Correct Type II

Decision Error
(1-

Type I Correct
Error Decision
(1-

Concept of Six Sigma

Setting the Stage . . .
Fuel Economy

Octane Level Air Temp

 Definition of Six Sigma

Six Sigma
Is a management methodology
Customer focused
Data driven approach
Eliminating the defects in a process
Breakthrough performance gains
Quality of product
 About Six Sigma

6
Greek Letter

Measure of variation
aka: standard deviation

Process Quality Measurement

Objective of Six Sigma
 Key Six Sigma Terms
Glossary

CTQ Critical-to-Quality characteristics.

An attribute important to the customer.
A Y Response.
Opportunity Any measurable event that provides a chance
of not meeting specification limits of a CTQ.
Defect Anything that results in customer dissatisfaction.
Anything that results in a non-conformance.
DPMO Defects Per Million Opportunities.
Sigma The probability of defect, a measure Capability of
Capability process capability, measured in (Z-value) units of
(Z-value) standard deviations.
 Six Sigma Quality

The
The Classical View of Quality The Six Sigma View of Quality
99% Good (3.8) 99.99966% Good (6))
20,000 lost articles of mail per hour 7 lost articles of mail per hour

5,000 incorrect surgical operations 1.7 incorrect surgical operations

per week per week

2 short or long landings at most 1 short or long landing at most

major airports daily major airports every 5 years

200,000 wrong drug prescriptions 68 wrong drug prescriptions each

each year year

7 hours without electricity each 1 hour without electricity every 34

month years
 Whats Six Sigma . . .
Generally Sigma is used to PPM*
PPM* ZZ
designate the distribution or
spread (standard deviation) about
the mean (average) of any 308,537 2
process or procedure.

For a business or 66,807 3

manufacturing process, the
Sigma Capability (Z-value) is
6,210 4
a metric that indicates how well
the process is performing. 233 5

As Defects
3.4 6
Go Down . . .
Z Defects
Defects per
Million
Million
per Process
Process

D . . . Sigma
Capability
Opportunities
Opportunities Capability
Capability
*PPM: Parts Per Million
Goes Up

A Near Perfect Quality Goal

 Six Sigma Focus

Y = f(X)
To get results, should we focus our behavior on the Y or X?

Y1 . . .Yn X1 . . . Xn
Dependent Independent
Output Signal Input-Process
Effect Cause
Symptom Problem
Monitor Control

Control X to Control Y
1994 Dr. Mikel J. Harry V3.0
 Six Sigma process
Target

1 Standard
. . . 6 standard deviations Deviation ()
are contained between
the target (or mean) and
each specification limit.

LSL USL

Lesser the standard deviation of the process, more

precise or consistent is the process
 3 Sigma Vs 6 Sigma
6 Sigma curve

LSL USL

3 Sigma curve

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

In a 3 sigma process the values are widely spread along the center line,
showing the higher variation of the process. Whereas in a 6 Sigma process, the
values are closer to the center line showing less variation in the process.
 Statistical Objective of Six Sigma
Process Off Target Excessive Variation
Target Target
USL Upper Specification limit
LSL Lower Specification Limit
Defects

LSL USL LSL USL

Center Reduce
Process Spread
Target

Center the Process, and

Reduce the Variation
LSL USL
so that . . .
 Design for Success

DFSS: Design For Six Sigma

 Six Sigma Methodology

DMADV Define Measure Analyze Design Validate

DMACV is used to bring new products and services to market by

methodically laying everything out first.

DMAIC Define Measure Analyze Improve Control

DMAIC identifies problems in a process, sets up projects within the

process, evaluates the process and works through the projects to
improve the process
 DMAIC

Define
- What is important?
Measure
- How are we doing?
Analyze
- What is wrong?
Improve
- Fix whats wrong
Control
- Ensure gains are maintained to guarantee performance
 DMAIC
DEFINE Phase Steps

Define Measure Analyze Improve Control

A. Identify Customer, & B. Develop Team C. Define Process

Project CTQs Charter Map
Identify Customer(s) Develop The Problem Define Process
Translate Customer and Goal Statements Connect the
Needs Into Determine Project Customer to Your
Requirements (CTQs) Scope Process
Integrate CTQs with Select Team & Define Map Business
Business Strategies Roles Process
Identify Project CTQs Set Project Verify Process Map
Milestones
 DMAIC
MEASURE Phase Steps
Define Measure Analyze Improve Control

1. Select CTQ 2. Define Performance 3. Measurements

Characteristics Standards Systems Analysis
Deliverable: Deliverable: Deliverable:
Identify Measurable Determine and Data Collection
CTQ that Will be Confirm Plans, Measurement
Improved Specification Limits System Adequate,
For Your Y and Data for Project
Tools:
Continuous Gage
Tools: Tools: R&R
QFD Discrete & Attribute Gage R&R
Process Map Continuous Data Gage Calibration
FMEA Destructive Test
 DMAIC
ANALYZE Phase Steps

Define Measure Analyze Improve Control

4. Establish 5. Define Performance 6. Identify Variation

Process Capability Objectives Sources
Deliverable: Deliverable:
Deliverable:
Baseline Current List of Statistically
Statistically Define
Process Significant Xs,
the Goal of the
chosen based on
Project
Analysis of historical
Tools:
Data
Basic statistics
Graphical Analysis Tools: Tools:
Continuous Zst, Zlt Benchmarking Graphical Analysis
Normality Hypothesis Testing
Discrete Zst, Zlt Regression Analysis
 DMAIC
IMPROVE Phase Steps

Define Measure Analyze Improve Control

7. Screen Potential 8. Discover Variable 9. Establish Operating

Causes Relationships Tolerance
Deliverable: Deliverable: Deliverable:
Determine the Vital Establish Transfer Specify Tolerances
Few Xs That Are Function Between Y on the Vital Few Xs.
Causing Changes in and Vital Few Xs.
Y. Determine Optimal
Setting for the Vital
Few Xs.
Perform
Confirmation Runs.
Tools: Tools:
Tools:
Screening DOE Simulation
Factorial Designs
 CONTROL Phase DMAIC

Steps
Define Measure Analyze Improve Control

10. Validate measurement 11. Determine Process 12. Implement Process

System for X Capability Control

Deliverable: Deliverable: Deliverable:

Measurement system is Determine Post- Develop and
adequate to measure X Improvement Implement Process
Capability and Control Plan
Performance
Confirm the
Tools: Improvement Goal
ANOVA GR&R Has Been Realized Tools:
Attribute R&R Tools: Control charts
Graphical Analysis Mistake Proofing
Rational Sampling FMEA
 Some Final Thoughts About Tool

Select tools based on what you need to do

The sequence of tool use documents the teams
thought process
Never use a tool thats more complex than the
problem that youre trying to solve
Use enough tools to guarantee the success
of the project
ButDont become a slave to the tools
 Six Sigma Roles
Full-Time
Six Sigma Positions
Role

Master
Master
Green
Green Belt
Belt Black
Black Belt
Belt Black
Black Belt
Belt
(GB)
(GB) (BB)
(BB) (MBB)
(MBB)

Learn Six Sigma Lead multiple Six Own Six Sigma

methodology and Sigma projects methodology
tools Apply Six Sigma to Train others in Six
Responsibility

Apply Six Sigma to individual projects Sigma

projects in current job working Ensure Six Sigma
scope independently rigor (Project
Work on their own Mentor Green Belts Reviews)
with some Cultural change Mentor Black Belts
mentoring agent for Six Sigma and Green Belts
Cultural change
agent for Six Sigma
 Transformation to Six Sigma

Companies deploying some form of Six Sigma:

Motorola Starwood Hotels & Resorts

GE Sunbeam
Allied Signal Visteon Corporation
Xerox United Technologies
Honeywell Colgate-Palmolive
Ford Motor Co. Siemens Business Services
Bank of America And many more
Caterpillar

Virtually all companies who have deployed Six Sigma are

now investigating how to integrate Lean
 Conclusion
Customer satisfaction

Profit improvement

Project-by-Project improvements

Quality of product is improved

Teamwork draws on experience, knowledge and dedication

Recognition - expression of respect for employee contribution

By the way, if Tiger Woods could putt at a level of Six Sigma, he

would only miss one putt approximately every 150 years!
Thank You