1. Six Sigma 6s

2. Dilbert

3. Introduction 6 : new world
s is the symbol for the standard deviation.
6s is equivalent with 3.4 defects per million opportunities.
Hooving 30 m2 on 6s -level means only 1 cm2 missed.
1/3.4 million part of the day equals 0.29 second
1/3.4 million part of the equator of the earth equals about 140 meter.

4. Statistical backgrounde r a n c e L S L U S L + / - 3 s 1 3 5 1 3 5 p p m p p m . 1 . 1 p p m p p m N o m i n a l = m + / - 6 s

5. Statistical backgrounde r a n c e L S L U S L 1 . 5 s 3 . 4 6 6 8 3 p p m p p m p p m 3 . 4 p p m m + / - 6 s

6. What is Six Sigma? Simple Complex Eliminate defects
Eliminate the opportunity to have defects
Complex
Vision
Metric (Standard measuring method)
Benchmark
Philosofy
Method
Tool for:
Customer satisfaction
‘Breakthrough’ improvements
Continuous improvement
Employee involvement
Agressive goals

7. Six Sigma is everywhere
Service
Design
Management
Purchase
Six Sigma Methods
Administration
Production IT
Quality
Depart.
HRM
M & S

8. Uniform standard 2 3 4 5 6 308537 66807 6210 233 3.4  PPM 69.1% 93.3%
‘Sigma’-metric 2 3 4 5 6
308537
66807
6210
233
3.4 
PPM
69.1%
93.3%
99.38%
99.977% %
Yield
Process
performance
Defects per
million
Long term
yield
Current standard
World class

9. Financially interesting
Benefits of 6s approach w.r.t. financials

10. Why improvement? Process step Inspection Client The hidden factory
Input
Process
step
Inspection
good
products
Client
Redo
Waste
The hidden
factory

11. Companies implementing Six Sigma
Motorola (1987)
Texas Intruments en DEC (1988)
IBM (1989)
AlliedSignal en Kodak (1994)
General Electric (1995)
Whirlpool, Bombardier en Polaroid (1996)
Sony, Citibank (1997)
Paccar-DAF Trucks, Black & Decker (1998)
Perlos, American Express (1999)
Ford (2000)

12. A scientific and practical method to achieve improvements in a company
Six Sigma
A scientific and practical method to achieve improvements in a company
Scientific:
Structured approach.
Assuming quantitative data.
Practical:
Emphasis on financial result.
Start with the voice of the customer.
“Show me
the data”
”Show me
the money”

13. Method Define Measure Analyse Improve Control DMAIC Select a project
Make concrete the project
Analyse
Characterise the current situation
Improve
Optimise the process
Control
Assure the improvements
DMAIC

14. Method Y = f(X1, X2, …, Xn) Focus on the process: Output Inputs
Caffeine% = f(DCM, time to extract, number of extracts, temperature, …)

15. New way? Y = f(X1, X2, …, Xn) Approach to improve Praktical problem
Statistical problem
Y = f(X1, X2, …, Xn)
Praktical solution
Statistical solution

16. Define Projects may be selected according to:
A complete list of requirements of customers.
A complete list of costs of poor quality.
A complete list of existing problems or targets.

17. Priorities 1 2 3 1.Collect data 2.Arrange the information
3.Give priority
Financial benefits
Expected throughput time of the project
Severity of the problem
1. Requirements,
2. Costs,
3. Problems.

18. Characteristics involved
Six Sigma
Characteristics involved
Y = f(X1, X2, …, Xn)
Critical to Quality (External)
Critical to Quality (Internal)
Influence factors:
Process parameters
Disturbances
Noise variables

19. Example Coffee beans Roast Cool Grind Moisture content Pack Sealed

20. Measure Measure Concrete the problem:
Establish how to measure in the process;
Investigate the demands (USL, LSL);
Evaluate the measurement method.
Voorbeelden:
Treinen te laat: wanneer is een trein te laat? Wat wordt bedoeld met: 83% van de treinen is te laat?
Vocht%: de EK is: vocht% in het pak (= vanuit perspectief van de klant). IK: voor het malen.
Eisen: onze kritische vragen hebben er uiteindelijk toe geleid dat men de USL verhoogd heeft naar 4.8% (werd pas duidelijk toen wij in het laatste blok waren).

21. Measure
USL
4.0
4.5
Moisture%
            

22. Analyse Analyse Study the current performance of the process:
Determine the kind of problem;
Identify the influence factors.

23. Analyse To run experiments one SPC needs a process which is
in statistical control.
SPC
DoE

24. Uncontrolled processes
Control chart,
Cp, Cpk
Process Capability
study
Uncontrolled processes
Controlled processes
Identify
X’s
FMEA,
Control chart
Multi-vari,
Trendgraph
Identify
X’s
Select
X’s
FMEA,
Data
Testing-
theory
Select
X’s
Improve
Improvements
Experiment
Assure,
Control loop
Control

25. Analyse Waste!            
Wat moet er met dit proces gebeuren?

26. Analyse
Uitschieters koppelen aan: wat gebeurde er op dat moment in het proces? -> stagnatie van het aftransport.
Deze fase van het project is een soort detective spelen: meten -> kritisch bekijken -> mogelijke verklaringen zoeken.
Toetsen van de mogelijke verklaringen is nog niet aan de orde.
Belang van meten: als je niet meet, ga je je ook geen nieuwe vragen stellen, maar blijf je in het oude systeem rondhangen.

27. Analyse
USL
USL

28. Undesirable sources of variation.
Three types of influence factors
Caffeine content of
Extracted coffee
Time to extract
Caffeine%
raw coffee
Stuffed-up
filter
Processparameter
Noise variable
Disturbance
May be used to control.
Undesirable sources of variation.
Outliers, incidents

29. Improve Improve Run a statistical experiment:
Determine which influence factors are really important;
Model the relationship with the CTQ.

30. Moisture% = –16.57 + 0.023B + 0.025G – 0.0003BG
Improve
Moisture% = – B G – BG

31. Control Control Implement improvements:
Use the relationship to define an optimal process;
Design a system to assure the improvements.

32. Control
Before
After
σ = 0.04
USL
σ = 0.19

33. Organisation

34. Persons Champion Belongs to management Selects projects Gives priority
Solves bottlenecks
Is willing to change
Has social skills
1 day training
Is responsible for the BB project w.r.t. the organisation

35. Improvement potential: € 50 000
Persons
Black Belt
Belongs to the middle management
Is well-educated
Project is related to daily activities
May prioritise his work
Enough motivation
Willing to change
Has good social skills
Improvement potential: €

36. Throughput time project
BB training
Define
Throughput time project
Measure
4 months (full time)
Analyse
Training (1 week)
Work on project
(3 weeks)
Review
Improve
Control