Thomas A. Little, Ph.D.
President, Thomas A. Little Consulting
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382 Stanwick Street
Brentwood, CA 94513
1-925-285-1847 drlittle@dr-tom.com
www.dr-tom.com
Presentation is designed for those Executives and Managers who are considering implementing Six Sigma and want to understand its core concepts and benefits.
Provides an overview and orientation of six sigma methodologies and organizational requirements. The Executive Overview is presented prior to six sigma implementation,
Champion and Black Belt training.
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As a result of attending this course the participant will be able to:
• Describe the Six Sigma Breakthrough strategy
• Understand the Champion’s role in the Six Sigma Initiative
• Relate the roles and responsibilities of the Champion, Black Belt,
Green Belt and Team Members
• Identify projects with high probability for success
• Understand the DMAIC methodology and how it applies to improvement projects
• Establish and utilize dashboard metrics
• Assist in project management and project goal completion
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Section I
Section II
Six Sigma Introduction
Management and Organizational Infrastructure for Six Sigma
Section III DMAIC Breakthrough Methodology
Section IV Implementation Strategy
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Section I Six Sigma Introduction
What is Six Sigma?
Three elements of Six Sigma
DMAIC roadmap
Expected benefits of Six Sigma
Corporate results of Six Sigma
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Technical Definition (Motorola)
LSL
12.5%
75%
±
1.5
s
3.4 DPMO
Cp=2 Cpk=1.5
Cp=Cpk = 2
Cp=2 Cpk=1.5
USL
12.5%
3.4 DPMO
6s -5s -4s -3 s -2s -1s 0 +1s +2s +3s +4s +5s +6s
6 s to LSL
6 s to USL
Evolution to:
A Management driven, scientific methodology for product and process improvement which creates breakthroughs in financial performance and Customer satisfaction
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• Management mandated and directed improvement program focused on breakthroughs in financial performance and customer satisfaction
• Uses Champions, Black Belts and Green Belts to facilitate change
• Focused on core business and Customer needs
• A systematic method for process and product improvement
• A Greek symbol for measuring performance variation
• A metric for evaluating performance quality
• A standard of excellence (3.4 defects per million opportunities)
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Two types of projects to improve financial performance:
Increase Revenue “Grow the Business”
Improve Customer satisfaction, sales, capacity and market position
Decrease the Cost of Goods Sold
Reduce variation and defects
Improve yields
Understand root cause of issues and eliminate the source of problems
Automate process “workflow”
Improve process performance and reduce waste using lean principles
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Off-Target Too Much Variation
Center
Process
Centered
On-Target
Reduce
Spread
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Breakthrough Strategy
1 2 3 4 5
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Focused on product design excellence, design for manufacturability,
Customer satisfaction and cost reduction within all components of the development and new product introduction process.
Focused on operational excellence, Customer satisfaction and cost reduction within all components of the operation. Areas of focus include Sales, HR, Finance, Materials, etc.
Focused on product production excellence, variation and defect reduction, lean production techniques, Customer satisfaction and cost reduction within all components of the production and delivery process.
Six Sigma touches on all aspects of the Business Enterprise
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Unsuccessful Projects
No clear Management mandate
No roadmap for the project… not sure where we are going
No dedicated resources
No Management and performance review
No ability to measure performance and examine effectiveness… not sure if we accomplished anything
No financial ROI during project definition and measurement at completion
No clear answer as to “ why are we doing this project?”
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• Select and work on the most important problems and projects to the business and Customer
• Assure those projects impact customer satisfaction and financial performance
• Allocate the time to get the work done
• Have your best people work on them
• Provide those individuals with all the training, tools, and resources they need to make the performance breakthrough
• Provide Management direction, support and routine review of performance
• Require a well thought out, objective and data driven solution
• Verify the dollar savings of your efforts
• Sustain the benefits of the solution over time
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Defining and using business objectives and metrics that focus our attention on performance and defects that are most important to the customer and have the greatest potential for impacting the bottom line
Dedicated resources and focused infrastructure , trained in the use of the 6
Sigma problem solving and process improvement methodology
Systematic
Approach to improving performance and reducing defects which are important to the customer
(qualitative & statistical)
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CSI, Sales, delivery times, cost per unit, Yield, DPU, DPMO, customer response times, Web hit rates,
Rework/scrap rates, etc.
(Critical Business Elements)
Management objectives and dashboard forms the core of the strategic
Business & Quality
Metrics and is flowed down to other departments and process areas to provide leading and lagging indicators of performance
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Executive
Dashboard
Level 1
Processes
Director
Level
Level 2
Processes
Manager
Level
Level 3
Processes
Engineering
Level
Level 4
Processes
Operator
Level
Can we see measurable progress in our key business critical metrics?
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Define
Identify Project, Champion and Project Owner
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis
Map the Process
Develop Project Plan
Measure
Determine Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Develop Data Collection and Sampling Plan
Validate the Measurements
Measurement Systems Analysis
Determine Process Capability and Baseline
Analyze
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Determine Root Cause(s) Using Data
Improve
Design of Experiments
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Implement Solution
Determine Solution Effectiveness using Data
Control
Statistical Process Control
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Close Project and Communicate Results
Key Analytical Tools
Process Mapping and
Modeling
Measurement Systems
Analysis & Process
Capability
Statistical Tests, Modeling
& Root Cause Analysis
Brainstorming
Design of Experiments,
FMEA, & Validation
Statistical Process Control
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Champion
Select project that is considered critical to operational success
Review performance and assure results
Review and approve solutions
Authorize process change
Communicate and celebrate results
Black Belt
Form team and follow DMAIC for project management
Develop alternative solutions and complete benefit and risk assessment
Determine financial benefit
Process or
Product
Understand root cause of problem
Validate
Solution
Implement and standardize process changes
For a breakthrough to occur… everything is on the table
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Improved Customer satisfaction
• Assure products and services meet customer requirements
Improved quality, efficiency and cost of goods sold
• Waste, defect and variation reduction
• Financial savings (hard and soft)
Self-sustaining infrastructure
• Defined roles and responsibilities
• Empower Champions, Black Belts and all employees to make meaningful improvements in performance
• Communication
Commonality
• Language, training materials, tools & software
• Methodology
• Expectations
• Solutions
• Financial tracking (establish, maintain metrics)
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"We achieved $600 million in Six Sigma cost savings in 1999, but cost savings are only one part of the story. Delighting customers and accelerating growth completes the picture. When we are more efficient and improve work flow throughout every function in the company, we provide tremendous added value to our customers – through higher quality solutions that are more competitively priced, delivered on time and invoiced correctly. That makes us a more desirable business partner."
- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html
"We expect Six Sigma to elevate our company to an entirely new level of operational performance, delivering $1.5 billion in EBIT cumulatively by 2003 from the combined impact of revenue growth, cost reductions and asset utilization."
- Dow 1999 Annual Report http://www.dow.com/financial/99ann/letter03.htm
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"The Six Sigma initiative is in its fifth year — its fifth trip through the operating system. From a standing start in 1996, with no financial benefit to the Company, it has flourished to the point where it produced more than $2 billion in benefits in 1999, with much more to come this decade."
- GE 1999 Annual Report http://www.ge.com/annual99/letter/letter_three.html
"Six Sigma implementation continues to gain momentum. At the end of the year 2000, there were about 1,100 trained Black Belts and over 3,400 active projects. The potential pretax benefit from active projects was $700 million."
- DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.dupont.com/corp/whats-new/releases/01/010124.html
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Section II Management Infrastructure for Six Sigma
Site Champion and Executive Staff
Hands on Champions
Master Black Belt
Black Belts / Green Belts
All Employees
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Functions
Set the vision
Create the mandate for improvement
Initiate and fund the activity
Establish and maintain the reporting structure
Responsibilities (10%+ of time)
Identify Champions in each functional area
Monthly review of projects by Champion
Measure Champion results
Training
4 hour Executive Overview
2 day Champion Training
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Functions
Communicate the vision
Create the mandate for improvement
Provide direction and remove barriers
Achieve financial results and communicate success
Responsibilities (10%+ of time)
Identify Black Belts and Green Belts
Identify and approve all Six Sigma projects
Biweekly review of all projects
Measure Black Belt performance
Training
2 day Champion Training
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Functions
Provide technical expertise on Six Sigma and Lean methodology to Black Belts and Green Belts
Work in support of the Black Belt and Champion
Assist in education and training activities
Responsibilities (100% of time)
Work daily with team members, Black Belts and
Champions
Participate in the review of projects
Monitor all Six Sigma projects
Training
15 day Black Belt Training, 2 years minimum as a
Black Belt and a Masters Degree in a related field
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Functions
Black Belts 100% dedicated for 2 years to process improvement, Green Belts 20%
Work on improvement projects with other Green
Belts and Team Members
Achieve financial results for each project Goal of
$350K+
Responsibilities (100 – 20%+ of time)
Use the DMAIC methodology to create breakthroughs in performance
Report progress to the Champion
Hold team meetings and provide excellent project management
Work with the Master Black Belt
Training
15 day Black Belt Training
5 day Green Belt Training
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Functions
Work to achieve excellence in daily work
Participate in Six Sigma projects
Support team activities
Identify opportunities for improvement
Responsibilities (5-10%+ of time)
Participate in Six Sigma activities as requested
Complete action items as assigned by the team
Attend team meetings
Training
1 day Six Sigma Employee training
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Section III DMAIC Breakthrough Methodology
Define
Measure
Analyze
Improve
Control
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Establish Control s on the critical Xs so the improvements will be maintained
Identify ways to improve the process and validate the solution
X
1
X
2
X
3
X
4
Measure and Analyze data and process performance to determine the critical variables and root cause of the problem
Y
1
Y
2
Y
3
Metrics (Ys) linked to
CTQs
Define the Problem
Project Objective
Project Goal
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Define Activities
Identify Project, Champion and Project Owner
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis
Map the Process
Develop Project Plan
Define Quality Tools
Project Charter and Plan
Effort/Impact Analysis
Process Mapping
Tree Diagram
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VOC,
Examine
Candidate
Projects
Define Customer
CTQs
CTQ(s)
Resource Requirements
Project No:
Project Name:
Project Leader:
GB/BB:
Master BB:
H/O Champion:
Team Members: Name Function % Time
SIX SIGMA
Project Charter
Initials
General Information
Location:
Business
Segment:
Business
Objective:
Customer
CTQ(s):
Current
Process
Capability:
Date:
Sigma, C pk
, DPMO, Cycle-time, etc.
Project Definition
Project Problem Statement:
Review Schedule
Activity
Start
Date
D
M
A
I
C
Close
Project Objective Statement:
Project Scope/Limitations:
Project Goals and Targets:
Project Plan:
See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:
Other Benefits:
Hands On Champion:
Name:
Signature:
Functional Manager:
Name:
Signature:
Other:
Name:
Signature:
Date:
Stakeholder Approval
Master Black Belt:
Name:
Signature:
Black / Green Belt:
Name:
Signature:
Other:
Name:
Signature:
Time frame:
Response
(Y)
Operational
Definition
Specification
Limit(s)
Complete
SIPOC and
Process Map
Develop and
Approve Project
Charter
5
4
3
2
1
0
8
7
6
10
Effort / Impact Analysis
GB Projects BB Projects
9
0 2 4 6
Effort
8 10 12
Impact
Who are the suppliers for our product or service? How capable are they in
What must my suppliers provide to my process to meet
Suppliers
1
2
3
4
Add additional rows where needed
Input
1
3
1
2
1
2
2
3
2
3
3
1
What is the most
Determine the start and end points of the process associated with the problem and the major steps appropriate end point for the process? What
Who are the customers for our product or service? product or service does What are their the process deliver to requirements for in the process.
the customer?
performance
Process
(High Level)
Start Point:
Output
1
9
10
11
6
7
4
5
8
1
2
3
Operation or Activity
2
3
4
5
6
Customers
1
2
1
2
2
1
2
1
1
2
1
2
End Point:
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• Why don’t you guys learn how to meet a schedule?
• Your service quality to poor
• When will you learn how to provide service and a Customer first attitude?
• Why don’t you tell us when there is a problem?
• I sent out e-mail after e-mail with no response!
• Why do you try and make your customers responsible for your quality problems?
• Your RMA frequency is unacceptable
DMAIC
Methodology
Define
VOC is often full of emotions.
We need to restate customer statements into fact based, performance requirements that we need to focus on
Of course… Customers expect perfection
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Detailed
Specifications
Use the tree diagram to define Customer CTQs
Response
(Y)
DMAIC
Methodology
Define
Performance to
Schedule
Customer
Needs
Customer
Requirement
Product arrives on-time
Measure
Target
Deviation from schedule in completed units
100% of committed ships prior to 5:00 pm as received on Customer receiving dock
LSL = 0 hours late
USL = 6 hours early
Specification
Limit(s)
Allowable defect
Rate
< 3.4 DPMO
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DMAIC
Methodology
Define
Critically examine
Business
Objectives and select projects aligned to them with financial impact and benefits
Champions drive the project selection as they own the business objectives aligned to the Executive Staff
Interview
Customers
(Internal and
External), on core business issues and opportunities for improvement
Use Voice of the Customer when collecting and analyzing data
Complete
CTQ gap analysis and prioritization
Determine a candidate project list
Estimate project benefits in financial and measurable terms & rank projects by their impact
Determine the effort required for each project
Conduct effort to impact analysis and prioritize the project list
Select the top projects and determine the
Champion and Owner
Candidate
Six Sigma
Project(s)
With financial impact!!!
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DMAIC
Methodology
Define
Determine a candidate project list and potential benefits:
Manufacturing
Materials
Management
NPI
Finance
Design
HR
Conduct effort to impact analysis and prioritize the project list
Project
1
8
9
6
7
4
5
2
3
10
Effort
6
8
1
2
5
3
4
7
10
9
Impact
1
6
9
6
6
3
3
3
3
9
Projects with high impact are preferred
7
6
5
4
3
2
1
0
10
9
8
0
Candidate Six
Sigma Project(s)
Project
Champion and
Owner
Effort / Impact Analysis
Impact
2 4 6
Effort
8 10 12
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DMAIC
Methodology
Define
• Achieving breakthroughs requires prioritization of opportunities.
There are many more opportunities than there is time and resources to work on them.
• When selecting a process, we are trying to prioritize exactly which problem to solve. If the problem is clear we move on to define the problem.
• In selecting a project, consider these issues: a.
Financial and strategic benefits b.
Improved customer satisfaction, CSI c.
Compatible with current goals and objectives d.
Translatable to other areas of the business e.
Probability of success f.
Level of effort, amount of resources needed to complete project
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DMAIC
Methodology
Define
Are your projects the things you like to do, easy to do or important to do?
Rank Potential Projects
2 Reduce lead time
3 Receiving process
4 Customer complaints
5 MRO material reduction
6 Change control system
1 Inventory reduction
7 Chip test yields
Project name
Champion Financial Translatability Defined Supports
HC
MP
DS
LC
JM
AB
JF
9
6
6
6
6
9
6
Benefits
9
9
6
3
9
9
3
Business Goals
9
6
6
6
0
9
0
6
9
0
9
3
9
9
Clear
6
9
9
6
9
9
9
Risk
Complexity
6
6
6
9
6
6
6
Manager responsible for results
Hard dollar savings
Solutions are likely to be applicable across the site and the corporation
Currently defined business objective
Supports immediate goals and objectives for the org.
Clear problem definition with clear project boundaries
Complexity is a function of time to complete and the difficulty of the problem. Scope
(target for BB project is 7-8)
Probability of success
3 < $100k
6 = $300k
9> $1M
3 = local
6 = some external
9 = all locations
3 = <3 months
6= 4-5 months
9= 6+ months p(S)
6
6
6
3
9
6
6
Total
80%
77%
73%
70%
63%
93%
53%
0%
0%
0%
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In this step you will establish direction for the project by documenting
•
•
•
•
•
•
•
•
DMAIC
Methodology
Define
Resource Requirements
Project No:
Project Name:
Project Leader:
GB/BB:
Master BB:
H/O Champion:
Team Members: Name Function % Time
SIX SIGMA
Project Charter
Initials
General Information
Location:
Business
Segment:
Business
Objective:
Customer
CTQ(s):
Current
Process
Capability: Sigma, C pk
, DPMO, Cycle-time, etc.
Date:
Review Schedule
Activity
Start
D
M
A
I
C
Close
Date
Project Definition
Project Problem Statement:
Project Objective Statement:
Project Scope/Limitations:
Project Goals and Targets:
Project Plan:
See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:
Other Benefits:
Hands On Champion:
Name:
Signature:
Functional Manager:
Name:
Signature:
Other:
Name:
Signature:
Date:
Stakeholder Approval
Master Black Belt:
Name:
Signature:
Black / Green Belt:
Name:
Signature:
Other:
Name:
Signature:
Time frame:
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A clear description of the problem to communicate to other people in the process and rally support to improve it
• A description of the issue or problem
• What, when, where and how the problem occurs
• What is critical to quality (CTQ) from the customer perspective? What is nonconforming to specifications?
• Define the boundaries of the problem, how big is the problem?
• What are the consequences of the problem to the
Company and or Customer?
• Do not state a solution when describing a problem
DMAIC
Methodology
Define
Description of the “Pain”
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DMAIC
Methodology
Define
Project Objective and Scope
•
•
•
•
•
What process will the team focus on?
What are the boundaries of the process we are to improve?
Where does the process begin? Where does it end?
Which customers will be affected / included
What is outside of scope for the team?
What constraints or timelines must the team work under?
Customer or Suppliers Site or Line Process
Process 1
Process 2
Process 3
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DMAIC
Methodology
Define
 Describe, in measurable terms, what success will look like when you’ve solved the problem
 Include a statement of the performance level that will satisfy your
CTQ and the time frame in which you plan to implement the improvement. State targets and tolerances where appropriate.
Goal Statement:
Reduce late shipment costs (Express Mail) to all customers by 70% from $1.5M to $45K by January 200x.
Where When How Much
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DMAIC
Methodology
Define
Determine the Stakeholders
Who will need to be involved and at what level for this project to be successful?
Determine Team Members
Who will need to be on the team and at what % of their time?
Determine any Capital, Test or HR
Requirements
What materials, testing, software programming, outside services or equipment will be needed? Are those costs acceptable to management?
Other Support to be Successful
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SIX SIGMA Project Plan
Site:
Problem Statement:
Location:
Project Name & Number:
Revision Date:
Improvement Objective and Scope:
Metric(s)
DMAIC
Methodology
Define
Goal and Targets
Benefits
Baseline Goal Improvement Goals
Date
Date
Date
Date
Assigned to: Start Date: End Date: Status:
Project
Review Date
Project plan remains through the life of the project
Phases
Define
Measure
Tasks and Timelines
Activity
Project's Customer CTQ
Project Charter
SIPOC
Financial analysis of project's benefits
Detailed process map
Analyze
Improve
Control
Team Members
Team Leader:
Team BB:
Team Members:
Champion:
On Plan/On Schedule
Behind Plan, with effort can return to schedule
Behind Plan
Task Completed 45
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DMAIC
Methodology
Define
Benefits may include any of the following:
• Hard dollar savings (cost reduction)
• Soft dollar savings (cost avoidance)
• Improved Customer satisfaction
• Improvement in the performance metrics (cycle time, yield, defects, etc.)
• Improved job satisfaction (reduction in frustration)
• When considering benefits… what must change for the savings to occur?
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DMAIC
Methodology
Define
Cost Improvements Quantified:
Process
Touch-up & Handsolder
Wash
QA/ Final Inspection
Rework
QA (QA E ngineers)
Production Control/Expediting
Curr Cost
($1, 000's per w eek)
$ 73
New Cost
$ 70
$ 24
$ 58
$ 20
$ 5
$ 27
$
$
$
23
45
16
$
$
4
26
95%
95%
78%
78%
78%
95%
$ 10,782 k $ 9,525 k per Year
Improvement
$ 3.7
$ 1.2
$ 12.5
$ 4.4
$ 1.0
$ 1.4
Total per week for costs elements above $ 207 $ 183 per Week $ 24.2
Total per Year $ 1,257 k
Determine costs of current baseline and the impact to cost if the goal is achieved. Consider also the full impact to all effected lines and production operations. If financial analysis shows poor ROI you may want to select another project.
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DMAIC
Methodology
Define
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DMAIC
Methodology
Define
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Discrete Transactions
Performance Monitoring and Improvement
JMP for analysis and root cause determination
Workflow
Automation
Database
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DMAIC
Methodology
Define
Once the project charter has been approved and the team formed around the project it is essential to begin periodic management reviews of project performance.
Black Belts and Green Belts meet with Management to report performance.
Champions report to executive staff on project performance.
Where possible integrate reviews into current management forums.
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DMAIC
Methodology
Measure
Measure Activities
Determine Project Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Develop Data Collection and Sampling Plan
Validate the Measurements
Measurement Systems Analysis
Determine Process Capability and Baseline
Measure Quality Tools
Quality Function Deployment (QFD)
Measurement Systems Analysis (MSA)
Check sheet
Process Capability
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List Of
Measures
(Xs and Ys)
Data Collection,
Process Baseline and Capability
Determination
Add
Specifications and Compute
Sigma and
Capability
Baseline
Data Collection Plan
Define What to Measure
Measure
Type of
Measure
Operational
Definition
Define How to Measure
Measurement Data Tags Needed or Test Method to Stratify the Data
Data Collection
Method
Who will
Do it?
Person(s)
Assigned
What?
Sample Plan
Where?
When?
How Many?
Name of X or Y Clear definition of parameter attribute or the measurement or condition discrete to be data, measured product or process defined in such a way as to achieve
Visual inspection or automated test? repeatable results Test instruments from multiple are defined. data observers
Procedures for data collection are defined.
Data tags are defined for the measure. Such as: time, date, location, tester, line, customer, buyer, operator, etc.
Manual?
Spreadsheet?
Computer based?
etc.
State who has the responsibility?
What measure is being collected
Location for data collection
How often the data is collected
The number of data points collected per sample
MSA, GR&R,
Inspector
Effectiveness
Goal
Restate
Improvement
Goals
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(Xs) Leading Process --> Product -->
XZY errors
Temperature
Offset
Viscosity
Pressure
DPU/Yield
Scrap
Rework, RMA
Supplier,
Receiving and Process
Times
Processing time
Wait time
Delivery time
Transactional and product defects and errors by operation
Accuracy of transaction
Transaction time
Product or service quality
T&Cs, planning systems, production systems
Inventory levels
Materials management
Lagging (Ys)
Manufacturing
Cost of Quality
Transaction Cycle
Time
Customer satisfaction
Materials costs
54
© TLC, SSEO 1.5 22002

Product or Process: Current Measures Needed Measures
DMAIC
Methodology
Measure
Customer Wants
Rapid schedule confirmation
On time performance
Defect free products
Routine cost reduction
Routine WIP reduction
Minimum lead times
4
5
7
1
2
6
3
3
3
9
0
0
0
3
0
0
9
0
3
6
3
6
6
3
0
6
3
0
9
0
3
3
0
3
0
3
0
0
0
3
3
0
3
0
0
3
0
6
3
0
0
9
0
0
0
9
3
3
6
0
9
0
0
3
0
9
Total
Unit of Measure
Raw data available?
Std. report available?
Reliable data source?
Frequency of the report?
Needed frequecy?
Target
Lower Limit
Upper Limit
Measurement capability
Measurement validated?
Competitive comparison
Ranking
Relationship key:
18 12 27 18 12 6 12 12 21 21
Min.
Y
Y
Y
Daily Wk
Daily Wk
5:00 0
4:45
5:15 n/a
1
#
Y
Y
Y
CSI PPM
Y
Y
Y
Y
Y
Y
#
Y
Y
Y
%
Y
Y
Y
#
Y
N
N
Min.
Y
N
Y
%
Y
N
Y
Hrs.
N
N
N
Wk Wk Daily Daily Daily Daily Daily n/a
Wk Daily Daily Daily Daily Daily Shift Daily
5 0 Plan 100% 0 0 100% 1 hr.
4.5
n/a n/a
100
5% 95%
5% n/a
1
1
-0:15 50%
0:15 n/a n/a
2 hr.
0 0 0
5 9 6 8
9 Strong relationship
6 Moderate relationship
3 Weak relationship
0 No relationship
7 10 2 1 4 3
Total
24
39
33
30
12
21
Translate customer requirements into objective measures and prioritize project metrics
55
© TLC, SSEO 1.5 22002

All Processes Need Clear Specifications
DMAIC
Methodology
Measure
One-sided - lower specification limit only
LSL
Unacceptable Good
Target zero and upper specification limit
USL
Good Unacceptable
Two-sided specifications
LSL USL
Unacceptable Good Unacceptable
56
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Measure
Elements for a data collection plan
Data Collection Plan
Define What to Measure
Type of
Measure Measure
Operational
Definition
Define How to Measure
Measurement Data Tags Needed Data Collection or Test Method to Stratify the Data Method
Who will
Do it?
Person(s)
Assigned
What?
Sample Plan
Where?
When?
How Many?
Name of X or Y Clear definition of Visual parameter attribute or the measurement inspection or condition discrete defined in such a or automated to be data, way as to achieve test? measured product or repeatable results Test instruments location, tester, process from multiple are defined. line, customer, data observers
Procedures for buyer, operator, etc.
data collection are defined.
Data tags are Manual?
defined for the Spreadsheet?
measure. Such Computer based?
as: time, date, etc.
State who has the
What measure is being
Location for data responsibility?
collected collection
How often the data is collected
The number of data points collected per sample
Data means nothing… without an understanding of what the data is, how it was collected, and the conditions under which it was measured
Data properly collected and analyzed will help us to understand the root cause(s) of the problem
57
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DMAIC
Methodology
Measure
Where possible use a Digital or Video Camera and capture the defect or process problem. “A picture is worth a thousand words in” understanding and communication of the origin and nature of problems.
58
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Short Term
Capability
True Value x
A x
B x
C
Accuracy
Reproducibility
Repeatability x
A x
B x
C
DMAIC
Methodology
Measure
Long Term
Capability
Stability
First period of time Second period of time
Useful for characterization of variable gages and inspection capability
The data is only as good as the quality of the measurements
59
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Analyze Activities
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Determine Root Cause(s) Using Data
Analyze Quality Tools
Statistical analysis of data
Cause and effect or event diagram
Histogram
Pareto diagram
Run chart
Scatter graph
DMAIC
Methodology
Analyze
60
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Project Data
Xs and Ys
Root Cause
Analysis
Summary
Measure
Responses or Outputs (Ys)
Dependent Variable
Factors (Xs)
USL LSL Target Independent Variable(s)
© Thomas A. Little Consulting 2002
USL LSL Target
Analysis and
Stratification of Data
% Explained and % Unexplained
Root Cause
Validation
61
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DMAIC
Methodology
Analyze
No company is the best at all it does. Typically there are some core competencies that make a company great. There is much to be learned by benchmarking other companies who are the best at what they do.
Benchmarking begins with identification of the process or business area we wish to examine.
This should be clear from our problem statement and objective.
Knowledge that there are other ways of doing things can be obtained from benchmarking.
Benchmarking often speeds up the solution generation process.
62
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
Like pulling weeds… unless we address the root that causes the problem, poor results will keep coming back.
Addressing the results or symptoms of a problem will never provide lasting solutions given a little time… the problem will come back
We need to understand the Root
Cause of the problem from our problem statement
63
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
Forward
Problem Solving
No Idea of Root Cause
Define Problem
Collect Problem Related Data
Analyze Data
Determine Root Cause(s)
Validate
Determine what is unexplained
Define Problem
List Probable Root Causes
Collect Supporting Data
Validate
Determine what is unexplained
Backwards
Problem Solving
Strong Idea of Root Cause
64
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
65
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DMAIC
Methodology
Analyze
Data
Collection
Late
Deliveries
25
20
15
10
5
0
IBM
Vendor Purch.
Order Mat.
Week in
Agent Date Type Quarter ordered
1
2
3
DEC HP
Vendor
NEC
100
80
60
40
20
0
ASICs Connectors Flex c.
SMT parts Solder
Material Type 25
20
15
10
5
0
Tom Shauna Kris Adam
Purchasing Agent
John
MOT
Stratification : Analysis of the same data grouped and classified by the data tags to examine frequencies at different logical levels
66
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Collected X and Y data
DMAIC
Methodology
Analyze
Hypothesis testing t-test
F-test
ANOVA
Chi-square
Logistical regression
Regression analysis and Model fitting
List Of Probable Root Causes and key process sensitivities
67
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DMAIC
Methodology
Analyze
Provides the ability to visualize the relationship between process variables and to understand the source and fundamental behavior of problems
68
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
When Mapping the Process Consider the Following:
What you think it is...
What it actually is...
What it could be...
69
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
Check and investigate all those that apply to the problem under consideration
Measurement
 Poor repeatability
 Poor reproducibility
 Poor accuracy
 Poor stability
 Poor linearity
 Invalid measurement or test method
 Excessive test or measurement
Methods
 Incorrect definition
 Incorrect sequence
 Missing definitions, implicit rules
 Poor process controls
 Poor measurement controls
 Lack of critical information
 Incorrect information
 Excessive queues or out-time
 Handling
 Orientation
 Poor management of change
 Incorrect revision
Machine (process & test)
 Machine maintenance or calibration
 Machine controls or lack of controls
 Machine fault or defect
 Software or network fault
 Machine related contamination
 Machine tooling or fixtures
 Incorrect machine or tester
Materials
 Defective
People
 Off-specification
 Contaminated
 Improper storage conditions
 Labeling or identification
 Incorrect amount or quantity
 Improper transportation or handling
 Expiration date exceeded or unknown
 Problem with product design
 Wrong materials
Environment
 Physical environment (temperature, lighting, ESD)
 Security or safety systems
 Distractions in the environment
 Particulates
 Contamination
 Level of staffing
 Training
 Competency or experience
 Supervision
 Conflicting goals
 Compliance with procedures
 Personality issues
 Physical ability or function
 Cognitive ability and function
 Knowledge deficit
 Communication with peers or supervisor
70
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DMAIC
Methodology
Analyze
State the problem, then ask why did this problem occur until you reach root cause.
Missing Parts on the Board During NPI WHAT?
Improper cassette loading Missing cassette Machine Malfunction Why?
Failed to locate cassette Part not available
Why?
Supplier problem Order incorrect Lack of lead time Why?
Design change Customer schedule
Design error Performance improvement
Why?
Why?
71
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DMAIC
Methodology
Analyze
Root Cause is achieved when we have identified the source of the problem (use the 5+ Why approach)
For any problem there are typically many Roots. They vary in frequency of occurrence. We need to know each root and their associated frequency and or % of impact.
Proper Root Cause identification requires some explanation of the failure mechanism based on understanding the process, the physics, mechanics or chemistry. We must be able to explain how changes in X cause changes in Y (otherwise we don’t understand it!)
Root Cause is verified when we can recreate or manipulate the problem
To fix the Root Cause it must be controllable
Knowing Root Cause does not assure we know the solution to the problem. Solutions can be formulated once we know the root of the problem
72
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DMAIC
Methodology
Analyze
Final investigation needs to be made to determine if the factors identified are actually the root cause of the problem
73
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Analyze
For each possible root cause, determine those you will verify.
Summarize each possible root cause with the following codes:
Non Contributor (NC)
Possible Contributor (PC)
Insufficient Data (ID)
Data not available (IDX)
Does not contribute to the problem
A factor which may have an effect on the response
Not enough data to determine the effect of the factor
(may require additional effort)
Data not available concerning the factor
Root Cause (RC) Determined to be a root cause of the problem
Non Controllable Root Cause (RCX) A root cause; however, outside the control of the company, individual or team
74
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DMAIC
Methodology
Analyze
• List all probable Root Cause(s)
• Rank them in terms of effect size
• Determine the additional tests and or manipulation you plan to use to validate the factors (X) which have the greatest effect on the response (Y)
• Identify potential methods for controlling the factors which create the problem
• When validation is complete summarize all selected Root
Cause(s) and their effect size
75
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DMAIC
Methodology
Analyze
Root Cause(s) Analysis Summary
Analysis Method
Process Review
Potential Factor
Priority 1
Process Map
Priority 3
Visual Analysis
Residual Material in Bulk Fill
Wrong Materials
Priority 4 Improper use of SOP
Cause and Effect (Event) Analysis
Priority 2 Invalid Assay
NC - Non Contributor
PC - Partial Contributor
ID - Insufficient Data
Completed
Review Date
15-Mar
9-Mar
12-Mar
Who?
Tien
Tien
Kris
Investigation
Method
Review use logs for PK
%
Result Effect
Validation
Method
RC 100% Test for residual material
Validation
Date
28-Mar
Review inventory use for PK NC 0%
Review SOP use on the line NC 0%
12-Mar Anna
IDX - Data not available
RC - Root Cause
RCX - Root Cause Not Controllable
Verify Test Procedure NC 0%
% Unexplained 0%
76
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DMAIC
Methodology
Improve
Improve Activities
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Implement Solution
Determine Solution Effectiveness using Data
Improve Quality Tools
Design of Experiments
Brainstorming
FMEA
Risk assessment
77
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DMAIC
Methodology
Improve
Design Experiments where appropriate
Test and Validate solutions
DPU
Review and approve solutions with
Management
Installed
New
Process
Equipment
N
Implement changes and determine improved process capability.
Reach
Goals?
Y
Examine opportunities for standardization and translation
78
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Use general brainstorming techniques to generate process and design change ideas which will eliminate the root cause of the problem.
Separate ideas into short term and long term.
Long term with take 3 months or more to implement, short term is less than 3 months.
Use voting and management involvement to generate consensus on direction of approach
A single solution is not required at this point in the improvement process. 2 - 3 short term solutions should be selected and ranked. 1 to 2 long term solutions should also be selected for evaluation and experimentation.
79
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Seven muda:
1.
2.
3.
4.
5.
6.
7.
Over production ahead of demand
Waiting for the next process step or information
Transporting materials unnecessarily
Over processing
Inventory that is more than bare minimum
Motion by employees that is unnecessarily
Producing non-conforming parts
For each area of waste, examine each process step to determine if waste occurs in the operation and how to remove the waste from the production system
80
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Reduce inventories and production costs while improving quality
Production
Control
Material
Flow
Machine
Management
Workplace
Management
Process
Management
DMAIC
Methodology
Improve
81
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Discrete Transactions
Performance Monitoring and Improvement
JMP for Analysis
DMAIC
Methodology
Improve
Periodic Management
Reports
Workflow
Automation
Database
82
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Design experiments which improve the robustness of the process. Improve process parameter design, tolerance design and reduce the source of defects.
Once experiments are complete critical process parameter sensitivities can be modeled and determined how to be targeted and controlled.
83
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
• Assure solution costs and timelines are acceptable to management
• Determine the complexity of each solution in terms of time and ease of completion
• Identify potential impact (change to the baseline) of each solution. Explain how each solution will address the root cause and impact real change in performance.
• Financial benefit = benefit of solution – cost to implement
• Assess the risks associated with each solution and the likelihood of occurrence
• Determine need to involve/notify customer concerning any product or process changes
• Make sure that proper validation occurs associated with the solution prior to across the board implementation
84
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Solution Evaluation Form
List Root Cause(s)
Root Cause 1
List Solutions
Solutions 1
% Effect
% of effect solution will have on the root cause
Estimated Cost Complexity Estimated Benefit cost of time or effort to solution implement implementation short term?
long term?
savings due to solution or improvement in customer satisfaction
Risk*
High
Medium or
Low
Priority Validation?
Order of potential
Need to solution verify implmentation effectiveness
1st, 2nd, 3rd of solution
Root Cause 2
* Use Risk Assessment Form
Evaluate solution alternatives to assure the best solution has been selected
85
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Risk Assessment Form
List the Solution or
Major Elements of
Your Solution
Failure Mode
(What can go wrong)
List each failure mode
1. New Software
2. Solution a) b) c) a) Software does not link
correctly to database b) Software is not available on
time c) Software needs revisions
prior to deployment
Severity
(1-10)
Probability
(10 is
Score
(High scores
10 is Worst very probable) need attention)
10
6
3
6
7
9
60
42
27
Action
Plan
Owner Due
Date
Need to test database link Fred 15-Feb early during implementation James
Need to review progress Bill during weekly meeting Watson
25-Feb
3. Solution a) b)
Evaluate failure modes and probability to minimize any negative effects of changes to the product or process
86
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DMAIC
Methodology
Improve
Once the team has completed their work it is now time to review solutions with Management.
Allow the team to benefit from a fresh perspective and add
Management’s insight and experience to the priorities.
This step improves the alignment of Management to the Teams efforts
87
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Improve
Retrained the
Workforce on the Process
Installed
New
Process
Equipment
DPU
(miss, no change) (hit, improvement)
Implement one solution at a time. Allow for sufficient time to determine effect, then move to next solution.
88
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Control
Control Activities
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Close Project and Communicate Results
Control Quality Tools
Statistical Process Control
Out of Control Action Plan (OCAP)
Design Changes to eliminate the defect
89
© TLC, SSEO 1.5 22002

Select SPC controls where appropriate
Implement and validate controls
Cost Improvements Quantified:
Process
Touch-up & Handsolder
Wash
QA/ Final Inspection
Rework
QA (QA E ngineers)
Production Control/Expediting
Curr Cost
($1, 000's per w eek)
New Cost
$ 73
$ 24
$ 58
$ 20
$ 5
$ 27
$
$
$
$
70
23
45
16
$
$
4
26
95%
95%
78%
78%
78%
95%
$ 10,782 k $ 9,525 k per Year
Improvement
$ 3.7
$ 1.2
$ 12.5
$ 4.4
$ 1.0
$ 1.4
Total per week for costs elements above $ 207 $ 183 per Week $ 24.2
Total per Year $ 1,257 k
Determine costs of current baseline and the impact to cost if the goal is achieved. Consider also the full impact to all effected lines and production operations. If financial analysis shows poor ROI you may want to select another project.
Review and approve control plan with
Management
Realize savings and determine final financial benefits and ROI
Determine long term owner and close the project
90
© TLC, SSEO 1.5 22002

25
20
15
10
5
0
Time
Process
Improvement
Process
Improvement
Process
Improvement
No Controls
DMAIC
Methodology
Control
91
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Control
TYPES of CONTROLS
Measurement Based Control
Management Dashboards & Review
Statistical Process Control
Documentation
Process Flow Diagrams
Product Drawings, Schematics
Process Management Plans
Written Procedures
Training
Design
Design out Product Problems
Mistake Proofing
Robust Design Concepts
Test & Inspection
Test (error prone)
Inspection (poor effectiveness and costly)
Periodic Checks
Scheduled Maintenance
Scheduled Calibration
Training and Operator Certification
Audits
Periodic Management Reviews
Incentives
Measures which are associated with a bonus
Measures which are associated with a penalty
92
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Control
Sensor
(measurement technology & control chart)
Allows the system to monitor the current process performance
Alarm
(control limits and trend rules)
Establish limit(s) and run rules which require attention
Control Logic
(OCAP)
A predefined set of actions to follow that are alarm specific
Validate
(next sample)
Assure the action was effective
Add alarms where needed and assure we do not ignore valid alarms. SPC methods should be used to establish alarms.
93
© TLC, SSEO 1.5 22002

What Vacuum will be created when you leave?
DMAIC
Methodology
Control
Now that the solution is known and you are ready to finish the project….
• Determine the activities that need to continue after the team is dissolved
• Define who is doing them now… who should be the long term owner?
• Determine who needs to do them in a sustaining long term mode
• Define the set of tasks or systems that must be installed prior to completing the project and backing out of the work
• What else will be needed to make the solution effective and sustainable?
• From the above issues, develop a transfer plan
94
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Control
How did you justify the cost savings for the project?
What changes will have to occur to create the savings?
Based on the impact of the benefits of the solution have you made changes to the process to realize the benefits?
Possible Actions:
Re-deploy personnel
Reorganize the floor
Reduce inventory levels in Planning System
Eliminate inspection or test operations
Modify Vendor/Customer contracts
Other cost saving changes to the operation
95
© TLC, SSEO 1.5 22002

DMAIC
Methodology
Control
•
The goals have been met and the team has been successful
•
The solutions have all been implemented and demonstrated to be effective
•
Assure all documentation is complete
•
Determine what standardization opportunities are available
•
Make sure the accomplishments of the individual or team are appropriately recognized personally and publicly
•
Measure and communicate results of the project (benefits and savings)
•
Celebrate! We did it!
96
© TLC, SSEO 1.5 22002

Section IV Implementation Strategy
97
© TLC, SSEO 1.5 22002

Define
Goal alignment
Roles and responsibilities
Develop
Assemble materials
Identify people
Select software
Select training/consulting resources
Deploy
Executive Overview
Champion training / black belt & project selection
Black Belt training / project execution
Management review of progress
Realize results
6 s
98
© TLC, SSEO 1.5 22002

Start 1 st Wave March-August, 2002
1 st Month
Six Sigma Executive Overview Training ½ day
Champion Selection
Champion Training 2 days
Select software ( JMP ) and schedule the training resource (ASQ-SVC)
Black Belt Selection and 1 st Wave Six Sigma Projects
2 nd Month
100% Commitment of Black Belts to Process Improvement
Begin Black Belt, Green Belt Training
2 days Define , 3 days Measure , 3 days Analyze , 3 days Improve , 3 days
Control , scheduled every three-four weeks for 5 sessions
Begin Management Review of Six Sigma projects
Select Master Black Belt (Hire or Contract)
6 + Months
Realize savings from 1 st Wave, savings fund second wave etc.
Establish key metrics and dashboards if not present
Register in September for ASQ Certified Black Belt
2 nd Wave – September 2002 99
© TLC, SSEO 1.5 22002

Cost/Benefit Analysis of One Wave of Six Sigma
Costs
Training and Consulting Days Training Costs
Executive Overview
Champion Training
Black Belt Training
0.5
2
$ 1,475
$ 5,900
Master Black Belt
Define
Measure
Analyze
Improve
Control 3
50
3
3
3
3
$ 8,850
$ 8,850
$ 8,850
$ 8,850
$ 8,850
$ 60,000
Total Training and Consulting Costs
Employee Costs Number Days
Champions
Black Belts
Green Belts
5
8
12
60
1056
312
$ 111,625
Labor Costs
$ 60,000
$ 844,800
$ 249,600
$ 1,154,400
Benefits
Activity
Completed Projects
ROI (annualized)
Number Savings
15 $ 325,000
Total Benefits
$
$
4,875,000
3,608,975
% of ROI
0.0%
0.2%
0.2%
0.2%
0.2%
0.2%
0.2%
1.7%
3.1%
1.7%
23.4%
6.9%
32.0%
100
© TLC, SSEO 1.5 22002

Six Sigma Financial Analysis
3Q
Total Department Expense $ 25,281.00
Six Sigma Project Benefits
Alta
Quote on Hold Process
PN Reduction
Lost Units
Defective from Stock
FTF
Fed Ex Sweep
NEC RMA Optimization
CSP Warranty
Total Six Sigma Project Benefits
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
4Q
$ 187,156.00
$ -
$ (5,074.13)
$ -
$ (187.60)
$ -
$ 25,740.00
$ 71,867.04
$ 562,328.94
$ 542,729.99
$ 1,197,404.24
Results from one wave of training as verified by the Finance department
YTD
$ 212,437.00
$ -
$ (5,074.13)
$ -
$ (187.60)
$ -
$ 25,740.00
$ 71,867.04
$ 562,328.94
$ 542,729.99
$ 1,197,404.24
101
© TLC, SSEO 1.5 22002

Six Sigma Improvement
Programs for West
Coast Industries
Certified Black Belt
Exam Date:
October 19, 2002
Registration:
August 23, 2002
The Statistical Discovery Software
TM
Workflow Modeling and Automation
102
© TLC, SSEO 1.5 22002

All ASQ-SVC Participants receive software use for six months during their Six Sigma training
JMP Software for
Windows and Macintosh links statistics with graphics, helping you explore your data, make discoveries and gain knowledge for better decision-making. See why so may professional choose JMP as their quality-improvement tool of choice for Six Sigma and quality improvement.
Ultimus software allows for effective process modeling, analysis and automation.
Transactional modeling and full workflow automation tools are available using
Ultimus
®
.
103
© TLC, SSEO 1.5 22002

Public and On-site Training
Champion Training
Six Sigma for Champions 16 hrs.
$975 Mar/21-22/02
Black Belt Training and ASQ National Black Belt Certification
BB Six Sigma “Define”
BB Six Sigma “Measure”
BB Six Sigma “Analyze”
BB Six Sigma “Improve”
BB Six Sigma “Control”
16 hrs.
24 hrs.
24 hrs.
24 hrs.
24 hrs.
$975
$1475
$1475
$1475
$1475
Apr/4-5/02
May/1-3/02
Jun/5-7/02
Jul/10-12/02
Aug/7-9/02
Green Belt Training
GB Six Sigma “Define”
GB Six Sigma “Measure”
GB Six Sigma “Analyze”
GB Six Sigma “Improve”
GB Six Sigma “Control”
Location
Harmonic, Inc.
549 Baltic Way, Sunnyvale, CA.
8 hrs.
8 hrs.
8 hrs.
8 hrs.
8 hrs.
$475
$475
$475
$475
$475
Apr/12/02
May/10/02
Jun/14/02
Jul/19/02
Aug/16/02
2 nd Wave begins in September
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Dates: March 21-22, 2002
Audience & Prerequisites:
Executive officers, Directors and Managers who will define and manage Six Sigma Projects
Content:
Section I
Section II
Six Sigma Introduction
Management Infrastructure for Six Sigma, Roles and Responsibilities
Section III Managing the DMAIC process
Section IV Project Selection and Charter
Section V
Section VI
Implementation Issues, timelines and Black Belt, Green Belt selection
Measures of Success
Location:
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA
Bring your own laptop
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Dates: April 4-5, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the
PRIMARY focus of their work activities. All individuals are required to have a project to work on and an identified Champion for the project.
Content:
Section I
Section II
Six Sigma Introduction
Identify Project, Champion and Owner
Section III Determine Customer Requirements and CTQs
Section IV Define Project Statement, Objectives, Goals and Benefits
Section V
Section VI
Define Resource/Stakeholder Analysis
Develop Project Plan
Section VII Map the Process
Section VIII Project Leadership
Location:
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA.
Bring your own laptop
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Date: April 12, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the
SECONDARY focus of their work activities. All individuals are required to have a project to work on and an identified Champion for the project.
Content:
Section I
Section II
Section III
Section IV
Section V
Section VI
Six Sigma Introduction
Determine Customer Requirements and CTQs
Define Project Statement, Objectives, Goals and Benefits
Define Resource/Stakeholder Analysis
Develop Project Plan
Map the Process
Location:
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA.
Bring your own laptop
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All training is Hands On and applied to your company’s projects. All training is done with computer applications.
Complete the training and complete a project.
Seating is limited! ~20 seats per class.
Registration Information
You can register on-line using www.asq-svc.org or www.dr-tom.com.
Or register for the Six Sigma public courses by contacting Tom Little at (925)-285-1847 or by e-mail drlittle@dr-tom.com.
www.asq-svc.org
www.dr-tom.com
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• There are tremendous improvement and savings available to companies in their operations if they will mobilize their resources toward reduction of waste and improvement of quality
• Six Sigma requires Leadership from the Executive Staff
• The roadmap is clear and the methods for improvement are well defined
• Software tools make the data collection and analysis clear
• Development of an implementation and training plan is the next step
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Books:
E.L. Grant & R.S. Leavenworth, Statistical Quality Control (New York: NY, McGraw Hill, 1996).
D.C. Montgomery, Design and Analysis of Experiments.
(New York: NY, John Wiley & Sons,
1996).
G.E. Box, J.S. Hunter & W.G. Hunter, Statistics for Experimenters: An Introduction to Design,
Data Analysis, and Model Building (New York: NY, John Wiley & Sons 1978).
Damelio, Robert. (1996). The Basics of Process Mapping . Productivity Press, Portland, OR.
Web Sites:
Thomas A. Little Consulting at www.dr-tom.com
ASQ Silicon Valley Section at www.asq-svc.org
Software: SAS JMP contact SAS Institute at www.jmpdiscovery.com
382 Stanwick Street
Brentwood, CA 94513
1-925-285-1847 drlittle@dr-tom.com
www.dr-tom.com
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