2. Six-Sigma Metrics
Defect – any mistake or error that is passed on to a
customer
Defects per unit (DPU) = number of defects
discovered ÷ number of units produced
Defects per million opportunities (dpmo) = DPU ×
1,000,000 ÷ opportunities for error
3. Six-Sigma Quality
Ensuring that process variation is half the design
tolerance (Cp = 2.0) while allowing the mean to shift
as much as 1.5 standard deviations, resulting in at
most 3.4 dpmo.
5. PROJECT SELECTION FOR SIX
SIGMA
1. Conformance problems
2. Unstructured performance problems
3. Efficiency problems
4. Product design problems
5. Process design problems
6. Key Factors in Six Sigma
Project Selection
Financial return, as measured by costs
associated with quality and process
performance, and impacts on revenues
and market share
Impacts on customers and organizational
effectiveness
Probability of success
Impact on employees
Fit to strategy and competitive
advantage
7. Problem Solving
Problem: any deviation between what
“should be” and what “is” that is
important enough to need correcting
Structured
Semi structured
Ill-structured
Problem Solving: the activity associated
with changing the state of what “is” to
what “should be”
7
8. Problem Solving Process
1. Redefining and analyzing the problem
2. Generating ideas
3. Evaluating and selecting ideas
4. Implementing ideas
11. Define
Describe the problem in operational terms
Drill down to a specific problem statement (project
scoping)
Identify customers and CTQs, performance metrics, and
cost/revenue implications
12. Measure
Key data collection questions
What questions are we trying to answer?
What type of data will we need to answer the
question?
Where can we find the data?
Who can provide the data?
How can we collect the data with minimum effort
and with minimum chance of error?
13. Analyze
Focus on why defects, errors, or excessive variation occur
Seek the root cause
5-Why technique
Experimentation and verification
15. Control
Maintain improvements
Standard operating procedures
Training
Checklist or reviews
Statistical process control charts
16. Tools for Six-Sigma and Quality
Improvement
Elementary statistics
Advanced statistics
Product design and reliability
Measurement
Process control
Process improvement
Implementation and teamwork
17. Design for Six Sigma
Focus on optimizing product and
process performance
Features
A high-level architectural view of the design
Use of CTQs with well-defined technical requirements
Application of statistical modeling and simulation
approaches
Predicting defects, avoiding defects, and
performance prediction using analysis methods
Examining the full range of product performance
using variation analysis of subsystems and
components
18. TEAM PROCESSES AND PROJECT
MANAGEMENT
Team are vital to Six Sigma project
because of the interdisciplinary nature
of such project.
Six Sigma teams rely on several
different types of professionals (roles).
- Champions
- Master Black Belts
- Black Belts
- Green Belts
19. SIX SIGMA IN SERVICES AND SMALL
ORGANIZATION
Key Six Sigma Metrics in Services
Accuracy
Cycle time
Cost
Customer satisfaction
20. Six Sigma and Lean Production
Lean production
Measurement and continuous improvement.
Cross-trained workers
Flexible and increasingly automated equipment
Efficient machine layout
Rapid set-up and changeover
Just-in-time delivery and scheduling
Realistic work standards
Worker empowerment to perform inspection and take
corrective action
Supplier partnerships
Preventive maintenance
21. Some of the key tools used in Lean
production include:
The 5S’s: seiri (sort), seiton (set in order),
seiso (shine), seiketsu (standardize), and
shitsuke (sustain).
Visual controls
Efficient layout and standardized work
Pull production
Single minute exchange of dies (SMED)
Total productive maintenance
Source inspection
Continuous improvement
22. LEAN SIX SIGMA AND SERVICES
Lean production can easily be applied to
nonmanufacturing environments.
- lean enterprise.