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Objectives
u To know what “Six Sigma” means
p To be able to explain the meaning of Six Sigma as
a measure of a product’s ability to meet customer
requirements
p To be able to explain the meaning of Six Sigma as
a change initiative in a business
1
Comprehend Business Objectives/Priorities.
Objectives for this session
u To gain a high-level understanding of Six Sigma and the
EMC approach to Six Sigma
u To walk out with an understanding of what is required to
write a good project definition to assist your candidates
應試
to
have a clearly defined project before attending Week 1
training.
u To ensure a common understanding of basic tools and
concepts used in Six Sigma training
u To clarify
闡明
what is expected from you as champions and
management to foster培養
this cultural change in using these
tools in our day to day business.
2
Does Your Company Need Six Sigma?
(continued)
3
Does Your Company Need Six Sigma?
-cont.
Does Your Company -
u Continually implement price reductions for current
products?
u Have an increasing number of competitors?
u Spend a high % of sales dollars on repairing or
reworking a product before it ships?
4
Does Your Company Need Six Sigma?
-cont.
Does Your Company -
uHave a magician in
your organization?
5
Six Sigma Objectives
7
What Is Six Sigma?
OR
製造過程中誤差機率之測量
生產良率能代表一切嗎?
Long-Term Yield
10
Sigma level compared to defects
Short-term distribution shifted by
1.5σ to obtain long-term PPM
Note: Industry standard has
defined a sigma level to imply
short term.
Sigma Short-Term Long-Term
Level PPM PPM
Defects per Million Opportunities
800000
700000
1 158655.3 691462.5
2 22750.1 308537.5
600000
3 1350.0 66807.2
500000
4 31.7 6209.7
400000
5 0.3 232.7
300000 6 0.0 3.4
200000
Short-Term PPM Long-Term PPM
100000
0
1 2 3 4 5 6
Short-Term PPM 158655.3 22750.1 1350.0 31.7 0.3 0.0
Long-Term PPM 691462.5 308537.5 66807.2 6209.7 232.7 3.4
Sigma Level
11
Benchmarking Standards
Rolled Throughput
1 93.319% 99.379% 99.977% 100.000%
Product Complexity
(# of Opportunities)
Yield (RTY)
10 50.086% 93.961% 99.768% 99.997%
80 0.396% 60.755% 98.156% 99.973%
100 0.099% 53.638% 97.700% 99.966%
150 0.003% 39.284% 96.570% 99.949%
300 0.000% 15.432% 93.257% 99.898%
1,200 0.000% 0.057% 75.636% 99.593%
3,000 0.000% 0.000% 49.753% 98.985%
150,000 0.000% 0.000% 0.000% 60.042%
4σ toothpick manufacturer (assume one opportunity for a defect): Has an RTY of 0.99379 (1) = 99.379%
4σ mechanical pencil manufacturer (assume 10 opportunities for a defect): Has an RTY of 0.99379 (10) = 93.961%
12
Six Sigma Overview
劣質成本
u What Is Cost of Poor Quality (COPQ)?
p The cost of finding and fixing defects
找尋及修正缺失的成本
13
Six Sigma Overview
傳統圖制
Traditional Metrics
COPQ
$100,000 $100,000
$90,000 $90,000
$80,000 $80,000
$70,000 $70,000
$60,000 $60,000
0.825 0.85 0.875 0.9 0.925 0.95 0.975 1 80.0% 82.5% 85.0% 87.5% 90.0% 92.5%
Equipment Utilization Test Yield
設備利用率 測試良率
14
Six Sigma Overview
第六標準差圖制
Six Sigma Metrics
$375,000 $375,000
$300,000 $300,000
COPQ
COPQ
$225,000 $225,000
$150,000 $150,000
$75,000 $75,000
$- $-
1.00 1.75 2.50 3.25 4.00 4.75 5.50 0.00 30.00 60.00 90.00 120.00
15
Six Sigma Overview
一般公司的劣質成本可能高達總銷售額的25%
of total sales!
16
劣質成本示意圖
佔銷售額的4-5%
顧客退貨
廢料
訂單退貨 檢視成本
測試成本
取消
重作
17
Six Sigma Overview
超時加班
客戶折扣
過度服務花費 計畫延遲 文書報告延遲
訂價或訂單錯誤 保險費,運費損失
過多庫存
不正確的訂單
發送成本 未完成事項
員工失誤
未用的生產力
抱怨之處理
失敗產品之發展成本
滿足客戶浪費的時間
過期應收帳款
過度的系統成本
全部成本可達15-20%
19
Six Sigma Overview
劣質成本指標
Indicators of COPQ
製造停工時間
低良率
u Low Yield Rate u Process Downtime
高客戶瑕疵率 高營運成本
u High Customer Failure Rate u High Operating Costs
高垃圾成本
(PPM) 不斷的產品問題 u High Scrap/Rework Costs
高庫存
u Incoming Product Quality u High Inventories (WIP)
高製造週期
Problems u Long Cycle Times
無法預測的品質 產品成效無法預期
u Unpredictable Quality u Unpredictable Product
低生產力
u Poor Process Capability (Cp, Cpk) Performance
生產力被限制
可計算的系統誤差
u Measured System Error u Capacity Constrained
高客戶應收帳款 高生產量
u High Past Due to Customer u High Product Volume
高維護成本 內部可察覺低品質
u High Maintenance Costs u Internal Perceived Poor Quality
低設備利用率 外部可察覺低品質
u Low Machine Utilization u External Perceived Poor Quality
20
Six Sigma Overview
Indicators of COPQ
21
EMC Six Sigma Approach
Objectives
如何將第六標準差落實在製造上
22
EMC Six Sigma Approach
執行策略
應用策略
Implementation
Application
Strategy
Strategy
u Strategic
6σ
策略架構 計算
Infrastructure u Measure
分析
u Tactical u Analyze
戰術架構
改進
Infrastructure u Improve
u Operational
控制
工作架構 u Control
Infrastructure
23
EMC Implementation Strategy
傳統品質改善計畫執行
u Traditional “Quality” program implementation
須確認品質
p Improvement is expected.
24
EMC Implementation Strategy
策略架構 執行策略 金字塔
STRATEGIC LEVEL
u Organizational Leadership u Six Sigma Deployment Plan
p Executives p Executive Steering Committee
p Master Black Belts
TACTICAL LEVEL
u Tactical Management u Six Sigma Project Teams
p Operational Managers p Champions
p Support Managers p Black Belts
p Team Members
p Stakeholders
OPERATIONAL LEVEL
u Operational Work u Six Sigma Institutionalization
p Operators p Green Belts
p Support Staff p Yellow Belts
27
EMC Implementation Strategy
Master Black Belt Roles and Responsibilities
Roles:
u Is a mentor, trainer, and coach of Black Belts and others in the
organization
u Brings broad organization up to the required 6σ competency level.
Reporting Lines:
u Is generally a central resource; is cross functional.
u Is a member of the 6σ leadership team and the steering committee
Responsibilities:
u Mentors and coaches Black Belts
u Develops and conducts several forms of training
u Owns the 6σ technical development roadmap
p Provides higher education of Black belts and Master Black Belts
p Brings the entire organization to the 6σ level of competency
u Is the custodian of the purity of the method ⎯ no compromising
u Transfers lessons learned
u Owns “knowledge” certification of Black Belts
u Finds outside expertise/help when required
u Networks with other 6σ organizations
Time Commitment:
u Must be 100% dedicated
28
EMC Implementation Strategy
Team Member Roles and Responsibilities
Roles:
u Participates on the project teams and supports the goals of the project,
typically in the context of his existing responsibilities
Responsibilities:
u Performs his normal job and supports the activity of the project as it relates
to that particular job
u Learns the 6σ methodology as it applies to the particular project
u Continues to learn and practice the 6σ methodology and tools after project
completion. Some may evolve to the Black Belt level of knowledge and
practice.
Time Commitment:
u Is defined by the Six Sigma Belt, Champion, and Functional Manager
u May be instructed to support any Six Sigma project as a high priority
Minimum Training Requirement:
u Four-hour overview
u Additional training from a Six Sigma Belt
29
EMC Implementation Strategy
Stakeholder Roles and Responsibilities
Roles:
u Agrees with the project selection and expected results
u Supports the Black Belt/Green Belt in the organization and takes the
necessary actions to realize the gains
Responsibilities:
u Approves the potential savings from the project (pre R0)
u Participates in the project identification and selection process
u Owns the development and implementation of actions to realize the
savings
u Provides team resources
u Ensures that 6σ training is implemented in the organization
u Participates in 6σ reviews
Time Commitment:
u As needed
Min. Training Requirement:
u Four-hour overview
30
EMC Six Sigma Approach
Implementation
Strategy Application
u Strategic Strategy
Infrastructure 6σ u Measure
u Tactical
Infrastructure u Analyze
u Operational u Improve
Infrastructure u Control
31
EMC Application Strategy
1 to 2σ
32
EMC Application Strategy
33
EMC Application Strategy
u Define project scope
u Validate measurement systems
Measure u Establish initial capability for Ys
u Process exploration of all potential Xs
Project Reviews
u Each phase has a list of potential project application
tools. Use these tools to move your project forward.
p If the tool is not appropriate, please make sure you clearly
understand and can demonstrate its usage.
p We are here to help you with both the application and the
underlying concept.
Local and Corporate Project Reviews
u Present only the tools that are pertinent or of interest to the
audience during your reports.
u Your presentation should take no longer than 15 minutes.
p Please allow 10 minutes for the presentation itself and five minutes
for a brief question/answer session.
p Your presentation should consist of approximately 8 to 10 slides. 35
EMC Application Strategy
Phase 1: Product Measurement
Part
YTP
S am pl e M ean
1.1 1 2 3 1.1 Operator
1.0 1.0 1
A v erage
0.9 3.0SL=0.8796 0.9 2
0.8 X=0.8075 0.8
-3.0SL=0.7354 3
0.7
0.7
0.6
0.5 0.6
0.4 0.5
0.3 0.4
0 Part ID 1 2 3 4 5 6 7 8 9 10
S am ple Range
0.15 1 2 3 1.1
3.0SL=0.1252 1.0
0.10 0.9
0.8
0.7
0.05
R=0.03833 0.6
0.5
0.00 -3.0SL=0.000 0.4
7 8 9 10 11 12 13 14 0 Oper ID 1 2 3
P erc ent
Cp 0.47 Targ * Mean 9.8997 %>USL Exp 15.11 PPM>USL Exp 151108 70 %Study Var 0.9
60 0.8
CPU 0.34 USL 11.000 Mean+3s 13.0992 Obs 14.00 Obs 140000 50
40 0.7
CPL 0.59 LSL 8.000 Mean-3s 6.7001 %<LSL Exp 3.74 PPM<LSL Exp 37442 30 0.6
20 0.5
Cpk 0.34 k 0.266 s 1.0665 Obs 2.00 Obs 20000 10
0 0.4
Cpm * n 100.000 Gage R&R Repeat Reprod Part-to-Part Part ID 1 2 3 4 5 6 7 8 9 10
36
Session 1, Application Tools
0.03
l P X4
0.02 Al Xs
0.01 X3 X6 b le
0.00
oba X1
1 2 P r X5
Piece
38
Session 2, Application Tools
u Project Status
p *Problem statement and project status
Regardless
Regardlessofofthe
thetools
toolsused,
used,you
youshould
shouldaddress
address
p *Project assessment chart (Metric.doc)
each
eachofofthese
thesequestions
questionsduring
duringyour
yourSession
Session22
u Process Capability Analysis
Review:
Review:
p Distribution assessment
1)1)What
Whatisisthe
thestatement
statementofofthe
thestatistical
statistical
p Data transformations
problem?
problem?
p Capability analysis
2)2)IsIsthe
theresponse
responsediscrete
discreteororcontinuous?
continuous?
u Graphical Analysis (X Search) • • What
Whatdoes
doesthe
thedistribution
distributionlook
looklike?
like?
p Boxplots/scatterplots/other graphs • • Has
Has this helped you reduce the potentialXs?
this helped you reduce the potential Xs?
u Identification of high-priority Xs 3)3)How
Howmuch
muchofofthe
theproblem,
problem,as
asdescribed
describedininthe
the
p Capability (Cpk, s level, DPU, RTY) measure phase, are you going after?
measure phase, are you going after?
p Graphical tools (histograms, m, s) 4)4)Have
Haveyou
youreduced
reducedthe
thelikely
likelyXs
Xstotoaanumber
number
u Progress Summary that can be experimented with?
that can be experimented with?
p *Conclusion(s) 5)5)What
Whatare
areyour
yournext
nextsteps?
steps?
p *Issues and barriers 6)6)Do
Doyou
youhave
haveadequate
adequateresources
resourcestotocomplete
complete
p *Next steps the project?
the project?
u Completed “Local Project Review”
200
6 RAPID RIGHT TAILSTOCK
7 .015IPR LEFT TAILSTOCK
185 8 RAPID LEFT TAILSTOCK
170
Mean
220 195
RESPONSE
185
200
175
2
180 165
160 155
4
E
145
or
140
ct
22 -1 1
Fa
18 6
Factor 14 B
G
40
Session 3, Application Tools
Cause System 9
Range of Y 7
u Control Xs 6
σ =
∑
N
i =1
(X i − μ) 2
N High Spec Low Spec
MHz
-1 1
Statistics Standards
Realistic Tolerance on X
6 0 0 .5
EWMA
X = 6 0 0 .1
X = 6 0 0 .1
5 9 9 .5
L C L = 5 9 8 .9
L C L = 5 9 8 .9
5 9 8 .5
0 50 10 0
Sample Number
42
EMC Application Strategy
43
Basic Concepts
Objectives
u To understand the fundamental equation that drives
Six Sigma
u To know how the difference between First Time
Yield (FTY) and Rolled Throughput Yield (RTY) in
measuring process performance
u To know the DPU Concept and how is related to
RTY.
44
Fundamental Equation
Y = f(x)
The Output Is A Function Of The Inputs And The Process.
45
Fundamental Equation
Y= f(x)
What is Y? What are X1 . . . XN?
Output I Input process
variables
Dependent
I Independent
Effect
I Cause
Symptom I Problem
Monitor I Control
46
Fundamental Equation
Z-score or Rolled
Parts per
“sigma throughput
million,
value” yield,
ppm
RTY
Process
capability
Cp,Cpk,
Pp,Ppk
48
Understanding Yield
FTY = P
* 100%
100 U
Where:
98
FTY = First Time Yield
Weekly Yield (%)
(test yield)
96
P= Number of units
that pass the test
94
U= Number of units
tested
92
90
Wk 8
Wk 9
Wk 7
Wk 1
Wk 2
Wk 3
Wk 5
Wk 6
Wk 4
Wk 10
Wk 11
Wk 13
Wk 14
Wk 12
Wk 15
49
Understanding Yield
Scrap
Profit
15 5
4
10
3
2
5
1
0 0
80 90 100 80 90 100
Test Yield Test Yield
50
Understanding Yield
FTY
Test
51
Understanding Yield
Re-Work Re-Work
or Scrap or Scrap
FTY
Failure Failure
Analysis Analysis
Test
52
Defects vs. Defectives
u Defects:
p Countable failures associated with a single unit.
A single unit can be found to be defective, but it may have
more than one defect.
u Defectives:
p Completed units that are classified as bad. The whole unit is
said to be defective regardless of the number of defects it has.
53
Defects per Unit (DPU)
Defects
DPU =
Units Produced
54
Example of DPU
u At the part level:
p Pedal assemblies arrive at our plant weekly to support
production needs. The following defect data is collected on a
sample basis. It was collected over the previous 12- month
period for 500 total samples (n = 500).
i Reflector missing 25
i Threads marred 15
i Pedal bent 10
i Total 50
Total Defects 50
DPU = = = 0.1
Units 500 (continued)
55
Example of DPU
-cont.
u At the product level:
p DPUs of sub-assemblies can be summed to obtain the total
number of defects found in the finished unit.
n
DPUtotal = ∑ DPUsub −assembly ( i )
i =1
56
Rolled Throughput Yield (RTY)
57
Rolled Throughput Yield Example
Process Step
Select Part
DPU Step Yield
0.02 98%
RTY = e − dpu = e −0.1 = 90% ***
Hand Tighten L 0.01 99% or
Hand Tighten R 0.01 99%
Torque L 0.03 97% RTY = 0.98 × 0.99 × 0.99 × 0.97 × 0.97
Torque R 0.03 97%
Total 0.10 = 90%
*** Good for DPU < 0.1 , otherwise use product of step yields
58
Understanding First Time Yield and RTY
−DPUtotal
− ∑ DPU process ( i )
RTY = e =e i =1
60
The Calculation
Total Defects
DPMO = × 1,000,000
Total Opportunities
61
Understanding Opportunities
62
Understanding Opportunities
64
Inspection Exercise
The
Thenecessity
necessityof oftraining
trainingfarmhands
farmhandsfor forfirst -class
first-class
farms
farmsin inthe
thefatherly
fatherlyhandling
handlingof offarm
farmlivestock
livestockis is
foremost
foremostin inthe
theeyes
eyesof offarm
farmowners.
owners.SinceSincethethe
forefathers
forefathersof ofthe
thefarm
farmowners
ownerstrained
trainedthethefarmhands
farmhands
for
forfirst -class farms
first-class farmsin inthe
thefatherly
fatherlyhandling
handlingof offarm
farm
livestock,
livestock,thethefarm
farmowners
ownersfeel
feelthey
theyshould
shouldcarry
carryon on
with
withthe
thefamily
familytradition
traditionof oftraining
trainingfarmhands
farmhandsof offirst
first
class
classfarmers
farmersin inthe
thefatherly
fatherlyhandling
handlingof offarm
farm
livestock
livestockbecause
becausethey theybelieve
believeititis
isthe
thebasis
basisof ofgood
good
fundamental
fundamentalfarm farmmanagement.
management.
65
Attribute R&R
95% 5 4 4 4
90% 6 6 5 5
85% 7 7 7 6
80% 9 8 8 7
70% 12 11 10 10
50% 20 19 18 17
Number of consecutive inspectors required to achieve an
escaping defect rate of 3.4 ppm (6σ, short term)
67
How to Run an Attribute R&R
69
Example
Known
Known Population Operator #1 Operator #2 Operator #3
Workmanship
Sample # Attribute
or Try #1 Try #2 Try #1 Try #2 Try #1 Try #2
Customer
1 Result
pass pass pass pass pass fail fail
2 pass pass pass pass pass fail fail
3 fail fail fail fail pass fail Operatorfail
4 fail fail fail fail fail fail fail
5 fail fail fail pass fail fail
Resultsfail
6 pass pass pass pass pass pass pass
7 pass fail fail fail fail fail fail
8 pass pass pass pass pass pass pass
9 fail pass pass pass pass pass pass
10 fail pass pass fail fail fail fail
Data Entry 70
Spreadsheet Results with
Calculated Confidence Intervals
Statistical Report - Attribute Gage R&R Study
71
Summary
72
u Measurement Systems Analysis
(MSA)
Variable Gage
Repeatability and Reproducibility
(Variable Gage R&R)
73
Why Study Measurement Systems?
Due to
Long-term Short-term Due to
measurement
variation variation operators
device (Gage)
Repeatability
Performance Characteristic
A variable R&R study will quantify the repeatability of the measurement system.
Performance Characteristic
A variable R&R study will quantify the reproducibility of the measurement system.
79
Variable Gage R&R Example
80
Example
u Step 2: Calibrate the Gage or verify that the last calibration date is valid.
In this case, we could measure some standard lengths to ensure that the steel
rule is not biased.
u Step 3: Set up the Minitab data-collection sheet for the R&R study. Create the
R&R data-collection sheet for 10 parts, each measured two times by three
operators.
Column Headings:
Column 1: PartID (1 to 10)
Column 2: Operator (1 to 3)
Column 3: Operator Name
Column 4: Trial (1 to 2)
Column 5: Measure
82
Example, Gage R&R Using Minitab
u Step 4: Ask the first operator to measure all the samples once in
random order. The operator should not know the identity of each
part, to reduce human bias.
Mary measures all of the parts in random order.
u Step 5: Have the second and then the third operator measure all
the samples once in random order. All operators have now
measured the samples once (this is Trial 1).
Pat and then Joe measure all of the parts in random order.
u Step 6: Repeat Steps 4 and 5 for the required number of trials.
Mary then Pat and then Joe measure the parts a second time in
random order.
83
Minitab Worksheet
84
Run the Analysis
Enter PartID,
Operator, and
Measure.
p
p
5.15
5.15standard
standard
deviations
deviationsrepresent
represent
99% of the normal
99% of the normal
curve.
curve.
Enter 5.15 and
p
p
0.5
0.5comes from±0.25
comesfrom ±0.25 0.5.
the process tolerance
the process tolerance
85
Gage R&R Output: Graphical
u Step 9: Analyze the Minitab output.
Ga g e n a m e :
Da te o f s tu d y :
Gage R&R (ANOVA) for Meas ure Re p o rte d b y :
To l e ra n c e :
M is c :
% To l e ra n c e
50
4 4 .0 5
0 4 3 .9 5
0 .0 3 4 4 .1 5
0 .0 2
R=0 .0 1 2 8 0 4 4 .0 5
0 .0 1
0 .0 0 L CL = 0 4 3 .9 5
0 Na m e J oe M a ry Pa t
M a ry
UCL = 4 4 .1 4
4 4 .1
M e a n = 4 4 .1 1 Average 4 4 .1
Pa t
L CL = 4 4 .0 9
4 4 .0
4 4 .0
4 3 .9
0 Pa rt ID 1 2 3 4 5 6 7 8 9 10
Graphs! But what do they mean? Let’s investigate each section one at a time.
86
The Bar Chart
Gage name:
Gage R&R (ANOVA) for Measure Date of study:
Reported by:
Tolerance:
Misc:
Components of Variation
100 %Contribution
%Study Var
%Tolerance
Percent
50
0
Gage R&R Repeat Reprod Part-to-Part
87
The Xbar and Range Chart
88
Gage R&R, Xbar, and R
Gage name:
Gage R&R (ANOVA) for Measure Date of study:
Reported by:
Tolerance:
Name*Part ID Interaction Misc:
Name
44.2
Joe
Mary
Pat
Average
44.1
44.0
Part ID 1 2 3 4 5 6 7 8 9 10
89
Operator Bias
Gage name:
Gage R&R (ANOVA) for Measure Date of study:
Reported by:
Tolerance:
Misc:
By Name
44.25
44.15
44.05
43.95
90
A Part-by-Part Look
Gage name:
Gage R&R (ANOVA) for Measure Date of study:
Reported by:
Tolerance:
Misc:
By Part ID
44.25
44.15
44.05
43.95
Part ID 1 2 3 4 5 6 7 8 9 10
91
Another Graph: Gage Run Chart
Mary
44.14
Pat
44.04
43.94
Part ID 1 2 3 4 5
44.24
Measure
44.14
44.04
43.94
6 7 8 9 10
Part ID
92
Gage Results: Minitab Session Window
%Contribution
Source VarComp (of VarComp)
93
Gage R&R, Distinct Categories
Number of Distinct Categories = Eight The part is in one of these eight zones.
u This is the number of distinct categories this
measurement system can distinguish.
u The number of groups within your process
data that your measurement system
can discern.
Source VarComp D is tin c t
Total Gage R&R 1.90E-04 C a te g o rie s
Repeatability 8.73E-05
G ood G age >10
Reproducibility 1.02E-04
Name 1.02E-04 M a r g in a l G a g e 4 to 9
Part-To-Part 6.45E-03
R e je c t G a g e <4
Total Variation 6.64E-03
⎧⎪ σ 2 ⎫⎪
Dist Categories = RoundDown ⎨ Total
* 2⎬
⎪⎩ σ MS
2
⎪⎭
94
Handling Poor Gage Capability
Objectives
u To understand the importance of project selection
to Six Sigma success
u To understand the difference between traditional
project selection and Six Sigma project selection
u To be able to establish a business case
97
Importance of Project Selection
98
Six Sigma vs. Traditional Projects
(continued)
99
Six Sigma vs. Traditional Projects -cont.
101
Six Sigma vs. Traditional Projects
103
Establishing a Business Case
Business Case
u The business case establishes the importance of the
project to the business in terms of meeting business
objectives
u Components
p The output unit (product/service) for external customer
p The primary business measure of the output unit for the
project
p The baseline performance of the primary business
measure
p A gap in the baseline performance of the primary
business measure from the business objective
(continued)
104
Establishing a Business Case -cont.
(continued)
105
Project Selection II
Narrowing Project Focus
Objectives
u To know how to identify a narrow project focus that
will provide the largest impact to the problem
outlined in the business case
u To be able to evaluate several potential projects
objectively using the project desirability matrix
106
Narrowing Project Focus
(continued)
107
Narrowing Project Focus -cont.
Cost to
Cost + Cost + Cost + Cost = Produce
u Step 1: High-level process map analysis of the
COPQ included in the cost to produce
p Identify the re-work and scrap throughout the
process.
p Attach the cost to business for each re-work
and scrap point in the process.
p VALIDATE THESE COSTS WITH THE(continued)
COMPTROLLER. 109
Narrowing Project Focus
Reducing Cost -cont.
Analysis to Reduce Project Focus
uStep 2: Pareto analysis of the COPQ
p COPQ of re-work vs. All Defects by Category,
xx/xx/99 to xx/xx/99
scrap costs 100
n=1298
process
Percent
Count
60
500 40
p COPQ of each re-work
20
and scrap step
0 0
1 2 3 4 5 6 7 8 rs
ry ry ry ry ry ry ry ry he
te go te go te go te go te go te go te go te go Ot
Ca Ca Ca Ca Ca Ca Ca Ca (12 )
110
Narrowing Project Focus
Improving Quality
Analysis to Reduce Project Focus
1000 80
p Defects by machine
Percent
Count
60
20
p Defects by production 0 0
line Ca
te go
ry
1
Ca
te go
ry
2
Ca
te go
ry
3
Ca
te go
ry
4
Ca
te go
ry
5
Ca
te go
ry
6
Ca
te go
ry
7
Ca
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ry
8
he
Ot )
(12
rs
(continued)
112
Narrowing Project Focus
Improving Quality -cont.
Analysis to Reduce Project Focus
uStep 3: Assess COPQ for the defects in the
narrowed project focus area
p How much raw material is scrapped due to defects?
Re-worked? Re-cycled?
p What is the cost of the time in labor, machinery, and raw
materials for the scrapped materials due to defects?
p What is the cost of the time and labor spent re-working
defects?
p What is the cost of the time and labor lost on recycled defects?
How do recycled materials impact the final product?
p VALIDATE THESE COSTS WITH THE COMPTROLLER.
113
Narrowing Project Focus
Reducing Cycle Time
Analysis to Reduce Project Focus:
Cycle
Time + Time + Time + Time = Time
Percent
Count
60
bottleneck 0
ry
1
ry
2
ry
3
ry
4
ry
5
ry
6
ry
7
ry
8 rs
0
go go go go go go go go he
te te te te te te te te Ot )
Ca Ca Ca Ca Ca Ca Ca Ca (12
118
Project Definition
Problem Statement
u Required Criteria for a Good Problem Statement
p It states the effect.
i It states what is wrong, not why it is wrong. Avoid
“lack of” and “due to” statements. These always
imply solutions.
p It is measurable.
i It states how often, how much, and when.
p It is specific.
i It avoids broad and ambiguous categories such as
“morale”, “productivity,” “communication,” and
“training.”
119
Project Definition
Problem Statement
u Additional Criteria for a Good Problem Statement
p It focuses on the gap between what is and what
should be.
i The gap may be a change or deviation from the
norm, standard, or the customer’s valid requirement
or expectation.
p It is stated in an objective manner.
i It is not stated as a question, which may tend to
imply a solution. It does not imply blame on any
person or department.
p It focuses on the pain, either explicitly or implicitly.
i The problem statement highlights “how” customers
are affected and the areas of discomfort, hurt, or
120
annoyance.
Project Definition
Problem Statement
u How are problem statements developed?
p You should analyze and discuss all data collected
through narrowing the project focus.
p A problem statement should be concise and answer
these questions:
i Who is impacted by this problem?
i What is the impact of this problem?
i When has the problem occurred?
i How do you know the problem occurs?
i How many times does the problem occur?
121
Project statement:
Fill
FillIn
Inthe
theBlanks
BlanksFor
ForYour
YourProject:
Project:
During
During________________________
________________________, ,the
the____________________
____________________ for
for
(Period
(Periodofoftime
timefor
forBaseline
BaselinePerformance) (Primary
Performance) (PrimaryBusiness
BusinessMeasure)
Measure)
_____________
_____________was
was_____________
_____________. . This
Thisgap
gapof
of________________
________________
(Output
(OutputUnit) (Baseline
(BaselinePerformance) (Bus
(Bus
Unit) Performance) (BusObj
ObjTarget
Targetvs.
vs.Baseline)
Baseline)
from
from___________
___________represents
represents____________
____________of
ofcost
costsavings.
savings. This
This
(Business Objective) (Cost Impact of Gap)
(Business Objective) (Cost Impact of Gap)
project
project will
will_______________________________________________.
_______________________________________________.
(Project’
(Project’s Expected Impact on Performance of Primary Business Measure)
(Project’s Expected Impact on Performance of Primary Business Measure)
by
by_______________________.
_______________________.
(Project’
(Project’s Expected Completion date)
(Project’s Expected Completion date)
122
Project Definition
Project Objective
u The project objective states the goal of the project.
It must:
p Address the issue in the problem statement
p Quantify the expected performance improvement
p Identify the expected timing
123
Project Definition
Project Objective
u Why are objectives useful?
p Objectives are set to give the team, as well as
others, a measure of the effectiveness of
performance,
p To see whether improvement efforts are successful
in addressing the problem and, therefore, having an
impact on the problem stated in the business case.
124
Project Definition
Project Objective
u How to set objectives:
p Objectives should be set to be challenging but
achievable during a reasonable amount of time.
p They should be based on logic, not just pulled out
of the air.
125
Project Definition
Primary Metric
u The yardstick that will be used to measure your
success:
p Must be consistent with the problem statement and
objective
p Must be plotted on a time series graph with the
following lines:
i Baseline performance (average over the past 12
months, if possible)
i Actual performance
i Target performance
126
Project Definition
Primary Metric
Project Metric Line Graph Example
Product Returns
7%
Return $ as a Pct of Sales $
6%
5%
4%
3%
Baseline
2%
Actual
1% Target
0%
Aug97
Mar97
Apr97
Dec97
Jan97
Dec96
Jun97
Oct97
Nov97
Feb97
Jul97
Aug96
Sep97
May97
Sep96
Oct96
Nov96
127
Project Definition
Secondary Metric
u The conscience that will “keep you honest”
p Tracks potential negative consequences
p More than one may be required
128
Project Selection Summary
Baseline Time Frame: ____FY 99______________ ( The time period for data collection)
Project Primary Metric: (example - Cycle Time, PPM, Productivity) ___PPM’s at Noise Test.__________________________________
Project Baseline: __125,000 PPM’s_________ Project Goal: ____50,000 PPM’s____________ Gap: _75,000 PPM’s________________
Project Secondary Metric: (example - Cycle Time, PPM, Productivity) ____Rework Labor_____________
Project Third Metric:_________________________________
This project begins with the Tube Assembly process operation and ends with the _____Noise Test______ process operation.
This project will be focused in the ___Harrisburg_________________ Facility, ____at the 25M line____________________
(Product Name, Line or Processes etc.)
Project Objective: _The objective of this project is to reduce the 25M Gas Valve noise test PPM by 60% by Jul 00.
This reduction would yield a cost savings of $63,000. _______________________________________________________________
(Project expected impact on performance of project primary business metric, dollars & completion date)
130
Candidate Selection
131
EMC Implementation Strategy
Six Sigma Belt Roles and
Roles: Responsibilities
u Leads the teams as they implement the 6σ methodology on projects
u Introduces the methodology and tools to Team Members and the broader
organization
Reporting Lines:
u Can report directly to the Champion or to the function
u Must feel a part of the functional organization
Responsibilities:
u Applies the methodology completely to the project
u Acts as both a technical and cultural change agent for quality
u Spreads the methodology to the project teams
u Supports the efforts of the function by spreading the use of the
methodology when called on to assist on other business issues
u Has dual membership: in the functional and 6σ teams
u Must have technical competencies required to effectively execute the
Six Sigma tools
Time Commitment:
u Must be substantially dedicated (25% – 100%)
Min. Training Requirement:
u Attend Six Sigma training class
u Complete all project-related requirements
132
Mentoring
133
Mentoring
Candidate: Mr or Ms Candidate Champion: Mr or Ms Champion Location: Anywhere USA
Tel / e-mail: Candidate@client.com Tel / e-mail: Champion@client.com
Project Title: To significantly improve my process Training Phase: Measure
Date of this report: 01/01/2001 Support Person: Mr or Ms SSQI Support
Problem Statement:
Enter your problem
134
Weighted
Mentoring
Measure Phase Deliverables score A 0 rating indicates No action has been taken
Weighting Score (0-4) 1 2 3 4
Process Map 3 3 9 Started First Pass Being Revised Completed
Multi Level Pareto Charts 3 3 9 Data being collected One Level Two Level Three Level
Fishbone/5-Why 1 3 3 Planned In process Completed Analyzed
Decision(s)
XY Matrix (XYMatrix.XLS) 2 3 6 Data being collected In Process Completed made
Action plan
FMEA (pfmea_cp.XLS) 3 3 9 Started Completed RPN's Ranked developed
Gage R&R 3 3 9 Scheduled / Planned In Process Completed Analyzed
Data collection Capability
Process Capability 3 3 9 Scheduled / Planned In Process completed established
Analyze Phase Deliverables - Graphical Analysis (x Search)
Demonstrated appropriate tool use Tool use not Appropriate tool Exceptional
in completing the Measure Phase appropriate use Application
List of possible x's 3 0 0 Scheduled / Planned Being Compiled Being Finalized Completed
Identification of Critical X's 3 0 0 Scheduled / Planned <=50% Complete <=75% Complete Completed
Multi-Vari Analysis 3 0 0 Understands proper Understands how Has applied tool Has applied
t - Tests / Non-parametric hypothes 3 0 0
Test of Equal Variance 3 0 0
Proportions Tests / Chi - Square 3 0 0
ANOVA 3 0 0
135
Change Management
Objectives
u To know how a team leader can set up a team for
success in the change effort
u To know the elements of making the team’s change
efforts successful in the organization
136
Successful Change Project
TIME
137
Elements of Successful Change
Identifying the Change Leader
u Successful change initiatives require strong
committed leadership throughout the entire project
lifecycle. The leadership offers:
p Visible, active, and public commitment and support
p A willingness to take personal initiative and to
challenge the status quo
p A high-level of attention to the project
i Giving time to the team
i Talking about the project to others
i Establishing priorities for the project against other
demands in the organization
138
Elements of Successful Change
Building Mutual Need
u Creating a shared need involves framing the need
to appeal to the interest of all those to be impacted
by the change:
p A shared recognition by the team and the
stakeholders for the need and logic for the change
p Appealing to the unhappiness with the current
situation
p The ability to take perceived threats of the change
and turn them into opportunities for the future
139
Elements of Successful Change
Forming a Vision
u Building a vision provides an organization with the
direction and motivation to make the change:
p A view of what the future will look like with this
change
p Appeals to logic and intuition while explaining why
the change is needed
p Can help to establish milestones to mark the
progress of the change
140
Elements of Successful Change
Mobilizing Commitment
141
Elements of Successful Change
Sustaining Change
142
Elements of Successful Change
Monitoring Change
143
Elements of Successful Change
Aligning Systems and Structures
144
Elements of Successful Change
Aligning Systems and Structures
System and Structures Integration Template -cont.
u Evaluate rewards and recognition
1. List the behavioral changes.
2. Evaluate the organization’s likely reaction to
displaying behaviors that are desired to move to and
behaviors desired to move from:
i A= Reward or approval
i B= Punishment or disapproval
i C= No reaction
i D= Impossible to predict
(continued)
145
Elements of Successful Change
Aligning Systems and Structures
System and Structures Integration Template -cont.
3. List the existing rewards available to employees.
4. Evaluate the existing rewards using the
measurement checklist.
5. Develop an action plan to reward the desired
behaviors not included in performance metrics or
included in the likely to receive reward or approval.
6. Develop an action plan to eliminate rewarding
behaviors that are not desired.
146
Wrap-Up
147
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