AnIntroductiontoSixSigma.pptx

AnIntroductiontoSixSigma.pptx

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AnIntroductiontoSixSigmaZHongHongLiuTolearnthesystematicapproachtoSixSigmaproblemsolvingMbeforeAbeforeIbeforeCTounderstandsomeM.A.I.C.toolkitTounderstandhowyouwillbeaffectedbySixSigmamethodologyTrainingObjectiveDefineMeasure,Analyze,ImproveandControlDefineKPIVandKPOVExplainhowprocessoutputsareafunctionoftheinputsExplainthevalueofmeasurementTrainingObjectiveWhyImplementSixSigmaNow?

“NothingNew”MostofthetoolshavebeenaroundfordecadesNeglectedduetodifficultyanddisciplineBUTWorldwidecompetitionMakesneglectdangerousComputingresourcesMakesapplicationpossible99%GoodisNotGoodEnough5,000incorrectsurgicalprocedureseachweek20,000lostarticlesofmaileachhourNoelectricityforalmost7hourseachmonthUnsafedrinkingwaterforalmost15minuteseachdayWhereDoesIndustryStand?

7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPMRestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRateDomesticAirlineFlightFatalityRate（0.43PPM）Best-in-ClassAverageCompany345621IRS-TaxAdvice（phone-in）（140,000PPM）HowDoesSixSigmaMaketheDifference?

lVisionlPhilosophylVehiclefor:

CustomerfocusBreakthroughimprovementContinuousimprovementPeopleinvolvementlAggressivegoallMetric（standardofmeasurement）lMethodSixSigmaVisionTheVisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofSixSigmalevelsofperformanceineverythingwedo.SixSigmaPhilosophyThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.WhatstheStrategy?

KnowwhatsimportanttotheCustomer（CTQs）ReducedefectsCenteraroundtargetReduceVariationSixSigmaGoalReduceDefectRateImproveProductYieldImproveCustomerSatisfactionIncreaseProductProfitWhatproblemweshouldfocuson?

HighDefectRateLowProductYieldLongCycletimeHighDowntimeHighMaintenanceCostBottleneckStepPoorProcessCapabilityUnsatisfactoryBreakthroughStrategySEAGATECONFIDENTIALFilenameAuthorDateRevision#Slide#DeployOverview.pptMarch27,2000113SixSigma-SixSigmaEnablesBreakthroughLevelImprovement!

12345Theproblemwithcontinuousimprovementsastheonlygoal,OrganizationseesimprovementBUTlosesthegame.TimeinYearsStandardApproachesCurrentToolsKaizenLeanManufacturingRe-engineeringTypicalTQMImprovementBreakthroughStrategy-Trained&DedicatedIndividuals-AnalyticalExpertise-70%ImprovementperProjectSixSigmaQualityBreakthroughTimeRejectRateSpecialVariationHistoricalLevel（0）OptimumLevel

（1）NaturalVariationunder0NaturalVariationunder1（30）（31）Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityofafailure/error.2308,537366,80746,210523363.4PPMProcessCapabilityDefectsperMillionOpp.SixSigma-AggressiveGoal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-RunSigmaLong-TermYieldStandardSixSigma-PerformanceTargetWhatdoesa6sigmaprocesslookslike?

mmAverageDeviationfromMean1ssTUSLp（d）p（d）123456sThisisaSixSigmaProcess99.99966%Good（6Sigma）20,000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5,000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmostsevenhourseachmonthSevenarticleslostperhourOneunsafeminuteeverysevenmonths1.7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyearOnehourwithoutelectricityevery34years99%Good（3.8Sigma）SixSigma-PracticalMeaningCustomerFocus:

AModelForSuccessTechnologyCapabilityOrganizationPeopleProcessesBusinesssurvivalisdependentuponhowwellwesatisfyourcustomersCustomersatisfactionisafunctionofquality,price,anddeliveryQuality,cost,andpromptdeliveryaredependentuponcapabilitytManagementisresponsibletohelpdrivethetotalemployeepopulationtoahigherlevelofproblemsolvingproficiencytIdentifiestheirbestcandidatesforBlackBeltappointmenttDemonstrateshighenthusiasmtokeepSixSigmamovingforwardtProvidestheleadatgettingGreenBelts（includingthemselves）identifiedandthroughtrainingtAskstherightquestionstoallemployeestoassurethedisciplineofSixSigmaanditstoolkitareproperlyandfullyexploitedtDrivesthebroaduseofSixSigmamethodsandtools,includingFMEA,DOE,SPC,etctOwnsdaytoday&careermanagementoftheBlackBelt,includingappropriateplacementwhenBlackBeltsassignmentconcludesSixSigmaSystem-Management4.Control3.Improve2.Analyze1.MeasureSixSigmaBasicPrincipleOptimizeProcessDataStudyPromoteSystemControlDataCollectionTheImprovementStrategy（MAIC）Focus_VitalFewxiYYYYYx1,x2,.xnx1,x2,.xnVitalFewxiVitalFewxiVitalFewxiVitalFewxiPhase_MeasureAnalyzeImproveControl678678678678678678678678SelectProductorProcessKeyCharacteristic（s）;e.g.,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&IdentifyVitalFewxiDiscoverVariableRelationshipsBetweenVitalFewxiEstablishOperatingTolerancesOnVitalFewxiValidateMeasurementSystemForxiDetermineAbilityToControlVitalFewxiImplementProcessControlSystemOnVitalFewxiSIXSIGMAMETHODSGENERATEDATA-BASEDDECISIONS*WhatToDoWiththeVitalFew.ProcessKPIVKPIVKPIVKPOVCTQVitalFew“Correct”（In-Spec）Defect-Free!

KPIVControlControlControl-InputsNote:

StatisticallyprovenrelationshipsbetweenInputsandOutputsManagetheINPUTSandgoodOUTPUTSwillfollowManufacturingVariationCausesAHiddenFactoryIncreasedCost-LostCapacityTheprocessmaprevealsthishiddenfactoryYieldAfterInspectionorTestEachdefectmustbedetected,repairedandplacedbackintheprocess.Eachdefectcoststimeandmoney.ScrapReworkHiddenFactoryNOTOKOperationInputsInspectFirstTimeYieldOKWastedTimeWastedMoneyWastedResourcesWastedFloorspace90%CustomerQualityDefectsandtheHiddenFactoryRolledThroughputYield66%90%.whynot?

Scrap90%CustomerQualityReworkHiddenFactoryNOTOKYieldAfterInspectionorTestOperationInputsInspectFirstTimeYield=OKProcessABC90%Yield90%Yield90%YieldRolledYield81%73%90%YieldFinalTestD66%Using“finaltest（orfirsttime）yield”ignoresthehiddenfactory.Finaltestperformanceisafunctionofinspection&testnotactualdefectdata.RolledThroughputYield（RTY）includesthehiddenfactory,reworkaswellasscrap.Itlooksatoutputwithzerodefects.Rolled-ThroughputYieldClassicalFirst-TimeYieldIfwearesogoodatX,whydoweconstantlytestandinspectY?

IYIDependentIOutputIEffectISymptomIMonitorIX1.XNIIndependentIInput-ProcessICauseIProblemIControlTogetresults,shouldwefocusourbehaviorontheYorX?

f（X）Y=FocusonXratherthanY,asdonehistoricallyTheFocusofSixSigmaKPIVKPOV*NarrowtheScopeofInputVariables-IDLeveragedKPIVsOptimizedProcess30-5010-154-8KeyProcessInputVariables（KPIVs）8-10KPIVsCriticalKPIVs3-6KeyLeverageKPIVsInputsVariablesProcessMapMulti-VariStudies,CorrelationsScreeningDOEsDOEs,RSMC&EMatrixandFMEAGageR&R,CapabilityT-Test,ANOM,ANOVAQualitySystemsSPC,ControlPlansMeasureAnalyzeImproveControlDataDrivenAnalysis1.Weonlyuseexperience,notdata2.Wecollectdata,butjustlookatthenumbers3.Wegroupthedatasoastoformchartsandgraphs4.Weusecensusdatawithdescriptivestatistics5.Weusesampledatawithdescriptivestatistics6.WeusesampledatawithinferentialstatisticsLevelsofAnalysis:

Whatlevelareyouat?

TheFoundationoftheSixSigmaToolsGoalDataisusedtoclassify,describe,improve,control*SixSigmaTermsandDefinitions1.CustomeranyOnewhoreceivesaproduct,serviceorinformationfromanoperationorprocess.ThetermisfrequentlyusedtodescribeExternalcustomers-thosewhopurchasethemanufacturedproductsorserviceswhicharethebasisfortheexistenceofthebusiness.However,Internalcustomers,alsoimportant,areinternalGELpersonswhoreceivetheintermediateorinternalproductsorservicesfrominternalSuppliers.2.CTQCriticaltoQualityCharacteristic-acharacteristicofaproduct,serviceorinformationwhichisimportanttothecustomer.CTQsmustbemeasurableineitheracontinuousscalemanner（I.e.3.00mg,etc.）ordescriptivemanner（correct/incorrect,etc.）SixSigmaTermsandDefinitions（contd）3.OpportunityAneventwhichgeneratesanoutput（product,serviceorinformation）.4.UnitAdiscreteitem（lamp,invoice,etc.）whichpossessesoneormoreCTQ（Note:

UnitsmustbeconsideredwithregardwiththespecificCTQ（s）ofconcernbyacustomerand/orforaspecificprocess）5.DefectAnoutputofanopportunitywhichdoesnotmeetadefinedspecification;ORAfailuretomeetanimposedrequirementonasinglequalitycharacteristicorasingleinstanceofnon-conformancetothespecification6.DPUDefectsperUnit-thenumberofdefectscounted,dividedbythenumberofproductsorcharacteristics（units）produced.SixSigmaTermsandDefinitions（contd）7.DPMODefectsperMillionOpportunities-thenumberofdefectscounted,dividedbytheactualnumberofopportunitiestogeneratethatdefect,multipliedbyonemillion.8.COPQCostofPoorQuality-thecostincurredfromgeneratingadefectORCostwhichwouldbeavoidedif,ratherthanaDefect,theOpportunityyieldedasuccess.9.KPIVKeyProcessINPUTVariable-anindependentmaterialorelement,withdescriptivecharacteristic（s）,whichiseitheranobject（goinginto）oraparameterofaprocess（step）andwhich