1. Six Sigma Overview Slide Verbal Flip Chart Training Matl. Photo
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Flip chart
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2. The Classical View of Performance
Six-Sigma is a philosophy:
Why isn’t “99% acceptable” good enough...??
20,000 lost articles of mail every hour.
15 minutes each day of unsafe drinking water.
5,000 incorrect surgical procedures per week.
4 or more accidents per day at major airports.
200,000 wrong drug prescriptions each year.
7 hours each month without electricity.
Long-Term Yield
3 Sigma Process Capability % Historical Standard
Key point :-
The customer is receiving defective product
4 Sigma Process Capability % Current Standard
6 Sigma Process Capability % World-Class

3. On target, minimum process variation
History of 6 Sigma
6 Sigma manufacturing philosophy came from Motorola
They recognised that sufficient process improvement would not occur using a conventional approach to quality. It was developed to help them reduce variation within a process by focusing effort on improving inputs to a process rather than reacting to outputs.
The process was failing the customer expectations
Traditionally, processes aimed for process capability of 3 to 4 sigma (Cpk=1.0 to 1.33 or 93% to 99.3% acceptable)
The customer received 6200 defective product per million at best
Processes now aim for 6 sigma (Cpk=2)
The customer would receive 3.4 defective product per million
Key point :-
After the introduction of ^ sigma the customer is now not receiving defective product
On target, minimum process variation

4. 6 sigma Process Capability “What is it (CPK)”
3 Sigma ( Process capability of 1 CPK )
if the process (lorry) slightly varies then the scrap or damage will occur
6 Sigma ( Process capability of 2 CPK )
if the process (lorry) varies, there will be no scrap or damage
CPK of 2
(6 sigma)
Curbs
= required
process tolerances
CPK of 1
(3 sigma)
Key point :-
3 sigma would mean
if you where to drive your car on to your drive, then you would you would just squeeze past the gate posts and error and the wing minors would be off
6 sigma would mean
that you car could easily get past the gate posts with out any risk of breaking the wing mirrors off.

5. Understanding Variability
Variation exists in everything. Even the best machine cannot make every unit exactly the same.
Improved capability, becomes a necessity, due to the need of :
improved designs
lower costs
better performance
All of this leads to the need of tighter tolerances
This means that the ability to operate to a tight tolerance, without producing defects becomes a major advantage
Key point :-
A stable process, repeatable process is the key
i.e.
the car it starts every time
when you need it to start
gets you to work and back in the same manor
no variation, day in day out

6. Improvement methodology
KPIV
Key
Process
Input
Variables
Controllable Inputs X1 X2 X3
Quality
Characteristics:
Outputs
Inputs:
Raw materials,
components, etc.
The Process
Y1, Y2, etc.
Key point :-
Every process has
inputs, man, method, material, machine
and uncontrolled inputs
these combine to give an out put (what the customer wants)
By control the key inputs the out put is more stable less variation and is what the customer want, every time when they want it N1 N2 N3
Uncontrollable Inputs
On target,
minimum process variation

7. Improvement methodology
D M A I C
Define
Measure
Analyze
Key point :-
6 sigma 5 step improvement methodology
Improve
Control

8. Improvement methodology
Define
Define terms of reference (Charter the project)
Team / customer / project charter
Brain storming
Mind maps
Affinity diagrams
High level Process Maps
Systematic diagrams / Fault tree
Business Process Mapping
Define customer requirements (Voice of the customer)
QFD Quality Function Deployment
To develop a team charter.
To define the customers and their requirements (CTQ Critical to Quality).
To map the business process to be improved
Key point :-
? What is important to you, when you buying cookies
write them down in silence and rank out of ten
put them up on the board and compare to other in the group
Cookie test characteristics:- (QFD)
chocolate
colour
taste
crunchiness
Characteristics
Product / customers
Importance out of 10

9. Define Define terms of reference (charting a project)
What you can deliver to the customer and the support you need from the customer to facilitate a successful improvement (contract of engagement)
Brain storming, Mind maps, Affinity diagrams, High level Process Maps, Systematic diagrams / Fault tree, Business Process Mapping
Tools to explore a problem, project or current thinking.
Tools to group those ideas logically.
Then define a route map to improvement, the risk involved and how to mitigate that risk.
Define customer requirements (Voice of the customer)
QFD Quality Function Deployment, is a method of defining what the customer needs, what is critical to there business success & prioritise objectives to meet the customer need.
Key point :-
Talk about each point

10. Improvement methodology
Voice of the process
Data Collection - 7 quality tools
Tally charts
Bar charts
Pareto
Run charts
Control charts
Cause & effect
Check sheets
Evaluate measurement systems
Gauge R&R
Select measures of performance
Quality Function Deployment
Measure
To measure and understand baseline performance for the current process
Key point :-
7 quality tool
Key question is the capability of the measurement process (key process)

11. Measure Voice of the process (7 quality tools)
Tally charts, Bar charts, Pareto, Run charts, Control charts, Cause & effect, Check sheets.
Evaluate measurement systems Gauge R&R
Every process has variation and measurement system, tools & cmm are no exception.
Typical your measurement process needs to be ACCURATE, REPEATABLE & REPRODUCIBLE to less than 10% of the tolerance you are trying to measure to & proven to be so.
Select measures of performance
QFD Quality Function Deployment is a method of defining what the customer needs and what is critical to there business success and prioritising performance measures to support the customers need.
Key point :-
Talk about each point

12. Improvement methodology
Investigate source of variation
(Special cause / Common causes)
Stratification of data to get information
Cause & effect
CP & CPK
Fault tree
Contingence analysis
FMEA (Failure Mode Effect Analysis)
Design of experiments (DOE)
Detailed process maps
Analyze
Seek to:-
Prioritise
Understand
Clues
Causes
Monitor improvements
Look for signals
Key point :-
Talk about each point

13. FMEA (failure mode effect analysis)
Why Battles are Lost
Lost
Nail
Lost
Shoe
Lost
Horse
Lost
Soldier
Lost
Battle
Current Window of Consideration
Cause
Failure
Mode
Effect
Key point :-
Talk about each point
FMEA
Identifies the ways in which a product or process can fail
Estimates the risk of specific causes with regard to these failures
Prioritizes the actions that should be taken to reduce the chance of failure

14. DOE - (design of experiments) will help us identify...A1 A2
D1=D2 B1 B2 C1 C2
factors which shift the average
factors which affect variation
factors which shift the average and affect variation
factors which have no effect
Key point :-
Talk about each point

15. DOE - (design of experiments) Measure the Process
Establish the performance baseline
Controllable Inputs X1 X2 X3
Quality Characteristics: Outputs
LSL
USL
Inputs:
Raw Materials, components, etc.
The Process
Y1, Y2, etc.
Key point :-
Talk about each point N1 N2 N3
Uncontrollable Inputs

16. DOE - (design of experiments) Analyse the Process
Controllable Inputs X1 X2 X3
Quality Characteristics: Outputs
LSL
USL
Inputs:
Raw Materials, components, etc.
The Process
Y1, Y2, etc.
Key point :-
Talk about each point N1 N2 N3
Uncontrollable Inputs

17. DOE - (design of experiments) Improve the Process
Controllable Inputs X1 X2 X3 X
Quality Characteristics: Outputs
LSL
USL
Inputs:
Raw Materials, components, etc. X
The Process
Y1, Y2, etc.
Key point :-
Talk about each point X
LSL
USL N1 N2 N3
Uncontrollable Inputs

18. DOE - (design of experiments) Control the Process
Error
Proofing X1 X2 X3
Controllable Inputs
Quality Characteristics: Outputs
LSL
USL
Inputs:
Raw Materials, components, etc.
The Process
Y1, Y2, etc.
Key point :-
Talk about each point
Work
Instructions
5 C’s
Check
Lists N1 N2 N3
Uncontrollable Inputs

19. Analyze
Investigate source of variation (Special cause / Common causes)
Special cause variation are the one off, occasional and obvious cause of a process / quality problems.
Common cause variation are the day in day out causes of process problems, because the process is not stable enough, they are hidden (these form 80% of process problems)
Conventional non-conformance management systems seek to solve special cause variation (e.g. concessions) - but these only represent % of the total variation.
6 Sigma addresses all variation.
Key point :-
Talk about each point

20. Improvement methodology
Prioritise improvements
Impact Vs Effort
Brainstorming
Affinity diagrams
Solution selection matrix
Tactical implementation plans
Deliver improvements (reduce variation systematically)
Improve
Key point :-
Talk about each point
Customer protection
Get control
Improve process

21. Improve Prioritise improvements Tactical implementation plans
Tool commonly in uses are, Impact Vs Effort, Brainstorming, Affinity diagrams, Solution selection matrix.
These tools help define the best method to meet the customer need (as defined in the QFD)
Tactical implementation plans
Deliver improvements to reduce variation systematically i.e. make a change, note the improvement and make the next improvement.
Critical we need to establish that any change is a change for the good.
Key point :-
Talk about each point

22. Improvement methodology
Control the process
Recover
Control plans
Escalation process
Prevent
Poke yoke (mistake/ error proof)
Monitor
Control charts
Checksheets
Documentation and Standardisation
Key point :-
Talk about each point
Control

23. Control Control the process
Recover, Control plans, Escalation process.
Prevent by Poke yoke (fool proof the process) to fundamentally remove the rood causes of process variation.
Monitor, Control charts, Checksheets, Documentation and Standardisation, to ensure that stable process is maintained and that the process does not degrade.
The objective is to remove the root causes of process variation, management are only left with a few critical input variables in the process that need controlling and not all inputs as before.
Key point :-
Talk about each point

24. Where does 6 Sigma fit with Lean
Lean and 6 Sigma both seek to deliver business improvement
They are different in the methods used and tools employed
Lean typically address the total manufacturing environment
6 sigma typical address the root cause of process variation
There is significant benefit from using the most appropriate tools and improvement methodology to meet the customer requirements
6 Sigma improvements
Lean improvements
Key point :-
mutually supportive