Introduction

1. Introduction

2. Introductions • Name • Work experience • Background in continuous improvement activities • Expectations

3. What is Six Sigma? Metric based on standard deviation s 3 Process Centered • Process is slightly Lower Upper WIDER than the Specification Specification specifications, s 3 Process Limit Limit Six Sigma is MUCH more than this! causing waste and cost of poor quality Determined by Determined by the customer the customer s s s s s s s s s s s s s 0 - - 6 6 - 5 - 4 - 3 - 2 - 1 +4 +5 +1 +2 +3 +6 WASTE WASTE s 6 Process s 6 Process Centered • Process FITS well within the specifications, so even if the process shifts, the values fall well within tolerances s s s s s s s s s s s s +1 - 1 +2 +3 +6 - 6 - 5 - 4 - 3 - 2 +4 +5 0 II-3

4. What is Six Sigma? L o w e r S p e c U p p e r S p e c • A statistical number • 3.4 parts per million defective (+/- six standard deviations with mean shift of +/-1.5s) • A proven, powerful five-step methodology for improving any process • Define - Measure - Analyze - Improve - Control • Tools are nothing new, but extremely powerful when executed in strict sequence • A culture, a mindset • the relentless pursuit andelimination of variation • A business methodology 0 . 0 8 0 . 0 9 0 . 1 0 0 . 1 1 0 . 1 2 0 . 1 3 0 . 1 4 0 . 1 5 Sigma Defects 2 308,537 3 66,807 4 6,210 5 233 6 3.4 A Six Sigma business lives these concepts in everything they do. II-3

5. What Six Sigma is and is not 6s is: • a comprehensive business methodology for achieving breakthrough improvement in performance by linking metrics and goals to innovation 6s is not: • a quality initiative from the quality department The elevator speech: Six Sigma is the relentless pursuit of variation reduction in all business processes. II-3

6. What are Black Belts? • Black Belts are individuals that are trained in the application of Six Sigma philosophy. Black Belts typically receive 160 hours of training and work full-time on projects. • They are change agents, and by working with the employees, will increase knowledge through the acquisition of data. • Working together will make this philosophy part of the company culture in all aspects of the business. II-56

7. The Six Sigma Infrastructure II-57

8. 100% All employees 5 - 20% Green Belts 1 - 2% BBs Champions Accelerating 6s Activity: Every employee is actively involved in process improvements using DMAIC tools, resulting in measurable improvements. II-45

9. Course Outline Statistical tools Measure process flow, IPO, C&E, metrics, etc. Analyze & Improve Cpk, control charts, DOE No Defects Statistical tools Statistical tools Control SOP, control charts We have a toolbox of techniques to help us reduce defects: PF / CE / CNX / SOP / ……….DOE/ etc.

10. The Main Idea: Y = f(x) Y is the dependent output variable of a process. It is used to monitor a process to see if it is out of control, or if symptoms are developing within a process. It is a function of the Xs that contribute to the process. Once quantified through Design of Experiment, a transfer function Y=f(X) can be developed to define the relationship of elements and help control a process.Y is the output measure, such as process cycle time or customer satisfaction. f(x) is the transfer function, which explains the transformation of the inputs into the output. xis any process input process step that is involved in producing the output. VI-3

11. Definition of a Process (SIPOC) I P O Inputs Process Output (x = Sources of Variability) f( ) (Y = Measures of Performance) Manpower Process (Activity) Perform a service Material Machine Produce a product Customer Supplier Measurement A blending of inputs to achieve the desired outputs Methods Complete atask Mother Nature Any sequence of events that can be described with a SIPOC can be improved with DMAIC VI-4