INTRODUCTION OF
LEAN SIX SIGMA
PROGRAM
By: Ahmed Mewafi
Agenda
• What is lean?
• Lean principles
• Lean Tools
• Lean is for everyone
• Introduction of 6 Sigma
• What is Sigma?
• History of 6 Sigma
• Main definitions and methodologies
• DMAIC overview
• DMADV methodology
• Examples of 6 Sigma projects
WHAT IS LEAN?
Introduction
• What is Lean?
"Lean" is the set of management practices based on the Toyota
Production System (TPS). This methodology is deployed in selected
processes to identify and eliminate Non-value added activities and
hence increase the operational efficiency. Lean is quick and avoids
rigorous data analysis.
Introduction
"Lean" is not
• Crowding people and machines
• The same amount of work done by fewer people
• Not enough resources
• Efficiency no matter what
• Not enough supplies
• Giving the customer the bare minimum
History of Lean
The History of Lean 6 sigma
LEAN PRINCIPALS?
Lean Principles
Adapted from Lean Thinking, Womack and Jones
1. Specify Value Three types of work:
Business Value
Activity that does not
create value but is still
necessary to the business
Pure Waste
Any activity that uses
resources but creates
no value
Value-added
Activities that transform a product or provide a service in a way
that the customer is willing to pay for
Follow the “Thing”
People Process
“Thing”
Process
Machine
Process
Specify Value by Identifying Waste
Seven Types of Waste:
• Defects
• Overproduction
• Waiting
• Non-utilization of talent
• Transport
• Inventory
• Motion
• Extra processing
Define the Value Stream
• A Value Stream is all of the actions, both value-creating and non value-
creating, required to bring a product from order to delivery including actions to
process information from the customer and actions to transform the product
on its way to the customer
Information
Product Flow
Material
3. Create Flow Without Waste
What is Continuous Flow?
• Continuous flow: results when items are produced and
moved from one processing step to the next, one-at-atime, without stoppages, scrap, or backflow
◼ Consistent flow rate
◼ Drumbeat: regular, linear, even capacity utilization
◼ Synchronized with the customer
Individual vs. System Efficiency
How fast should we produce?
System Efficiency: everything
working at the same rate
Point Efficiency: works
against system efficiency
Takt Time
Available Working Time per Day ÷ Customer Demand per day = Takt Time
Synchronizes the pace of the process
to the pace of customer demand
The
Customer
The Drummer
Keeps us in Sync
The Band = The Value Stream
What are the benefits of Drumbeat?
3. Continuous Flow Processing
Batch Processing
Batch = 10 pieces, Rate =1 minute per piece
A
B
C
Continuous Flow – “Make One, Move One”
A
B
C
Create Pull
Process A
Process B
Customer
Process C
• Pull: a system in which work is done only in response to a
signal from the customer or from a downstream process
One more
please!
Okay!
Supplier
Customer
Internal or External
Strive For Perfection
• Seek perfection through continuous
improvement
•
•
•
There is no end to the process of reducing effort, time,
space, cost, and defects while offering the customer a
product they actually want
When value flows faster, more waste is exposed in the
Value Stream
The more the product is pulled, the more impediments to
flow are revealed so they can be removed
LEAN TOOLS
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5S
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ANDON
• Visual feedback
system for the plant
floor that indicates
production status.
• Acts as a real-time
communication tool for
the plant floor that
brings immediate
attention to problems
as they occur.
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Bottleneck analysis
• Identify which part of the
manufacturing process
limits the overall
throughput and improve
the performance of that
part of the process.
• Improves throughput by
strengthening the
weakest link in the
manufacturing process.
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GEMBA
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HEIJUNKA (level of scheduling)
• A form of production
scheduling that
purposely manufactures
in much smaller batches
by sequencing (mixing)
product variants within
the same process.
• Reduces lead times
(since each product or
variant is manufactured
more frequently) and
inventory (since batches
are smaller).
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Hoshin Kanri (Policy Deployment)
• Align the goals of the
company with Strategy
of the company.
• Ensures that progress
towards strategic goals
is consistent and
thorough – eliminating
the waste that comes
from poor
communication and
inconsistent direction.
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JIDOKA (Automation)
• Design equipment to
partially automate the
manufacturing process
(partial automation is
typically much less
expensive than full
automation) and to
automatically stop when
defects are detected.
• After JIDOKA improving
of quality must be
observed
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JIT (Just In Time)
• Pull parts through
production based on
customer demand
instead of pushing parts
through production
based on projected
demand.
• Highly effective in
reducing inventory
levels.
• Improves cash flow and
reduces space
requirements.
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KPIs (Key Performance Indicators)
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KPIs (Key Performance Indicators)
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OEE (Overall Equipment Effectiveness)
• Framework for measuring productivity loss for a
given manufacturing process. Three categories of
loss are tracked:
• Availability
• Performance
• Quality
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POKA-YOKE (Error Proofing)
• Design error detection and prevention into
production processes with the goal of achieving
zero defects. (QAQC Team)
• It is difficult (and expensive) to find all defects
through inspection, and correcting defects typically
gets significantly more expensive at each stage of
production
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Root Cause Analysis
• A problem solving methodology that focuses on
resolving the underlying problem instead of
applying quick fixes that only treat immediate
symptoms of the problem.
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Single-Minute Exchange of Dies
(SMED)
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Six Big Losses
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TPM(Total Productivity Maintenance)
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TPM(Total Productivity Maintenance)
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TPM(Total Productivity Maintenance)
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Standardized Work
• Documented
procedures for
manufacturing that
capture best practices
(including the time to
complete each task).
Must be “living”
documentation that is
easy to change.
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KAZIN (Continuous Improvement)
• A strategy where
employees work
together proactively to
achieve regular,
incremental
improvements in the
manufacturing
process.
APPLICATION OF LEAN
Lean is For Everyone
• Lean can be applied in every industry
and setting
•
•
•
•
•
•
Automotive (high volume, repetitive manufacturing)
Aerospace (relatively low volume manufacturing)
Construction (unique, one-off products)
Healthcare (the patient is the product)
Financial/Insurance (service industries)
Oil & Gas (production and support functions)
6 SIGMA
Introduction
• What is Six Sigma?
Six Sigma is a defined and disciplined
business methodology to increase
customer satisfaction and profitability by
streamlining operations, improving quality
and eliminating defects in every
organization wide process. (six sigma
institute)
Six Sigma is a process-based
methodology for pursuing continuous
improvement. Companies use this
methodology to reduce defects in their
processes.
6σ
Introduction
• Business Strategy:
Using Six Sigma Methodology,
a business can strategize its plan of
action and drive revenue increase,
cost reduction and process
improvements in all parts of the
organization.
6σ
Introduction
• Vision:
Six Sigma Methodology helps
the Senior Management create a
vision to provide defect free,
positive environment to the
organization.
6σ
Introduction
• Benchmark:
Six Sigma Methodology helps
in improving process metrics. Once
the improved process metrics
achieve stability; we can use Six
Sigma methodology again to
improve the newly stabilized
process metrics.
6σ
Introduction
• Goal:
Using Six Sigma methodology,
organizations can keep a stringent
goal for themselves and work
towards achieving them during the
course of the year. Right use of the
methodology often leads these
organizations to achieve these
goals.
6σ
Introduction
• Statistical Measure:
Six Sigma is a data driven
methodology. Statistical Analysis is
used to identify root-causes of the
problem. Additionally, Six Sigma
methodology calculates the process
performance using its own unit
known as Sigma unit
6σ
Introduction
• Robust Methodology:
Six Sigma is the only
methodology available in the
market today which is a
documented methodology for
problem solving. If used in the right
manner, Six Sigma improvements
are bullet-proof and they give high
yielding returns
6σ
What is Quality?
• Simply stated, quality comes from meeting customer
expectations. This occurs as a result of four activities:
a) Understanding
b) Designing
c) Developing
d) Controlling
HISTORY OF 6 SIGMA
History of Six Sigma
• Carl Frederick Gauss (1777-1855) : He is
said to have introduced the concept of the
normal curve
• Walter Shewhart in 1920s : showed that a
process needed correction whenever it
reached a point where three sigma were
produced from the mean
• Edward Deming, the 'Godfather' of quality
brought: change in the approaches and
attitude towards quality in the early 1950s.
• Mikel Harry and Bill Smith (1980s):
Developed Deming's concept of process
variation as a way to improve performance
on Motorola
WHAT IS SIGMA AND MAIN
DEFINATIONS
Introduction
• What is Sigma?
Sigma, σ, is the Greek letter used to
measure the variability in the process. Six
Sigma stands for Six Standard Deviations
from mean
Standard Deviation is a statistical method
to define how much variation exists in a set
of data or a process.
companies accepted three or four
performance levels as the standard. These
processes created 6210 to 66,800 defects
/per million opportunities
The sigma level of 3.4 defects per million
opportunities is a reaction to increasing
customer expectation and the fact that
business processes and products are
becoming increasingly complex and
competitive
Introduction
Common Six Sigma
Defect Rate: The complimentary measurement of yields is defects. If the yield is 90
percent, naturally there must be 10 percent defects
Sigma Level: From a quality perspective, Six Sigma is defined as 3.4 defects per
million opportunities. This is called a sigma level of quality.
Process Capability Indices: Another set of measures exist to quantify the capability
of a process or characteristics to meet its specifications. These indices directly
compare the voice of the process to the voice of the customer.
Defects Per Unit: DPU provides a measurement of the average number of defects
on a single unit.
Yield: Traditionally, yield is the proportion of correct items you get out of a process
compared to the number of raw items you put into it.
Sigma: A Measure of Process Capability
Sigma is a measure…
…that focuses on the variation of the process output
Measuring Defects
CTQ: critical to quality characteristic - performance requirement for a
product or service
Example: correct items and quantities delivered to the customer on-time
Defect: an event that does not meet at least one of the specified CTQs
Example: shipment was on-time and included the correct items, but quantities
were incorrect
Opportunity: a significant and measurable process parameter
that could result in a customer requirement not
being met
Examples: product availability, order entry, packing, shipping
CTQ Examples
•
•
•
•
•
•
Timely response to customer inquiries
Courteous and helpful customer service associates
Correct advice on application of business products
Orders delivered on-time
Correct and complete order fulfillment
Simple returns process
CTQs must be specific and measurable
First Pass Yield
800
Units
Process
Front-End
1000
Units
130
Units
Rework
125
Units
5 Units
70
Units
925
Units
Finished
Product
Scrap
• First Pass Yield = 80%
• Reported (Final) Yield = 92.5%
Measuring final yield hides process rework (“hidden factory”)
Rolled Throughput Yield
Calculating Yield in Multiple Step Processes….
Process Steps
1
2
3
4
5
Step Yield
99%
99%
99%
99%
99%
RTY
99%
98%
97%
96%
95%
Rolled Throughput Yield (RTY) = (0.99) (0.99) (0.99) (0.99) (0.99) = 95%
Final yield is a product of the yield of the individual steps
within the process and represents the “true” process yield
Understanding Cause & Effect
Inputs (X)
Independent
Cause
Control
Output (Y)
Dependent
Effect
Monitor
Y = F(X1 , X2 , X3 , ... Xn )
Output is maximized by
controlling the key process
inputs
What are some examples of
inputs & outputs for your
business processes?
•
•
•
•
Cost of Quality
PROACTIVE
REACTIVE
Internal Cost
(Scrap/Rework)
Prevention Cost
(Process Control)
Appraisal Cost
(Inspection)
External Cost
(Returns)
Six sigma focuses on defect prevention, resulting in lower
internal, appraisal, and external costs
LEAN 6 SIGMA
Process Improvement Methodologies
SIX SIGMA ISSUES
LEAN ISSUES
Variation
Waste and Flow
Process varies too much
Too much rework
Poor quality
Process not in control
ISSUES THAT
MAY REQUIRE
BOTH LEAN
and SIX SIGMA
Long internal lead times
Poor delivery
Changeover time too long
Long customer lead times
Capacity problems
Unexplainable shifts
Ineffective inspection
Too much downtime
Inventories too high
Frequent bottlenecks
Process doesn’t add value
Process Improvement Methodologies
SIX SIGMA TOOLS
Frequency Plot
Run Charts & Signals
Pareto
LEAN TOOLS
TOOLS THAT
WORK WITH BOTH
LEAN and SIX SIGMA
Voice of the
Customer
Normality
ANOVA
Process Sigma
FMEA
Etc.
Takt Time
Leveled Schedule
Quick Changeover
5S
Value Stream
Analysis
Error-proofing
Kanban
FIFO Lanes
Kaizen
Etc.
Linking Lean and Six Sigma
Deployment:
“Just do it!”
Changes
6 w k. Forecast
John’s
Home
Center
Daily Orders
MRP
Weekly FAX
11,400 Flat
500 lb box
3,500 phillips
14,900 / mo.
y
Weekl
ekly
2X We
Value Stream
selection and
goal-setting
3 mo. Forecast
Production Control
Bruce’s
1500 lb coils
Weekly Schedule
Box = 20
Daily
Daily Ship Schedule
SHIPPING
Press
I
Material
Stores
Area
Coils
10 days
Handles
6 day s
Sub Assy 1
I
1
10,000 flat
8,000 phillips
Sub Assy 2
I
1
3,200 flat
1,100 phillips
Mark
I
1
2,200 flat
1,000 phillips
Assembly
I
1
1,200 flat
4,000 phillips
1.5 sec CT
40 sec CT
71 sec CT
54 sec CT
59 sec CT
90 min c/o
5 min c/o
5 min c/o
10 min c/o
5 min c/o
80% U/T
100% U/T
100% U/T
90% U/T
100% U/T
2 shif ts
2 shif ts
2 shif ts
2 shif ts
2 shif ts
Staging
Lean Projects
I
4,400 flat
800 phillips
Production Lead Time
10 day s
24.1 day s
5.8 day s
4.3 day s
7 day s
7 day s
58.2 day s
Value Added Time
1.5 sec
40 sec
71 sec
54 sec
59 sec
225.5 sec
CURRENT STATE MAP
Value Stream Mapping
and other analyses
• Lean and Six Sigma integration through:
• Common Value Stream analysis and objectives
• Orchestration of projects
Six Sigma
Projects
Lean Six Sigma Methodology
•Project Charter
•SIPOC Analysis
•Voice of the Customer
•Data Collection & Operational Def.
•Data Measurement Tools: Process
Mapping, FMEA, Sampling,
Minitab, Gage R & R, Patterns,
Process Capability
•Data Analysis Tools: Cause &
Effect Diagrams, Pareto Charts,
Hypothesis Testing, Regression
Analysis, Design of Experiments
•Generating, Evaluating, &
Selecting Solutions
•Control Charts
Define
Measure
•Product Family
•Current State Value Stream Map
•Future State Value Stream Map
Analyze
Improve
Control
•Creating Flow:
1. Select the Loop
2. Time and Work Analysis
3. Evaluate Equipment
4.
5.
6.
7.
8.
Design Cell Layout
Determine Staffing
Plan the Operation
Plan the Implementation
Implement and Debug
9. Continuous Improvement
10. Project Closure
◼ Kaizen
Workshop
◼ Standardized
Work
◼ 5S & Visual
Workplace
◼ Ergonomics
◼ MistakeProofing
7 Design Practices of Lean
• Segregating complexity
•
•
Cluster tasks of similar difficulty
Set different performance goals for clusters with different
degrees of difficulty
• Eliminating loop-backs
•
•
Eliminate confusion about what to do when
Reduce delays and waste
7 Design Practices of Lean (cont.)
• Setting a Common Tempo
•
•
•
Determine customer demand
Time each step
Determine minimum number of employees needed to
meet customer demand
• Placing linked processes near one
another
•
•
•
Eliminate wasted movement
Employees understand entire process
Employees see their impact on customer
7 Design Practices of Lean (cont.)
• Balancing loads
•
•
Balance work evenly among employees
Eliminate unnecessary delays by changing how work is
allocated
• Standardizing procedures
•
•
•
Improve employee productivity
Enable cross-training
Make workload visible to Process Owners
7 Design Practices of Lean (cont.)
• Posting performance results
•
•
•
Display cell’s hourly productivity
Hold impromptu meetings to solve performance problems
as they arise
Rewards come from objective results employees can
track themselves, rather than subjective observations of
bosses
OVERVIEW
DMAIC—The Process
Improvement Method
DMAIC: A Universal Problem-Solving
Methodology
Control
Define
Measure
Improve
Analyze
Introduction
The Three key terms of Six Sigma
• Process Baseline
• Process Entitlement
• Process Benchmark
Six Sigma Roles and Responsibilities
DEFINE: Define the Project
• Goal
• Define the project’s
purpose and scope and
get background on
the process and customer
5
1
CONTROL
DEFINE
IMPROVE
MEASURE
4
2
• Output
ANALYZE
• A clear statement of the
3
intended improvement and
how it is to be measured
• A high-level map of the process
• A translation of the “Voice of the Customer” into “Critical to Quality
Characteristics”
DEFINE, cont.
• Approach
Develop charter
Map the process
Understand the
Voice of the Customer
DEFINE, cont.
• Tools
Charter
Purpose:
Scope:
Importance:
Schedule:
• Charter
____
____
Resources:
• SIPOC analysis
depicting the major
components of your
process
____
DEFINE, cont.
• Tools
• Customer research such
as interviews, focus
groups, surveys
• Pareto chart(s) depicting
150
why this project is
important to the customer
140
Pa re to Cha rt of
Custome r Prioritie s
130
120
# of problems
110
100
90
80
70
60
50
40
30
20
10
C orrec t
Timely
inf ormation R es ponse
Price
Friendly
staf f
Other
MEASURE: Measure the Current Situation
• Goal
• Focus the improvement
effort by gathering
information on
the current situation
5
1
CONTROL
DEFINE
IMPROVE
MEASURE
4
2
ANALYZE
3
MEASURE, cont.
• Output
• Data that pinpoints problem location or occurrence
• Baseline data on how well the process meets customer needs (to
determine current process sigma)
• Understanding of how current process operates
• A more focused problem statement
MEASURE, cont.
Approach
Collect
baseline
data on
defects
and possible
causal
factors
Plot defect
data
over time and
analyze for
special
causes
Create and
stratify
frequency
plots and do
Pareto
analysis
(if
appropriate)
Calculate
process
sigma
Create
detailed
process
maps
MEASURE, cont.
• Tools
• Control charts or time plots
help you look for patterns
over time in
the variation
• Stratified frequency plots
reveal differences in how
often a problem occurs in
different settings
M anufacturing
Service
Government
MEASURE, cont.
• Tools
• Pareto charts are
used to stratify the
indicator into its
major contributors
Components of
the problem
Subcomponents of
Problem A
A
B
C
D
A1 A2 A3 A4
Problem Statement
“We’ve pinpointed
where a specific
problem occurs most
often. Biggest
payback
will come from
focusing
our attention here.”
MEASURE, cont.
• Tools
• Process sigma calculations
describe current process
capability
1. Determine number of defect opportunities
per unit
O =
1
2. Determine number of units processed
N=
5000
3. Determine total number of defects
made (include defects made and later fixed)
D=
250
4. Calculate Defects Per Opportunity
5. Calculate Yield
DPO=
D
Nx O
=
Yie ld = (1-DPO) x 100 =
6. Look up Sigma in the Process Sigma Table
Process Sigma =
• Flowcharts depict process
problems (such as steps that
don’t add value)
V alue -Added
Cost-Added Only
.05
95%
3.2
ANALYZE: Analyze to Identify Causes
• Goal
• Identify root causes and
confirm them with data
• Output
• A theory that has been tested
and confirmed
5
1
CONTROL
DEFINE
IMPROVE
MEASURE
4
2
ANALYZE
3
ANALYZE, cont.
Approach
Develop a
focused
problem
statement
Brainstorm
potential
causes
Organize
potential
causes
Collect data
Statistical
methods to
quantify
causeeffect
relationship
ANALYZE, cont.
• Tools
• Causeandeffect diagrams or
other tools that show potential
causes
• Tree diagram
ANALYZE, cont.
• Tools
• Scatter plots that show the
relationship between two
variables can help verify causal
relationships
Y
• Stratified frequency plots can
X
also confirm patterns
Made the Sale
Made
the sale
5 10 15 20 25 30 35 40 45 50 55 60 >60
Did Not Mak
e the make
Sale
Did
not
the sale
5 10 15 20 25 30 35 40 45 50 55 60 >60
Time With Customer
(in minutes)
IMPROVE: Implement Solutions
and Evaluate Results
• Goal
• Develop, try out, and implement
solutions that address root
causes
• Use data to evaluate both the
solutions and the plans used to
carry them out
• Output
• Planned, tested actions that
eliminate or reduce the impact of
the identified root causes
• Before and after data analysis
that shows how much of the
initial gap was closed
• A comparison of the plan to
actual implementation
5
1
CONTROL
DEFINE
IMPROVE
MEASURE
4
2
ANALYZE
3
IMPROVE, cont.
Approach
Brainstorm
many
possible
solutions to
identified
root causes
Select
solution(s)
Implement
plan(s)
Develop
plan(s)
Quantify
results
Pilot plan(s)
Evaluate the
benefits of
the
improvement
• Tools
• Prioritization matrix
• Responsibility chart
Problem
Root
Cause
Countermeasure
nt
me ent
e
ov m
pr pl e
m
l I Im
tia e to
n
te as
Po E
Pr
ob
To abi li
tal ty o
s f
Ac core Suc
ti o
ce
n
ss
IMPROVE, cont.
IMPROVE, cont.
• Tools
• Gantt chart
Reduce Call Transfers
ID Task Name
MAY
5/31
JUNE
6/7
6/14
6/21
6/28
1 Update extension lists
2
Dept supv. update job responsibility lists
Calvin, Max, Sheryl
3
Update names and extension numbers
Maria
4
Mark responsibilities on phone ext. list
5
Maria
Revise autoattendant
6
Assemble team
7
Examine data
8
Decide what options should be given
9
Pilot and test new language
Calvin
Team, TBD
Team, TBD
IMPROVE, cont.
Before
• Tools
• Control charts or time
plots showing both past
and present performance
of the indicator
After
Good
}
Improvement
} Remaining Gap
Changes
implemented
Target
Time
• Revised Pareto chart
from MEASURE that
confirms reduction of the
root causes
After
Before
}
A1
A2
A3
A4
A2
A1
A3
Improvement
A4
IMPROVE, cont.
• Tools
• Revised process sigma calculations showing new process capability
Old
New
1. Determine number of defect opportunities
per unit
O=
1
1
2. Determine number of units processed
N=
5000
5500
3. Determine total number of defects
made (include defects made and later fixed)
D=
250
103
=
.05
.02
95%
98%
3.2
3.6
4. Calculate defects per opportunity
5. Calculate yield
DPO=
D
NxO
Yield = (1DPO) x 100 =
6. Look up sigma in the process sigma table
Process sigma =
CONTROL: Standardize and Make Future
Plans
• Goal
• Maintain the gains by standardizing
work methods or processes
• Anticipate future improvements
and preserve the lessons from
this effort
5
1
CONTROL
DEFINE
IMPROVE
MEASURE
4
2
• Output
ANALYZE
• Documentation of the new method
3
• Training in the new method
• A system for monitoring its
consistent use and for checking the results
• Completed documentation and communication of results, learnings,
and recommendations
CONTROL, cont.
Approach
Develop and
document
standard
practices
Train
Ongoing
monitoring
Build process
for updating
procedures
Summarize
and
communicate
learnings
Make
recommen
dations for
future plans
CONTROL, cont.
•Tools
• Training
• Process management
Act
Standardize
Check
Do
• “Conspicuous standards” that
Warning System
make new methods obvious
Fill to here
CONTROL, cont.
Date of Issue:
Issued by:
Revision Date
• Tools
• Process management
chart
Approved by:
Signature
Reason
Product Name
Process Name
Process Code #
Work
Instruc tions
Flow chart
Control/Check Points
Code #
Charac- Control
terist ics Limits Method Who
Response to Abnormality
Immediate
Fix
Permanent
Fix
1
2
• Selfaudit
12
Question:
Knowledge/Understanding
1. Have the performers seen the written
procedure?
2. Are the performers literate in the
language of the procedure?
3. Do the performers have a common
understanding of the words in the
procedure?
No
(Never)
Mostly
No
Some
times
Mostly
Yes
Yes
(Always)
Who
Notes
CONTROL, cont.
•Tools
• Report
• PDCA
Results
Learnings
•
•
•
Recommendations
next
• Storyboard
Example of 6 sigma project
DMADV
Overview of DMADV
• The DMADV/ DFSS methodology is
used when a new process or a
product has to be developed. DFSS
is an acronym for Design For Six
Sigma
• DFSS describes how to implement
the method of using tools, training,
measurements, and verification so
that products and processes that are
designed, meet with the demands of
Six Sigma.
• A more specific version of DFSS is
DMADV, i.e., Define, Measure,
Analyse, Design, and Verify. DMADV
uses Six Sigma principles in
product/process design in a new
business process.
5
1
VERIFY
DEFINE
DESIGN
MEASURE
4
2
ANALYZE
3
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