six sigma start up_2016

7/26/2019 Six Sigma Start Up_2016

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SIX SIGMA Start up (Service/Office Version)

Six Sigma is a business initiative, not a quait! initiative" It represents an approac# t#at gavani$es an organi$ation toimprove t#e bottom ine" At t#e #eart of Six Sigma is a min%set t#at& strives to sas# %efects b! re%ucing variation'measures a processes it# a universa metric, an% ac#ieves tangibe benefits in quait! an% in customer satisfactionea%ing to improvements in profitabiit!" e* oo+ at t#e t#ree +e! eements t#at ea% to Six Sigma performance&irst, t#e -nvironment, or cuture of t#e compan!' secon%, t#e .oos, or t#e probemfin%ing an% probemsovingtec#niques, use% to impement t#e p#iosop#!' an% t#ir%, t#e Infrastructure, or t#e interna structure, nee%e% tosupport use of t#e .oos"

.#e core of an! Six Sigma initiative is t#e -nvironment create% b! t#e ea%ers#ip team" .#e -nvironment is a %irectrefection of t#e true cuture of t#e organi$ation" 0nfortunate! t#e true cuture an% t#e pubic!state% vision,beiefs, an% vaues of t#e organi$ation %on*t aa!s matc# up" e can expore t#e -nvironment nee%e% to %rive asuccessfu Six Sigma initiative b! oo+ing at t#e p#iosop#! an% +e! concepts be#in% a Six Sigma approac#"

1note& The environment is at the core of any six sigma effort. The environment can be created only by theLeadership Team.2

.#e Six Sigma p#iosop#! is groun%e% it# a bias to action" Six Sigma embraces a customerfocuse%, %ata%riven,proactive business approac# t#at generates stronger profits"

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1note& The Leadership Team must continually and consistently embrace and reinforce this philosophy for a SixSigma initiative to succeed.2

Six Sigma %ifferentiates itsef from ot#er approac#es b! continua! forcing us to as+& 4i t#is ma+e a tangibe%ifference or is it 5ust a nice t#ing to %o64 Six Sigma is about getting resuts, an% getting resuts on t#ings importantto t#e business an% its customers"

1note& 7roper! impemente% an% con%ucte%, a Six Sigma initiative i #ave a ma5or impact on t#e bottom ine"2

1note& Six sigma is as muc# about %eci%ing #at not to tac+e as #at to %o" .a+e eaime%, focuse%, rife s#otsrat#er t#an a s#otgun approac# to seecting improvement targets"2

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An! business i succee% on! if its customers perceive t#e! #ave receive% vaue commensurate it# t#e price pai%for pro%ucts an% services purc#ase%" 9ommunication it# customers must be #eav! on t#e istening 4#af4 of t#e%iaog" 9ontinua! confirm t#at interna 9.:, or critica to quait!, requirements, are aigne% it# 9.9, or criticato customer, eements"

1note& ;eing customer


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1note& #en measuring performance, use tren% c#arts" .#is c#art s#os t#e rate of improvement over time"2

e* measure %efects per miion opportunities in eac# process an% %ispa! t#e %ata to oo+ at our improvement overtime using tren% c#arts"

1note& >7MO measurements app! to an! process outcome"2

e* oer our >7MOs b! focusing on prevention or +eeping probems from occurring rat#er t#an fixing t#em aftert#e! occur" Measure cost of quait! an% use t#e ?3 to ?3@ to ?3@@ ue& One %oar spent on prevention avoi%s ?3@@in potentia externa faiure costs"

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1note& Six Sigma is about probem prevention, not probem %etection" 7reventing probems is muc# more costeffective t#an fin%ing an% fixing t#em"2

Variation is t#e bane of Six Sigma" .#e more repeatabe, repro%ucibe, an% robust t#at a processes can be ma%e, t#egreater t#e probabiit! of oer >7MOs an% a more robust bottom ine"

1note& .#e sources of variation are en%ess" .#e more variation e can remove b! stan%ar%i$ing met#o%s, mista+eproofing tec#niques, an% a%%ressing root causes, t#e more pro%uctive e i be"2

.#e Six Sigma p#iosop#! is broug#t to ife b! a set of structure% an% baance% +e! concepts" Six Sigma meansbeing %ata%riven, measuring an% trac+ing %efects, re%ucing t#e cost of quait! an% focusing on 9.:" Organi$ationi%e invovement is ac#ieve% on a pro5ect basis it# ;ac+ ;ets faciitating teams it# 5ustintime(Ci.) training" 7ro5ects are c#osen it# a purpose& t#e! must impact t#e bottom ine" An% organi$ationa aignment is

assure% b! in+ing rear%s to Six Sigma performance"

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1note& A%opting t#ese +e! concepts brings t#e Six Sigma p#iosop#! to ife"2

Six Sigma is about using facts an% %ata, not opinions, #unc#es, an% guesses" it# %ata, statistica ana!sistec#niques can be use% to focus an% %irect improvement efforts"

1note& #enever !ou #ear 4I t#in+ E,4 4I beieve E,4 or I fee E,4 as+ 4#ere*s t#e %ata641note& S79 is t#e statistica too of contro" 9ontro c#arts et us +no if a process is running t#e a! it #as#istorica!" 7rocess capabiit! measures ao us to compare t#e process output to t#e specifications" >O- is t#eantit#esis of S79" it# >O-, e %eiberate! intro%uce c#ange to %etermine if t#is c#ange impacts t#e process an%process outcomes"21note& >ata can be statistica! ana!$e% to %etermine if process or pro%uct %ifferences or c#anges are significant or5ust part of common cause variation"2

>7MO, or >efects per Miion Opportunities, becomes a universa metric for Six Sigma initiatives" .#e outputs ofan! process can be trac+e% using >7MO performance over time"

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1note& >7MOs can be use% to trac+ t#e performance of an accounting process or a saes process as e as amanufacturing process"2

.#is >7MO 7erformance or+s#eet, a%apte% from arr! an% Sc#roe%er*s boo+, Six Sigma, .#e ;rea+t#roug#Management Strateg! evoutioni$ing t#e or%*s .op 9orporations, presents a userfrien%! format to cacuate t#e>7MO performance eve of an! process"

1note& it# t#e %ata to compete Steps A, ;, an% -, t#e >7MO performance for an! process can be cacuate%"2

In t#is exampe, a #ep %es+ receive% 8@p#one cas' 8 caers ere not #epe% imme%iate!" .#e !ie% as @"H(H@)" .#e number of 9.: c#aracteristics t#at app! to t#is #ep %es+ service is JJ" .#e proportion %efective per9.: c#aracteristic is @"3 per JJ, #ic# transates to 3,3=F >7MO" .#is cacuates to a process sigma vaue of B"DD"

1notes&K .#is cacuation is for 8@ service cas into t#e #ep %es+"K 3J of t#e 8@ services ere resove% it# no probems or errors"K .#e %efect !ie% is 3J out of 8@ or @"H"K .#e proportion %efective is 3"@ < @"H L @"3K Since JJ potentia c#aracteristics are trac+e% for eac# service ca, eac# ca #as JJ potentia opportunities to be%efective"K >ivi%ing @"3 b! JJ !ie%s @"@@33=F"K Mutip!ing t#e number in Step b! 3,@@@,@@@ cacuates to 3,3=F >7MOs"K 3,3=F >7MOs converts to a B"DD process sigma vaue"KK 9.: c#aracteristics trac+e% are sometimes cae% opportunities" .#e number of opportunities is often t#e most%ifficut aspect of a >7MO cacuation to %etermine because #at constitutes an opportunit! an% #at %oes not can

be a sub5ective %ecision" An aternative approac# is treat t#e 9.: c#aracteristic as a binar! measure eit#er t#eentire transaction is %efectfree or it is %efective" If t#is is %one, t#e >7MO tren% over time, not t#e absoute startingnumber is t#e most meaningfu measure of performance"

.o convert >7MO performance to a Sigma eve, use t#e 4it# 3"D Sigma S#ift4 coumn" Six Sigma initiatives a%% apus an% minus 3"D stan%ar% %eviation s#ift to t#e true Fsigma eve to account for s#ifts in t#e process ocation".#erefore, a Six Sigma performance of ="B >7MO is equa to a centere%process operating at a B"D sigma eve"

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1note& .#e 4.rue4 >7MO coumn represents t#e sigma eve it#out t#e 3"D Sigma S#ift" #en t#e Six Sigmacommunit! ta+s about Six Sigma quait! eves, t#e! are referring to a process operating at a quait! eve of ="Bppm" #ie a Fs process t#eoretica! operates at a quait! eve of 8 ppb, practitioners in t#e Six Sigmacommunit! #ave foun% t#is to be unreaistic %ue to process %rift" .#e process ocation #as reporte%! been foun% to%rift b! 3"Ds over ong perio%s of time" .#is is referre% to as ongterm %!namic %rift"2

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1note& If t#e 9O: is 8D, t#at is i+e 3 out of ever! B empo!ees or+ing in a #i%%en office, to process t#e sametransaction over again, #opefu! to get it rig#t t#e secon% time"2

1note& 9onfirm t#at !our interna metrics are %irect! reate% to an% are pre%ictive of !our customer*s requirements"2

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1notes& -nsure peope app! t#e ne toos an% tec#niques t#e! earn to ont#e5ob appications b! using faciitatorsto #ep t#em ma+e t#e connection" aciitation, #en appie% to rea or% appications, converts training into reaearning"2

1note& -vauate Six Sigma pro5ects on an in%ivi%ua basis" -ac# pro5ect seecte% s#ou% #ave a potentia financiapa!bac+ measure% in mont#s (an% sometimes in ee+s), not in !ears" If t#e potentia pa!bac+ is pro5ecte% to bemore t#an 8 !ears, t#ere are probab! better targets on #ic# to focus resources"

>irect! in+ing performance to monetar! rear%s gets peope*s attention" in+ing t#e action ta+en to t#e state%strateg! sen%s a cear message t#at t#e Six Sigma initiatives are important to t#e business" 7er#aps no organi$ation#as %emonstrate% t#is better t#an Genera -ectric" Accor%ing to arr! an% Sc#roe%er in t#eir boo+, Six Sigma& .#e;rea+t#roug# Management Strateg! evoutioni$ing t#e or%*s .op 9orporations, un%er Cac+ ec#*s ea%ers#ip,G- 4eig#ts B@ of t#e bonus compensation for managers on t#e intensit! of t#eir efforts an% t#eir measurabeprogress toar% Six Sigma quait! in t#eir operations"4

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1note& .#ere is no better a! to get t#e attention an% commitment from t#e management team to a Six Sigmainitiative t#an to tie compensation to Six Sigma performance"2

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12note& .#e Six Sigma .oos are a coection of probemfin%ing, probemsoving, an% potentia probempreventiontoos an% tec#niques"2

1note& Since Six Sigma is a %ata%riven initiative, it is on! natura t#at statistica ana!sis toos represent one of t#ema5or famiies of Six Sigma toos"2

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.#ere are severa variations on t#e stan%ar% Xbar an% contro c#art t#at are %esigne% to monitor a specific t!pe ofprocess" Variations incu%e Xbar, , P M (subgroup average, it#in subgroup range, P moving range beteensubgroups), XMbar P M (moving average P moving range), Xbar, > P M (subgroup average, range beteen%ifferent measures of t#e same parameter, P moving range beteen subgroups)"

An IXM c#art is cae% an in%ivi%uas an% moving range contro c#art' it is use% #en a subgroup average isn*tpractica, feasibe, or cost effective (for exampe in continuous fo processes)"

.#e Xbars c#art is a subgroup average an% stan%ar% %eviation contro c#art" .#ese are use% for #ig# voume,%iscrete part manufacturing it# fast an% inexpensive testing" .#ese c#arts are use% for subgroup si$es of at 3@ ormore"

S#ort run situations require t#e use of %ifference from target or normai$e% versions of X;ar P or IX P M

formats" .#is format aos severa pro%ucts ma%e on t#e same process to be trac+e% on t#e same contro c#art"

.#ere are severa speciai$e% or %!namic contro c#arts formats suc# as -MA (exponentia! eig#te% movingaverage) an% sope% contro imit c#arts" -MA is often use% for monitoring continuous processes" Sope% controc#art formats are use% to monitor processes it# too ear"

Attribute contro c#arts are use% to trac+ attributes, not variabes" .#ere are four famiies of attribute contro c#arts&pc#arts, npc#arts, uc#arts, an% cc#arts"

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9r, t#e 7rocess 9apabiit! atio, tes us #at portion of t#e specification t#e process output ta+es up"

9p, t#e 7rocess 9apabiit! In%ex, is cacuate% b! %ivi%ing t#e tota toerance b! Fs" .#e sampe stan%ar% %eviation,s, is cacuate% using t#e range vaues ta+en over a perio% of time"

9p+ is an a%apte% measure of 9p" 9p+ tes us if t#e process is centere% as e as if it is capabe" 9p+ is t#eminimum of t#e capabiit! against t#e upper spec imit an% t#e capabiit! against t#e oer spec imit"

7p, t#e 7rocess 7erformance In%ex, is simiar to 9p except s is cacuate% from a of t#e in%ivi%ua vaues in a

sampe"

7p+ is an a%apte% measure of 7p 5ust as 9p+ is of 9p"

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1note& If t#e variation in t#e measurement s!stems ta+es up more t#an =@ of t#e toerance or more t#an =@ of t#eprocess variation, t#e measurement s!stem cannot be consi%ere% to be reiabe an% must be improve% or repace%"Our goa is to #ave a measurement s!stem t#at ta+es up ess t#an 3@ of t#e specification toerance an% of t#e totaprocess variation"21note& A GP Stu%! is t#e most common .!pe A -vauation of 0ncertaint!" it# most measurement s!stems,repeatabiit! an% repro%ucibiit! issues contribute significant! more variation t#an ot#er measurement uncertainties"

9orreation ana!ses te us #et#er t#ere are reations#ips beteen process variabes" e can use t#ese ana!ses tofin% out if a variabe is %epen%ent on anot#er or if a variabe*s be#avior can expain t#e be#avior of anot#er variabe".ests of significance are use% to test #!pot#eses" e can c#ec+ to see if t#e means or variances of to sampesin%icate t#e! ma! be from t#e same popuation or e can c#ec+ to %etermine if a sampe ma! be part of a +nonpopuation" .#is is #epfu to +no #en !ou #ave ma%e c#anges (t#at !ou beieve are improvements) in a processan% ant to %etermine if t#e c#anges are statistica! significant" Ana!sis of Variance, or AQOVA, oo+s at t#eimpact +non c#anges in process variabes #ave on t#e output of t#e process"

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1note& #ie a picture is ort# a t#ousan% or%s, sometimes a more sop#isticate% ana!sis is nee%e% to %etermine if%ata points are statistica! simiar to, or %ifferent from, t#e common cause variation represente% b! t#e popuation" 1

>esigne% experiments are rea! a fami! of tec#niques t#at ao us to experiment efficient! an% effective! on aprocess" e use >O- to %etermine #ic# variabes (or factors) significant! affect t#e output of t#e process" .#en,e can mo%e t#e output base% on t#ose variabes (or poer factors) an% %etermine #at t#e vaues are to set t#evariabes to optimi$e t#e process output" e can aso %etermine if an! of t#e variabes stu%ie% #ave interactions it#eac# ot#er" .#e ob5ective an% scope of t#e panne% stu%! must be %efine% to %etermine #ic# of t#e t!pes of >O-sis best suite% for t#e appication"

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1note&Screening -xperiments are a specia extreme t!pe of ractiona actoria" Screening -xperiments are often use% att#e start of an experimenta sequence' t#e! require reative! fe runs but !ie% important information about +e!variabes"

Mixture -xperiments are speciai$e% %esigns use% to optimi$e formuations" Mixture -xperiments incu%e t#ecapabiit! to or+ it# formuating constraints suc# as t#e sum of a eig#t fractions must equa 3"@"

ractiona actorias require ess runs t#an u actorias but !ie% ess information, too" ractiona actorias stu%!a pre%etermine% fraction of a u actoria"

-VO7 is an iterative optimi$ing %esign" -xperiments are run it#in t#e existing range of process parameters an% arerun ive" -VO7 requires a reative! #ig# number of runs, !ie%ing seective information"

u actorias generate ots of information but requires man! runs' t#e! are usua! use% to stu%! variabes at 8 or =eves"

esponse Surface Ana!sis is an optimi$ing %esign in #ic# t#e main in%epen%ent variabes are area%! +non".#e! require a imite% number of runs, but !ie% #ig#! seective information"

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1note& oc#arting a process puts t#e sequentia steps an% %ecision points it#in t#e process in or%er" 0sua!,#enever process steps can be eiminate% or combine% or #en %ecision points can be converte% to process steps,t#e process is simpifie% an% improve%"2

1note& A or+fo %iagram is a visua representation of t#e steps of a process" 0sua!, #enever crossover pointscan be eiminate% an% trave %istances can be s#ortene%, t#e process fo is improve%"

1note& A bron paper fo is a #!bri% of a foc#art an% a or+fo %iagram" A bron paper fo is an especia!usefu too for stu%!ing an% improving office an% a%ministrative proce%ures"

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1note& .#is top%on foc#arting format separates t#e process into ma5or steps it# t#eir correspon%ing minor, orsupporting, steps iste% un%erneat# t#e ma5or steps"

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1note& earranging sequentia process steps so t#at t#e! are next to eac# ot#er usua! ea%s to improve%communication, oer inventor! queues, an% faster process c!ce times"2

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1note& .o construct a bron paper fo, use actua forms, copies of proce%ures, printouts of computer screens, an%sampe %ocuments to %ispa! t#e fo of information an% %ecisions"2

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7ie c#artScatter >iagramistogram.ren% c#art7areto %iagram

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A pie c#art s#os #at portion of t#e popuation eac# categor! represents"A bar grap# s#os t#e si$e of eac# categor! reative to t#e ot#ers"

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istograms provi%e a grap#ica representation of t#e pattern of variation of a popuation"

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It is often sai% t#at J@ of our probems come from 8@ of our services or J@ of our saes come from 8@ of ourcustomers" .#is is +non as t#e J@8@ rue" 7areto ana!sis is a too to focus us on t#ose 8@ of t#e items t#at aret#e vita fe" .#is ana!sis as name% for an Itaian economist, Vifre%o 7areto" .#e ana!sis itsef is a combinationbar grap#ine grap#" .#e bars are arrange% in %escen%ing magnitu%e an% t#e ine s#os t#e cumuative percentage"e use t#e ine grap# portion to i%entif! t#e J@ point < t#e categories to t#e eft of t#is are t#e ones e i or+on first, starting it# t#e one t#at*s argest"

1note& A 7areto Ana!sis paces %ata b! categor! in %escen%ing or%er an% s#os t#e cumuative percentage so ecan easi! i%entif! t#ese categories t#at ma+e up J@ of t#e tota"2

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1note& Scatter %iagrams are grap#s of t#e reations#ip beteen to variabes" .#e! s#o grap#ica! #et#er apre%ictabe reations#ip beteen t#e to variabes %oes or %oes not exist"2

It is aso important to +no #o e are %oing over time" .#is can be %one it# a tren% c#art" .#e tren% c#artmonitors measures from our process, our %epartment, or our compan! over time" .ren% c#arts i be +e! toos inour Six Sigma .oobox" .ren% c#arts i be use% to trac+ Six Sigma performance an% to assess improvement" orexampe, as e impement preventive measures, our %efects per miion opportunities (>7MOs) s#ou% %ecreaseover time" If t#e! %o not %ecrease or if e see t#e >7MO eves creeping up, e +no t#e furt#er action is nee%e%in t#at %epartment or on t#at process"

1note& .ren% c#arts (or run c#arts) s#o t#e performance of a seecte% variabe over time"2

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1note& 9oncentration %iagrams are grap#ica representations of #ere events (e"g" %efects) are custere% orconcentrate%" ere, t#e e% X*s in%icate ere acci%ents #ave occurre% in a section of an office" ive of t#e nineacci%ents #ave occurre% in one pace"2

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;rainstorming tec#niques are use% to generate a 4storm4 of i%eas"

.#e >MAI9 probemsoving mo%e is use% to focus t#e scope of a probemsoving effort, to fin% t#e root cause,an% to institute permanent corrective action"

7-. c#arts et us %etermine t#e critica pat# of a pro5ect" .#e critica pat# represents t#e s#ortest time it#in #ic#a pro5ect can be compete%"

9ause an% effects %iagrams, sometimes cae% fis#bone or Is#i+aa %iagrams, are use% to categori$e potentia causesof an effect"

Gantt c#arts are pro5ect management c#arts t#at #ep us +eep trac+ of t#e activities nee%e% to compete a pro5ectagainst a timeine"

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1note& .#e >MAI9 7robemSoving process as ma%e popuar b! t#e Six Sigma communit!" Ot#er probemsoving mo%es (Dstep, Fstep, J>, etc") are simiar but ma! not focus t#e team*s effort on measuring an% ana!$ingt#e probem to get to t#e root cause as e t#e >MAI9 mo%e"

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Rnon to some as a fis#bone %iagram, t#e cause an% effect %iagram organi$es variabes t#at potentia! causeprobems in t#e process" #en t#e process runs e, t#ese variabes #ave t#e effect of pro%ucing a goo% processoutput" ;ut occasiona! t#ese variabes misbe#ave an% #ave t#e effect of pro%ucing scrap, reor+, or servicefaiures" .#e cause an% effect %iagram %ispa!s t#e causes so t#at e can visuai$e reations#ips beteen variabest#at mig#t be creating t#e probem e are experiencing or t#at e cou% experience"

1note& 9ause an% effect %iagrams are usefu to i%entif! an% group variabes t#at can potentia! ea% to t#e effect(e"g" %efects) un%er stu%!" 1

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oun%robin brainstorming provi%es a format t#at invoves ever!one on t#e team in coming up it# i%eas on t#ebrainstorming topic" ;! ta+ing turns an% giving ever!one an equa c#ance to participate, brainstorming can generatea foo% of i%eas on probems, potentia probems, or even on potentia soutions" In brainstorming, no one is aoe%to critici$e, praise, or ot#erise comment on someone ese*s i%ea" A i%eas, not matter #o far out t#e! mig#t seem,are accepte%" ater, t#e team can sort t#e i%eas for practicait!, feasibiit!, an% cost effectiveness"

1note& A group brainstorming session con%ucte% b! a probemsoving team can come up it# man! more i%eas t#anin%ivi%uas or+ing aone"2

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7-. is an acron!m t#at stan%s for 7rogram -vauation an% evie .ec#nique" It as %eveope% in t#e 3HF@s as atoo to +eep miitar! an% space programs on sc#e%ue" e can use 7-. in our Six Sigma efforts to +eep pro5ects ort#e impementation of probemsoutions ontrac+" A 7-. c#art s#os t#e pat#s e must ta+e to compete a pro5ector impement our soution" .#e pat# t#at ta+es t#e ongest time is t#e critica pat#" .#is is t#e s#ortest amount oftime in #ic# e can compete t#e pro5ect" If e ao t#e critica pat# to sip, t#en t#e entire pro5ect i ta+eonger to compete"

1note& A 7-. c#art is a pro5ect management too t#at #eps to %etermine t#e critica pat# as e as to pan t#e%epo!ment of resources"2

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1note& Gantt c#arts are use% as a pro5ect management too to trac+ t#e tas+s or steps of t#e pro5ect an% +eep it onsc#e%ue" 1

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1note& 7robemsoving is rea! about probemfin%ing" A permanent soution can be put in pace on! after t#e reacause of t#e probem is foun%"2

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1note& As+ing 4#!64 D (or more) times are often t#e best a! to get past t#e s!mptoms an% get to t#e rea rootcause"2

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1note& 4#at is < #at isn*t4 ana!sis is #epfu in focusing in on process variabes ripe for %eeper ana!sis"2

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1note& A timeine ana!sis is a speciai$e% version of #at is #at isn*t" e can compare performance to timebase%c#anges to #ep fin% t#e root cause of a probem"2

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>u7ont is or%renone% for #aving extreme! safe or+ environments" 7art of t#eir stear performance comes%irect! from using root cause ana!sis toos suc# as faut tree ana!sis to prevent probems before t#e! occur" #ieit is best to use faut tree ana!sis in a proactive manner, t#is too can aso be use% to oo+ at t#e events t#at e% up toa probem" aut tree ana!sis is a top%on approac#" It starts it# a %escription of t#e potentia or actua probem".#en eac# event t#at b! itsef or in combination cou% cause t#e probem to occur is potte% on t#e faut tree" If ecan brea+ t#e c#ain in t#e faut tree ea%ing up to t#e faiure, e i prevent t#e faiure from occurring"

1note& A fauttree ana!sis is a top%on %etermination of t#e events t#at can, at t#e root eve, ea% to a faiure or%efect" 1

B@


41/86

1note&

M-As are ris+prioriti$ation stu%ies" .#e! #ep i%entif! potentia ris+s in#erent in t#e pro%uct %esign or processan% provi%e a structure to ta+e action to re%uce t#ose ris+s"

A mista+eproofing min%set embraces t#e p#iosop#! t#at mista+es can be prevente% if t#e processes an%proce%ures are robust enoug#"

.#e term DS*s refers to a or+pace organi$ation min%set" #en ever!t#ing is aa!s #ere it is suppose% to be,

time aste% oo+ing for t#ings is eiminate%"

Setup time is rea! unpro%uctive time" ;! re%ucing t#e time it ta+es to setup a process to pro%uce a %ifferentpro%uct, pro%uctivit! soars"

B3


42/86

1note& M-As are bottomup stu%ies of t#e potentia ris+ of eac# component of a process or service" An M-Aea%s to an action pan to re%uce t#e #ig# ris+ components or eements"2

B8


43/86

Some ma! ca mista+eproofing 4fooproofing4 or 4i%iotproofing,4 but it*s rea! mista+eproofing" It*s not aboutpacing bame on empo!ees" Instea%, mista+eproofing is about eiminating t#e possibiit! of mista+es occurring b!c#anging t#e process, proce%ure, or service" Mista+eproofing is at t#e #eart of t#e .o!ota 7ro%uction S!stem" 7o+a!o+e, as it is +non at .o!ota, is per#aps t#e +e! too t#at ma+es .o!ota processes among t#e most robust in t#eor%"

1note& Mista+eproofing a process or service eiminates t#e c#ance of mista+es #appening" It is a probem prevention(versus a %efect %etection) tec#nique"2

B=


44/86

.#e term DS*s refers to five Capanese or%s t#at transate into #ouse+eeping an% organi$ation of t#e or+pace"Goo% or+pace organi$ation is a crucia part of ean manufacturing" It #eps pro%uctivit! b! eiminating t#escavenger #unt for toos, suppies, an% even paperor+" As t#e sa!ing goes, 4A pace for ever!t#ing an% ever!t#ingin its pace"4 .#e DS*s aso #ep eiminate probems in t#e process incu%ing t#e potentia for acci%ents"

1note DSs invoves organi$ing t#e or+pace an% t#en +eeping it cean an% organi$e% a of t#e time" .#e pa!offfrom a DS effort, measure% b! t#e time recovere% b! en%ing 4scavenger #unts4 for ost equipment an% materia, canbe staggering"2

BB


45/86

1note& Most setup re%uction activities sas# setup times from #ours to minutes" aster setup times transate into4foun%4 pro%uction capacit!" 1

BD


46/86

O: (ouse of :uait!, sometimes cae% :uait! unction >epo!ment or :>) is a too t#at ta+es t#e voice oft#e customer (t#e customer requirements) an% transates t#at into t#e voice of t#e process (#o t#e process s#ou%run to create t#e service t#e customer requires)" O: is a measure of aignment beteen customer requirements an%processes performe%"

>O-, or >esign of -xperiments, is a fami! of toos to un%erstan% critica process variabes an% t#en to optimi$et#ose variabes to pro%uce t#e best pro%uct"

M-A, or aiure Mo%e an% -ffects Ana!sis, prioriti$es #ere actions are nee%e% to eiminate #ig# reative ris+areas, or t#ose areas #ere our process mig#t fai an% impact t#e pro%ucts or transactions"

BF


47/86

O: tec#niques (aso cae% :> for :uait! unction >epo!ment) s#ou% be use% %uring t#e pro%uct panningan% %eveopment stage"

BN


48/86

M-A stu%ies can be use% to #ep i%entif! t#e impact t#e process can #ave on t#e pro%ucts an% t#e pro%uct can #aveon t#e process"

BJ


49/86

.#ese are structure% ai%s to #ep ma+e %ecisions #en t#e %ecision is not obvious"

BH


50/86

.est of significance use probabiit! to assess #et#er t#ere #as been a c#ange in t#e process or pro%uct"

D@


51/86

Goo% %ecisions often require us to consi%er a number of factors or criteria" or exampe, #en e #ave more t#anone soution to a probem, e #ave to %eci%e #ic# of t#e soutions to impement" >efining Musts P ants beforema+ing t#e %ecision can #ep" irst, e create a ist of criteria" e separate t#e criteria into t#ose t#at arerequirements of t#e soution (t#e Musts) an% t#ose e ou% i+e t#e soution to #ave but aren*t absoute! necessar!(t#e ants)" If a soution %oesn*t meet a of t#e Must criteria,

it must be %roppe% because it*s rea! not a soution" .#en, for t#e remaining soutions, e consi%er t#e ants" antss#ou% be cassifie% b! ig#, Me%ium, an% o" e t#en rate eac# soution b! #o e it meets t#e ant criteria";! mutip!ing t#e ant an+ing (for exampe ig# L D, Me%ium L =, an% o L 3) times t#e ant ating (forexampe on a scae of @ to D) , e get a eig#te% Score" .#e soution can%i%ates it# t#e #ig#est scores s#ou% bet#e best soutions because t#e! most cose! meet !ourcriteria"

.#e use of Must P ants is a structure% approac# for app!ing !our %ecision criteria to soution options"

D3


52/86

In t#e absence of cear, cean %ata, sometimes teams sti #ave to ma+e %ecisions" Qomina group tec#nique (QG.) isa form of Voting an% an+ing an% #eps teams reac# consensus %ecisions" QG. an% Voting P an+ing tec#niquesgive t#e teams a structure% approac# to 4vote4 for t#ose i%eas or soutions t#e! t#in+ are best" .#e team membersuse t#eir +noe%ge an% experience to gui%e t#eir votes" .#en, t#e votes of t#e team are taie% toget#er to ran+ i%easbase% on t#e team*s overa +noe%ge an% experience"

#en %ata are not avaiabe, use of QG. or Voting P an+ing appies team s+is an% +noe%ge to come to a%ecision"

D8


53/86

#at s#ou% e 4%o,4 Six Sigma or ean .#in+ing6 .#is is a question t#at man! companies strugge it#" Tet an!organi$ation striving to re%uce %efects, improve pro%uctivit!, an% improve profitabiit! must incorporate ean.#in+ing into t#eir Six Sigma efforts" An% ean .#in+ing can*t be effective it#out some of t#e s!stems put in pacet#roug# Six Sigma" In ot#er or%s, t#ese efforts nee% eac# ot#er" Among t#ecritica ean t#in+ing toos a organi$ations s#ou% consi%er for use are or+fo Ana!sis, One7iece o,Ranbans, .AR. .ime, an% Set0p e%uction"

ean .#in+ing an% Six Sigma are not %ifferent, t#e! are compementar! p#iosop#ies" ean toos focus on t#ere%uction of aste of an! +in%"

D=


54/86

DB


55/86

istorica!, organi$ations process arge ots of transactions t#in+ing t#at it is more efficient an% more pro%uctivet#at a!" ;ut it*s not" arge ots or groups of transactions ma+e us infexibe to our customers* nee%s" e*re reactingon! to our on perceive% nee%s" -ven orse, #en e #ave a quait! probem it# arge ots, e en% up it#4ots4 of ba% service or transactions" it# One7iece o, e force our process to oo+ i+e a continuous process" Ife #ave a probem, e can fix it imme%iate!, after 5ustone transaction" e %on*t #ave to ait for t#e entire ot to be processe% before e %etect a probem" .o ac#ieve onepiece fo, e #ave to use a number of toos incu%ing or+fo Ana!sis, Ranbans, an% Set0p e%uction"

#ie e ma! never get to true onepiece fo, our goa is to ma+e our processes fast, fexibe, an% responsive tot#e mar+etpace"

A +anban is a sign or signa" It*s use% to te us #en to pro%uce or #en to repenis#" e pro%uce on! #ensignae% an% e repenis# on! #en signae%" e use +anbans to pu pro%uct or transactions t#roug# t#e processbase% on customer %eman%" e %on*t pus# pro%uct t#roug# t#e process b! 5ust reeasing or+ or%ers from t#e frontoffice" .#is on! ea%s to overpro%uction an% #ig# or+inprocess inventor! eves" Ranbans +eep us fromoverpro%ucing" .#e! enabe us to be more responsive to customer nee%s an% to process nee%s because e can focuson our bottenec+s an% not focus on 5ust processing

t#e pies of I7 e #ave a!ing aroun%"

7us#ing process output t#roug# t#e operation creates pies" 7uing it t#roug# it# +anbans ea%s to a stea%!,pre%ictabe fo"

DD


56/86

DF


57/86

.a+t time #eps ma+e sure t#e process steps are baance% it# eac# ot#er an% it# customer %eman%"

.#e +e! to setup re%uction is being rea%! for t#e setup ;-O- t#e process goes %on (for t#e c#angeover)"

DN


58/86

it#out a co#esive infrastructure, a Six Sigma initiative cannot be sustaine%"

DJ


59/86

>irection an% focus"

S+is an% training 9ommunication an% ea%ing b! exampe

Support an% gui%ance

Getting resut

DH


60/86

F@


61/86

Mentors provi%e gui%ance an% #ep cut re% tape #ere necessar!"

F3


62/86

#ie ;ac+ ;ets are t#e #an%son probemsovers' Green ;ets #ep a%% critica mass to t#e group of s+ie%probemsovers in an organi$ation" .oget#er, t#e! form t#e foun%ation of #ig# performance probemsoving teams,#eping c#ange t#e cuture to a probemfin%ing, probemsoving min%set" Some Green ;ets evove to ;ac+ ;etstatus"

F8


63/86

9ompex probems nee% a crossfunctiona team to fin% t#e root cause an% impement permanent corrective action"

F=


64/86

;ot# mo%es bui% on >r" >eming*s 7>9A c!ce"

FB


65/86

i+e an! compex activit!, t#e +e! to t#e Six Sigma roout is in t#e panning" #! not use a Gantt c#art6

FD


66/86

#at t#e team can an% cannot %o"ocus on t#e probem, not fig#ting it# eac# ot#er"

Ma+e sure peope +no t#eir efforts #ave been important an% appreciate%Ueveraging successes"Ma+e it eas! to 4see4 #at nee%s to be %one' use coorco%ing, %ifferent s#apes , forms, an% even fonts to #ig#ig#titems t#at s#ou% receive priorit! attention"

FF


67/86

;oun%aries of free%om must be set up front, not after t#e team #as starte% its pro5ect"

FN


68/86

App! brea+t#roug#s ever!#ere t#at t#e! can be use%"

FJ


69/86

ten% to be a visua societ!' ma+e it eas! to 4see4 #at nee%s to be %one"

FH


70/86

Sa!ing 4t#an+ !ou4 is a poerfu, but un%eruse%, a! to ac+noe%ge peope*s contributions

N@


71/86

N3


72/86

it#out a process for managing pro5ects, a Six Sigma initiative is i+e! to go outofcontro"

0se %ata, not emotion, to quantif! t#e si$e of t#e probem"

N8


73/86

Ma+e sure t#ere is a significant pa!bac+ for t#e investment of !our resources" emember, resources are not 5ustmone!U

N=


74/86

7ro5ect revies monitor team progress to ensure resuts are ac#ieve% rapi%!" Sometimes, t#e revie ma! s#o t#att#e team nee%s a%%itiona gui%ance or resources"

NB


75/86

If a soution fais t#e tests of practicait!, feasibiit!, an% costeffectiveness, it is not a 4rea4 soution"

.rain in a 5ustintime fas#ion, 5ust #en peope are rea%! to app! t#e too or tec#nique"

ND


76/86

;ac+ ;ets nee% t#e a%vance% toos in t#eir toobox"

Green ;ets nee% to +no #o to use t#e interme%iate toos"

NF


77/86

Qo one training approac# serves a nee%s" in% t#e rig#t baance for !our organi$ation"

NN


78/86

#ie most of t#e organi$ation i get 5ustintime training, t#e ea%ers#ip .eam an% ;ac+ ;ets nee% to be traine%in a%vance"

NJ


79/86

>on*t train for t#e sa+e of training" .rain to get resuts b! #aving peope app! training to sove reaife probems"

NH


80/86

.raining can #ave a ot of #i%%en costs" Ma+e sure !ou are getting t#e most for !our training %oars"

If !ou %on*t measure it, it (probab!) on*t improve"

J@


81/86

-ver! process can be monitore% using >7MOs' t#e +e! is to %efine t#e number of 9.: c#aracteristics oropportunities (Step -)" .#e number of opportunities is often t#e most %ifficut aspect of a >7MO cacuation to%etermine because #at constitutes an opportunit! an% #at %oes not can be a sub5ective %ecision" An aternativeapproac# is treat t#e 9.: c#aracteristic as a binar! measure eit#er t#e entire transaction is %efectfree or it is

%efective"

J3


82/86

It*s not t#e starting point, it*s t#e tren% t#at*s important"

J8


83/86

If (on!) = of t#e B measures are tren%ing in t#e rig#t %irection, e sti mig#t not be satisf!ing our customers* nee%s"

J=


84/86

oo+ for best practices in ot#er organi$ations' t#en earn from t#e best"

>on*t sen% mixe% messages' in+ Six Sigma performance to compensation, bonuses, an% ot#er rear%s"

JB


85/86

.#e environment or t#e cutura artifacts i be %ifferent in ever! organi$ation because t#e! bui% on t#e past" .#etoos ma! seem simpe to some, but it*s aa!s more %ifficut to generate an% foo t#e %ata trai t#an it seems its#ou% be" An%, #ie t#e supporting infrastructure ma! seem i+e common sense, it #as to be a rea support s!steman% not 5ust smo+e an% mirrors" Six Sigma is not eas!, but it is ort# t#e effortU

7IOSO7T

Improve 7rofitabiit!, ;e 9ustomer ocuse%, Measure Outcomes, ocus on 7revention, e%uce VariationR-T 9OQ9-7.S

0se >ata, .rac+ >7MOs, 0n%erstan% 9O:, ocus on 9.: -ements, 0se aciitation as Appie% .raining, Assurean Acceptabe OI is Ac#ieve%, in+ 7erformance P ear%s7O>09.7O9-SS IQ.-A9.IOQ

O: (:>), M-A, >O-7O;-M SOVIQG

J>iscipine Met#o%, 9ause P -ffect >iagrams, ;rainstorming, 7-. 9#arts, Gantt 9#arts-AQ .IQRIQG

or+fo Ana!sis, One7iece o, Ranbans, .AR. .ime, Setup e%uctionOO. 9A0S- AQATSIS

D#!s, #at Is#at Isn*t Ana!sis, .imeine Ana!sis, aut .ree Ana!sis7O9-SS IM7OV-M-Q.

M-A, Mista+e7roofing, DS*s, Setup e%uction>A.A AQATSIS AQ> >IS7AT

7ie 9#arts, ;ar Grap#s, istograms, 7areto Ana!sis, Scatter >iagrams, .ren% 9#arts, 9oncentration >iagrams

>-9ISIOQMARIQG .OOS

.est of Significance, Musts P ants, QG., Voting P an+ing7O9-SS MA77IQG

oc#arting, or+fo Ana!sis, ;ron 7aper osS.A.IS.I9A .OOS

S79 (9ontro 9#arts), 7rocess 9apabiit! (9r, 9p, 9p+, 7p, 7p+), >O- (>esign of -xperiments), Statistica Ana!sis(AQOVA, 9orreation Ana!sis, .ests of Significance), Measurement S!stem Ana!sis (GP, 0ncertaint!)OGAQIA.IOQ

ea%ers#ip .eam, Mentors P 9oac#es, ;ac+ ;ets, .eams P 7ro5ects, >MAI9 vs" >MA>V Mo%es, oOut

S077O. STS.-M

;oun%aries of ree%om, ;est 7ractices orum, .eamor+ P 9onfict esoution, Visua actor!, ecognition7OC-9. MAQAG-M-Q.

7ro5ect I%entification, 7ro5ect Seection, 7ro5ect evies, 7ro5ect Soutions

JD


86/86

7-OMAQ9- AQ> -A>S

ecognition vs" ear%s, 9ompensation P 7erformanceM-.I9S

>7MOs, ;aseine P .ren%s, ;aance% Scorecar%, ;enc#mar+s.AIQIQG

;asic, Interme%iate, P A%vance% .oos, .raining Met#o%s, .raining 7an, aciitation, esources

six sigma start up_2016

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