AnIntroductiontoSixSigma

AnIntroductiontoSixSigmaZHongHongLiu•TolearnthesystematicapproachtoSixSigmaproblemsolvingMbeforeAbeforeIbeforeC•TounderstandsomeM.A.I.C.toolkit•TounderstandhowyouwillbeaffectedbySixSigmamethodologyTrainingObjective•DefineMeasure,Analyze,ImproveandControl•DefineKPIVandKPOV•Explainhowprocessoutputsareafunctionoftheinputs•ExplainthevalueofmeasurementTrainingObjectiveWhyImplementSixSigmaNow?“NothingNew”MostofthetoolshavebeenaroundfordecadesNeglectedduetodifficultyanddisciplineBUTWorldwidecompetitionMakesneglectdangerousComputingresourcesMakesapplicationpossible99%GoodisNotGoodEnough•5,000incorrectsurgicalprocedureseachweek•20,000lostarticlesofmaileachhour•Noelectricityforalmost7hourseachmonth•Unsafedrinkingwaterforalmost15minuteseachdayWhereDoesIndustryStand?7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM••RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRateDomesticAirlineFlightFatalityRate(0.43PPM)Best-in-ClassAverageCompany345621IRS-TaxAdvice(phone-in)(140,000PPM)HowDoesSixSigmaMaketheDifference?VisionPhilosophyVehiclefor:»Customerfocus»Breakthroughimprovement»Continuousimprovement»PeopleinvolvementAggressivegoalMetric(standardofmeasurement)MethodSixSigmaVisionTheVisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofSixSigmalevelsofperformanceineverythingwedo.SixSigmaPhilosophyThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.What’stheStrategy?•Knowwhat’simportanttotheCustomer(CTQ’s)•Reducedefects•Centeraroundtarget•ReduceVariationSixSigmaGoalReduceDefectRateImproveProductYieldImproveCustomerSatisfactionIncreaseProductProfitWhatproblemweshouldfocuson?•HighDefectRate•LowProductYield•LongCycletime•HighDowntime•HighMaintenanceCost•BottleneckStep•PoorProcessCapabilityUnsatisfactoryBreakthroughStrategySEAGATECONFIDENTIALFilenameAuthorDateRevision#Slide#DeployOverview.pptMarch27,2000113SixSigma-SixSigmaEnablesBreakthroughLevelImprovement!12345Theproblemwithcontinuousimprovementsastheonlygoal,OrganizationseesimprovementBUTlosesthegame.TimeinYearsStandardApproaches•CurrentTools•Kaizen•LeanManufacturing•Re-engineering•TypicalTQMImprovementBreakthroughStrategy-Trained&DedicatedIndividuals-AnalyticalExpertise-70%ImprovementperProjectSixSigmaQualityBreakthroughTimeRejectRateSpecialVariationHistoricalLevel(0)OptimumLevel(1)NaturalVariationunder0NaturalVariationunder1(±30)(±31)Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityofafailure/error.2308,537366,80746,210523363.4PPMProcessCapabilityDefectsperMillionOpp.SixSigma-AggressiveGoal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-RunSigmaLong-TermYieldStandardSixSigma-PerformanceTargetWhatdoesa6sigmaprocesslookslike?AverageDeviationfromMean1TUSLp(d)p(d)123456ThisisaSixSigmaProcess99.99966%Good(6Sigma)20,000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5,000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmostsevenhourseachmonthSevenarticleslostperhourOneunsafeminuteeverysevenmonths1.7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyearOnehourwithoutelectricityevery34years99%Good(3.8Sigma)SixSigma--PracticalMeaningCustomerFocus:AModelForSuccessTechnologyCapabilityOrganizationPeopleProcesses•Businesssurvivalisdependentuponhowwellwesatisfyourcustomers•Customersatisfactionisafunctionofquality,price,anddelivery•Quality,cost,andpromptdeliveryaredependentuponcapabilityManagementisresponsibletohelpdrivethetotalemployeepopulationtoahigherlevelofproblemsolvingproficiencyIdentifiestheirbestcandidatesforBlackBeltappointmentDemonstrateshighenthusiasmtokeepSixSigmamovingforwardProvidestheleadatgettingGreenBelts(includingthemselves)identifiedandthroughtrainingAskstherightquestionstoallemployeestoassurethedisciplineofSixSigmaanditstoolkitareproperlyandfullyexploitedDrivesthebroaduseofSixSigmamethodsandtools,includingFMEA,DOE,SPC,etcOwnsdaytoday&careermanagementoftheBlackBelt,includingappropriateplacementwhenBlackBelt’sassignmentconcludesSixSigmaSystem-Management4.Control3.Improve2.Analyze1.MeasureSixSigmaBasicPrincipleOptimizeProcessDataStudyPromoteSystemControlDataCollectionTheImprovementStrategy(MAIC)Focus__VitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxiPhase_MeasureAnalyzeImproveControl678678678678SelectProductorProcessKeyCharacteristic(s);e.g..,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&IdentifyVitalFewxiDiscoverVariableRelationshipsBetweenVi