Professional Documents
Culture Documents
Define
Presented by:
Me
Con
asu
Breakthrough
trol
re
Ryan M. Ismail, M.Eng, MBA Methodology
Therapeutic Area Program Manager Y=f(X)
Merck Research Labs
Im e
pr alyz
ov An
e
What is Six Sigma?
3.Process focus
•Improving processes ensures competitive
advantage – delivering real value to
customers
From The Six Sigma Way, by Pande, et al
Six Elements of Six Sigma
4.Proactive management
•Set/track goals, establish priorities, reward fire
prevention
6.Boundaryless collaboration
•Customer-centric; processes transcend
departmental silos
Six Sigma?
Area Under Normal Curve
7
Area Under Normal Curve
8
Area Under Normal Curve
99.7% OF DATA FALL WITHIN 3 STANDARD
DEVIATIONS OF THE MEAN
9
3 Sigma Process
LSL
PERFORMANCE 6 σ
Performance
Process
PROCESS 6 σ
10
6 Sigma Process
LSL Cp = 2.00
PERFORMANCE 12 σ
Performance
PROCESS 6 σ Process
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Process Capability
Latitude
6s
12s
− LSL Performance
C = USL = 2
6s Process 12
p
Major Sources of Variability
Poor Skills
Design and
Behaviors
Insufficient
Unstable Parts Measurement System Process Capability
and Material
13
Aver ages vs. Variation
Customer’s Expectations: 8 Day Order to Delivery Cycle
15 Day Span
Existing Process After Conventional
Delivery Cycle Process Improvement
(days) Cycle (days)
20 17
15 2
30 5
10 12
5 4
Average Average 2 5 8 12 17
16 Day Delivery8 Day Delivery
Cycle Cycle Days Early Days Late
We are pleased with our 50% cycle improvement – (-6) (+9)
Customer
however, our customers didn’t feel a thing! Want Date
6 Process Improvement
Delivery Cycle (Days) 2 Day
7 Span
9
9
8
7
8 Day Average
Delivery Cycle 2 7 8 9 17
By attacking variation and reducing span, we
truly met our customer’s expectation for cycle Days Early (-1) Days Late (+1)
time improvement! Customer
Want Date
Customer & Management V iews
15
The term “SIX SIGMA”
3 Sigma Performance
66,807 defects / million 6 Sigma Performance
“Historical Standard” 3.4 defects / million
“World Class”
4 Sigma Performance
6,210 defects / million 2 Sigma Performance
“Current Standard” 308,537 defects / million
“Major League Waste”
Project?
SIX SIGMA PROJECTS
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What Is a Six Sigma Project?
T he overall goal of the Six Sigma Initiative
is to significantly improve customer
perceived value and company’s profitability.
Projects that fit that criteria are le gitimate
ØSix Sigma pr ojects should be linked to the
projects.
highest levels of str ate g y and be in dir ect
suppor t of specific WW business and cor e
pr ocess objectives.
Ø
ØSix Sigma pr ojects should be definable and
mana geable in scope with high pr obability of
completion in four to six months, or less.
Ø
ØA Six Sigma pr oject should of fer a significant
oppor tunity for r eduction in Cost of Poor Quality
19
(COPQ), in addition to impr oving such things as
What Is a Six Sigma Project?
20
The Six Sigma Roadmap
Six Sigma Road Map – DMAIC
A Structured Approach: Pick the Right Projects
Define
Ø Identify Potential Projects
Ø Evaluate Projects
Ø Prepare Problem and Mission Statement
Ø Goals and Objectives
Process Characterization
Performance
Ø Cost of Poor Quality (COPQ)
Ø Map the Process
Measure
Ø Define the Key Process Input Variables (KPIV)
Define Ø Define the Key Process Output Variables (KPOV)
Ø Measurement System Analysis (MSA) to validate the
measurement system
Ø Identify Potential Failure Modes and Effects (FMEA)
Me
Ø Defect rates
asu
Ø Process capability
SIX SIGM
trol
re
reakthrough
Breakt Ø Analyze Data
Process Optimization
Ø Confirm Determinants of Process Performance
Y=f(X)
Y=f(X) Establish Prediction Model and Optimize
Improve
the Process
Ø Plan Design of Experiments
Im lyze Ø Screen to Identify Critical Few Causes
pr a
ov An Ø Establish Cause-Effect Relationship
e Ø Optimize Process
Hold the Gains
Control
Ø Design Controls
Hold The
Ø Document Improved Process
Gains
Ø Establish final control plan 21
Ø Implement Controls
Ø Monitor Effectiveness of Controls
What Is a Six Sigma Model?
• Taken together, they are referred to as the DMAIC
process of quality improvement.
• The Six-Sigma methodology is based on simple
yet powerful model,
y=f(x)
•
• where y represents the key process outputs
• x represents key process inputs that strongly
effect the output
• function, “f” represents the relationship between
the inputs and outputs.
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Six Sigma Toolbox
•Mistake Proofing •Problem Statement
•5s / TPM / PM •Mission Statement
•Validation (IQ, OQ, PQ) •Project Team
•Updated FMEA •Initial COPQ
•Updated Process Map
•Control Plan
DEFINE
•SOP and Training CONTROL
•Statistical Process Control
•Project Impact •Process Mapping
•Documented Savings •Cause and Effect Diagram
MEASURE •Cause and Effect Matrix
•Process FMEA
IMPROVE •List of Theories to Test
•MSA
•Data Collection Plan
•Baseline Data
•Active Experimentation (DOE):
•Response Surface ANALYZE
Designs
•Method of
Steepest Ascent •Passive Data Collection:
•Optimization •Run Charts
•Active Experimentation (DOE): •Pareto Charts
•Factorial Designs •Histograms and
•Factor Pareto Dotcharts
Charts •Box plots
•Main Effects •Defect Concentration
Charts Plots
•Interaction Charts •Scatterplots and
- Marginal Plots 23
-
•
Phase 1: DEFINE
•Project team
Me
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Breakthrough
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•Approved COPQ Methodology
Y=f(X)
•Project plan and timeline
Im ze
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Six Sigma Toolbox – Define
•Problem Statement
•Mission Statement
•Project Team
•Initial COPQ
D EFINE
CONT ROL
MEASURE
IMPROVE
ANAL Y ZE
25
Project Assignment / Selection
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Prepare a Problem / Mission
Statement
•Define the scope of your project in the Problem /
mission statement
•
Theory of:
Waste Customer Returns
“Tip of an Iceberg” Rejects
Testing Costs Inspection Costs
• Rework Recalls
28
Define COPQ
• COPQ are the costs that would disappear if every
task was always performed without deficiency
(Source: Juran Institute Inc.)
•
• COPQ are the cost of failures including costs of
insuring quality in manufacturing, delivering,
and servicing of the products.
•
• The three major COPQ categories:
• Appraisal / Inspection Cost
• Internal Failure Costs
• External Failure Costs
29
Phase 2: MEASURE
•Purpose:
•To characterize the process as it currently existsand to focus
the project by narrowing the range of potential causes. To
evaluate current measurement systems and ensure
measurement capability. Define and develop a data
collection strategy.
•Deliverables:
•Process Map
•Cause and Effect Diagram
•CE-Matrix of prioritized KPIV’s
Define
•Process FMEA
•Data collection plan
Me
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•Measurement system analyses (MSA) Breakthrough
trol
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Methodology
•Baseline measurement data Y=f(X)
•Process Capability
•List of Theories to test
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•Process Mapping
•Cause and Effect Diagram
•Cause and Effect Matrix
DEFINE •Process FMEA
CONTROL •List of Theories to Test
•MSA
•Data Collection Plan
MEASURE •Baseline Data
IMPROVE
ANALYZE
31
Data Collection Plan
32
Define and Measure
33
Measurement System
Examples
•
• Weights Check (weight)
• Part tolerance (distance)
• UV measurement (absorbance)
• Analytical tests (concentration)
• Torque testing (force)
• Visual inspection (labels, color, etc.)
• Functional performance (activity, days, etc.)
• Others? ____________________
34
Where does Total System
Variation Occur?
System Variation
Lack of Lack of
Reproducibility Repeatability
Gage Bias
Lack of Stability
Non-Linearity
35
Measurement System
Attributes
A measurement system …
• Should be Accurate
•
• Should be Precise
•
• And should be Stable
36
ACCURACY
•Biasis the difference between the observed average
measurement value and the “actual” or “true” value.
Bias is a measure of “lack of accuracy”.
•It is typically the most common and easiest problem
to fix.
37
PRECISION
•PRECISION is the ability to replicate measurements time
after time. LACK OF PRECISION implies VARIABILITY.
•All measurement systems should be repeatable, both
within and between evaluators.
38
STABILITY
May 2001
39
Phase 3: ANALYZE
•Purpose:
•Through data analysis, narrowing down the trivial many
process variables (X's) to the significant few Key
Process Input Variables (KPIVs / Vital X's).
•
•Deliverables:
•List of Key Process Input Variables (KPIVs)
•Updated Preliminary Control Plan
•Updated list of Theories to Test
Define
Me
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Breakthrough
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Methodology
Y=f(X)
Im ze
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Six Sigma Toolbox - Analyze
DEFINE
CONT ROL
MEASURE
IMPROVE
ANALYZE
Y, X1, ……..,
X15
Characterization
Y’s
X’s
Optimization
Unimportant X’s
removed
Finding the
KPIV's
43
Analyze Phase
44
Passive Data Analysis
Boxplots of CT conce by lot
(means are indicated by solid circles)
3.5
0.06
3.0
0.05
Percentage Rejects
2.5
CT concentration
0.04
2.0
0.03
1.5
0.02
1.0
0.5
0.01
0.0 0.00
100
100
Dirty
80
Clean
Percent
130 140 150 160 170
60
Count 50
40
20
0 0
rs
Defect D A C C-
D
A-
B B
O
t he
Count
Percent
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36.8
28
26.4
16
15.1
10
9.4
7
6.6
3
2.8
3
2.8 45
Cum % 36.8 63.2 78.3 87.7 94.3 97.2 100.0
Analyze Phase
46
Active Data Acquisition
Pareto Chart of the Standardized Effects Multi-Vari Chart for Diameter by Location - Cavity
Part
(response is % C&S, Alpha = .10)
A: Hold Tim 1 2 1 2 1 2 1 2
Location
A B: Mandrel Bottom
B C: Mold Tem
0.252 Middle
D: Force
AB
E: Coil Pos T op
E
0.251
BC
Diameter
AE
DE 0.250
C
AD
0.249
BD
AC
CD 0.248
BE
1 2 3 4
D Cavity
CE
0 Main
1 Effects Plot2 (data means)
3 for OD
Interaction Plot (data means) for OD
2.0 4.5 22
0
30
0
Injection Sp
5.5
8 2.0
4.5
7
4.5
6
OD
3.5
5
Mean
2.5 4
3
1.5
Injection Sp Barrel Tempe 2
220 300
Barrel Tempe
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Phase 4: IMPROVE
•Purpose:
•To optimize the process by determining the relationship
between the Key Process Input Variables (KPIV's) and
the Key Process Output Variables (KPOV's).
•
•Deliverables:
•Determine the f in Y=f(X)
•Updated preliminary control plan Define
Me
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Breakthrough
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Methodology
Y=f(X)
Im ze
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Six Sigma Toolbox -
Improve
DEFINE
CONTROL
MEASURE
IMPROVE
49
Phase 5: CONTROL
•Purpose:
•To maintain the gains through control of the Key Process
Input Variables (KPIV's) and error detection-correction
methods.
•Deliverables:
Define
•Error Proofing / Poka-Yoke
•Safety Issues / OSHA
Me
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•5S / TPM / Updated PM Breakthrough
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Methodology
•Validation (IQ, OQ, PQ) Y=f(X)
•Updated FMEA
•Updated Process Map (Improved Process) I mprov Analy
ze
e
•Training
•Control Plan
•SPC
•Project Impact & Summary (e.g. updated COPQ and
documented process improvement)
50
Six Sigma Toolbox - Control
•Mistake Proofing
•5s / TPM / PM
•Validation (IQ, OQ, PQ)
•Updated FMEA
DEFINE
•Updated Process MapCONT ROL
•Control Plan
•SOP and Training
•Statistical Process Control MEASURE
•Project Impact
•Documented SavingsIMPROVE
ANALYZE
51
Improve and Control
Poka-yoke
•A Poka-Yoke device is mechanism that
either prevents a mistake from occurring
or makes a mistake obvious at a glance
•
52
Poka-yoke Device Categories
• Prevention
• Engineer the process or product so that it is
impossible to make the mistake in the first place.
• 3 1/2” floppy disk example.
• Prevention devices eliminate the need to detect or
correct a mistake
• Detection
• A detection device cues the operator when a
mistake has been made. This enables a quick fix.
• Your car has some of these: door ajar, beeps when
key in ignition and door open, seat belt not
fastened.
• Clutch in, or in park before it will start are examples
of prevention devices.
53
Poka-yoke Device
54
Example of Mistake Proofing
56
Examples of Mistake
Pr oofing
Hungry Jack syrup has a small window near the bottom of the
container that changes from black to clear when heated
revealing the word HOT. This signals that the syrup is warm
and ready to serve.
57
Total Productive Maintenance
• TPM is a process focused, team-based effort that
will build quality into manufacturing or service
process steps and by doing so will improve the
overall effectiveness.
• TPM . . .
• Focuses on entire life cycle
• Coordinates all processes in a department
• Involves all associates
• Is implemented through teams
• Maximizes equipment/process effectiveness
58
Statistical Process Control (SPC)
3σ x 3σ x X X
99.73% of X values
will fall inside these limits Lower control limit
3σ x
59
Six Sigma Quality Costs
60
Any Questions, Please?
61
Project Management
Humor
62