Introduction to Six Sigma Exec Overview

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Six Sigma Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories

Transcript of Introduction to Six Sigma Exec Overview

Page 1: Introduction to Six Sigma Exec Overview

Six Sigma

Breakthrough Strategy or

Your Worse Nightmare?

Jeffrey T. Gotro, Ph.D.Director of Research & Development

Ablestik Laboratories

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Agenda

What is Six Sigma?What are the challenges?What are the rewards?Summary and Questions

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Six Sigma has many meanings

A Symbol A Measure A Benchmark or GoalA Method

σ

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Six Sigma: A Symbol

σ is a Statistical Symbol for Standard DeviationStandard Deviation is a Measure of Variability

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Six Sigma: A Measure

The “Sigma Level” of a process can be used to express its capability

How well it performs with respect to customer requirements.

Defects per million opportunities

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Doing the math

6 Sigma = 3.4 defects per million5 Sigma = 230 defects per million 4 Sigma = 6,210 defects per million3 Sigma = 66,800 defects per million 2 Sigma = 308,000 defects per million 1 Sigma = 690,000 defects per million

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Some Examples to Illustrate Typical Defect Rates

2 3 4 5 6 7

10K

1K

100

10

(230 ppm)

Purchased Material Lot Reject Rate

(0.43 ppm)

Payroll Processing

Journal VouchersWire Transfers

Air Line BaggageHandling

Order Write-up

IRS - Tax Advice (phone-in)

Best in ClassDomestic Airline

Flight Fatality Rate

AverageCompany

Restaurant Bills Doctor Prescription Writing

(6,210 ppm)

(3.4 ppm)

(66,800 ppm)

Def

ects

per

Mill

ion

Opp

ortu

nitie

s

100K

1

SIGMA (with ±1.5 Sigma Shift)

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Six Sigma: A Benchmark or Goal

The specific value of 6 Sigma (as opposed to 4 or 5 Sigma) is a benchmark for process excellence.Adopted by leading organizations as a goal for process capability.Delivering nearly defect-free products and servicesFocus on variation reduction

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Six Sigma: A Method

A well defined process and toolkit used for:Product/Service DesignProduct & Process Improvement

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DMAIC Approach

0

5

10

15

20

25

30

35

40

-10 -8 -6 -4 -2 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40

Chronic Waste

Chronic Waste

Sporadic Spike (Special Cause)

Define Measure/Analyze ControlImprove

Def

ect R

ate

Time

Common Cause Variation

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DMAIC Approach

Select customer-focused problem, document business impact, determine project deliverables, complete project charter, form multidisciplinary team

Define

Develop factual understanding of current process, locate current problem sources, establish “as-is” process baseline, measure baseline process capability

Measure

Identify potential defect root causes and sources of variation, investigate using experiments and statistics, verify root causes

Analyze

Use design of experiments to develop solutions. Eliminate the verified root cause(s), or reduce sources of variation, demonstrate with data

Improve

Implement methods to hold the gains such as SOP’s and statistical process controls (SPC).

Control

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Six Sigma DMAIC Tools

Define Measure Analyze Improve Control

• Project Scope

• Project Charter

• Business Impact

• Voice of the Customer (VOC)

• Affinity Diagram

• Kano Model

• CTQ Tree diagram

• Process Map

• Data Collection

• Control Charts

• Pareto Charts

• Prioritization Matrix

• Measurement System Analysis

• Process Capability

• Yields (RTY)

• Multivari Analysis

• Cause & Effect Matrix

• FMEA

• Hypothesis testing

• ANOVA

• Noise Variables

• Scatter plots

• Design of Experiments

• Brainstorming & Creativity tools

• Design of Experiments (DOE)

• Full Factorial

• Fractional Factorial

• Response Surface

• Pilot Trials

• Implementation Plan

• Statistical Process Control (SPC)

• Standard Operating procedures (SOP)

• Data Collection & sampling plans

• Control Plans

• Measurement Systems Analysis (recheck)

• Project summary & lessons learned

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All Work is a Process

Requirements Requirements

SupplierProcessValue-added

tasks

CustomerInputs Output

Feedback Feedback

S. I. P. O. C.

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What is a process?

ControllableInputs(X’s)

Key ProcessOutputs

(Y’s)

Noise Inputs

Process

Y = f (X)

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Visualizing Process Capability

43210-1-2-3-4

0.4

0.3

0.2

0.1

0.0

Lower Spec. Limit

Upper Spec. Limit

Cust. Tolerance

Cp=1

Process Capability

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Visualizing Process Capability

86420- 2- 4- 6- 8

0 .4

0 .3

0 .2

0 .1

0 .0

Lower SpecLimit

Upper Spec.Limit

Cust. Tolerance

Cp=2

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Visualizing Process Capability

86420-2-4-6-8

0.4

0.3

0.2

0.1

0.0

Lower SpecLimit

Upper Spec.Limit

Cust. Tolerance

Process Capability

Change the process to fit in the original specification window

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Process Drift

Cp = 1.33

Cpk = 1.331.33

5.334.02.671.33-1.33-2.67-4.0-5.33 0

0.4

0.3

0.2

0.1

0.0

Lower Spec. Limit

Upper Spec. Limit

Cust. Tolerance

Process is Centered Between the Specification Limits

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Process Drift

Cp = 1.33

Cpk = 0.830.83

0

0.4

0.3

0.2

0.1

0.05.334.02.671.33-1.33-2.67-4.0-5.33

Lower Spec. Limit

Upper Spec. Limit

Cust. Tolerance

Process has Drifted Between the Specification Limits

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Process Capability Summary

LowerSpecification

Limit

UpperSpecificationLimit

UpperSpecificationLimit

LowerSpecification

Limit

UpperSpecificationLimit

LowerSpecification

Limit

UpperSpecificationLimit

LowerSpecification

Limit

Capable Process This process is not capable

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Unstable Process

Thur

LSL USLUnstable Process• Mean shifts present• Excess variation (σ

changes)• Special causes of

variation are present, • Process output is not

stable over time and is not predictable

Fri Time

Wed

Tue

Mon

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Stable process:• Variation reduced (lower σ)• Process is centered in spec window• Mean shifts reduced• Only common cause variationis present

• Process output is stable/predictable• The process is termed “in statisticalcontrol.”

Time

LSL USL

Stable Process

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History of Six Sigma

Originated at Motorola in the early 80’sDoesn’t use “Quality” in the nameUses a modification of the Deming Plan-Do-Check-Act (PDCA) cycleAdopted widely in the 90’s by major corporations including AlliedSignal (now Honeywell), GE, Kodak, and a growing list of small, medium, and large companies.

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Training for Six Sigma

Executives8 hour Six Sigma overview and implementation roadmap development.

Champion 30 hour course, overview of DMAIC, Tools overviewFocus on developing project selection skills

Black Belt160 hours of classroom, total of four months to trainRequired to have a project

Green Belt30-80 hours depending on training philosophyMay or may not have to complete a project

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Identifying Six Sigma ProjectsBasic Project Criteria• Problem in key business activity• Large financial impact• Can measure and quantify performance

yesEasy to Fix? Quick Hit

no

Solution Available?

yesOther Initiative

• Process focus• Analyze Y = f(x)• Reduce variation & defects• Complex relationships

no

Six Sigma Project

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Project Focus

Projects are chartered by Champions and business leadersLed by Black BeltsAssisted by Green BeltsEach experienced Black Belt can typically handle between 4-6 projects per yearTypical financial impact is approximately $175,000 per projectExperienced Black Belt can generate about $1M in savings per year

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Why adopt Six Sigma?

Concept has been around for 16 years, proven track record at big companies.Has shown the most endurance and return on investment of any improvement initiative.Starting to be implemented in small and medium-sized corporations.Provides a comprehensive set of philosophies, tools, methods, and fundamental concepts leading to quantifiable business results.Involves the entire organization; from CEO, CFO, Champions, Black Belts, Green Belts, and workers.

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What are the Challenges?

Takes careful preparation and a commitment to fundamental change efforts required.Training – key for all levels in the organizationIt is not a quick fix nor a “one-size-fits-all” approach.Statistical analysis is not generally part of the engineering discipline in most companies.Tendency to work on too many projects at once. Resource limitations are real!Need to manage expectations on payback time, typically takes 9-12 months from roll-out to start seeing quantifiable financial gains.

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What are the Rewards

Increased value to the customers and shareholders.Improved reliability and predictability of products and services.Significant reduction in defects.Institutionalization of a “process” mindset.Increased competitive advantage.

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Some Results…

Motorola – 10 years; $11 Billion SavingsAlliedSignal - $1.5 Billion estimated savingsGeneral Electric – started efforts in 1995

1998: $1.2 Billion less $450 Million in costs… net benefits = $750 Million1999 Annual Report: more than $2 Billion net benefits2001: 6,000 projects completed; $3 Billion in savings

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Six Sigma Summary

Disciplined & Systematic ApproachProcess orientation, drive for variation reductionFocus on quantitative methods and toolsFocus on control to hold the gainsUses a new metric for defects (sigma, DPMO, ppm)

Results oriented management leadership, using data-driven decision makingSignificant training & organizational learning

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Six Sigma Summary

Success happens “one project at a time”Good project selection leads to large financial impactImplementation is hard work, not magic. Expect bumps in the road, stay the course, results will happenSix Sigma is “A journey not a destination”

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Questions?

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Jeffrey Gotro, [email protected]