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