Beruflich Dokumente
Kultur Dokumente
PPT BY:-
Ankit Kumar
Ankit Baghel
Amresh
Bhadur
Ankit Yadav
What is Six Sigma?
Basics
Scientific:
• Structured approach.
• Assuming quantitative data.
Practical:
• Emphasis on financial result.
• Start with the voice of the customer.
Where can Six Sigma be applied?
Service
Design
Management
Purchase
IT
Quality
Depart.
HRM M&S
‘Six Sigma’ companies
Companies who have successfully adopted
‘Six Sigma’ strategies include:
GE “Service company” - examples
Quality Improvement
Facilitators
Soft Skills
Reality
Six Sigma through the correct application of
statistical tools can reap a company enormous
rewards that will have a positive effect for years
or
Six Sigma can be a dismal failure if not used
correctly
ISRU, CAMT and Sauer Danfoss will ensure
the former occurs
Six Sigma
The precise definition of Six Sigma is not
important; the content of the program is
A disciplined quantitative approach for
improvement of defined metrics
Can be applied to all business processes,
manufacturing, finance and services
Focus of Six Sigma*
Accelerating fast breakthrough performance
Significant financial results in 4-8 months
Ensuring Six Sigma is an extension of the
Corporate culture, not the program of the
month
Results first, then culture change!
Plan
Act Do
Check
21
Statistical background
PPM Yield
2 308537 69.1%
3 66807 93.3% Current
Currentstandard
standard
4 6210 99.38%
5 233 99.977%
World
WorldClass
6 3.4 99.9997% Class
Process
Process Defects
Defectsper
per Long
Longterm
term
performance
performance million
million yield
yield
Performance standards
Number
Numberof
ofprocesses
processes 3σ
3σ 4σ
4σ 5σ
5σ 6σ
6σ
11 93.32
93.32 99.379
99.379 99.9767
99.9767 99.99966
99.99966
10
10 50.09
50.09 93.96
93.96 99.77
99.77 99.9966
99.9966
100
100 0.1
0.1 53.64
53.64 97.70
97.70 99.966
99.966
500
500 00 4.44
4.44 89.02
89.02 99.83
99.83
1000
1000 00 0.2
0.2 79.24
79.24 99.66
99.66
2000
2000 00 00 62.75
62.75 99.32
99.32
2955
2955 00 00 50.27
50.27 99.0
99.0
Financial Aspects
large scale
Focus on satisfying auditors, not customers
Certification is the goal; the job is done when certified
Little emphasis on improvement
The return on investment is not transparent
Main driver is:
We need ISO 9000 to become a certified supplier,
Not “we need to be the best and most cost effective supplier to
win our customer’s business”
The “Success” of Change
Programs?
Deduction Induction
Hypothesis
No Checking with Empirical Evidence, No
Learning Process
Keys to Success*
DMAIC
Example of a Classic Training strategy
Define
Throughput
Throughputtime
timeproject
project
Measure
44months
months(full
(fulltime)
time)
Analyze
Training
Training(1(1week)
week)
Improve
Work
Workononproject
project
(3
(3weeks)
weeks)
Control Review
Review
ISRU program content
Week 1 - Six Sigma introductory week (Deployment
phase)
Weeks 2-5 - Main Black Belt training programme
Week 2 - Measurement phase
Week 3 - Analysis phase
Week 4 - Improve phase
Week 5 - Control phase
Project support for Six Sigma Black Belt candidates
Access to ISRU’s distance learning facility
Example - Design of Experiments
Define
Select:
- the project
- the process
- the Black Belt
- the potential savings
- time schedule
- team
Project selection
Profits go up
Examples of past successes
Roast
Roast Potential savings:
500 000 Euros
Cool
Cool
Grind
Grind Moisture
Moisture
Pack content
content
Pack
Sealed
coffee
Case study: Measure
1. CTQ
Moisture contents of
roasted coffee
2. Standards
- Unit: one batch
- Defect: Moisture% > 12.6%
Case study: Measure
3. Measurement reliability
Gauge
GaugeR&R
R&Rstudy
study
Measurement system
too unreliable!
So fix it!!
Case study: Analyse
Analyse
4. Establish product capability
5. Define performance
objectives
6. Identify influence factors
Improvement opportunities
USL
USL
USL
USL
Discovery of causes
6. Identify factors
Man Machine Material
-Brainstorming
-Exploratory data analysis
Roasting
machines
Batch
size
Moisture%
Amount of Reliability Weather
added water of Quadra Beam conditions
- Roasting machines
- Weather conditions
- Stagnations in the transport system
- Batch size
- Amount of added water (Control
variable)
Case study: Improve
7. potential causes
- Step-by-step approach.
- Constant testing and double checking.
- No problem fixing, but: explanation control.
- Interaction of technical knowledge and
experimentation methodology.
- Good research enables intelligent decision
making.
- Knowing the financial impact made it easy to find
priority for this project.
Re-cap I!
Structured approach – roadmap
Systematic project-based improvement
Plan for “quick wins”
Find good initial projects - fast wins
Publicise success
Often and continually - blow that trumpet
Use modern tools and methods
Empirical evidence based improvement