ISO 13053-1:2011
An introduction
4th October 2012
for Lean Six Sigma Ireland members
Bernie Rushe
BSc, CPIM, Dip SA, MSc
brushe@cordatus.ie
087-2837810
2
ISO 13053-1:2011
Document content
1
2
3
4
Introduction
8
Training
Symbols & terms
11
Tools
Fundamentals of 6 Sigma
Projects
12
Monitoring a project
Quantitative methods in process improvement
Scope
9
Project prioritization
— Six Sigma
Part 1: DMAIC 10
methodology
Normative references
DMAIC methodology
(€106 restricted to one copy download)
Note: ISO 13053-2:2011
5
Six sigma measures
13
Critical success factors
Quantitative methods in process improvement — Six Sigma
Part 2: Tools &14
Techniques
6
Six sigma personnel
Infrastructure
7
3
is not reviewed
Competencies (€127 restricted to one copy download)
Annexes: Scores & training
Scope of ISO document
The improvement of existing processes
•
•
•
DMAIC project management
Roles & expertise
Training
DFSS
Certification
Other project management methods
4
Maturity Model - Processes
D
M
5
A
I
C
Roles & Population Density
Steering
cmttee
Depl
Deploymnt
MBB
mgr
Mgr
Org size
Master
BB
250 – 1,000
GB
YB
1:30
emp
all
Sponsor
Sponsor
<250 emp
BB
Champion
0
0
Master
BB
1
PT
1:5
BB
1:5
GB
1:5
GB
Master
BB
1:30
All roles are all
emp in
defined
ISO
>1,000 emp
6
1
FT
1:5
BB
1:5
GB
1:30
emp
all
Course Duration
SponMBB
sor
Category
Depl
Mgr
Instruction
(days)
3
1
Tutorials
-
-
(days)
# qualifying
projects
-
-
BB
GB
YB
10
20
5
1
2
5
1
0
2
2
Workshop, eLearning or distance learning
Competency table by role
7
1
0
Typical GB training agenda
Day 1 Define Day 2
5 days Measure
Day 3
Analyse
Day 4
Improve
Improvement Concept of
Capability
Assessment:
Alternative idea
variation
analysis
generation
Written or multiple choice exam
1 six sigma
“Should be”
DMAIC
FMEA projectPareto analysis
process map
methodology
Oral examination Box plots
Identifying CTQCs Types of data
Conducting an
Project selection
Process mapping Data collection
plans
Refining project
MSA
scope
Histograms
Cause and effect
matrices
Run charts
FMEA
Pilot
improvements
Validate
improvements
Assessment by BB
Scatter plots
Internal or external accreditation
Similar to Motorola model
Cause and effect
diagrams
ASQ – broader curriculum,
no project
Waste and value
analysis
8
Day 5 Control
Error proofing
Long-term MSA
plan
p charts
u charts
X and R
charts
X and R
moving charts
SOP's and training
plans
BB Training – typical week 1 (of 4)
20 days
Week 1 (Define)
Day
of poor
quality
models; business measures;
Day
1 CostGB
Assumes
training
completed
benchmarking; project financials
Assessment:
of waste; concept of value;
Day
2 Identification
Written
or multiple
choice exam
opportunities; Six Sigma measures; project selection
2 six sigma projects
Oral
Problem definition; identifying customers; process
Day
3 examination
mapping; characteristic selection
matrices;
Assessment
bycause
MBBand effect diagrams
Internal
orbuilding;
externalpersonality
accreditation
Team
style profiling; project
Day 4
charter; project management; Gantt charts
Similar to Motorola model
ASQ – 1 project only with 3 years experience, GB not
necessary
9
Discussion Points
Process mapping not mentioned as a source of
six sigma projects
BB & GB training content: Motorola vs ASQ
Full time vs part time roles not addressed
YB – no assessment or certification
Impact on ASQ certification
10
Additional slides
11
Six Sigma1 Purpose
Project based
Improved business and quality performance
Improved profit
by addressing serious business issues that may
have existed for a long time.
Difference?
Business case
Structure
12
1
Motorola registered trade mark
Six Sigma Project
Question
Solve a given problem
Six Sigma phase
Contribute
an organization's business
goals
What
is thetoissue?
Define
Undertaken only when the solution to a problem is not
known
Where is the process now?
Measure
“Voice of the customer” - a permanent feedback loop
Accounting model - financial performance is evaluated
What
is causing this?
Analyse
Also take into consideration safety & customer satisfaction
Performance
the project
reviewed
regularly with
What
can be of
done
about-it?
Improve
sponsor
How can it be kept there?
13
Control
Measures defined
DPMO
Sigma
Z score
1.5 Sigma shift
RTY
RR
NPR
OTD
COPQ
14
Standard deviation is
not defined
Project selection, priority & DMAIC
Difficulty vs Profit
Prioritization matrix
15
Question
Six Sigma phase
What is the issue?
Define
Where is the process
now?
What is causing this?
Measure
What can be done
about it?
Improve
How can it be kept
there?
Control
Analyse
Outputs from
each phase
Tools used
Project management
Success factor (Data driven …)
Linked to an organization's business objective
Associated with a KPI
Linked to CTQ or CTC
Project Sponsor is a senior member of the organization with
sufficient influence
The objective for the project will be to deliver a significant
impact on the organization
Project completed promptly and within its notional
timescale
Resourced to the required levels
Has a process with clearly identifiable KPIVs and KPOVs
Ready availability of reliable data
16