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ISO 13053-1:2011. An introduction 4 th October 2012 for Lean Six Sigma Ireland members Bernie Rushe BSc, CPIM, Dip SA, MSc [email protected] 087-2837810. ISO 13053-1:2011. Quantitative methods in process improvement — Six Sigma Part 1: DMAIC methodology - PowerPoint PPT Presentation
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ISO 13053-1:2011
An introduction 4th October 2012
for Lean Six Sigma Ireland members
Bernie RusheBSc, CPIM, Dip SA, [email protected]
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ISO 13053-1:2011
Quantitative methods in process improvement — Six Sigma
Part 1: DMAIC methodology(€106 restricted to one copy download)
Note: ISO 13053-2:2011 Quantitative methods in process improvement — Six Sigma
Part 2: Tools & Techniques is not reviewed
(€127 restricted to one copy download)
Document content
Introduction 8 Training
1 Scope 9 Project prioritization
2 Normative references 10 DMAIC methodology
3 Symbols & terms 11 Tools
4 Fundamentals of 6 Sigma Projects
12 Monitoring a project
5 Six sigma measures 13 Critical success factors
6 Six sigma personnel 14 Infrastructure
7 Competencies Annexes: Scores & training
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Scope of ISO documentThe improvement of existing processes• DMAIC project management• Roles & expertise• Training
DFSS
Certification
Other project management methods
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Roles & Population DensitySteering cmttee
MasterBB
Sponsor
Deploymntmgr
Champion
Sponsor
MasterBB
MasterBB
All roles are defined
in ISO
Org sizeDepl Mgr
MBB BB GB YB
<250 emp 0 01:5 GB
1:30emp
all
250 – 1,0001PT
1:5BB
1:5 GB
1:30emp
all
>1,000 emp 1FT
1:5BB
1:5 GB
1:30emp
all
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Course Duration
CategoryDepl Mgr
Spon-sor
MBB BB GB YB
Instruction(days) 3 1 10 20 5 1
Tutorials
(days) - - 2 5 1 0
# qualifying projects - - 2 2 1 0
Workshop, eLearning or distance learningCompetency table by role
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Typical GB training agendaDay 1 Define Day 2
MeasureDay 3 Analyse
Day 4 Improve
Day 5 Control
Project selection Concept of variation
Capability analysis
Improvement - Alternative idea generation
Error proofing
DMAIC methodology
FMEA Pareto analysis “Should be” process map
Long-term MSA plan
Identifying CTQCs Types of data Box plots Conducting an FMEA
p charts
Process mapping Data collection plans
Histograms Pilot improvements
u charts
Refining project scope
MSA Scatter plots Validate improvements
X and R charts
Cause and effect matrices
Run charts X and R
moving chartsWaste and value analysis
Cause and effect diagrams
SOP's and training plans
5 days
Assessment:Written or multiple choice exam1 six sigma projectOral examination
Assessment by BBInternal or external accreditation
Similar to Motorola modelASQ – broader curriculum, no project
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BB Training – typical week 1 (of 4)
Day Week 1 (Define)
Day 1 Cost of poor quality models; business measures; benchmarking; project financials
Day 2 Identification of waste; concept of value; opportunities; Six Sigma measures; project selection
Day 3 Problem definition; identifying customers; process mapping; characteristic selectionmatrices; cause and effect diagrams
Day 4 Team building; personality style profiling; project charter; project management; Gantt charts
20 days
Assumes GB training completed
Assessment:Written or multiple choice exam2 six sigma projectsOral examination
Assessment by MBBInternal or external accreditation
Similar to Motorola modelASQ – 1 project only with 3 years experience, GB not
necessary
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Discussion Points
Process mapping not mentioned as a source of six
sigma projects
BB & GB training content: Motorola vs ASQ
Full time vs part time roles not addressed
YB – no assessment or certification
Impact on ASQ certification
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Six Sigma1 PurposeProject based
Improved business and quality performance
Improved profit
by addressing serious business issues that may have existed for a long time.
Difference?
Business case Structure
1 Motorola registered trade mark
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Six Sigma ProjectSolve a given problem
Contribute to an organization's business goals
Undertaken only when the solution to a problem is not known
“Voice of the customer” - a permanent feedback loop
Accounting model - financial performance is evaluated
Also take into consideration safety & customer satisfaction
Performance of the project - reviewed regularly with sponsor
Question Six Sigma phase
What is the issue? Define
Where is the process now? Measure
What is causing this? Analyse
What can be done about it? Improve
How can it be kept there? Control
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Measures definedDPMO
Sigma
Z score
1.5 Sigma shift
RTY
RR
NPR
OTD
COPQ
Standard deviation is not defined
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Project selection, priority & DMAIC
Difficulty vs Profit
Prioritization matrix
Outputs from
each phase
Tools used
Question Six Sigma phase
What is the issue? Define
Where is the process now?
Measure
What is causing this? Analyse
What can be done about it?
Improve
How can it be kept there?
Control
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Project management
Success factor (Data driven …)Linked to an organization's business objectiveAssociated with a KPI
Linked to CTQ or CTC
Project Sponsor is a senior member of the organization with sufficient influenceThe objective for the project will be to deliver a significant impact on the organizationProject completed promptly and within its notional timescaleResourced to the required levelsHas a process with clearly identifiable KPIVs and KPOVs
Ready availability of reliable data
