Professional Documents
Culture Documents
-1-
Day
Day1 Day2 Day3 Day4 Day5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15
Route A
15 35 45 25 30 40 20 25 45 40 15 20 25 40 30 450
Route B
28 29 31 32 30 29 31 34 50 33 31 28 28 30 27 471
Route C
42 38 40 42 38 39 41 43 43 38 41 42 38 37 38 600
Mean
30
-2-
31.4
40
15 MINS
45 MINS
Route A
27 MINS
34 MINS
37 MINS
43 MINS
Route B
-3-
Route C
Eliminating Variation
-4-
LSL
USL
Target
-5-
LSL
USL
Target
USL
USL
Reduce Variation
Cycle Time
Cycle Time
-7-
Day
Day1 Day2 Day3 Day4 Day5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15
Mean
30
27.66666667
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Types Of Variations
Common Cause Variation
Inherent to process Always Present Cannot eliminate Random in Nature Improvement Plan
Day
Day1 Day2 Day3 Day4 Day5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15
Mean
30 30.0714
40
-9-
Route A
15 35 45 25 30 40 20 25 45 40 15 20 32 40 23 450
Route B
28 29 31 32 30 29 31 34 50 33 31 28 28 30 27 421
Route C
42 38 40 42 38 39 41 43 43 38 41 42 38 37 38 600
Route B :
Number Of Opportunities : 14 Defects : 7 DPO = 7/14 = .50 DPMO = .50*1000,000 = 500000
Mean
30
30.07143
40
Defect :
Not Meeting Customers Specification
Data Types
It is necessary to carefully distinguish the data type as most of the statistical tools are generally specific for the kind of data being collected Broadly, data can be classified into two types Discrete Data - If there are only a finite number of values possible or if there is a gap between two possible values Continuous Data - This data type is measured on a continuum or scale and can be expressed by whole numbers or fractions Discrete data can often be treated as continuous
Discrete
Ordered Categories (Limited Option, i.e., 1-15) Ordered Categories (Many Option, i.e., 1-100) Count Data (Limited Possibilities)
Continuous
Discrete Data : Range, Count, Binary, Categories Continuous Data : Temperatures, Date, Time
As we move right along the scale, technically discrete data can often be analyzed as Continuous. One must try to have continuous data to the extent possible
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Binary (Y/N)
Length
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Q*A=E
Business Results
Influence Strategy : * Quality of Six Sigma solution times its Acceptance = Effectiveness of the solution
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Customer Process:
Process START
Internal Process
Process FINISH
Engine Arrives Engine Arrives Repairs Engine Ship Back to the Customer
Customers View
The Eye Of The Beholder
Voice of the Customer A C Customers view of the organizations performance ?
Customer Process
A B C
Organizations Process
CTQ :
Specific and Quantifiable Measurable and improvement plan is possible Example The travel time should be 30 mins maximum from house to office on all days / all through the day
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Two long or short landings at American airports each day 400 letters per hour which never arrive at their destination
13 wrong drug prescriptions per year 10 newborn babies dropped by doctors/nurses per year
Two short or long landings per year in all the airports in the U.S.
The Solution is
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Cost Of Quality
Competitive Level
6 5 4 3 2 1
<10%
World Class
10-15% 15-20%
Industry Average
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6
5 4 3 2 Process Capability
3.4
230 6,210 66,800 308,000 Process defects with respect to performance standards
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Customer Centricity
Metric
A metric that demonstrates quality levels at 99.99967% performance for products and processes A practical application of statistical tools to help measure, analyze, improve, and control processes
Process Capability
Tool
Variation
Rigor
A rigor to define/improve processes that incorporate customer feedback and to ensure processes meet customer needs
Data Driven
Business Solution
Continuous Improvement
Statistical Problem
Statistical Solution
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DMAIC
DMAIC (Define, Measure, Analyze, Improve and Control) Improvements are made to the existing process
DMADV
DMADV (Define, Measure, Analyze, Design, Verify).
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How can we fix the process? Why, when and where do defects occur?
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Y
Is Incremental improvement enough?
N
Is the improvement a new or redesigned product/ service?
Define
Measure Analyze
Design
Verify
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Waste Delay
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Green Belt (GB) -Executes Six Sigma projects besides his regular activities.
Team Member GB Aspirant Six Sigma aware
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Onward Journey Become Process Experts (Black Belt role) Lead / Drive improvement initiatives Mentor other GB projects Coach GBs in project execution Nurture Continuous improvements Process Champion (GB) Certification Assess capabilities Get certified as Process Champion (GB) Execute and Complete Projects On job application of learning Achieve improvement goals Process Champion (Green Belt) Training Fully trained in the methodology, tools and techniques Equipped to lead a process improvement project Aware Understand the Tenets of Mi ProFIT Get an overview of the methodology
CTQ Flowdown
Voice Of The Shareholder
Key output metrics that are aligned with the strategic goals/objectives of the business. Big Ys provide a direct measure of business performance
Business Big Ys
Process Ys
Project Y
Xs
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Productivity Scrap reduction Inventory cost On time delivery Customer complaints Cycle time
Step 0 - Discover
Understand the Pain
Who is feeling the pain? How does it hurt? How does it impact the strategic objectives? (Big Ys / Little Ys)
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Page 30
Project Charter
Problem Statements
Context: What is the process that is at issue? (process scope) Current Performance: Of the data we have collected, even at a high-level, what is the current state process performance? Pain: Why is the current performance a problem and to whom?
Y Goal Statement
The goal statement should be specific and include: What is to be improved? What is the measure of improvement? What is the timeline that the improvement will occur or be realized?
Project Scope
What elements/processes/activities are in scope for improvement? What elements/processes/activities are not in scope (important enough to call out)? Who will be impacted by the project (high-level stakeholder identification)?
Operational Effectiveness
Staff/resource Development
Green = ready to prioritize; Yellow = some Discovery left to do; Red = Not a potential BPI project
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Problem Statement High-level VSM Champion / Process Owner Big Y Impact (Quantifiable) Goal Statements Project Priority Approved Project Charter
Stakeholder / Heat map VoC / VoB Affinity Diagram Kano Model CTQ Tree Roadmap Revised Project Charter Draft Project Citation
Detailed Process Maps Data Collection Plan MSA Run Charts Pareto Histogram Revised VSM (Cycle time) Revised Charter
Root Causes (Ishikawa) Wastes 5 Whys/ 10Qs Scatter Plots FMEA Hypothesis Tests Brainstorming (Deep Dive) Solutions (QFD) Proof of Concept Future State Process Maps
Improvement Plan
Project Plan
Change Plan Control Plan Revised FMEA Control Charts SOPs Revised Project Citation
Process Management Plan Dashboards Scorecards Control Charts VoC/VoB Improvement Audit Final Project Citation
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Page 32
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Appendix
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Define
Measure
DMAIC
Analyze
Improve
Control
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Define
7. Screen Potential Causes
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Improve Control
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Define
Measure
DMADV
Analyze
Design
Verify
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Define
Business Objective
Measure
Project Scope
Analyze
Project Plan
Design Verify
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Define
Determine Customer Needs
Measure
Prioritize and specify CTQs
Analyze
Risk Assessment
Design Verify
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Define
Design Options
Measure
Concept Evaluation
Analyze
Assess Design Capability
Design Verify
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Define
Detailed Process Design
Measure
Simulation & Design Reviews
Analyze
Control/Verification Plantings
Design Verify
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Define
Pilot Test & Analysis
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