ASQ Six Sigma Executive Overview 110

1、1 tlc, sseo 1.5 22002 2 tlc, sseo 1.5 22002 audience presentation is designed for those executives and managers who are considering implementing six sigma and want to understand its core concepts and benefits. provides an overview and orientation of six sigma methodologies and organizational require

2、ments. the executive overview is presented prior to six sigma implementation, champion and black belt training. 382 stanwick street brentwood, ca 94513 1-925-285-1847 drlittledr- www.dr- 3 tlc, sseo 1.5 22002 objectives as a result of attending this course the participant will be able to: describe t

3、he six sigma breakthrough strategy understand the champions role in the six sigma initiative relate the roles and responsibilities of the champion, black belt, green belt and team members identify projects with high probability for success understand the dmaic methodology and how it applies to impro

4、vement projects establish and utilize dashboard metrics assist in project management and project goal completion 4 tlc, sseo 1.5 22002 presentation outline section isix sigma introduction section iimanagement and organizational infrastructure for six sigma section iiidmaic breakthrough methodology s

5、ection ivimplementation strategy 5 tlc, sseo 1.5 22002 section i section i six sigma introduction what is six sigma? three elements of six sigma dmaic roadmap expected benefits of six sigma corporate results of six sigma 6 tlc, sseo 1.5 22002 -6s -5s -4s -3 s -2s -1s 0 +1s +2s +3s +4s +5s +6s 6s to

6、lsl6s to usl cp=2 cpk=1.5 cp=2 cpk=1.5 cp=cpk = 2 1.5s lsl 12.5%12.5% 75% 3.4 dpmo 3.4 dpmo usl technical definition of six sigma technical definition (motorola) evolution to: a management driven, scientific methodology for product and process improvement which creates breakthroughs in financial per

7、formance and customer satisfaction 7 tlc, sseo 1.5 22002 what is six-sigma? management mandated and directed improvement program focused on breakthroughs in financial performance and customer satisfaction uses champions, black belts and green belts to facilitate change focused on core business and c

8、ustomer needs a systematic method for process and product improvement a greek symbol for measuring performance variation a metric for evaluating performance quality a standard of excellence (3.4 defects per million opportunities) 8 tlc, sseo 1.5 22002 customer satisfaction + efficient systems = impr

9、oved profitability two types of projects to improve financial performance: increase revenue “grow the business” improve customer satisfaction, sales, capacity and market position decrease the cost of goods sold reduce variation and defects improve yields understand root cause of issues and eliminate

10、 the source of problems automate process “workflow” improve process performance and reduce waste using lean principles 9 tlc, sseo 1.5 22002 center process reduce spread off-targettoo much variation centered on-target the objective is to understand customer requirements and reduce process variation

11、and defects reduce process variation however, outside the control of the company, individual or team dmaic methodology analyze 75 tlc, sseo 1.5 22002 root cause(s) validation and summary list all probable root cause(s) rank them in terms of effect size determine the additional tests and or manipulat

12、ion you plan to use to validate the factors (x) which have the greatest effect on the response (y) identify potential methods for controlling the factors which create the problem when validation is complete summarize all selected root cause(s) and their effect size dmaic methodology analyze 76 tlc,

13、sseo 1.5 22002 root cause analysis example root cause(s) analysis summary analysis methodcompletedinvestigation%validation validation process reviewpotential factorreview datewho? methodresulteffectmethoddate priority 1residual material in bulk fill15-martienreview use logs for pkrc100% test for res

14、idual material28-mar process map priority 3wrong materials9-martienreview inventory use for pknc0% visual analysis priority 4improper use of sop12-markrisreview sop use on the linenc0% cause and effect (event) analysis priority 2invalid assay12-marannaverify test procedurenc0% nc - non contributorid

15、x - data not available% unexplained 0% pc - partial contributorrc - root cause id - insufficient datarcx - root cause not controllable dmaic methodology analyze 77 tlc, sseo 1.5 22002 six sigma dmaic improve improve activities develop solution alternatives assess risks and benefits of solution alter

16、natives validate solution using a pilot implement solution determine solution effectiveness using data improve quality tools design of experiments brainstorming fmea risk assessment dmaic methodology improve 78 tlc, sseo 1.5 22002 improve flow based on rca brainstorm potential solutions, costs, risk

17、s and benefits implement changes and determine improved process capability. examine opportunities for standardization and translation design experiments where appropriate review and approve solutions with management test and validate solutions reach goals? y n dmaic methodology improve 79 tlc, sseo

18、1.5 22002 use general brainstorming techniques to generate process and design change ideas which will eliminate the root cause of the problem. separate ideas into short term and long term. long term with take 3 months or more to implement, short term is less than 3 months. use voting and management

19、involvement to generate consensus on direction of approach a single solution is not required at this point in the improvement process. 2 - 3 short term solutions should be selected and ranked. 1 to 2 long term solutions should also be selected for evaluation and experimentation. brainstorm potential

20、 solutions dmaic methodology improve 80 tlc, sseo 1.5 22002 consider solutions that remove process waste seven muda: 1.over production ahead of demand 2.waiting for the next process step or information 3.transporting materials unnecessarily 4.over processing 5.inventory that is more than bare minimu

21、m 6.motion by employees that is unnecessarily 7.producing non-conforming parts for each area of waste, examine each process step to determine if waste occurs in the operation and how to remove the waste from the production system dmaic methodology improve 81 tlc, sseo 1.5 22002 solutions centered on

22、 lean methods production control material flow machine management workplace management process management reduce inventories and production costs while improving quality dmaic methodology improve 82 tlc, sseo 1.5 22002 consider solutions that automate the workflow database discrete transactions perf

23、ormance monitoring and improvement periodic management reports jmp for analysis workflow automation dmaic methodology improve 83 tlc, sseo 1.5 22002 doe to characterize, improve the process or product and get ready to control dmaic methodology improve design experiments which improve the robustness

24、of the process. improve process parameter design, tolerance design and reduce the source of defects. once experiments are complete critical process parameter sensitivities can be modeled and determined how to be targeted and controlled. 84 tlc, sseo 1.5 22002 assure solution costs and timelines are

25、acceptable to management determine the complexity of each solution in terms of time and ease of completion identify potential impact (change to the baseline) of each solution. explain how each solution will address the root cause and impact real change in performance. financial benefit = benefit of

26、solution cost to implement assess the risks associated with each solution and the likelihood of occurrence determine need to involve/notify customer concerning any product or process changes make sure that proper validation occurs associated with the solution prior to across the board implementation

27、 evaluate cost, complexity, impact, benefit and risk for each solution dmaic methodology improve 85 tlc, sseo 1.5 22002 solution evaluation form solution evaluation form list root cause(s)list solutions% effectestimated costcomplexityestimated benefitrisk*priorityvalidation? root cause 1solutions 1

28、% ofcosttime orsavingshighorderneed effectof effort todue to mediumof potentialto solution solutionimplementsolutionor solutionverify will haveimplementationshort term?or lowimplmentationeffectiveness on thelong term?improvement1st, 2nd, 3rdof solution root causein customer satisfaction root cause 2

29、 * use risk assessment form evaluate solution alternatives to assure the best solution has been selected dmaic methodology improve 86 tlc, sseo 1.5 22002 evaluating risk risk assessment form list the solution orfailure modeseverityprobabilityscoreactionownerdue major elements of (what can go wrong)(

30、1-10)(10 is(high scoresplandate your solutionlist each failure mode10 is worstvery probable)need attention) 1. new softwarea) software does not link 10660need to test database linkfred15-feb correctly to databaseearly during implementation james b) software is not available on6742 timeneed to review

31、 progress bill25-feb c) software needs revisions3927during weekly meetingwatson prior to deployment 2. solutiona) b) c) 3. solutiona) b) evaluate failure modes and probability to minimize any negative effects of changes to the product or process dmaic methodology improve 87 tlc, sseo 1.5 22002 invol

32、ve the champion, discuss with management once the team has completed their work it is now time to review solutions with management. allow the team to benefit from a fresh perspective and add managements insight and experience to the priorities. this step improves the alignment of management to the t

33、eams efforts dmaic methodology improve 88 tlc, sseo 1.5 22002 evaluate improvements in series implement one solution at a time. allow for sufficient time to determine effect, then move to next solution. (miss, no change) (hit, improvement) installed new process equipment dpu retrained the workforce

34、on the process dmaic methodology improve 89 tlc, sseo 1.5 22002 six sigma dmaic road map control activities determine needed controls (measurement, design, etc.) implement and validate controls develop transfer plan realize benefits of implementing solution close project and communicate results cont

35、rol quality tools statistical process control out of control action plan (ocap) design changes to eliminate the defect dmaic methodology control 90 tlc, sseo 1.5 22002 “control” flow based on solution, brainstorm appropriate controls to sustain the gains realize savings and determine final financial

36、 benefits and roi determine long term owner and close the project select spc controls where appropriate review and approve control plan with management implement and validate controls 91 tlc, sseo 1.5 22002 0 5 10 15 20 25 1 9 17 25 33 41 49 57 65 73 81 89 97 105 113 121 process improvement process

37、improvement process improvement no controls benefits of control phase improvement time dmaic methodology control 92 tlc, sseo 1.5 22002 process controls types of controls measurement based controltest & inspection management dashboards & reviewtest (error prone) statistical process controlinspection

38、 (poor effectiveness and costly) documentation periodic checks process flow diagramsscheduled maintenance product drawings, schematicsscheduled calibration process management planstraining and operator certification written proceduresaudits trainingperiodic management reviews designincentives design

39、 out product problemsmeasures which are associated with a bonus mistake proofingmeasures which are associated with a penalty robust design concepts dmaic methodology control 93 tlc, sseo 1.5 22002 elements of a control system sensor (measurement technology & control chart) allows the system to monit

40、or the current process performance alarm (control limits and trend rules) establish limit(s) and run rules which require attention control logic (ocap) a predefined set of actions to follow that are alarm specific validate (next sample) assure the action was effective add alarms where needed and ass

41、ure we do not ignore valid alarms. spc methods should be used to establish alarms. dmaic methodology control 94 tlc, sseo 1.5 22002 define sustaining requirements now that the solution is known and you are ready to finish the project. determine the activities that need to continue after the team is

42、dissolved define who is doing them now who should be the long term owner? determine who needs to do them in a sustaining long term mode define the set of tasks or systems that must be installed prior to completing the project and backing out of the work what else will be needed to make the solution

43、effective and sustainable? from the above issues, develop a transfer plan what vacuum will be created when you leave? dmaic methodology control 95 tlc, sseo 1.5 22002 realize the benefits of improvement how did you justify the cost savings for the project? what changes will have to occur to create t

44、he savings? based on the impact of the benefits of the solution have you made changes to the process to realize the benefits? possible actions: re-deploy personnel reorganize the floor reduce inventory levels in planning system eliminate inspection or test operations modify vendor/customer contracts

45、 other cost saving changes to the operation dmaic methodology control 96 tlc, sseo 1.5 22002 close the project or improvement team the goals have been met and the team has been successful the solutions have all been implemented and demonstrated to be effective assure all documentation is complete de

46、termine what standardization opportunities are available make sure the accomplishments of the individual or team are appropriately recognized personally and publicly measure and communicate results of the project (benefits and savings) celebrate! we did it! dmaic methodology control 97 tlc, sseo 1.5

47、 22002 section iv section ivimplementation strategy 98 tlc, sseo 1.5 22002 how do we do it? define goal alignment roles and responsibilities develop assemble materials identify people select software select training/consulting resources deploy executive overview champion training / black belt & proj

48、ect selection black belt training / project execution management review of progress realize results 6s 99 tlc, sseo 1.5 22002 typical six sigma implementation timeline start 1st wave march-august, 2002 1st month six sigma executive overview training day champion selection champion training 2 days se

49、lect software (jmp) and schedule the training resource (asq-svc) black belt selection and 1st wave six sigma projects 2nd month 100% commitment of black belts to process improvement begin black belt, green belt training 2 days define, 3 days measure, 3 days analyze, 3 days improve, 3 days control, s

50、cheduled every three-four weeks for 5 sessions begin management review of six sigma projects select master black belt (hire or contract) 6 + months realize savings from 1st wave, savings fund second wave etc. establish key metrics and dashboards if not present register in september for asq certified

51、 black belt 2nd wave september 2002 100 tlc, sseo 1.5 22002 expected cost/benefits of one wave of training 101 tlc, sseo 1.5 22002 implementation case study results from one wave of training as verified by the finance department 102 tlc, sseo 1.5 22002 asq-svc & tlc team up for training excellence s

52、ix sigma improvement programs for west coast industries the statistical discovery software tm workflow modeling and automation certified black belt exam date: october 19, 2002 registration: august 23, 2002 103 tlc, sseo 1.5 22002 jmp and ultimus software support jmp software for windows and macintos

53、h links statistics with graphics, helping you explore your data, make discoveries and gain knowledge for better decision-making. see why so may professional choose jmp as their quality-improvement tool of choice for six sigma and quality improvement. ultimus software allows for effective process mod

54、eling, analysis and automation. transactional modeling and full workflow automation tools are available using ultimus. all asq-svc participants receive software use for six months during their six sigma training 104 tlc, sseo 1.5 22002 public and on-site training champion training six sigma for cham

55、pions16 hrs. $975 mar/21-22/02 black belt training and asq national black belt certification bb six sigma “define”16 hrs. $975apr/4-5/02 bb six sigma “measure”24 hrs.$1475 may/1-3/02 bb six sigma “analyze”24 hrs.$1475jun/5-7/02 bb six sigma “improve”24 hrs.$1475jul/10-12/02 bb six sigma “control”24

56、hrs.$1475aug/7-9/02 green belt training gb six sigma “define” 8 hrs. $475apr/12/02 gb six sigma “measure” 8 hrs. $475may/10/02 gb six sigma “analyze” 8 hrs. $475jun/14/02 gb six sigma “improve” 8 hrs. $475jul/19/02 gb six sigma “control” 8 hrs. $475aug/16/02 low cost, high quality, local six sigma t

57、raining location harmonic, inc. 549 baltic way, sunnyvale, ca. 2nd wave begins in september 105 tlc, sseo 1.5 22002 six sigma for champions six sigma for champions dates: march 21-22, 2002 audience & prerequisites: executive officers, directors and managers who will define and manage six sigma proje

58、cts content: section i six sigma introduction section ii management infrastructure for six sigma, roles and responsibilities section iii managing the dmaic process section iv project selection and charter section v implementation issues, timelines and black belt, green belt selection section vimeasu

59、res of success location:harmonic, inc. 549 baltic way sunnyvale, ca bring your own laptop 106 tlc, sseo 1.5 22002 black belt six sigma “define” black belt six sigma “define” dates: april 4-5, 2002 audience & prerequisites: those individuals who will work on breakthrough projects as the primary focus

60、 of their work activities. all individuals are required to have a project to work on and an identified champion for the project. content: section i six sigma introduction section ii identify project, champion and owner section iii determine customer requirements and ctqs section iv define project st