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Six Sigma. Operations Management Dr. Ron Lembke. 6 sigma. DPMO: Defects Per Million Opportunities DMAIC: Define, Measure, Analyze, Improve, and Control (Alternate meaning: Dumb Managers Always Ignore Customers) DCDA: Plan, Do, Check, Act. 6 (6 sigma).
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Six Sigma Operations Management Dr. Ron Lembke
6 sigma • DPMO: Defects Per Million Opportunities • DMAIC: Define, Measure, Analyze, Improve, and Control • (Alternate meaning: Dumb Managers Always Ignore Customers) • DCDA: Plan, Do, Check, Act
6 (6 sigma) • The goal is to ensure that no unacceptable parts are ever passed on to a customer. • A defect is anything that does not fall within the customer’s tolerance limits • Through continuous process improvement, • Lower the process variability so low that the upper and lower specifications are 6 standard deviations above and below the mean
3 6 6 (6 sigma) 3 sigma: Probability outside range = (1 – 0.99865) * 2 = 0.0027 Defect rate = 2,699 defects per million opportunities 6 sigma: Probability part outside range = 0.00000000198024 Defect rate = 0.00197 dpm 1.97 defects per BILLION
Defect Rates - 1 • 3 sigma: 1/.0027 = 1 every 370 parts • 6 sigma: 1/ 0.00000000198024 • = 1 every 504.9 million parts • If we make a million parts per year, we have: • 3σ: 2,699 defectives • 6σ: 0.0019732 defectives
Defects - 2 • With a 1.5σ shift, defect rates become: • 3σ 66,807 dpmo • 6σ 3.4 dpmo • The commonly accepted definition of 6σ quality is having a defect rate <= 3.4 dpmo 1.5 4.5 3 6
Black Belts • Green Belts: some 6 sigma training, take part in teams, small solo work • Black Belts: Coach or lead 6 sigma improvement teams • Master Black Belts: have in-depth statistical training, serve as Black Belts for more teams • Champions: Executives who will back up the proposals the black belts come up with
Pareto Chart - ranked histogram • Invented by Joseph Juran • Beer defects
Wilfredo Pareto 1848-1923 • Italian Economist • “80/20” rule: 80% of the wealth is controlled by 20% of the people Cours d'économie politique (1896-7) • 80/20 rule believed to apply much more widely • 1906- “Pareto Optimality” – not possible to make anyone better off (in his own estimation) without making someone else worse off
Cause & Effect Diagram Example Method Manpower Over Time Drill Too Many Defects Tired Slow Wood Not maintained Not dried Steel Lathe Material Machinery
Control Chart Example UCL LCL
Fortune Story • 58 large companies have announced Six Sigma efforts • 91% trailed S&P 500 since then, according to Qualpro, (which has its own competing system) • July 11, 2006
Qualpro’s “Six Problems with Six Sigma” • Qualpro’s “Six Problems with Six Sigma” • Six sigma novices get “low hanging fruit” “Without years of experience under the guidance of an expert, they will not develop the needed competence” • Green belts get advice from people who don’t have experience implementing it • Loosely organized methodology doesn’t guarantee results (and they do?) • Six Sigma uses simple math – not “Multivariable Testing” (MVT) • Six Sigma training for all is expensive, time-consuming • Pressure to “do something” – low value projects
Qualpro Errors • Correlation is not causality • “Six Sigma is merely an overpriced set of low-level statistics courses” • Charles Holland, CEO, ChiefExecutive.net 1/29/07 • Stock price is the only important measurement? • How were 58 companies selected? • What was date of starting Six Sigma? • Comparing 12 MVT vs 12 Six Sigma: • 84% vs 95% since 9/17/01 • DuPont: MVT saved us $23 million • Six Sigma saved us $3 billion 3/07
Six Sigma • Narrow focus on improving existing processes • Best and Brightest not focused on developing new products • Fortune July 11, 2006 • Can be overly bureaucratic
Summary • What is Quality? • Pioneers of Quality • ISO 9000, and Malcolm Baldrige National Quality Award • Six Sigma • Much in common with TQM • DMAIC, Green and Black Belts • Six Sigma isn’t perfect, but very useful