UNIVERSITY OF SAN CARLOS OF GUATEMALAFACULTY OF ENGINEERINGSCHOOL OF SCIENCETECHNICAL LANGUAGE III INTENSIVEPROFESSOR: ESVIN OXLAJ

SPECIAL ASSIGNMENT:

SIX SIGMA AND 5S METHOD

Names IDMarvin Alfredo Sicá Pérez 200819410Luis Miguel García Lobos 2008-19344

Luis Gerardo Monzón Pérez 201020584Gilberto Gonzalo Marroquín Pérez 201020862

José Alberto Tubac Escobar 201222574

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INDEX

INTRODUCTION..................................................................................................................................3

OBJECTIVES........................................................................................................................................4

GENERAL OBJECTIVE......................................................................................................................4

SPECIFIC OBJECTIVES......................................................................................................................4

METODO SEIS SIGMA.........................................................................................................................5

WHAT IS SIX SIGMA?......................................................................................................................5

THE BEGINNING.............................................................................................................................5

THE METHOD.................................................................................................................................6

TOOLS.............................................................................................................................................7

CYCLE DMAIC: DEFINE MEASURE ANALYZE IMPROVE CHECK PROCESS IMPROVEMENT SIX SIGMA:...........................................................................................................................................7

METHOD "5S".....................................................................................................................................8

The "5S...........................................................................................................................................9

SEIRI.- ORGANIZATION...................................................................................................................9

SEITON.- ORDER.............................................................................................................................9

SEISO.- CLEANING...........................................................................................................................9

SEIKETSU.- VISUAL CONTROL.........................................................................................................9

METHOD DEFINITION "5S".................................................................................................................9

BENEFITS OF THE METHOD OF "5S".............................................................................................10

CONCLUSIONS..................................................................................................................................11

ANNEXES..........................................................................................................................................12

BIBLIOGRAPHY.................................................................................................................................14

REFERENCE GUIDE........................................................................................................................14

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INTRODUCTION

This research addresses the issue of Six Sigma and 5s Method, which focuses on

the organization and effective standardization of work processes to getting reduce

or eliminate defects or failures in delivery of a product or service client. The main

focus is to simplify their work environments and helps to reducing waste and other

forms of non-value adding activities while improving the quality, efficiency, process

efficiency and safety of employees.

Six Sigma is a process improvement methodology, focused on reducing the

variability of them, getting reduce or eliminate defects or failures in delivery of a

product or service to the customer. 6 Sigma's goal is to reach a maximum of 3.4

defects per million events or opportunities (DPMO), meaning any default event a

product or service fails to meet customer requirements.

Six Sigma uses statistical tools for characterization and study of the processes;

hence the name of the tool, as sigma is the standard deviation gives an idea of the

variability in a process and the goal of Six Sigma methodology is to reduce so that

this process is always within the limits set by customer requirements.

"5S" is a method that provides the means to generate more productive, safe and

pleasant places where products and services of higher quality are produced. This

method is also useful in business services, manufacturing, processing or

otherwise, can even be applied in homes as well as in daily activities.

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OBJECTIVES

GENERAL OBJECTIVE

To define what tools to improve an organization such as 5s and Six Sigma.

SPECIFIC OBJECTIVES

Determine the tools they use these methods in order to become functional one organization.

Identify the steps to set up any of these methods. Understand the benefits gained in applying these methods in an

organization.

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SIX SIGMAWHAT IS SIX SIGMA?Six Sigma is a revolutionary approach to measuring and improving management

Quality has become a standard method for the same time, meet the needs of

customers and achieve with near perfect levels. But what exactly is Six Sigma?

He said in a nutshell, is a method, based on data, to bring quality to near perfect

levels, different from other approaches because it also corrects problems before

they arise. More specifically it is a disciplined effort to examine the repetitive

business processes.

Literally any company can benefit from Six Sigma process. Design,

communication, training, production, management, losses, etc. Everything falls

within the scope of Six Sigma. But the road is not easy. The possibilities for

improvement and cost savings are enormous, but the Six Sigma process requires

commitment of time, talent, dedication, persistence and, of course, financial

investment.

A typical cost of not -errors Quality defects and losses on processes-can account

for 20 to 30 per 100 in sales. The field is wide, even without reaching the level Six

Sigma (3.4 errors or defects per million opportunities), the potential to significantly

improve the results are limitless. Only the organization will need to make available

their skills and appropriate manner consistent with its resources.

THE BEGINNINGIt is essential that the commitment to Six Sigma approach begins and remains in

the top management of the company. Experience shows that when management

does not express his vision of the company, does not convey strength and

enthusiasm does not evaluate the results and does not recognize the efforts,

improvement programs become a waste of valuable resources. The Six Sigma

process begins with the awareness of executives to reach a common

understanding of the Six Sigma approach and to understand the methods that

enable the company to achieve quality levels hitherto unsuspected

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The next step is the selection of employees, professionals with ability and

responsibility in their areas or functions that will be intensively trained to lead

improvement projects. Many of these employees will have to devote a significant

portion of their time to the projects, if meaningful results are intended.

THE METHODSix Sigma method, known as DMAIC, involves the application, project by project, a

structured five-step process.

In the definition phase potential Six Sigma projects to be evaluated by

management to avoid underutilization of resources are identified. After

selecting the project mission is prepared and the most suitable for the

project team is selected and assigned the necessary priority.

The measurement phase consists in characterizing the process by

identifying the key customer requirements, key features of the product (or

outcome variables) and parameters (input variables) that affect the

operation of the process and the characteristics or variables key. After this

characterization of the system is defined as the ability of the process and

measured.

In the third phase analysis, the team analyzed data from current and

historical results. Develop and test hypotheses about possible cause-yo

effect using appropriate statistical tools. Thus the equipment confirms the

determining process, ie the key input variables or "vital few" variables

affecting the process response.

In the phase of improvement the team tries to determine the cause-effect

(mathematical relationship between the input variables and the response

variable of interest) to predict, improve and optimize the operation of the

process. Finally the operating range of input parameters or process

variables is determined.

The last phase, control, is to design and document the controls necessary to

ensure that gains by Six Sigma project is maintained once the changes

have been implemented. When you have achieved the goals and mission

not give complete, the team reports to management and dissolves.

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TOOLSSix Sigma projects are two types of tools are used. Some of the general type 7

Quality tools are used for the collection and processing of data; the other, specific

of these projects are statistical tools, among which include the process capability

studies, ANOVA analysis, hypothesis testing, design of experiments, and also

some used in the design of products or services, such as QFD and FMEA.

These statistical tools that years ago were only to specialists, are now accessible

to people without much knowledge of statistics. The availability of easy and fast

applications, both for processing data to the calculations required for analysis and

exploitation enables use with ease and fluency, focusing efforts of people in the

interpretation of results, not on the realization complex calculations that were

previously required.

CYCLE DMAIC: DEFINE MEASURE ANALYZE IMPROVE CHECK PROCESS IMPROVEMENT SIX SIGMA:

Step 1: Define the Problem

Step 2: Observe the Problem

Step 3: Analyze the Problem

Step 4: Acting on the causes

Step 5: To study the results

Step 6: Standardize

Step 7: Set conclusions

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METHOD "5S"The operations of organization, order and cleanliness were developed by

Japanese companies under the name of "5S". They have been applied in various

countries with notable success.

The "5S" are the initials of five Japanese words that name to each of the five

phases in the method.

The aim of this method is to maintain and improve the conditions of organization,

order and cleanliness, as well as improving working conditions, safety, working

environment, personal motivation and efficiency. A concept that continuously

applied to the management and administration of the workplace leads to a process

of continuous improvement, achieving improved productivity, competitiveness and

quality in companies. All this through a change in the work culture through planned

practice of the basic concepts of total quality. The implementation of the method of

"5S" is a cornerstone for building a firm and lasting process of continuous

improvement.

"5S" is a method that provides the means to generate more productive, safe and

pleasant places where products and services of higher quality are produced. This

method is also useful in business services, manufacturing, processing or

otherwise, can even be applied in homes as well as in daily activities.

Is partly responsible for the company to create a good working environment,

providing the necessary means. But so is every one of the workers. The worker

can create, with your attitude and habits, a favorable environment to make possible

their personal satisfaction and excellent quality of products and services

performed.

 In short: improve quality, productivity and competitiveness of the organization.

Besides the implementation of the method of "5S" in a particular area of the

company, helps increase the efficiency of the organization, in addition to improving

safety conditions in the workplace.

 

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The "5S" respond to the following terms and concepts:

SEIRI. - ORGANIZATION. Is to identify and separate the materials necessary and

unnecessary part with the latter.

SEITON. - ORDER. It is set the way they should be located and identified the

necessary materials, so quick and easy to find them, use them and replace them.

SEISO. - CLEANING. Based identify and eliminate sources of dirt, ensuring that all

means are always in perfect condition.

SEIKETSU. - VISUAL CONTROL. The goal is to easily distinguish a normal

situation other abnormal, using simple rules and visible to all.

SHITSUKE.- DISCIPLINE AND HABIT. Is to work permanently in accordance with

established standards.

 While the first three phases are operational, the fourth phase tends to maintain the

status achieved in the past, and the fifth phase allows the habit of practice and

continuous improvement at work.

METHOD DEFINITION "5S" 

It is an ideal in which state:

Materials and supplies have been eliminated unnecessary.

Everything is ordered and identified

Have been eliminated as sources of dirt.

A visual control whereby obvious deviations or faults.

All this is maintained and continually improved.

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BENEFITS OF THE METHOD OF "5S" Makes continuous improvement is a task for everyone, since the implementation of

the method of "5S" is based on teamwork. So, can involve everyone in the process

of improvement from his knowledge of the job. 

Quality starts by the individual and the surrounding environment. This is why the

use of the 5S methodology, focused on achieving truly exceptional work sites

where an efficient, safe and comfortable environment breathes.

Greater productivity, improved based on the following aspects are achieved:

Less defective products.

Less damage.

Fewer accidents.

Less useless movements and transfers.

Less time needed for tool changes.

To demonstrate both the conditions of functioning as dysfunctions.

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CONCLUSIONS The implementation of the 5s Technical requires personal and lasting

commitment to make our company an authentic model of organization,

cleanliness, safety and hygiene. Six Sigma is based on a continuous

improvement process in which it remains in search of new opportunities for

improvement, the study of new alternatives with the company to a

permanent development in growth and competitiveness.

5s is based on being a quality practice referred to Comprehensive

Maintenance of the company , not only of machinery, equipment and

infrastructure, but the maintenance of the surroundings of work by all and 6

Sigma uses statistical tools , so it is vital that the data are reliable and

statistical analyzes regain importance when performing an action plan .

The order follows 5s for application is:

organization

neatness

cleaning

standardization

and finally discipline.

Six sigma focuses on each link all parts of the process to generate a logical

flow. The information is passed from one component to another creating an

integration of different processes the transaction creating the required synergy

so as to increase the probability of solving the problems that present

themselves along the way.

The benefits that an organization can get in applying these methods are

Less defective products.

Fewer breakdowns .

Lower inventories or inventories .

Fewer accidents .

Less useless movements and transfers.

Less time for changing tools .

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ANNEXES

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BIBLIOGRAPHY

GUTIERREZ POLISHED, Humberto. Statistical Quality Control and Six

Sigma /. Humberto Gutierrez polished, coauthor Roman de la Vara Salazar.

2004.

Pande, Peter; NEUMAN, Robert P .; CAVANAGH, Roland R. Key Six Sigma

practices. Mc Graw Hill-Madrid-2005, 2004.

Pande, Peter S .; NEUMAN, Robert P .; CAVANAGH, Roland. Six Sigma

strategy: as GE, Motorola and outras large companies estão aguçando seu

desempenho. Qualitymark Editora Ltda, 2007.

TANNOCK, James; KRASACHOL, Ladawan; RUANGPERMPOOL,

Somchai. The development of total quality management in Thai

manufacturing SMEs: a case study approach. International Journal of

Quality & Reliability Management, 2002, vol. 19, no 4, p. 380-395.

SIMPSON, Mike; SYKES, Geoff; ABDULLAH, Adini. Estudio de caso: JIT

transitoria a los coches de protones, Malasia. Revista Internacional de

Distribución Física y Gestión Logística , 1998, vol. 28, nº 2, p. 121-142.

REFERENCE GUIDE

http://sisbib.unmsm.edu.pe/bibvirtual/publicaciones/indata/v04_n1/

sistema.htm

http://www.listaintl.com/resource-center/white-papers-and-case-studies/

white-papers/implementing-5s-workplace-organization-methodology-

programs-manufact

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