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1-1
Six Sigma
1-2
Dilbert
1-3
Introduction
6σ : new world
σ is the symbol for the standard deviation.
6σ is equivalent with 3.4 defects per million opportunities.
Hooving 30 m2 on 6σ -level means only 1 cm2 missed.1/3.4 million part of the day equals 0.29 second1/3.4 million part of the equator of the earth equals about 140 meter.
1-4
Statistical background
+/− 3σ
+/− 6σ
Nominal=µ
LSL USLT olerance
ppm0.001 ppm
1350ppm1350
ppm0.001
1-5
Statistical background
LSL
0 ppm ppm3.4
1.5σ
T oleranceUSL
ppm3.4ppm
66803
µ
+/ − 6σ
1-6
What is Six Sigma?
Simple– 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
1-7
Six Sigma is everywhere
Six Sigma Methods Production
DesignService
Purchase
HRM
Administration
QualityDepart.
Management
M & S
IT
1-8
Uniform standard‘Sigma’-metric
23456
3085376680762102333.4
σ PPM69.1%93.3%99.38%99.977%99.9997%
Yield
Process Defects permillion
Long termyield
Current standard
World class
performance
1-9
Financially interesting
Benefits of 6σ approach w.r.t. financials
σ-level Defect rate (ppm)
Costs of poor quality Status of the company
6 3.4 < 10% of turnover World class 5 233 10-15% of turnover 4 6210 15-20% of turnover Current standard3 66807 20-30% of turnover 2 308537 30-40% of turnover Bankruptcy
1-10
Why improvement?
RedoWaste
RedoWaste
InputInput Processstep
Processstep InspectionInspection
The hidden factory
goodproductsgood
products ClientClient
1-11
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)
• 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)
Companies implementing Six SigmaCompanies implementing Six Sigma
1-12
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 money”
“Show me the data”
1-13
Method
Define Select a project
Measure Make concrete the project
Analyse Characterise the current situation
Improve Optimise the process
Control Assure the improvements
DMAIC
1-14
MethodFocus on the process:
Y = f(X1, X2, …, Xn)
OutputProcess Inputs
Caffeine% = f(DCM, time to extract, number of extracts, temperature, …)
1-15
New way?
Approach to improve
Praktical problem Statistical problem
Y = f(X1, X2, …, Xn)
Praktical solution Statistical solution
1-16
Define
Projects may be selected according to:
1. A complete list of requirements of customers.
2. A complete list of costs of poor quality.
3. A complete list of existing problems or targets.
1-17
Priorities
1
1. Requirements,2. Costs,3. Problems.
1.Collect data
2 3
3.Give priority-Financial benefits-Expected throughput time of the project-Severity of the problem
2.Arrange the information
1-18
Six Sigma
Characteristics involved
Y = f(X1, X2, …, Xn)
Critical to Quality (External)Critical to Quality (Internal) Influence factors:
• Process parameters• Disturbances• Noise variables
1-19
Example
RoastRoast
Coffeebeans
CoolCool
GrindGrindMoisture contentPackPack
Sealed coffee
Moisture content
1-20
Measure
MeasureMeasure
Concrete the problem:• Establish how to measure in the
process;• Investigate the demands (USL,
LSL);• Evaluate the measurement method.
Concrete the problem:• Establish how to measure in the
process;• Investigate the demands (USL,
LSL);• Evaluate the measurement method.
1-21
Measure
4.54.0☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺
USLUSL
Moisture%Moisture%
1-22
Analyse
AnalyseAnalyse
Study the current performance of the process:
• Determine the kind of problem;• Identify the influence factors.
Study the current performance of the process:
• Determine the kind of problem;• Identify the influence factors.
1-23
Analyse
2 0 01 5 01 0 05 0
2 0 01 5 01 0 05 0
To run experiments oneneeds a process which is
in statistical control.
SPC
DoE
1-24
FMEA,Data
Multi-vari,Trendgraph
Testing-theory
Control chart,Cp, Cpk
Uncontrolled processes Controlled processes
Process Capabilitystudy
FMEA,Control chart
IdentifyX’s
IdentifyX’s
SelectX’s
SelectX’s
Improve Improvements Experiment
Assure,Control loop
Control
1-25
3.2 3.7 4.2 4.7 5.2
USLUSL
Process Capability Analysis for Vocht%
USLTargetLSLMeanSample NStDev (ST)StDev (LT)
CpCPUCPLCpkCpm
PpPPUPPLPpk
PPM < LSLPPM > USLPPM Total
PPM < LSLPPM > USLPPM Total
PPM < LSLPPM > USLPPM Total
4.50000 * *
3.91502500
0.1777310.193639
*1.10
*1.10
*
*1.01
*1.01
*10000.0010000.00
* 498.51 498.51
* 1259.86 1259.86
Process Data
Potential (ST) Capability
Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance
STLT
☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺ ☺☺
Waste!
Analyse
1-26
0 10 20 30 40 50
3.2
4.2
5.2
Observation Number
Indi
vidu
al V
alue
Regelkaart voor Vocht%
11
1
X=3.900
3.0SL=4.410
-3.0SL=3.390
Analyse
1-27
AnalyseUSLUSL
USLUSL
1-28
Three types of influence factors
Caffeine content of Extracted coffee
Caffeine%raw coffee
Stuffed-upfilterTime to extract
ProcessparameterProcessparameter
May be used to control.
May be used to control.
Noise variableNoise variable DisturbanceUndesirable sources of variation.
Undesirable sources of variation.
Disturbance
Outliers, incidentsOutliers, incidents
1-29
Improve
ImproveImprove
Run a statistical experiment:• Determine which influence factors
are really important;• Model the relationship with the
CTQ.
Run a statistical experiment:• Determine which influence factors
are really important;• Model the relationship with the
CTQ.
1-30
110105
600
3.5 Bluswater
4.0
100610
4.5
5.0
620 630
Vocht%
95640Gewicht
110105
600
3.5 Bluswater
4.0
100610
4.5
5.0
620 630
Vocht%
95640Gewicht
3.85 4.10 4.35 4.60 4.85
600 610 620 630 640
95
100
105
110
Gewicht
Blus
wat
er
Contour Plot of Vocht%
3.85 4.10 4.35 4.60 4.85
600 610 620 630 640
95
100
105
110
Gewicht
Blus
wat
er
Contour Plot of Vocht%
Improve
Moisture% = –16.57 + 0.023×B + 0.025×G – 0.0003×B×GMoisture% = –16.57 + 0.023×B + 0.025×G – 0.0003×B×G
1-31
Control
ControlControl
Implement improvements:• Use the relationship to define an
optimal process;• Design a system to assure the
improvements.
Implement improvements:• Use the relationship to define an
optimal process;• Design a system to assure the
improvements.
1-32
Control
3.2 3.7 4.2 4.7 5.2
USLUSL
Process Capability Analysis for Vocht%
STLT
BeforeBefore
σ = 0.19σ = 0.19
AfterAfter
σ = 0.04σ = 0.04
USL
1-33
Organisation
Yellow Belts
Master Black Belts
GreenBelts
GreenBelts
Black Belts
GreenBelts
GreenBelts
Black Belts
GreenBelts
GreenBelts
Black Belts
Six SigmaChampions
CEO
1-34
Persons
ChampionChampion
• 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
1-35
Persons
Black BeltBlack 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: € 50 000
1-36
BB training
DefineThroughput time projectThroughput time project
4 months (full time)4 months (full time)Measure
Training (1 week)Training (1 week)
Work on project(3 weeks)
Work on project(3 weeks)
ReviewReview
Analyse
Improve
Control