Why Six Sigma?

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Why Si x Si gma i n your Lab?
Six Sigma at will:
Provide a competitive advantage
Create a continuous improvement mindset
Improve customer satisfaction
Improve employee satisfaction and development
Six Sigma focuses all functions within a process.
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What i s Si x Si gma as a Pr ogr am?
In some organizations its another Management Program
Some Companies are now Eating & Sleeping Six Sigma.
There are various levels of training & titles
Black Belts
Green Belts
Money Belts
Stakeholders Parties
Some Companies have full time Black Belts.
This Presentation will focus on the content of Six Sigma
green belt training not on the program.
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What i s Si x Si gma as a st at i st i c al
measur e?
Every outcome/measurement has some variability
The measure of that variability is called
Every process/procedure has an expected outcome called a mean
To increase a process performance, you have to decrease variation.
Reducing variability and defects is good and is the essence of Six Sigma
Customers dont experience averages they experience the variation
Too early
Too late

11
LSL LSL USL USL
MEAN MEAN
Defects
Reduce
variation
Delivery Time
Spread of variation
too wide compared
to specifications

11
LSL LSL USL USL
MEAN MEAN
Spread of variation
narrow compared to
specifications
Delivery Time
Defects
Too early
Too late
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How Good i s Si x Si gma
Per f or manc e?
Sigma
1
2
3
4
5
6
DPMO
680,000
298,000
67,000
6,000
400
3.4
Measures how good or bad a process is doing. Think of all
the errors that may go into a bad assay result.
Requirement
1
2
3
4
5
6
Defect!
OK!
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I s 99% Good Enough?
One hour without electricity every
34 years
No electricity for almost seven
hours each month
Unsafe water for less then one
hour every 16 years
Toxic drinking water for 4.6 hours
each month
One short or long landing every
five years
Two unsafe landings at most
airports each day
1.7 incorrect operations per week 5,000 incorrect surgical operations
per week
6 Sigma (99.99966% Good) 3.8 Sigma (99% Good)
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DMAI C Road Map Pr oc ess
I mpr ovement
Not just an assortment of
tools, but what to do at each
step of the improvement
process.
Not just an assortment of
tools, but what to do at each
step of the improvement
process.
Process Analysis
F-test / t-test
Regression
ANOVA
DOE
Analyze
Charter
VOC/CTQ
SIPOC
CE Matrix
Define
Data Collection Plan
Gage R&R
Control Chart
Capability Analysis
Measure
Select Solutions
Risk Analysis
Piloting
Planning
Improvement
QC Chart
Documentation
Monitoring
Control
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DMAIC Overview
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Over vi ew of t he DMAI C Met hod
IMPROVE
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St ep 1: DEFI NE
Goal
Define the projects purpose
and scope and get background
on the process and customer
Output
A clear statement of the
intended improvement
and how it is to be
measured
A SIPOC map and high
level process view
A list of CTQ outputs that
are important to the
customer
IMPROVE
P
r
o
j
e
c
t
C
h
a
r
t
e
r
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St ep 2: MEASURE
Goal
Focus the improvement
effort by gathering
information on the
current situation
Output
Baseline data on current
process performance
Determine if
measurement system is
valid
Data that pinpoints
problem location or
occurrence
Determine process sigma
or process capability
IMPROVE
D
a
ta

C
o
lle
c
tio
n
P
la
n
C
a
p
a
b
i
l
i
t
y
Sampling
P
a
t
t
e
r
n
s
M
S
A
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St ep 3: ANALYZE
Goal
Identify deep causes
and confirm them with
data
Output
A focused problem
statement
A theory that is based
on analysis results
A theory that is tested
and confirmed
D
O
E
D
a
t
a

A
n
a
l
y
s
i
s
IMPROVE
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St ep 4: I MPROVE
Goal
Develop, try out,
and implement
solutions that
address root
causes
Output
Planned, assessed, &
tested factors that
should eliminate or
reduce the impact of the
identified root causes
once implemented.
S
o
l
u
t
i
o
n
s
F
M
E
A
Pilot
I
m
p
l
e
m
e
n
- t
a
t
i
o
n
IMPROVE
INSTRUCTORS NOTES:
Discuss each item of
Improve and the outputs.
INSTRUCTORS NOTES:
Discuss each item of
Improve and the outputs.
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St ep 5: CONTROL
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 including opportunities
for replication
Output
Before and After analysis
Completed documentation of results, lessons
learned, and recommendations as a result of
monitoring
Work Procedures, Standards, & Instructions
C
o
n
tr
o
l
S
t
a
n
d
a
r
d
i
z
e
D
o
c
u
m
e
n
t
M
o
n
i
t
o
r
E
v
a
l
u
a
t
e
C
l
o
s
u
r
e
IMPROVE
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DMAI C Pat hw ay
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