6 Sigma
define phase
-finalize project charter -VOC voice of customer analysis -determine KPOVs -link KPOVs to CTQs -perform initial financial estimates
Champion Phase Goal
team and sponsors reach agreement on the scope, goals, as well as financial and performance targets for the project outcomes: -significant areas of opportunity identified and ranked with respect to strategic objectives -project selected that is most strongly connected to the department/organization strategic objectives -problem statement, goals, and scope are defined -team members are identified and the project tea, launched
Value stream mapping
technique used to analyze the flow of work, materials, and information currently required to bring a product or service to a cutomer begin with SIPOC. Process Map, Swimlane diagram etc and then add material flow add process and lead time including delays, queue time, processing, setup time, etc.
process observations worksheet
used for quantitative data collect data during process observations to collect times and durations for individual process steps
7 new management tools
used to help define problem before collecting data -affinity diagram 0interrelationship diagram -tree diagram -matrix diagram -process decision prgram chart -gantt chart
why are results on graph different in each round?
variation
why were group results different for the same letters?
variation-study to be able to apply to all groups
voc
voice of customer
vop
voice of process
who define quality goals
whoever is paying or reviving care -for healthcare, whoever is providing care
checksheets
worksheet used to collect qualitative process output data such as compliance and adherence data standardizing forms ensure that data is collected in a reliable and reputable way
Demings 12 obstacles to success
4. Obsolete schools, particularly business schools, where graduates have not been taught how to successfully run bushiness 6. Reliance on inspection to produce quality 7. Reliance on the "quality control department" to take care of all quality problems 8. Blaming the workforce for problems 10. The fallacy of zero defects- companies fail even though they produce products and services without defects. Meeting the specs isn't the complete story in any business.
Juran's 10 Steps to Quality Improvement
4. Provide Training 7. Give Recognition 8. Communicate results 9 Keep scores of improvement achieved
VSM data box terms
C/T- cycle time P/T- process time C/O- changeover time Uptime %- percentage of time the workstation is in operation Batch size- number of units in the batch to process I-icon- is inventory between activities WIP inside indents- based on C?T and P?T on top of hump- calculated value based on days of inventory on hand
CTQ
Critical to Quality
2. Measure OUTPUT
Data that pinpoint problem location or occurence, based on current process sigma, focus on problem statement
DPMO
Defects per million opportunities
DPU
Defects per unit
DMAIC Model
Define, Measure, Analyse, Improve, Control
What are the five phases of Six Sigma?
Define, Measure, Analyze, Improve, Control
Benefit of adopting the Six Sigma Methodology
Enhance ability to provide value to customer, understanding of key business process, reduction of waste, improved profit performance
Executive
Est. strategic focus ensure 6 sigma within the context of the organization culture and vision
Control
Evaluate and monitor improvement, establish standard procedures
What are the two pronged approach?
Fix the existing problems and design six sigma into process, products and service.
4. Improve OUTPUT
Identification of planned tested action that should eliminate or reduce the impact of the identified root causes
Analyze
Identify potential root cause of the problem, validate the cause and effect relationship, identify the vital few root cause.
Juran
Juran's 3 Basic Steps to Progress Juran's Trilogy Juran's 10 Steps to Quality Improvement -The Pareto Principle
KPIV
Key process input variable
KPOV
Key process output variable
Lean Six Sigma
Lean Enterprise and Six Sigma- elimination of waste and reduction in variability
from graph of average number of letters used by a team, can collect information...
could find global average, find max and min for teams, know that it is artificial variation because after studying groups-will see that certain groups have strategies that can be used and implemented in all groups
CTC
critical to cost metrics
CTQ
critical to quality- metrics or requirements of what the customer needs
CTS
critical to schedule metrics -process times, cycle time, process efficiency, equipment effectiveness
key process customers
customers are important to their project success not adequately represented within team membership
Motorola definition of quality
defect-free performance in all products and services provided to the customer
examples of bad manufacturing quality
defective parts and/or assemblies -out of tolerance (not within spec limits) -missing components -contamination
1. Define GOALS
define the project purpose and scope and get background on the process and customer
general definition of quality
degree to which product or service conforms to customers/user's requirements
VOC analysis
determine customer requirements for the process and determine whether these requirements are being met by the current processes -determine the potential opportunities for improvement -highlight barriers
what is 3 sigma 99.73% quality
of all lost mail, 20.000 are lost per hour
6 sigma
less cost of failure (better quality= cheaper)
project deliverables
longer term end results -what are end results - what will you provide the process owner when the project team disbands
Reliability
measure as mean time to failure
quality
measured as process variability and defect rates -meeting standards and expectations (fitness of us) -inversely proportional to variability
DMADV
methodology applied to new processes to ensure they achieve 6 sigma quality -Define, measure, analyze, design, verify also referred to as design for Six Sigma (DFSS)
Project Selection Matrix
narrow down project ideas -develop ranking criteria based on important aspects of project area ( likelihood of success, customer satisfaction, completion time) -values for each criteria should be inspected for clarity and overall importance
bad quality
not what the customer wanted or expected, focus on who all the customers are (external and internal)
business case
summary of project benefits and costs (justification for the project) - what are consequences of not doing the project (cost of poor quality- COPQ)
SIPOC definitions
suppliers- where does the information and or materials originate inputs- what do your suppliers give to you process- what steps do you take to add value to the inputs outputs-what products or service is produced customer-who are the customers or markets
SIPOC
suppliers-inputs-process-outputs-customers
Prevention QC requires
-past data -management support - need a strategy (QC) -culture people will buy into -training for production, engineering, and mgt -in-line measurement (real time) -continual improvement
why do quality improvement efforts fail?
-people are set in their ways -a change in one area of a company can greatly change another area -misdiagnosis -management committment and delegation -training -ineffective teams -poor deployment
define phase ground rules
-quality of quantity, build on other's ideas, dont criticize ideas - attendance, participation, interruptions, preparation, timeliness, conflict
key characteristics of total quality
-strategy based -customer focused -scientific/systematic approach to decision making and problem solving -continuous improvment -employee involvement and empowerment
natural variation
- Any variation that cannot be assigned a special cause - Chance cause, non‐assignable cause, noise, natural pattern, etc.
Overall Six Sigma methodology requires:
1. Deployment Leader (Initiative leader) 2. Champion (Initiative leader) 3. Master Black Belt (Initiative leader) 4. Black Belt 5. Green Belt 6. Yellow Belt 7. Everyone else all are project leaders
Demings 12 obligations of Top Mgt
3. Cease dependence on inspection o achieve quality (build quality into the product in the first place) 6. Institute training on the job 8. Drive out fear (everyone works effectively) 13. Institute a vigorous program of education and self-improvement 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job
Crosby
4 Absolutes of Quality Management: -Quality means conformance to requirements -Quality comes from prevention -Quality performance standard is zero defects -quality measurement is the price of non-conformance
output variables
- Occur as a result of the process under investigation -these are measurable and put in units Wait time for service • Billing errors • # of parts produced
input variables
- Resources and/or conditions from within the process usedto generate the output -these are also measurable and put in clear terms - Staffing levels • Service volume • Types of orders, variety • Equipment/personnel available
artificial variation
- Variation resulting from system issues within processes - Has assignable causes, signals, unnatural patterns, etc.
Ishikawa Diagram (Fishbone Diagram)
-An Ishikawa Diagram can be used to map the process input variables (PIVs) that affect each KPOV -• A type of Tree Diagram and another brainstorming tool -PIVs can be reduced with multi‐voting
Old view of Quality control
-Check up on control production. -remove and rework defective products through inspection -cost of quality, optimal inspection and rejection
lean 6 sigma measure phase process
-CurrentStateProcessMapping -Identify Potential KPIVs -DataCollection -KPOVGraphing
Demings 7 Deadly Diseases
2. Emphasis on short term profits: short term thinking 3. Evaluation of performance, merit, or annual review 4. Mobility of management; job happening 7. Excessive costs of liability
Quality Management
-It's all about PERFECTION, or as close as we can get.. -99.9% Quality is not good
lean 6 sigma measure phase tools
-Process Maps - CTQ Tree, Ishikawa Diagrams - Data Collection Plan - Measurement Systems Analysis - Basic Statistics - Basic Graphing Techniques
ISO 50001
-energy management -supports organizations to use energy more efficiently through development of an energy management system
Juran's 3 steps to progress
-establish an extensive training program - establish commitment and leadership on the part of higher management -achieve structured improvements on a continual basis combined with dedication and a sense of urgency
ISO 9000 series
-family of quality management systems standards based on 8 principles -customer focus -leadership -involvement of people -process approach to management -continuous improvment -factual approach to decision making (data driven) -mutually beneficial supplier relationship
What is the state of modern manufacturing?
1. Real time feedback: proactive vs. reactive -more data available faster - high definition metro-logy is the enabling technology 2. Additive manufacturing -3D printing for example 3. Personalization vs customization
Juran's Pareto Principle
80/20 rule 80% of effects come from 20% of the causes 80% of the troubles will come from 20% of the problems
Deming on QC problems
85% are system problems and can be controlled by management 15% are worker controllable
What does 6 sigma mean?
99.99% of values are within the specifications- within 6sigma distribution of USL and LSL
1. Define OUTPUT
A clear statement of intended improvement and how its measure, high level map of process, what is important to the customer
- KPOV: ER blood sample collection time - Stratification factors (KPIVs) for the KPOV:
Age of patient • Patient severity of condition • Experience level of personnel • Time of day
Special Cause Variation
AKA assignable cause variation can be identified and eliminated through the effective use of statistical process control (SPC)
why do companies seek out ISO 9001 certification
Accountability - some companies only work with others who have certification
APQP
Advance Product Quality Planning
5. Control Output
Before & after analysis, monitoring system, completed documentation of results
Who created Six Sigma?
Bill Smith, Reliability Engineer and Motorola Corporation
step. Link KPOVs to CTQs-tool>
CTQ tree
potential KPIVS tool
CTQ tree/ Ishikawa Diagram
DFSS
Design for Six Sigma
Deming
Developed Deming Cycle (PDCA) -14 obligations of Top Management -7 Deadly Diseases -12 obstacles to success
2. Measure GOALS
Focus the improvement effort by gathering info
Measure
Gather information about the current process, refine the problem statement and goals.
Define
Identifying the problem, define the requirement, est. the goals to be achieved.
Improve
Implement solution to address root cause of problem, test solutions, measure results
Six Sigma roles are divided into two segments
Initiative and Project Leadership
Criticism
Need aggressive performance tracking and acct. for result, ee need to be willing to use stat. tools, pay more attention to steps rather than results. Six sigma is over sold, cost of infrastructure, cost of training belt, pacemaker needs higher standards.
Quality Control Method
No control- inspection occurs at the customer, corrective action occurs as replace or refund, and waste is most as materials Detection-inspection occurs after manufacturing in inspection stage, corrective action happens as repair/scrap, and their is time and labor waste Prevention- inspection occurs before/during manufacturing, corrective action occurs as a shut down/ go to the toolbelt, and waste occurs some of the time as down time.
TQM "players"
Philip Crosby Dr. Deming Dr. Juran
Deming Cycle (PDCA)
Plan (what resources, criteria, limits?), Do (Do, observe, and collect data), Check (Did things happen to plan?), Act ( How to improve next time)
Juran's Trilogy
Quality planning (establish goals, identify who the customers are, determine needs), Quality Control ( evaluate actual performance, compare performance with quality goals, act on difference), Quality Improvement (prove the need, establish the infrastructure, establish project teams, establish controls to hold the gains)
step. initial financial estimates-tools>
ROI tools
What is the goal of Six Sigma?
Reach 3.4 defects per million opportunities over the long term. Seeks to reduce the variability present in process.
Six Sigma definition
Reducing (not eliminating) variation to provide virtually defect free performance to improve quality of products and services
step. voice of customer or determine KPOVs-tools>
SIPOC and VOC analysis
Goal statment
SMART- Specific, Measurable, attainable, relevant, timely
LABELS
SPC- Statistical process control TQM- Total Quality Management CQE- Certified Quality Engineer JIT- Just-in-time
VOC interview form
SWOT spreadsheet (strengths, weaknesses, opportunities, and threats)
This process is data driven and profit focused
Six sigma
if just doing six sigma and not lean, what would be different?
Six sigma-trying to only look at data you can measure that will impact parameters -only focus on KPIVS that impact KPOVS that impact variation of a product or service in question. with lean, we will also be concerned with eliminating waste, some KPIVS will need to be measured that have no impact on KPOVS
Process owners
The individual responsible for the process and what it produces
What do Six Sigma projects seek out?
They seek out sources of waste (overtime, warranty claims, production backlogs, customers issues)
how do you know you are ready for the next step?
Toll gates
5. Control GOALS
Use data to evaluate both eh solution and the plan, validate all changes, maintain the gains by standardizing process, on-going improvement
Champion
Translate the company's vision, mission, goal and metrics make resources available and remove road blocks resolves cross functional issue
Eight Essential tools of Six Sigma Methodology
Used within DMAIC process - process maps -cause and effect diagrams -failure modes and effects analysis -measurement system analysis -process capability studies - multi variate studies -Design of experiments -process control plans
DMAIC is
a data driven strategy and methodology used to improve processes (reduce variation) - this implies you must have data, whether or not it is collected correctly, you need real facts
3. Analyze OUTPUT
a theory that has been tested and confirm
spaghetti diagram
also known as transportation or workforce diagram, used to visually represent the physical flow of work for a process understand "zones" - how often people go to a location are people carying stuff, interferences some areas getting congested, dwell time
types of measurement
attribute inspection, variable measurement, defect inspection
In order to successfully adopt 6 sigma an organization must
be visible mgmt commitment, visible mgmt involvement, clear definition of customer requirement, understand of key business process, sound measure of performance, discipline, rewards.
CTQ Tree
brainstorming method, diagram used to link customer CTQ to the KPOVS and KPIVS
two types of variation
common cause and special cause
Philip Crosby Quality definition
conformance to standards and specifications
SIPOC
helps with VOC and determining KPIVS and KPOVS -is a brainstorming tool, high level macro diagram used to identify suppliers and customers for a process - typically created with Define phase
project scope
determine the boundaries
4. Improve GOALS
develop, pilot and implement solutions that address root causes
Project Charter
developed by champion team -reviews and finalizes project charter -presented during Champion tollgate project charter is project team's contract with champion group with direction and outcomes -is a living document and may be revised later has: project objectives., deliverables, schedule, cost/benefit analysis, project stakeholder analysis
sigma-
deviation (square root of variation)
CTQ for customers that say dimensions of rod are too big
dimensions of rods are within spec limits
Lean enterprise focuses on
eliminating waste (non value adding activities) -value adding is what the customer will pay for
Green Belt
engine of projects -part time six sigma project leaders - scoping projects, leading project teams deliverables are- project evaluation, team and project structuring, project results, share best practices
RESULTS
enhancing profitability through improved quality and efficiency
cost benefit analysis
estimated return on investment
Total Quality (TQ)
every part , job, or service meets or exceeds customer requirements - no exceptions
Does ISO certification and Lean Six Sigma conflict
extra time waste in ensuring certification - most of the time it supports one another main difference is scope and some details on methodologies for designing a process
swimlane diagrams
flow chart that emphasizes the "who" and "what does what" aspect of process - very useful when trying to study handoffs between people and work groups
project schedule
gantt chart
what can we get from a spaghetti diagram
general flow of workers/parts redundancies of work flow areas for improvement dwell times on certain paths times waiting in place
affinity diagram
generate project ideas -used to collect and organize input -post it notes are used rather than discussion to gather equal input -can also be used when trying to sort through solution ideas -less invasive -non-threatening environment - use voting to rank groups of common themed ideas
Define phase tools
ground rules worksheet, SIPOC, VOC analysis, CTQ tree, ROI tools
Spec limits
have to do with VOC or voice of customers
control limits
have to do with VOP or voice of process
3. Analyze GOALS
identify deep root causes and confirm them with data
Champion Phase steps
identify opportunities ( affinity diagram) select project (project selection matrix) complete project charter (project charter) launch project team (stakeholder analysis)
DMAIC is used for
improving existing processes
Project charter review
input from subject matter experts (SMEs) and front line staff is essential
ISO
international organization for standardization -does not issue certificates -develops standards
launch project team
participate on the lean six sigma team through implementation - have team members, business case, problem statement, goal statement, project scope, objectives, deliverables, schedule, cost/benefit analysis, and project stakeholder analysis
examples of bad healthcare quality
poor outcomes due to failures -incorrect or inappropriate procedure -incorrectly performed procedure -wrong medication or wrong dose
Deming definition of Quality
predictable degrees of uniformity and dependability at a low cost and suited for the market
current state process map tool
process mapping
step. finalize project charter- tool>
project charter drafter during champion phase
How is TQ achieved?
quality concepts must be applied to every part of the organization: -products -services -people -processes -environments Should include continuous process improvement (lean thinking) -things change and nothing is perfect
Common Cause Variation
random variation present in all process (white noise)
complaints are an example of
reactive data
two types of VOC data
reactive- arrives whether or not its collected (complaints by customers) easily attainable but offten negative proactive- requires collection by personnel (data such as delivery times) can be collected to provide both pros and cons, but more difficult to attain key
ISO 9001
standard within ISO 9000 -defines the requirements of having a Quality Mgt System - section 4: quality management system -section 8-measure, analysis and improvement
Current state process maps
the people in the process should build the map, they use it and understand what happens, it should reflect not an idealized state but what actually happens
round 4 was hardest and had on average the most letters left over
this is because Q was in the mix, since this was a random selection of letters, this is natural variation
What about smaller size companies?
this methodology is scaleable.
measure phase goals
thoroughly understand the current state of process, collect reliable data on process speed, quality, costs, etc. to expose underlying causes of process variation.
Process Flow Maps
understanding the system, identifying the problem m areas, barriers and or obstacles that can be targeted for improvement.
does quality need goals?
yes! needs limits to fall between or be reached -spec limits for manufacturing -healthcare provider needs turnover rate of patients or % of proper care or mortality rate
KPOV graphs
• Pareto Graphs • Run Charts • Histograms