Thomas A. Little, PH.D

Thomas A. Little, Ph.D.
President, Thomas A. Little Consulting
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Audience
Presentation is designed for those Executives and Managers who are considering implementing Six Sigma and want to understand its core concepts and benefits. Provides an overview and orientation of six sigma methodologies and organizational requirements. The Executive Overview is presented prior to six sigma implementation, Champion and Black Belt training.
382 Stanwick Street

Brentwood, CA 94513
1-925-285-1847 drlittle@dr-tom.com www.dr-tom.com
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Objectives
As a result of attending this course the participant will be able to: Describe the Six Sigma Breakthrough strategy Understand the Champions role in the Six Sigma Initiative Relate the roles and responsibilities of the Champion, Black Belt, Green Belt and Team Members Identify projects with high probability for success Understand the DMAIC methodology and how it applies to improvement projects Establish and utilize dashboard metrics Assist in project management and project goal completion
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Presentation Outline
Section I Section II Section III Section IV
Six Sigma Introduction Management and Organizational Infrastructure for Six Sigma DMAIC Breakthrough Methodology Implementation Strategy
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Section I
Section I Six Sigma Introduction What is Six Sigma? Three elements of Six Sigma DMAIC roadmap Expected benefits of Six Sigma Corporate results of Six Sigma
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Technical Definition of Six Sigma

Technical Definition (Motorola)
LSL
75% 1.5 s
USL
12.5%
Cp=2 Cpk=1.5
12.5%
Cp=2 Cpk=1.5
3.4 DPMO
Cp=Cpk = 2
3.4 DPMO
- 6s
-5s
-4s
-3 s
-2s
-1s
+1s
+2s
+3s
+4s
+5s
+6s
6s to LSL
Evolution to:
6s to USL
A Management driven, scientific methodology for product and process improvement which creates breakthroughs in financial performance and Customer satisfaction
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What is Six-Sigma?
Management mandated and directed improvement program focused on breakthroughs in financial performance and customer satisfaction Uses Champions, Black Belts and Green Belts to facilitate change Focused on core business and Customer needs A systematic method for process and product improvement A Greek symbol for measuring performance variation A metric for evaluating performance quality A standard of excellence (3.4 defects per million opportunities)
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Customer Satisfaction + Efficient Systems = Improved Profitability
Two types of projects to improve financial performance: Increase Revenue Grow the Business Improve Customer satisfaction, sales, capacity and market position Decrease the Cost of Goods Sold Reduce variation and defects Improve yields Understand root cause of issues and eliminate the source of problems Automate process workflow Improve process performance and reduce waste using lean principles
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Reduce Process Variation & Defect Rates

Off-Target
Too Much Variation
Centered On-Target
Center Process
Reduce Spread
The objective is to understand customer requirements and reduce process variation and defects
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Breakthrough and Continuous Improvement
Breakthrough Strategy
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Three Emphasis Areas for Six Sigma
Focused on product design excellence, design for manufacturability, Customer satisfaction and cost reduction within all components of the development and new product introduction process. Focused on operational excellence, Customer satisfaction and cost reduction within all components of the operation. Areas of focus include Sales, HR, Finance, Materials, etc. Focused on product production excellence, variation and defect reduction, lean production techniques, Customer satisfaction and cost reduction within all components of the production and delivery process.
Six Sigma touches on all aspects of the Business Enterprise

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Past Improvement Activity Failure Modes
Unsuccessful Projects No clear Management mandate No roadmap for the project not sure where we are going No dedicated resources
No Management and performance review

No ability to measure performance and examine effectiveness not sure if we accomplished anything
No financial ROI during project definition and measurement at completion

No clear answer as to why are we doing this project?
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What Makes Six Sigma Work?

Select and work on the most important problems and projects to the business and Customer Assure those projects impact customer satisfaction and financial performance Allocate the time to get the work done Have your best people work on them Provide those individuals with all the training, tools, and resources they need to make the performance breakthrough Provide Management direction, support and routine review of performance Require a well thought out, objective and data driven solution Verify the dollar savings of your efforts Sustain the benefits of the solution over time
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Six Sigma 3 Critical Elements

Defining and using business objectives and metrics that focus our attention on performance and defects that are most important to the customer and have the greatest potential for impacting the bottom line
Dedicated resources and focused infrastructure, trained in the use of the 6 Sigma problem solving and process improvement methodology
Systematic Approach to improving performance and reducing defects which are important to the customer (qualitative & statistical)
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Strategic Business and Quality Metrics

CSI, Sales, delivery times, cost per unit, Yield, DPU, DPMO, customer response times, Web hit rates, Rework/scrap rates, etc. (Critical Business Elements)
Management objectives and dashboard forms the core of the strategic Business & Quality Metrics and is flowed down to other departments and process areas to provide leading and lagging indicators of performance
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Hierarchy of Operational Dashboards

Can we see measurable progress in our key business critical metrics?
Executive Dashboard Level 1

Processes
Director Level Level 2

Processes
Manager Level Level 3

Processes
Engineering Level Level 4

Processes
Operator Level
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Six Sigma DMAIC Road Map

Define
Identify Project, Champion and Project Owner Determine Customer Requirements and CTQs Define Problem, Objective, Goals and Benefits Define Stakeholder/Resource Analysis Map the Process Develop Project Plan
Key Analytical Tools Process Mapping and Modeling Measurement Systems Analysis & Process Capability
Measure
Determine Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements Measurement Systems Analysis Determine Process Capability and Baseline
Analyze
Benchmark the Process or Product Establish Causal Relationships Using Data Analysis of the Process Map Determine Root Cause(s) Using Data
Statistical Tests, Modeling & Root Cause Analysis

Brainstorming Design of Experiments, FMEA, & Validation Statistical Process Control
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Improve
Design of Experiments Develop Solution Alternatives Assess Risks and Benefits of Solution Alternatives Validate Solution using a Pilot Implement Solution Determine Solution Effectiveness using Data
Control
Statistical Process Control Determine Needed Controls (measurement, design, etc.) Implement and Validate Controls Develop Transfer Plan Realize Benefits of Implementing Solution Close Project and Communicate Results
Process Flow for achieving 70%+ Improvement
Champion
Select project that is considered critical to operational success
Review performance and assure results
Review and approve solutions
Authorize process change
Communicate and celebrate results
Black Belt
Form team and follow DMAIC for project management Develop alternative solutions and complete benefit and risk assessment Determine financial benefit
Process or Product
Understand root cause of problem Validate Solution Implement and standardize process changes
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For a breakthrough to occur everything is on the table
Six Sigma Results

Improved Customer satisfaction Assure products and services meet customer requirements Improved quality, efficiency and cost of goods sold Waste, defect and variation reduction Financial savings (hard and soft) Self-sustaining infrastructure Defined roles and responsibilities Empower Champions, Black Belts and all employees to make meaningful improvements in performance Communication Commonality Language, training materials, tools & software Methodology Expectations Solutions Financial tracking (establish, maintain metrics)
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Honeywell & DOW Results
"We achieved $600 million in Six Sigma cost savings in 1999, but cost savings are only one part of the story. Delighting customers and accelerating growth completes the picture. When we are more efficient and improve work flow throughout every function in the company, we provide tremendous added value to our customers through higher quality solutions that are more competitively priced, delivered on time and invoiced correctly. That makes us a more desirable business partner."
- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html
"We expect Six Sigma to elevate our company to an entirely new level of operational performance, delivering $1.5 billion in EBIT cumulatively by 2003 from the combined impact of revenue growth, cost reductions and asset utilization."
- Dow 1999 Annual Report http://www.dow.com/financial/99ann/letter03.htm
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GE & DuPont Results
"The Six Sigma initiative is in its fifth year its fifth trip through the operating system. From a standing start in 1996, with no financial benefit to the Company, it has flourished to the point where it produced more than $2 billion in benefits in 1999, with much more to come this decade."
- GE 1999 Annual Report http://www.ge.com/annual99/letter/letter_three.html
"Six Sigma implementation continues to gain momentum. At the end of the year 2000, there were about 1,100 trained Black Belts and over 3,400 active projects. The potential pretax benefit from active projects was $700 million."
- DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.dupont.com/corp/whats-new/releases/01/010124.html
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Section II
Section II Management Infrastructure for Six Sigma Site Champion and Executive Staff Hands on Champions Master Black Belt Black Belts / Green Belts
All Employees
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Interrelationship Digraph of Six Sigma Infrastructure
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Site Champion and Executive Staff
Functions Set the vision Create the mandate for improvement Initiate and fund the activity
Establish and maintain the reporting structure

Responsibilities (10%+ of time) Identify Champions in each functional area Monthly review of projects by Champion Measure Champion results Training 4 hour Executive Overview 2 day Champion Training
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Hands-On Champion
Functions Communicate the vision
Create the mandate for improvement

Provide direction and remove barriers Achieve financial results and communicate success Responsibilities (10%+ of time) Identify Black Belts and Green Belts Identify and approve all Six Sigma projects
Biweekly review of all projects

Measure Black Belt performance Training 2 day Champion Training
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Master Black Belt

Functions
Provide technical expertise on Six Sigma and Lean methodology to Black Belts and Green Belts Work in support of the Black Belt and Champion
Assist in education and training activities

Responsibilities (100% of time) Work daily with team members, Black Belts and Champions Participate in the review of projects Monitor all Six Sigma projects Training
15 day Black Belt Training, 2 years minimum as a Black Belt and a Masters Degree in a related field
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Black Belts and Green Belts

Functions
Black Belts 100% dedicated for 2 years to process improvement, Green Belts 20% Work on improvement projects with other Green Belts and Team Members Achieve financial results for each project $350K+ Goal of
Responsibilities (100 20%+ of time)

Use the DMAIC methodology to create breakthroughs in performance Report progress to the Champion
Hold team meetings and provide excellent project management

Work with the Master Black Belt
Training
15 day Black Belt Training 5 day Green Belt Training
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All Employees
Functions Work to achieve excellence in daily work Participate in Six Sigma projects Support team activities Identify opportunities for improvement
Responsibilities (5-10%+ of time)

Participate in Six Sigma activities as requested Complete action items as assigned by the team Attend team meetings Training 1 day Six Sigma Employee training
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Section III
Section III
DMAIC Breakthrough Methodology Define Measure Analyze Improve
Control
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DMAIC Process Improvement Methodology
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DMAIC Process
Establish Controls on the critical Xs so the improvements will be maintained
Identify ways to improve the process and validate the solution
X1 X2 X3 X4
PROCESS
Measure and Analyze data and process performance to determine the critical variables and root cause of the problem
Y1 Y2 Y3
Metrics (Ys) linked to CTQs Define the Problem Project Objective Project Goal
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Six Sigma DMAIC Define
Define Activities
Identify Project, Champion and Project Owner Determine Customer Requirements and CTQs Define Problem, Objective, Goals and Benefits Define Stakeholder/Resource Analysis Map the Process Develop Project Plan
Define Quality Tools

Project Charter and Plan Effort/Impact Analysis Process Mapping Tree Diagram
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Define Flow
VOC, Examine Candidate Projects
Effort/Impact Analysis
SIX SIGMA Project Charter
Resource Requirements Project No: Project Name: Project Leader: GB/BB: Master BB: H/O Champion: Team Members: Name Function General Information Location: Business Segment: Business Objective: Customer Initials CTQ(s): Current Process Capability: Sigma, Cpk, DPMO, Cycle-time, etc. Date: Review Schedule Activity Date Start D M A I C Close
Effort / Impact Analysis
GB Projects
10 9 8 7
Impact
BB Projects
% Time
6 5 4 3 2 1 0 0 2 4 6 Effort 8 10 12 Impact
Project Definition
Project Problem Statement:
Project Objective Statement:
Project Scope/Limitations:
Define Customer CTQs
Project Goals and Targets:
Develop and Approve Project Charter

Time frame:
Project Plan: See page 2 of the project charter. Project Plan and Gantt Chart Expected Benefits: Hard Dollar Savings: Soft Dollar Savings: Strategic: Other Benefits:
Stakeholder Approval
Hands On Champion: Name: Signature: Functional Manager: Name: Signature: Other: Name: Signature: Date: Master Black Belt: Name: Signature: Black / Green Belt: Name: Signature: Other: Name: Signature:
Response Response (Y) (Y)

What must my Who are the suppliers for our product suppliers provide to or service? How capable are they in my process to meet meeting our process requirements? my needs?
Operational Operational Definition Definition
What is the most appropriate end point for the process? What Determine the start and end points of the process product or service does associated with the problem and the major steps the process deliver to in the process. the customer?
Who are the customers for our product or service? What are their requirements for performance
CTQ(s)
Voice of Voice of The Customer The Customer Product Product arrives on-time arrives onon-time Target Target
Specification Specification Limit(s) Limit(s)
Complete SIPOC and Process Map
Suppliers
1 2
Input
1 2 3 1 2 3 1 2 3 1 2 3
Process
Start Point:
(High Level)
Output
1 2
Customers
1 2 1 2 1 2 1 2 1 2 1 2
Add additional rows where needed
Operation or Activity 1 2 3 4 5 6 7 8 9 10 11 End Point:
3 4 5 6
Error Rate Error Rate

Thomas A. Little Consulting 2002
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Voice of the Customer (VOC)

Why dont you guys learn how to meet a schedule? Your service quality to poor
DMAIC Methodology Define
When will you learn how to provide service and a Customer first attitude?
Why dont you tell us when there is a problem?
I sent out e-mail after e-mail with no response!

Why do you try and make your customers responsible for your quality problems? Your RMA frequency is unacceptable
VOC is often full of emotions. We need to restate customer statements into fact based, performance requirements that we need to focus on Of course Customers expect perfection
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Critical to Quality (CTQ) Characteristics

Detailed Specifications
Response (Y)
Use the tree diagram to define Customer CTQs
Performance to Schedule
Customer Requirement
Customer Needs Product arrives on-time
Measure
Deviation from schedule in completed units
Target
100% of committed ships prior to 5:00 pm as received on Customer receiving dock
Specification Limit(s)
LSL = 0 hours late USL = 6 hours early
Allowable defect Rate
< 3.4 DPMO

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Moving to Specific Candidate Projects
Champions drive the project selection as they own the business objectives aligned to the Executive Staff
Interview Customers (Internal and External), on core business issues and opportunities for improvement Use Voice of the Customer when collecting and analyzing data Complete CTQ gap analysis and prioritization Determine a candidate project list Estimate project benefits in financial and measurable terms & rank projects by their impact Determine the effort required for each project Conduct effort to impact analysis and prioritize the project list Select the top projects and determine the Champion and Owner
Critically examine Business Objectives and select projects aligned to them with financial impact and benefits
Candidate Six Sigma Project(s) With financial impact!!!
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Potential Projects
Determine a candidate project list and potential benefits: Manufacturing
Conduct effort to impact analysis and prioritize the project list

Project 1 2 3 4 5 6 7 8 9 10 Effort 6 3 4 7 10 2 5 8 1 9 Impact 1 3 3 3 3 6 6 6 9 9
Candidate Six Sigma Project(s) Project Champion and Owner

Effort / Impact Analysis
10 9 8 7
Impact
Materials Management
NPI Finance Design HR
6 5 4 3 2 1 Impact
Projects with high impact are preferred
0 0 2 4 6 Effort 8 10 12
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Detailed Project Selection Criteria
Achieving breakthroughs requires prioritization of opportunities. There are many more opportunities than there is time and resources to work on them. When selecting a process, we are trying to prioritize exactly which problem to solve. If the problem is clear we move on to define the problem. In selecting a project, consider these issues: a. b. c. d. e. f. Financial and strategic benefits Improved customer satisfaction, CSI Compatible with current goals and objectives Translatable to other areas of the business Probability of success Level of effort, amount of resources needed to complete project
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Example: Prioritizing Projects
Are your projects the things you like to do, easy to do or important to do?
Rank 2 3 4 5 6 1 7
Potential Projects Reduce lead time Receiving process Customer complaints MRO material reduction Change control system Inventory reduction Chip test yields
Benefits Business Goals Champion Financial Translatability Defined Supports HC 9 9 9 9 MP 6 9 6 3 DS 6 6 6 9 LC 6 3 6 9 JM 6 9 0 6 AB 9 9 9 9 JF 6 3 0 0
Clear 6 9 9 9 6 9 9
Risk Complexity 6 6 6 6 6 9 6
p(S) 3 9 6 6 6 6 6
Total 80% 77% 73% 70% 63% 93% 53% 0% 0% 0%
Project name
Manager responsible for results
Hard dollar savings
Solutions are likely to be applicable across the site and the corporation
Currently defined business objective
Supports immediate goals and objectives for the org.
Clear problem definition with clear project boundaries
Complexity is a function of time to complete and the difficulty of the problem. Scope (target for BB project is 7-8)
Probability of success
3 < $100k 6 = $300k 9> $1M
3 = local 6 = some external 9 = all locations
3 = <3 months 6= 4-5 months 9= 6+ months
TLC, 2002
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Develop Charter
SIX SIGMA Project Charter
In this step you will establish direction for the project by documenting

Resource Requirements Project No: Project Name: Project Leader: GB/BB: Master BB: H/O Champion: Team Members: Name Function
% Time
Initials
General Information Location: Business Segment: Business Objective: Customer CTQ(s): Current Process Capability: Sigma, Cpk , DPMO, Cycle-time, etc. Date:
Review Schedule Activity Date Start D M A I C Close
Problem
Project Problem Statement:
Project Definition
Objective & Scope
Goal/target
Resource requirements Financial benefits
Project Objective Statement:
Project Scope/Limitations:
Project Goals and Targets:
Strategic benefits
Team resources Project approval
Project Plan: See page 2 of the project charter. Project Plan and Gantt Chart Expected Benefits: Hard Dollar Savings: Soft Dollar Savings: Strategic: Other Benefits:
Time frame:
Stakeholder Approval
Hands On Champion: Name: Signature: Functional Manager: Name: Signature: Other: Name: Signature: Date: Master Black Belt: Name: Signature: Black / Green Belt: Name: Signature: Other: Name: Signature:
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Develop Charter Problem Statement

A clear description of the problem to communicate to other people in the process and rally support to improve it A description of the issue or problem What, when, where and how the problem occurs What is critical to quality (CTQ) from the customer perspective? What is nonconforming to specifications? Define the boundaries of the problem, how big is the problem? What are the consequences of the problem to the Company and or Customer? Do not state a solution when describing a problem
Description of the Pain
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State Objective and Scope

Project Objective and Scope
What process will the team focus on?
What are the boundaries of the process we are to improve? Where does the process begin? Where does it end?
Which customers will be affected / included What is outside of scope for the team? What constraints or timelines must the team work under?
Site or Line Process
Customer or Suppliers
Process 1
Process 2 Process 3
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Goal Statement
Describe, in measurable terms, what success will look like when youve solved the problem Include a statement of the performance level that will satisfy your CTQ and the time frame in which you plan to implement the improvement. State targets and tolerances where appropriate.
Goal Statement: Reduce late shipment costs (Express Mail) to all customers by 70% from $1.5M to $45K by January 200x.
Where
When
How Much
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Determine Resources
Determine the Stakeholders
Who will need to be involved and at what level for this project to be successful? Determine Team Members Who will need to be on the team and at what % of their time? Determine any Capital, Test or HR Requirements What materials, testing, software programming, outside services or equipment will be needed? Are those costs acceptable to management?
Other Support to be Successful

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Project Plan
SIX SIGMA Project Plan
Site:
Problem Statement:

Project Name & Number: Revision Date:
Location:
Improvement Objective and Scope:
Goal and Targets Metric(s)
Benefits Baseline Goal Improvement Goals Date Date Date Date
Phases Define
Tasks and Timelines Activity Project's Customer CTQ Project Charter SIPOC Financial analysis of project's benefits Detailed process map
Project Assigned to: Start Date: End Date: Status: Review Date
Project plan remains through the life of the project
Measure
Analyze
Improve
Control Team Members Team Leader: Team BB: Team Members:
On Plan/On Schedule Behind Plan, with effort can return to schedule Behind Plan Task Completed
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Champion:
Benefits
Benefits may include any of the following: Hard dollar savings (cost reduction)
Soft dollar savings (cost avoidance)

Improved Customer satisfaction Improvement in the performance metrics (cycle time, yield, defects, etc.) Improved job satisfaction (reduction in frustration) When considering benefits what must change for the savings to occur?
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Financial Benefits Example
Cost Improvements Quantified:

Curr Cost ($1, 000's Process Touch-up & Handsolder Wash QA/ Final Inspection Rework QA (QA E ngineers) Production Control/Expediting Total per week for costs elements above Total per Year
per w eek) New Cost
$ $ $ $ $ $ $
73 24 58 20 5 27
$ $ $ $ $ $
70 23 45 16 4 26
95% 95% 78% 78% 78% 95%
Improvement $ 3.7 $ 1.2 $ 12.5 $ 4.4 $ 1.0 $ 1.4 $ $ 24.2 1,257 k
207 $
183 per Week
$ 10,782 k $ 9,525 k per Year
Determine costs of current baseline and the impact to cost if the goal is achieved. Consider also the full impact to all effected lines and production operations. If financial analysis shows poor ROI you may want to select another project.
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Begin Mapping the Process with a SIPOC
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Move to a detailed Process Map
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Model and Automate Workflow

Discrete Transactions
Performance Monitoring and Improvement
JMP for analysis and root cause determination
Workflow Automation
Database
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Begin Management/Champion Reviews
Once the project charter has been approved and the team formed around the project it is essential to begin periodic management reviews of project performance. Black Belts and Green Belts meet with Management to report performance.
Champions report to executive staff on project performance.

Where possible integrate reviews into current management forums.
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Six Sigma DMAIC Measure
DMAIC Methodology Measure
Measure Activities
Determine Project Critical Xs and Ys Determine Operational Definitions Establish Performance Standards Develop Data Collection and Sampling Plan Validate the Measurements Measurement Systems Analysis Determine Process Capability and Baseline
Measure Quality Tools

Quality Function Deployment (QFD) Measurement Systems Analysis (MSA) Check sheet Process Capability
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Measure Flow
Data Collection Plan & Sample Size
Data Collection Plan
Define What to Measure
Type of Measure Operational Definition
List Of Measures (Xs and Ys)
Define How to Measure

Measurement or Test Method Data Tags Needed to Stratify the Data Data tags are defined for the measure. Such as: time, date, location, tester, line, customer, buyer, operator, etc. Data Collection Method Manual? Spreadsheet? Computer based? etc.
Who will Do it?

Person(s) Assigned State who has the responsibility? What?
Sample Plan
Where? When? How Many?
Measure
Name of X or Y parameter attribute or or condition discrete to be data, measured product or process data
Clear definition of Visual the measurement inspection defined in such a or automated way as to achieve test? repeatable results Test instruments from multiple are defined. observers Procedures for data collection are defined.
What measure is being collected
Location for data collection
How often the data is collected
The number of data points collected per sample
Data Collection, Process Baseline and Capability Determination
MSA, GR&R, Inspector Effectiveness

Goal
Add Specifications and Compute Sigma and Capability
Baseline
Restate Improvement Goals
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Determining Critical Xs and Ys

(Xs) Leading Process --> Product -->
XZY errors Temperature Offset Viscosity Pressure
Lagging (Ys)
DPU/Yield Scrap Rework, RMA Processing time Wait time Delivery time
Manufacturing Cost of Quality
Supplier, Receiving and Process Times
Transaction Cycle Time
Transactional and product defects and errors by operation
Accuracy of transaction Transaction time Product or service quality Inventory levels Materials management
Customer satisfaction
T&Cs, planning systems, production systems
Materials costs
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Using QFD to Prioritize and Select Project Ys and Xs

Product or Process:
Current Measures
Unit Delivery Deviation from Commit
Needed Measures
Deviation from target on delivery time
Time to Schedule Confirmation
Customer Satisfaction
First Pass Yield
Units delivered
Delivery Time
Defect Rate
Importance
Cum Yield
RMAs
Customer Wants Rapid schedule confirmation On time performance Defect free products Routine cost reduction Routine WIP reduction Minimum lead times
4 1 2 5 7 6
3 9 0 3 3 0
0 0 9 3 0 0
3 6 6 6 3 3
0 0 9 6 3 0
3 3 0 3 0 3
0 3 3 0 0 0
3 3 0 0 0 6
3 9 0 0 0 0
0 3 6 9 3 0
9 3 0 0 0 9
Total 24 39 33 30 12 21
Total Unit of Measure Raw data available? Std. report available? Reliable data source? Frequency of the report? Needed frequecy? Target Lower Limit Upper Limit Measurement capability Measurement validated? Competitive comparison Ranking Relationship key: 9 6 3 0
18
Min. Y Y Y Daily Daily 5:00 4:45 5:15
12
# Y Y Y Wk Wk 0 n/a 1
27
CSI Y Y Y Wk Wk 5 4.5 n/a
18
PPM Y Y Y Wk Daily 0 n/a 100
12
# Y Y Y Daily Daily Plan 5% 5%
6
% Y Y Y Daily Daily 100% 95% n/a
12
# Y N N Daily Daily 0 1 1
12
Min. Y N Y Daily Daily 0 -0:15 0:15
21
% Y N Y Daily Shift 100% 50% n/a
21
Hrs. N N N n/a Daily 1 hr. n/a 2 hr.
Translate customer requirements into objective measures and prioritize project metrics
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Strong relationship Moderate relationship Weak relationship No relationship
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Performance Standards for Each Y

All Processes Need Clear Specifications
Larger is Better
One-sided - lower specification limit only LSL
Smaller is Better
Target zero and upper specification limit USL
Target is Best
Two-sided specifications LSL
Unacceptable Good
USL
Unacceptable
Unacceptable
Good
Good
Unacceptable
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Develop Data Collection Plan

Elements for a data collection plan
Data Collection Plan
Define What to Measure
Type of Measure Operational Definition
Define How to Measure

Measurement or Test Method Data Tags Needed to Stratify the Data Data tags are defined for the measure. Such as: time, date, location, tester, line, customer, buyer, operator, etc. Data Collection Method Manual? Spreadsheet? Computer based? etc.
Who will Do it?

Person(s) Assigned State who has the responsibility? What?
Sample Plan
Where? When? How Many?
Measure
Name of X or Y parameter attribute or or condition discrete to be data, measured product or process data
Clear definition of Visual the measurement inspection defined in such a or automated way as to achieve test? repeatable results Test instruments from multiple are defined. observers Procedures for data collection are defined.
What measure is being collected
Location for data collection
How often the data is collected
The number of data points collected per sample
Data means nothing without an understanding of what the data is, how it was collected, and the conditions under which it was measured Data properly collected and analyzed will help us to understand the root cause(s) of the problem
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Collect Visual Data to See the Problem
Where possible use a Digital or Video Camera and capture the defect or process problem. A picture is worth a thousand words in understanding and communication of the origin and nature of problems.
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MSA for Validated Measurement

Short Term Capability
Long Term Capability
True Value
xA xB xC
Accuracy Reproducibility Repeatability
xA xB xC
Stability
First period of time
Second period of time
Useful for characterization of variable gages and inspection capability The data is only as good as the quality of the measurements
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DMAIC Methodology Analyze
Analyze Activities
Benchmark the Process or Product Establish Causal Relationships Using Data Analysis of the Process Map Determine Root Cause(s) Using Data
Analyze Quality Tools

Statistical analysis of data Cause and effect or event diagram Histogram Pareto diagram Run chart Scatter graph
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Analyze Flow
Project Data Xs and Ys
Measure
Responses or Outputs (Ys) Dependent Variable Factors (Xs) USL LSL Target Independent Variable(s) USL LSL Target
Thomas A. Little Consulting 2002
Analysis and Stratification of Data
Root Cause Analysis Summary % Explained and % Unexplained
Root Cause Validation
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Benchmarking
No company is the best at all it does. Typically there are some core competencies that make a company great. There is much to be learned by benchmarking other companies who are the best at what they do. Benchmarking begins with identification of the process or business area we wish to examine. This should be clear from our problem statement and objective. Knowledge that there are other ways of doing things can be obtained from benchmarking. Benchmarking often speeds up the solution generation process.
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Root Cause Analogy
Like pulling weeds unless we address the root that causes the problem, poor results will keep coming back. Addressing the results or symptoms of a problem will never provide lasting solutions - given a little time the problem will come back We need to understand the Root Cause of the problem from our problem statement
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Forward Problem Solving Versus Backwards

Define Problem
Collect Problem Related Data
Forward Problem Solving
Analyze Data Determine Root Cause(s) Validate
No Idea of Root Cause
Determine what is unexplained
Define Problem
List Probable Root Causes Collect Supporting Data Validate Determine what is unexplained Strong Idea of Root Cause
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Backwards Problem Solving
Evaluate Data to Determine Root Cause
Goal is to determine cause & effect relationships
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Stratify Data to Understand Root Cause
Data Collection Late Deliveries 1
Vendor Purch. Agent
Order Date
Mat. Type
Week in Quarter ordered
2
3
# Late Items
100 80 60 40 20 0 ASICs Connectors Flex c. SMT parts Solder
25 20 15 10 5 0
Tom Shauna Kris Adam John
25 20 15 10 5 0 IBM DEC HP Vendor NEC
# Late Items
Material Type
# Late Items
Purchasing Agent
MOT
Stratification: Analysis of the same data grouped and classified by the data tags to examine frequencies at different logical levels
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List Of Vital Few Xs and Critical Ys

Collected X and Y data
Hypothesis testing t-test F-test ANOVA Chi-square Logistical regression Regression analysis and Model fitting
List Of Probable Root Causes and key process sensitivities

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Analysis of Data
Provides the ability to visualize the relationship between process variables and to understand the source and fundamental behavior of problems
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Analyze the Process Map for Waste
When Mapping the Process Consider the Following: What you think it is... What it actually is... What it could be...
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Check List for Root Cause Determination
Check and investigate all those that apply to the problem under consideration
Measurement
Poor repeatability Poor reproducibility Poor accuracy Poor stability Poor linearity Invalid measurement or test method Excessive test or measurement
Materials
Defective Off-specification Contaminated Improper storage conditions Labeling or identification Incorrect amount or quantity Improper transportation or handling Expiration date exceeded or unknown Problem with product design Wrong materials
Methods
Incorrect definition Incorrect sequence Missing definitions, implicit rules Poor process controls Poor measurement controls Lack of critical information Incorrect information Excessive queues or out-time Handling Orientation Poor management of change Incorrect revision
Environment
Physical environment (temperature, lighting, ESD) Security or safety systems Distractions in the environment Particulates Contamination
People
Level of staffing Training Competency or experience Supervision Conflicting goals Compliance with procedures Personality issues Physical ability or function Cognitive ability and function Knowledge deficit Communication with peers or supervisor
Machine (process & test)

Machine maintenance or calibration Machine controls or lack of controls Machine fault or defect Software or network fault Machine related contamination Machine tooling or fixtures Incorrect machine or tester
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5 Whys Example
State the problem, then ask why did this problem occur until you reach root cause.
Missing Parts on the Board During NPI

Improper cassette loading Missing cassette Failed to locate cassette Supplier problem Machine Malfunction
WHAT? Why? Why? Why? Why? Why?

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Part not available
Order incorrect Lack of lead time Design change Customer schedule
Design error
Performance improvement
Root Cause(s) Determination
Root Cause is achieved when we have identified the source of the problem (use the 5+ Why approach) For any problem there are typically many Roots. They vary in frequency of occurrence. We need to know each root and their associated frequency and or % of impact. Proper Root Cause identification requires some explanation of the failure mechanism based on understanding the process, the physics, mechanics or chemistry. We must be able to explain how changes in X cause changes in Y (otherwise we dont understand it!) Root Cause is verified when we can recreate or manipulate the problem To fix the Root Cause it must be controllable
Knowing Root Cause does not assure we know the solution to the problem. Solutions can be formulated once we know the root of the problem
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List of Potential Root Causes
Final investigation needs to be made to determine if the factors identified are actually the root cause of the problem
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Summarize All Root Cause Analysis
For each possible root cause, determine those you will verify. Summarize each possible root cause with the following codes: Non Contributor (NC) Possible Contributor (PC) Insufficient Data (ID) Data not available (IDX) Root Cause (RC) Non Controllable Root Cause (RCX) Does not contribute to the problem A factor which may have an effect on the response Not enough data to determine the effect of the factor (may require additional effort) Data not available concerning the factor Determined to be a root cause of the problem A root cause; however, outside the control of the company, individual or team
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Root Cause(s) Validation and Summary
List all probable Root Cause(s) Rank them in terms of effect size
Determine the additional tests and or manipulation you plan to use to validate the factors (X) which have the greatest effect on the response (Y)
Identify potential methods for controlling the factors which create the problem When validation is complete summarize all selected Root Cause(s) and their effect size
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Root Cause Analysis Example
Root Cause(s) Analysis Summary

Analysis Method
Completed Potential Factor Residual Material in Bulk Fill Wrong Materials Improper use of SOP Review Date 15-Mar 9-Mar 12-Mar Who? Tien Tien Kris Investigation Method
Review use logs for PK
% Result Effect RC NC NC
Validation Method
Validation Date 28-Mar
Process Review
Priority 1
100% Test for residual material 0% 0%
Process Map
Priority 3
Review inventory use for PK
Visual Analysis
Priority 4
Review SOP use on the line
Cause and Effect (Event) Analysis

Priority 2 Invalid Assay NC - Non Contributor PC - Partial Contributor ID - Insufficient Data 12-Mar IDX - Data not available RC - Root Cause RCX - Root Cause Not Controllable Anna
Verify Test Procedure
NC
0% 0%
% Unexplained
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Six Sigma DMAIC Improve
DMAIC Methodology Improve
Improve Activities
Develop Solution Alternatives Assess Risks and Benefits of Solution Alternatives Validate Solution using a Pilot Implement Solution Determine Solution Effectiveness using Data
Improve Quality Tools

Design of Experiments Brainstorming FMEA Risk assessment
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Improve Flow
Based on RCA Brainstorm Potential Solutions, Costs, Risks and Benefits
Design Experiments where appropriate
Test and Validate solutions

Installed New Process Equipment DPU
Review and approve solutions with Management
N Implement changes and determine improved process capability.

Reach Goals?
Examine opportunities for standardization and translation

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Brainstorm Potential Solutions
Use general brainstorming techniques to generate process and design change ideas which will eliminate the root cause of the problem. Separate ideas into short term and long term. Long term with take 3 months or more to implement, short term is less than 3 months. Use voting and management involvement to generate consensus on direction of approach A single solution is not required at this point in the improvement process. 2 - 3 short term solutions should be selected and ranked. 1 to 2 long term solutions should also be selected for evaluation and experimentation.
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Consider Solutions That Remove Process Waste

Seven muda: 1. 2. 3. 4. 5. 6. 7.
Over production ahead of demand Waiting for the next process step or information Transporting materials unnecessarily Over processing Inventory that is more than bare minimum Motion by employees that is unnecessarily Producing non-conforming parts
For each area of waste, examine each process step to determine if waste occurs in the operation and how to remove the waste from the production system
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Solutions Centered on Lean Methods
Production Control
Material Flow
Machine Management
Reduce inventories and production costs while improving quality
Workplace Management
Process Management
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Consider Solutions that Automate the Workflow

Discrete Transactions
Performance Monitoring and Improvement
JMP for Analysis
Periodic Management Reports Workflow Automation
Database
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DOE to Characterize, Improve the Process or Product and Get Ready to Control
Design experiments which improve the robustness of the process. Improve process parameter design, tolerance design and reduce the source of defects.
Once experiments are complete critical process parameter sensitivities can be modeled and determined how to be targeted and controlled.
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Evaluate Cost, Complexity, Impact, Benefit and Risk for Each Solution
Assure solution costs and timelines are acceptable to management
Determine the complexity of each solution in terms of time and ease of completion
Identify potential impact (change to the baseline) of each solution. Explain how each solution will address the root cause and impact real change in performance.
Financial benefit = benefit of solution cost to implement

Assess the risks associated with each solution and the likelihood of occurrence
Determine need to involve/notify customer concerning any product or process changes

Make sure that proper validation occurs associated with the solution prior to across the board implementation
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Solution Evaluation Form
Solution Evaluation Form

List Root Cause(s) Root Cause 1 List Solutions Solutions 1 % Effect % of effect solution will have on the root cause Estimated Cost cost of solution implementation Complexity time or effort to implement short term? long term? Estimated Benefit savings due to solution or improvement in customer satisfaction Risk* High Medium or Low Priority Order of potential solution implmentation 1st, 2nd, 3rd Validation? Need to verify effectiveness of solution
Root Cause 2
* Use Risk Assessment Form
Evaluate solution alternatives to assure the best solution has been selected
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Evaluating Risk
Risk Assessment Form
List the Solution or Major Elements of Your Solution 1. New Software Failure Mode (What can go wrong) List each failure mode a) Software does not link correctly to database b) Software is not available on time c) Software needs revisions prior to deployment a) b) c) Severity (1-10) 10 is Worst 10 6 3 Probability Score (10 is (High scores very probable) need attention) 6 7 9 60 42 27 Action Plan
Owner
Due Date
Need to test database link Fred early during implementation James Need to review progress during weekly meeting
15-Feb
Bill 25-Feb Watson
2. Solution
3. Solution
a) b)
Evaluate failure modes and probability to minimize any negative effects of changes to the product or process
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Involve the Champion, Discuss with Management
Once the team has completed their work it is now time to review solutions with Management. Allow the team to benefit from a fresh perspective and add Managements insight and experience to the priorities. This step improves the alignment of Management to the Teams efforts
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Evaluate Improvements in Series

Installed New Process Equipment
Retrained the Workforce on the Process
DPU
(miss, no change)
(hit, improvement)
Implement one solution at a time. Allow for sufficient time to determine effect, then move to next solution.
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DMAIC Methodology Control
Control Activities
Determine Needed Controls (measurement, design, etc.) Implement and Validate Controls Develop Transfer Plan Realize Benefits of Implementing Solution Close Project and Communicate Results
Control Quality Tools

Statistical Process Control Out of Control Action Plan (OCAP) Design Changes to eliminate the defect
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Control Flow
Based on Solution, Brainstorm appropriate controls to sustain the gains
Select SPC controls where appropriate
Implement and validate controls
Review and approve control plan with Management
Cost Improvements Quantified:

Curr Cost ($1, 000's Process Touch-up & Handsolder Wash QA/ Final Inspection Rework QA (QA E ngineers) Production Control/Expediting Total per week for costs elements above Total per Year
per w eek) New Cost
$ $ $ $ $ $ $
73 24 58 20 5 27
$ $ $ $ $ $
70 23 45 16 4 26
95% 95% 78% 78% 78% 95%
Improvement $ 3.7 $ 1.2 $ 12.5 $ 4.4 $ 1.0 $ 1.4 $ $ 24.2 1,257 k
207 $
183 per Week
$ 10,782 k $ 9,525 k per Year
Determine costs of current baseline and the impact to cost if the goal is achieved. Consider also the full impact to all effected lines and production operations. If financial analysis shows poor ROI you may want to select another project.
Realize savings and determine final financial benefits and ROI
Determine long term owner and close the project

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Benefits Of Control Phase
25 20 15
Process Improvement
Process Improvement
Process Improvement
Improvement
No Controls
10
5 0 105 121
89
97
17
25
33
41
49
57
65
73
81
Time
113
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Process Controls
TYPES of CONTROLS
Measurement Based Control
Management Dashboards & Review Statistical Process Control
Test & Inspection

Test (error prone) Inspection (poor effectiveness and costly)
Documentation
Process Flow Diagrams Product Drawings, Schematics Process Management Plans
Periodic Checks
Scheduled Maintenance Scheduled Calibration Training and Operator Certification
Written Procedures
Training
Audits
Periodic Management Reviews
Design
Design out Product Problems
Incentives
Measures which are associated with a bonus
Mistake Proofing
Robust Design Concepts
Measures which are associated with a penalty

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Elements of a Control System
Sensor (measurement technology & control chart) Allows the system to monitor the current process performance Alarm (control limits and trend rules) Establish limit(s) and run rules which require attention Control Logic (OCAP) A predefined set of actions to follow that are alarm specific Validate (next sample) Assure the action was effective Add alarms where needed and assure we do not ignore valid alarms. SPC methods should be used to establish alarms.
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Define Sustaining Requirements

What Vacuum will be created when you leave?
Now that the solution is known and you are ready to finish the project.
Determine the activities that need to continue after the team is dissolved
Define who is doing them now who should be the long term owner? Determine who needs to do them in a sustaining long term mode Define the set of tasks or systems that must be installed prior to completing the project and backing out of the work What else will be needed to make the solution effective and sustainable? From the above issues, develop a transfer plan
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Realize the Benefits of Improvement
How did you justify the cost savings for the project? What changes will have to occur to create the savings?
Based on the impact of the benefits of the solution have you made changes to the process to realize the benefits?
Possible Actions:
Re-deploy personnel
Reorganize the floor Reduce inventory levels in Planning System Eliminate inspection or test operations Modify Vendor/Customer contracts Other cost saving changes to the operation
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Close the Project or Improvement Team
The goals have been met and the team has been successful The solutions have all been implemented and demonstrated to be
effective Assure all documentation is complete Determine what standardization opportunities are available Make sure the accomplishments of the individual or team are appropriately recognized personally and publicly Measure and communicate results of the project (benefits and savings) Celebrate! We did it!
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Section IV
Section IV
Implementation Strategy
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How Do We Do It?
Define Goal alignment Roles and responsibilities Develop Assemble materials Identify people Select software Select training/consulting resources Deploy Executive Overview Champion training / black belt & project selection Black Belt training / project execution Management review of progress Realize results
6s
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Typical Six Sigma Implementation Timeline

Start 1st Wave March-August, 2002
1st Month Six Sigma Executive Overview Training day Champion Selection
Champion Training 2 days

Select software (JMP) and schedule the training resource (ASQ-SVC) Black Belt Selection and 1st Wave Six Sigma Projects 2nd Month 100% Commitment of Black Belts to Process Improvement
Begin Black Belt, Green Belt Training

2 days Define, 3 days Measure, 3 days Analyze, 3 days Improve, 3 days Control, scheduled every three-four weeks for 5 sessions Begin Management Review of Six Sigma projects Select Master Black Belt (Hire or Contract)
6 + Months Realize savings from 1st Wave, savings fund second wave etc. Establish key metrics and dashboards if not present Register in September for ASQ Certified Black Belt
2nd Wave September 2002
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Expected Cost/Benefits of One Wave of Training

Cost/Benefit Analysis of One Wave of Six Sigma Costs Training and Consulting Days Training Costs Executive Overview 0.5 $ 1,475 Champion Training 2 $ 5,900 Black Belt Training Define 3 $ 8,850 Measure 3 $ 8,850 Analyze 3 $ 8,850 Improve 3 $ 8,850 Control 3 $ 8,850 Master Black Belt 50 $ 60,000 Total Training and Consulting Costs $ 111,625 Employee Costs Number Days Labor Costs Champions 5 60 $ 60,000 Black Belts 8 1056 $ 844,800 Green Belts 12 312 $ 249,600 $ 1,154,400 Benefits Activity Number Savings Total Benefits Completed Projects 15 $ 325,000 $ 4,875,000 ROI (annualized) $ 3,608,975
% of ROI 0.0% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% 1.7% 3.1% 1.7% 23.4% 6.9% 32.0%
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Implementation Case Study

Six Sigma Financial Analysis 3Q Total Department Expense Six Sigma Project Benefits Alta Quote on Hold Process PN Reduction Lost Units Defective from Stock FTF Fed Ex Sweep NEC RMA Optimization CSP Warranty Total Six Sigma Project Benefits $ 25,281.00 $ 4Q 187,156.00 $ YTD
212,43
$ $ $ $ $ $ $ $ $ $
$ $ (5,074.13) $ $ (187.60) $ $ 25,740.00 $ 71,867.04 $ 562,328.94 $ 542,729.99 $ 1,197,404.24
$ $ (5,07 $ $ (18 $ $ 25,74 $ 71,86 $ 562,32 $ 542,72 $ 1,197,40
Results from one wave of training as verified by the Finance department

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ASQ-SVC & TLC Team Up for Training Excellence

Six Sigma Improvement Programs for West Coast Industries
Certified Black Belt
Exam Date: October 19, 2002 Registration: August 23, 2002
The Statistical Discovery Software
TM
Workflow Modeling and Automation

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JMP and Ultimus Software Support
All ASQ-SVC Participants receive software use for six months during their Six Sigma training
JMP Software for Windows and Macintosh links statistics with graphics, helping you explore your data, make discoveries and gain knowledge for better decision-making. See why so may professional choose JMP as their quality-improvement tool of choice for Six Sigma and quality improvement.
Ultimus software allows for effective process modeling, analysis and automation. Transactional modeling and full workflow automation tools are available using Ultimus.
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Low Cost, High Quality, Local Six Sigma Training

Public and On-site Training
Champion Training
Six Sigma for Champions 16 hrs. $975 Mar/21-22/02
Black Belt Training and ASQ National Black Belt Certification

BB Six Sigma Define BB Six Sigma Measure BB Six Sigma Analyze BB Six Sigma Improve BB Six Sigma Control 16 hrs. 24 hrs. 24 hrs. 24 hrs. 24 hrs. $975 $1475 $1475 $1475 $1475 Apr/4-5/02 May/1-3/02 Jun/5-7/02 Jul/10-12/02 Aug/7-9/02
Green Belt Training

GB Six Sigma Define GB Six Sigma Measure GB Six Sigma Analyze GB Six Sigma Improve GB Six Sigma Control
Location
Harmonic, Inc. 549 Baltic Way, Sunnyvale, CA.
8 hrs. 8 hrs. 8 hrs. 8 hrs. 8 hrs.
$475 $475 $475 $475 $475
Apr/12/02 May/10/02 Jun/14/02 Jul/19/02 Aug/16/02
2nd Wave begins in September

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Six Sigma for Champions
Six Sigma for Champions

Dates: March 21-22, 2002
Audience & Prerequisites: Executive officers, Directors and Managers who will define and manage Six Sigma Projects Content:
Section I Section II Section III Section IV Section V Section VI Six Sigma Introduction Management Infrastructure for Six Sigma, Roles and Responsibilities Managing the DMAIC process Project Selection and Charter Implementation Issues, timelines and Black Belt, Green Belt selection Measures of Success
Location:
Harmonic, Inc. 549 Baltic Way Sunnyvale, CA
Bring your own laptop

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Black Belt Six Sigma Define
Black Belt Six Sigma Define

Dates: April 4-5, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the PRIMARY focus of their work activities. All individuals are required to have a project to work on and an identified Champion for the project.
Content:
Section I Section II Section III Section IV Section V Section VI Section VII Section VIII Six Sigma Introduction Identify Project, Champion and Owner Determine Customer Requirements and CTQs Define Project Statement, Objectives, Goals and Benefits Define Resource/Stakeholder Analysis Develop Project Plan Map the Process Project Leadership
Location:
Harmonic, Inc. 549 Baltic Way Sunnyvale, CA.
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Green Belt Six Sigma Define Green Belt Six Sigma Define
Date: April 12, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the SECONDARY focus of their work activities. All individuals are required to have a project to work on and an identified Champion for the project.
Content:
Section I Section II Section III Section IV Section V Section VI Six Sigma Introduction Determine Customer Requirements and CTQs Define Project Statement, Objectives, Goals and Benefits Define Resource/Stakeholder Analysis Develop Project Plan Map the Process
Harmonic, Inc. 549 Baltic Way Sunnyvale, CA.
Location:
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Project Based and Value Oriented
All training is Hands On and applied to your companys projects. All training is done with computer applications. Complete the training and complete a project. Seating is limited! ~20 seats per class.
Registration Information You can register on-line using www.asq-svc.org or www.dr-tom.com. Or register for the Six Sigma public courses by contacting Tom Little at (925)-285-1847 or by e-mail drlittle@dr-tom.com. www.asq-svc.org
www.dr-tom.com
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Six Sigma Executive Overview Summary
There are tremendous improvement and savings available to companies in their operations if they will mobilize their resources toward reduction of waste and improvement of quality Six Sigma requires Leadership from the Executive Staff
The roadmap is clear and the methods for improvement are well defined
Software tools make the data collection and analysis clear Development of an implementation and training plan is the next step
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References & Resources
Books:
E.L. Grant & R.S. Leavenworth, Statistical Quality Control (New York: NY, McGraw Hill, 1996). D.C. Montgomery, Design and Analysis of Experiments. (New York: NY, John Wiley & Sons, 1996). G.E. Box, J.S. Hunter & W.G. Hunter, Statistics for Experimenters: An Introduction to Design, Data Analysis, and Model Building (New York: NY, John Wiley & Sons 1978). Damelio, Robert. (1996). The Basics of Process Mapping. Productivity Press, Portland, OR.
Web Sites: Thomas A. Little Consulting at www.dr-tom.com ASQ Silicon Valley Section at www.asq-svc.org Software: SAS JMP contact SAS Institute at www.jmpdiscovery.com
382 Stanwick Street Brentwood, CA 94513 1-925-285-1847 drlittle@dr-tom.com www.dr-tom.com
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Thomas A. Little, PH.D

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Thomas A. Little, Ph.D.

President, Thomas A. Little Consulting

382 Stanwick Street

1-925-285-1847 drlittle@dr-tom.com www.dr-tom.com

Section I Section II Section III Section IV

Technical Definition of Six Sigma

Customer Satisfaction + Efficient Systems = Improved Profitability

Reduce Process Variation & Defect Rates

Too Much Variation

Breakthrough and Continuous Improvement

Three Emphasis Areas for Six Sigma

Six Sigma touches on all aspects of the Business Enterprise

Past Improvement Activity Failure Modes

No Management and performance review

No financial ROI during project definition and measurement at completion

What Makes Six Sigma Work?

TLC, SSEO 1.5 22002

Six Sigma 3 Critical Elements

Strategic Business and Quality Metrics

Hierarchy of Operational Dashboards

Executive Dashboard Level 1

Director Level Level 2

Manager Level Level 3

Engineering Level Level 4

Six Sigma DMAIC Road Map

Statistical Tests, Modeling & Root Cause Analysis

Process Flow for achieving 70%+ Improvement

Review performance and assure results

Review and approve solutions

Authorize process change

Communicate and celebrate results

For a breakthrough to occur everything is on the table

Six Sigma Results

Honeywell & DOW Results

GE & DuPont Results

Interrelationship Digraph of Six Sigma Infrastructure

Site Champion and Executive Staff

Establish and maintain the reporting structure

Create the mandate for improvement

Biweekly review of all projects

Master Black Belt

Assist in education and training activities

Black Belts and Green Belts

Responsibilities (100 20%+ of time)

Hold team meetings and provide excellent project management

Responsibilities (5-10%+ of time)

DMAIC Breakthrough Methodology Define Measure Analyze Improve

DMAIC Process Improvement Methodology

Establish Controls on the critical Xs so the improvements will be maintained

Identify ways to improve the process and validate the solution

Six Sigma DMAIC Define

Define Quality Tools

Effort / Impact Analysis

Project Objective Statement:

Define Customer CTQs

Project Goals and Targets:

Develop and Approve Project Charter

Response Response (Y) (Y)

Operational Operational Definition Definition

Specification Specification Limit(s) Limit(s)

Complete SIPOC and Process Map

Add additional rows where needed