presentation
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TRANSCRIPT
1-1
Six Sigma
6
1-2
Dilbert
1-3
Hooving 30 m2 on 6-level means only 1 cm2 missed. 1/3.4 million part of the day equals 0.29 second 1/3.4 million part of the equator of the earth equals about 140
meter.
is the symbol for the standard deviation.
6 is equivalent with 3.4 defects per million opportunities.
6 : new world
Introduction
1-4
Statistical background
Nominal
LSL USL
T olerance
ppm0.001
ppm1350
ppm1350
ppm0.001
1-5
Statistical background
LSL
0 ppm ppm3.4
T olerance USL
ppm3.4ppm
66803
1-6
What is Six Sigma?
Simple– Eliminate defects– Eliminate the opportunity to have defects
Complex– Vision– Metric (Standard measuring method)– Benchmark– Philosofy– Method– Tool for:
Customer satisfaction ‘Breakthrough’ improvements Continuous improvement
Employee involvement – Agressive goals
1-7
Six Sigma Methods
Six Sigma is everywhere
Production
DesignService
Purchase
HRM
Administration
QualityDepart.
Management
M & S
IT
1-8
23456
30853766807
62102333.4
PPM69.1%93.3%99.38%99.977%99.9997%
Yield
Processperformance
Defects permillion
Long termyield
Current standard
World class
‘Sigma’-metric
Uniform standard
1-9
Financially interesting
Benefits of 6approach w.r.t. financials
-level Defect rate (ppm)
Costs of poor quality Status of the company
6 3.4 < 10% of turnover World class 5 233 10-15% of turnover 4 6210 15-20% of turnover Current standard 3 66807 20-30% of turnover 2 308537 30-40% of turnover Bankruptcy
1-10
Redo
Waste
Redo
Waste
The hidden factory
InputInput Processstep
Processstep
goodproductsgood
products ClientClientInspectionInspection
Why improvement?
1-11
Six Sigma
• Motorola (1987)• Texas Intruments en DEC (1988)• IBM (1989)• AlliedSignal en Kodak (1994)• General Electric (1995)• Whirlpool, Bombardier en Polaroid (1996)• Sony, Citibank (1997)• Paccar-DAF Trucks, Black & Decker (1998)• Perlos, American Express (1999)• Ford (2000)
• Motorola (1987)• Texas Intruments en DEC (1988)• IBM (1989)• AlliedSignal en Kodak (1994)• General Electric (1995)• Whirlpool, Bombardier en Polaroid (1996)• Sony, Citibank (1997)• Paccar-DAF Trucks, Black & Decker (1998)• Perlos, American Express (1999)• Ford (2000)
Companies implementing Six SigmaCompanies implementing Six Sigma
1-12
A scientific and practical method to achieve improvements in a company
Scientific:• Structured approach.• Assuming quantitative data.
Practical:• Emphasis on financial result.• Start with the voice of the customer.
Six Sigma
“Show me the data”
”Show me the money”
1-13
DMAIC
Define Select a project
Measure Make concrete the project
Analyse Characterise the current situation
Improve Optimise the process
Control Assure the improvements
Method
1-14
Caffeine% = f(DCM, time to extract, number of extracts, temperature, …)
Y = f(X1, X2, …, Xn)
OutputProcess Inputs
Focus on the process:
Method
1-15
Praktical solution Statistical solution
Statistical problemPraktical problem
Y = f(X1, X2, …, Xn)
Approach to improve
New way?
1-16
Define
Projects may be selected according to:
1. A complete list of requirements of customers.
2. A complete list of costs of poor quality.
3. A complete list of existing problems or targets.
1-17
1. Requirements,2. Costs,3. Problems.
1.Collect data 2.Arrange the information
3.Give priority-Financial benefits-Expected throughput time of the project-Severity of the problem
321
Priorities
1-18
Characteristics involved
Y = f(X1, X2, …, Xn)
Critical to Quality (External)Critical to Quality (Internal) Influence factors:
• Process parameters• Disturbances• Noise variables
Six Sigma
1-19
RoastRoast
CoolCool
GrindGrind
PackPack
Coffeebeans
Sealed coffee
Moisture content
Moisture content
Example
1-20
MeasureMeasure
Concrete the problem:• Establish how to measure in the
process;• Investigate the demands (USL,
LSL);• Evaluate the measurement method.
Concrete the problem:• Establish how to measure in the
process;• Investigate the demands (USL,
LSL);• Evaluate the measurement method.
Measure
1-21
4.54.0
USLUSL
Moisture%Moisture%
Measure
1-22
AnalyseAnalyse
Study the current performance of the process:
• Determine the kind of problem;• Identify the influence factors.
Study the current performance of the process:
• Determine the kind of problem;• Identify the influence factors.
Analyse
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20015010050
20
10
0
Index
C1
20015010050
20
10
0
Index
C3
SPC
DoE
To run experiments one needs a process which is
in statistical control.
Analyse
1-24
FMEA,Data
Multi-vari,Trendgraph
Testing-theory
Improvements Experiment
Control chart,Cp, Cpk
IdentifyX’s
SelectX’s
IdentifyX’s
SelectX’s
Uncontrolled processes Controlled processes
Assure,Control loop
Process Capabilitystudy
Improve
Control
FMEA,Control chart
1-25
3.2 3.7 4.2 4.7 5.2
USLUSL
Process Capability Analysis for Vocht%
USL
Target
LSL
Mean
Sample N
StDev (ST)
StDev (LT)
Cp
CPU
CPL
Cpk
Cpm
Pp
PPU
PPL
Ppk
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
4.50000
*
*
3.91502
500
0.177731
0.193639
*
1.10
*
1.10
*
*
1.01
*
1.01
*
10000.00
10000.00
*
498.51
498.51
*
1259.86
1259.86
Process Data
Potential (ST) Capability
Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance
STLT
Waste!
Analyse
1-26
Analyse
1-27
USLUSL
USLUSL
Analyse
1-28
Caffeine content of Extracted coffee
Caffeine%raw coffee
Stuffed-upfilter
Time to extract
ProcessparameterProcessparameter
May be used to control.
May be used to control.
Noise variableNoise variable
Undesirable sources of variation.
Undesirable sources of variation.
DisturbanceDisturbance
Outliers, incidents
Outliers, incidents
Three types of influence factors
1-29
ImproveImprove
Run a statistical experiment:• Determine which influence factors
are really important;• Model the relationship with the
CTQ.
Run a statistical experiment:• Determine which influence factors
are really important;• Model the relationship with the
CTQ.
Improve
1-30
Improve
Moisture% = –16.57 + 0.023B + 0.025G – 0.0003BGMoisture% = –16.57 + 0.023B + 0.025G – 0.0003BG
1-31
ControlControl
Implement improvements:• Use the relationship to define an
optimal process;• Design a system to assure the
improvements.
Implement improvements:• Use the relationship to define an
optimal process;• Design a system to assure the
improvements.
Control
1-32
BeforeBefore
σ = 0.19σ = 0.19
AfterAfter
σ = 0.04σ = 0.04
USL
Control
1-33
Y e llo w B e lts
M a ster B la ck B e lts
G re e nB e lts
G re e nB e lts
Black Belts
G re e nB e lts
G re e nB e lts
Black Belts
G re e nB e lts
G re e nB e lts
Black Belts
S ix S igm aC h am p ions
C E O
Organisation
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• Belongs to management• Selects projects • Gives priority• Solves bottlenecks• Is willing to change• Has social skills• 1 day training• Is responsible for the BB project w.r.t. the
organisation
ChampionChampion
Persons
1-35
• Belongs to the middle management• Is well-educated• Project is related to daily activities• May prioritise his work• Enough motivation• Willing to change• Has good social skills
Black BeltBlack Belt
Persons
Improvement potential: € 50 000
1-36
Training (1 week)Training (1 week)
Work on project(3 weeks)
Work on project(3 weeks)
ReviewReview
Define
Measure
Analyse
Improve
Control
Throughput time projectThroughput time project
4 months (full time)4 months (full time)
BB training