6 3.4



Six-Sigma effectiveness


Strategic Quality PlanningSix-Sigma Management and Lean ToolsOrganizing Six-Sigma

The key playersChampion. Work with black belts to identify possible projectsMaster Black Belts. Work with and train new black beltsBlack Belts. Committed full time to completing cost-reduction projectsGreen Belts. Trained in basic quality tools



In a company with 100 employees there might be: One black beltSixty green beltsSome companies have yellow belts, employees familiar with improvement processes



Lean-Six SigmaPull productionValue-stream map


Strategic Quality PlanningSix-Sigma Management and Lean ToolsDMAIC Overview


Strategic Quality PlanningSix-Sigma Management and Lean ToolsDMAIC Phases

Define- projects are identified and selected

Four Phases:1. Developing the business case

2. Project evaluation

3. Pareto analysis

4. Project definition



Define Developing the Business Case:

1. Identifying a group of possible projects

2. Writing the business case

3. Stratifying the business case into problem statement and objective statements



Define RUMBA is used to check the efficacy

of the business case 1. Realistic

2. Understandable

3. Measurable

4. Believable

5. Actionable


Project Risk and Return Matrix


Pareto Analysis


Problem Definition



Measure Two major steps:

1. Selecting process outcomes

2. Verifying measurements




1. Select process outcomes Tools used:

Process map XY matrix FMEA Gauge R&R Capability Assessment.



Process Map



XY Matrix



XY Matrix for Example 13-3



Solution for Example 13-3




2. Verifying measurements Tools Used:

Use gauges, calipers and other tools.

Management System Analysis (MSA) is used to determine if measurements are consistent




2. Verifying measurements Gauge R&R

Most commonly used MSA Determine the accuracy and

precision of your measurements



Gauge R&R in Excel



Analyze Three major steps:

1. Define your performance objectives

2. Identify independent variables (X’s)

3. Analyze sources of variability




1. Define your performance objectives Capability Analysis Identify the independent variables

where data will be gathered Process maps, XY matrices

brainstorming and FMEA’s are the tools used



Capability Analysis




Analyze sources of variability Use visual and statistical tools to better

understand the relationships between dependent and independent variables

Include histograms, box plots, scatter plots, regression analysis, and hypothesis tests



Improve Off-line experimentation

ANOVA Taguchi Method



Control Manage the improved processes using

control charts and implementing control plans


Strategic Quality PlanningSix-Sigma Management and Lean Tools The Taguchi Method

Design of Experiment (DOE) Robust Design Concept Design Parameter Design Tolerance Design



Design of Experiment (DOE) Robust design - designed so that they are

inherently defect free Concept Design - examining competing

technologies Parameter Design- selection of control factors

and the determination of optimal levels for each of the factors

Tolerance Design- developing specification limits



The Taguchi Method provides:

1. A basis for determining the functional relationship between controllable design factors and the outcomes of a process




2. A method for adjusting the mean of a process by optimizing controllable variables




3. A procedure for examining the relationship between random noise … and product or service variability



Classic QC- Step Function



Taguchi Quadratic Loss Function



The Taguchi Process


Example 13-6 Results


Strategic Quality PlanningSix-Sigma Management and Lean Tools Design for Six-Sigma (DFSS)

Used in designing new products with high performance Instead of DMAIC

1. DMADV

2. IDOV



Used in designing new products with high performance DMADV

1. Design

2. Measure

3. Analyze

4. Design

5. Verify



Used in designing new products with high performance IDOV

1. Identify

2. Design

3. Optimize

4. Verify


Strategic Quality PlanningSix-Sigma Management and Lean ToolsSix-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure:1. Lack of leadership by

champions

2. Misunderstood roles and responsibilities

3. Lack of appropriate culture for improvement


Strategic Quality PlanningSix-Sigma Management and Lean Tools failure Six-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure:4. Resistance to change and the

Six-Sigma structure

5. Faulty strategies for deployment

6. Lack of data


Strategic Quality PlanningSix-Sigma Management and Lean ToolsSummary

The process for Six-Sigma is define, measure, analyze, improve and control

Keys to Six-Sigma success are skilled management, leadership and long-term commitment


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copyright © 2013 pearson education, inc. publishing as prentice hall. 13- 1 chapter 13 six-sigma...

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