Total Quality Management TQMB15-5

Session 03 Six Sigma (DMAIC) + 7 QC Tools

(Old and New)

Six Sigma DMAIC

(Define, Measure, Analyse, Improve
& Control)

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Strategic Alignment and Goal

Deployment

Business Case
Why the project? What happens if not done? How does
it fit with company vision?
May include Elevator Pitch/Speech
Problem Statement
What is wrong? When and where? Whom does it
impact? How big is impact?
Should not discuss Potential cause & Remedy
Goal Statement Should be SMART
Scope and Milestones
Roles and Responsibilities
ARMI Model/ RASIC Model
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Business Case Templates

Use the problem and the goal statement

Convert it into a statement of business value

(insert specific type of) performance for the (name specific

area) area isnt meeting (define goal, target, or other
measure). Overall, this is causing (name type of) problems
that are costing us as much as Rs. (list specific amount) per
(insert time frame).
The loss in (insert specific type of performance) as a result
of (name the problem) is Rs. (amount per unit, may be per
minute). Hence for (affected total number) the
management is losing Rs. (list total amount) per (insert
time frame, may be per day).
Dipankar Bose - XLRI

Better Problem Statements May

Include the Following

Detail of the place where problem occurs

Historical time frame
What was the target performance?
May be specification limits
What is current average and maximum or minimum value
May be control limits
Effects of the problem
Actual effects observed
May be in 2 paragraphs also
Mission Statement
Future Target Performance within given time
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Poor Problem Statement Examples

Our customers are angry with us and are late in paying

their bills.
Inventory levels are too high and must be reduced.
Having too few forklifts is making inventory levels too
high.
Human resources is taking too long to fill personnel
requests.
Our hospital has a problem with the number of insurance
claim forms submitted with errors to the insurance
company.

Dipankar Bose - XLRI

ARMI Model Stakeholder Analysis

Tool Template
Name
Anthony
Amar
Akbar
Toofan
Vijay
Joy
Shakal
Gabbar
Mogambo
Natwarlal
Rahul

Role
Global Operating Leader
Champion & Operating Leader
Master Black Belt
Black Belt
Project Lead
Training
Member
Member
Member
Technical
Trainee

D
I
A
A
R
M
R
M/R
M/R
M/R
M/R
M

M
I
A
A
R
M
R
M/R
M/R
M/R
M/R
M

A
I
A
A
R
M
R
M/R
M/R
M/R
M/R
M

I
I
A
A
R
M
R
M/R
M/R
M/R
M/R
M

C
I
A
A
R
M
R
M/R
M/R
M/R
M/R
M

Dipankar Bose - XLRI

RASIC Model Template from Internet

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SIPOC/COPIS Steps

Helps to identify the boundary of the project

Steps
First list all outputs and inputs
List the customers against outputs and list the suppliers
against inputs
Both suppliers and customers can be internal (also
utility) as well as external
List all the sub-processes that are used to convert input
to output
May include
Process owner/ Process purpose/ Classification of
supplier and customer/Requirements
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SIPOC/COPIS Example from Internet

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TQMB15-5 Assignment 2 (Define a

Problem)

Details of Assignment 2 (Define a Problem) Total 3

marks
Take the CTQ requirement presented in Assignment 1
Calculate approximate weekly loss due to the problem
or Opportunity loss due to not taking the opportunity
1 Marks
Prepare Business case, Problem/Opportunity statement,
Mission Statement, SIPOC chart of the process having
problem/opportunity
+ + + = 2 Marks
Submission Deadline On or before 20th September,
2016
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DMAIC Phase 2 Measure

Defect/ Symptom/ Theory/ Cause/ Remedy

Verify the project need

Measure time required/ Review scope
If required divide into several projects
Document the current process
Plan for data collection
To conform and analyze input and output variables
Place/ Frequency/ Stratification
Description of symptoms
May require Glossary
Quantification of symptom

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DMAIC Phase 2 Measure

Continued

Formulation of theories
Generation/ Arrangement/ Choice
Brainstorming/ Cause-and-effect diagram
Which theory?
Validate the measurement system
Not %, DPMO requires capability of measurement
system
Bias/ Repeatability/ Reproducibility/ Stability/
Linearity
Measure initial process capability
Must recognize short-term and long-term variations
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Measurement System Error

Observed Process Variation
Actual Process Variation
Long-term
Process Variation

Measurement Variation

Short-term
Part-to-part Variation due Variation due
Process Variation Variation
to gage
to operators

Bias

Stability

Linearity Repeatability

Reproducibility

Actual Process Variation = Part-to-part Variation

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DMAIC Phase 2 Measure Tools

Process mapping
Process FMEA Will be discussed later
Data collection planning
MSA Will be discussed later
Gage repeatability and reproducibility (GR&R)
Graphs and charts
Stratification
Process capability analysis Will be discussed later
Sigma calculation Will be discussed later
Pareto chart
Brainstorming
Cause-and-effect diagram
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DMAIC Phase 3 Analyze

Plan for data collection

Objective/ What/ How/ Reduce bias
Difference with Phase 2
Collect and analyze data
Management controllable/ Worker controllable
Test theories of management-controllable problems
Flow diagram/ Process capability analysis/ Product and
process dissection/ Stream to stream analysis/ Time to
time analysis/ Simultaneous dissection/ Defect
concentration analysis
Association searches Correlation/ Ranking
Management initiated conscious errors
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DMAIC Phase 3 Analyze

Continued

Test theories of worker-controllable problems

Inadvertent error/ Technique error/ Conscious errors
Communication error Omitted/ Inhibited/
Transmission

Test by collection of new data

Measurement at intermediate stages
Measurement followed uncontrolled operation
Measurement of additional properties
Study of work methods

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DMAIC Phase 3 Analyze Tools

Will be discussed later (Minitab/R)

Data collection planning

Power and sample size
Confidence intervals
Hypothesis testing protocol
t-test, ANOVA, test for normality, test for equal variance
Non-parametric tests
Correlation, regression
Chi-square contingency tables
Proportion tests

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DMAIC Phase 4 Improve

Evaluate alternative remedies

If necessary Design of experiments
Design a remedy
Consider customer need
To anticipate failures and shortcomings, and prevent
them with
Failure Mode & Effects Analysis (FMEA)
Process Decision Program Chart (PDPC)
Prove effectiveness of the remedy
Primary evaluation through simulation
Final evaluation under real-world condition
Deal with resistance to change
Transfer the remedy to operations
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DMAIC Phase 4 Improve Tools

Design of experiments Will be discussed later

Response Surface Methodology (RSM)
Creative thinking, Benchmarking
Lean event, Poka-yoke Will be discussed later
Pugh matrix, criteria selection matrix, payoff matrix
Process mapping
Process FMEA Will be discussed later
Stakeholder analysis
Change management
Project management
Simulation
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DMAIC Phase 5 Control

Design controls and document the improved process

Document the project as a whole (not just the new
process)
Validate the measurement system again
Determine final process capability
Implement and monitor improved process

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DMAIC Phase 5 Control Tools

Will be discussed later

Self-control analysis
Process control map
Poka-yoke
5S
SPC
SOP
Change management

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Strengths of Six Sigma

Top down initiation of a serious quality journey

Not a book-keeping exercise
Hierarchy of expertise and execution (Champ, BB, GB)
Structured deployment of tools (DMAIC)
Customer focus
In contrast to inward-looking standardization
Clear performance metric
Sigma levels/ DPMO
Fact-based decisions
Not procedure or judgment based
Application of statistics
Analytical, not will power
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Strengths of Six Sigma Continued

Engineering as well as service applications

Extending the horizon of statistical thinking
Recognized time effects in process analysis
Explicit provisions for short/long-term variations
Result oriented
Project by project Three to six months project
duration makes progress tangible
Business oriented
Achievements often required to be expressed in
financial terms
Good timing
Statistical software packages had become widely
available
Dipankar Bose - XLRI

Limitations of Six Sigma

Relies on the measurable

With a tendency to avoid the unquantifiable in project
selection
Attention paid to repetitive output
With lack of methodology for innovative or irregular
outcomes
Focused on error prevention
Gains from creativity or imagination (?)
Built upon unrealistic (?) mathematical statistics
Such as normal distribution and 1.5 sigma shifts
Mostly concerned with basic CTQ
Lack of attention to unexpected or Attractive CTQ as
in the Kano quality model (?)
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Limitations of Six Sigma Continued

Studies only current, static CTQ

With little reference to varied customer expectations or
lifestyles
Not anticipative of technological/social/business
changes
Usually based on one CTQ
Single rather than multiple or balanced CTQ in a given
project
Less emphasis on self-learning or future knowledge
acquisition in personnel training

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Limitations of Six Sigma Continued

Unsuitable for creative or interpretive work

Architectural design/ Artistic performance
Not a means to promote intellect/ creativity/ passion/
enterprise or self-renewal
Emphasizes priorities of the organization (versus growth of
people) Not considers
Talent development or continuous learning on the part
of Black Belts and Green Belts
Personnel mechanically classified in terms of terminal
qualifications
Tends to be preoccupied with internal objectives
With no reference to social mission or responsibility
Dipankar Bose - XLRI

Design For Six Sigma (DFSS) Various

Implementation Models

DMADV Define, Measure, Analyze, Design, Validate

DMADOV Define, Measure, Analyze, Design, Optimize,
Verify
DMEDI Define, Measure, Explore, Develop, Implement
DCCDI Define, Customer, Concept, Design, Implement
DDOV Define, Design, Optimize, Validate
ICOV Identify, Characterize, Optimize, Validate
I2DOV Invention and Innovation, Develop, Optimize,
Verify
DMADIC Define, Measure, Analyze, Design, Implement,
Control
PIDOV Plan, Identify, Design, Optimize, Validate
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Quality Tools (Old & New)

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Ishikawa Seven Basic Tools

Tool
Check Sheet

Pictorial Presentation
Type
Range

Purpose
Data Collection

Flow Chart

Makes Process Steps

Visible

Histogram

Frequency Distribution

Pareto Diagram

Trivial Many/Vital Few

Cause & Effect

Root Cause Analysis

Scatter Diagram

Correlation

Control Charts

Controllability
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Seven New Quality Tools

Tree diagram
Matrix diagram (L, T, Y, C, X, Roof)
Matrix data analysis diagram
Arrow diagram
Affinity diagram
Relations diagram
Process Decision Program Chart (PDPC)

Go through:
http://asq.org/learn-about-quality/new-managementplanning-tools/overview/overview.html
Dipankar Bose - XLRI

Affinity diagram Rules

Also called K-J method

Developed by Jiro Kawakita

Process
Brainstorm ideas and write on Sticky notes, paste it
Do this in random order
Use markers for writing
Try to move the notes that may be in related groups
Do this individually and allow sufficient time
Put heading for the groups

Loners and Controversial notes

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Relations Diagram Rules

Take ideas from Affinity diagram/Detailed Tree diagram/

Cause-and-effect diagram
Place one idea at a time and then place related ideas (in
terms of causes or effects)
Repeat till you put all ideas
Draw Out arrows from the cause ideas to effect ideas
More number of out arrows
Important causes for investigation
More number of in arrows
Important effects to avoid
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Process Decision Program Chart

(PDPC) Rules

An important tool at remedy stage before implementing

solution
To avoid problems during implementation

High level Show objectives

Second level Main Activities
Third level Tasks for activities
Fourth level Potential problems against tasks
Fifth level Possible countermeasures against problems

Identify countermeasures as
Practical (O mark)/ Impractical (X mark)
Dipankar Bose - XLRI

TQMB15-5 Assignment 3 (Analyze a

Problem/Solution)

Assignment 3 Consider any important long lasting

problem or any solution that is yet to be implemented
Apply one of the three tools Total 4 marks
Affinity diagram to a) identify and b) group main
causes of the problem
Relations diagram to a) link all major cause-effects
related to the problem/effect of solution and b) identify
most important cause and most important effect
Process Decision Program Chart to a) identify
aftereffects due to implementation of a solution and b)
identify feasible countermeasures
Submission Deadline On or before 3rd October, 2016
Dipankar Bose - XLRI