This document provides an overview of Six Sigma concepts and methodology. It defines Six Sigma, outlines its origins at Motorola in the 1980s, and describes the various roles and training within a Six Sigma program. It also includes examples of Six Sigma projects and tools, such as DMAIC (Define, Measure, Analyze, Improve, Control), used to systematically solve quality problems and drive process improvement.

1. Six Sigma kavramlari v.1
Acik Kaynak Turkce materyali gelistirme projesi kapsaminda uretildi – S4
12.04.2014 Cumartesi msaid@email.com
Gelistirme(DMAIC) Yeniden Dizayn(IDDOV)

2. Six Sigma nedir?
— Bir strateji:
— Maliyetleri azaltmak, kaliteyi artirmak, islem surelerini kisaltmak,
etkinligi artirmak icin cok hizli bir cozum.
— Bir metodoloji ve gerec kutusu(tool box).
— Etkin proje modelleriyle birlestirilen kanitlanmis kalite gerecleri
— Ortak bir terminoloji.
— Bir zihniyet ve kultur degisimi.
— Operasyonel yonetimin “deger urtmeyen maliyetleri”
saptamasina yardimci olur ve organizasyonda ‘acilen iyilestirme
ihtiyacina duyulan istegi’ artirir
— Kritik is sahalarina odaklanir

3. Six Sigma’nin ortaya cikisi
— Istatistikle surec iyilestirme’nin tarihi eskilere dayanir fakat “Six sigma” adi
altinda birlesmesi Motorola muhendisi Bill Smith ile olmustur.
— ’74 MATSUSHITA kayip icindeki televizyon imalatcisi Quasari
Motorola’dan devralir (100 TV basina 150-180 hata)
— ‘79 Hatalar (defects) 100 TV basina 3’e kadar iner
— ‘80 Quasar basarisini ASQC’a sunar (Hitzelberger Raporu)
— ‘84 Bill Smith bu basarinin sirrini ogrenmek icin Quasar’i ziyaret eder,
Japonlarin istatistigi urun ve surecleri gelistirmek icin kullandiklarini tespit
eder ve CEO)’ya Six Sigma surecini uygulamayi teklif eder.
— ‘88 Motorola 1st Malcolm Baldridge odulunu kazanir
— ‘89 Daha sonra Six Sigma diger firmalar (Allied Signal, GE, Rank
Xerox, Kodak, ABB, Siebe,…) tarafindan da benimsendi

4. Six Sigma egitimi alan
personel (Ericsson)
0
500
1000
1500
2000
2500
3000
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TrainedSixSigmaemployees
e-Belts
Green Belts
Yellow Belts
Managers
Black Belts
Black Belt:
Degisim ajanlari 20 gun degisim
yonetimi, istatistiksel gerecler ve
qualitative metodlar konularinda
egitildi
Yonetici egitimi:
Yoneticilik ve etkin sponsorluk icin
iki uc gunluk egitim
Yellow Belt::
Gunluk operasyonlarinda six sigma’yi
uygulayacak kimseler icin 3-5 gun basit six
sigma gerecleri ve DMAIC egitimi.
Green Belt::
Kucuk olcekli proje yonetecek kimseler icin
6-9 gunluk DMAIC ve IDDOV egitimi.

5. Six Sigma is hedeflerini gerceklestirmek icin uygulanan sistematik, pragmatik ve
odaklanmis yaklasimdir.
Identify
Define
Design
Optimize
Validate
Design
objectives
Define
Measure
Analyze
Improve
Control
Improvement
objectives
applied in
thoroughly defined
project assignments
Six sigma belirsiz bir felsefe degildir. Varyasyon, hata ihtimali ve basarisizligin
maliyetine dayali istatistiksel araclar ve ayrintili belirlenmis metodlari icerir.
QFD
DoE
ANOVA
SPS
T-test
Yield
FMEA
7MT
Benchmark
PDSA
Capability
Regression
Taguchi
6σ
7QCT
Well proven tools
& techniques
Musteri odakli
icerden
ve disaridan
dusunme
Ericsson’s view
of corporate
contribution
Customer view of
Ericsson contribution
Dusuk kalitenin
maliyetine maruz
Olma ve deger
olusturmayan
islemler
Non-value add
Operations &
Costs
Value add

6. Y=ƒ (x1, x2, x3…xn)
Y=ƒ (x1, x2, x3…xn)
Y=ƒ (x1, x2, x3…xn)
2. Measure
3. Analyze
Sebep & sonuc iliskisi?
Veriler?
Olcum Sistem analizi
“As Is”(simdiki hal) surec haritasi
Az fakat kritik husus (critical few) belirleme
Benchmark(Kiyaslama)
Y=ƒ (x1, x2, x3…xn)
1. Define
Problem belirleme
Hareket noktasi
Hedef belirleme
Paydas analizi
Risk analizi
4. Improve
Maliyet-fayda analizi
Risk Analizi
Uygulama plani
5. Control
Validasyon
Kontrol mekanizmasi
Devam egitimi
Saglama alma

7. Bilmiyoruz
neyi bilmedigimizi de bilmiyoruz...
Gercekten rakamsallastirmazsak isimiz hakkinda
pek cok seyi gercekten bilemeyecegiz …
Isimizin nasil yurudugunu hakkiyla bilemezsek nasil
hareket edecegimizi, nasil degistirecegimizi de
bilemeyiz...
Harekete gecmez ve birseyleri degistirmezsek,
śansin insafina kaliriz...
Dr Mikel J Harry
”Six Sigma kurucusu - Motorola”
Niye olcuyoruz?

8. “Kalite her zaman yuksek kalite
manasina gelmek zorunda
degildir. Kalite: tahmin edilebilir
bir “uniform” bir seviye ve
piyasaya uygun en dusuk
maliyette nitelik demektir.”
Dr. W. Edwards Deming

9. Iyilestirme
DMAIC
Six Sigma
Dizayn
IDDOV
Entegre
gerecler
Hedefler
Black Beltler
Yoneticiler
Sampiyonlar
Yellow Beltler
QFD
DoE
ANOVA
SPS
T-test
Yield
FMEA
7MT
Benchmark
PDSA
Capability
Regression
Taguchi
6σ
7QCT
Kanitlanmis gerec
& teknikler
• Kocluk
• Benchmark (Kiyas)
• Iyi uygulama data base

10. Proje modelleri
D M A I C
GelistirmeE A
F
C
G
B HD
L
K
J IM

11. Degisim
ihtiyacini gor ve
tanimla
Realiteyi anla Kok nedenleri
belirle
Gelistir Gelismeye
sadik kal
DEFINE MEASURE ANALYZE IMPROVE CONTROL
• Degisiklige neden
ihtiyac var?
• Hedef nedir?
• Kimlerin projeye
dahil edilmesi
gerekir?
• Simdiki is yapis
seklimiz nedir?
• Bunu nasil
olcebiliriz?
• Kok nedenler(root
causes) nelerdir?
• Bunlar hedef
gerceklesmelerini
nasil etkiliyorlar?
• Secilen cozumle
sorunu cozebilecek
misiniz?
• Uygulama icin nasil
isbirligi yapacaksiniz?
• Ilerlemeyi nasil takip
edeceksiniz?
• Hedefe ulasildi mi?
• Bu uygulamanin
sadakatle devami
icin ne yapmaliyiz?
Delivery perfomance
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
100,0%
2004w45
2004w46
2004w47
2004w48
2004w49
2004w50
2004w51
2004w52
2004w53
2005w01
2005w02
2005w03
2005w04
2005w05
2005w06
2005w07
2005w08
2005w09
2005w10
2005w11
2005w12
2005w13
Company B
0 . 0
10 0 . 0
2 0 0 . 0
3 0 0 . 0
4 0 0 . 0
5 0 0 . 0
6 0 0 . 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7
0
10
2 0
3 0
4 0
5 0
6 0
7 0
TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods
8 w eek inv days Inv days
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
Improve
TG2
Decision
Timeplan
(Improve-
Control)
Update
project
definition /
incl final
goals)
Root-Cause
analysis
perf. gapGoal review
Analyze of
dataAnalyze
Cause&
Effect
relations
(7MT)
Benchmark
others
Measureme
nt system
analysis
Start to
measure
Data
collection
plan
Process
map "As Is"Measure
TG1
Decision
Milestone
plan
Risk
analysis
Communicat
ion plan
Stakeholder
analysis
Process
map
TGO
Decision
Project time
plan TG0-
TG2
Business
Case
Goal
statement
Customer,
Sponsor
and project
team
Baseline
estimation
Problem
statedDefine 13121110987654week
70605040302010Subgroup 0
20
10
0
IndividualValue
W0509W0452W0442W0430W 0420W 0410Week
1
1
Mean=1,652
UCL=4,220
LCL=-0,9170
1 2 3
15
10
5
0
MovingRange
1
R=0,9658
UCL=3,156
LCL=0
1 2 3
Delivery Precision Supplier 2004-2005w17
Her bir fazin bitiminde bu sorulara net cevaplar bulmus olmalisiniz:
“Dogru isleri, dogru sekilde yapin”
DMAIC fazlari

12. ”Iyi belirlenmis bir sorun problemi yari yariya cozmus demektir”
Ihtiyac belirle Ulasmak istedigini
tanimla
Sorumlulugu paylastir
§ Sponsor & degisim liderlerini
belirle
§ Sorun ve firsati ortaya koy
§ Degisiklige hazir olma durumunu
degerlendir
§ Hedef bildirimi yap
§ Risk analizi
§ Benzer iyilestirme girisimiyle
benchmark(kiyaslama)
§ Paydas analizi
§ Iletisim ve iliskilere iliskin plani
hazirla
§ Kilit paydaslari mudahil et
Neden bu degisiklige
ihtiyac duyuyoruz? Hedef nedir?
Kimler dahil olmali?
Delivery perfomance
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
100,0%
2004w45
2004w46
2004w47
2004w48
2004w49
2004w50
2004w51
2004w52
2004w53
2005w01
2005w02
2005w03
2005w04
2005w05
2005w06
2005w07
2005w08
2005w09
2005w10
2005w11
2005w12
2005w13
High Probability
High Impact
Low Probability
High Impact
High Probability
Low Impact
Low Probability
Low Impact
E
A
FCG B
H
D
DEFINE
Degisiklige
ihtiyaci anla
MEASURE
Realiteyi
anla
ANALYZE
Kok nedenleri
belirle
IMPROVE
Gelistir
CONTROL
Gelismeye
sadik kal
DEFINE-TANIMLA Degisiklige olan ihtiyaci anla

13. DEFINE – TANIMLA adimlari
Define
Gorev ve
mali etkisi
tanimla
Measure
Olcum metodunu
gelistir ve
dogrulugunu
denetle
Analyze
Kok nedenleri
analiz et
Improve
Cozumleri olustur
ve uygula
Control
Sonuclarin
surdurulecegine
emin ol
Paydas haritasi
Formalorinformalauthority
Level of true Individual Interest
Low High
C Keep Satisfied
A Minimal effort B Keep informed
D Key players
LowHigh
Individual A
Individual B
Individual C
Individual D
Area manager B
Individual F
Individual E
All line-operators
Area manager B
Six Sigma DMAIC project charter
Project name:
Lead-time reduction on test
development projects
Project leader:
Jorge Aduna
Sponsor:
Johan Eriksson
Project number:
Start day :
Define review :
Measure ‘’ :
Analyze ‘’ :
Improve ‘’ :
Control ‘’ :
Closure day :
2005-09-07
2005-09-20
2005-10-31
2005-12-31
2006-01-31
2006-02-28
2006-03-31
Project members: (Name / function / %-time)
Jorge Aduna / Project Leader / 50%
Key words:
Problem/ opportunity statement:
Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of
volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development
lead-times should decrease to meet the new requirements.
Goal statement:
• 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result
of a finalized test development and implementation (including automatic test fixtures).
• FU 1700 volume production is expected to start Q2 2006
Business case:
Based on a production volume of 3600 LNA units per month:
• A 10% 1st
pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing.
• Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time.
Project costs: 100 000 SEK
Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK
Project Scope:
LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included.
Sponsor:
Johan Eriksson
(Sign/date)
Project leader:
Jorge Aduna
(Sign/date)
Line manager:
Christer Johansson
(Sign/date)
BB-mentor/coach:
Christian Lenneblad
(Sign/date)
Six Sigma DMAIC project charter
Project name:
Lead-time reduction on test
development projects
Project leader:
Jorge Aduna
Sponsor:
Johan Eriksson
Project number:
Start day :
Define review :
Measure ‘’ :
Analyze ‘’ :
Improve ‘’ :
Control ‘’ :
Closure day :
2005-09-07
2005-09-20
2005-10-31
2005-12-31
2006-01-31
2006-02-28
2006-03-31
Project members: (Name / function / %-time)
Jorge Aduna / Project Leader / 50%
Key words:
Problem/ opportunity statement:
Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of
volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development
lead-times should decrease to meet the new requirements.
Goal statement:
• 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result
of a finalized test development and implementation (including automatic test fixtures).
• FU 1700 volume production is expected to start Q2 2006
Business case:
Based on a production volume of 3600 LNA units per month:
• A 10% 1st
pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing.
• Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time.
Project costs: 100 000 SEK
Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK
Project Scope:
LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included.
Sponsor:
Johan Eriksson
(Sign/date)
Project leader:
Jorge Aduna
(Sign/date)
Line manager:
Christer Johansson
(Sign/date)
BB-mentor/coach:
Christian Lenneblad
(Sign/date)
Project charterRisk analizi
High Probability
High Impact
Low Probability
High Impact
High Probability
Low Impact
Low Probability
Low Impact
E
A
FCG B
HD
Savings Costs
Mali boyutu
Hedef bildirimi
Zaman & Kaynak plani
Improve
TG2 Decision
Timeplan (Improve-Control)
Update project definition /incl
final goals)
Root-Cause analysis perf. gap
Goal review
Analyze of data
Analyze
Cause& Effect relations (7MT)
Benchmark others
Measurement system analysis
Start to measure
Data collection plan
Process map "As Is"
Measure
TG1 Decision
Milestone plan
Risk analysis
Communication plan
Stakeholder analysis
Process map
TGO Decision
Project time plan TG0-TG2
Business Case
Goal statement
Customer, Sponsor and project
team
Baseline estimation
Problem stated
Define
week
Cari base-line tespiti
19.518.016.515.013.512.010.5
LSL USL
LSL 10
Target *
USL 20
Sample Mean 17.2456
Sample N 57
StDev (Within) 1.09233
StDev (O v erall) 1.44831
Process Data
C p 1.53
C PL 2.21
C PU 0.84
C pk 0.84
Pp 1.15
PPL 1.67
PPU 0.63
Ppk 0.63
C pm *
O v erall C apability
Potential (Within) C apability
PPM < LSL 0.00
PPM > USL 52631.58
PPM Total 52631.58
O bserv ed Performance
PPM < LSL 0.00
PPM > USL 5841.45
PPM Total 5841.45
Exp. Within Performance
PPM < LSL 0.28
PPM > USL 28598.99
PPM Total 28599.27
Exp. O v erall Performance
Within
Overall
Process Capability of Buffer level (last 2 months)
Degisim ihtiyaci
Delivery perfomance
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
100,0%
2004w45
2004w46
2004w47
2004w48
2004w49
2004w50
2004w51
2004w52
2004w53
2005w01
2005w02
2005w03
2005w04
2005w05
2005w06
2005w07
2005w08
2005w09
2005w10
2005w11
2005w12
2005w13
VoC-tree, Process maps, Sampling, Capability analysis, SMART,
Business Case, Stakeholder map, Mini-risk brainstorm/FMEA
Tools:
SMART

14. “AS-IS” (halihazir) sureci anla “AS-IS” (halihazir) sureci OLC
§ Halihazir “AS-IS” surec haritasi ciz
§ Degisim engellerini anla
§ Potansiyel sebep-sonuc iliskilerini anla
§ Kiyasla
§ Veri toplamayi planla ve uygula
§ Olcumun gecerliligini denetle (validasyon)
§ Hazlihazir “AS IS” veriyi topla - olc
Cari calisma seklimiz nasildir? Bunu nasil olceriz?
DEFINE
Degisimi
ihtiyacini anla
MEASURE
Realiteyi
anla
ANALYZE
Kok nedeni
belirle
IMPROVE
Gelistiir
CONTROL
Gelistirmeye
sadik kal
”Olculebilen gelistirilebilir”
MEASURE-OLC Realiteyi anla

15. MEASURE – OLC adimlari
Kiyaslama
Halihazir ”As Is” surec haritasi
Six Sigma DMAIC project charter
Project name:
Lead-time reduction on test
development projects
Project leader:
Jorge Aduna
Sponsor:
Johan Eriksson
Project number:
Start day :
Define review :
Measure ‘’ :
Analyze ‘’ :
Improve ‘’ :
Control ‘’ :
Closure day :
2005-09-07
2005-09-20
2005-10-31
2005-12-31
2006-01-31
2006-02-28
2006-03-31
Project members: (Name / function / %-time)
Jorge Aduna / Project Leader / 50%
Key words:
Problem/ opportunity statement:
Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of
volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development
lead-times should decrease to meet the new requirements.
Goal statement:
• 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result
of a finalized test development and implementation (including automatic test fixtures).
• FU 1700 volume production is expected to start Q2 2006
Business case:
Based on a production volume of 3600 LNA units per month:
• A 10% 1st
pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing.
• Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time.
Project costs: 100 000 SEK
Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK
Project Scope:
LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included.
Sponsor:
Johan Eriksson
(Sign/date)
Project leader:
Jorge Aduna
(Sign/date)
Line manager:
Christer Johansson
(Sign/date)
BB-mentor/coach:
Christian Lenneblad
(Sign/date)
Six Sigma DMAIC project charter
Project name:
Lead-time reduction on test
development projects
Project leader:
Jorge Aduna
Sponsor:
Johan Eriksson
Project number:
Start day :
Define review :
Measure ‘’ :
Analyze ‘’ :
Improve ‘’ :
Control ‘’ :
Closure day :
2005-09-07
2005-09-20
2005-10-31
2005-12-31
2006-01-31
2006-02-28
2006-03-31
Project members: (Name / function / %-time)
Jorge Aduna / Project Leader / 50%
Key words:
Problem/ opportunity statement:
Lead-time requirements for industrialization projects are decreasing due to market situation. Low yield during industrialization and beginning of
volume production is observed. Many of the yield problems can be related to incomplete test design and implementation. The test development
lead-times should decrease to meet the new requirements.
Goal statement:
• 70% Yield on LNA test for the FU 1700 at the beginning of volume production, 10% increase in comparison with FU 1900 (60%). As a result
of a finalized test development and implementation (including automatic test fixtures).
• FU 1700 volume production is expected to start Q2 2006
Business case:
Based on a production volume of 3600 LNA units per month:
• A 10% 1st
pass yield increase in the LNA test means 120 000 SEK in reduced op. time due to less re-testing.
• Implementation of the automatic LNA test fixture means 80 000 SEK in reduced op. time due to shorter preparation time.
Project costs: 100 000 SEK
Savings in 3 months production: 600 000 – 100 000 SEK = 500 000 SEK
Project Scope:
LNA test for FU 1700. Other FU tests (Tune, VSWR, Final) not included.
Sponsor:
Johan Eriksson
(Sign/date)
Project leader:
Jorge Aduna
(Sign/date)
Line manager:
Christer Johansson
(Sign/date)
BB-mentor/coach:
Christian Lenneblad
(Sign/date)
Olcum sistem validasyonu
Surec olcumu
request
for changecustomer
estimation for
level of
importance execute
change?
1
think of
alternatives
1
adjust design
specifications
New features
design
Test new
design
Produce
customer
Old specifications New specifications
level of
importance
Yes 67%
No 33%
Alternatives
new specification
new
features flawless design changed
product
review
specifications file
“Change of
product
specifications”
request
for changecustomer
estimation for
level of
importance execute
change?
1
think of
alternatives
1
adjust design
specifications
New features
design
Test new
design
Produce
customer
Old specifications New specifications
level of
importance
Yes 67%
No 33%
Alternatives
new specification
new
feature
s
flawless design
changed
product
review
specifications file
“Change of
product
specifications”
Accur
ate
and
preci
se
Precise
but not
accurat
e
Accurate
but not
precise
Not
accurat
e or
precise
A measurement system is comparable to throwing darts at a
target. There are two categories of error…
Project charter
Process maps, Sampling, Data collection, Capability analysis,
MSA, Benchmark
Tools:
Define
Gorev ve
mali etkisi
tanimla
Measure
Olcum metodunu
gelistir ve
dogrulugunu
denetle
Analyze
Kok nedenleri
analiz et
Improve
Cozumleri olustur
ve uygula
Control
Sonuclarin
surdurulecegine
emin ol

16. Onemli kok nedenleri belirle Hedef uzerinde etkisini degerlendir
§ Hedeflenen durumla aradaki bosluk belirlenir
§ Degisim yeterlilik ve yetkinliklerini belirle
Kok nedenler veya katki
yapanlar neler?
Hedef uzerinde etkisi ne boyutta?
DEFINE
Degisim
ihtiyacini anla
MEASURE
Realiteyi
anla
ANALYZE
Kok nedeni
anla
IMPROVE
Gelistir
CONTROL
Gelismeye
sadik kal
”Gecmisi calis, gelecegi sekillendir”
Company B
0 . 0
10 0 . 0
2 0 0 . 0
3 0 0 . 0
4 0 0 . 0
5 0 0 . 0
6 0 0 . 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7
0
10
2 0
3 0
4 0
5 0
6 0
7 0
TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods
8 w eek inv days Inv days
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
Company B
0 . 0
10 0 . 0
2 0 0 . 0
3 0 0 . 0
4 0 0 . 0
5 0 0 . 0
6 0 0 . 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7
0
10
2 0
3 0
4 0
5 0
6 0
7 0
TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods
8 w eek inv days Inv days
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
HW changes at CDC Gävle, new production
0
5
10
15
20
25
30
35
MCPA
SCB
AIU
TRX
RAX
ETM4
CU
ETMC
ETM1
RFIF
TX
GPB
Fan
Othe
BBIF
PCU
PSU
Back
ANALYZE–ANALIZ ET Kok nedeni belirle

17. ANALIZ adimlari
Sebep analizleri
Gelistirilecek alanlari tespit
50454035
130
120
110
100
90
Putts
Score
Y = 3 3. 1 28 4 + 1. 67 5 46 X
R-Squared
= 0.906
Scatter Plot/Fitted Line Regression
Surec olcumleri
request
for changecustomer
estimation for
level of
importance execute
change?
1
think of
alternatives
1
adjust design
specifications
New features
design
Test new
design
Produce
customer
Old specifications New specifications
level of
importance
Yes 67%
No 33%
Alternatives
new specification
new
features flawless design
changed
product
review
specifications file
“Change of
product
specifications”
!
Process maps, Capability analysis, Regression analysis,
Hypothesis testing, Correlation analysis
Tools:
Define
Gorev ve
mali etkisi
tanimla
Measure
Olcum metodunu
gelistir ve
dogrulugunu
denetle
Analyze
Kok nedenleri
analiz et
Improve
Cozumleri olustur
ve uygula
Control
Sonuclarin
surdurulecegine
emin ol

18. Aday “To-Be” surecleri
belirle ve muhtemel
sonuclari test et
Cozumu olanla ve uygula Degisimi gozle
• Muhtemel cozumleri belirle
• Fayda/maliyet degerlendirmeleri
yap
• Risk analizleri yap
• Cozumu test et
• Sorumlulugu paylastir
• Uygulama planla
• Kaynak tahsis et
• Surec ve IT gerekliliklerini belirle
ve temin et
• Uygulama plani yurut
• Degisiklikleri yonetim sistemine
ekle
• Gelisme & calisan katilimi
duzeyini gozlemle
• Sectigin cozumle hedefe
varabilecek misin?
• Bunu calisanlarin katilimiyla
nasil gerceklestirirsiniz?
• Degisikligi nasil takip
edeceksin?
request
for changecustomer
estimation for
level of
importance execute
change?
1
think of
alternatives
1
adjust design
specifications
New features
design
Test new
design
Produce
customer
Old specifications New specifications
level of
importance
Yes 67%
No 33%
Alternatives
new specification
new
features flawless design
changed
product
review
specifications file
“Change of
product
specifications”
150100500
2
1
0
-1
-2
Observation Number
IndividualValue
I Chart for C205
1
2
2
2
2
2
2
2
2
2
2
2
2
2
1
2
2
2
11
2
2
2
2
2
2
1
2
Mean=0
UCL=1,5
LCL=-1,5
DEFINE
Degisiklik
ihtiyacini anla
MEASURE
Realiteyi
anla
ANALYZE
Kok nedenleri
anla
IMPROVE
Gelistir
CONTROL
Gelismeye
sadik kal
”Isi kelimeler yapmaz, insanlar yapar.”
IMPROVE – GELISTIR Hayata gecir

19. IMPROVE –GELISTIR adimlari
Uygulama plani
Cozum
Maliyet tasarrufu saglar
mi?
Uygulama gerceklesti mi?Kaynak tahsisi
Cozumun risk analizi
Improve
TG2 Decision
Timeplan (Improve-Control)
Update project definition /incl
final goals)
Root-Cause analysis perf.
gap
Goal review
Analyze of data
Analyze
Cause& Effect relations
(7MT)
Benchmark others
Measurement system
analysis
Start to measure
Data collection plan
Process map "As Is"
Measure
TG1 Decision
Milestone plan
Risk analysis
Communication plan
Stakeholder analysis
Process map
TGO Decision
Project time plan TG0-TG2
Business Case
Goal statement
Customer, Sponsor and
project team
Baseline estimation
Problem stated
Define
13121110987654week
Gelistirilecek alani belirle
request
for changecustomer
estimation for
level of
importance execute
change?
1
think of
alternatives
1
adjust design
specifications
New features
design
Test new
design
Produce
customer
Old specifications New specifications
level of
importance
Yes 67%
No 33%
Alternatives
new specification
new
features flawless design
changed
product
review
specifications file
“Change of
product
specifications”
INSTRUCTION
INSTRUCTION
INSTRUCTION
Savings Costs
Process maps, Cost/benefit template, FMEATools:
Severity x Occurrence x Detection
= RPN (Risk Priority Number)
Define
Gorev ve
mali etkisi
tanimla
Measure
Olcum metodunu
gelistir ve
dogrulugunu
denetle
Analyze
Kok nedenleri
analiz et
Improve
Cozumleri olustur
ve uygula
Control
Sonuclarin
surdurulecegine
emin ol

20. Sonuclari denetle Surdurulebilirligi garanti et Iyi uygulamayi paylas
• Iyilestirme etkisini degerlendir
• Alinan dersleri belirle
• Cozum sureclerinin sahiplerinden
emin ol
• Yeni calisma sekliyle ilgili
yeterlilik tam mi?
• Surekli gozlem ve iyilestirme
mekanizmasi kuruldu mu?
• Sonuclari paylas
• Iyi uygulamalari duyur
• Kazanimlarini kutla
Hedefe ulasildi mi? Cozum kalici olacak mi? Deneyimlerinden baskalari
da yararlanabilir mi?
DEFINE
Degisim
ihtiyacini anla
MEASURE
Realiteyi
anla
ANALYZE
Kok nedeni
belirle
IMPROVE
Gelistir
CONTROL
Gelistiirmeye
sadik kal
” Proje sonrasinda organizasyon dunun organizasyonu olmamali.”
CONTROL -KONTROL Gelistirmeye sadakati denetle

21. Control Phase - Key Steps
Ogrenilenlerin ve iyi
uygulamalarin transferi
Sonuclarin hedef bildirimine
uygunlugu denetlendi mi?
Uygulama tamamlandi mi?
Sorumlulugun devredilmesi
Sonuclar saglam
mi(robust)?
Kutla
70605040302010Subgroup 0
20
10
0
IndividualValue
W0509W0452W0442W0430W 0420W 0410Week
1
1
Mean=1,652
UCL=4,220
LCL=-0,9170
1 2 3
15
10
5
0
MovingRange
1
R=0,9658
UCL=3,156
LCL=0
1 2 3
Delivery Precision Supplier 2004-2005w17
Observation
IndividualValue
9181716151413121111
95
90
85
80
75
70
65
60
55
_
X=80,99
UCL=92,64
LCL=69,34
1 2
I Chart of Total by process by Process
2005-08-29
SPC, P-diagramTools:
Define
Gorev ve
mali etkisi
tanimla
Measure
Olcum metodunu
gelistir ve
dogrulugunu
denetle
Analyze
Kok nedenleri
analiz et
Improve
Cozumleri olustur
ve uygula
Control
Sonuclarin
surdurulecegine
emin ol

22. KapsamliEsnek
Define
Gorevi ve finansal
etkisini anla
• Gorev secim
matrisi
• SMART
degerlendirmesi
• Paydas haritasi
• Risk yonetimi
• SWOT analizi
• Surec haritasi
• VOC ve CTQs
• 7MT
• Affinity diagrami
Measure
Uygun bir veri
toplama metodu
gelistir ve yonet
• Surec haritasi
• Veri toplama
tablosu
• Pareto diagrami
• 7QCT
• 7MT
• Olcum sistemi
analizi
• Orneklem teknigi
• SIPOC
• Gauge R&R, Gauge
attribute
• Capability analizi
• Benchmark
• Tagushi kayip
fonksiyon analizi
Analyze
Kok sebepleri
bulalim
• Fishbone diagrami
• Korelasyon analizi
• 7QCT
• Hipotez testi
• Regresyon-analizi
• DOE
• Anova
• 7MT
• Veri
transformasyonu
• Simulasyonlar
Improve
Cozum gelistir ve
uygula.
• FMEA risk analizi
• Surec haritasi
• Poka-Yoke
• Hipotez testi
• Kayip fonksiyonu
• Maliyet/Fayda
secimi
• Pugh Concept
Secimi
Control
Sonuclarin
devamina emin ol
• Documantasyon,
standardizasyon
and egitim
• 7QCT
• SPC
• Verificasyon

23. DMAIC projesinin kilit
noktalari
— Olculebilir ve teyid edilebilir sonuc.
— …maliyetleri indirdik
— …surec basamaginin suresini dusurduk
— …degiskenligini(varyasyon) azalttik
— …kalitesini gelistirdik
— Y=f (x1, x2, x3….. Xn) ile tanimlanabilmelidir
— Etkileyen muhtemel faktorler...
— Sonuc …..ile kontrol edilebilir
— Y’yi … yaparak daha fazla etkileyebilirsin
— Kayda deger etki olusturmus olmalidir.
— Isletme veya organizasyon icin onemli...

24. Kalite icin kritik
“Critical To Quality”
ozellikler
Y icin kritik oneme sahip bilgi
musteri, paydas ve gecmis
verilerden alinan verilerden
uretilerek elle tutulur CTQ’lara
donusturulur.
…ve X’ler dizayn edilir.
Urun & sureci dizayn et
CTQ’lere gore X’leri dizayn et
Uretim ve kullanim varyasyonunu ve
urunun saglamligini simule et.
Uretim
& surec dizaynini
optimize et
Deneyler, veri analizleri
yap ve uretim ve sureci urunun
saglamligini temin edecek
sekilde dizayn et
Musteri
Musteri gereksinimlerini
anla ve sayisallastir
Paydaslar
Organizasyon hedefleri, f
inansal hedefler ve
Business Case
Gecmis
Gecmis ic ve dis veriyi
Kalite icin Kritik hususlari
(CTQs) tespit icin
degerlendir
Urun & Sureci teyid et(validate)
Validate product (and process) performance
CTQ’lar ve musteri ve paydas gereksinimlerine
uygunluk bakimindan urun ve surec
performansini teyid et(validate)
Uzun donem surdurulebilirligi saglamak icin
uygun urun ve surec kontrol mekanizmalari
olustur.
Identify
Define
Design
Validate
OptimizeTG2
TG1
TG3
TG4
TG5
Design For Six Sigma
(IDDOV)

25. IDDOV
Urun, surec ve finans yonuyle bakinca
ne yapilmasi gerektigine
karar verebiliyoruz
Identify
-
BELIRLE
Kano-model
Business Case
Loss Functions
Ne sunmaliyiz ve
bunu sunmak bizim
icin ekonomik
olarak dogru mu?
Voice of the Business
Anket,
Odak gruplar,
roportajlar
Piyasa
(n * musteri)
gereksinimlerinin
altinda ne var?
Voice of the Customer
satisfied
omitted
included
delight
Must be
L
J
dissatisfied
Offerings
Customer
Satisfaction
Less
correct
Less
correct
0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9
Process Variation
Quality Loss Function
More
Correct
Process
Capability
Daha once
sunduklarimiza
iliskin izlem
raporlari ne diyor?
Voice of the Process
Process map
Equip.
Mgmt.
Order/
Leasing
Pick-Up &
Delivery
Customer
Service Billing
Customer
calls for
repair
CSR
qualifies
customers
need
CSR
Enters case
in CIS
Branch
shedules
repair
Servicer
fixes
problem
CSR
verifies
customer
satisfaction
CSR
completes
case

26. IDDOV
Isin “kalite bakimindan
Kritik” (CTQ)
yonlerine odaklanan hedefler bulmak.
Kimin, ne zaman ve nasil hareket
ederek CTQ’lari
garanti edecegi belirlenir
Voice of the
Customer Voice of
the
Business
Voice of the
Process
Benchmark
Cause & Effect diagram, 7MT
Loss functions,
Stakeholder map,
CTQ tree, QFD,
Q systemization
Define
-
TANIMLA
Shorte
r lead-
times
Installation
Delivery
Quotations
No errors (did
understand custiomer
needs)Responsivness
Meets customer needs
No updates
To site delivery
Short assambly time
Test trail done
same day as site
installation
Accessible sales staff
Equip.
Mgmt.
Order/
Leasing
Pick-Up &
Delivery
Customer
Service
Billing
Customer
calls for
repair
CSR
qualifies
customers
need
CSR
Enters case
in CIS
Branch
shedules
repair
Servicer
fixes
problem
CSR
verifies
customer
satisfaction
CSR
completes
case
B: Yield=?
defects X2
C: Yield=?
defects X1,5
A: Yield=?
defects X1
D: Yield=?
defects X1
Functions
Y1=?
Y2=?
Y3=?
Y4=?
Y5=?
S&D=1,5
Functions
Y1=?
Y2=?
Y3=?
Y4=?
Y5=?
F6=50 dpmo
F7=150 dpmo
S&D=0,9
Function
s
Y1…
Y
1
0
=
?
S&D=1,5
Functions
Y1=?
Y2=?
Y3=?
Y4=?
Y5=99.993
F6= 25 dpmo
F7=15 dpmo
F8=90 dpmo
S&D=1,6
Ytot = 85% Target Yield
Step-1
Customer
Requirements
Step-2
Regulatory
Requirements
Step-3
Customer
Importance
Ratings
Step-4
Customer
Rating of the
Competition
Step-5 Technical Descriptors -"Voice of the Engineer"
Step-6 Direction of Improvement
Step-7 Relationship Matrix
Step - 8 Technical Analysis of Competitor Products
Step - 9 Target Values for Technical Descriptors
Step-10
Correlation
Matrix
Step-11 Absolute Importance

27. IDDOV
Pugh
Concept
Selection Matrix
Taguchi Loss
functions
Montecarlo & statistical
simulations
(functions, Lead-times, Yield, Cost etc)
CTQ Requ Sim. P.1 P.2 Pre.S PRA
X tol/µ/σ
Y tol/µ/σ
Z dpmo
etc..
CTQ-scorecard
DFSS Scorecard
Q systemization
Statistical tolerancing
2
3
2
2
2
1
2
Total+σ+σ+σ = σ
Sum of all
parts...
Part
/
syst
em
1
Part
/
syst
em
3
Part/
syst
em
2
P-diagrams
Out-put
parameter
(Y’s)
Input
parameters
(x’s)
Engineering (design) parameters
Noise parameters
System
SMD RF-TXRF-RXSUBET - 1ET - 2ET - 3SYSTSYST E1SYS E2Final ETotal
MaterialProcess.ReworkScrapTotal Yield (fp)
TK (sek)10700 2360 1523 79315376 25%
Production tariff (sek) 3000 4200 4200 3000 750 750 750 750 750 750 750
Reparation tariff (sek) 525 525 525 525 500 500 500 500 500 500 500
Material cost (sek) 3500 3000 3000 200 1000 10700
Repair material cost 400 400
Processtime (min) 4,0 6,0 6,0 2,5 4,6 6,0 9,0 7,0 24,0 10,0 35,0
1:st reparationtime (min) 0,0 20,0 20,0 5,0 30,0 40,0 50,0 0,0 60,0120,0 60,0
2:nd reparationtime (min) 20,0 20,0 5,0 45,0 60,0 60,0 0,0 60,0 90,0 60,0
3:rd reparationtime (min) 20,0 20,0 5,0 90,0 90,0 90,0 0,0 60,0 90,0 60,0
4:th reparationtime (min) 0,0 0,0 0,0 90,0 90,0 90,0 0,0 60,0 90,0 60,0
Processtime after rep. 0,0 6,0 6,0 5,0 4,6 6,0 9,0 7,0 24,0 10,0 35,0
Yield 1:st pass (%) 75% 80% 89% 90% 98% 95% 90% 85% 95% 85% 90%
Yield 2:nd pass (%) 100% 90% 95% 95% 99% 98% 95% 100% 98% 93% 95%
Yield 3:rd pass (%) 100% 95% 97% 98%100% 99% 98% 100% 99% 96% 98%
Yield 4:th pass (%) 100% 98% 99%100%100%100% 99% 100% 100% 99%100%
Scrap % 1,00%2,00%2,00%0,75%0,01%0,01%1,00%0,00%0,01%1,00%0,01%
Rejections from later steps (%)3,00%15,00%15,00%1,00%0,00%0,00%10,00%0,00%0,00%0,00%0,00%
Processing cost (sek) 1:st200,0 420,0 420,0125,0 57,5 75,0112,5 87,5 300,0125,0437,5 2360
Reparation cost (sek) 0,0 87,5 59,9 8,1 8,8 38,5136,5 0,0 45,2 240,9 88,6 714
Scrapp cost (sek) 37,0 76,8 74,9 90,3 1,2 1,2 126,4 0,0 1,3146,2 1,5 557
Proc. cost after repair (sek) 0,0 334,1 263,3 43,8 1,7 6,6 21,1 0,0 27,1 33,9 77,6 809
Material cost repair (sek) 135,0 101,3 0,0 236
Total cost 3737 4053 39191217712246123671276412851,4142251477115376
Extra processtime (min) 0,00 3,15 2,14 0,93 0,14 0,53 2,59 1,05 2,17 2,71 6,20
Capacity loss due to repair 0% 34% 26% 27% 3% 8% 22% 13% 8% 21% 15%
11.3511.2511.1511.0510.9510.8510.7510.65
Upper SpecLower Spec
sMean-3sMean+3sMeannkLSLUSLTarg
CpmCpkCPLCPUCpShort-Term Capability
0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525
5360.000.1210.6011.4011.00
1.912.502.503.172.83
Capability analysis
11.3511.2511.1511.0510.9510.8510.7510.65
Upper SpecLower Spec
sMean-3sMean+3sMean
nkLSLUSLTarg
CpmCpkCPLCPUCpShort-Term Capability
0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525
5360.000.1210.6011.4011.00
1.912.502.503.172.83
Capability analysis
11.3511.2511.1511.0510.9510.8510.7510.65
Upper SpecLower Spec
sMean-3sMean+3sMean
nkLSLUSLTarg
CpmCpkCPLCPUCpShort-Term Capability
0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525
5360.000.1210.6011.4011.00
1.912.502.503.172.83
Capability analysis
11.3511.2511.1511.0510.9510.8510.7510.65
Upper SpecLower Spec
sMean-3sMean+3sMean
nkLSLUSLTarg
CpmCpkCPLCPUCpShort-Term Capability
0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525
5360.000.1210.6011.4011.00
1.912.502.503.172.83
Capability analysis
11.3511.2511.1511.0510.9510.8510.7510.65
Upper SpecLower Spec
sMean-3sMean+3sMean
nkLSLUSLTarg
CpmCpkCPLCPUCpShort-Term Capability
0.000.000.000.00 ObsPPM<LSL ExpObsPPM>USL ExpObs%<LSL ExpObs%>USL Exp0.047110.811311.093710.9525
5360.000.1210.6011.4011.00
1.912.502.503.172.83
Capability analysis
DOE
FMEA (Design, Process, Supply-chain)
Potential
Failure Effects S
E
V
Potential Causes O
C
C
Current Controls D
E
T
R
P
N
Actions
Recommended Resp.
Operator skill/training
Motor frame is unstable
3
1 6 1
8
Operator
knowledge
Ticket specifies -
but coded
Coding chart to
be issued &
displayed
by machine
Darren
Wooler
Transfer
functionsLess
correct
Less
correct
0,1 0,2 0,3 0,4 0,5 0,6 0,7
Process VariationQuality Loss Function
More
Correct
DIZAYN

28. IDDOV
Gauge R&R
DOE
Anova
FMEA
Poke-Yoke
Hypothesis testing
Power & Sample Size
CTQ Requ Sim. P.1 P.2 Pre.S PRA
X tol/µ/σ
Y tol/µ/σ
Z dpmo
etc..
CTQ-scorecard DFSS Scorecard
Capability analysis
OPTIMIZASYON
Error type
Harm
Error type
Harm
Adapted from
James Reason’s
Managing the
Risk of
Organizational
Accidents
Gage nam e:
Date of s tudy :
Reported by :
Toleranc e:
M is c :
0
43.9
44.0
44.1
44.2
Joe M ar y Pat
Xbar Chart by Name
SampleMean
M ean=44.11
UCL=44.14
LCL=44.09
0
0.00
0.01
0.02
0.03
0.04
Joe M ar y Pat
R Chart by Name
SampleRange
R=0.01280
UCL=0.04182
LCL=0
1 2 3 4 5 6 7 8 9 10
44.0
44.1
44.2
Part ID
Nam e
Name*Part ID Interaction
Average
J oe
M ary
Pat
J oe M ary Pat
43.95
44.05
44.15
44.25
Nam e
By Name
1 2 3 4 5 6 7 8 9 10
43.95
44.05
44.15
44.25
Part ID
By Part ID
%Contribution
%Study Var
%Toleranc e
Gage R&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
Percent
Gage R&R (ANOVA) for Measure
Truth
Decision
Type I
Error
α-risk
Type II
Error
β-risk
Correct
Decision
Correct
Decision
Ho
Ho Ha
Ha
SEV * OCC * DET = RPN
(3 *1*6 = 18)
Potential
Failure Effects S
E
V
Potential Causes O
C
C
Current Controls D
E
T
R
P
N
Actions
Recommended Resp.
Operator skill/training
Motor frame is unstable
3
1 6 1
8
Recommended actions
and person responsible
for implementation.
Operator
knowledge
Ticket specifies -
but coded
Coding chart to
be issued &
displayed
by machine
Darren
Wooler
Risk Priority Number
(RPN)

29. IDDOV
CTQ Requ Sim. P.1 P.2 Pre.S PRA
X tol/µ/σ
Y tol/µ/σ
Z dpmo
etc..
CTQ-scorecard
DFSS Scorecard
Validate
-
TEYID ET
Power & Sample size
Gauge R&R
Design Of Experiments
Capability analysis
Statistical Process Control
2004
0
500
1000
1500
2000
2500
3000
3500
4000
1
3
5
7
9
11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
43
45
47
49
51
EWMA
+3S
+2S
+1S
Linest
Profile
-1S
-2S
-3S
>3S
9pt
+/- 6Pt
14Pt alter
2(3) +/-2S
4(5) +/-1S
15Pt In S
8Pt +/- 1S
2002
2003
2004År λ 0,10
0,20
0,25
95000
100000
105000
Välj
antal
Gage nam e:
Date of s tudy :
Reported by :
Toleranc e:
M is c :
0
43.9
44.0
44.1
44.2
Joe M ar y Pat
Xbar Chart by Name
SampleMean
M ean=44.11
UCL=44.14
LCL=44.09
0
0.00
0.01
0.02
0.03
0.04
Joe M ar y Pat
R Chart by Name
SampleRange
R=0.01280
UCL=0.04182
LCL=0
1 2 3 4 5 6 7 8 9 10
44.0
44.1
44.2
Part ID
Nam e
Name*Part ID Interaction
Average
J oe
M ary
Pat
J oe M ary Pat
43.95
44.05
44.15
44.25
Nam e
By Name
1 2 3 4 5 6 7 8 9 10
43.95
44.05
44.15
44.25
Part ID
By Part ID
%Contribution
%Study Var
%Toleranc e
Gage R&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
Percent
Gage R&R (ANOVA) for Measure

30. Identify
Musteri, paydas ve
gecmis verisi
BELIRLE
• Surveys, VOC
• Taguchi Loss
functions
• Kano-model
• Stakeholder map
• Business case
• 7QCT
• Capability analysis
• Regression analysis
•
• Takim egitimi ve koc
destegi
Define
Kalite icin kritik
hususlarin “CRQ”
ozelliklerini
TANIMLA
• QFD
• CTQ-tree
• Cause & Effect matrix
• Taguchi Loss functions
• Business case
• CTQ scorecard
• Benchmarking
• PCM (yield matrix)
• Capability analysis
• Takim egitimi ve koc
destegi
Design
Bir urun ve surec
DIZAYN ET
• Pugh Concept
Selection Matrix
• Process Mapping
• Taguchi Loss
Functions
• Simulations (Lead-
times, Yield, Cost
etc.)
• FMEA (Product,
Process, Supply-
chain)
• Fishbone diagram
• PCM (yield matrix)
• Takim egitimi ve
koc destegi
Optimize
Urun ve surec dizaynini
OPTIMIZE ET
• DOE
• Gauge R&R
• Poka-Yoke
• Capability analysis
• Anova
• P-diagram
• Regression analysis
• Fault trees
• PCM (yield matrix)
• DMAIC
• Takim egitimi ve koc
destegi
Validate
Urun ve sureclerin
CRQ ve ihtiyaca
uygunlugu
TEYID ET
• DOE
• Gauge R&R
• SPC
• Poka-Yoke
• Capability analysis
• Anova
• P-diagram
• Regression
analysis
• Fault trees
• DMAIC
• PCM (yield matrix)
• Takim egitimi ve
koc destegi
IDDOV Chart

31. Kalite icin kritik
“Critical To Quality”
ozellikler
QFD
CTQ-tree
Cause& Effect matrix
Taguchi Loss functions
Business case
CTQ-scorecard
Benchmarking
PCM (yield matrix)
Capability analysis
Urun & sureci dizayn et
Pugh Concept Selection Matrix
Process mapping
Taguchi Loss functions
Simulations (Lead-times, Yield, Cost etc)
FMEA (Product, Process, Supply-chain)
Robust engineering
PCM (yield matrix)
Identify
Define
Design
Validate
OptimizeTG2
TG1
TG3
TG4
TG5
Design For Six Sigma (IDDOV – the tools)
Uretim
& surec dizaynini
optimize et
DOE
Gauge R&R
Poke-Yoke
Capability analysis
Anova
Robust engineering
Regression analysis
Fault trees
PCM (yield matrix)
DMAIC
Musteri
Surveys, VOC
Taguchi Loss functions
Kano-model
Paydaslar
Stakeholder map,
Business Case
CTQ-tree
Gecmis
7QCT,
Capability analysis
Regression analysis
Urun & Sureci teyid et(validate)
DOE
Gauge R&R
SPC
Poke-Yoke
Capability analysis
Anova
P-diagram
Regression analysis
Fault trees
DMAIC
PCM (yield matrix)
CTQ Requ Sim. P.1 P.2 Pre.S PRA
X tol/µ/σ
Y tol/µ/σ
Z dpmo
etc..
CTQ-scorecard

32. Degisim Projelerinin sadece 16% i basariyla
tamamlanabiliyor
Cogu degisim projesi basarisizliga ugruyor ve en buyuk basarisizlik sebebi Yonetimin
projeye sahip cikmamasi
31% Iptal
Business Case invalid
Funding
Prioritization
•
•
•
53% Dusuk performans
(gec, butce asarak gereksinimden azini sunarak)
Net belirlenmemis gereksinimler
Yonetim desteginin yetersizligi
Yetersiz iletisim
Surekli takip etmeme
Uygulama kapasitesinde yetersizlik
•
•
•
•
•
16% Basarili
(zamaninda ve butce dahilinde tamamlanma)
Gereksinimin net olarak belirtilmis
Katilim yeterli
Yonetim destekci
•
•
•
Net-realist olmayan hedefler•

33. — …Son