六西格玛管理(JimBossertBankofAmerica).pptx
What is Six Sigma?Jim Bossert Bank of AmericaThe problem used to be:“How do we get management interested enough in quality to do something about it?”Now the problem is:“How do we get the people to believe that we are reallygoing to do something and stick with it?”Philip B. Crosby “Nothing flourishes until is is clear in the mindof the thought leaders” “Real comprehension has to exist if thedetermination is to be obvious”Philip B. CrosbyWhat is Six Sigma?Six Sigma - The InitiativeProcessSystematic Approach to Reducing Defects which Affect What is Important to the CustomerToolsQualitative, Statistical and Instructional Devices for “Observing” Process Variables & Their Relationships as well as “Managing” their CharacternVisionnGoalnPhilosophynMetricnMethodnToolnSymbolnBenchmarknValues sWhat is Six Sigma ?A level of performance that reflects significantly reduced defects in our productsA statistical measurement of ourprocess capability, as well as abenchmark for comparisonA set of statistical “tools” to helpus measure, analyze, improve, and control our processesA commitment to our customersto achieve an acceptable levelof performance. A means to stretch ourthinking with respect to qualitySigma is a letter in the Greek Alphabet(DPMO Distribution Shifted 1.5s)2308,537366,80746,210523363.4s sPPMProcessCapabilityDefects per Million Opp.THE GOALS OF SIX SIGMA:Defect ReductionYield ImprovementImproved Customer SatisfactionHigher Net IncomeIRS - Tax Advice (phone-in)(140,000 PPM)7Sigma Scale of Measure1,000,000100,00010,0001,000100101PPMRestaurant BillsDoctor Prescription WritingPayroll ProcessingOrder Write-upJournal VouchersWire TransfersAirline Baggage HandlingPurchased Material Lot Reject RateDomestic Airline Flight Fatality Rate (0.43 PPM)(with 1.5 s s shift)Best-in-ClassAverage Company345621 1994 Dr. Mikel J. Harry - V4.0Where does industry stand ? 1994 Six Sigma AcademyWhats it Based On ?Customer . Anyone Who Receives Product, Service, or InformationOpportunity . Every Chance to Do Something Either “Right” or “Wrong”Successes Vs. Defects . Every Result of an Opportunity Either Meets the Customer Specification or it DoesntStrategy Know Whats Important to the Customer Reduce Defects Center Around Target Reduce VariationBreakthrough Improvement Not Incremental!ProfitTotal Cost to manufactureand deliverproductsProfitTheoreticalCostsCost ofPoor QualityCOPQWhy Focus on COPQ?Price ErosionTheoreticalCostsCost ofPoor QualityCOPQProfitTheoreticalCostsCOPQWhich Feels Better? The Cost of Poor Quality (COPQ) “Iceberg”Engineering change ordersTraditional Quality CostsLost OpportunityHidden FactoryLost salesLate deliveryLong cycle timesExpediting costsExcess inventoryAdditional Costs of Poor Quality(intangible)(tangible)(Difficult or impossible to measure)Lost Customer LoyaltyMore SetupsScrapReworkInspectionWarrantyRejectsAdministration / DispositionConcessionsAverage COPQ approximately 15% of Sales RiskofLossExtent of Knowledge(Derived from Observation & Measurement)When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind. It may be the beginning of knowledge, but you have scarcely, in your thoughts, advanced to the state of science.”Lord KelvinKnowledge is the FoundationScience Art ArtDisciplineChaosKnowledgeWhere Are Your Processes Today?Directions of KnowledgeGood DecisionsFire FightingWaste Leadership Commitment, Competence & Involvement Methodology & ToolsData DrivenStatistically Validated Best People 100% Dedicated to Defect Reduction Project FocusedWhat Makes Six Sigma Different?Collecting DataCommunicate in an objective manner To collect quantifiable facts about a problem or opportunity To establish baseline information about a problem or process To facilitate cost benefit analysis of proposed solutions To compare before and after - quantify the impact of a solution To justify extension of the solutionData Builds KnowledgeThe Importance of the Common Language of DataWhat do I need to knowto make Decisions?How do I need to seethe information?What tool will be used?What data do we need?Where is the data located?PlanningExecutionQuestions to be Answered Drive Data CollectionSTATISTICS IS COMMUNICATING INFORMATION FROM DATA-SchillingSTATISTICS IS NOT A SUBSTITUTE FOR ENGINEERING JUDGMENT- DodgeSTATISTICAL THINKING WILL ONE DAY BE AS NECESSARY FOREFFICIENT CITIZENSHIP AS THE ABILITY TO READ AND WRITE.-H.G. WellsDATA IS NOT KNOWLEDGE. IN ORDER TO GIVE UP ITS KNOWLEDGE, DATA MUST BE TORTURED. STATISTICS ARE THE IMPLEMENTS OF TORTURE.Mikel HarryOld Philosophy of QualityNew Philosophy of QualityLSLUSLLSLUSLArea outside the specification limits represent quality losses.Conformance to Specifications“Goal Post Mentality”Deviation from the targetrepresents quality losses.Taguchis Loss FunctionAverage Loss = ks2 + (y - T)2“Variation is Evil”-Some Production GuyNo Losses the TargetThe Changing Quality PhilosophyAppraisaland PreventionQualityQualityInternal and External FailureOld Belief4 4s s s sAppraisaland PreventionInternal and External Failure4 4s s s s5 5s s s s6 6s s s sNew BeliefQualityQualityThe Changing Quality PhilosophyThe highest quality products and services are the lowest cost products and servicesBreakthroughStrategyCharacterizationPhase 1:MeasurePhase 2:AnalyzeOptimizationPhase 3:ImprovePhase 4:Control1101001000100001000001000000345671,000,000100,00010,0001,0001001012Sigma Scale of MeasurePPMAverageCompanyBest-in-ClassThe Basic ObjectiveThe Breakthrough MethodologyDefine the problem.DMAIC to the Rescue!THE NATURE OF THE PROBLEMSix Sigma methodology identifies processes that are off-target, and/or have a high degree of variation, and corrects the processOff-TargetVariationOn-TargetCenterProcessReduce SpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXAnother ViewLSLUSLUSLLSLOff-TargetVariationOn-TargetCenterProcessReduce SpreadThe statistical view of a problemUSLLSLLSL = Lower spec limitUSL = Upper spec limitLargeTHE NATURE OF THE PROBLEM - A STATISTICAL LOOKInsufficientProcessCapabilityUnstableParts andMaterialRegion of Six Sigma SynergyInadequateDesignMarginUSLT LSLPrimary Sources of Variations s Measure of variation and quality Measure of capability of our processesHow Do We Measure Variation and Quality?The Standard Deviation Point of Inflection1s sTUSLp(d)Upper Specification Limit (USL)Target Specification (T)Lower Specification Limit (LSL)Mean of the distribution (m)Standard Deviation of the distribution (s)3s sThe distance between the point of inflection and the mean constitutes a standard deviation. If three such deviations can be fit between the target value and the specification limit, we would say the process has “three sigma capability.” Point of Inflection1s sTUSLp(d)p(d)1234 5 6s3s sThis is a 6 Sigma ProcessThe Standard DeviationnX1 . . . XNnIndependentnInput-ProcessnCausenProblemnControlnYnDependentnOutputnEffectnSymptomnMonitorThe Focus of Six SigmaTo get results, should we focus our behavior on the Y or X ?If we are so good at X, why do we constantly test and inspect Y ?Focus on X rather than Y, as done historicallyImprovement Strategy (DMAIC)FocusVital Few xiYYYYYx1, x2, . xnx1, x2, . xnVital Few xiVital Few xiVital Few xiVital Few xiPhaseMeasureAnalyzeImproveControlSelect Product or Process Key Characteristic(s); e.g., Customer YDefine Performance Standards For YValidate Measurement System for YEstablish Process Capability of Creating YDefine Improvement Objectives For YIdentify Variation Sources In YScreen Potential Causes For Change In Y & Identify Vital Few xiDiscover Variable Relationships Between Vital Few xiEstablish Operating Tolerances On Vital Few xiValidate Measurement System For xiDetermine Ability To Control Vital Few xiImplement Process Control System On Vital Few xiSIX SIGMA METHODS GENERATE DATA-BASED DECISIONS- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Harvesting the Fruit of Six SigmaDesign for ManufacturabilityProcess Characterization and OptimizationSeven Basic ToolsLogic and IntuitionProcess Entitlement- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - We dont know what we dont knowWe cant act on what we dont knowWe wont know until we searchWe wont search for what we dont questionWe dont question what we dont measureHence, We just dont know Breakthrough Strategy Black Belt Certification ProgramEventCycleActivity DescriptionDuration1Initial Meeting and Planning Session2 days21Champion Coordination Meeting1 day31Session 1: Black-Belt Training5 days41On-The-Job Application Exercise15 days52Champion Coordination Meeting1 day62Standard Six Sigma Review1 day72Session 2: Black-Belt Training4 days82On-The-Job Application Exercise15 days93Champion Coordination Meeting1 day103Standard Six Sigma Review1 day113Session 3: Black-Belt Training4 days123On-The-Job Application Exercise15 days134Champion Coordination Meeting1 day144Standard Six Sigma Review1 day154Session 4: Black Belt Training3 days17Contingency6 days1stMonth2ndMonth3rdMonth4thMonth
