six sigma tools techniques
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Six Sigma
Page 1
What is 6 activity?
1. What are the statistics ?
2. Solution of the Practical Problem
3. What is the concept ?
4. 6 as the Business Strategy
5. 6 Application
6. 6 Activity Process
7. Comparing other tools
8. 6 Philosophy
Page 2
LowSpec
HighSpec
VARIATION is the enemy!
" Always know the language of the enemy ."
WORLD CLASS QUALITY
Providing a
BETTER product or service,
FASTER, and
at a LOWER COST
than our competition.
Originally: Metric Based on the Statistical Measure Called
Standard Deviation
Expanded To:
What is Six Sigma?
Page 3
1. What are the statistics ?
Population & Sample
Sample
Population N= 1,000
Measure 10 samples(Spec. : 100±4)
○ You may say “ This Population is Good because all the sample’s data are locatedbetween LSL & USL. BUT, If you estimate the defect rate using statistical analysis,
this population has the probability of 2.8% defects per unit.
Then this is - we call - “An epidemic” quality defect level.
○ Measuring defect rate on process through an expanding statistical concept,we can use measuring process capability.
USL(UpperSpecLimit)
LSL(LowerSpecLimit)
What is 6 activity?
96 97 98 99 100 104101 102 103
Total inspection is
impossible !
Statistical variables
(mean, variance)
estimate population
Page 4
μ
USLUSL
T
μ
USLUSL
T
USLUSL
T
μ
Precise but not Accurate
Accurate but not Precise
Shifting to Target &Reducing Variation
Shift toTarget
ReducingVariation
2. Solution of the Practical Problem. What is 6 activity?
Objectof 6 is
Shift toTarget
Reducingvariation
Page 5
Center of Process:
Process Variance:
Process Standard Deviation: 2
Graphical Meaning of y and
n
)yy(n
1i
2
i2
n
yy
i
n
1i
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Page 6
Typical Areas under the Normal Curve
68.27%
95.45%
99.73%
99.9937%
99.999943%
99.9999998%
+4 +5 +6 +1 +2 +3 -2 -1 -4 -3 -6 -5 0
Graphical View of Variation andSix Sigma Performance
Page 7
VARIATION: COMMON AND SPECIAL CAUSES
PIECES VARY FROM EACH OTHER:
BUT THEY FORM A PATTERN THAT, IF STABLE, IS CALLED A DISTRIBUTION :
DISTRIBUTIONS CAN DIFFER IN:
SIZE SIZE SIZE
SIZE SIZE SIZE SIZE
SIZE SIZE SIZE
LOCATION SPREAD SHAPE
. . . OR ANY COMBINATION OF THES E
Normal Distribution
Each unit of measure is a numerical value on a continuous scale.
Graphical View of Variationand Six Sigma Performance
Page 8
6 Quality means that area
of the estimated normaldistribution is located between
USL&LSL with 6 .
In that case area of
the outlier spec.
(In other words estimated
defects) is just 3.4 PPM.
: Standard Deviation Statistic index measures how much is data apart from target value
3.4ppm
Target USLLSL
+ 6- 6
σ
+ 3- 3
σ
6.68%
3. what is the 6 concept ?. What is 6 activity?
Statistical Definition of 6
3σ
6σ
Page 9
6 3.4
5 233
4 6,210
3 66,807
2 308,537
PPM• 1 misspelled word in all of the bookscontained in a small library
• $340 indebtedness per $100 millions assets
• 1.8 minutes per year
• 1.5 misspelled words per page in a book
• $6.7 millions indebtedness per $100 millionsassets
• 24 days per year
. What is 6 activity?
6 as the Business Strategy
3. what is the 6 concept ?
Page 10
• In all Design, Manufacturing, and SVC processes
• Applying for 6 statistic Tools & Processes
• To find factors causing defects
• Acting the Analysis and Improvement
• Through the Defect Reduction, Increase Yield
& Total Customer Satisfaction
• Management Innovation Tool contributes to
Management Output
Achieving3.4 PPM
(3.4 Defects Per Million)
What is 6 activity?
PPM : Parts per Million
. What is 6 activity?
6 as the Activity
3. what is the 6 concept ?
Page 11
1. It is a statistical measurement.
2. It is a improvement tool.
• It tells us how good our products, services, and processes really are.
• 6 helps us to establish our course and gauge our pace in the race for totalcustomer satisfaction.
It‟s a full packaged tool applying to design, manufacturing, sales& SVC.
3. It is a business strategy.• It can greatly help us gain a competitive edge• As you improve the σ rating of a process, the product quality improves and costs go down. Naturally, the customer becomes more satisfied as a result.
4. It is a philosophy.• This is one of working smarter, not harder.• Also it makes fewer and fewer mistakes in everything we do.
. What is 6 activity? 4. 6 as the Business Strategy
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Page 12
• Ground Fruit• Logic and Intuition
Wall of 3
• Low Hanging Fruit• Seven Basic Tools
• Bulk of Fruit• Process Characterization and
Optimization
Fruit-bearing 6
• Sweet Fruit• Design for Manufacturability
Wall of 4
Wall of 5
Harvesting the Fruit of 6
. What is 6 activity? 4. 6 as the Business Strategy
Page 13
1. CTQ
2. DPU / DPMO
3. Z Value
4. Process Capability Index
5. Rolled Throughput Yield (RTY)
#. 6 Common term
Page 14
1. CTQ
Definition of CTQ
Customer states as critical to quality
of product, service or process.
Main purpose of CTQ control is selecting
the factors to the most important to customer.
It is not hard to do, but right to do!
☞
Ex.) • Spec. of anything part
• Accuracy and reliability of billing
statements
• Time to repair
• Courteousness
Most CTQ’s are customer -driven,
but risk, economics, and regulation
may drive others.
Typical Tools
• Customer surveys
• Focus Groups Interview
• Customer needs Mapping
• Quality function deployment(QFD)
• Quick Market Intelligence
• Logic Tree
• Pareto Diagram
●
●
#. 6Common term
Page 15
2. DPU / DPMO
Defects Per Unit : Number of defects per unit
→ Judging the process as “No good”, we could not know if it had a defect.
So 6 handling it.
Ex) A Claim report has 10 blanks, 2 blanks are wrong
DPU= Defect / Unit = 2 / 1 = 2
Defects Per Opportunity : Number of defects related opportunities per unit
→ Expanding concept of DPU by opportunities
Ex) A Claim report has 10 blanks, 2 blanks are wrong
2 Defect / (1Unit x 10 Opportunity) = 0.2, DPO=0.2
Defect Per Million Opportunities : Value of DPO x 1,000,000,
→ Changing DPO to million unit because 6 uses PPM(Part Per Million) usually
Ex) DPMO = 0.2 DPO x 1,000,000 = 200 ,000
DPU
DPO
DPMO
#. 6 Common term
Page 16
3. Z Value
Definition of Z Value
It is standard normalized value for various
normal distributions to make easy
statistical analysis.
* Normal distribution : As bell shaped distribution, left side is same as right side by axis mean(μ)** Standard normal distribution : mean is “0”, standard deviation is “1” normal distribution
◆
◆
*
**
T=μ
1
USLLSL
X -T
σ Z =
Concept of Z Value
☞ In a Process, if six standard d eviations are
between spec.(USL, LSL), then we call
“6 level” .
It is good process that has 3.4pp m, that is
3 or 4 defects per million.
Z is ratio value that difference between
X(USL or LSL) and target is divided
stadard deviation ().
That is numeric part of Level.
When Z is 6, it is 6 level.
***
*** USL : Upper Spec Limit / LSL : Lower Spec Limit
◆
#. 6 Common term
Page 17
4. Process Capability Index
◆ What is Process Capability?
- When the process is stable, it s hould
be measured by degree of satisfying
limits.
- Computing Cp, Cpk to know
How much mean is shifted and
variation is good.
- Cpk considers shifting mean.
- K value is deference target(T) from
mean.
1σ
process variation
design tolerance
+3σ -3σ +6σ -6σ
Cp =Design tolerance
Process variation
Cpk = Cp(1-K)| T-m |
(Upper limit-Lower limit)/2K =
As Unique capability of the process, reflects uniformity degree of producing product.
Process Capability Index
m T
#. 6Common term
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5. Rolled Throughput Yield
◆ Rolled throughput yield is probability ratio to accept for all processes.
FinalGood
ProcessDefect Ratio
Loss byun-control
Input
Process 1 :99% Accept ratio
Process2 : 92%
Process3 :93%
FinalInspection: 97%
RTYControl
Processdefectratio
Control
*
* RTY : Rolled Through put Yield
RTY = 0.99 X 0.92 X 0.97 X 0.97 = 85.7%
Object Productivity elevation through
quality improvement
Apply Defect of all processes, Equipment
Model Change Loss
Tool 6σ
Method 1person 1Project, Team activity
Added Improvement
for hidden factory
#. 6Common term
Page 19
Pareto Diagram of Effects(for the factors affecting Process)
Size of
coefficient
(A) (B) (C)
Knowledge-gaining Tools
(D) (E)
Page 20
Process Flow Diagram
Process Step
Output
Decision?
Input
No
Yes
Knowledge-gaining Tools
Page 21
Quality Function Deployment (QFD)
DesignCorrelation
Customer Requirements
Design Requirements
Knowledge-gaining Tools
Page 22
Knowledge-gaining Tools
Probability Distributions
Exponential
Parabolic
Normal
Uniform
Page 23
Cause & Effect Diagram
Causes or
Sources of
Variation
Manpower
Methods
Effect orResponse
Machines
Measurement
Miscellaneous
Materials
Knowledge-gaining Tools
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1. Quality & Failure Rate
* Average of the SVC Defect rate of Home Appliance products
Trend of Quality Index*
SVCDefectRate
(%)
● ● ● ○
QualityInnovation
Tool
●
. Why should we do 6?
96 97 98 200293
Page 31
Generally controlled F-Cost has small portion considering of Hidden Loss”
Traditional F-Cost
( Easy Definition)
Inspection
Scrap
ReworkReject
SVC
Loss Opp. Sales
Delivery Delay
Brand Image Down
Office Loss Over Storage
Over Rework
Long cycle time
Design ChangePotential(Additional)
F-Cost(Difficult to measure)
. Why should we do 6? 1. Quality & Failure Rate
Page 32
2. Paradigm Shift
Old Belief New Belief
$ $
Quality Improves
Internal&External FailureCosts
Appraisal& PreventionCosts
Increased Qualitymeans Higher Cost
5 6
$
$
Quality Improves
Internal &External FailureCosts
Appraisal& PreventionCosts
Increased Qualityreduces Total Cost
Internal Failure : Scrap / Remake / Supplier Rework
External Failure : Cost to Customer / Warranty Cost / Compliant Adjustments / Returned Material
Appraisal : Inspection / Test / Quality Audits / Test Equipment
Prevention : Quality Planning / Process Planning / Process Control / Training
. Why should we do 6?
Paradigm Shift for Quality
The high quality producer is the low cost producer not expensive.
Page 33
Comparing 6 with 3
The 3 Company The 6 Company
• Spends 15~25%of sales dollars on costof failure
• Produces 66,807 ppm opportunities
• Relies on inspection to find defects
• Believes high quality is expensive
• Does not have a disciplined approachto gather and analyze data
• Benchmarks themselves against theircompetition
• Believes 99% is good enough
• Define CTQ’s internally
• Spends 5%of sales dollars on cost offailure
• Produces 3.4 ppm opportunities
• Relies on capable processes that don’t produce defects
• Knows that the high quality producer isthe low cost producer
• Use Measure, Analyze, Improve, Controland Measure, Analyze, Design
• Benchmarks themselves against the bestin the world
• Believes 99% is unacceptable
• Define CTQ’s externally
. Why should we do 6? 2. Paradigm Shift
Page 34
Practical Meaning of “99% Good”
• 20,000 lost articles in mail per hour.
• Unsafe drinking water almost 15 minutes each day
• 5,000 incorrect surgical operations per week
• 2 short or long landings at most major airports each day
• 200,000 wrong drug prescription each year
• No electricity for almost 7 hours each month
4 = 99.38%
. Why should we do 6? 2. Paradigm Shift
Page 35
Traditional Approach 6σ Approach
• %(Defect Rate)
• Discrete Data
• Satisfaction for MfgProcess
• Spec Outlier
• Experience + Job
• Bottom Up
• Mfg Process
•
• Discrete + Continuous Data
• Customer Satisfaction
• Variation Improvement
• Experience + Job +Statistical Ability
• Top Down
• Design, Mfg, Sales, SVC
ISSUE
Index
D a t a
Target
Range
Method
Action
Application
Traditional Quality / 6 Quality Method
. Why should we do 6? 3. Character of 6
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• Pursue common goal
• Control main factors at upstream
• Apply Statistics on all Biz.
• Support Statistics S/W
• Data analysis by experiment
• Make decision base on Data
→ Innovation through all Biz.
→ Reduce claim and rework
→ Easy to access difficult problem
→ Foolpr oof for statistics
→ Make indistinct facts clear
→ Exclude wrong ideas & prejudice
Good Point of 6
. Why should we do 6? 3. Character of 6
Page 37
Benefits and superiority of 6
Benefits :
Superiority ■ Variety of applications : Can apply all industry include financing Biz.
■ 3P Focus & reasonable index for appraisal Not only product and service, but also process and quality of human resourcecan be clear the goal and status by measuring.
■ High Effect of Investment No invest on hardware, only on human resources.
■ Clearness of effect f or cost Output can be estimated clearly by financial part take part in which controlcost and benefit form the beginning of project.
■ Data driven mind & easy to use statistics Tool.Through experimental data analysis indistinct fact can be clear.Exclude experience and prejudice.Can handle statistics by the S/W package(Minitab).
. Why should we do 6? 3. Character of 6
- Decrease cost of loss, Improve quality of product and service ,satisfy the customer
- It can make clear the output of Business.
* 3P : Product, Process, People
*
Page 38
5. 6 Application
• Selecting CTQ to meet customer needs
• Decision reasonable Tolerance
• Guarantee of the CTQ’s capability analysis
• Improvement serious problem using S/W
• Real Time Monitoring system→ CTQ Control system
• Improvement cycle time and accuracy
• Cost Improvement
Guarantee for the Design completionin developing stage
Quality assurance in manufacturingstage
Maximizing for sales & SVC
6 is a tool that applies to all business systems - Design, Manufacturing,Sales and SVC
. What is 6 activity?
R&D6
Manufacturing6
De-sign
Sales
&SVC
Mfg.
6
Transaction6
Design
Mfg.
Sales&SVC
Page 39
Cp: Process Capability Potential (assumes a centered process)
Cpk: Process Capability (takes into consideration a shift in average)
3
LSLyor
3
yUSLminCpk
6
LSLUSLCp
dpm
45,500 133,600
16,400 6,900
2,700 55
< 1PPM .0018
<< 1PPB
.67
.5
.8
1.0
.9
1.33
1.67 2.0 3.0 4.5
15.0 7.0
Cp
LSL LCL UCL USL TARGET
Specification Width
Process Width
Measures of Quality
Page 40
CP = 2.0
CPK = 1.5
dpm = 3.4
Formal Definition of a Six SigmaCapable Process
Page 41
Is It at all cost?6
2 3 4 5 6 7
Optimal Point
DFSS
Design for sixsigma
TypicalSix Sigma Barrier
Total Cost
Sigma Rating
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There is a correlation between a company's COPQ( cost of
poor quality) and the rating of its key processes
2 3 4 6
5
10
15
20
30
40
25
35
COPQ (% of Sales)
Sigma Rating
5
Why Six Sigma?
Page 43
Where Does the Cost of Poor Quality
(Waste or Muda) Come From? ...
Internal Failure Costs
External Failure Costs
Appraisal Costs
Prevention Costs
Lost Opportunity Costs
£
The Cost of Poor Quality
Page 44
DEFECT REDUCTION
Note: The ± 1.5 sigma shift is included.
A 4 company will spend >10% of revenue on internal and externalrepair
A 6 company will spend <1% of revenue on internal and external repair
>> 100x
AverageCompany
“Best in Class”
10
100
10K
1K
100K
Defects / M
66810
6210
233
3.4
32
1
4 5 6 7
Sigma
Why Six Sigma?
Page 45
Identify Customer-Driven
CTQ (Critical to Quality)
Characteristics
Identify Key Processes thatcause Defects in a CTQ
Characteristics
For Each Product or
Process CTQMeasure, Analyze, Improve,
& Control
6 is a rigorous analytical
process for solving problem!!!
6. 6 Activity Process. What is 6 activity?
1. Who are your customers?- Internal / External
2. What do you provide your customers?3. What is critical to quality for your customers?
1. What are your internal processes forproviding your product or service CTQ‟s to your customers?
2. Where do defects occur in these processes?
D
• Practical Problem• Measurement System• Yield Calculation
•Process Mapping Calculation
• Benchmarking• Pareto Chart & Stratification
• Cause & Effect Diagram
• DOE• Brainstorming
• Action Workout Techniques• Piloting
• Control Mechanism• Control Chart
• Procedures
M
A
I
C
6 Activity Process(manufacturing & Transaction)
*
**
* CTQ(Critical To Quality) : Your customers feel that characteristic of product, service or process is critical.
** D : Define
Page 46
Example of development process apply R&D 6
R&D6
Kick
-Off
Evaluationmeeting for
present condition
Evaluation
meeting forbasic
concept
Evaluation
meeting forplanning
confirm
E/Sdrawing
confirm
Custo-merNeedsSurvey
QFDS-1
SpareCTQSelec-tion
SimilarprocessDatagathering
Z Valueof CTQ값 Analysis
Meetingfor CTQCheck
Z Valueoptimize,Designimprove
QFDS-2
DesignFMEA
ProcessFMEA
DevelopmentProcess
E/S
making
Developmentdrawing
confirm
Income
Parts
E/SQuality
meeting
P/L
Making
P/L
QualityMeeting
Income
parts
P.P
Making
P.P
Qualitymeeting
CTQ
Datafor newpartsgather-ing
Activity
forprocessimprove-ment
CTQ
for newpartsConfirm
CTQ
deci-sion
Z Value of
CTQconfirm
6. 6 Activity Process. What is 6 activity?
Page 47
7. Comparing other tools
- Define/
Measurement
- Variance of
CTQ
- Present con-
dition Analysis
- Improved
by expert’s Idea
- Control by
control chart- Process
4M control
Measure
- Symptoms
- Frequency
- Analysis for
statistics
- Effect analysis
caused factors
- Optimizing
condition by
statistical
analysis
Others
6
- Discrete Data- Difficult to apply practical
problem because of
complextity
- Discrete+Continuous
data- Easy to apply becauseof supporting statisticalsoftware.
Analysis Inprovement Control
- Control by
PTS
(CTQ,
Benefits)
• Focusing
experience/technology
* PTS : Project Tracking System
*
By Improvement Process
. What is 6 activity?
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Page 48
7. Compare with other tool
• Detecting processdefects
• Product managingcompare with spec.
• Judging eachperson‟s Know-How
• Manual Datagathering & analysis
• Control processvariation
• Judging the statisticData
• Simple & Effectiveanalysis using theS/W
• Prevention Controlvital few factors
• Managing Tool • Improvement Tool
→ Selecting Line→ Do process FMEA
- Selecting Cost issueprocess view of customer
→ Conform CTQ process → Sorting the process
- Just need control process- Important control process- Law application process- Variation improvement
→ 100ppm / 6 applicationaccording to sortingprocess
100ppm / 6
. What is 6 activity?
100ppm 6 100ppm / 6 Application
Page 49
CTQ(Y) = F( X1, X2, X3, ... Xn )
Y X
Focusing Point
● 6 activity is selecting the cost issue
problem on some system in view of
customer.
This is we called “CTQ” and
We achieved 6 target throughthe 6 process just selecting CTQ
● Also, 6 activity is focusing
the causing factor(x1,x2...xn),
not selecting CTQ itself
Dependent
Output
Effect
Symptom
Monitor
Independent
Input-process
Cause
Problem
Control
X factor effects on CTQ(Y) hasthe vital few 20% & trivial many80%.
. What is 6 activity? 8. 6 Philosophy
Page 50
We don‟t know what we don‟t know.
If we can‟t express what we know in the f orm
of numbers, we really don‟t know much about it.
If we don‟t know much about it,
we can‟t control it.
If we can‟t control it,
we are at the mercy of chance.
8. 6 Philosophy. What is 6 activity?
Page 51
Our survival is dependent upon growing the business.
Our business growth is largely determined by customer satisfaction.
Customer satisfaction is governed by quality, price, and delivery.
Quality, price, and delivery are controlled by process capability.
Our Process capability is greatly limited by variation.
Process variation leads to an increase in defects, cost, and cycle time.
To eliminate variation, we must apply the right knowledge.
In order to apply the right knowledge, we must first measure it.
Measure the problem, we„ll get the right knowledge.
. What is 6 activity? 8. 6 Philosophy
Page 52
● At the beginning of 80’s, In the Japanese
market, Motorola’s beeper lost its name
value because of the quality difference
compared to Japan’s
● In 1981 they tried to meet a challenge to
improve quality 5 times in 5 years and they
couldn’t.
● They developed a consistent process base
on statistical knowledge.
● In 1987, they established 6σ goal
as a key initiative.
● In 1995 GE launched 6σ process
to overcome a difficult business
environment and to challenge
World Class Quality.
● They made new processes such as
Productivity,Inventory Return and NPI,
but improvement was delayed
because of defects in processes.
● GE thinks World Class Quality is
big challenge. GE will focus on
6σ process for next generation .
4. 6 Case Study. Why should we do 6?
Start : Motorola Prosperity :GE
Start & Prosperity
Page 53
MOTOROLA T I G E SONY
Introduce
Outcome
Character-ristics
Remarks
1987 1988 1995 1997
Q. Cost Down Q. Cost Down Q. Cost Down By 2000 years$3.2billion 1988:30% $3.8billion Train 2,000
→1993:7.4% Black Belts
Origin of 6σ Adopt to all Biz. First in Japan(Quality levelelevated 100 timesin 4 years)
Culture harmony TOP DOWN Train and do pjt. Consult withWestern & Oriental Quality Train 6 σ Academy
. Why should we do 6?
Cases of other companies
4. 6 Case Study
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Output of other companies
● 6 do the role of Boundaryless Behavior.
● Organization become learning & logical
● Use 6 as worldwide common language.
● GE believes that 6 would take part
central role in the future.
G E
Motorola Motorola re ached 5.5σ level in 1992. Outcome is $3.2billion from1987 to 1992.
. Why should we do 6?
2
4
6
8
1
12
96 97 98
Costs
Benefits
4. 6 Case Study
Qualitative outputBenefits
Page 55
1. Key Factor for Success of 6
2. 6 Operating system
3. Project tracking system
4. Case study for Infra.
Ⅲ. How to Launch 6?
Page 56
1. Key Factor for Success of 6
■ Need Top Down Drive● Need Top management’s strong will for 6σ .
● Top management’s strong and periodical
announcement about 6σ policy.
■ All employees must participate...
● Not only manufacturing part, but also
nonmanufacturing part should join the program
● Focus on Customer’s requirements.
■ 6 as Pan-Company’s common s tandard.
● Common language .(CTQ, σ, C p,Z ....)
● Avoid personal translation about 6σ.
● All of Goal and target are represented as σscale.
● Basic process for all of projects.
Ⅲ. How to Launch 6?
■ Start at Customer’s voice. ● CTQs from Customer’s voice,
Improve the item which has big impact first!
■ Need Training Program for All employees
● Complete understanding for 6σ program.
● Hard training for all employees.
● Need resource investment resolutely.
■ Construct Infra
● Need successful case study project.
● Resource reformation for organization and sys tem.
● Reasonable appraisal and reward sy stem.
System requirement Methodology
Page 57
* Champion Review : Decision making meeting that controls progress by project steps(Selecting theme → Output review)
Champion
- 6 Operating
Project Team
- Operating Project
- Achieving 6 level for CTQ
MBB(Master Black Belt)
- Supporting 6σskill
Coaching/Supporting
Request supporting
Chief of executive division
- 6 Driving
- 6 Involvement & Commitment
Champion
Review
Ⅲ. How to Launch 6? 2. 6 Operating system
Page 58
Ⅲ. How to Launch 6? 2. 6 Operating system
Champion
Definition
• Chief of 6 operating
• Chief of business groups
(Chief of OBU, Business
Executives, Chief of
subsidiary)
Roles
• Set the 6 goal
• Assignment subject for total optimization
• Guide direction and goal of Project
It is very important that the Champion gets involved in project and take ownership for 6
- Present the Vision
• Monitor and support through Champion Review
• Directly support to settle bottleneck for 6σactivity
- Involvement
• Continuously lead Activity through strong commitment
• Evaluate Output and Share best practice with MBB
- Drive 6 Activity
• Lead supporting all department in improvement
and control step for 6 Project team
• Deciding Investment and allocate resources
• Generate motives
- Support Project
☞
Page 59
Ⅲ. How to Launch 6? 2. 6 Operating system
MBB(Master Black Belt)
• 6 Technical Leader
• Full Time Job for 6
• Complete MBB Course or
acquire MBB Cert.
It is very important to select excellent MBB and continuous ly improving skill
Definition Role
- Support Skill
• Coach BB/GB for 6σskill and tools
• Level Up for 6 skill & tools
• Share best practice
- Drive project results
• Check the Project by 6σ progress step
• Report champion about project status and output
• Assure benefits are real
- Support Projects
• Mentor BB / GB and Train individuals in tools
• Support settlement for 6 Activity Barrier
• continuous management and control for improved process
☞
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2. 6 Operating system
Main Job Role Requirements
• Leading BB/GB
• Project Drive
• Verity Output
• Training
• 6σ Technical Leader
• Needs Stat. Skill
Propagate
• More than 4 Projects
&
• Consulting More than
5 Projects a year
• Full Time Project
On TDR Theme
• Execute Project
• Leader of Pjt. team
• Team membertraining
• 2 Projects
&
• 1 Project a year
• Join Project by
Part time
• Execute Project
• Team Leader or
Member
• 2 Projects
Master
BlackBelt
BlackBelt
GreenBelt
Belt
Ⅲ. How to Launch 6?
Belt Certification
Page 61
3. Project Tracking System
PTS Flow Benefit
- Update and control CTQ of Closed Project
- Easily manage and report for Project status
- Evaluate reduction cost of 6Project
- Share Project information
- Monitor 6 Project status
• Project Theme/Z value/Reduction cost
Amount
• By Division/OBU/Product/Model
AllProjects
Belt
PTSChampion,
Owners
ProjectReviews
- Defect Data,Goal
- Project status
- Results
- Weekly update
• Weekly Review
• Confirm cost benefits
Benefits
• Check & monitor
*
* PTS : Project Tracking System
Ⅲ. How to Launch 6?
Page 62
4. Case Study For Infra.
6TrainingMaterial
Training For All Employees
Planning
6Strategy
- Briefing 6
Process
- Planning 6
Strategy/Goal
ConstructIT System
- Impove Chronic
Defects
: Minitab S/W
- Optimize
Process IT
: Real Time
Monitoring
: Data Base
For CTQs
- PTS
: Project Tracking
System
- Intoduce 6
: All Employee
- 6 GB
Training Prg.
: Engineer,
Staff
- 6 WB
Training Prg.: Supervisor
Organizing
6Team
- Due part
MFG : QA Team
Leader
R&D : Chief of
Lab.
- Organize 6
Surport Part
:2~3 person/OBU
→ Organize
6 Team
- Training for Employees
- Training for Boards
→ Project Review
- MBB & BB : 80/Year
- Training
: 2,400 person
Case Study
- 6 Team
- Case Study
: 1 / OBU
* Case :LGE Home Appliance Division.
Ⅲ. How to Launch 6?
Page 63
StartDate
BusinessAreas of
Emphasis
Metrics SupplierInvolvement
TrainingEmphasis
RewardSystem
Amount ofCulturalChange
Return onInvestment
Motorola 1987 Production Defects Intimidation Six Sigma
Basics andStatistics
Black Belt
Recognition
Low £1.4 Billion
in 7 Years
DSEG(Raytheon/TI)
1990 Production Defects and
Cycle Time
TrainingSuppliers
in the Tools
Low Not
Published
AlliedSignal 1992 Production
and Design
Training
SuppliersBlack
Belts
Six Sigma
Basics,Statistics,
KISS for
Suppliers
GeneralElectric
1995 Production,
Design,
R&D, andTransactional,
i.e., the whole
organisation
Training
Suppliers
Black Belts
Black Belt,
Green Belt,
andManagement
Promotions,
Bonuses,
andStock
Options
High
Black Belt
Recognition
Black Belt
Recognition
MonetaryRewards
Six Sigma
Basics,Statistics,
and Soft
Skills
Defects,
Cycle Time,COPQ,
Cost
Reduction
Six Sigma
Basics,
Statistics,Soft Skills,
Finance
Skills, (KISS
and KBM)
Defects,
Cycle Time,
COPQ,Cost Reduction,
Stable
Operations,
AnnualOperating ROI
(Intellectual
Capital)
Medium £1.4
Billion in
4 Years
Evolution of Six Sigma
£3 +Billion in
4 Years
(Taken
from
1999 Annual
Report)
Page 64
Design For Six Sigma
LSL USL
Manufacturing Goal:Reduce SigmaDesign Goal:
Relax Specs