THE BREAKTHROUGH STRATEGY

A. CHAPTER OBJECTIVES
B. DEPLOYING THE
BREAKTHROUGH STRATEGY
C. SIX SIGMA DEPLOYMENT
ROADMAP

2-1

CHAPTER OBJECTIVES

The objectives of this chapter are as follows:

Develop an understanding of the 5 phases of the
Six Sigma Breakthrough Strategy.
Become familiar with the generic Six Sigma
Deployment Roadmap.

2-2

DEPLOYING THE BREAKTHROUGH

STRATEGY
The Basic Objective
1,000,000

The wall between

and 6

100,000
10,000
1,000
Average
Company

100
10

World-Class

1
2

Sigma Scale of Measure

To pass from 2 to 4 Sigma, it requires 50 times fewer defects.

From 4 to 6 Sigma requires about 2000 times fewer defects.
To become a World Class Organization a Breakthrough Strategy is
required.
Strategy includes 5 phases (DMAIC) - Define, Measure, Analyze,
Improve, Control.
2-3

DEFINE PHASE
OBJECTIVES
Identify product/process to be improved, project
authorization, select team, establish initial baseline
measurements and improvement goals.
Output Includes:
Project description, improvement goals,
authorization to start.
Initial process/product baseline measurements.
Team Selection.
2-4

MEASURE PHASE OBJECTIVES

To understand the present condition of a process before

you identify improvements.
Define defects/gathers baseline measurement information.
Analyze measurement system to assure its capable of
measuring variation.
This phase is variable since there is no predefined
sequence or set of tools each team must use.
Teams must apply logic and knowledge to create their own
path and select appropriate tools.

2-5

MEASURE THE PROCESS

Measure the Process

Inputs:
Raw
Materials,
components,
etc.

Establish the
Controllable Inputs
performance
X1 X2 X3
baseline
Quality
Characteristics:
Outputs LSL
USL
Y1, Y2, etc.
The Process

Z1 Z2 Z3
Uncontrollable Inputs

2-6

OUTPUT OF MEASUREMENT PHASE

Process Map
Clearly defined process output measurements (Ys).
Valid data on the process outputs (Ys) and input variables
impacting the process (Xs).
An accurate assessment of current process performance.
Clearly established goals for improvement.

2-7

ANALYZE PHASE OBJECTIVES

Examine data collected in measurement phase in order to
generate a prioritized list of sources of variation (Xs) and
understand why defects are generated.
Team moves from data to information to knowledge.
Explore relationships between inputs (Xs) and outputs (Ys) in
order to identify KPIVs that cause the defects.
Focus improvement efforts by separating potential vital few
variables from trivial many.
At the end of this phase, teams should have a clear picture of
the process and understand which steps contribute to the
problem.

2-8

ANALYZE THE PROCESS

Analyze the Process
Controllable Inputs
X1 X2 X3
Quality
Characteristics:
Outputs
LSL

Inputs:
Raw Materials,
components,
etc.

USL

Y1, Y2, etc.

The Process

Z1 Z2 Z3
Uncontrollable Inputs

2-9

OUTPUT OF ANALYZE PHASE

Output of the Analyze Phase includes:
A prioritized list of the potential sources of variation.
Hypothesis Testing on KPIVs.
A refined estimate of the financial goals and benefits
that may be realized by improving the process.

2-10

IMPROVE PHASE
OBJECTIVES
Team switches from thinking broadly to a focused mindset.
You know what the cause is, what changes can be made and
what methods will achieve the desired effects.
Confirm key process input variables (Xs).
Quantify the effect of Xs on output variables (Ys).
Identify optimum operating range of Xs.
Modify process to stay within acceptable range.
Test your solution to assure you have reduced/eliminated
causes of variation.

2-11

IMPROVE THE PROCESS

Improve the Process
Controllable Inputs
X1

X2 X3

X
Inputs:
Raw Materials,
Components,
Etc.

Quality
Characteristics:
Outputs
LSL

USL

Y1, Y2, etc.

The Process

X
LSL

Z1

USL

Z2 Z3

Uncontrollable Inputs

2-12

OUTPUT OF IMPROVE PHASE

Output of the Improve Phase
includes:
Process redesign/modification
Designed experiment
The proposed solution(s)
Implementation plan
Pilot test(s) to verify solution
Cost/benefit analysis
2-13

CONTROL PHASE OBJECTIVES

Ensure modified process enables Xs to stay within
maximum acceptable range.
Key - must assure improvements will be sustained
(Hold-The-Gains).
Hand-off what was learned to process owner and
ensure those working on the process are trained on
new/revised procedures.
Information gained is shared internally or with other
Leviton facilities.

2-14

CONTROL THE PROCESS

Inputs:
Raw Materials,
Components,
Etc.

Controllable Inputs
X1 X2 X3
Quality
Characteristics:
Outputs
LSL
Y1, Y2, etc.

USL

The Process

Z1 Z2 Z3
Uncontrollable Inputs

2-15

CONTROL PHASE OUTPUT

Output of the Control Phase

includes:
Sustained processes
Documented processes
Final report
Identify leverage opportunities

2-16

HARVESTING THE FRUIT OF SIX SIGMA

Harvesting the Fruit of Six Sigma

Sweet Fruit
Design for
Manufacturability
Process
ProcessEntitlement
Entitlement
Bulk of Fruit
Process Characterization
and Optimization
---------------------------------Low Hanging Fruit
Seven Basic Tools
---------------------------------Ground Fruit
Logic and Intuition
We don't know what we don't know
We can't act on what we don't know
We won't know until we search
We won't search for what we don't question
We don't question what we don't measure
Hence, We just don't know

Ground Fruit - problems which can be solved using logic and intuition.
Low Hanging Fruit - these are problems where the solutions are obvious and in
most cases, can be solved utilizing basic problem solving tools.
Bulk of Fruit - problems where the cause and solutions are not obvious and
require full deployment of the Six Sigma Breakthrough Strategy.
Sweet Fruit - in order to leap from 4 and 5 sigma to 6 sigma, principles of
Design for Six Sigma (DFSS) will be necessary.
2-17

20 STEPS SIX SIGMA ROADMAP

DEFINE

Step

Description

Tools

Deliverables

1.

Prioritize opportunities for

improvement.

Project
authorization

2.

Select project, define

preliminary project description
including baseline metrics,
goals, benefits and costs.

Project tracking
software

3.

Select appropriate team.

Problem Statement
Baseline metrics and
goals
Team
Metric graph with goal
line

2-18

20 STEPS SIX SIGMA ROADMAP

Step

MEASURE

4.

5.
6.

7.

Description

Tools

Establish measurement system

capability

Establish Process Baseline

Capability.

Map the existing process and

identify key process input and
output variables.

Re-evaluate/update project
description, baseline metrics,
goals benefits and costs.

Process Mapping
Process Modeling
Value Stream Mapping
Data Collection
Cause & Effect
Matrix
FMEA
Gage R & R
Process Capability Study
Cp, Cpk
SPC Charts
Sigma (Z)
Ishikawa
Diagrams
Brainstorming

Deliverable

Process Map
Value Stream Map
FMEA
Control Plans
(Process controls)
Cause & Effect Matrix
Initial Ranking of
KPIVs
Pareto Charts
Measurement System
Analysis
Process Capability Study

2-19

20 STEPS SIX SIGMA ROADMAP

ANALYZE

Step

Description

8.

Update process map, FMEA

and control plans.

9.

Identify root causes of

variation (KPIVs)

10.

Analyze process data.

11.

Re-evaluate/update project
description, baseline metrics,
goals, benefits and costs.

Tools

Process Simulation
SPC Charts
Ishikawa Diagrams
Hypothesis testing
Graphical Analysis
Time Trap Analysis

Deliverable

Process Simulation Outputs

SPC Charts
Ishikawa Diagrams
Hypothesis tests
List of KPIVs

2-20

20 STEPS SIX SIGMA ROADMAP

IMPROVE

Step

Description

12.

Verify and optimize KPIVs

using DOE.

13.

Identify, plan, test proposed

solutions.

14.
15.

Implement solutions and

confirm results.
Finalize project description,
baseline metrics, goals,
benefits and costs.

Tools
Correlation &
Regression Analysis
Multi-Vari Analysis
DOE:
Full Factorial
2K Factorial
Fractional Factorial
Process Optimization
Lean Tools

Deliverable

Prioritized list of
KPIVs needing
further study.
Document KPIVs
operating limits
DOE Reports
List of solutions
impacting KPIVs
Improvement plans
Documented
improvement plan
and actions.

2-21

20 STEPS SIX SIGMA ROADMAP

CONTROL

Step

Description

16.

Develop and implement

process control plan.

17.

Identify opportunities and

implement standardization/
mistake proofing

18.

Verify long term process

capability.

19.

Document project.

20

Identify leverage opportunities

and share results internally
and with other Leviton facilities

Tools

ISO 9000 System

FMEA
SPC
Kaizen
Poka-Yoke
5S
Total Productive
Maintenance
Visual Process Controls

Deliverable

Documented Process
Control plans
List of system
improvements
Capability studies
Final project
presentation
Final report

2-22