Six Sigma Training Session I

Overview of Six Sigma and Organizational Goals

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Overview of Six Sigma and Organizational Goals - Agenda

1. 2. 3. About CSSGB Introduction to Six Sigma Six Sigma and Organizational Goals Value of Six Sigma Organizational Drivers and Metrics Organizational Goals and Six Sigma projects Lean principles in the organization Lean Concepts and Tools Value-added and Non-value-added activities Theory of Constraints Design for Six Sigma (DFSS) in the organization Quality Function Deployment (QFD) Design and process failure mode and effects analysis (FMEA, DFMEA & PFMEA) Roadmaps for DFSS

4.

5.

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Session I, Lesson 1
Introduction

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Agenda
What is CSSGB? What are CSSGB requirements? About the CSSGB exam

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What is CSSGB?
CSSGB: Certified Six Sigma Green Belt Is given to an individual and is the first step of Professional Six Sigma Certification After completing CSSGB, a trainee will be able to use basic statistical tools and will also be able to complete short-run LOB (Line of Business) wise departmental , product line, or business process or service projects Requirements Need to have at least 2-3 years of work experience in any niche and any sector (Six Sigma is an industry neutral discipline and can be applied to 70 different sectors) BOK: Body of Knowledge The Body of Knowledge is like the Table of Contents for any Six Sigma Certification Simplilearns BOK is based on the lines of ASQ (American Society of Quality, the premier training agency worldwide in the niche of Six Sigma)

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About CSSGB Exam

Exam measures comprehension of CSSGB BOK Total no. of questions: 100, multiple choice questions Duration of the exam: 4 hours Conducted in June and December for locations other than United States For United States, exam is conducted year round. Details of location and dates are available on ASQ website For locations other than United States, exam is conducted in 66 countries by international certification affiliates of ASQ in month of June and December. ASQ will make testing arrangements after you register for the exam and choose your preferred location For countries not in the list, contact ASQ for details Simplilearn CSSGB examinations can be taken any time post completion of SSGB Training Program CSSGB exam is an Open Book exam. You are allowed to refer to the training module, Online sources, and tables, prescribed by the facilitator.

Overview: Six Sigma and the Organization Six Sigma - Define Six Sigma - Measure Six Sigma - Analyze Six Sigma - Improve and Control

15 questions 25 questions 30 questions 15 questions 15 questions

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Session I, Lesson 2
Introduction to Six Sigma

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AGENDA
What is Six Sigma? Why Six Sigma is useful? How does Six Sigma work? What is Quality?

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Basics of Six Sigma

Highly disciplined process that focuses on developing and delivering near-perfect products and services consistently It is a continuous improvement process, with focus on change empowerment, seamless training of resources and consistent top management support What is a Process? Feedback Man Material Machine Products Management Cause Process f(x) Output (y) Effect Services Input (x) and so on A process is a series of steps designed to produce a product and/or service as required by the customer Each input can be classified into: Controllable (C), Non controllable (NC), Noise (N), Critical (X) Feedback: Helps in process control Depending on the nature of output(s), feedback suggests changes to input(s), which again changes the output(s) to match desired specification Common feature of any such process as shown above is emphasis on inputs and outputs Input is something put into a process or expended in its operation, to achieve an output or a result Output is the final product or service delivered to an internal / external customer Output(s) of a process can be input(s) to another process If inputs are bad, irrespective of the process, the output would be bad Management is interested in Defining points from where data is to be collected Measurement system to be used Analysis of the data collected Use of information generated from the data to improve the process Feedback in real time which triggers changes in inputs, or processes For generation of improvement plan Other versions of the above diagram are process maps, value stream maps, etc
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Process for Six Sigma - DMAIC

Process for Six Sigma is DMAIC Define: Define the problem statement and plan the improvement initiative Measure: Collect data from the process and understand current quality levels/operational performance levels Analyze: Study the business process and the data generated to understand the root causes of the problem resulting in variations in the process Improve: Identify possible improvement actions, prioritize them, test the improvements, finalize the improvement action plan Control: Full scale implementation of improvement action plan, setup controls to monitor the system so that gains are sustained DMAIC is used for process improvements, while DFSS is used for designing a new process, new product, or re-engineering. Detailed text on DFSS in later chapters.

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What is Six Sigma?

Six Sigma thinking: All processes can be Defined, Measured, Analyzed, Improved, and Controlled (phases of Six Sigma). Collection of above phases is popularly known as DMAIC. Any process has inputs (x), and delivers outputs (y). Controlling inputs will control output. This is y=f(x) thinking. Six Sigma as set of tools: Contains qualitative and quantitative tools which Six Sigma practitioners use to drive improvements. Examples include Control Charts, FMEA, Process Mapping, etc. DFSS approach is helpful to design new processes, while DMAIC improves existing process. Metric: Six Sigma quality means 3.4 defects in 1 million opportunities or a process with 99.99966% Rolled Throughput Yield. Assumes a 1.5 sigma shift in the process mean. Sigma: It is the standard deviation of a process metric. Sigma Process () 1 2 3 4 5 6 Defects per million opportunities 697,672 308,537 66,807 6,210 233 3.4 Rolled Throughput Yield 30.2328% 69.1463% 93.3193% 99.3790% 99.97670% 99.99966%

Opportunity: Every chance for a process to deliver an output that is either Right or Wrong, as per customers specifications. In other words, an opportunity is every possible chance of making an error. Six Sigma projects are, at a lot of times, referred to as opportunities. Defect: Every result of an opportunity that does not meet customers specifications i.e. not falling within Upper Specification Limit (USL) and Lower Specification Limit (LSL). Specification limits: Limits set by a customer always and not by the business. These limits represent the range of variation the customer can tolerate/accept.
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From where does Six Sigma come?

Example: Assume a machine produces the following number of bottle caps per minute The following is the number of caps produced for a period of 30 minutes 27,11,13,12,13,12,11,12,9,12,12,13,12,12,13,12,12,12,11,10,12,12,12,11,12,13,12,12,12,12 Mean () Sum of all the data points / Total number of data points (27+11+13+12+13+12+11+12+9+12+12+13+12+12+13+12+12+12+11+10+12+12+12+11+12+13+12+12+12+12) / 30 =12.4 Standard deviation () Subtract mean from each data points and square them (27-12.4)2 , (11-12.4)2 , (13-12.4)2 , (12-12.4)2 , Add them and divide by the total no. of data points = 8.1 Calculate the square root of the value found in above step = (8.1) = 2.8 = 2.8 The acceptable limits set by the production manager (the customer for the machine) is between 0 bottle caps per minute (LSL), and 25 bottle caps per minute (USL) This means that out of all 30 data points mentioned above, one data point (27) falls outside customer specification Calculate ZU (Z-Upper) and ZL (Z-Lower) ZU = (USL )/ () = (25 12.4) / (2.8) = 4.5 ZL = ( - LSL)/ () = (12.4 - 0) / (2.8 )= 4.3 Process Sigma levels = Minimum of ZU and ZL = 4.3 We can say that the machine producing bottle caps is at 4.3 Sigma levels. This could be thought of as an improvement opportunity for the production manager, if he wishes to improve process efficiency to 6 Sigma levels. The formula for calculating Sigma levels will be referenced in the Measure Phase discussions. Note --There are multiple ways of calculating Sigma levels, which we will discuss later
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Six Sigma --- Introduction to Qualifications

Interpretations from the calculations done on the previous page

Currently, the process is working at 4.3 Sigma, which may not be the optimal level of performance.
The business manager needs to know if given the current business conditions and Customer Satisfaction levels, is this Sigma level acceptable? The business manager also needs to know if improving the performance to Six Sigma levels will bring him sustained business results.

All these interpretations will be discussed in detail in the Prerequisites, Qualifications. (a later session)

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Why Six Sigma?

Eliminate causes of mistakes and defects in a process. Elimination of mistakes is subject to successful implementation of POKA YOKE or MISTAKE PROOFING and other preventive techniques. Sometimes the solution is creating a robust process or product that mitigates the impact of a variable input or output on a customers experience. For example, many electrical utility systems have voltage variability up to and sometimes exceeding a 10% deviation from nominal. Thus, most electrical products are built to tolerate the variability, drawing more amperage without damage to any components or the unit itself. Reduce variation and waste in a process Gain competitive advantage and become world leader in their respective fields Ultimately satisfy customers and achieve organizational goals

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How Does Six Sigma work?

Management Strategy: An environment where management supports Six Sigma as a business strategy and not as a stand-alone approach or a program to satisfy some public relations need DMAIC: Emphasis on the DMAIC (Define-Measure-Analyze-Improve-Control) method of problem solving Focused Teams: Teams are assigned to well-defined projects that directly impact organizations bottom line, with customer satisfaction and increased quality being by-products Use of Statistical Methods: Six Sigma requires extensive use of statistical methods

Six Sigma and Quality

Taking a process to Six Sigma level ensures that Quality of the product is maintained, with the primary goal being increased profits What is Quality? Conformance to Customer Requirement Traditionally defined as the Degree of Excellence of a product/service offered to a customer

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Summary
What is Six Sigma? Why is it used? How is it used? What is a Process? What is Quality?

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Session I, Lesson 3
Six Sigma and Organizational Goals

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Agenda
History of Quality Popular Quality Gurus History of Six Sigma What is Business System?

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History of Quality
Quality approaches Statistical Process Control Quality Circles ISO 9000 Time frame 1930s Description Conceived by Walter Shewhart and used extensively during World War II to quickly expand the USs industrial capabilities They are self improvement groups composed of small number of employees belonging to a single department. Originated in Japan A set of international standard on quality management and quality assurance to help organizations implement quality management systems and related supporting standards. Was developed by International Organization for Standardization (ISO) An approach which involves restructuring of an entire organization and its processes

1960s 1987 present

Re-engineering

1996-1997

Benchmarking

1988

An improvement process in which an organization measures its performance against the best organization in their field, determines how such performance levels were achieved and uses the information to improve themselves
A management tool that helps managers at all levels to monitor multiple results in their key areas so that one metric is not optimized while another is ignored An award developed by U.S. Congress in 1987 to raise awareness of quality management system and to recognize and award U.S. companies that have successfully implemented quality management systems

Balanced Scorecard Baldrige Award Criteria

1990s 1987 present

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Quality Gurus
Guru Contribution
Do it Right, First time and Zero Defect Crosbys fourteen steps to quality improvement Senior management involvement 4 absolutes of quality management Quality cost measurements
14 key principles for management for transforming business effectiveness Seven deadly diseases also known as the "Seven Wastes PDSA (Plan- Do-Study- Act) cycle Top management involvement Concentration on system improvement Constancy of purpose Total quality control/management Top management involvement Cause-effect diagram Company wide quality control Human dimension to quality management Pareto analysis Quality trilogy Top management involvement Quality cost measurement Statistical Process Control (SPC) charts Assignable cause vs. chance cause PDCA (Plan-Do-Check-Act) cycle Use of statistics for improvement Loss function concepts Signal to noise ratio Experimental design methods Concept of design robustness

Philip Crosby

W Edwards Deming

Armand V. Feigenbaum

Kaoru Ishikawa

Joseph M Juran

Walter A. Shewhart

Genichi Taguchi

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History of Six Sigma

1986: Motorola starts Six Sigma initiative. Bill Smith and Mikel Harry are the pioneers. The first team of professionals implementing Six Sigma in Motorola were Karate students, hence they adopted the terms of Black Belts, Green Belts. 2001: Motorola saves $16 billion cumulatively 1995: Jack Welch initiates Six Sigma at GE 1998: Allied Signal saves $0.5 billion

2000: GE saves $2 billion annually

Motorola initiated Six Sigma for process improvement and reduced defects to negligible levels Motorola initiated the project when the company was not doing well with Customer Satisfaction levels It was at GE that Six Sigma was used to improve the entire Business System

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Six Sigma and Business System

What is Business System Designed to implement a process or a set of processes Ensures that process inputs are at the right place and right time so that each step of process has the resource it needs Considers and includes the collecting and analyzing of data So that continual improvement of its processes, products, and services is ensured Has processes, subprocesses (procedures), and steps as its subsets Personnel Development, Manufacturing Scheduling, Marketing Forecasts are some examples of Processes in a Business System How Six Sigma effects Business System By removing defects in its processes Defective: Any Product(s)/Service(s) that a customer would reject Defect: Any noncompliant attribute or aspect of a product or service that would cause a customer to reject it (a nonfulfillment of an intended requirement) Reducing the probability of defects will remove some number of defectives and increase the throughput yield of the process Customer: Can be the user of ultimate product(s)/service(s) Can be the next process in the downstream By making the defect removing process continuous
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Six Sigma Projects and Organizational Goals

Not all Six Sigma project bring improvement to a Business. Selection of projects should be done on the basis of prerequisites and qualifications of selecting a Six Sigma project Six Sigma project should align to the Goals of a Business System or Organizational Goals Project selection Project selection group consists of Master Black Belts, Black Belts, Champions, and Key Executives to establish a set of criteria for project selection and team assignments Team selection for the project may be done based on the nature of the project. The selection should have a mix of skills and expertise Only projects that have an impact on the profits of the company should be taken Calculating the projects expected profit helps in further selection of the project. Expected profit = Profit X Probability of success Projects for selection should also optimize the results of the whole system. The effect of proposed changes on other processes within the system should be considered. Improvement in any one process of a Business System should not cause large, deleterious effects in other processes of the system which causes the overall results of the system to suffer

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Structure of Six Sigma Team

Top Executives of an Organization

Own vision of the organization, provide direction Lead change

Six Sigma Champions

Identify and define the scope of project Develop Deployment and Strategy Support cultural change Identify, coach, and develop Master Black Belt Every Champion has 3-4 Master Black Belts under him/her

Six Sigma Master Black Belts

Train and coach Black Belts, Green Belts, and Functional Leaders Has 3-4 Black Belts under him/her

Six Sigma Black Belts

Apply strategy to specific projects Lead and direct teams to execute projects

Six Sigma Green Belts

Support Black Belts by participating in project teams

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Summary
History of Quality Various contributors to the field of Quality Management Systems History of Six Sigma Understanding key drivers for a Business System Importance of project selection and its relevancy to organizational goals Structure of a Six Sigma Team

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Session I, Lesson 4
LEAN Principles

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Agenda
Why use Lean? What is Lean? Value-added and Non-value-added Activities Value Stream mapping Lean Concepts Various Lean Techniques Reduction in Cycle Time Theory of Constraints

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Why Use LEAN?

LEAN helps in reducing/eliminating wastes and reducing non-value added (NVA) activities from a process. In doing so, LEAN increases continuous flow in the process, as opposed to stop-flow and unbalanced production. Before starting with a Six Sigma project, it is important to check the WASTE status of the process. If Wastes and NVAs exist, eliminate or reduce them first, and then apply Six Sigma. Example An operation might have many defects in the welding operations. An operator observes that he is sometimes welding rusty components together. It might be worthwhile to figure out ways to reduce inventory and the waiting (storage) time that causes the steel to rust (i.e., oxidize excessively) before figuring out other solutions to deal with rust (like using an oil coating which might create other welding problems or require a cleaning process).

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What is LEAN?
Lean talks of doing away with Muda, Mura, and Muri. Muda = Waste, Mura = Unevenness, Muri = Overburden. Techniques to tackle these three key Lean related issues could be different. 7 types of Muda or waste: Overproduction: Producing more than is required. Example: customer needed 10 products and you delivered 12. Inventory: In simple words, stock. Inventory includes finished goods, semi-finished goods, raw materials, supplies kept in waiting, and some of the work in progress. Defects/Repairs/Rejects: Anything deemed unusable by the customer and any effort to make it usable to the original customer or a new customer. Motion: A waste due to poor ergonomics of workplace. Overprocessing: Extra operation on a product or service to remove some unneeded attribute or feature is processing. Example: customer needed a bottle and you delivered a bottle with extra plastic casing; customer needs ABEC 3 bearing and your process is tuned to produced more precise ABEC 7 bearings taking more time for something the customer doesnt need. Waiting: When the part waits for processing, or the operator waits for work. Transport: When the product moves unnecessarily in the process, without adding value. Example: product is finished yet it travels 10 kilometers to warehouse before it gets shipped to the customer. Another example: an electronic form is transferred to 12 people, some of them seeing the form more than once (i.e., the form is traveling over the same space multiple times). History of Lean Henry Ford spoke about Lean principles, which Taiichi Ohno later adopted at Toyota. TPS became one of the key driving points for Lean Manufacturing, popularized by James Womack in 1980s.

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Other Lean Wastes

Some Lean experts will talk about additional areas of waste:
Underutilized skills: the workforce has capabilities that are not fully being used towards productive efforts; people are assigned to jobs for which they are not fit. Automation of a poorly performing process: often people create a program that duplicates the inefficient routing of paperwork; improving a process that should be eliminated if possible (e.g., the product returns department or product discounts process); asymmetry in processes that should be eliminated (e.g., two signatures to approve a cost reduction and six signatures to reverse a cost reduction that created higher costs in other areas). Wrong use of metrics: process metrics sometimes lead us to incorrect conclusions or suggest actions we shouldnt take (e.g., a lack of SPC analysis on run chartsto be discussed in the SPC session); inappropriate performance requirements that do not have a basis in reality (e.g., requiring suppliers products to arrive by 1st of the month when they wont be used completely in the next 7 days); focusing the whole organization on ship dates when production dates might be a better focus.

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Examples of Waste
Identify the types of waste and possible causes:
Materials are air-freighted into a company for the MRP deadline on the first day of the month. The materials then sit in the warehouse for 3 weeks before theyre used. A clerk sets aside an incomplete order form after contacting the customer for more information. Customer payments are not received on time because the customer claims that the information on the bill-of-lading, invoice and order do not match. An inspector rejects blemished parts that he inspected under a microscope when the specification allows for blemishes that cant be seen from 3 feet away. A welder visually inspects his/her work. The next welder inspects that first welders work before proceeding with their work. Finally, an inspector inspects both welders work. By the time, the work-in-process piles on the shelves and carts are reduced, it was found some assemblies were done to a previous revision and cant be used. When the copier runs out of paper, the person has to get more from the office supply closet 100 feet away. When the ream is opened, he/she discovers it was the wrong paper (i.e., it was pre-punched for a three-ring binder) requiring a return trip to the closet.

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Value Stream Mapping

It is a visualization tool to map the path and identify all activities involved in the product/service All activities related to a product/service are mapped using flowcharts Helps in identifying and eliminating/reducing non-value added activities Any activity that does not add any value to the product as perceived by the customer is a non-value added activity Value added activities Activities in the making of a product which adds value to the customer using the final product Customer would be willing to pay for those activities Every activity of a Value Stream Map can be classified into: It adds value as perceived by the customer. Example: actual production process It adds no value, but is required by the process. Such activities can be termed as non-value adding activities, but you cannot eliminate them from the process as they are necessary Example: regulatory audits, like ISO and financial audits It adds no value, and can be eliminated

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LEAN Concepts
Value Chain: It is a chain of activities in a business system. Forming a value chain at business system level is more appropriate than forming it at any process level Flow: It is essential that products/services move through the business system in continuous flow. Any stopping or reduction in flow is a non-value adding activity and hence a waste Pull: Instead of making products/services based on an estimated sales forecast, the business system makes products/services as the customer requires it. Benefits of a pull process are: Decrease in cycle time Finished inventory is reduced Work in progress is reduced Stable price Smooth flow of the process Perfection: It is the complete elimination of muda/waste so that all activities along a value chain add value Push --- It is a type of process, which works exactly the opposite of a Pull process. In the Push process, forecasting of demand is the first step, which moves on to the production line and the parts produced are stocked in anticipation of customer demand.

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LEAN Concepts
Pull versus Push Push Process Example: A shirt manufacturing company decides to manufacture 200 shirts based on past forecasts. The company makes 200 shirts and waits for the customer to place the order.
The same case for a Pull process would have been like this --- The company receives a client order for 200 shirts, and then starts producing the 200 shirts to be delivered to the customer.

Important --- Contrary to what most people think, it is not necessary that Pull processes work universally. In some cases, PUSH works well too. For example, a pharmacy shop is an example of PUSH process to customer.

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Lean Techniques
Techniques Kaizen Description Kaizen, or continuous improvement, is the building block of all Lean production methods. Kaizen philosophy implies that all, incremental changes routinely applied and sustained over a long period result in significant improvements Aka Mistake Proofing - It is good to do it right the first time; it is even better to make it impossible to do it wrong the first time. POKA YOKE talks about automated mistake detection and fix A framework to create and maintain your workplaceSort, Set-in-order, Shine, Standardize, Sustain A manufacturing philosophy which leads to "Producing the necessary units, in the necessary quantities at the necessary time with the required quality Literally means signboard in Japanese. Kanban utilizes visual display cards to signal movement of material between steps of a product process Means automation with human touch. It is an automated inspection function in production line and stops the process as soon as a defect is encountered. The process does not start until root cause of the defect has been eliminated Takt time is the maximum time in which the customer demand needs to be met. For example, if the customer needs 100 products, and the company has 420 minutes of available production time, TAKT Time = Time Available/Demand. In this case, the company has a maximum of 4.2 minutes per product. This would be the target for the production line Means Production Leveling/Smoothing. It is a technique to reduce waste which occurs due to fluctuating customer demand
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Poka Yoke 5S Just in Time (JIT) Kanban

Jidoka

Takt time

Heijunka

Cycle Time Reduction

Need for Cycle Time Reduction Satisfy customer Reduce internal/external waste Increase capacity Simplify operation Reduce product damage Remain ahead of competition
Old process
In

Improved process
In

Process 1 Process 5

Operator 1

Process 4 Operator 4
Operator 5

Process 1 Lean Techniques

Operator 3 Operator 1

Process 2
Operator 2

Process 5
Out

Process 4

Process 3

Process 3
Operator 3

Process 2

Operator 2

Out

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The Theory Of Constraints

What is the Theory of Constraints? Is a tool to remove bottlenecks in a process that limits production or throughput Start with mapping the value stream and follow the 5 steps The 5 steps in the Theory of Constraints are: Step 1: Identify the system's constraint(s) A system constraint limits the business system from achieving its performance and goals It acts as a bottle neck Step 2: Decide how to exploit the system's constraint(s) Find ways so that this constraint now works at full potential Step 3: Subordinate everything else to the decisions of Step 2 Align the whole process or system to support the decision made above Step 4: Elevate the system's constraint(s) Make other changes so that the constraint is resolved Step 5: If a constraint has been resolved in Step 4, go back to Step 1 Once a constraint has been resolved, redo the process to find the next constraint(s)

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The Theory of Constraint - Example

Input
150 400 70 250 600 250

A
225

250 225 300

250

250

Output
300 600

500

The numbers in shapes are maximum production rates in units/hr Blue line for product A; Red dotted line for product B Black figure is assembly point where A & B are assembled and sold as a complete product Customer demand says that this process needs to produce 100 units/hr as a combination of both A & B Demand is the constraint; Constraint is external; Work on marketing/sales If customer demand is 100 units/hr each of both A & B Step 1: Identify the system constraint Ninth equipment: Only 70 units/hr; Constraint in the system. This is the active constraint Step 2: Exploit the systems constraint Run 9th equipment at full capacity at 70 units/hr; no downtime or defects Step 3: Subordinate everything else to decision of step 2 Run 1st equipment at capacity with 70 of A and 80 of B Step 4: Elevate the system constraint To elevate the active constraint; Elevate constraint found in step 1 to 100 ; Elevate 1st equipment to 200; Step 5: If constraint is broken or resolved, go to step 1 and identify the next constraint
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Summary
Lean Brief History What it means reduce waste Value Stream Maps Value-added and Non-value-added activities Various Lean Concepts Various Lean Techniques 5S, Kanban, Kaizen, and so on The Theory of constraints

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Session I, Lesson 5
Design for Six Sigma (DFSS)

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AGENDA
What is DFSS? What is QFD? DFMEA & PFMEA Processes for DFSS

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What is DFSS?
DFSS: Design for Six Sigma What can be designed? New Product/Service New Process for a new product/Service Redesign of existing product/service to meet customer requirement Redesign of existing product/service process DFSS ensures that the Product/Service meets customer requirement What DFSS means to a Business System? Introduce new product/service or new category of product/service New category for the Business System and not the customer Improve product/service Addition to current product/service lines Example --- If you wish to launch a new product or build a new product/process, you would want to use DFSS.
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What is QFD?
QFD: Quality Function Deployment Also known as Voice of Customer or House of Quality A process to understand the needs of the customer and convert them in to a set of design and manufacturing requirements QFD also helps the company prioritize customer needs and sets targets for the Technical or the Operations team to meet those customer needs What do we learn from QFD? Which customer requirements are most important? What are our strength and weaknesses? Where do we focus our efforts? Where do we need to do most of the work? How do we learn from QFD? By asking relevant questions to customers Tabulating them to identify the set of parameters critical to the product design

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FMEA (DFMEA and PFMEA)

DFMEA/FMEA: Design Failure Mode and Effects Analysis Used in the design of a new product to uncover potential failures Purpose: How failure modes affect the system and to reduce effect of failure upon the system Is done before product is sent to manufacturing operation All significant design deficiencies would be resolved at the end of this process PFMEA: Process Failure Mode and Effects Analysis Used on new or existing processes to uncover potential failures Is done in the quality planning phase to act as an aid during production A PFMEA can involve fabrication, assembly, transactions, or services

Important --- FMEA is also used as a preemptive tool. Importantly, FMEA is also a Business Results measuring tool (Discussed in the Business Results section and further)

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Processes for DFSS

Two major Processes for DFSS: IDOV & DMADV IDOV Identify Specific customer needs based on which product or business process will be designed Tools used: QFD, Voice of Customer, FMEA Design Consists of identifying functional requirements, developing alternative concepts, evaluating alternatives, selecting a best-fit concept, and predicting sigma capability Tools used: FMEA and others Optimize Use statistical approach to calculate tolerance Developing detailed design elements, predicting performance, and optimizing design Verify Test and validate the design Check conformance to Six Sigma standards

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Processes for DFSS

DMADV Define customer requirements and goals for the process, product or service Measure and match performance to customer requirements Analyze and assess the design for the process, product or service Design and implement the array of new processes required for the new process, product or service Verify results and maintain performance

DMADV
Develop Measurement Criteria NO

Define
Does a process exist?

DMAIC
YES

Measure
Existing Process In Control? Remove Special Causes

Analyze

Design

Improve

NO Capable?

Analyze Verify Control

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Summary
DFSS Meaning and use Types (DMADV & IDOV) Difference between types and uses Relation to DMAIC QFD Meaning and use FMEA Meaning and use Types (DFMEA & PFMEA) Difference between types and uses

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Session Summary
1. 2. What Six Sigma is, How Six Sigma is done and Why Six Sigma and organizational goals Value of Six Sigma Organizational drivers and metrics Organizational goals and Six Sigma projects 3. Lean principles in the organization Lean concepts and tools Value-added and non-value-added activities Theory of constraints 4. Design for Six Sigma (DFSS) in the organization Quality function deployment (QFD) Design and process failure mode and effects analysis (FMEA, DFMEA & PFMEA) Roadmaps for DFSS

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Quiz (options in bold are the right answers)

I. Kaizen is defined as I. Re-engineering II. Lean manufacturing III. Continuous improvement IV. Mistake proofing II. A production line uses signs at specific points on the line to indicate when components or raw materials need to be replenished. This practice is an example of I. Kanban II. Kaizen III. Poka Yoke IV. FMEA III. Quality function deployment (QFD) is a methodology for I. removing bugs from code II. identifying and defining key customer requirements III. measuring the reliability of a software product IV. training employees in quality issues

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Quiz
IV. For a process at five sigma level, how many opportunities lie outside the specification limits I. 3.4 II. 99.9767 III. 233 IV. 5 V. Defects, over-production, inventory, and motion are all examples of I. Waste II. 5S target areas III. Noise IV. value-added activities VI. The primary factor in the successful implementation of Six Sigma is to have I. the necessary resources II. the support/leadership of top management III. explicit customer requirements IV. a comprehensive training program

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Explanation to Quiz questions

I. Meaning of the word Kaizen is Continuous Improvement. Re-engineering is a different quality concept, Mistake proofing is a tool of Lean manufacturing II. Kanban literally means signboards. Kanban uses display cards to signal movement of material III. QFD stands for Voice of Customer and is used to identify customer requirement IV. A process at five sigma level is at 99.9767% yield. For 1 million opportunities, it means 999767 times the process has no defects. No. of defects = 1000000 999767 = 233 defects V. Correction, over-production, inventory, and motion are four of the seven wastes mentioned in Lean VI. Implementing Six Sigma needs change in the whole organization, and hence support of top management is necessary

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