Lean Six Sigma Tools ( A Collection )

Acknowledgement
Globalization and Technological advancements poses challenges and opportunities for business around the world. Comapnies have adapt to new situations and change and improve their business processes to remain competetive in the market. Six Sigma and Lean Principles are tools used by companies around the world to attain operation excellence and improve their bottom line by elimination defects and waste in their products and services . The collection of these slides from various sources introduce Six Sigma and Lean Principles and the tools used for their implementation. We acknowledge with thanks all contributions for using in this presentation on 'Lean Six Sigma Tools'.

Lean Six Sigma

How Six Sigma was born

Bill Smith, a senior quality engineer at Motorola was working with a type of circuit board called a bay station board. The product had a much higher failure rate than predicted, despite having been designed with meticulous attention. Smith came to realize that it was the accumulation of a lot of little defects made during the manufacturing process not inherent design flaws that caused the high rate of early-life failures. Eliminating the source of those defects was therefore the only way the company could deliver higher quality to its customers. Smith also realized that the company needed a standard metric of quality that could be used across all its manufacturing processes. With his innate zeal for perfection, he settled on a measure of variation sigma. Smith met with Galvin in late 1985 to promote the notion of having a six sigma tolerance in terms of defects so that even shifts in process performance would not produce defects. After listening to Smith, Galvin directed Jack Germain, Motorolas first corporate vice president of quality, to build on Smiths ideas. And Six Sigma was born. In 1987 the company trademarked the term, making it official. Everyone soon came to see that six sigma meant being near-perfect, said Mor.

Corporate Commitment
Motorola is committed to developing these leaders

We provide these people with extensive training in statistical and interpersonal tools, skilled guidance and management support

Once their development has achieved a level worthy of recognition, we even have a term for those exceptional individuals :

Six Sigma Black Belts

Chris Galvin

Distinguish Vital Few from Trivial Many

Material Measurements Methods Machine People Process (Parameters) Output Environment

Define the Problem / Defect Statement Y = f ( x1*, x2, x3, x4*, x5. . . Xn) Y= x= x* = Dependent Variable Independent Variables Independent Variable Output, Defect Potential Cause Critical Cause

Six Sigma as a Method

The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.

To get results, should we focus our behavior on the Y or X

Y Dependent Output Effect Symptom Monitor X1Xn Independent Input-Process Cause Problem Control

Eliminate Trivial Many

   

Qualitative Evaluation Technical Expertise Graphical Methods Screening Design of Experiments

Identify Vital Few

   

Quantify Opportunity
 

Pareto Analysis Hypothesis Testing Regression Design of Experiments

% Reduction in Variation Cost/ Benefit

Our Goal: Identify the Key Factors (xs)

Graph>Box plot Without X values

DBP
109 104 99 94

Graph>Box plot
DBP
10 9

75%

10 4 99

Day

DBP
10

50% 25%

94

9 10

DBP
10 9 10 4 99

4 99 94

Operator

Shift

94 Box plots help to see the data distribution

Statistical Analysis
Apply statistics to validate actions & improvements Hypothesis Testing
7 6 30 5 4 3 2 1 0 0.000 0.005 0.010 0.015 0.020 0.025 0 0.000 0.005 0.010 0.015 0.020 0.025

Frequenc

Frequenc

New

c i e

Mac ine 6 mt s

Regression lot Regression Analysis

Y = 2.19469 + 0.918549X R- q = 6.0

 

60

50

40

30

20

10

Regression 95% I

15

25

35

45

55

20

10

Is the factor really important? Do we understand the impact for the factor? Has our improvement made an impact What is the true impact?

Design of Experiments (DOE)



To estimate the effects of independent Variables on Responses.

X


PROCESS

Terminology  Factor An independent variable  Level A value for the factor.  Response - Outcome

Why use DoE ?



Shift the average of a process.

x1 x2

Reduce the variation. Shift average and reduce variation

CONTROL PHASE - SIX SIGMA Control Plan Tools:

1. Basic Six Sigma control methods. - 7M Tools: Affinity diagram, tree diagram, process decision program charts, matrix diagrams, interrelationship diagrams, prioritization matrices, activity network diagram. 2. Statistical Process Control (SPC) - Used with various types of distributions - Control Charts Attribute based (np, p, c, u). Variable based (X-R, X) Additional Variable based tools -PRE-Control -Common Cause Chart (Exponentially Balanced Moving Average (EWMA))

AFFINITY DIAGRAM
INNOVATION
PRODUCT MANAGEMENT OVERALL GOAL OF SOFTWARE KNOWLEDGE OF COMPETITORS

CHARACTERISTICS: Organizing ideas into meaningful categories

Data Reduction. Large numbers of qual. Inputs into major dimensions or categories.

METHODS TO MAKE EASIER FOR USERS

PRODUCT MANAGEMENT OUTPUT SUPPORT

PRODUCT DESIGN

PRODUCT DESIGN

PRODUCT MANAGEMENT

INTUITIVE ANSWERS

SUPERVISION

DIRECTORY ORGANIZATION

MATRIX DIAGRAM
HOWS
Attendant assigned

Transports patient

Patient scheduled

Attendant arrives

WHATS

CUSTOMER IMPORTANCE MATRIX

Arrive at scheduled time Arrive with proper equipment Dressed properly Delivered via correct mode Take back to room promptly IMPORTANCE SCORE RANK 5 4 4 2 4

5 2 0 3 0

5 0 0 0 0

5 0 0 0 0

1 5 0 1 0

5 0 0 0 0

0 0 0 0 0

0 0 0 0 5

0 0 0 0 5

Attendant arrives 0 0 0 0 5

39 25 25 27 25 1 3 3 2 3

0 20 20 20 7 6 6 6

5 = high importance, 3 = average importance, 1 = low importance

Notifies of return

Provide Therapy

RELATIONSHIP MATRIX

Attendant assigned

Obtains equipment

Motorola ROI 1987-1994

Reduced in-process defect levels by a factor of 200. Reduced manufacturing costs by $1.4 billion. Increased employee production on a dollar basis by 126%. Increased stockholders share value fourfold.

AlliedSignal ROI 1992-1996

$1.4 Billion cost reduction. 14% growth per quarter. 520% price/share growth. Reduced new product introduction time by 16%. 24% bill/cycle reduction.

General Electric ROI 1995-1998

Company wide savings of over $1 Billion. Estimated annual savings to be $6.6 Billion by the year 2000.

The normal Distribution

Lean Manufacturing Tools

 

Lean manufacturing tools are adapted to help businesses with the process of becoming lean. These tools include the following: Five S: The name derives from five Japanese words beginning with S. The purpose of this tool is to simplify your work environment, reduce waste, and improve safety, quality, and efficiency. Kanban: This tool is used in pull systems as a signaling device to trigger action. Traditionally it used cards to signal the need for an item. It can trigger the movement, production, or supply of a unit in a production chain. Poka-yoke: This is a mechanism that helps an equipment operator avoid mistakes. Its objective is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. Heijunka: This is a system designed to level the production volume and production by product type. A heijunka box is basically a board with boxes that lays out times with cards that let employees know what they are doing at specific times during the production schedule.

Crosby's response to the quality crisis was the principle of "doing it right the first time" (DIRFT). He would also include four major principles: the definition of quality is conformance to requirements the system of quality is prevention the performance standard is zero defects the measurement of quality is the price of nonconformance Crosby's prescription for quality improvement was a 14step program. His belief was that a company that established a quality program will see savings returns that more than pays off the cost of the quality program ("quality is free").

Quality management tools and methods used in Six Sigma

y y y y y y

y y y y y y y y

5 Whys Analysis of variance ANOVA Gauge R&R Axiomatic design Business Process Mapping Cause & effects diagram (also known as fishbone or Ishikawa diagram) Chi-square test of independence and fits Control chart Correlation Cost-benefit analysis CTQ tree Design of experiments Failure mode and effects analysis (FMEA) General linear model

y y y y y y

y y y y y y y

Histograms Quality Function Deployment (QFD) Pareto chart Pick chart Process capability Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems Regression analysis Root cause analysis Run charts SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) Taguchi methods Taguchi Loss Function TRIZ

5 Why
The following example demonstrates the basic process: My car will not start. (the problem) Why? - The battery is dead. (first why) Why? - The alternator is not functioning. (second why) Why? - The alternator belt has broken. (third why) Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why) Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why, a root cause) Why? - Replacement parts are not available because of the extreme age of my vehicle.(sixth why, optional footnote) I will start maintaining my car according to the recommended service schedule. (solution)

Critical Success Factors for Six Sigma

Customer Centricity The Six Sigma culture is customer-centric; its goal is to delight customers. The quality of a product or service is measured from the customers perspective, by its contribution to their success. This customer focus comes through the Six Sigma drivers:
Voice of the Customer: What the customer says that they want  Requirements: Voice of the Customer input that is translated into specific, measurable elements  Critical to Quality (CTQ): Requirements that are most important to customers  Defect: Failing to deliver to a customers CTQ  Design for Six Sigma: Designing products and processes based on customer requirements


Joseph Juran Born 1904 Joseph Juran is an internationally acclaimed quality guru, similar to Edwards Deming, strongly influencing Japanese manufacturing practices. Joseph Jurans belief that quality does not happen by accident gave rise to the quality trilogy: oQuality planning oQuality control oQuality improvement The key steps in implementing company-wide strategic goals are: Identify customers and their needs both internal and external and work to meet those needs Create measures of quality, establish optimal quality goals and organise to meet them. Create processes capable of meeting quality goals in real operating conditions.

Failure mode and effects analysis



A failure modes and effects analysis (FMEA), is a procedure in product development and operations management for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. Failure modes are any errors or defects in a process, design, or item, especially those that affect the customer, and can be potential or actual. ffects analysis refers to studying the consequences of those failures.

Example FMEA Worksheet Function Failure mode Effects S (severit y rating) Cause(s) O (occurren ce rating) Current controls D (detection rating) CRIT (critical charact eristic RPN (risk priority number ) 80 Recomme nded actions Responsibili ty and target completion date Jane Doe Action taken

Fill tub

High level sensor never trips

Liquid spills on customer floor

level sensor failed level sensor disconnec ted

Fill timeout based on time to fill to low level sensor

Perform cost analysis of adding additional sensor halfway between low and high level sensors

10-Oct-10

Bibliography
(2008).
companies,

): ,

. ,

. (2004). (2007).

, ,.

.4,

.1, 2008

 

(2009). Taking Lean Six Sigma Beyond Manufacturing:

Improvement,

&

.(2009). ,

, (2000). Honeywell Aerospace ElectricalSystem,Singapore , (2002). . : :// . . / . & (2004). : , . 20, . 4, 20 2004.

Sean P. Goffnett(2004). Understanding Education, ( 2007).

://