Six-Sigma Management and Tools-PENGENDALIAN MUTU

Six-Sigma Management and Tools

TKI 212 - Pengendalian Kualitas


What is Six-Sigma? Organizing Six-Sigma DMAIC overview DMAIC phases The Taguchi method The Taguchi method Design for Six-Sigma Using Six-Sigma from a contingency perspective

Six-Sigma Management and ToolsWhat is Six-Sigma?

Sigma ( ) is a greek letter used to designate a standard deviation (SD) in statistics

Six refers to the number of SDs from the specialized limit to the mean

Six-Sigma: about 0.5% of products will not meet specificationspecification


Sigma Level Long-term ppm* defects

1 691,462

2 308,538

3 66,807 3 66,807

4 6,210

5 233

6 3.4

* ppm = Parts Per Million


Six-Sigma is designed to handle the most difficult quality problems

% Quality Problems Techniques

90% Basic tools of Quality

Six-Sigma Management and ToolsOrganizing Six-Sigma

The key players

Champion. Work with black belts to identify possible projects

Master Black Belts. Work with and train new black belts

Black Belts. Committed full time to completing cost-reduction projects

Green Belts. Trained in basic quality tools

Six-Sigma Management and ToolsOrganizing Six-Sigma

In a company with 100 employees there might be:

One black belt Sixty green belts Some companies have yellow belts, employees

familiar with improvement processesfamiliar with improvement processes

Six-Sigma Management and ToolsDMAIC overview

Stands for:

Define Measure Analyze Improve Improve Control

Six-Sigma Management and ToolsDMAIC phases

Define Four Phases:

1. Develop the business case

2. Project evaluation

3. Pareto analysis 3. Pareto analysis

4. Project definition


Define Developing the Business Case:

1. Identify a group of possible projects

2. Writing the business case

3. Stratifying the business case into problem 3. Stratifying the business case into problem statement and objective statement


Define RUMBA is used to check the efficacy of the business case

1. Realistic

2. Understandable 2. Understandable

3. Measurable

4. Believable

5. Actionable


Measure Two major steps:

1. Select process outcomes

2. Verifying measurements




Tools Used:

Process may Process may XY matrix FMEA Gauge R&R Capability Assessment





Tools Used:Tools Used:

Use gauges, calipers and other tools Management System Analysis (MSA) is used to

determine if measurements are consistent




Gauge R&R

Most commonly used MSA Most commonly used MSA Determine the accuracy and precision of your

measurements


Analyze Three major steps:

1. Define your performance objectives (Xs)

2. Identify independent variables

3. Analyze sources of variability3. Analyze sources of variability



1. Define your performance objectives (Xs)

Identify the independent variables where data will be gathered will be gathered

Process maps, XY matrices brainstorming and FMEAs are the tools used



3. Analyze sources of variability

Use visual and statistical tools to better understand the relationships between dependent and the relationships between dependent and independent variables


Improve Off-line experimentation

ANOVA Taguchi


Control Manage the improved processes using control charts

Six-Sigma Management and ToolsThe Taguchi method

Design of Experiment (DOE) Robust design - designed so that they are inherently

defect free Concept Design Parameter Design Tolerance Design Tolerance Design


The Taguchi Method provides:1. A basis for determining the functional relationship

between controllable factors

2. A procedure for examining the relationship between random noise and product or service variability


Design of Experiment (DOE) Robust design - designed so that they are inherently

defect free Concept Design - examining competing technologies


The Taguchi Process 1. Problem identification

2. Brainstorming session

3. Experimental design

4. Experimentation

Analysis 5. Analysis

6. Confirming experiment

Six-Sigma Management and ToolsDesign for Six-Sigma

Used in designing new products with high performance Instead of DMAIC

1. DMADV

2. IDOV


Used in designing new products with high performance DMADV

1. Design

2. Measure

Analyze 3. Analyze

4. Design

5. Verify


Used in designing new products with high performance IDOV

1. Identify

2. Design

3. Optimize3. Optimize

4. Verity

Six-Sigma Management and ToolsFailure Six-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure: 1. Lack of leadership by champions

2. Misunderstood roles and responsibility

3. Lack of appropriate culture for improvement

Six-Sigma Management and ToolsFailure Six-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure: 1. Lack of leadership by champions

2. Misunderstood roles and responsibility

3. Lack of appropriate culture for improvement

4. Resistance to change and the Six-Sigma structure 4. Resistance to change and the Six-Sigma structure

5. Faulty strategies for deployment

6. Lack of data

Six-Sigma Management and ToolsSummary

The process for Six-Sigma is define, measure, analyze, improve and control

Keys to Six-Sigma success are skilled management, leadership and long-term commitment


TKI 212 - Pengendalian Kualitas


What is Six-Sigma? Organizing Six-Sigma DMAIC overview DMAIC phases The Taguchi method Design for Six-SigmaUsing Six-Sigma from a contingency perspective


Sigma ( ) is a greek letter used to designate a standard deviation (SD) in statistics Six refers to the number of SDs from the specialized limit to the meanSix-Sigma: about 0.5% of products will not meet specification


Sigma Level

Long-term ppm* defects

1

691,462

2

308,538

3

66,807

4

6,210

5

233

6

3.4

* ppm = Parts Per Million


Six-Sigma is designed to handle the most difficult quality problems

% Quality Problems

Techniques

90%

Basic tools of Quality

Six-Sigma Management and Tools-PENGENDALIAN MUTU

Documents

Transcript of Six-Sigma Management and Tools-PENGENDALIAN MUTU