Upload
k-a-hari-sn
View
240
Download
4
Embed Size (px)
Citation preview
8/7/2019 6 Sigma Methodologies
1/120
8/7/2019 6 Sigma Methodologies
2/120
What initiated Six Sigma
Re v e nu e
Time
Strategic Inflexion PointValley of Death
Path B - Change
Path A Do Nothing
8/7/2019 6 Sigma Methodologies
3/120
What initiated Six Sigma
Forward Thinking companies have been quick to
recognize the concept of a Strategic Inflexion Point (SIP)An SIP occurs when the rules of engagement in a businesschanges thereby putting enormous pressures on theorganization to react and move quickly. Organizations,which are agile and respond accordingly are able tosurvive and achieve huge gains while those opt to ignorethose ominous become obsolete and lose big.
e.g . 1. Swiss watch makers ignored the advent of Quartz technology. Theyfailed to notice Strategic Inflexion Point.
2. Polaroid Camera manufacturer ignored the advent of DigitalCamera.
8/7/2019 6 Sigma Methodologies
4/120
A level of performance that reflects significantlyreduced defects in our products
A statistical measurement of our process capability
A set of statistical tools to help us measure,analyze, improve, and control our processes
A commitment to our customers to achieve anacceptable level of performance
Six Sigma . . . What it is
8/7/2019 6 Sigma Methodologies
5/120
Understanding customer needs and assessingprocess performance with respect to those
needs
Highly accurate processes always performingexactly on target
Narrowest of narrow tolerances at which
process must always perform
Does not mean always performing at a defectrate of 3.4ppm
Six Sigma . . . What it is
8/7/2019 6 Sigma Methodologies
6/120
Motorolas Response to Strategic Inflexion Point Motorola was quick to response the SIP and acted to move
along the B path. Their business strategy came in the form of very aggressive and measurable Quality Deployment strategy called Six Sigma. It is a systematic initiative.
It is guided by simple statistical principles which requiresthat all process and products would have no more than 3.4defects per million opportunities or 3.4 PPM (Parts per million)
The inordinately low 3.4ppm number is based on the factthat the process variability (process width) is reduced to a pointwhere it is considerably narrower than the allowablespecification or customer requirement (specification width).Under these conditions, a wide Design Margin is created thereby
increasing process robustness and resulting in a substantiallylow defect count.e.g. Computer
8/7/2019 6 Sigma Methodologies
7/120
Six Sigma Goals
Know what is important to thecustomer.
Control the inputs.
Reduce defect levels.
Centre around the target.
Reduce variation.
8/7/2019 6 Sigma Methodologies
8/120
Achieving Six Sigma Quality
Six Sigma approach focus on reducingprocess variability and reaching excellence.
Six Sigma quality can be attained by..Process
standardization.
Process stability.
Capabilityimprovement.
Robust design.
8/7/2019 6 Sigma Methodologies
9/120
Accuracy & Precision - The twin
objectives of Six Sigma
8/7/2019 6 Sigma Methodologies
10/120
Accuracy & precision of a manufacturing process can be bestexplained by using the analogy of a rifle firing at a target.
Picturization of accuracy & precision
8/7/2019 6 Sigma Methodologies
11/120
Accuracy and precision
With the center of the target taken to be the true value of thecharacteristic being measured and by the rifle shots representingthe measured values, there are four combinations of accuracy andprecision as depicted in the following slides.
8/7/2019 6 Sigma Methodologies
12/120
Inaccurate and imprecise
+ Mean
USL
LSL
8/7/2019 6 Sigma Methodologies
13/120
Accurate and imprecise
+
Accurate refers to clustering of data about a known target
8/7/2019 6 Sigma Methodologies
14/120
Precise but inaccurate
+
Precision refers to the tightness of the cluster of data.Envision a target with a cluster of arrows all touching one anotherbut located slightly up and to the right of the bullseye.
8/7/2019 6 Sigma Methodologies
15/120
Accurate and precise
+
8/7/2019 6 Sigma Methodologies
16/120
The Origin of DefectsConsider product which is being made under a normally distributed process.(Most of the processes follow a Normal Distribution).That product which falls outside the specification limit (SW) as depicted in fig(i) will be considered as defective. In fig (i), the Process Width (+/- 3 sigmasabout the mean) is larger than the Specification Width. In contrast, the processdistribution in fig (ii) is well within the specification limits. This is highlydesirable as the probability of defect generation is virtually zero.
USLLSL
SW
PW
Fig (ii)
LSL USL
RejectsRejects
Fig (i)
PW
8/7/2019 6 Sigma Methodologies
17/120
Design MarginConsider fig (ii) where the Process Width is significantly narrower thanthe Specification Width. Consequently, there is a vacant space or Guard band on either side of the probability distribution curve as
shown in fig (iii). This vacant space is a measure of Design Margin or a guard band which has special significance in terms of productperformance, reliability and robustness. The Design Margin behaveslike a safety margin providing an allowance for error.
SW
Design MarginDesign Margin
8/7/2019 6 Sigma Methodologies
18/120
8/7/2019 6 Sigma Methodologies
19/120
4 Sigma process
2 3 4 5 6 7 8 9 1210 16151413111
LSL USLMean=8SD = 1.33
- 4 SD + 4 SD
8/7/2019 6 Sigma Methodologies
20/120
2 3 4 5 6 7 8 9 1210 16151413111
LSL USL
Mean=8
SD = 1.07
- 5 SD + 5 SD
5 Sigma process
8/7/2019 6 Sigma Methodologies
21/120
LSL USLMean=8SD = 1
- 6 SD + 6 SD
2 3 4 5 6 7 8 9 1210 16151413111
6 Sigma process
8/7/2019 6 Sigma Methodologies
22/120
Process Capability (Cp)
Process Capability ratios measure how well the productrequirements and process capability match. The larger thevalue of Cp, the better the match between product and process.
Design Width USL -- LSLCp = ----------------------------- = -----------------------
Process Width UCL LCLIn simple words, it means that in the six-sigma approach, thevalue of (standard deviation of process distribution) is suchthat six multiples of , on either side, are able to cover thedesign limits/specifications so well that the process capabilityis 2.
8/7/2019 6 Sigma Methodologies
23/120
Process Capability Index (Cpk)
Process Capability index is used to assess the capability index
of process when process average is centered around mean.So, Cpk indicates both variation and location of processaverage over an extended period of time/long-term basis.
X -- LSL USL -- XCpk = Min ----------------- , ----------------------
3 3
It also means that if process-average is equal to midpoint of thespecification-range, then Cpk = Cp. The higher the value of Cpk, lower would be the amount of product, which is outsidespecification limits.
8/7/2019 6 Sigma Methodologies
24/120
Amount of process shift allowed
2 3 4 5 6 7 8 9 1210 16151413111
LSL USL
SD = 1
1.5 SD 1.5 SD
8/7/2019 6 Sigma Methodologies
25/120
Level Calculation
8/7/2019 6 Sigma Methodologies
26/120
An abstract product (Data of two samples)
Note: Conforming and Non-conforming
Sample 1
Sample 2
8/7/2019 6 Sigma Methodologies
27/120
8/7/2019 6 Sigma Methodologies
28/120
Six Sigma metrics are based on the
defects produced.
DPU for sample 1) 6/5 = 1.2
DPU for sample 2) 4/5 = 0.8
Sample 2is better than
Sample 1
Yield Computations
DPU or Defects Per Unit is the Total number of defectsobserved in a population.
Total Number of DefectsD
DPU = ----------------------------------------- = ------ Total Number of Units produced U
Defects Per Unit - DPU
f
8/7/2019 6 Sigma Methodologies
29/120
To convert DPU to DPMO, the calculationstep is
D(1) Defect per opportunity (DPO) = ------------
U x O
(2)DPMO = DPO x 10(or) DPU/(opportunities/unit) * 10
D= ------------ x 10
U x O
Defects Per Million Opportunities
6
6
Opportunities/Unit
6
8/7/2019 6 Sigma Methodologies
30/120
Total No. of defects 6Defects per Unit (DPU) = ------------------------------------ = ------- = 1.2
Total No. of units produced 5
DPU 1.2Defects per Million Opportunities = ------------------------- x 10 = ------- x 10 = 2,40,000
(DPMO) Opportunities/Unit 5
= 2.3 Sigma (Refer Table)
6 6
Opportunities/Unit:1. Hole size variation at 4 places (4)2. Plate thickness variation (1) Total Opportunities/Unit = 5
Sigma Conversion Table For 1.5 Process Mean Shift
8/7/2019 6 Sigma Methodologies
31/120
Sigma Conversion TableYield % Sigma DPMO
99.9997 6.00 3.4
99.9995 5.92 5
99.9992 5.81 899.9990 5.76 10
99.9980 5.61 20
99.9970 5.51 30
99.9960 5.44 40
99.9930 5.31 70
99.9900 5.22 100
99.9850 5.12 150
99.9770 5.00 230
99.9670 4.91 330
99.9520 4.80 480
99.9320 4.70 680
99.9040 4.60 960
99.8650 4.50 1350
99.8140 4.40 1860
99.7450 4.30 2550
99.6540 4.20 3460
99.5340 4.10 4660
99.3790 4.00 6210
99.1810 3.90 8190
98.9300 3.80 10700
98.6100 3.70 13900
98.2200 3.60 17800
97.7300 3.50 22700
97.1300 3.40 28700
96.4100 3.30 35900
95.5400 3.20 44600
94.5200 3.10 54800
93.3200 3.00 66800
91.9200 2.90 80800
90.3200 2.80 96800
88.5000 2.70 115000
86.5000 2.60 135000
84.2000 2.50 158000
81.6000 2.40 184000
78.8000 2.30 212000
75.8000 2.20 242000
72.6000 2.10 274000
69.2000 2.00 308000
65.6000 1.90 344000
61.8000 1.80 382000
58.0000 1.70 420000
54.0000 1.60 460000
50.0000 1.50 500000
46.0000 1.40 540000
43.0000 1.32 570000
39.0000 1.22 610000
35.0000 1.11 650000
31.0000 1.00 690000
28.0000 0.92 720000
25.0000 0.83 750000
22.0000 0.73 780000
19.0000 0.62 810000
16.0000 0.51 840000
14.0000 0.42 860000
12.0000 0.33 880000
10.0000 0.22 900000
8.0000 0.09 920000
For 1.5 Process Mean Shift
DESIGN FOR ROBUSTNESS
8/7/2019 6 Sigma Methodologies
32/120
DESIGN FOR ROBUSTNESS
QC Techniques such as SPC concentrate on quality of conformanceto designed dimension.
Product-failure is, primarily, a function of design-quality. A product, designed to withstand variations in environmental and
operating conditions, is said to be robust or possess robust quality. Product has two factors namely (i) Controllable and (ii) Uncontrollable Controllable factors are design parameters such as materials used,
dimensions, and form of processing. Uncontrollable factors are users control (length of use, maintenance,
settings etc.,)
All the components produced within tolerance may not result intofinished products within tolerance.
All parts within tolerance may be acceptable, they are not all of thesame quality.( 59-60-95 )
LOSS FUNCTION
8/7/2019 6 Sigma Methodologies
33/120
LOSS FUNCTION
LSL USL
LOSS
Loss function as assumed by goalpost philosophy
Conventional goalpost philosophy where loss incurs only after crossing lower andupper specifications limit
LOSS
Taguchis quadratic loss function
8/7/2019 6 Sigma Methodologies
34/120
Taguchi s quadratic loss function
LSL USL
6 Sigma curve
3 Sigma curve
Nominal Value
Loss Function
Loss Area for 6
Loss Area for 3
This loss is given as a quadratic function:Loss = K. (Y Y 0)2
Where Y 0 = nominal valueY = value of performance
characteristicThis is compared with conventionalgoalpost philosophy where loss incurs onlyafter crossing lower and upper bounds.
8/7/2019 6 Sigma Methodologies
35/120
Six Sigma Methodologies
There are two Six Sigma methodologies.One is used for improving existingprocesses and the other to introduce new
processes.
The two methodologies are..DMAIC.
DMADV.
8/7/2019 6 Sigma Methodologies
36/120
DMAIC
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Define the problem and results to be achieved.
Measure to determine baseline performance.
Analyze data to pin point pain & improvement area..
Solutions to optimize performance.
Control procedures to sustain gains.
DMAIC is used to improve existing
processes .
8/7/2019 6 Sigma Methodologies
37/120
Six Sigma Methodologies DEFINE PHASE
This phase starts with the creation of aproject charter.A good project charter will include
A problemstatement.
Goals &objectives.
Project scope.Teams & roles.
Team guidelines.
Im lementation
8/7/2019 6 Sigma Methodologies
38/120
Six Sigma Methodologies DEFINE PHASE
It is very important to identify the needs andrequirements of the customer before startingto define the problem and identifying the
goals and objectives.
For instance a customer may need 1000 unitsper day from us against the 500 units we are
delivering now.
A problem statement and associated goals toincrease the production to 750 units per day
will not solve the problem to the satisfaction
8/7/2019 6 Sigma Methodologies
39/120
Six Sigma Methodologies DEFINE PHASE
SIPOC is a high level work flow diagram.
The five elements of SIPOC.
Supplier.
Input.
Process.
Output.
Customer.
Create SIPOC
Si Sig M th d l gi DEFINE PHASE
8/7/2019 6 Sigma Methodologies
40/120
Six Sigma Methodologies DEFINE PHASE Supplier Inputs Process Output Customer
Personnel
Dept.
Payroll Data Input
Consolidation
Pay Sheet Employees
ProcessingSpecs
ProcessingPayroll
Pay slip
AccuracyChecks
Report
Print Pay Sheets
Print Pay slips
Courier Paysheets & slips
8/7/2019 6 Sigma Methodologies
41/120
DMAIC
DEFINE Define the problem and results tobe achieved.
MEASUREMeasure to determine baseline
performance.ANALYSEAnalyse data to pin point paid
and improvement areas.IMPROVE Solutions to optimize performance.
CONTROL Control procedures to sustaingains.
8/7/2019 6 Sigma Methodologies
42/120
This phase involves selecting product characteristic, mapping respectiveprocess, making necessary measurements and recording the results of theprocess. This is essentially a data collection phase.
Six Sigma Methodologies MEASURE PHASE
8/7/2019 6 Sigma Methodologies
43/120
Six Sigma Methodologies MEASURE Phase
Process Mapping A Process Map is a visual representation of process
flow in sequence and is an importantcontinuous
improvement tool.Advantages of Process Maps:
Identify areas for cycle time
improvement.Identify rework and non-value
added steps.Identify process simplification
opportunities.
8/7/2019 6 Sigma Methodologies
44/120
How to map processes?
Whole process (6)
Sub process of process 1 (5)
Activity of sub process 1 (4)
Six Sigma Methodologies MEASURE Phase
8/7/2019 6 Sigma Methodologies
45/120
DMAIC
DEFINE Define the problem and results tobe achieved.
MEASUREMeasure to determine baseline
performance.ANALYSEAnalyse data to pin point pain
and improvement areas.IMPROVE Solutions to optimise
performance.
CONTROL Control procedures to sustaingains.
8/7/2019 6 Sigma Methodologies
46/120
Six Sigma Methodologies ANALYSE Phase
In this phase, the data collected
during the measure phase isanalyzed to determinepossible causes and root causes for
various problems encounteredduring the execution of theprocesses.
8/7/2019 6 Sigma Methodologies
47/120
Six Sigma Methodologies ANALYSE Phase
Basic tools for data analysis Trend chart
Pareto analysis
Cross-tabulation
Histogram
Dot plot
Scatter diagram
Cause and Effect Diagram
8/7/2019 6 Sigma Methodologies
48/120
A Trend Chart shows values in a timesequence. It is
Trend Chart should be used as a routinebefore doing any
Data should be in time order other wise theanalysis can
Plotting average line on the trend chart
Six Sigma Methodologies ANALYSE Phase Trend Chart
d to show the behaviors of a process over time.
mplex statistical or graphical analysis.
be misleading.
interpretation easy.For any abnormal trends, on the chart, they
indicatepresence of special causes in the process.
8/7/2019 6 Sigma Methodologies
49/120
Share Price Movement
0
20
40
6080
Month
R
upees
Series1
Series1 48 47 54 53 55 48 45 46 49 57 58 59
Ja Fe M Ap M Ju Ju Au S O N D
BACK
8/7/2019 6 Sigma Methodologies
50/120
Six Sigma Methodologies ANALYZE Phase
Pareto Diagram
It is a simple graphical technique forranking items
The Pareto principle is just a few of
the items
This diagram will differentiat e t he most
om the most frequent to the least frequent.
contribute for the most of the
effect.
(It is also called as 80/20 principle)
from that of least importantNext
7 QC TOOLS Pareto Chart
8/7/2019 6 Sigma Methodologies
51/120
7 QC TOOLS Pareto Chart
Pareto Analysis for Fai
64
15 126
3
64%79%
91% 97% 100
0
20
40
60
80
Na ture o f F a il
No. of occurance
0%20%
40%60%80%100%120%
Series2 64 15 12 6 3
Series1 64% 79% 91% 97% 100%
Conversio Data Storag Downloadi Preservatio Uploading
80%
Back
8/7/2019 6 Sigma Methodologies
52/120
Six Sigma Methodologies ANALYSE Phase Cross Tabulation
Cross tabulations is used tosummarised data if thereare two or more factors. Factors can
be machine,operator, supplier etc.Row and column summaries can also
be added.
Attribute Data Type
Operator A Operator B Totals
10 20 30
5 7 12
15 27 42
Mach. 1
Mach. 2
TotalsBACK
8/7/2019 6 Sigma Methodologies
53/120
Six Sigma Methodologies ANALYSE Phase
Histogram
A Histogram is used to
Display the pattern of variation.
Communicate visually information abo
processbehavior.
Make decisions about where to focus
improvement NEXT
8/7/2019 6 Sigma Methodologies
54/120
Six Sigma Methodologies ANALYSE Phase
Model of
Histogram
0 10 20 30 40 50 60
30
25
20
15
10
05
BACK
8/7/2019 6 Sigma Methodologies
55/120
Six Sigma Methodologies ANALYSE Phase
Dot plots are probably the oldest way of comparing
sequences.
A dot plot is a visual representation of the similarities
between two sequences. Each axis of a rectangular array
represents one of the
two sequences to be compared.
Dot Plots
NEXT
8/7/2019 6 Sigma Methodologies
56/120
Six Sigma Methodologies ANALYSE Phase
Dot Plot
0 1
A-WEEK-1
A-WEEK-2
A-WEEK-3
A-WEEK-4
2 BACK
8/7/2019 6 Sigma Methodologies
57/120
Scatter Diagrams
Scatter diagrams are used to study the linear relationship between twovariables. Although these diagrams cannot measure exactly that onevariable causes change in the other, they do indicate the existence of a
relationship, as well as the strength of that relationship. A scatter diagram is composed of a horizontal axis containing themeasured values of one variable(generally the independent variable)and a vertical axis representing the measurements of the other variable(generally the dependent variable). The purpose of the scatter diagram isto display what happens to one variable when another variable ischanged. The diagram is used to test a theory that the two variables arerelated. The type of relationship that exits is indicated by the slope of thediagram.
49NEXT
8/7/2019 6 Sigma Methodologies
58/120
Draw the two axes of the diagram. The first variable (the independentvariable) is usually located on the horizontal axis and its values shouldincrease as you move to the right. The vertical axis usually contains thesecond variable (the dependent variable) and its values should increase asyou move up the axis.
Plot the data on the diagram. The resulting scatter diagram may look asfollows:
SCATTER PLOT
53BACK
8/7/2019 6 Sigma Methodologies
59/120
1
2
3
4
5
6
7
1 2 3 4 5 6X
Y
a = 3
( X1 , Y1 ) or ( 1, 5)
( X2 , Y2 ) or ( 2, 7 )
a is called Y intercept.b is the slope of the line i.e.,
how much each unit change of the independent X changesthe dependent variable Y.
Equation for straight line
Y = a + b X
1 unit
b
C d Eff Di
8/7/2019 6 Sigma Methodologies
60/120
Frequentbreakdowns
Inefficientprocesses
InadequateQ.A
Too much of variation
Unclear specifications
Lack of experience
Inadequatetraining
Poor supplier evaluation
POOR QUALITYOF RAW
MATERIALS
METHODS
MACHINEMEN
LowProductivity
Unclear instructions
High setup times
Poor inspection &testing
Complexdesign
Cause and Effect Diagram
NEXT
DMAIC
http://smaic%20model.xls/http://smaic%20model.xls/8/7/2019 6 Sigma Methodologies
61/120
DMAIC
DEFINE
MEASURE
ANALYSE
IMPROVE
CONTROL
Analyse data to pin point paid and improvemareas.
Solutions to optimize performance.
Control procedures to sustain gains.
Measure to determine baseline performance
Define the problem and results to be achieve
8/7/2019 6 Sigma Methodologies
62/120
Six Sigma Methodologies IMPROVE Phase
Generate Potential Solutions
The first idea that comes to mind may not be sointeresting but the second and third ideas that flo
from it can be very interesting Edward de Bono
The following are the popular methods togenerate potential ideas and actions.
BrainstormingKJ Method
8/7/2019 6 Sigma Methodologies
63/120
Six Sigma Methodologies IMPROVE Phase Brainstorming
rainstorming is a technique for harnessing tcreative
There are two phase of Brainstorminga) The generation phase: The facilitator review
the guidelines & purpose. The team membersgenerate a list of ideas, as exhaustive aspossible.
b) The clarification phase: The team reviews the
list of ideas to make sure that everyone
ng of a team to generate and clarify a list of
ve problems or issues.
8/7/2019 6 Sigma Methodologies
64/120
Six Sigma Methodologies IMPROVE Phase
The KJ Method was developed by JiroKawakita as a means of -
Organizing diverse observations and
qualitative information, into usefuldocumented facts.
KJ Method is also called as Affinity
Diagrams.
Affinity Diagram
8/7/2019 6 Sigma Methodologies
65/120
Six Sigma Methodologies IMPROVE Phase
Creation of an Affinity Diagram
Step 1 Generate ideas.
Step 2 - Display ideas.
Step 3 Sort ideas intogroups.
Step 4 Create headercards.
Ste 5 Draw finished
Si Si M h d l i IMPROVE Ph
8/7/2019 6 Sigma Methodologies
66/120
Six Sigma Methodologies IMPROVE Phase Completing the Affinity Diagrams
rrangements for a Wedding Superheader
Hall
IDEA 1IDEA 2
IDEA 3
Food
IDEA 1IDEA 2
IDEA 3
Dress
IDEA 1
IDEA 2
IDEA 3
Header
Si Si M th d l i IMPROVE Ph
8/7/2019 6 Sigma Methodologies
67/120
Six Sigma Methodologies IMPROVE Phase Selection of Best Idea Simple
Method HIGH MEDIUM LOWHigh. Idea should be
adopted.Implementin any way.
Ignore.
Mediu
m.
Find why theidea is difficult
and eliminateobstacle.
Implementin any way. Ignore
.
Low.Find why the
idea is difficult Ignore. Ignore
Effectiveness
Fe a s ib ilit y
8/7/2019 6 Sigma Methodologies
68/120
DMAIC
DEFINE
MEASURE
ANALYSE
IMPROVE
CONTROL
Define the problem and results to be achi
Measure to determine baseline performa
Analy se data to pin point paid andimprovement areas .
Solutions to optimize performance.
Control procedures to sustain gains.
8/7/2019 6 Sigma Methodologies
69/120
Six Sigma Methodologies CONTROL Phase
Control Major Activities
Define the on-line process control
measures.
Modify the documentation system.
Conduct training.
Institute the process audit system.
uantif the ains.
Si Si M h d l i CONTROL Ph
8/7/2019 6 Sigma Methodologies
70/120
Six Sigma Methodologies CONTROL Phase
Process Audit System
A Process audit
Is a systematic procedure To determine whether quality activities
and relatedresults comply with planned
arrangements and tocheck whether these arrangements are
implemented
effectively, and are suitable to achieve
8/7/2019 6 Sigma Methodologies
71/120
8/7/2019 6 Sigma Methodologies
72/120
DMADV
DEFINE
MEASURE
ANALYZE
DESIGN
VERIFY
Define project goals and deliverables.
Customer needs and specifications.
Options to meet customer needs.
Solutions to meet customer needs.
Performance and ability.
Design for Six Sigma
8/7/2019 6 Sigma Methodologies
73/120
Design for Six Sigma
Customer
Internal Customer
External Customer
Internal Customer: A process owner is thecustomer of previous process. (Output of oneprocess becomes input of another process).
External Customer: Customer outside the
organization, to whom
Voice of C stomer (VoC) (F 100 Bik )
8/7/2019 6 Sigma Methodologies
74/120
Voice of Customer (VoC) (For a 100cc Bike)
Identify Customers:
Identify potential customers
Ex. People who are earning more than Rs.20,000/-per month
Identify potential segments
The customers in the age group between 18-40years.
Prioritize the segments
Students, office-goers, small businessmen.
V i f C t (V C) (F 100 Bik )
8/7/2019 6 Sigma Methodologies
75/120
Collect Data:
Collect Existing Data Data available in the market, company
regarding customerhabits and purchasing trends.
Identify additional data needs
Change in the customer habits and purchasingtrends.
Plan the data collection & collect
Action plan to collect data from the field and
Voice of Customer (VoC) (For a 100cc Bike) contd..
Methods to determine the Voice of the Customer
8/7/2019 6 Sigma Methodologies
76/120
Methods to determine the Voice of the Customer
Personal interviews
Telephonic interviews
Mail surveys
Internet / e-mail based surveys
Focus groups
Observing the customer / Being a customer
Customer complaints
Market research reports
8/7/2019 6 Sigma Methodologies
77/120
Voice of Customer (VoC) (For a 100cc Bike) Contd..
Analyze Data:
Organize the data
Arrange the existing and new data, in a orderlyway, say sales
vs.age, sales vs.earnings, earnings vs. paymentetc. Prioritize the Needs
Purchaser may be looking for, mileage, speed,price, resale value,ing capacity, etc. These need to be prioritized base
customer surveys.
Translating the Voice of the Customer
8/7/2019 6 Sigma Methodologies
78/120
Translating the Voice of the Customer
Quality FunctionDeployment
(QFD)
EngineeringRequirements
Failure Mode andEffect Analysis
(FMEA)
Customer Satisfaction
Customer Dissatisfaction
8/7/2019 6 Sigma Methodologies
79/120
Quality Function Deployment ( QFD )
8/7/2019 6 Sigma Methodologies
80/120
QFD
No matter how effectively a company meets the initial needs of thecustomers, it must remain constantly alert and responsive to thechanging needs of the customers. Because if the company is notresponsive to these changing needs, the passage of time will erode theearly competitive advantages.
8/7/2019 6 Sigma Methodologies
81/120
Quality Function Deployment ( QFD )
Quality Function Deployment may be defined as asystem for translating consumer requirements intoappropriate company requirements at every stage, fromresearch through product design and development, to
manufacture, distribution, installation and marketing,sales and service.
Why do QFD?
8/7/2019 6 Sigma Methodologies
82/120
Why do QFD?
To facilitate and document the thinking process infulfilling customer needs.
To establish a detailed and itemized action list for
satisfying the needs.
To provide a common ground for team work.
To reduce ambiguity in the design process.
8/7/2019 6 Sigma Methodologies
83/120
8/7/2019 6 Sigma Methodologies
84/120
8/7/2019 6 Sigma Methodologies
85/120
8/7/2019 6 Sigma Methodologies
86/120
8/7/2019 6 Sigma Methodologies
87/120
8/7/2019 6 Sigma Methodologies
88/120
8/7/2019 6 Sigma Methodologies
89/120
8/7/2019 6 Sigma Methodologies
90/120
8/7/2019 6 Sigma Methodologies
91/120
The roof of the house of Quality, calledthe Correlation Matrix is used to identify
8/7/2019 6 Sigma Methodologies
92/120
the Correlation Matrix, is used to identifyany interrelationships between each of Technical descriptors
8/7/2019 6 Sigma Methodologies
93/120
Competitiveevaluation
Rating1 for worst5 for best
8/7/2019 6 Sigma Methodologies
94/120
QFD team ranks each customer requirement by assigning it a rating.1 f l t i t t
8/7/2019 6 Sigma Methodologies
95/120
1 for least important10 for very important
AB
=A/BSales point tells QFDteam how well a
customer requirementwill sell. The salespoint is a valuebetween 1.0 and 2.0,with 2.0 being thehighest Absolute Weight = Importance to Customer x Scale-up factor x Sales Point
18 = 7 x 1.3 x 2
Relative Weight:Dot product of the column x column
for absolute weight in prioritized customer
8/7/2019 6 Sigma Methodologies
96/120
Degree of Difficulty:Technical difficulty inImplementing eachTechnical descriptor Die Castings 7Sand Castings 3
A B C= A x B X C
Absolute Weight = Dot product of the Column xcolumn for importance to customer
g prequirements.
8/7/2019 6 Sigma Methodologies
97/120
Failure Mode &Effect Analysis
Six Sigma Methodologies Analyze Phase
8/7/2019 6 Sigma Methodologies
98/120
g g y
FMEA Failure Mode Effect Analysis
FMEA is a tool for preventing problems.
FMEA is one of the most effective low risk techniques for
identifying potential problems and preventingthem in a cost
effective manner. FMEA is a procedure for developing andimplementing
A structured approach for prioritizing, evaluatintracking,
and updating design and process developmen
new or revised designs, processes and services.
Basic Elements of
8/7/2019 6 Sigma Methodologies
99/120
Bas c e e ts oFMEA
Failures
Causes
Detection
Occurrence
Effectiveness
S
O
D
R P
N
Severity
Failure Mode and Effects Analysis (FMEA)
8/7/2019 6 Sigma Methodologies
100/120
Failure Mode and Effects Analysis (FMEA)
FMEA is a structured analysis for identifying ways & methods in which
the product or processes can fail and then plan to prevent thosefailures. FMEA is a proactive tool for reducing defects and non-conformities.
FMEA
8/7/2019 6 Sigma Methodologies
101/120
FMEA is a structured approach in :- Identifying ways in which a product / process can fail to meet critical
customer requirements.
Estimating the risk of causes with regard to these failures. Evaluating control plan for preventing these failures. Prioritizing the actions for improving the process.
FMEA is an extremely important tool for each phase of Six Sigma strategy
viz. Measure, Analyze, Improve, Control.
Advantages of FMEA
8/7/2019 6 Sigma Methodologies
102/120
g
For improving the reliability and safety of the products.
For improving customer satisfaction.
Tracking actions to reduce non-conformities.
New product development.
Definition of terms
8/7/2019 6 Sigma Methodologies
103/120
Failure Mode : It is a manner in which a part or a process canfail to meet specifications. It is usually associated with defect or
non-conformities.
Examples : Missing part, Oversized, Undersized, Incorrectprice, Offspec parts.
Definition of terms
8/7/2019 6 Sigma Methodologies
104/120
Cause : Causes are sources of variation which are associated with keyprocess inputs. Cause can be best defined as a deficiency whichresults in a failure mode.
Examples : Instructions not followed, Lack of experience, Incorrectdocumentation, Poor handling etc.
Definition of terms
8/7/2019 6 Sigma Methodologies
105/120
Effect : Effect is the impact on the customer (both internal &external) if the failure mode is not prevented or corrected.
Examples : Customer dissatisfaction, Frequent productbreakdowns, Customer downtime.
Relationship of cause, failure mode & effect
8/7/2019 6 Sigma Methodologies
106/120
CauseFailure
ModeEffect
FMEA through Cause & Effect Diagram
8/7/2019 6 Sigma Methodologies
107/120
FailureMode
Causes Causes Causes
Causes CausesCauses
Effect
Preventor Detect
Steps in FMEA process
8/7/2019 6 Sigma Methodologies
108/120
p p
1. Develop a process map and identify process steps.
2. List key process outputs for satisfying internal and
external customer requirements.
3. List key process inputs for each process steps.
4. List ways the process inputs can vary (causes) and
identify associated failure modes and effects.
5. Assign severity occurrence and detection rating for each cause.
Steps in FMEA processcontd.
8/7/2019 6 Sigma Methodologies
109/120
6. Calculate risk priority number ( RPN) for each potential
failure mode.
7. Determine recommended actions to reduce RPNs.
8. Establish time frame for corrective actions. 9. Take corrective actions.
10. Put all controls in place.
Ranking terms used in FMEA calculationsScale:1(Best) to 10 ( Worst)
8/7/2019 6 Sigma Methodologies
110/120
Scale:1(Best) to 10 ( Worst)
Severity (SEV) : Severity indicates how severe is the impact of the effect on the customer.
Occurrence (OCC) : This indicates the likelihood of the cause of the failure mode tooccur.
Detection (DET) : This indicates the likelihood of the current system to detect the causeor failure mode if it occurs.
Risk priority number : This number is used to place priority to items for better qualityplanning.
RPN = SEV X OCC X DET
See next slides for specimen best to worst ratings on a 10 point scale.
Best to Worst ratings for FMEA calculations
8/7/2019 6 Sigma Methodologies
111/120
Rating Degree of Severity Likelihood of Occurrence Ability to detect
1 Customer will not at all observe Very remote possibility Sure that the potential failurethe adverse effect will be detected & prevented
before reaching the nextcustomer
2 Customer will experience Low failure with supporting Almost sure that the potentialslight discomfort documents failure will be detected before
reachig the next customer
3 Customer will experience Low failure without supporting Less chances that theannoyance because of slight documents potential failure will reach thedegradation of performance next customer undetected
4 Customer dissatisfied due to Occasional failures Some controls may detectreduced performance the potential from reaching the
next customer
5 Customer is uncomfortable Moderate failure rate with Moderate chances that thesupporting documents potential failure will reach the
next customer
Rating Degree of Severity Likelihood of Occurrence Ability to detect
Best to Worst ratings for FMEA calculations
8/7/2019 6 Sigma Methodologies
112/120
6 Warranty repairs Modearate failure rate without Controls are not likely to detectsupporting documents or prevent the potential failure
from reaching the nextcustomer
7 High degree of customer High failure rate with supporting Less chances that the potentialdissatisfaction documents failure will be detected or
prevented before reaching
the next customer
8 Vey high degree of customer High failure rate with supporting Very less chances that thedissatisfaction documents potential failure will be detected
or prevented before reachingthe next customer
9 Negative impact on the Failure is almost certain Existing controls will not detectcustomer the potential failure
10 Negative impact on the Assured failure Existing controls will not detectcustomer, people & society the potential failure
Rankings of SEVERITY of effect for Design FMEAEFFECT CREITERIA: SEVERITY OF EFFECT RANKSHazardous Very high ranking when potential failure mode affects safe operation 10
8/7/2019 6 Sigma Methodologies
113/120
Without and/or regulation noncompliance. Failure occurs without warningWarningHazardous Very high ranking when potential failure mode affects safe operation 9With Warning and/or regulation noncompliance. Failure occurs with warningVery High Item or product is inoperable, with loss of function. Customer very 8
dissatisfiedHigh Item or product is operable, but with loss of performance. Customer 7
dissatisfied
Moderate Item or product is operable, but with loss to comfort/convenience 6items inoperable. Customer experiences discomfort.
Low Item or product is operable, but with loss of performance of comfort/ 5convenience items. Customer has more dissatisfaction.
Very Low Certain item characteristics do not conform. Noticed by most customers. 4Minor Certain item characteristics do not confirm. Noticed by average customers 3Very Minor Certain item characteristics do not confirm. Noticed by discriminating 2
customersNone No effect 1
8/7/2019 6 Sigma Methodologies
114/120
Ranking of likelihood of Detection by Design Control for Design FMEADETECTION CRITERIA: LIKELIHOOD OF DETECTION BY DESIGN CONTROL RANKS
Absolute Design control will not and/or cannot detect a potential 10Uncertainty cause/mechanism and subsequent failure mode: or there
8/7/2019 6 Sigma Methodologies
115/120
Uncertainty cause/mechanism and subsequent failure mode: or thereis no design control.
Very Remote Very remote chance the design control will detect a potential 9
cause/mechanism and subsequent failure mode.Remote Remote chance the design control will detect a potential8cause/mechanism and subsequent failure mode.
Very low Very low chance the design control will detect a potential 7cause/mechanism and subsequent failure mode.
Low Low chance the design control will detect a potential 6cause/mechanism and subsequent failure mode.
Moderate Moderate chance the design control will detect a potential 5cause/mechanism and subsequent failure mode.
Moderately High Moderatly high chance the design control will detect a potential 4cause/mechanism and subsequent failure mode.
High Moderatly high chance the design control will detect a potential 3cause/mechanism and subsequent failure mode.
Very High Very high chance the design control will detect a potential 2cause/mechanism and subsequent failure mode.
Almost Certain Design control will almost certainly detect a potential 1cause/mechanism and subsequent failure mode.
Rank severity Rank how well
FMEA Form: ( Column 1 to 9 )
8/7/2019 6 Sigma Methodologies
116/120
1 2 3 4 5 6 7 8 9Process Potential failure mode Potential failure effect SEV Potential causes OCC Current Controls DET RPNPart No.
12345
List failuremodes for each
step
List effectsof each
failure mode
List causesfor each failure
mode
Rank severityon 1 to 10
scale
Rank occurrenceon a 1 to 10
scale
List how the causeis presently
being controlled
Rank how wellcause/failure
can be detectedon 1 to 10 scale
RPN=SEV*OCC*DET
Designates people
FMEA Form contd : ( column 10 to 15 )
8/7/2019 6 Sigma Methodologies
117/120
10 11 12 13 14 15Act ions Recommended Respons ibilit y SEV OCC DET RPN
List actionsrecommendedon RPN pareto
Designates peopleresponsible for
corrective action
RPN is recalculatedon completion of corrective action
Benefits of Six Sigma
8/7/2019 6 Sigma Methodologies
118/120
Benefits of Six Sigma Improved Customer Satisfaction More
Business.
Defect Reduction / Elimination ImprovedProductivity.
Yield Improvement -- Rework Reduced. Reduced Cost of
PoorCost of Quality Cost Control.
Improved Process Capability Cycle time
Benefits of Six Sigma
8/7/2019 6 Sigma Methodologies
119/120
Process Understanding Reduces Bottlenecks.
Constant Measurement of Key Metrics Consistent Quality. Breakthrough Improvement More Profit.
Finally
8/7/2019 6 Sigma Methodologies
120/120
improves
PRODUCTIVITY and QUALITY
Satisfied customers mean
MORE BUSINESS Improved productivity,
Cost Reduction,consistent quality and
increased businessmeans
Finally..SIX SIGMA