demystifying 6 sigma

8/3/2019 Demystifying 6 Sigma

1/20

1

Chapter 8: Make improvement permanent

Presented by-

Hemant Dewangan

Ibrahim Malubhaiwala

Jasmeet Singh Bhatia

Kamaldeep Singh LoteKapil Verma

Post Graduate Diploma in Industrial Engineering,

National Institute of Industrial Engineering


2/20

Institutionalization

Overall goals and objectives of the business, centered on

complete customer satisfaction, fuel all teaming

activities

Continuous improvements are driven by data

Team formation

2


3/20

I have seen people at every level of the

organization-even though it sometimes meantpersonal inconvenience-decide to things

differently when confronted with facts

Kimball Fisher

3


4/20

4

Teamingbasedon data

Learn new

skills

Sense ofcontribution

Gainconfidence

ImprovedCommunication

Withmanagement

Impact of teaming on employees


5/20

Learn their new role

Attain the skills necessary for management in an

open and sharing manner

Transformation from command and control

manager to a teaming manager

Atmosphere of high morale and an understanding

5

Whats in it for middle managers


6/20

6

SeniorManagement

Performanceincreases

Costs godown

Happycustomers

Increase insales

Increasein profits

PositiveImage

Whats in it for senior management


7/20

What I believe in more than anything is that the

whole idea of leading is to get every mind in the

game. If employees feel their ideas count and feel

that their job is exciting and see connection

between their job performance and the stocksperformance, the linkages are all lined up

together

7

GE utilizes six sigma, and Jack Welsh isa fan


8/20

Key to six sigma program is its customer focus

Ensure that the team is concentrating on the right goals and

objectives.

Internal conflicts become unnecessary.

8

One goal: Customer focused


9/20

9

How six sigma leads to cultural change

Before

Employees not encouraged to think,

do what they are told

Perform the bare minimum to get

the job done

After

Employees encouraged to use their

skills

Think of better ways to do their jobs

Understand the linkage between

their performance and companys

success

Sense of self satisfaction


10/20

Work units establish to monitor their performance

Employee empowerment

Pride and ownership

Accountability along with empowerment

Smaller workforces accomplishing more than their

predecessors

10

Work Method Change


11/20

Simple physical changes can simplify and streamline anoperation

Case 1: Semiconductor Manufacturing

Initial scenario:

Slow run rates and mistakes lading to rework were toohigh

In photo imaging process, product queued at severalpoints in the process.

Product travelling 2500 feet, with factory floor spaceof 50 by 75 feet

11

PhysicalChange


12/20

Changes made:

One table and cleaning bench resituated

Result:

Distance travelled by product reduced to 500 feet

Errors causing rework reduced from 4% to 1%

12

PhysicalChange


13/20

Case 2: Chemical plant

Initial condition:

Raw material arrived in the middle of the factory

It had to travel east to begin processing

Product in process would then travel west to continue itjourney

They would bump into each other and some percentage

would get mixed

13

PhysicalChange


14/20

Solution

Stage the raw material at the far-east end of the factory

14

PhysicalChange


15/20

Case 3: The Tycoon

Initial Scenario:

Required productivity or quality level out of a line withi

the factory

Hired four high-powered consulting firms to come up

with what was wrong and recommend changes

Changes made:

Left-handed operator at one of the workstations

15

PhysicalChange

6


16/20

The systems all require some form of controlled

documentation

Experts write these procedures

A team comprised of those doing the work and the

experts working together to generate the required

documents

16

Procedural Change


17/20

17

Training

8


18/20

18

Training


19/20

19

Training

20


20/20

20

Training

demystifying 6 sigma

Documents