Introduction to Lean Six Sigma - ADDVALUE - Nilesh Arora

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Six Sigma (6s)
by
Best Performing Consulting Organization
Adding Value In Totality !!
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History of Six Sigma (6s)

• In 1986 Bill smith, Seniors Engineer and
  scientist introduces concept of Six Sigma
• Bill smith Known as Father of Six Sigma
• In 1995, Jack Welch introduced Six Sigma at GE

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Whats in a name?

• Sigma is the Greek letter representing the
  standard deviation of a population of data.
• Sigma is a measureof variation
• (the data spread)

s
µ
4
What is Six Sigma ? A metric?
What is Six Sigma? A managemen
t system?
A philosophy?
A methodology?
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What is Lean Six Sigma?
What is Lean ?

• Goal Eliminate waste and increase process
  speed
• Method
• Genchi Genbutsu Go and See the workplace (Gemba)
• Kaizen (Change for better) workshops

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What is Lean Six Sigma ?
What is Six Sigma ?

• Goal Reduce variation to improve performance on
  CTQs
• (Variation means system does not produce same
  result each time)
• Method DMAIC, DMADV,DFSS approach

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Normal Distribution Curve
Lower Spec
Upper Spec
?
?

µ
-
- 1s
1s
68.26
- 2s
2s
95.44 99.73 99.9937 99.99943
3s
- 3s
4s
- 4s
5s
- 5s
6s
- 6s
99.999998
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Sigma Good Bad DPMO
1 30.9 69.1 691,462
2 69.1 30.9 308,538
3 93.3 6.7 66,807
4 99.38 0.62 6,210
5 99.977 0.023 233
6 99.9997 0.00034 3.4
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What is Six Sigma performance? Your process
is performing at sigma level of six if the
difference between mean and specification
limit is six times the standard deviation
USL Question - How many times of
standard deviation (s) is specification limit
to mean? Answer Same as sigma level for
the process (Z value)
LSL
Mean 1s
? times s
-6s
-5s -4s -3s -2s -1s
µ 1s
2s 3s 4s 5s 6s
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Data Driven Approach
f (X)
Y
To get results, should we focus our behavior on
the Y or X ?

X1 . . . XN Independent Input Cause Problem Contro
l Factor

Y Dependent Output Effect Symptom Monitor Response
Is it feasible to eliminate the inspection of Y,
if Xs are controlled well?
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How Six Sigma Process Follows?

• Identify customer issues which generally follows
  timely delay, high cost, defect etc
• Internalized as performance measures such as
• e.g. Cycle time, defect rate etc.
• Target performance levels are established and
  then company seek to perform around this targets
  with minimal variation

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THE DMAIC METHOD
1
5
CONTROL
DEFINE
4
2
IMPROVE
MEASURE
3
ANALYZE
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Projects Identification Method
Phase 1 Define
VOC ANALYSIS (Problem identification based on
customers voice)
List of problems/projects of organization on the
basis of Criticality, Out come , Time line
VOB ANALYSIS (Problem identification based on
Business problems)
Identification of CTQs
COPQ (Problem identification based on cost of
poor quality i.e. Process Defects )
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Phase 2 Measure

• Goal
• Focus the improvement effort by gathering
  information on the current situation
• Output
• Data that pinpoints problem location or
  occurrence
• Baseline data on current process sigma
• A more focused problem statement

1
5
DEFINE
CONTROL
Baseline Data
4
2
Sampling
IMPROVE
MEASURE
Gage RR
3
Patterns
ANALYZE
Capability
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DATA COLLECTION

• The system to collect information is already
  established.
• Find the data which supports the defined problem
• Find out the data stream wise/ product wise etc..
• Data type
• Attribute data or Discreet Value of countable
  quality characteristics
• Example - Number of Defects, Number of
  Defectives.
• Continuous data or Variable data Value of
  measurable quality characteristics
• Examples - Strength (kg/cm2), weight (kg)
  , length (cm), temperature ( C), time (sec)

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Phase 3 Analyze

• Goal
• Identify deep root causes and confirm them with
  data
• Output
• A theory that has been tested and confirmed

1
5
DEFINE
CONTROL
4
2
IMPROVE
MEASURE
3
ANALYZE
DoE
Process Analysis
Organize Causes
Multi-Vari
Regression
Hypothesis Testing
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Phase 4 Improve

• Goal
• Develop, pilot, and implement solutions that
  address root causes.
• Output
• Identification of planned, tested actions that
  should eliminate or reduce the impact of the
  identified root causes

1
5
CONTROL
DEFINE
Solutions
4
2
IMPROVE
MEASURE
FMEA
3
Pilot
ANALYZE
Implemen- tation
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Solutions

• Improvement team created with members of Quality,
  Production, Engineering and RD areas to propose
  and evaluate ideas.
• Brainstorming tool was used to gather ideas on
  how to solve the problems identified.
• Ideas were evaluated per following criteria
  feasible, high impact, easy, low cost, and quick.
  
• Following tables summarizes solutions agreed by
  consensus of the improvement team.

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Phase 5 Control
Control
Standardize

• Goal
• Use data to evaluate both the solutions and the
  plans
• Validate that all changes adhere to all operating
  company change control, and compliance
  requirements
• Maintain the gains by standardizing processes
• Outline next steps for on-going improvement
• Output
• Before-and-After analysis
• Monitoring system
• Completed documentation of results, learning, and
  recommendations

Document
Evaluate
Monitor
1
5
Closure
CONTROL
DEFINE
4
2
IMPROVE
MEASURE
3
ANALYZE
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Q.C STORY BOARD

• Q.C Story board is representation of all steps
  taken from identification to solution and
  reviewable of taken probable solutions
• Clear problem identification is the most imp part
  of Q.C Story Board
• Different dept people needs to be involved in a
  whole process to have fresh ideas

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PARETO ANALYSIS

• Known as 80-20 Rule
• Used for identification of Major problems
• To find out 20 problems which causes 80
  rejection

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PARETO ANALYSIS
Percentage
Code of defect
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FISHBONE DIAGRAM
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5 WHY ANALYSIS
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5 WHY ANALYSIS
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