logging in or signing up six sigma-introduction training leader2010 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1985 Category: Entertainment License: All Rights Reserved Like it (8) Dislike it (4) Added: January 12, 2010 This Presentation is Public Favorites: 9 Presentation Description No description available. Comments Posting comment... By: marklanthis (7 month(s) ago) hello favor please if you dont mine may i request your permission to please send me a copy of this i need this for my students thank you very much here is my email, johnblaze_online@yahoo.com Saving..... Post Reply Close Saving..... Edit Comment Close By: ivanabdi (12 month(s) ago) Please send me a copy this presentation, I need this one to final my thesis. Saving..... Post Reply Close Saving..... Edit Comment Close By: bshaheen_bio (13 month(s) ago) can I have a copy of this one, it's great (E-mail Bshaheen_bio@yahooo.com) Saving..... Post Reply Close Saving..... Edit Comment Close By: bshaheen_bio (13 month(s) ago) good one Saving..... Post Reply Close Saving..... Edit Comment Close By: ulhasbhale (15 month(s) ago) please send the same for educational purpose to our organisation Saving..... Post Reply Close Saving..... Edit Comment Close loading.... See all Premium member Presentation Transcript Slide 1: Six sigma Introduction Slide 2: expectations Awareness with respect to origin and history of Six Sigma. The utility and benefits Introduction to Six Sigma as methodology The Six Sigma organization Slide 3: What is Sigma ()? Sigma is a letter in the Greek Alphabet Sigma is a symbol which shows the degree of variation in a process (standard deviation) How close are you to meeting your target? Slide 4: The term “sigma” is used to designate the distribution or spread about the mean (average) of any process or procedure. For a process, the sigma capability (z-value) is a metric that indicates how well that process is performing. The higher the sigma capability, the better. Sigma capability measures the capability of the process to produce defect-free outputs. A defect is anything that results in customer dissatisfaction. Two Meanings of Sigma Six Sigma : Six Sigma Six sigma is about reducing variations in a process Customer Happy Understanding Variation : Understanding Variation Higher σ = less variation = fewer defects = better performance What is Six Sigma ? : What is Six Sigma ? A Measurement Scale Which Compares The Output Of A Process To Customer Requirements Understanding Variation : Understanding Variation The Sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defective, and the probability of a failure/error. Sigma Rating PPM 2 308,537 3 66,807 4 6,210 5 233 6 3.4 Process Defects per Capability Million Opportunities Six Sigma Process Capability : Six Sigma Process Capability SIGMA DPMO COPQ CAPABILITY 6 sigma 3.4 <10% of sales World Class 5 sigma 230 10 to 15% of sales 4 sigma 6200 15 to 20% of sales Industry average 3 sigma 67,000 20 to 30% of sales 2 sigma 310,000 30 to 40% of sales Noncompetitive 1 sigma 700,000 Slide 10: Sweet Fruit – 6s Design for Six Sigma (DFSS) Bulk of Fruit – 4 to 5s Process Improvement Six Sigma Tools Low Hanging Fruit – 3 to 4s Ground Fruit – Up to 2s Logic and Intuition + Basic Quality Tools Process Entitlement DMAIC What is Six Sigma ? Slide 11: The term “Six Sigma” was coined by Bill Smith, an engineer with Motorola Late 1970s - Motorola started experimenting with problem solving through statistical analysis 1987 - Motorola officially launched it’s Six Sigma program Origin of Six Sigma Motorola the company that invented Six Sigma Slide 12: Jack Welch launched Six Sigma at GE in Jan,1996 1998/99 - Green Belt exam certification became the criteria for management promotions 2002/03 - Green Belt certification became the criteria for promotion to management roles The Growth of Six Sigma GE the company that perfected Six Sigma Slide 13: The Growth of Six Sigma Slide 15: The GE model for process improvements The Growth of Six Sigma Define Measure Analyze Improve Control Combination of change management & statistical analysis Different Faces : Different Faces The Different Faces Slide 17: DMAIC Six Sigma Improvement Methodology Slide 18: A logical and structured approach to problem solving and process improvement An iterative process (continuous improvement) A quality tool with focus on change management What is DMAIC ? Slide 19: The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution Slide 20: D Define M Measure A Analyze I Improve C Control Identify and state the practical problem Validate the practical problem by collecting data Convert the practical problem to a statistical one, define statistical goal and identify potential statistical solution Confirm and test the statistical solution Convert the statistical solution to a practical solution Methodology Slide 21: Define The Customer, Their Requirements, The Team Charter And The Core Business Process Team Charter Documented And Reviewed With Champion Customer Requirements Derived And Documented Validated High Level Process Map Completed Deliverables Define Measure Improve Control Analyze Define Slide 22: Measure The Core Business Process Performance Identified Key Measures Developed A Data Collection Plan For The Process Executed The Plan And Document Results Process Variation Displayed With Appropriate Charts And Graphs Calculated Baseline Sigma Performance Deliverables Define Measure Improve Analyze Control Measure Slide 23: Complete Detailed Process Map For At LeastOne Subprocess Identify Process Streamlining Opportunities Identify, Verify And Quantify Root Causes Establish Improvement Targets Quantify Opportunity Analyze (The Data And Map) To Determine Root Causes/Opportunities Analyze Measure Improve Control Define Deliverables Analyze Slide 24: Generate, Select, Design And Implement Improvements Solution Design Developed And Documented Solution Validated And Cost/Benefit Proposal Presented To Champion Solutions Tested On A Small Scale Or Pilot Program Implementation Plan Developed And Executed Analyze Measure Improve Control Define Deliverables Improve Slide 25: Institutionalize The Improvement And ImplementOngoing Monitoring Developed, Documented And Implemented An Ongoing Process/Monitoring Plan Standardized The Process Procedures Documented Response Plan Developed And Displayed Deliverables Define Measure Improve Analyze Control Control Slide 26: The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution The Focus of Six Sigma….. : The Focus of Six Sigma….. WHY STATISTICS?THE ROLE OF STATISTICS IN SIX SIGMA.. : WHY STATISTICS?THE ROLE OF STATISTICS IN SIX SIGMA.. WE DON’T KNOW WHAT WE DON’T KNOW IF WE DON’T HAVE DATA, WE DON’T KNOW IF WE DON’T KNOW, WE CAN NOT ACT IF WE CAN NOT ACT, THE RISK IS HIGH IF WE DO KNOW AND ACT, THE RISK IS MANAGED IF WE DO KNOW AND DO NOT ACT, WE DESERVE THE LOSS. Types of Measures : Types of Measures Measures where the metric is composed of a classification in one of two (or more) categories is called Attribute data. This data is usually presented as a “count” or “percent”. Good/Bad Yes/No Hit/Miss etc. Measures where the metric consists of a number which indicates a precise value is called Variable data. Time Miles/Hr SO WHAT MAKES A DISTRIBUTION UNIQUE? : SO WHAT MAKES A DISTRIBUTION UNIQUE? CENTRAL TENDENCY Where a population is located. DISPERSION How wide a population is spread. DISTRIBUTION FUNCTION The mathematical formula that best describes the data (we will cover this in detail in the next module). Slide 31: WHAT IS THE MEAN? Slide 32: WHAT IS THE MEDIAN? Slide 33: WHAT IS THE MODE? Slide 34: MEASURES OF CENTRAL TENDENCY, SUMMARY SO WHAT’S THE REAL DIFFERENCE? : SO WHAT’S THE REAL DIFFERENCE? SO WHAT’S THE BOTTOM LINE? : SO WHAT’S THE BOTTOM LINE? Slide 37: WHAT IS THE RANGE? Slide 38: WHAT IS THE VARIANCE/STANDARD DEVIATION? PROCESS CAPABILITY ANALYSIS : PROCESS CAPABILITY ANALYSIS Why do we Care? : Why do we Care? Process Capability Analysis is necessary to: determine the area of focus which will ensure successful resolution of the project. benchmark a process to enable demonstrated levels of improvement after successful resolution of the project. demonstrate improvement after successful resolution of the project. Slide 41: "Cpk is an index (a simple number) which measures how close a process is running to its specification limits, relative to the natural variability of the process. The larger the index, the less likely it is that any item will be outside the specs.". A person may be performing with minimum variation, but he can be away from his target towards one of the specification limit, which indicates lower Cpk, whereas Cp will be high. On the other hand, a person may be on average exactly at the target, but the variation in performance is high (but still lower than the tolerance band (i.e. specification interval). In such case also Cpk will be lower, but Cp will be high. Cpk will be higher only when you r meeting the target consistently with minimum variation." "You must have a Cpk of 1.33 [4 sigma] or higher to satisfy most customers." Understanding Variation : Understanding Variation SPECIFICATION WIDTH Process Width Cp = Specification width Process Width Process variability If the variability is well within the specified width then the process is capable Slide 43: "Consider a car and a garage” Cpk=1/2 means you've crunched nearest the door edge (ouch!) Cpk=1 means you're just touching the nearest edge Cpk=2 means your width can row 2 times before touching Cpk=3 means your width can grow 3 times before touching" PROCESS CAPABILITY EXAMPLE : PROCESS CAPABILITY EXAMPLE Calculation Values: Upper Spec value = $200,000 maximum No Lower Spec m = historical average = $250,000 s = $20,000 Calculation: Answer: Cpk= -.83 We want to calculate the process capability for our inventory. The historical average monthly inventory is $250,000 with a standard deviation of $20,000. Our inventory target is $200,000 maximum. Slide 45: Six Sigma Methods Six Sigma Everywhere MFG. DESIGN SALES / MKTING PURCH. MAINT. ADMIN. QA Common Six Sigma Project Areas [Big Ys] : Common Six Sigma Project Areas [Big Ys] Manufacturing Defect Reduction / Manufacturing efficiency Cycle Time Reduction Cost Reduction Inventory Reduction Product Development and Introduction Labor Reduction Increased Utilization of Resources Product Sales Improvement Capacity Improvements Delivery Improvements Defects and the Hidden Factory : Manufacturing Variation Causes A "Hidden Factory"Increased Cost - Lost Capacity Yield After Inspection or Test Each defect must be detected, repaired and placed back in the process. Each defect costs time and money. Defects and the Hidden Factory Rolled Yield Versus First Time Yield : Scrap Rework Hidden Factory NOTOK Yield After Inspection or Test Operation Inputs Inspect First TimeYield = OK Using Final Test First Time Yield ignores the hidden factory. Final test performance is a function of inspection/test or prevention. Rolled Yield Versus First Time Yield SIX SIGMA COMPARISON : SIX SIGMA COMPARISON Slide 50: Six Sigma Organization Slide 51: Six Sigma - Three Dimensions Tools Organization Methodology Driven by customer needs Enabled by quality team. Led by Senior Mgmt Define Measure Analyze Improve Control Process Map Analysis Pareto Chart Slide 52: Six Sigma Organisation Site Leader Champion/Sponsor Master Black Belt Black Belt Team Members Yellow Belt Green Belt Quality Leader/Six Sigma Coordinator Black Belt Green Belt Team Members Yellow Belt Team Members Yellow Belt Team Members Yellow Belt External Consultant Slide 53: It’s just the beginning! Thank U Good Luck www.isixsigma.com www.sixsigmaiq.com Statistical Analysis through Minitab You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
six sigma-introduction training leader2010 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1985 Category: Entertainment License: All Rights Reserved Like it (8) Dislike it (4) Added: January 12, 2010 This Presentation is Public Favorites: 9 Presentation Description No description available. Comments Posting comment... By: marklanthis (7 month(s) ago) hello favor please if you dont mine may i request your permission to please send me a copy of this i need this for my students thank you very much here is my email, johnblaze_online@yahoo.com Saving..... Post Reply Close Saving..... Edit Comment Close By: ivanabdi (12 month(s) ago) Please send me a copy this presentation, I need this one to final my thesis. Saving..... Post Reply Close Saving..... Edit Comment Close By: bshaheen_bio (13 month(s) ago) can I have a copy of this one, it's great (E-mail Bshaheen_bio@yahooo.com) Saving..... Post Reply Close Saving..... Edit Comment Close By: bshaheen_bio (13 month(s) ago) good one Saving..... Post Reply Close Saving..... Edit Comment Close By: ulhasbhale (15 month(s) ago) please send the same for educational purpose to our organisation Saving..... Post Reply Close Saving..... Edit Comment Close loading.... See all Premium member Presentation Transcript Slide 1: Six sigma Introduction Slide 2: expectations Awareness with respect to origin and history of Six Sigma. The utility and benefits Introduction to Six Sigma as methodology The Six Sigma organization Slide 3: What is Sigma ()? Sigma is a letter in the Greek Alphabet Sigma is a symbol which shows the degree of variation in a process (standard deviation) How close are you to meeting your target? Slide 4: The term “sigma” is used to designate the distribution or spread about the mean (average) of any process or procedure. For a process, the sigma capability (z-value) is a metric that indicates how well that process is performing. The higher the sigma capability, the better. Sigma capability measures the capability of the process to produce defect-free outputs. A defect is anything that results in customer dissatisfaction. Two Meanings of Sigma Six Sigma : Six Sigma Six sigma is about reducing variations in a process Customer Happy Understanding Variation : Understanding Variation Higher σ = less variation = fewer defects = better performance What is Six Sigma ? : What is Six Sigma ? A Measurement Scale Which Compares The Output Of A Process To Customer Requirements Understanding Variation : Understanding Variation The Sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defective, and the probability of a failure/error. Sigma Rating PPM 2 308,537 3 66,807 4 6,210 5 233 6 3.4 Process Defects per Capability Million Opportunities Six Sigma Process Capability : Six Sigma Process Capability SIGMA DPMO COPQ CAPABILITY 6 sigma 3.4 <10% of sales World Class 5 sigma 230 10 to 15% of sales 4 sigma 6200 15 to 20% of sales Industry average 3 sigma 67,000 20 to 30% of sales 2 sigma 310,000 30 to 40% of sales Noncompetitive 1 sigma 700,000 Slide 10: Sweet Fruit – 6s Design for Six Sigma (DFSS) Bulk of Fruit – 4 to 5s Process Improvement Six Sigma Tools Low Hanging Fruit – 3 to 4s Ground Fruit – Up to 2s Logic and Intuition + Basic Quality Tools Process Entitlement DMAIC What is Six Sigma ? Slide 11: The term “Six Sigma” was coined by Bill Smith, an engineer with Motorola Late 1970s - Motorola started experimenting with problem solving through statistical analysis 1987 - Motorola officially launched it’s Six Sigma program Origin of Six Sigma Motorola the company that invented Six Sigma Slide 12: Jack Welch launched Six Sigma at GE in Jan,1996 1998/99 - Green Belt exam certification became the criteria for management promotions 2002/03 - Green Belt certification became the criteria for promotion to management roles The Growth of Six Sigma GE the company that perfected Six Sigma Slide 13: The Growth of Six Sigma Slide 15: The GE model for process improvements The Growth of Six Sigma Define Measure Analyze Improve Control Combination of change management & statistical analysis Different Faces : Different Faces The Different Faces Slide 17: DMAIC Six Sigma Improvement Methodology Slide 18: A logical and structured approach to problem solving and process improvement An iterative process (continuous improvement) A quality tool with focus on change management What is DMAIC ? Slide 19: The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution Slide 20: D Define M Measure A Analyze I Improve C Control Identify and state the practical problem Validate the practical problem by collecting data Convert the practical problem to a statistical one, define statistical goal and identify potential statistical solution Confirm and test the statistical solution Convert the statistical solution to a practical solution Methodology Slide 21: Define The Customer, Their Requirements, The Team Charter And The Core Business Process Team Charter Documented And Reviewed With Champion Customer Requirements Derived And Documented Validated High Level Process Map Completed Deliverables Define Measure Improve Control Analyze Define Slide 22: Measure The Core Business Process Performance Identified Key Measures Developed A Data Collection Plan For The Process Executed The Plan And Document Results Process Variation Displayed With Appropriate Charts And Graphs Calculated Baseline Sigma Performance Deliverables Define Measure Improve Analyze Control Measure Slide 23: Complete Detailed Process Map For At LeastOne Subprocess Identify Process Streamlining Opportunities Identify, Verify And Quantify Root Causes Establish Improvement Targets Quantify Opportunity Analyze (The Data And Map) To Determine Root Causes/Opportunities Analyze Measure Improve Control Define Deliverables Analyze Slide 24: Generate, Select, Design And Implement Improvements Solution Design Developed And Documented Solution Validated And Cost/Benefit Proposal Presented To Champion Solutions Tested On A Small Scale Or Pilot Program Implementation Plan Developed And Executed Analyze Measure Improve Control Define Deliverables Improve Slide 25: Institutionalize The Improvement And ImplementOngoing Monitoring Developed, Documented And Implemented An Ongoing Process/Monitoring Plan Standardized The Process Procedures Documented Response Plan Developed And Displayed Deliverables Define Measure Improve Analyze Control Control Slide 26: The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution The Focus of Six Sigma….. : The Focus of Six Sigma….. WHY STATISTICS?THE ROLE OF STATISTICS IN SIX SIGMA.. : WHY STATISTICS?THE ROLE OF STATISTICS IN SIX SIGMA.. WE DON’T KNOW WHAT WE DON’T KNOW IF WE DON’T HAVE DATA, WE DON’T KNOW IF WE DON’T KNOW, WE CAN NOT ACT IF WE CAN NOT ACT, THE RISK IS HIGH IF WE DO KNOW AND ACT, THE RISK IS MANAGED IF WE DO KNOW AND DO NOT ACT, WE DESERVE THE LOSS. Types of Measures : Types of Measures Measures where the metric is composed of a classification in one of two (or more) categories is called Attribute data. This data is usually presented as a “count” or “percent”. Good/Bad Yes/No Hit/Miss etc. Measures where the metric consists of a number which indicates a precise value is called Variable data. Time Miles/Hr SO WHAT MAKES A DISTRIBUTION UNIQUE? : SO WHAT MAKES A DISTRIBUTION UNIQUE? CENTRAL TENDENCY Where a population is located. DISPERSION How wide a population is spread. DISTRIBUTION FUNCTION The mathematical formula that best describes the data (we will cover this in detail in the next module). Slide 31: WHAT IS THE MEAN? Slide 32: WHAT IS THE MEDIAN? Slide 33: WHAT IS THE MODE? Slide 34: MEASURES OF CENTRAL TENDENCY, SUMMARY SO WHAT’S THE REAL DIFFERENCE? : SO WHAT’S THE REAL DIFFERENCE? SO WHAT’S THE BOTTOM LINE? : SO WHAT’S THE BOTTOM LINE? Slide 37: WHAT IS THE RANGE? Slide 38: WHAT IS THE VARIANCE/STANDARD DEVIATION? PROCESS CAPABILITY ANALYSIS : PROCESS CAPABILITY ANALYSIS Why do we Care? : Why do we Care? Process Capability Analysis is necessary to: determine the area of focus which will ensure successful resolution of the project. benchmark a process to enable demonstrated levels of improvement after successful resolution of the project. demonstrate improvement after successful resolution of the project. Slide 41: "Cpk is an index (a simple number) which measures how close a process is running to its specification limits, relative to the natural variability of the process. The larger the index, the less likely it is that any item will be outside the specs.". A person may be performing with minimum variation, but he can be away from his target towards one of the specification limit, which indicates lower Cpk, whereas Cp will be high. On the other hand, a person may be on average exactly at the target, but the variation in performance is high (but still lower than the tolerance band (i.e. specification interval). In such case also Cpk will be lower, but Cp will be high. Cpk will be higher only when you r meeting the target consistently with minimum variation." "You must have a Cpk of 1.33 [4 sigma] or higher to satisfy most customers." Understanding Variation : Understanding Variation SPECIFICATION WIDTH Process Width Cp = Specification width Process Width Process variability If the variability is well within the specified width then the process is capable Slide 43: "Consider a car and a garage” Cpk=1/2 means you've crunched nearest the door edge (ouch!) Cpk=1 means you're just touching the nearest edge Cpk=2 means your width can row 2 times before touching Cpk=3 means your width can grow 3 times before touching" PROCESS CAPABILITY EXAMPLE : PROCESS CAPABILITY EXAMPLE Calculation Values: Upper Spec value = $200,000 maximum No Lower Spec m = historical average = $250,000 s = $20,000 Calculation: Answer: Cpk= -.83 We want to calculate the process capability for our inventory. The historical average monthly inventory is $250,000 with a standard deviation of $20,000. Our inventory target is $200,000 maximum. Slide 45: Six Sigma Methods Six Sigma Everywhere MFG. DESIGN SALES / MKTING PURCH. MAINT. ADMIN. QA Common Six Sigma Project Areas [Big Ys] : Common Six Sigma Project Areas [Big Ys] Manufacturing Defect Reduction / Manufacturing efficiency Cycle Time Reduction Cost Reduction Inventory Reduction Product Development and Introduction Labor Reduction Increased Utilization of Resources Product Sales Improvement Capacity Improvements Delivery Improvements Defects and the Hidden Factory : Manufacturing Variation Causes A "Hidden Factory"Increased Cost - Lost Capacity Yield After Inspection or Test Each defect must be detected, repaired and placed back in the process. Each defect costs time and money. Defects and the Hidden Factory Rolled Yield Versus First Time Yield : Scrap Rework Hidden Factory NOTOK Yield After Inspection or Test Operation Inputs Inspect First TimeYield = OK Using Final Test First Time Yield ignores the hidden factory. Final test performance is a function of inspection/test or prevention. Rolled Yield Versus First Time Yield SIX SIGMA COMPARISON : SIX SIGMA COMPARISON Slide 50: Six Sigma Organization Slide 51: Six Sigma - Three Dimensions Tools Organization Methodology Driven by customer needs Enabled by quality team. Led by Senior Mgmt Define Measure Analyze Improve Control Process Map Analysis Pareto Chart Slide 52: Six Sigma Organisation Site Leader Champion/Sponsor Master Black Belt Black Belt Team Members Yellow Belt Green Belt Quality Leader/Six Sigma Coordinator Black Belt Green Belt Team Members Yellow Belt Team Members Yellow Belt Team Members Yellow Belt External Consultant Slide 53: It’s just the beginning! Thank U Good Luck www.isixsigma.com www.sixsigmaiq.com Statistical Analysis through Minitab