Introduction to Six Sigma

Copyright 2014 Dale K. Mize Training materials are licensed to Advanced Quality Engineering, Inc. and used with permission of the author. Reproduction or other use of these materials without the express written permission of the author is prohibited.

Permission is granted to reproduce specifically identified forms.

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About your speaker

  Dale K. Mize, president of Advanced Quality Engineering, Inc. Has 26 years of experience consulting and training and 21 years experience comprised of 4 years in customer service, 7 years in product engineering, and 10 years in manufacturing as a quality engineer, quality manager, and corporate director of quality assurance.

Much of his career was spent with the General Electric Lighting Business Group, where he designed products, developed manufacturing processes an designed quality systems for high technology lighting products. During the five years he spent with Wagner Spray Tech Corp., he designed and implemented a comprehensive quality system based upon Total Quality Management principles.

He began implementing SPC in glass forming operations at General Electric in 1976 and has since implemented SPC into a multitude of processes, both manufacturing and service.

Since 1988, he has consulted and taught for more than 150 organizations and has trained more than 10,000 persons in various quality management topics. From 1991 through 2008, he was adjunct faculty at The Center Business Excellence, University of St. Thomas, where he also was the Chair, Six Sigma Programs. He now holds a similar role at Normandale Community College and provides seminars regularly through the MNSCU, the South Dakota Technical Institutes and the Iowa Technical Colleges. Since 2008 he has been delivering Six Sigma training in Croatia and Slovakia. He is a senior member of the American Society for Quality, a Certified Quality Engineer and Certified Quality Auditor. He has presented papers and workshops on SPC at the Minnesota Quality Conference, at the Second International Applied Statistics in Industry Conference in Wichita, Kansas and the 1995, 1996, 1999, 2000 and 2001 TQM/ISO Symposia sponsored by South Dakota State University. He is co-author of the SPC training workbook, An Ounce of Prevention. He holds an AAS in Electronic Engineering Technology and a BS in Quality Management from the University of Minnesota.

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Contact Information

Dale K. Mize, CQE, CQA President Advanced Quality Engineering, Inc.

Telephone: (612) 860-0613 www.quality-inc.com

Providing training and consulting services for organizations of all types since 1988 Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Keeping it Simple Quality

Those attributes of a product or service that meet the needs and expectations of the user, as perceived by the user.

Quality is: Customer satisfaction Quality requires: Leadership, Teamwork, Systems and Statistical Tools

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Other Definitions



QUALITY CONTROL

The regulatory process through which we measure actual quality performance, compare it with standards, and act on the difference. (Juran) 

QUALITY MANAGEMENT SYSTEM

The specifically designed plans, tasks, and programs within an organization to achieve quality. (Mize) Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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What is Six Sigma?

 Six Sigma is a customer-driven approach that provides an overall framework for

quality improvement

.

It is an analytically based, comprehensive system for improving customer satisfaction and reducing costs.

 Six Sigma is all about process improvement and problem solving.

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99% Good

 99% good  same as 1% bad  10,000 ppm  .99 x .99 x .99 x .99 x .99 = .95 or 95% probability Revision R 10/14/14 Copyright Dale K. Mize 14,995 more parts to go!

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Need process emphasis, not output emphasis

 Understand the nature of variation (bell curve or normal distribution)  Work for continuous improvement, reduce width of bell curve (Increase C pk )  Not just make “parts to spec” Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Reaction vs. improvement

Consider the chart below Average costs per unit, $

90 80 70 60 50 40 30 20 10 0 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

Days

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Reaction vs. improvement

      Average costs approximately $40 per unit per day Typically accept that level as “normal” Firefighting or troubleshooting occurs until the spike is brought back to “normal” Other systems compensate for this loss or cost and maintain the “normal” level Management reporting systems do not signal unless a spike occurs.

Chronic level of errors or cost continues.

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Changing Quality Assumptions

From To

Internal focus on financials Reactive Output emphasis Detection Product oriented Ain’t broke, don’t fix it Blame placing Cost or quality Predominantly worker caused Predominantly management caused Defects should be hidden Centralized control Quality Department Schedule first External focus on customers Proactive Process emphasis Prevention Organization oriented Continuous improvement Problem solving Cost and Quality Defects should be highlighted Empowerment/ engagement Everyone’s responsibility Quality first Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Unless you’re the lead dog,

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the scenery never changes.

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The Model - DMAIC

Define Measure Analyze Improve Control

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First 3 steps

1.

WHO - Identify the customer 2.

WHAT - Identify the customer’s needs and expectations 3.

HOW – How well do we meet these

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Six Sigma Strategy

       Projects vs. organizational immersion Operations and the Cost of Goods Sold (COGS) gold mine Involve administrative/service functions in six sigma teams Build on successes Roll out to administrative/service functions Communicate regularly Celebrate results Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Project selection

      Support business goals Clear connection to dollars Strong customer connection Choose project with identifiable goals and quantified outcomes Project scope; keep within the wherewithal of the six sigma practitioner and team Management must break roadblocks Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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How is Six Sigma different?

    It is project based It is a prescribed methodology, DMAIC It is customer focused It is full system driven 

Management support is critical

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How is Six Sigma different?

   It is not a quality management system, i.e. ISO9000-2000 It is not Lean Manufacturing It is not based on continuous improvement

Breakthrough Improvement!

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Lean Manufacturing

 Objective the same as six sigma, to increase margins.

 Relies upon measurements like six sigma  Drives cultural change like six sigma  Focuses on time and materials  Gets at the top layer of improvement opportunities Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Lean Manufacturing

Lean Tendencies of vs.

Waste/defect reduction Experience and process knowledge basis Efficiency

six sigma

Variation reduction scientific and statistical basis Efficiency and Effectiveness Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.

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Process Capability Analysis

Thus, the C pk tells us what the process

C pk

 z minimum 3 doing, while the C p tells us what the process do; if we re-center it.

C p

 USL LSL 6s

Drive these to 1.33 or better.

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Process Capability Analysis

 Benchmarks (with distributions centered)

C pk

0.33

0.66

1.00

1.33

1.50

1.67

2.00

PPM out of tolerance

317,300 45,600 2,700

63

6.8

0.57

0.002

(or 3.4*) *When allowing for 1.5 s shift in the X.

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% in tolerance

68.27

95.44

99.73

99.9937

99.99932

99.999943

-- (99.9996) 22

Final notes

“Everyone says something needs to be done, but this time it looks like it might be us.” Will Rogers

Six Sigma will not work any better than TQM, ISO 9000, Baldridge, Deming, etc., etc. unless people get serious about it. There’s no magic sprinkle dust. The model has to be used and people have to be held accountable for results. The results will then follow.

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