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Agenda
O Selection of Improvement methodologies
O Six sigma improvement methodology
O DMAIC
O CASE: DMAIC methodology
O Six sigma organization structure
It takes money to
save money!
Agenda
O Selection of Improvement methodologies
O Six sigma improvement methodology
O DMAIC
O CASE: DMAIC methodology
O Six sigma organization structure
O Six sigma benchmarks
O DMADV(DFSS)
Creating new process which will perform at Six
Sigma
Agenda
O Six sigma improvement methodology
O DMAIC
O CASE: DMAIC methodology
O Six sigma organization structure
O Six sigma benchmarks
Case:
O The cycle time of a mail order distribution
Define
ODescribe the problem in
operational terms
ODrill down to a specific problem
statement (project scoping)
OIdentify customers and CTQs,
performance metrics, and
cost/revenue implications
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CTQ Tree
SIPOC
Case:Define
Problem Statement:
We miss our contractual obligations of delivering in less than 3 days
CTQ*
Definition
Specification
Limit
Lead time
3 days
Y = f(X)
O Y is the set of CTQs and X represents the set of
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Measure
ODevelop Operational definitions
OKey data collection questions
O What questions are we trying to answer?
O What type of data will we need to answer
the question?
O Where can we find the data?
O Who can provide the data?
O How can we collect the data with minimum
effort and with minimum chance of error?
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Measure
Measure your problem and your defects.
Measure Conclusion
O I observed the probability of defect of 12.03%!
O My performance is 2.67 ST*. We have a problem!
O 6 Sigma goal is to reach 0.00034% of probability of defect!
ZST Value*
% Defects
308,537
30.8537%
66,807
12.03%
6.6807%
6,210
0.6210%
233
0.0233%
3.4
0.00034%
2.67
Analyze
OFocus on why defects, errors, or
Analyse
Analysis finding the root causes (Xs)
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8%
Improve
Improve
OIdea generation
OFMEA
OBrainstorming
OEvaluation and selection
OImplementation planning
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FMEA
O A structured approach to:
O Identifying the ways in which a product or
Types of FMEA
Analyzing
Failure &
Effects
Severity, Occurrence,
and Detection
OSeverity
O Importance of the effect on customer requirements
OOccurrence
O Frequency with which a given cause occurs and
ODetection
O The ability of the current control scheme to detect
Assigning
Rating
Weights
Rating Scales
O There are a wide variety of scoring
Assigning
Rating
Weights
Rating Scales
O Severity
O 1 = Not Severe, 10 = Very Severe
O Occurrence
O 1 = Not Likely, 10 = Very Likely
O Detection
O 1 = Easy to Detect, 10 = Not easy to Detect
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Calculating a
Composite
Score
Severity
Occurrence
Detection
RPN
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A Closer Look
Prioritize
Determine and
assess actions
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FMEA Procedure
1. For each process input (start with high value
inputs), determine the ways in which the input
can go wrong (failure mode)
2. For each failure mode, determine effects
O Select a severity level for each effect
Process Steps
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PUGH MATRIX
Control
OMaintain improvements
OStandard operating procedures
OTraining
OChecklist or reviews
OStatistical process control charts
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Control
2003 Delivery Time Performance
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Agenda
O Six sigma improvement methodology
O DMAIC
O CASE: DMAIC methodology
O Six sigma organization structure
O Six sigma benchmarks
Conclusion
Six Sigma is methodology used for:
O Aligning key business processes to
achieve those requirements.
O Utilizing rigorous data analysis to
minimize data variation in those
processes.
O Driving rapid and sustainable
improvement to business processes.
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