Transcript Chapter 13 Six-Sigma Management and Lean Tools Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. 13- 1

Chapter 13
Six-Sigma
Management and
Lean Tools
Copyright
© 2010 Pearson Education, Inc. Publishing as Prentice Hall.
13- 1
Strategic Quality Planning
Six-Sigma Management and Lean Tools
Chapter 13
What
is Six-Sigma?
Organizing Six-Sigma
DMAIC overview
DMAIC phases
The Taguchi method
Design for Six-Sigma
Using Six-Sigma from a contingency
perspective
Copyright
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
What is Six-Sigma
Sigma () is a greek letter used to
designate a standard deviation (SD) in
statistics
Six refers to the number of SD’s from the
specialized limit to the mean.
Six-Sigma: about 0.5% of products will
not meet specification
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
What is Six-Sigma
Sigma Level
Long-term ppm* defects
1
2
3
4
5
6
691,462
308,538
66,807
6,210
233
3.4
* ppm = Parts Per Million
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
What is Six-Sigma
Six-Sigma is … designed to handle
the most difficult quality problems.
% Quality Problems Techniques
90%
Basic tools of Quality
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< 10%
Six-Sigma
< 1%
Outside specialists
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Organizing 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
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Organizing 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
processes
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Overview
Stands
for:
Define
Measure
Analyze
Improve
Control
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Define

Four Phases:
1.
2.
3.
4.
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Develop the business case
Project evaluation
Pareto analysis
Project definition
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Define

Developing the Business Case:
1.
2.
3.
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Identify a group of possible projects
Writing the business case
Stratifying the business case into
problem statement and objective
statement
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Define

RUMBA is used to check the efficacy
of the business case
1.
2.
3.
4.
5.
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Realistic
Understandable
Measurable
Believable
Actionable
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Measure

Two major steps:
1.
2.
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Select process outcomes
Verifying measurements
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Measure

Two major steps:
1.

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Select process outcomes
Tools Used:
 Process may
 XY matrix
 FMEA
 Gauge R&R
 Capability Assessment.
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Measure

Two major steps:
2.

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Verifying measurements
Tools Used:
 Use gauges, calipers and other
tools.
 Management System Analysis
(MSA) is used to determine if
measurements are consistent
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Measure

Two major steps:
2.

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Verifying measurements
Gauge R&R
 Most commonly used MSA
 Determine the accuracy and
precision of your measurements
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Analyze

Three major steps:
1.
2.
3.
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Define your performance
objectives (X’s)
Identify independent variables
Analyze sources of variability
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Analyze

Three major steps:
1.
Define your performance
objectives (X’s)
Identify the independent variables
where data will be gathered
Process maps, XY matrices
brainstorming and FMEA’s are the
tools used
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Analyze

Three major steps:
1.
Analyze sources of variability
Use visual and statistical tools to
better understand the relationships
between dependent and
independent variables
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Improve

Off-line experimentation


Copyright
ANOVA
Taguchi
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
DMAIC Phases

Control

Copyright
Manage the improved processes using
control charts
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method

Design of Experiment (DOE)

Robust design - designed so
that they are inherently defect
free
 Concept Design
 Parameter Design
 Tolerance Design
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method
Copyright

The Taguchi Method provides:
1.
A basis for determining the
functional relationship between
controllable factors
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method
Copyright

The Taguchi Method provides:
2.
A basis for determining the
functional relationship between
controllable factors
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method
Copyright

The Taguchi Method provides:
3.
A procedure for examining the
relationship between random noise
… and product or service
variability
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method

Design of Experiment (DOE)

Robust design - designed so
that they are inherently defect
free
 Concept Design - examining
competing technologies
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
The Taguchi method

The Taguchi Process
1.
2.
3.
4.
5.
6.
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Problem identification
Brainstorming session
Experimental design
Experimentation
Analysis
Confirming experiment
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Design for Six-Sigma (DFSS)

Used in designing new
products with high
performance

Instead of DMAIC
1. DMADV
2. IDOV
Copyright
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Design for Six-Sigma (DFSS)

Used in designing new
products with high
performance

DMADV
1.
2.
3.
4.
5.
Copyright
Design
Measure
Analyze
Design
Verify
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Design for Six-Sigma (DFSS)

Used in designing new
products with high
performance

IDOV
1.
2.
3.
4.
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Identify
Design
Optimize
Verity
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
failure Six-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure:
1.
2.
3.
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Lack of leadership by
champions
Misunderstood roles and
responsibility
Lack of appropriate culture for
improvement
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
failure Six-Sigma from a Contingency Perspective

Reasons for Six-Sigma failure:
4.
5.
6.
Copyright
Resistance to change and the
Six-Sigma structure
Faulty strategies for deployment
Lack of data
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Strategic Quality Planning
Six-Sigma Management and Lean Tools
Summary


Copyright
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
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