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Excellence is doingExcellence is doing
ordinary thingsordinary things
extraordinary wellextraordinary well
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Perfection is notPerfection is not
attainable. But ifattainable. But if
we chase perfectionwe chase perfection
we can catchwe can catch
excellence.excellence.
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KAI ENCONSULTANTS
Q
Discovery of Bill SmithDiscovery of Bill Smith
Number of repairs in factoryNumber of repairs in factory
FieldFailures
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KAI ENCONSULTANTS
Q
100 times100 times
4 years
Desire of CEO at MotorolaDesire of CEO at Motorola
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C h i h t
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KAI ENCONSULTANTS
Q Comprehensive approach toComprehensive approach to
excellenceexcellence
Commitment/Sustainability
Be
nefits
Business asBusiness as
usualusual
Rapid expenseRapid expensereductionreduction
TraditionalTraditionalprojectproject
managementmanagementDMAIC
DFSSDFSS
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KAI ENCONSULTANTS
Q
Facets of Six SigmaFacets of Six Sigma
Facets ofFacets ofSix SigmaSix Sigma
VisionVision To be known as best To be known as best
companycompany
GoalGoal Only 3.4 defects in Only 3.4 defects inmillion opportunitymillion opportunity
MethodologyMethodology Disciplined Disciplined
framework for problemframework for problem
solvingsolving
MetricMetric Something we Something wecalculate & measure tocalculate & measure to
indicate level ofindicate level of
process performanceprocess performance
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KAI ENCONSULTANTS
Q
Typical functional processesTypical functional processes
Product developmentProduct development
Marketing/sales/customer servicesMarketing/sales/customer services
Production planningProduction planning
Quality and testingQuality and testing
Technology supportTechnology support
DistributionDistribution
Billing/contractBilling/contract
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Q U d t di i tiU d t di i ti
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KAI ENCONSULTANTS
Q
0
5
10
15
20
25
2.267
2.274
2.281
2.288
2.295
2.302
2.309
2.316
2.323
2.330
Frequ
enc
Understanding process variationUnderstanding process variation
- pattern of population- pattern of population
Q
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KAI ENCONSULTANTS
Q
Understanding process variationUnderstanding process variation
-4 -3 -2 -1 0 1 2 3 4
Process spread
ProcessProcessmeanmean
Process spread expressed as
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Q
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KAI ENCONSULTANTS
Q
Sigma Level of Quality - MathematicallySigma Level of Quality - Mathematically
It is the distance of upper or lower
specification limits from target
measured in terms of standard
deviation, .
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Q
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KAI ENCONSULTANTS
Q
Three Sigma process (Three Sigma process ( = 2/3)= 2/3)
% with in specification = 99.73% with in specification = 99.73
DPMO without shift = 2,700 =(0.27%)DPMO without shift = 2,700 =(0.27%)
16 18 20 22 24 26 28
LSLLSL USLUSL33 33
Q
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KAI ENCONSULTANTS
Q
Four Sigma process (Four Sigma process ( = 0.5)= 0.5)
% with in specification = 99.9937% with in specification = 99.9937
DPMO without shift = 63DPMO without shift = 63
16 18 20 22 24 26 28
LSLLSL USLUSL44 44
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Q
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KAI ENCONSULTANTS
Q
Six Sigma process (Six Sigma process ( = 0.333)= 0.333)
% with in specification = 99.9999998% with in specification = 99.9999998
DPMO without shift = 0.002DPMO without shift = 0.002
16 18 20 22 24 26 28
LSLLSL USLUSL66 66
Q
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KAI ENCONSULTANTS
Q
Sigma processes at a glanceSigma processes at a glance
16 18 20 22 24 26 28
LSLLSL USLUSL
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Q
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KAI ENCONSULTANTS
Q
Defects per Million Opportunities - BestDefects per Million Opportunities - Best
Sigma levelSigma level DPMODPMOOneOne 3,17,3103,17,310
TwoTwo 45,50045,500
ThreeThree 2,7002,700
FourFour 6363
FiveFive 0.520.52
SixSix 0.0020.002
Q
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KAI ENCONSULTANTS
Q
A practical situationA practical situation
Keeping a process at the target,Keeping a process at the target,all the time, isall the time, is impossible.impossible.
A process shift of 1.5A process shift of 1.5was observed atwas observed atMotorola.Motorola.
Now widely agreeable.Now widely agreeable.
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Q Defects per million opportunitiesDefects per million opportunities
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KAI ENCONSULTANTS
Q Defects per million opportunitiesDefects per million opportunitieswith shiftwith shift
Sigma level DPMO (with shift)DPMO (with shift)
1 697700697700
2 308700308700
3 6681066810
4 62106210
5 233233
6 3.43.4
Q
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KAI ENCONSULTANTS
Q
Comparison best VS worst possibleComparison best VS worst possible
Sigma level DPMO(without shift)
DPMO(with shift)
1 3,17,310 6,97,700
2 45,500 3,08,7003 2,700 66,810
4 63 6,210
5 0.52 2336 0.002 3.4
QS S ?
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KAI ENCONSULTANTS
Q
What is Six Sigma?What is Six Sigma?
Six Sigma refers itself to a statisticallySix Sigma refers itself to a statisticallyderived performance target of operatingderived performance target of operating
with onlywith only 33.4 defects for every million.4 defects for everymillion
activities or opportunities.activities or opportunities.
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Q
Si Si f l iSi Si f l i
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KAI ENCONSULTANTS
Q
Six Sigma a formal expressionSix Sigma a formal expression
Six Sigma provides companies with aSix Sigma provides companies with a
series of probesseries of probes andand statistical toolsstatistical tools thatthat
can lead tocan lead to breakthrough profitability andbreakthrough profitability and
quantum gains in quality.quantum gains in quality.
Q
Oth i f Si SiOth i f Si Si
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KAI ENCONSULTANTS
Q
Other expression of Six SigmaOther expression of Six Sigma
The Six Sigma strategy involves the use ofThe Six Sigma strategy involves the use of
statistical toolsstatistical tools within structured methodologywithin structured methodology
for gaining knowledge tofor gaining knowledge to achieve better, fasterachieve better, faster
and lower cost products and servicesand lower cost products and services
Q
Wh t i Si Si ?Wh t i Si Si ?
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KAI ENCONSULTANTS What is Six Sigma?What is Six Sigma?
Six Sigma is a sweepingSix Sigma is a sweeping cultural changecultural change
effortseffortsto position a company forto position a company forgreatergreater
customer satisfaction, profitability andcustomer satisfaction, profitability and
competitiveness.competitiveness.
Q
D i i f b hi d Si SiD i i f b hi d Si Si
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KAI ENCONSULTANTS Driving force behind Six SigmaDriving force behind Six Sigma
Six Sigma is driven by close understandingSix Sigma is driven by close understanding
of theof the needs of customerneeds of customer,, disciplined use ofdisciplined use of
factual data and statistical analysis,factual data and statistical analysis, whilewhilepaying diligent attention to manage,paying diligent attention to manage,
improve and reinvent the business process.improve and reinvent the business process.
Q
Wh t Si Si d ?Wh t Si Si d ?
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KAI ENCONSULTANTS What Six Sigma does?What Six Sigma does?
Forces organisations to:Forces organisations to: Re-examine how the work gets doneRe-examine how the work gets done
Simplifying the system and processSimplifying the system and process
Improve capability of the processImprove capability of the process
Find ways to control system andFind ways to control system and
process permanently.process permanently.
Q
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KAI ENCONSULTANTS
Q
C t th tiCost mathematics
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KAI ENCONSULTANTS Cost mathematicsCost mathematics
Selling Price = Cost price + Profit
Profit = Selling price - Cost price
Q
Val e added & non al e added acti itValue added & non value added activity
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KAI ENCONSULTANTS Value added & non value added activityValue added & non value added activity
CostPrice
Cost ofnon value added
activity
Cost ofvalue added
activity= +
20 % 80 %
50 %50 % 50 %50 %
Q
Non value added activitiesNon value added activities
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KAI ENCONSULTANTS Non value added activitiesNon value added activities
Over productionOver production
WaitingWaiting
TransportationTransportation
InventoriesInventoriesNon conforming product leading to costNon conforming product leading to cost
of poor qualityof poor quality
Non involvement of the peopleNon involvement of the people
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Q
A ProcessA Process
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KAI ENCONSULTANTS A ProcessA Process
Key Process Output Variable, Y = f(X)Key Process Output Variable, Y = f(X)
X1X1
InputInput
X2X2 X3X3
X4X4 X5X5
X6X6
Value additionValue addition
YY
OutputOutput
Q
Process control & improvement modelProcess control & improvement model
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KAI ENCONSULTANTS Process control & improvement modelProcess control & improvement model
ManMan
MachineMachine
MaterialMaterial
MethodsMethods
MeasurementMeasurement
MilieuMilieuInputInput
CustomerCustomer
OutputOutput
DataData
ProductProduct
ServiceService
ProcessProcess
ProcessProcess
SPCSPC
Voice ofVoice of
processprocess
ChangingChanging
needsneedsVoice of customerVoice of customer
Q
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KAI ENCONSULTANTS
Q
SIPOC ModelSIPOC Model
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KAI ENCONSULTANTS SIPOC ModelSIPOC Model
SupplierSupplier InputInput ProcessProcess OutputOutput CustomerCustomer
CriticalCritical
customercustomerrequirementsrequirements
Q
Effect of variationEffect of variation
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KAI ENCONSULTANTS Effect of variationEffect of variation
SupplierSupplier InputInput ProcessProcess OutputOutput CustomerCustomer
Variation inVariation in
inputinput
Variation inVariation in
processprocess
Variation inVariation in
outputoutput
DefectsDefects
A CO S A S
Q
Nature of customer requirementsNature of customer requirements
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KAI ENCONSULTANTS Nature of customer requirementsNature of customer requirements
Requirements of customer areRequirements of customer are
dynamic in naturedynamic in nature and change withand change with
the needs of customer.the needs of customer.
KAI EN CONSULTANTS
Q
Current service requirementsCurrent service requirements
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KAI ENCONSULTANTS
0 5 10 15
Current service requirementsCurrent service requirements
Processing time in days
Existingprocess
KAI EN CONSULTANTS
Q
What Six Sigma organisation do?What Six Sigma organisation do?
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KAI ENCONSULTANTS
0 5 10 15
What Six Sigma organisation do?What Six Sigma organisation do?
Quality characteristics
Existingprocess
Improved
processafter Six
Sigmaproject
Seeks to change location
Reduce variation
KAI EN CONSULTANTS
Q New critical to customer requirementsNew critical to customer requirements
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KAI ENCONSULTANTS 7 days7 days
0 5 10 15
NewrequirementImprovedprocess
Number of days
Oldrequirement
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KAI EN CONSULTANTS
Q
Level of competitionLevel of competition
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KAI ENCONSULTANTS Level of competitionLevel of competition
Sigma DPMO
Cost of poor
quality(% of sales)
Competitive
level
66 33..44 4400
NNoonn
ccoommppeettiittiivvee
KAI EN CONSULTANTS
Q
Level of competitionLevel of competition
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KAI ENCONSULTANTS Level of competitionLevel of competition
1
100
10000
1000000
1 2 3 4 5 6
Sigma Level
P
PM
Noncompetitive
Industryaverage
Worldclass
KAI EN CONSULTANTS
Q
Times improvement (Exponential)Times improvement (Exponential)
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KAI ENCONSULTANTS Times improvement (Exponential)Times improvement (Exponential)
Fromsigmalevel
To sigma level3 4 5 6
2 5 55 1485 1,02,465
3 11 297 20,493
4 27 1863
5 69
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KAI EN CONSULTANTS
Q
33 VS 6VS 6 supplier performance gapsupplier performance gap
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KAI ENCONSULTANTS
Event 3-Sigma 6-SigmaWrong drugprescription
54,000/year 1 in 25 years
Unsafe drinkingwater 2 hours/month
1 sec in 25years
Incorrect surgicaloperation
1,350 / week 1 in 20 years
Lost article in post 54,000 perhour
35 in a year
33 VS 6VS 6 supplier performance gapsupplier performance gap
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KAI EN CONSULTANTS
QBenefits of Six Sigma - #1Benefits of Six Sigma - #1
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KAI ENCONSULTANTS Benefits of Six Sigma #1g
Generates sustained success.Generates sustained success.
- generally business life of a product- generally business life of a productis 3 years.is 3 years.
- To survive we must have double- To survive we must have double
digit growth.digit growth.- constantly innovates and- constantly innovates and
restructures the organisation.restructures the organisation.
KAI EN CONSULTANTS
QBenefits of Six Sigma - #2Benefits of Six Sigma - #2
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KAI ENCONSULTANTS e e s o S S g a #g
Sets performance goals forSets performance goals for
every oneevery one uses common business frameuses common business frame
workwork
ensures consistency for meetingensures consistency for meeting
customer requirements.customer requirements.
KAI EN CONSULTANTS
QBenefits of Six Sigma #3aBenefits of Six Sigma #3a
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KAI ENCONSULTANTS gg
Enhances value to customer
We want to make our quality soWe want to make our quality so
special, so valuable to customer,special, so valuable to customer,
so important to their success thatso important to their success thatour productsour products become their onlybecome their only
real choice.real choice.
Jack WelchJack Welch
KAI EN CONSULTANTS
QBenefits of Six Sigma #3bBenefits of Six Sigma #3b
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KAI ENCONSULTANTS gg
Good and defect free productGood and defect free product
does not guarantee success.does not guarantee success.
The focus on customers in SixThe focus on customers in Six
Sigma meansSigma means whatwhatvalue meansvalue meansto customer and planningto customer and planning howhowtoto
deliver them profitably.deliver them profitably.
KAI EN CONSULTANTS
QBenefits of Six Sigma - #4Benefits of Six Sigma - #4
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KAI ENCONSULTANTS gg
Accelerates the rate of improvementAccelerates the rate of improvement
100 times improvement in four years100 times improvement in four years
at Motorola.at Motorola.
it helps companies not only toit helps companies not only toimprove performance, butimprove performance, but
improve the improvementimprove the improvement
KAI EN CONSULTANTS
QBenefits of Six Sigma - #5Benefits of Six Sigma - #5
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KAI ENCONSULTANTS gg
Promotes Learning and Cross PollinationPromotes Learning and Cross Pollination
Accelerates development and sharing of newAccelerates development and sharing of new
ideas throughout the organisationideas throughout the organisation..
Six Sigma is data based and therefore applicableSix Sigma is data based and therefore applicable
to any functional areato any functional area..
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KAI ENCONSULTANTS
QProven benefits of Six SigmaProven benefits of Six Sigma
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gg
Cost reductionCost reduction
Productivity improvementProductivity improvement
Market-share growthMarket-share growth
Customer retentionCustomer retention
Cycle reduction timeCycle reduction time
Defect reductionDefect reduction Cultural changeCultural change
Product / service changeProduct / service change
KAI ENCONSULTANTS
Q
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KAI ENCONSULTANTS
QSix Sigma at MotorolaSix Sigma at Motorola
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Todays existence due to Six SigmaTodays existence due to Six SigmaInvented for survivalInvented for survival
Method for tracking companys performanceMethod for tracking companys performancevis a vis customer requirementvis a vis customer requirement
Improvement 10X in two years orImprovement 10X in two years or100X in100X in
four yearsfour years
KAI ENCONSULTANTS
QResults of Six Sigma at MotorolaResults of Six Sigma at Motorola
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Five fold growth in salesFive fold growth in sales
Annual increase of profit 20%Annual increase of profit 20%
Cumulative saving $14 BillionCumulative saving $14 Billion Annual stock price gain 21.3 %Annual stock price gain 21.3 %
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KAI ENCONSULTANTS
QBottom line improvement at GEBottom line improvement at GE
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Launched Six Sigma in 1995Launched Six Sigma in 1995
Profit by 1998Profit by 1998 $750 Million$750 Million
Profit by 1999Profit by 1999 $ 1.5 Billion$ 1.5 Billion
Cutting invoice defect by 98%Cutting invoice defect by 98%
Streamlining of contract review - $1 Million/yearStreamlining of contract review - $1 Million/year
GE Medical body scan time 3 minute to .5 minuteGE Medical body scan time 3 minute to .5 minute GE Mortgage Call reaching person 76% to 99%GE Mortgage Call reaching person 76% to 99%
KAI ENCONSULTANTS
QJack Welchs important discoveryJack Welchs important discovery
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One thing we discovered with certainty isOne thing we discovered with certainty is
that anything we do that makes thethat anything we do that makes the
customer more successfulcustomer more successfulinevitablyinevitablyresults inresults in financial returnfinancial return to us.to us.
KAI ENCONSULTANTS
QAs per GE, Most Important oneAs per GE, Most Important one
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KAI ENCONSULTANTS
QExplanation of Jack WelchExplanation of Jack Welch
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The best Six Sigma project begin notThe best Six Sigma project begin notinside the business but outside it.inside the business but outside it.
Focused on answering the question howFocused on answering the question how
can we make customer competitive.can we make customer competitive.
Knowing what is critical to customer andKnowing what is critical to customer and
providing it.providing it.
KAI ENCONSULTANTS
Q
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KAI ENCONSULTANTS
QResults at Allied SignalsResults at Allied Signals
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Savings of $600 million per year Reduction in time from drawing to
certification of aircraft engines from 42
months to 33 months.
Increase in productivity by 6 %
Increase in market share 27% annually
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KAI ENCONSULTANTS
Q
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We cannot go on with thisWe cannot go on with this
KAI ENCONSULTANTS
QNew Operating philosophyNew Operating philosophy
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BulletBulletTrain PhilosophyTrain PhilosophyBulletBulletTrain PhilosophyTrain Philosophy
KAI ENCONSULTANTS
Q
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KAI ENCONSULTANTS
QKaizen in JapanKaizen in Japan
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WorkerWorker
SupervisorSupervisorMiddleMiddle
TopTop
Percentage of time
JapanJapan
Improvem
ent
Maint
enance
KAI ENCONSULTANTS
QKaizen in USA/EuropeKaizen in USA/Europe
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100% maintain100% maintain
100% maintain100% maintain
WorkerWorker
SupervisorSupervisorMiddleMiddle
TopTop
Percentage of time
USA/EuropeUSA/Europe
KAI ENCONSULTANTS
QCulture at worst companiesCulture at worst companies
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100% maintain100% maintain
100% maintain100% maintain
100% maintain100% maintain
100% maintain100% maintain
WorkerWorker
SupervisorSupervisorMiddleMiddle
TopTop
Percentage of time
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KAI ENCONSULTANTS
QChanging criteriaChanging criteria
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A B C X
P-Criteria R-CriteriaR-Criteria
Effort to Improve
Support & Stimulate PerformancePerformance
Control withControl with
Carrot & StickCarrot & Stick
KAI ENCONSULTANTS
QBasic philosophy of qualityBasic philosophy of quality
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Whatever measured must beWhatever measured must be recordedrecorded
Records must beRecords must be analyzedanalyzedusingusing
statistical techniques.statistical techniques.
Information obtained must beInformation obtained must be actedacted
uponupon..
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KAI ENCONSULTANTS
QOld waysOld ways
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KAI ENCONSULTANTS
QGoal Post StrategyGoal Post Strategy
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Sudden
Loss
Sudden
Loss
LSL USL
TargetTarget
Good product Bad product
KAI ENCONSULTANTS
QInterpretation of DataInterpretation of Data
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Sudden
Loss
Sudden
Loss
LSL USL
Target
ABC
KAI ENCONSULTANTS
QTaguchis loss functionTaguchis loss function
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USLLSL
Best
Good Good
Fair Fair
Poor Poor
Custom
er
Dissatisfa
ction
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KAI ENCONSULTANTS
Q Implementing Six sigmaImplementing Six sigma
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1.1. Emphasizing sigma level as aEmphasizing sigma level as a
standard metric that can be appliedstandard metric that can be applied
to all parts of organisationto all parts of organisation
ManufacturingManufacturing
EngineeringEngineering
AdministrativeAdministrative SoftwareSoftware
KAI ENCONSULTANTS
Q Implementing Six sigmaImplementing Six sigma
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2.2. Providing extensive trainingProviding extensive training
followed by deployment of team onfollowed by deployment of team onproject for:project for:
Improving profitabilityImproving profitability
Reduce non value added activitiesReduce non value added activities
Reduction in cycle timeReduction in cycle time
Simplifying the proceduresSimplifying the procedures
KAI ENCONSULTANTS
Q Implementing Six sigmaImplementing Six sigma
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3.3. Focusing on corporate sponsors for:Focusing on corporate sponsors for:
Supporting team activities.
Helping to overcome resistance to
change.
Obtain resources
KAI ENCONSULTANTS
Q Implementing Six sigmaImplementing Six sigma
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4. Creating highly qualified process
improvement experts: Green belt
Black belt
Master black belt
Who can apply improvement toolsWho can apply improvement tools
KAI ENCONSULTANTS
Q Implementing Six sigmaImplementing Six sigma
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5.5. Early identification of appropriateEarly identification of appropriate
metric that focuses on businessmetric that focuses on business
results.results.
6.6. Setting stretch objectives forSetting stretch objectives for
improvement.improvement.
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KAI ENCONSULTANTS
Q Key principles for effectiveKey principles for effectiveimplementation of Six Sigmaimplementation of Six Sigma
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Involved leadershipInvolved leadership
Leading with aggressive goalsLeading with aggressive goals
Spending time in Six Sigma training waveSpending time in Six Sigma training wave
Dropping in Six Sigma reviewsDropping in Six Sigma reviews
Gathering first hand informationGathering first hand information
Monitoring Six Sigma progressMonitoring Six Sigma progress
KAI ENCONSULTANTS
Q Key principles for effectiveKey principles for effectiveimplementation of Six Sigmaimplementation of Six Sigma
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Process thinkingProcess thinking
Mapping of all business processes and keyMapping of all business processes and key
activities.activities.
Disciplined customer and marketDisciplined customer and market
intelligence gatheringintelligence gathering
Knowledge of customers need is vitalKnowledge of customers need is vital
Bottom line orientationBottom line orientation
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KAI ENCONSULTANTS
Q
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KAI ENCONSULTANTS
Q Process Map for Six Sigma ProjectsProcess Map for Six Sigma Projects
kD t i k
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Determine keyDetermine key
customer orcustomer or
business needbusiness need
Apply QFD toApply QFD to
determinedetermine
projectproject
opportunitiesopportunities
ViableViable
projectproject
DetermineDetermine
baseline andbaseline and
bottom linebottom line
benefitsbenefitsProject charterProject charter
and overall planand overall plan
Stored ideas forStored ideas for
future projectsfuture projects
No
Requiresteam &
analysis
Yes
Motivate
d team?No
Scope ofScope of
projectproject
Yes Lowhangingfruits
NoDetermineDetermine
metrics andmetrics and
goalsgoals
YesBig
hitter?
No
Project executionProject execution
PresentationPresentation
Yes
KAI ENCONSULTANTS
Q Breakthrough StrategyBreakthrough Strategy
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Define opportunities What is important?Define opportunities What is important?
Measure performance how are we doing?Measure performance how are we doing?
Analyse opportunities what is wrong?Analyse opportunities what is wrong?
Improve performance what needs to be done?Improve performance what needs to be done?
Control performance how do we generate & sustainControl performance how do we generate & sustain
performance?performance?
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KAI ENCONSULTANTS
Q
66 is extensively data drivenis extensively data driven
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yy
We need smart Statistical analysis toolsWe need smart Statistical analysis tools
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KAI ENCONSULTANTS
Q CE-Diagram for defective ItemsCE-Diagram for defective Items
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DefectiveItems
Materials Method
Machine Man
SourceProcedure
Layout
Mood
AttitudeTraining
Shape
Wobble
AccuracyMake
KAI ENCONSULTANTSQ Pareto Analysis For PrioritizationPareto Analysis For Prioritization
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0
50
100
150
200
A B C D E F G H
Events
Frequency
KAI ENCONSULTANTSQ HistogramHistogram
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0
2
4
68
1 0
1 2
1 4
1 6
4 0 4 1 4 2 4 3 4 4 4 5 4 6 4 7 4 8 4 9 5 0 5 1
KAI ENCONSULTANTSQ Normal probability plotNormal probability plot
13
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5
7
9
11
13
-3 -2 -1 0 1 2 3
Z
X
Used for assessing -Used for assessing - Normality of distributionNormality of distribution
KAI ENCONSULTANTSQ Typical control chartTypical control chart
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48.0
48.5
49.0
49.5
50.0
50.5
51.0
51.552.0
0 5 10 15 20 25
Sample No.
Samp
leMean
UCL
CL
LCL
KAI ENCONSULTANTSQ Gauge repeatability & reproducibilityGauge repeatability & reproducibility
studiesstudies
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Reproducibility
RepeatabilityRepeatability
Inspector
A
RepeatabilityRepeatability
InspectorB
Variable Scale
KAI ENCONSULTANTSQ Scatter DiagramScatter Diagram
100
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40
50
60
7080
90
100
40 50 60 70 80 90 100Quiz Average
FinalAverage
KAI ENCONSULTANTSQ Realistic tolerance and realisticRealistic tolerance and realistic
specificationspecification
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50.0
55.0
60.0
65.0
70.0
100 105 110 115 120 125 130
Air Pressure
WallThickness
Realistic Tolerance
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KAI ENCONSULTANTSQ Analysis of VarianceAnalysis of Variance
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125/135
Identifying which of the factors are
responsible for variation in out quality
characteristics.
One way ANOVA
Two way ANOVA
GRRS, DOE, Process Capability,Relationship
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126/135
KAI ENCONSULTANTSQ Correlation & Regression AnalysisCorrelation & Regression Analysis
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X2X2
X4X4
YYX3X3X1X1
Y = f(XY = f(X11, X, X22, X, X33,),)
KAI ENCONSULTANTSQ
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128/135
KAI ENCONSULTANTSQ
ResponseResponse
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ResponseResponse
SurfaceSurfaceMethodologyMethodology
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KAI ENCONSULTANTSQ Cumulative sum graphCumulative sum graph
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0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Sample No.
CUSUM
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KAI ENCONSULTANTSQ
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KAI ENCONSULTANTSQ
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135/135
ThanksThanks