Six Sigma Training Seminar

8/8/2019 Six Sigma Training Seminar

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SIX SIGMA TRAINING

Prof. B. N. S. Murthy

Quality ManagementConsultant


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OBJECTIVE

Train to implement Six sigmawith use of appropriate tools

with no fussy formulas, nostaggering statistics.

Interactive sessions with active

team breakout participation Problem sharing and solving

Improve art of listening


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Listening

Spend more time listening than talking. Do not finish sentence of others. Do not answer questions with questions. Be aware of biases. We all have them...we need to

control them. Never daydream or become preoccupied with your own

thought when others talk. Let other speaker talk. Do notdominate conversation.

Plan responses after other person has finishedspeaking...NOT while they are speaking.

Provide feedback, but do not interrupt incessantly. Analyze by looking at all the relevant factors and asking

open-ended questions. Walk the person through youranalysis (summarize).

Keeps conversation on what speaker says...NOT on whatinterests you.

Take brief notes. This forces you to concentrate on what

is being said.


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Six Sigma Introduction

A statistical basis ofmeasurement: 3.4 defects per

million opportunities

A philosophy & a goal: asperfect as practically possible

A methodology

A symbol of quality


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The History of Six Sigma

General Electrics Six Sigmaprogram originated in a meeting

between CEO Jack Welch &former vice-chairman LawrenceBossidy.

Quality culture of strategies,statistics, tools for improvingcompanys bottom line


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The Business Case for Six

Sigma Project selection based on Pareto

Priority index PPI=Savings X

Probability of success divided byCost X completion time

Transactional Business ProcessProject an improvement oftransactional business process thatextends across an organization;such as order processing, inventorycontrol & customer service.

Traditional Quality ImprovementProject aimed at solving chronic


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What is Six Sigma?

Not just for mfg, used in wide range offunctions, processes, industries,

including finance, software,education, healthcare & marketing.

Not only reduces defects, but haspositive effect on human & monetary

capital. Cost savings are in thebillions.

Proven methodology for getting ROI.

Main change strategy


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Six Sigma

Philosophy of managing,focusing on eliminating defects

through practices thatemphasize

understanding,

measuring,

improving processes


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The only program I've ever seenwhere customers win, employeesare engaged in & satisfied by,shareholders are (rewarded),everybody who touches it wins." Jack Welch, past-Chairman of GE

The concept of Six Sigma is to

identify the problem in a process, charter a project to specifically

address process, evaluate process

work through project in order toim rove rocess in totalit .


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In statistics, sigma is a measure ofvariation. When applied to a

business process, it is a measure ofhow many defects or failures arelikely to occur per millionopportunities (the greater the sigma

number, the fewer the defects). Thetypical product or process defectrate at big companies hovers aroundfour sigma, or more than 6000

defects per million. At the Six Sigma


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3.4/million applies to what we callthe influence ofLong-Term Dynamic

Mean Variation on processcapability, where the processaverage is assumed to drift and varyover time. So the short-term (or

static) value for standard deviationis multiplied by a factor of 1.5 to getestimates of long term capability.The 1.5 factor has been validated by

research and is the value to use


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SS beginning to engageprofessionals in such areas as

finance, law, engineering, marketing. All business processes are

candidates for SS

Mounting pressure on businesses tomaintain a competitive edge ineverything they do & to achievecomplete customer & shareholdersatisfaction

" "


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DPMO

Defects per million opportunitiesmeasurement is average number of

defects per unit observed during anaverage production run divided bythe number of opportunities formaking a defect on product. Number

is normalized to one million. A defect is defined as a failure to

conform to requirements. Thoserequirements are articulated in

specification or tolerance of


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Specifications

Two different methods used todetermine tolerance

specifications.

Conventional method dependingupon designers' experiences &

perception. Loss function method based on

cost of poor quality-also called

method of tolerance


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Tolerance

Allocate possible tolerance toeach component appearing

under normal productioncircumstance

If this accumulation satisfies a

standard value producingsatisfactory performance, thenend.

Otherwise, reconsider tolerance


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Tolerance

It depends upon how designersinclude in their design sources

of variation inhibiting intendeddimensions of component,process capability (piece-to-

piece variation), degradationover time/cycle, customerusage & duty cycle, externaloperating environment, internalo eratin


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Loss Function Method

Method of toleranceoptimization based on cost of

poor quality.

Forces quality professional tohave good understanding of

sources of variation that inhibitintended dimensions ofcomponent.

Encourages continuous


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TRAINING NEEDS

Optimize equipment usage

Have fewer rejects or errors

Improve response time to customerinquiries

Reduce inspection, maintenance,

inventory, and other high costs Provide more employee development

Boost financial results.

Include other members of the supply

chain: customers and suppliers.


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OBJECTIVE OF

TRAINING Focus on interpersonal skills,

teambuilding, consulting, and

negotiating to help employeestackle a wide range of problems

Put whole problem-solving

process into a very structuredformat

Select employees who will be

highly trained as leaders


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TRAINING LEVELS

Four days of training in whichparticipants learn the methods for

achieving the Six- Sigma level ofquality.

Completion enables trainees forcertification

examinations for Green Belt andChampion status, if desired.

Like most change initiatives, a Six-

Sigma program requires unwavering/


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The Value of Six Sigma

Not all organizations need tocut defects as low as 3.4 parts

per million in every process The SS concept is valuable

when employees are caught in avicious circle of reacting tosymptoms instead of rootcauses

Consistent attitude/ thirst for

better ways to produce


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SS- basically, a process qualitygoal. As such, falls into the

category of a process capability(Cp) technique.

*six sigma capability* may bedefined as Cp=2.0, Cpk=1.5 andppm =3.4"

Six Sigma program also appliesto attribute data. This is

accomplished by converting the


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Main thrust of SS application ofstatistical tools in context of well

disciplined, easy to followmethodology.

While the tools are most oftenapplied in an operational

environment, their application toadministrative business processes isbecoming more & more common.

Beyond the basic methodology &tools is a well designed management


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Why Six Sigma Is Not

Enough Higher level of quality at lower

cost is crucial to competing in

challenging global economy.

SS is not a product. It's acommitment.


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TOTAL TRAINING

FOCUS ON IMPROVEMENT, NOTTRAINING

Typically management receives 2-3days

Champions 2-5 days

Black Belts 4 weeks Green Belts 2 weeks of training

Other training is added as the needarises during the deployment\

1-2 BB's per 100 employees and 5


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Approach every improvement projectwith the same logical method, the

DMAIC process: Define the customer-critical

parameters

Measure how the process performs

Analyze the causes of the problems

Improve the process to reducedefects and variation

Control the process to ensure


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Prioritize:

First step in any process improvementmethodology:

Identify & prioritize opportunities thought ofas various forms of waste - wasted labor,wasted material, wasted material, wastedtime.

Link these areas directly to importantperformance measurements such as cost,quality, & customer service levels.

Use SS to remove variability from process,reduce waste, improve bottom-lineperformance.

Identify primary performance measurement/metric for each cate or


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Fix for each metric a baseline (currentperformance), as also a target if

there is one.Enter Your Top Five Categories of

Waste:

Build Total Continuous Improvementprocess on

Metrics.

What gets measured, gets done.

Without measurements, virtually


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WASTE

The activities that comprisework can be grouped in three

categories:

1) Value-added work

2) Non value-added work

3) Waste

Customers will pay for value-added work, & sometimes non

value-added. Customers will not


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Types

The seven types of waste are: Overproduction

Transportation Waiting Motion Processing

Inventory Defects Value-added Ratio: What do you

think is the typical ratio betweenvalue added work & waste?


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Defects

Focus on defects andvariations.

Begin by identifying critical-to-quality (CTQ) elements of aprocessattributes most

important to customer. Analyze capability of process &

aim at stabilizing it by reducing/

eliminating variations


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Mode

Tie quality improvement directlyto financial results.

Link internal processes &systems management to endconsumer requirements.

Use scientific approach tomanagement, driven entirely bydata

Eliminate use of opinionI

think, I feel, or I believe


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Guidelines

Base every decision on measurabledata.

Recognize factors that directlyexplain cause-effect relationship ofprocess output being measured inrelation to inputs driving process

There are six or fewer factors for

any process that most affect qualityof outputs in any process, even ifthere are hundreds of steps in whicha defect could occurthe vital few.


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When you isolate these factors,you know what basic

adjustments you need to maketo most effectively & reliablyimprove outputs of process.


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tolerance

Properly designedspecifications can reduce

DPMO. A too-tight tolerancespecification can ensurefunctional requirements, but it

is not cost effective. A too-loose tolerance

specification will bring lowassembly process, but frequent


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Why do we need Six

Sigma? Total number of people trained

in Six Sigma throughout

business & industry will be wellabove the 100,000 mark

Identify & implement processesto increase revenues/ reduce

costs further.


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Reduce waste/ cycle time

Improve repetitive processeswith multiple variables

Improve customer satisfaction.


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TQM/SS

TQM/TQC: 2 Teams, Task force-team ( engineers), Quality circle

team (line operators) Bottom upself selection, PDCA

In SS both are merged into one

Project team ( Top downcompany CTQ s), DMAIC,DMADV, IDOV, DMARI, DFSS


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Change management

Creating Change: Steps to Establishing aNew Balance

Identify the change you want to achieve

Identify the forces that:

will help you achieve that change

will restrain that change

Decide:

which of these you're going to strengthenor weaken

how you're going to do that

when you're going to do it.

Act


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Five Drivers of Change

Customer-led - changes in market make-up such asattitudinal moves in demand, income alterations, ordemographic shifts that change definitions of valueand convenience

Technology-led - incremental or radical innovationthat occur in either the primary or enablerindustries

Capital-led - changes brought on by institutionalinvestors and the resultant alterations in standardsof performance

Competitor-led - new challenges by existingcompetitors & new entrants Government-led - legislative changes & policy

initiatives that can impact business Ask yourself: Will that eventually constitute a driver

of change?


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Beer's Formula forLeading

Change Driving Force versus Barrier. Change = D x M x P >

Cost D = Dissatisfaction -To function as leader, create

dissatisfaction with status quo. Because change is

inevitable, better off leading than reacting to itM = Business Organizational Model - providesstrategic direction for change you create toachieve success now & in the future- must bespecific, addressing kinds of people, policies,strategies, assets, structure, & shared valuescritical to achieving the mission

P = Process- facilitates change & helps direct ittowards targeted goals-brings together varioustangible assets of change - people, technology, andactions.

Cost:- barrier to change. D x M x P must be graterthan cost of change, with cost ,measured in terms

of loss - loss of job security, loss of compensation,or loss of ersonal status... Unless the forces for


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Change

Human barriers : Lack of leadership - when change fails to

occur as planned, cause often to be found

at a deeper level, rooted in inappropriatebehavior, beliefs, attitudes, & assumptionsof would-be leaders

Managers, who are confident that they aresmart & in control, are often biggestbarriers to change

Personal cost of change - threat topersonal interests; loss felt by people inthe organization when change occurs

Not invented here" syndrome


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Need for change

"Change is the window throughwhich the future enters your life."

Why Change Management? You canbring change about yourself or it cancome in ways that give you littlechoice about its what, when, andhow. Fighting against change canslow it down or divert it, but it won'tstop


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For success in this rapidlychanging new world - learn to

look on change as a friend - onewho presents you with anopportunity for growth and

improvement.


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Strategic selection of beststrategic positioning in playing

field, or Business Space yourfirm must take is complicatedby fact that characteristics ofBusiness Space change over

time. Today, world is a differentplace than it was yesterday. "Atcertain points, differencebecomes material. Successful

firms recognize change. Very

vo u onary ange


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vo u onary angeversus Revolutionary

Action Evolutionary change involves setting

direction, allocating responsibilities,establishing reasonable timelines for

achieving objectives- relatively painless. Rarely fast enough or comprehensive

enough to move ahead of curve in anevolving world where stakes are high &response time is short.

When faced with market-driven urgency,abrupt & sometimes disruptive change-dramatic downsizing or reengineering, maybe required to keep the companycompetitive.


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In situations when timing is criticalto success, & companies must get

more efficient & productive rapidly,revolutionary change is demanded

When choosing pursue a balancedand pragmatic approach.


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Swinging too far to revolutionaryextreme may create "an

organizational culture that is soimpatient, & so focused on change,that it fails to give new initiatives &new personnel time to take root,

stabilize & grow. It creates a high-tension environment that intimidatesrather than nurtures people, leavingthem with little or no emotional

investment in the company.


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Resistance to Change

Most people don't like changebecause they don't like beingchanged.

"If you want to make enemies, try tochange something- Wilson. Whenseeking to change an organization,it's strategy or processes, leadersrun into Newton's law that a body atrest tends to stay at rest. Advocatesfor change are greeted withsuspicion, anger, resistance, & evensabotage.


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Change Management Vs

Problem Solving"Not invented here" syndrome also keeps man sound

ideas from gaining the objective assessment theydeserve...

Solving problems requires ten times more resources

than preventing them.Business people are divided into three types:

those who make things happen,those who watch things happen,those who wonder: "What in the hell justhappened?"

First group are those who rather prevent thansolve problems, the last group is constantly busy with

just the opposite.


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"The wisdom may lie inchanging the institution while it

is still winning - reinvigorating abusiness, in fact, while it'smaking more money than

anyone ever dreamed it couldmake" Jack Welch.


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Develop vision.

To create a seamless bridge from the vision to action,start with your top management team - they shouldunderstand & embrace your vision.

Deal with change in a proactive manner. Face reality &know that change is here for good. Tell your managers todo same.

Align all your people against endgame. Invite theiropinion regarding critical issues such as the directionyou should be headed, changes you have to make &resources you have to acquire.

Using employee feedback, develop a strategic plan. Staylaser-focused on methods that will drive your business

unit towards its stated objectives. Build a diverse leadership group representing all the key

constituencies of your organization. They will shareresponsibility for plan management.

Share detail information about company & changeprogress - people have to understand where you are &where you are going in order to contribute effectively to

your mission. " "


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Cause of failure

A fuzzy, poorly defined definition of future state Failure to integrate all major initiatives into a master

plan Lack of a structured approach to address human issues

surrounding deployment of a new initiative It is important to realize that events from past often setthe tone for future.

Avoid often seen flavor-of-the-month syndrome, Properly plan new initiative, including thinking through all

aspects of how employees will react & adapt to the newbusiness realities.

Only through this process that Sustainable BreakthroughResults will occur. Balance human and technical aspects of change by: Determining type of change required to improve

performance Establishing rate of change depending upon existing

resources

Developing an effective communications strategy to -


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Change

Five steps accompanying change:

Denial - cannot foresee any major

changes Anger - at others for what they're

putting me through

Bargaining - work out solutions, keepeveryone happy

Depression - is it worth it? doubt,need support

Acceptance - the reality


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Help change process bychanging attitude from

avoidance into acceptance From Why? to What new

opportunities will this provide?

From How will this affect me?to What problems will thissolve?

From We do not do it this way.


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Change + Personal history(nurture) + Social situation

(environment) = Attitude =Response

Three stages to change

Unfreezing Changing

Refreezing


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What is DMAIC

Define

Measure

Analyze

Improve

Control


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OTHER TYPES

PCOR-prioritize, characterize,optimize, realize

GETS (from GE TransportationSystemsgather, evaluate,transform, sustain

DMADV: Define, Measure, Analyze,Design, Verify

IDOV: Identify, Design, Optimize,Validate DIDES: Define, Initiate, Design,

Execute, Sustain DFSS: Design for Six Sigma (Difficult)


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DFSS

Plan project-Select/approveproject- Define

product/technology- Approvefeasibility-Identify CTQ s-Approve project-Project

planning/initial design-ApproveCTQ s-DesignProduct/technology-Approveproduct- Design process-

A rove Process- O timize-


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Team Development

Forming

Storming

Norming

Performing

Aggressor, Blocker,Recognition-seeker, Confessor,Playboy, Dominator, Help-seeker, Special interest pleader


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Six Sigma Team and

Meeting Skills Understand team dynamics

- D-Forming( exploration,

cautious +ve)

- M-Storming( optimism touncertainty)

- A-Norming( Accept DMAICtools)

- I&C-Performing (Analyze,

apply, improve, achieve)


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Roles and

Responsibilities What are they for each team member and its leadership?

Where is this documented? - Project Scope: What are the boundaries of the scope? What is

in bounds and what is not? What is the start point? What is thestop point? How does the project manager ensure against scopecreep? Is the project scope manageable? What constraints existthat might impact the team?

- Milestones: When was the project start date? When is theestimated completion date? Is the project currently on scheduleaccording to the plan? Has a project plan, Gantt chart, or similarbeen developed/completed? How did the project managerreceive input to the development of the plan and the estimated

completion dates/times of each activity? Is there a critical pathto complete the project? How will variation in the actualdurations of each activity be dealt with to ensure that theexpected project completion date is met?

- Communication Plan: What are the dynamics of thecommunication plan? What critical content must becommunicated - who, what, when, where, and how? When aremeeting minutes sent out? Who is on the distribution list? How

do you keep key subject matter experts in the loop?


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Team Charter:

Project management charter, including business case, problem& goal statements, project scope, milestones, roles &responsibilities, communication plan.

Has a team charter been developed and communicated? Has the charter changed at all during the course of the project?

If so, when did it change and why? Does the charter include the following? - Business Case: What are the compelling business reasons for

embarking on this project? Is the project linked to key businessgoals and objectives? What key business process outputmeasure (s) will the project leverage and how? What are therough order estimates on cost savings/opportunities on thisproject?

- Problem Statement: What specifically is the problem? Wheredoes it occur? When does it occur? What is its extent?- Goal Statement: What is the goal or target for theimprovement team's project? Do the problem and goalstatements meet the SMART criteria (specific, measurable,attainable, relevant, and time-bound)? Has anyone else (internalor external to the organization) attempted to solve this problemor a similar one before? If so, what knowledge can be leveraged

from these previous efforts? How will the project teamand the organization measure complete success for this project?


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Team Members:

List following roles/ who will be

filling the roles Sponsor

Project Leader

Sponsor

Project Leader Subject Matter Experts -- list the

subject matter in parentheses nextto each name

Project Time-Frame


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Stakeholder Matrix

Critical to Support Change- X

AXIS Level of impact of change on

stakeholders Y AXIS(X,Y)

III. Address Concerns/NeedsHL

II. Involve Extensively

HH


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Define

Why must this project be doneNOW?

What is business case for theproject?

Who is the customer?

What is current state? What will be future state?

What is scope of this project?

What are the tangible


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Measure

What are the key metrics forthis

business process?

Are metrics valid and reliable?

Do we have adequate data on

this process?

How will I measure progress?


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Analyze

Current stateanalysis: Is the

current state asgood as theprocess can do?

Who will help

make thechanges?

What resourceswill we need?

0

10

20

30

40

50

60

7080

90

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

East

West

North


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Improve

What is work breakdownstructure for this project?

What specific activities arenecessary

to meet the project's goals?

How will I re-integrate varioussubprojects?

Do changes produce desired

effects?


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Control

During project, how will Icontrol- risk, quality, cost,

schedule, scope, & changes toplan?

What types of progress reports

should send to sponsors?

How will I assure that business

goals of project were


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DEFINE

Be very selective, and pick the rightprojects

Define the goals of the improvementactivity. At the top level the goalswill be the strategic objectives ofthe organization, such as a higher

ROI or market share. At theoperations level, a goal might be toincrease the throughput of aproduction department. At the

project level goals might be to


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Define

Why must this project be doneNOW?

What is the business case forthe project?

Who is the customer?

What is the current state? What will be the future state?

What is the scope of thisproject?


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Define

Determineproject goals anddeliverables to customers (internaland external).

Identify Project, ChampionandProject Owner

DetermineCustomer Requirementsand CTQs

DefineProblem, Objective, Goals andBenefits )

DefineResource/StakeholderAnalysis


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Project types

TransactionalBusiness ProcessProject improvement that extendsacross anorganization; such asorder processing, inventory controlandcustomer service.

TraditionalQuality ImprovementProject aimedat solvingchronic

problems crossingmultiple functionsofanorganization.

Designfor Six SigmaProject aproject aimedat incorporatingthe

voice ofthe customerandSix Sigma


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TOOLS

Project Charter

Stakeholder Analysis

SIPOC

Voice of the Customer & Kanoanalysis

Project Selection tools

Completion Checklist


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TOOLS

PIP Management process

Financial analysis

Multi-Generation Plan

Communication Plan

High level Process Map

QFD

RACI Charts


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PROJECT SELECTION

TOOLS IDENTIFY PROBLEMS, CONCERNS,

UNUSED POTENTIAL, ORUNEXPLOITED OPPORTUNITIES.

CHOOSE ISSUES HAVING LEVERAGEPOTENTIAL I.E., THAT WILL MAKE ASUBSTANTIAL CONTRIBUTION TOTHE ORGANIZATION.

DEVELOP CLEAR SCENARIOOF THEEND-STATE AFTER HAVINGEXPLORED ISSUES AND CAUSES.


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PIP Management

process


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Financial analysis


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PROJECT CHARTER

DEVISE PATHWAYS TO THESOLUTION, BRING THEM

TOGETHER IN A SOUND ACTIONPLAN.

NAME THE KEY FACTORS FOR

SUCCESS.


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Project Charter

First step in the Six Sigmamethodology

Charter can make or break asuccessful project

Success can be broken by

reducing team focus,effectiveness and motivation

What's the process that you're

improving Why is it important


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Identify how your processcompares to competition, how

it's the lifeline of your company,how the customer experience issuffering

Process Problem:

Process Start/Stop Points: Process Start/Stop Points:

We can't solve world hunger or

boil the ocean


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Ask -- "Does that action/issue occurbetween our process stop and startpoints?" If the answer is no, table it andget the team focused on the task at hand

Project Goals Set challenging but realistic goals Process Measurements: What measures determine effectiveness of

project Written roadmap defining key questions or

Issues as well as the high level projectdeliverables. Establish project's authorities

Publicize and widely disseminate amonginterested parties.


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Stake Holder Analysis

o : where they were originally

: where they should be

x : where they are today (I mark on printedcopy)

Stakeholder Analysis

Name Comments Strongly Against

Moderately Against Neutral ModeratelySupportive Strongly Supportive CurrentLevel of Involvement Desired level ofInvolvement Issues/concerns Influence


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Stakeholder Matrix

Critical to Support Change- X

AXIS Level ofimpact ofchange on

stakeholders Y AXIS(X,Y)

III. Address Concerns/NeedsHL

II. Involve Extensively

HH


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Communication Plan

S OC


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SIPOC Map

A SIPOC diagram is a tool usedby a team to identify all relevant

elements of a processimprovement project beforework begins. It helps define acomplex project that may notbe well scoped, and is typicallyemployed at the Measure phaseof the Six Sigma DMAIC

methodolo .

Hi h L l P M


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High Level Process Map

N V l Add d A l i


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Non Value-Added Analysis

VOC d K A l i


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VOC and Kano Analysis

Quality Functional


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Quality FunctionalDeployment

RACI d Q d Ch t


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RACI and Quad Charts


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Tollgate review

Primary metric is directmeasurement of what project

should have accomplished.Secondary metric (sometimesreferred to as cheater metrics)are metrics of things that couldbe compromised to make theprimary metric look right.


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Define Phase

Deliverables Of Phase: Fully trained team formed, supported & committed to

work on improvement project. Customers identified & high impact characteristics

(CTQs) defined, team charter developed, business

process mapped. Checkpoints For Completion: Team Readiness Sponsored by a champion or business leader. Team formed & team leaders (MBB s/Coaches, BB

s/Project Leads) assigned.

Improvement team members fully trained on Six Sigmaand DMAIC. Full participation by members in regularly held team

meetings. Team members perform project work when assigned & in

timely fashion. Team members regularly document their project work.

Team is equipped with available & reliable resources.

Q ti T D t i


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Questions To Determine :

Team Readiness: Who are improvement project team members, including BB

s/Project Leads & MBB s/Coaches? Has everyone on the team, including the team leaders, been

properly trained (on DMAIC)?

Does the team have regular meetings? How often are the team meetings? Is there regularly 100% attendance at the team meetings? If not,

have appointed substitutes attended to preserve cross-functionality & full representation?

If substitutes have been appointed, have they been briefed onproject charter & goals and received regular communications asto the project's progress to date?

Has the project work been fairly and/or equitably divided &delegated among team members who are qualified and capableto perform the work? Has everyone contributed?

Are there any constraints known that bear on the ability toperform project work? How is the team addressing them?

How is the team tracking and documenting its work? Is the teamadequately staffed with the desired cross-functionality? If not,what additional resources are available to the team?


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Customers (and CTQ s): Identified & segmented according to their different

needs & requirements. Data collected & displayed to better understand

customer (s) critical needs & requirements. Has the customer(s) been identified? Are there different segments of customers? Has the improvement team collected the 'voice of

the customer' (obtained feedback - qualitative andquantitative)?

What customer feedback methods were used tosolicit their input? Have the customer needs been translated into

specific, measurable requirements? How?


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LEAN

Focus on Lean FIRST for a year, then pull out theSS DMAIC toolkit.

Uses very simple, visual, shop floor based tools toeliminate waste.

If I wear my Lean hat I would say "yes I know wehave variation here, but why measure it when wecan simplify and standardize our process toeliminate it ?"

Lean approach looks at implementing simple shopfloor supply chain using Kanbans, JIT and VisualManagement to eliminate need for a planning

process. Good starting point is 'Gemba Kaizen'


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Project Risk analysis


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Project Scope


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Pareto Charts


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Project Management


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The Turtle Diagram

What is a Process?An activity that transforms Input into Output.

ActivityInput Output

Resources:

People Facilities Equipment Material Methods

Results:

Products Services Performanc

Turtle Diagram


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PDCA

Proc Ac ivi i

M a ur ?

With what key criteria

- Assessments

- Measurements

INPUTS OUTPUTS

Equipment/Tools/machines

Materials

Support Processes- Who helps & How?

Documents control

Procedures, WIs

- Cus mer wa s- Inpu Requirements to

determine w at the

processmust produce

Process name

How?

ith whom?ith what?

. Customerrequirements

aremet

Output results/criteria veagainst input requireme

People involved with the process Interactions with parties involve Sequence with the involved proce


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Process Flow Charts

Look at your process from a PDCA side.Not to just document what you do, but alsohow to improve it.

Purpose Scope Responsibilities Definitions Process Map

Inputs Raw Materials Utilities Key Paperwork


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Outputs Finished Product Process Data

Key Records Resource Identification Personnel Equipment Methods

Work Environment Measurements/Metrics Process Implementation,

Verification and ValidationPlan


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Measure: for documenting as-isprocess, to uncover varied

shareholder perceptions Analyze : Discover process

complexities contributing to

variations Improve : Communicate

proposed changes

Control: Document revised


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True process map can involvepeople outside of

parameters of department that"owns" process. This showswho is involved, how they'reinvolved and when they arerequired to be involved

Project Reporting and


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Project Reporting and

Reviews


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TOOLS

Affinity diagram

Nominal Group Technique

The Prioritization Matrix


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A. Team management

DMAIC Project charterworksheet

Problem Opportunity worksheet DMAIC Project Plan Worksheet

Gantt Chart

Project Stake holder AnalysisWorksheet

B Customer requirements


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B. Customer requirementsIdentification

Service or output requirementinstructions

Requirements statementworksheet

Kano analysis Instructions

C Process Map


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C. Process Map

Development SIPOC analysis and map

D. Completion Checklists

Define completion checklists Define tollgate preparation

checklist

Advanced Define tools QFD cycle

Business Process Mapping


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:

Completed, verified, & validated high-level 'as is' (not'should be' or 'could be') business process map.

Completed SIPOC representation, describing theSuppliers, Inputs, Process, Outputs, and Customers.Business Process Mapping

Has a high-level 'as is' process map been completed,verified & validated? Has a SIPOC diagram been produced describing the

Suppliers, Inputs, Process, Outputs, & Customers? Is the improvement team aware of the different versions

of a process: what they think it is vs. what it actually isvs. what it should be vs. what it could be?

Is the current 'as is' process being followed? If not, whatare the discrepancies?

Are different versions of process maps needed toaccount for different types of inputs?

How was the 'as is' process map developed, reviewed,verified & validated?

What tools and roadmaps did you use for getting through

the Define phase?


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MEASURE

As simple as counting numberof defective products

Time required to repair returnedproducts

Number of sales calls made peremployee per day

How quickly customer ordersare processed

There is nothing we do that

can't be measured


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What are the key metrics forthis

business process? Are metrics valid and reliable?

Do we have adequate data on

this process?

How will I measure progress?


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Measure the existing system.Establish valid and reliable

metrics to help monitorprogress towards the goal(s)defined at the previous step.Begin by determining thecurrent baseline. Useexploratory and descriptivedata analysis to help you

understand the data.

OO S


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TOOLS

Data Collection

Validating the Measurement

System: Gage R&R Developing a Sampling Strategy

Understanding Variation

Process Capability Completion Checklist

TOOLS


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TOOLS

Pareto chart

Histogram

Control chart

Process cycle efficiency

Design of Experiments

A. Data


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A. Datacollection/measurements

Measurement planningworksheet

CTQ tree Stratification factors

Measurement assessment tree

Operational definitionworksheet

Process and populationsampling

B. Counting defects & 6


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B. Counting defects & 6sigma calculation

Sigma calculation worksheet

Proportion defective & yield

calculation COPQ calculations

C. Measure completion check-

sheets Tollgate preparation worksheet

D. Advanced tools:

Understandin lon term variation

Process Performance


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Process Performance

Measures

Company and Process-


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Company and ProcessLevel Metrics

I t T


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Inventory Turns

Inventory- Asset or Plague?

One of the two biggest assets on yourcompany's balance sheet.

Important determinant of Return On Assets(ROA) and other measures of financialperformance.

Carrying stock is expensive, usually 20%-40% of the average value per year.

It devours capital-- capital the businessmay need for growth.

It requires large warehouses and valuablefloor space.


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It increases material handling.

Large stocks require massive

computer systems for tracking andcontrol.

Financial managers would neverbank at an institution that offered a

negative 25% interest rate andinconvenienced the business inmany ways. But they readily placetheir money in the Bank of Inventory.

This is because conventional


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Yet, can serve many purposes.

Allows continuous delivery

while manufacturing focuses onlong runs.

Prevents vagaries of

maintenance and quality frominterrupting schedules.

Accommodates the variation ofincoming orders.


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Measure inventory in "turns.":Annual sales divided by averagevalue on hand

Comparisons are a valuablebenchmark

Lean manufacturers show turns

of 200%-1000% of their industryaverage

Firms with outstandinginventory performance excel on


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Excessive inventory is not aproblem nor is it evil; it is onlyan effect

The fundamental causes liedeeper

Inventory is a result rather than

a root cause. Attempts to attack it directly

will fail. Such attempts maybring temporary reductions. Or


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Links directly to plant configuration andoperating practice

Is an important metric- the most importantsingle measure of manufacturing

performance. It captures the effects of a wide range of

decisions and practices. High turnover is thus important for at least

three reasons:

Releases Cash Encourages superior Performance Is Expensive To Carry The best way to reduce inventory is to

improve processes, facilities, quality,

schedulin and setu s


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Cause

Effects

Remedy

InflexibleEquipment

Long, expensivesetups

LargeBatches

InappropriateLayouts

Setup Reduction

Smaller ScaleEquipment

Order Fulfillment Lead


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Time

Process Cycle


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yEfficiency

Dock to Dock


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Dock to Dock

Overall Equipment


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q pEffectiveness

OEE = Availability xPerformance x Quality

Most organizations measureonly Availability as "uptime".

When an "uptime" is multiplied

by performance % (reducedspeed) and quality% (scrap)OEE is quickly reduced. There isthe opportunity!


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Six MajorLosses

Breakdowns and Failures

Set-up and Adjustments Idling and Minor Stops

Reduced Speed

Defects

Startup and Yield

TPM


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TPM

The Five Pillars of TPM

Autonomous Maintenance Clean

Maintenance Mindset & TrainingTo Detect

Planned Maintenance System ToCorrect

Overall Equipment EffectivenessTo Perfect

Early Equipment Management

System To Protect

Six Sigma Metrics


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Six Sigma Metrics

Rolled Throughput Yield


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Rolled Throughput Yield

Defects per Unit


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Defects per Unit

Defects per Opportunity


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Defects perOpportunity

Defects per Million


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Opportunities

Voice of the Customer


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Metrics

Descriptive Statistics


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Descriptive Statistics

Histograms


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Histograms

Measure and Analyze: Tographically display data as an

aid in fitting distribution forcapability analysis or detectpresence of multipledistributions

Run Charts


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Run Charts


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Building a Data


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Collection Plan

Biased vs. Unbiased


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Sampling

Measurement Systems


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Analysis

Data Collection and


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Recording

The Cultural Aspects of


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Data Collection

Check Sheets


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Check Sheets

Data Analysis and


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Reporting

Measure Phase Gate


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Review DeliverablesOf Phase: Key measures identified, data collection planned

and executed, process variation displayed &communicated, performance base-lined, sigmalevel calculated.

Checkpoints For Completion: Key Measures Identified Key measures identified and agreed upon. High impact defects defined & identified in the

business process. Data Collection Planned and Executed Solid data collection plan established that includes

MSA. Data collected on key measures that were

identified.


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Process VariationDisplayed/Communicated

Process variation components

displayed/communicated usingsuitable charts, graphs, plots.

Long term and short term variabilityaccounted for.

Performance Baseline/Sigma

Calculation

Measure baseline process

Questions To Determine


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Key Measures Identified What are the key input variables? What the key

process variables? What are the key outputvariables? What key measures identified indicatethe performance of the business process?

What are the agreed upon definitions of the highimpact characteristics (CTQ s), defect (s), unit ( s)& opportunities that will figure into the sigmacalculations & process capability metrics?

Data Collection Planning and Execution

Was a data collection plan established? What datawas collected (past, present, future/ongoing)? Whoparticipated in the data collection? How did theteam select a sample? What has the team done toassure the stability and accuracy of themeasurement process? Was a gauge R&Rconducted? Was stratification needed in the data


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MEASURE


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MEASURE

Determine performanceobjectives for an operation

Examine optimal outcomes

Try to understand how theycame about

Establish procedures that make

such outcomes routine Take best cases in each area,

then figure out why that doesn'thappen each and every time


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Identify one or more product or servicecharacteristics, maps the process,evaluates measurement systems, andestimates baseline capability. Determine

Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements

Conduct Measurement Systems Analysis Determine Process Capability and Baseline Time series charts, Histograms and Pareto

Graphs, Measurement Systems Analysis &Process Capability Analysis

ANALYZE


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ANALYZE

Analyze the system to identifyways to eliminate the gap

between the currentperformance of the system orprocess and the desired goal.Apply statistical tools to guide

the analysis.


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CTQs, for critical-to-quality, orCTXs, for critical-to-cost.

Each variable is weighted usingstatistical measurement toolsto determine its effect on theprocesses under study

Use sophisticated statisticaltechniques to assess effect ofdifferent variables.


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Current state analysis

Is the current state as good as the

process can do? Who will help make the changes?

What resources will we need?

What could cause this change effort

to fail?

What major obstacles do I face incompleting this project?


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Organizing Potential Causes

Verifying Causes

Hypothesis Tests Regression Analysis

Design of Experiments



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Evaluate and reduce variables withgraphical analysis\ hypothesistesting Identify vital few factors for

process improvement.

Benchmark the Process or ProductEstablish Causal Relationships UsingData Analyze the Process Map

Visualize the Problem DetermineRoot Cause

Statistical Tests, Confidence


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TOOLS


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FMEA

ANOVA

Work Breakdown structure Interrelationship diagraph

Process Decision Program

Charts

Error Analysis


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y

Cause and EffectDiagram


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Diagram

Graphical Brainstorming tools

Use in Analyze stage to

brainstorm potential underlyingprocess factors for DOE

Use in Improve stage for list ofpotential failure modes

5M and E

4Ps- Policy, Procedure, Plant,People

Brainstorming


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g

Simply listing all ideas put forth bygroup in response to a given problemor question.

In commando fashion, each stormeraudaciously attacking the sameobjective

Encourage Creativity by not allowingideas to be evaluated or discusseduntil everyone has run dry.

Any and all ideas are considered

-


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Structured brainstorming producesnumerous creative ideas about anygiven "central question"

Helps answer specific questionssuch as: What opportunities face us this

year? What factors are constraining

performance in Department X? What could be causing problem Y? What can we do to solve problem Z? However, cannot help positively


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Make sure everyone understands, satisfied with centralquestion before you open up for ideas.

Give everyone a few seconds to jot down a few ideasbefore getting started.

Begin by going around the table or room, giving everyonea chance to voice their ideas or pass. After a few rounds,open the floor.

More ideas are better. Encourage radical ideas andpiggybacking.

Suspend judgment of all ideas. Record exactly what is said. Clarify only after everyone is

out of ideas.

Don't stop until ideas become sparse. Allow for late-coming ideas. Eliminate duplicates and ideas that aren't relevant to the

topic. A brainstorm starts with a clear question, and ends with

a raw list of ideas. . Some will be good, and some won't.But, if you try to analyze ideas in the brainstorming

session, you will ruin the session. Wait. Later, you can


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Advanced brainstorming techniques can allow youto brainstorm effectively by yourself without theneed for a group

Times when you may want to brainstorm byyourself

You work by yourself, for yourself and self-employed

No one available for a group session People around do not like brainstorming sessions People around will not follow the brainstorming

rules

Too time-consuming or expensive you to hold agroup brainstorming

You want to take credit for the ideas all for yourself The problem is too small to justify gathering a large

group of people You work in an uncreative or very critical

Affinity Diagrams


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y g

Or KJ method (after its author, Kawakita Jiro),wasn't originally intended for quality management,one of most widely used of the Japanese mgt andplanning tools, was developed to discovermeaningful groups of ideas within a raw list.

creative process, used with or by a group, to gatherand organize ideas, opinions, issues, etc Let the groupings emerge naturally than according

to preordained categories. Used to refine a brainstorm for dealing easily. Use when - facts or thoughts are uncertain, needs

organizing, preexisting ideas or paradigms need tobe overcome, ideas need to be clarified, and unitywithin a team needs to be created.

List brainstormed ideas on left side. On the right side is the affinity diagram. Group

ideas into affinity sets.

Give titles but not add the titles early in the sorting


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As you sort ideas:

Rapidly group ideas that seem to belongtogether.

It isn't important to define why they belongtogether.

Clarify any ideas in question.

Copy an idea into in more than one affinityset if appropriate.

Look for small sets. Should they belong ina larger group?

Do large sets need to be broken downmore precisely?

When most of the ideas have been sorted,

InterrelationshipDiagram


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Diagram

Tree Diagram


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Process Failure Modes andEffects Analysis


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Effects Analysis

Hypothesis Testing


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Confidence Intervals


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Scatter Diagrams


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Value Stream Mapping


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Theory of Constraints


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5S


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Seiri ( sort/organize, eliminate notneeded)

Sieton(Straighten/organize whatremains)

Seiso( Shine/ clean work area) Seiketsu( Standardize/ schedule

activities) Shitsuke( Sustain/ Make 5S a way of

life) Use in Improve stage to reduce non

value additions- cycle time, searchtime, space


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Rate from 1-5 as per checklist

Display rating on radar chart

Track improvement Identify areas of opportunity

Tollgate review Analyze


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Deliverables Of Phase:

Data and process analysis, rootcause analysis, quantifying the

gap/opportunity.

Checkpoints For Completion:

Data and Process Analysis Identify gaps between current

performance and the goalperformance.



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Data and Process Analysis What does the data say about the performance of

the business process? Did any value-added analysis or 'lean thinking' take

place to identify some of the gaps

shown on the 'as is' process map? Was a detailedprocess map created to amplify critical steps of the'as is' business process? How was the mapgenerated, verified, and validated? What did theteam gain from developing a sub-process map?

What were the crucial 'moments of truth' on the

map? Were there any cycle time improvementopportunities identified from the process analysis? Were any designed experiments used to generate

additional insight into the data analysis? Did anyadditional data need to be collected?

What model would best explain the behavior ofoutput variables in relation to input variables?


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Root Cause Analysis Generate list of possible causes (sources

of variation). Segment and stratify possible causes

(sources of variation). Prioritize list of 'vital few' causes (key

sources of variation). Verify & quantify the root causes of

variation.

Quantifying the Gap/Opportunity Determine the performance gap. Display and communicate the

gap/opportunity in financial terms.

Questions


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What tools were used to generate the list of possible causes?Was a cause-and-effect diagram used to explore the differenttypes of causes (or sources of variation)?

What tools were used to narrow the list of possible causes? Were Pareto charts (or similar) used to portray the 'heavy hitters'

(or key sources of variation)?

What conclusions were drawn from the team's data collectionand analysis? How did the team reach these conclusions? Quantifying the Gap/Opportunity What is the cost of poor quality as supported by the team's

analysis? Is the process severely broken such that a re-designis necessary? Would this project lend itself to a DFSS project?What are the revised rough order estimates of the financial

savings/opportunity for the improvement project? Have the problem and goal statements been updated to reflect

the additional knowledge gained from the analyze phase? Have any additional benefits been identified that will result from

closing all or most of the gaps? What were the financial benefits resulting from any 'ground fruit

or low-hanging fruit' (quick fixes)? What quality tools were used to get through the analyze phase?

IMPROVE


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Throw out old methods,procedures and tools

Improve the system. Be creativein finding new ways to do thingsbetter, cheaper, or faster. Useproject management and other

planning and management toolsto implement the new approach.Use statistical methods tovalidate the improvement.


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What is the work breakdownstructure for this project?

What specific activities arenecessary to meet the project'sgoals?

How will I re-integrate the

various subprojects? Do the changes produce the

desired effects?

Any unanticipated

TOOLS


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Generating Solutions

Assessing Risks and Piloting

Solutions Planning Tools

Brainstorming

Benchmarking Completion Checklist

TOOLS


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FMEA

To be process maps

Solution selection Matrix Piloting and simulation

Kaizen

POKA YOKE

Activity Network Diagrams

Matrix diagram


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Discover variable relationshipsamong the vital few, establishoperating tolerances, validatemeasurements.

Design and Analysis of Experiments(optional)

Develop Solution, Cost and BenefitAlternatives

Assess Risks of SolutionAlternatives Validate Solution Using a Pilot

Implement Solution

Determine Solution Effectiveness

Improvement FMEA


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Failure modes, effects,criticality analysis,determination of high riskprocess activity or productfeature based on impact offailure and occurrence

frequency Use in Analyze stage for

prioritization


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Optimize RPN

Severity reduction needs

changed design Detection level reduction

increases cost

Non value added to customer-hidden factory waste toorganization

Reduce occurrence- reduce

Quick Changeover


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Error Proofing


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Why experiment to be done

Response measurement Whatand how

Factors & interactions- suitablelevels

Schedule when? Minimize

disruptions Who specifies/executes

experiment- Key personnel

Plan resources


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Response- parameter of outcome

Use MSA for analyzing error inMeasurement systems

Factors- parameters used in process Factors not generally controlled in

operation are subsidiary or noisefactors or outer array

Select factors from brainstorming,reduce factors if needed, usingnominal group technique

Hold reduced factors constant,


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Neither held constant nor excluded Potential lurking factors, source of bias,confuse effect of one factor on other

Randomize order of trials to prevent bias

Batch size may be a blocking factor

Casual factors- determine correlation

For quantitative factors-nonlinear- needs 3levels

Address non linear factors only in Improvestage

Screen out insignificant factors using 2level initially

Wider the difference between factor levels


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For conduct of experiments- Bethere!

Randomize trails Run independently- prior

conditiond not to effect,resetting if required

Interpret the results

SPC 2


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Capability Analysis


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The Time Value ofMoney


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y

Tollgate Improve phase


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Deliverables Of Phase: Generate (and test) possible solutions, select the best

solutions, design implementation plan. Checkpoints For Completion:

Generating (and Testing) Possible Solutions Possible solutions generated and tested. Selecting The Best Solution (s) Optimal solution selected based on testing and analysis. New and improved process ('should be') maps developed. Cost/benefit analysis of optimal solution (s). Small-scale pilot for proposed improvement (s). Pilot data collected and analyzed. Improved process ('should be') maps modified based on

pilot data and analysis. Project impact on utilizing the best solution (s).

Design Implementation


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Plan established, including schedule/work breakdown structure,resources, risk management plan, cost/budget, and control plan.

Contingency plan established.

How did the team generate the list of possible solutions? Whattools were used to tap into the creativity and encourage

'outside the box' thinking? Selecting The Best Solution(s) What tools were used to evaluate the potential solutions? Were any criteria developed to assist the team in testing and

evaluating potential solutions? What were the underlying assumptions on the cost-benefit

analysis? Are there any constraints (technical, political, cultural, or

otherwise) that would inhibit certain solutions? Was a pilot designed for the proposed solution (s)? Describe the

design of the pilot and what tests were conducted, if any? What conclusions were drawn from the outcomes of the pilot? What lessons, if any, from the pilot were incorporated into the

design of the full-scale solution?

Design Implementation


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Is the improvement plan best served by using the DFSSapproach?

What is the implementation plan? What poka-yoke or error proofing will be done to address

some of the discrepancies observed in the 'as is'process?

What does the 'should be' process map/design look like? How does solution remove key sources of variation

discovered in analyze phase? What attendant changes will need to be made to ensure

that solution is successful? What communications are necessary to support

implementation of solution? How will team or process owner(s) monitor

implementation plan to see that it is working asintended?

What is team's contingency plan for potential problemsoccurring in implementation?

How will the organization know that the solution worked?


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CONTROL


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Monitor processes to make surethat high levels of quality aremaintained

Foolproof' the process so itcan't be altered

Have the right feedbackmechanisms in place, to knowwhat is happening while it ishappening


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During the project, how will Icontrol risk, quality, cost,schedule, scope, and changesto the plan?

What types of progress reportsshould I send to sponsors?

How will I assure that thebusiness goals of the projectwere accomplished?

TOOLS


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Quality Control

Standardization

Monitoring: Control Charts

Evaluating Results

Key Learning

Training Plan

Communication Plan


TOOLS


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Standard Operating procedures(SOP)

Implementation plan Mistake proofing

Process control plans

Project commissioning Project replication

PDCA cycle

Visual Management


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Control Plan


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Overview of strategies used toensure that key product/processcharacteristics are controlledthrough either detection orprevention

Used in Control stage

Result of DOE, FMEA

Incorporate Assumptions usedfor detection level in FMEA


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Define for each characteristic

Specification,

Measurement technique Sample size, sample frequency

Analytical tools- How

measurements are evaluated Reaction Plan- response to

alarms, who

Statistical ProcessControl 3


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ContinuousImprovement Plan


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Determine needed Controls,ability to control vital fewfactors

Implement process controlsystems. SPC

Implement and Validate

Controls

Develop Transfer Plan

Realize Benefits of


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Select the critical to quality characteristics; Define the required performance standards; Validate measurement system, methods, and

procedures; Establish the current processes capability; Define upper and lower performance limits; Identify sources of variation; Screen potential causes of variation to identify the vital

few variables needing control; Discover variation relationships for the vital

variables; Establish operating tolerances on each of the

vital variables; Validate the measurement system's ability to

produce repeatable data; Determine the capability of the process to

control the vital variables; and Implement statistical process control on the

vital variables.


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Three techniques to correct non-normal distributions:

Transform the data and specificationlimits into a normal distribution;

Use an empirical model to fit thenon-normal data and develop anestimate of the percentage ofproducts outside the specification

limits. The nonconformingpercentage is then related to anequivalent capability index for aprocess having a normal distribution;or Intelligently use the Cpk index

SPC


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Don't use SPC solely to look forspecial causes of variation; youalso use it to find out whetherthe common-cause variation iscausing losses and, if so, to findout whether your attempts to

reduce common-cause variationare working.

TAGUCHIS LOSSFUNCTION


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There's a loss associated withany deviation of a particularunit of process output from thenominal or "ideal" value, even ifthat unit of output is still withinspec, and the farther from the

nominal, the greater the loss

CONTROL CHARTS


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The beauty of control charts is thatit is the process talking to you

The control limits tells you what the

process is happy doing The capability analysis tells you

whether you should be happy or nothappy

Design the process so that theamount of actual common-causevariation in the output is less thanhalf the allowable amount ofvariation in the output


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Cause-and-effect analysis is atechnique for identifyingpossible causes of a problem or

effect and is as valuable foridentifying desirable effects asit is for problem solving.


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Excessive variation in themeasurement system may maskimportant variations in the

process targeted forimprovement and makesachieving high process

capability impossible, no matterhow much the process isimproved


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Analyzing multiple variables canuse any number of toolsincluding separation of variable

techniques, design ofexperiments, and calculus.

An effective 6s process control

system requires considerationof potential failure modes ofeach process and product


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Knowledge gained is used todevelop control system plansincluding considerations of how

to control important variablesand characteristics, how toreact when the process is

unstable, and how to improvethe process


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Failure mode and effects analysis (FMEA) is an analyticaltechnique which must be used in all significantprocesses to assure potential failure modes have beenconsidered and addressed. A FMEA should be a summaryof what could go wrong with the process, the potentialimpact of each failure, and how to deal with or correctthe problem.

A FMEA normally serves the following purposes: Identifies known or potential process failure modes; Assesses the potential risk effects of the failures to

internal and external customers; Identifies potential manufacturing, assembly, or service

process causes and control actions; and Detects process

variables that must be controlled to reduce similarfailures.


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Typical elements of a control plan include:

Process - A detailed explanation of theprocess to be controlled;

Equipment - Identifies the equipment,

techniques, methods, tools, etc. used inthe process;

Significant characteristics - List allsignificant input and output variables andcharacteristics to be controlled;

Measurement method - Identifies theequipment, techniques, methods, tools,etc. used to obtain data;

Minimums - States the minimum number of


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achieving Six-Sigma quality incomplex, low-volume

(or even one-of-a-kind)manufacturing is a morecomplicated endeavor

requires more intricate, but

equally rigorous use ofstatistical tools, supplementedwith solid systems engineering

Tollgate review Control


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DeliverablesOf Phase: Documented and implemented monitoring plan,

standardized process, documented procedures,response plan established and deployed, transfer ofownership (project closure).

Checkpoints For Completion: Monitoring Plan Control plan in place for sustaining improvement

(short & long-term). Process Standardization

New process steps, standards, and documentationare ingrained into normal operations.


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Documented Procedures

Operating procedures are consistent.

Knowledge gained on process is shared &institutionalized.

Response Plan

Response plans established, understood,and deployed.

Transfer ofOwnership (Project Closure)

Transfer ownership and knowledge toprocess owner & process team taskedwith the responsibilities.



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Monitoring Plan What is the control/monitoring plan? How will the process owner and team be able to hold the

gains? What key inputs and outputs are being measured on an

ongoing basis?

How will input, process, and output variables be checkedto detect for sub-optimal conditions?

How will new or emerging customer needs/requirementsbe checked/communicated to orient the process towardmeeting the new specifications & continually reducingvariation?

Are control charts being used or needed?

How will control chart readings and control chart limitsbe checked to effectively monitor performance?

Will any special training be provided for control chartinterpretation?

Is this knowledge imbedded in the response plan? What is the most recent process yield (or sigma


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Process Standardization Has the improved process and its steps been standardized? Documented Procedures Is there documentation that will support the successful

operation of the improvement? Does job training on the documented procedures need to be part

of the process team's education and training? Have new or revised work instructions resulted? Are they clear and easy to follow for the operators? Response Plan Is a response plan in place for when the input, process, or output

measures indicate an 'out-of-control' condition? What are the critical parameters to watch? Does the response plan contain a definite closed loop continual

improvement scheme (e.g., plan-do-check-act)? Are suggested corrective/restorative actions indicated on the

response plan for known causes to problems that might surface? Does a troubleshooting guide exist or is it needed?

Project Closure


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Who is the process owner? How will the day-to-dayresponsibilities for monitoring & continual improvement betransferred from the improvement team to the process owner?

How will the process owner verify improvement in present &future sigma levels, process capabilities?

Is there a recommended audit plan for routine surveillanceinspections of the DMAIC project's gains?

What is the recommended frequency of auditing? What should the next improvement project be that is related to

the process? What quality tools were useful in the control phase? Integrating & Institutionalizing Improvements, Knowledge &

Learning

What other areas of the organization might benefit from theproject team's improvements, knowledge, and learning? How might the organization capture best practices and lessons

learned so as to leverage improvements across the business? What other systems, operations, processes, & infrastructures

(hiring practices, staffing, training incentives/rewards,metrics/dashboards/scorecards, etc.) need updates, additions,changes, or deletions in order to facilitate knowledge transfer


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Quality must start with anunderstanding of productfunctions and features most

critical to customersatisfaction, the so-called critical to quality items(CTQs)

The Quality FunctionDeployment (QFD) processanintegral part of Six Sigmas stematicall translates and


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Analytical and Monte Carlocomputer models, as well asdesign of experiments, are used

to develop predictive equations(transfer functions) thatultimately relate piece part

precision


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Armed with transfer functionsrelating variation in componentparts and processes to customerobservable CTQs, the design teamcan optimize overall design withincapabilities of the manufacturingprocess and parts suppliers.

Ability to analyze and trade off

capability in one part orsubassembly for that In another,while still ensuring Six-Sigmaperformance at the


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It would be impractical (evenunnecessary) to perform thiskind of analysis for each of

hundreds or thousands of partsin a large, complex system.

The art of Six-Sigma designrelies heavily on engineering

experience, augmented bystatistical verification, toidentify and analyze those itemsmost im ortant to final roduct


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It would be a mistake to think thatSix Sigma is about quality in thetraditional sense. Quality, defined

traditionally as conformance tointernal requirements, has little todo with Six Sigma. Six Sigma isabout helping the organization make

more money. To link this objective of Six Sigma

with quality requires a new definitionof quality. For Six Sigma purposes,


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Quality comes in two flavors:potential quality and actualquality. Potential quality is the

known maximum possible valueadded per unit of input. Actualquality is the current valueadded per unit of input. The

difference between potentialand actual quality is waste. SixSigma focuses on improvingquality (i.e., reduce waste) by


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In more traditional terms, SixSigma focuses on defectprevention, cycle time

reduction, and cost savings.Unlike mindless cost-cuttingprograms which reduce value

and quality, Six Sigma identifiesand eliminates costs whichprovide no value to customers,waste costs.


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For non-Six Sigma companies,these costs are often extremelyhigh. Companies operating at

three or four sigma typicallyspend between 25 and 40percent of their revenues fixingproblems. This is known as the

cost of quality, or moreaccurately the cost of poorquality. Companies operating atSix Sigma typically spend less


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Six Sigma's magic isn't in statistical or high-techrazzle-dazzle.

Six Sigma relies on tried and true methods thathave been around for decades.

In fact, Six Sigma discards a great deal of thecomplexity that characterized Total QualityManagement (TQM).

By one expert's count, there were over 400 TQMtools and techniques.

Six Sigma takes a handful of proven methods andtrains a small cadre of in-house technical leaders,to a high level of proficiency in the application of

these techniques. To be sure, some of the methodsused are highly advanced; including the use of up-to-date computer technology.

But the tools are applied within a simpleperformance improvement model known as DMAIC

Six Sigma in Education

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Improve quality of matter taught, thecharacter generated of the pupils,quality of study and school life.

Impart knowledge of literacy with

quality Kindle thinking, writing and

presentation skills of the students. Improve quality SQCC (Students

Quality Control Circles) - createvalue based concept as a simile forthe Six Sigma standa