Transcript Slide 1

TPS House
(Liker, The Toyota Way.)
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Organizational Quality Models
(Implementation Models)
• Malcolm Baldrige National Quality Award
• Six Sigma
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Baldrige Criteria
Organizational Profile:
Environment, Relationships and Challenges
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2
5
Strategic
Planning
Human
Resource
Focus
Leadership
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Business
Results
3
6
Customer and
Market Focus
Process
Management
4
Measurement, Analysis and Knowledge Management
http://www.quality.nist.gov/index.html
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GE Six
Sigma
Brochure
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What Makes Six Sigma Different?
1. Integrating the human and process elements of
improvement.
2. Focusing on the bottom line.
3. Linking improvement tools in an overall approach.
(Define - Measure - Analyze - Improve - Control)
Human Issues
Process Issues
• Bottom line
• Process improvement
• Management leadership
• Analysis of variance
• Sense of urgency
• Disciplined approach
• Customer focus
• Quantitative measures
• Project teams
• Statistical methods
• Culture change
• Process management
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Ronald Snee, Why Should Statisticians Pay Attention to Six Sigma, Quality Progress, September 1999, pp. 100-3.
Deming Chain Reaction
Improve
Costs
Productivity
Quality
Decrease
Improves
Capture
Stay in
the
Business
Market
Provide
jobs and
more jobs
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Source: W. Edwards Deming, Out of the Crisis, p. 3.
Customer satisfaction
Degree
of
Achievement
Source: adapted from material presented by Kurt Hofmeister, ASI,
in a 3-day QFD workshop at Texas Instruments in 1989.
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Source: adapted from material presented by Kurt Hofmeister, ASI,
in a 3-day QFD workshop at Texas Instruments in 1989.
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“More and more, the language of GE is the language of Six
Sigma, the quality initiative begun in late 1995. It has
become central to GE’s ability to operate as a global whole.
‘Six Sigma’ refers to a standard of excellence defined as
having no more than 3.4 defects per million - in anything,
whether it’s manufacturing, billing or loan processing. GE
says it will spend $500 million on Six Sigma projects this
year and will get more than $2 billion in benefits.”
“See Jack. See Jack run.” Thomas Stewart. Fortune,
September 27, 1999, p. 132.
(emphasis added)
“Jack Welch tells his young management charges to master the
Six Sigma discipline that leads to black belts if they want to move
“This Kind of Black Belt Can Help You Score Some
up at General Electric.”
Points at Work.” Hal Lancaster. Wall Street Journal,
Tuesday, September 14, 1999, p. B1.
(emphasis added)
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Why Six Sigma Works
• Bottom line results created.
• Senior management leadership is active.
• A disciplined approach (DMAIC) is used.
• Rapid project completion (3-6 months).
• Clearly defines success.
• Infrastructure (MBB, BB, GB) established.
• Customers and processes are the focus.
• A sound statistical approach is used.
Ronald Snee, Why Should Statisticians Pay Attention to Six Sigma, Quality Progress, September 1999, pp. 100-3.
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Motorola’s Six Steps to Six Sigma
note: adapted from Motorola six step process
1. Define your product or service
2. Identify customers and their needs.
3. Determine how to satisfy the customer.
4. Identify the process for creating your product.
5. Eliminate waste and defects from the process.
6. Measure your results for continuous improvement.
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The “Define Step”
Develop the
charter.
Map the
process.
See entire Chapter 1, “Using
DMAIC to Improve Speed,
Quality and Cost”, The Lean
Six Sigma Pocket Toolbook.
Understand
the voice of
the customer.
• Review project charter
TOOLS:
Affinity diagram, charter,
communication plan, control
charts, critical to quality tree,
data collection, kano model,
Pareto diagram, run chart,
SIPOC, y=f(x).
Source: The Six Sigma Memory Jogger II.
• Validate problem statement and goals
• Validate voice of the customer and
voice of the business
• Validate business benefits
• Validate high-level value stream map
and scope
• Create communication plan
• Select and launch team
• Develop project schedule
Source: The Lean Six Sigma Pocket Toolbook.
• Complete define gate
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Define Gate
1.
An updated project charter
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2.
3.
4.
Problem statement
Key stakeholders
Business impact
Goal statement
Verification of project scope
High level project plan
List of team members
Documentation of your customer knowledge
A high level process map and/or SIPOC diagram
Detailed project management plans
Source: The Lean Six Sigma Pocket Toolbook.
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The “Measure Step”
Collect
baseline data
on defects
and their
possible
causes.
Plot defect
data over time
and analyze
for special
causes.
Create &
stratify
frequency
plots and do
Pareto
analysis.
• Value stream map for
deeper understanding and
focus
• Identify key input, process
and output metrics
• Develop operational
definitions
• Develop data collection plan
Calculate
process
sigma.
Create
detailed
process maps.
• Validate measurement
system
• Collect baseline data
• Determine process
capability
• Complete measure gate
TOOLS:
Source: The Lean Six Sigma Pocket Toolbook.
Control charts, data collection, flowchart,
histogram, operational definitions, Pareto
chart, process sigma, run chart, Taguchi
loss function.
Source: The Six Sigma Memory Jogger II.
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Measure Gate
1.
2.
3.
4.
5.
Detailed value stream map
Data and metrics
Capability analysis
Updated project charter and plans
Quick improvements
Source: The Lean Six Sigma Pocket Toolbook.
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The “Analyze Step”
Develop a
focused
problem
statement.
Explore
potential
causes.
• Identify potential root
causes
Organize
potential
causes.
• Reduce list of potential
root causes
• Confirm root cause
effect on output
• Estimate impact of root
causes on key outputs
• Prioritize root causes
• Complete analyze gate
Collect data.
Use statistical
methods to
quantify a
cause-andeffect
relationship.
Source: The Six Sigma Memory Jogger II.
Source: The Lean Six Sigma Pocket Toolbook.
TOOLS:
Brainstorming, cause-andeffect diagram, design of
experiments, histogram,
hypothesis testing,
interrelationship digraph,
scatter diagram, tree
diagram.
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Analyze Gate
1. Process analysis
2. Root cause analysis
3. Updated charter and project plans
Source: The Lean Six Sigma Pocket Toolbook.
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The “Improve Step”
Create
possible
solutions for
root causes.
Select
solutions.
Develop
plans.
Pilot plans.
• Develop potential
solutions
Implement
plans.
Measure
results.
Evaluate
benefits.
• Evaluate, select, and
optimize best solution
• Develop “to be” value
stream map(s)
TOOLS:
Gantt chart, brainstorming, commitment
scale, control charts, failure mode and
effects analysis, histograms, involvement
matrix, Pareto chart, PDCA cycle,
prioritization matrix, process sigma, run
chart.
Source: The Six Sigma Memory Jogger II.
• Develop and
implement pilot solution
• Confirm attainment of
project goals
• Develop full-scale
implementation plan
• Complete improve
gate
Source: The Lean Six Sigma Pocket Toolbook.
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Improve Gate
1.
2.
3.
4.
Solution development and selection
Pilot testing
Full scale implementation
Updated charter and project plans
Source: The Lean Six Sigma Pocket Toolbook.
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The “Control Step”
Develop and
document
standard
practices.
Create
process for
updating
procedures.
• Implement mistake
proofing
Train teams.
Monitor
performance.
• Develop SOPs, training
plan, and process controls
• Implement solution and
ongoing process
measurements
Summarize
and
communicate
learnings.
• Identify opportunities to
apply project lessons
Recommend
future plans.
• Complete control gate
• Transition monitoring /
control to process owner
Source: The Lean Six Sigma Pocket Toolbook.
TOOLS:
Communication plan, control charts, PDCA cycle, process
management chart, run chart, six sigma storyboard.
Source: The Six Sigma Memory Jogger II.
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Process
Activity
Define
(Confirm the
opportunity and
define the
boundaries and
goals of the
project.)
1. Establish Team
Charter
2. Identify Sponsor
and Team Resources
3. Administer PreWork
Tools
Project ID Tools
Project Definition Form
NPV/IRR/DCF Analysis
The tools associated with the Define stage primarily serve the function of “information
documentation.” The team needs a clear written charter that documents the business case
for working on this project, the expected returns, team membership, the project sponsor,
and so on.
Measure
(Gather data to
establish the
current state,
what is actually
going on in the
workplace with
the process as it
works today.)
1. Confirm Team
Goal
2. Define Current
State
3. Collect and
Display Data
Process Mapping
Value Analysis
Brainstorming
Voting Techniques
Check Sheets
Run Charts
Pareto Charts
Affinity/ID
C&E/Fishbones
FMEA
Control Charts
Gage R&R
There is a broad range of data and process tools used in Measure, including:
Brainstorming techniques, to encourage creativity.
Process mapping tools, to document how the process works today.
Numerous data tools, to collect and display different types of data.
Analyze
(Interpret the
data to establish
cause-and-effect
relationships.)
1. Determine
Process Capability
and Speed
2. Determine
Sources of Variation
and Time
Bottlenecks
Cp and Cpk
Multi-Vari
Box Plots
Marginal Plots
Interaction Plots
Regression
ANOVA
C&E Matrices
FMEA
Problem Definition
Forms
Opportunity Maps
The Analyze tools are often used to analyze historical data – that is, data that already exists.
Using existing data is appropriate because you are looking for “clues” that will help you
determine potential causes of problems. You have to be careful because sometimes you
simply cannot get the information you need and you need to use a more powerful tool such
as DOE.
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Improve
(Develop solutions
targeted to
confirmred
causes.)
1. Generate Ideas
2. Conduct
Experiments
3. Create Straw
Models
4. Conduct B’s and
C’s
5. Develop Action
Plans
6. Implement
Brainstorming
Pull Systems
Setup Reduction
TPM
Process Flow
Benchmarking
Affinity/ID
DOE
Hypothesis Testing
Process Mapping
B’s and C’s / Force Field
Tree Diagrams
PERT/CPM
PDPC/FMEA
Gantt Charts
Of all the toolsets associated with DMAIC, those most commonly used in Improve represent
perhaps the broadest mix of both Lean and Six Sigma tools. Pull systems, set up reduction, and
Total Productive Maintenance, for example, as traditionally Lean tools used in Improve to
eliminate work-in-process and time delays; tools such as Design of Experiments and process
mapping represent approaches inherited from the Six Sigma / quality improvement tradition.
Control
(Implement
procedures to
make sure the
improvement gains
can be sustained.)
1. Develop Control
Plan
2. Monitor
Performance
3. Mistake-Proof
Process
Check Sheets
Run Charts
Histograms
Scatter Diagrams
Control Charts
Pareto Charts
Interactive Reviews
Poka-Yoke
The tools used in Control are focused on implementation: how to document the new procedures,
what data to collect regularly on the process to monitor performance, and so on. In many cases,
the team will be using tools used earlier in DMAIC (such as control charts), but switching the
emphasis to “ongoing monitoring” instead of “cause investigation”.
Source: (George, Lean Six Sigma, Chapter 10)
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Problem-Solving / Process Improvement Model
Plan
1. Select the problem / process that will be addressed and describe the improvement opportunity.
TOOLS: survey, Pareto chart, cause-and-effect (C&E) diagram, flow chart.
2. Describe the current process surrounding the improvement opportunity.
TOOLS: check sheet, run chart, flow chart, histogram, control chart, Pareto diagram, C&E.
3. Describe all the possible causes of the problem and agree on the root cause(s).
TOOLS: C&E, check sheet, Pareto, run chart, scatter diagram
4. Develop an effective and workable solution and action plan, including targets for improvement.
TOOLS: flowchart, GANTT chart, tree diagram.
Do
5. Implement the solution or process change. TOOLS: run chart, histogram, flow chart.
Check
6. Review and evaluate the result of the change. TOOLS: run chart, histogram, control chart.
Act
7. Reflect and act on learning.
TOOLS: improvement story board.
Source: PP. 115-131, Memory Jogger II
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