Foundations of Six Sigma.ppt

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2、ment. Under the terms of the License and Nondisclosure Agreement, these materials shall not be disclosed outsider the recipients company or duplicated, used or disclosed in whole or in part by the recipient for any purpose other than for the uses described in the License and Nondisclosure Agreement.

3、 Any other use or disclosure of this information, in whole or in part, without the express written permission of Motorola University is prohibited.,Six Sigma is a registered trademark and service mark of Motorola.,Foundations of Six Sigma and the DMAIC Model,Table of Contents,Introduction to Program

4、 Six Sigma Story Overview of the “DMAIC” Model Case Study Team Practice,3 - 8 9 - 40 42 - 106 108 - 152,Pages:,Topic:,Introduction to Program,Comfort Issues,Breaks Lunch Pagers/Cell Phones/Messages Other .,Participant Learning Materials,Your Participant Guide is your note taking and activity tool fo

5、r today This PG is easy to follow, because it replicates the instructors overhead slides Note the Table of Contents in the front of this guide, which gives you a basic “agenda” of the programs content and flow The Memory Jogger is a handy reference tool that describes various analysis tools,Tell Us

6、about You .,Your statistics Who you are What you hope to contribute What you hope to gain What experiences or exposure have you had around Six Sigma? 30-second time limit!,Program Agenda,Introduction to the Program: The Six Sigma Story Overview of the DMAIC Model within the Context of a Case Example

7、 The DMAIC Model and Process Improvement Roadmap,Approximate Times for Breaks,Break,Team Practice/ Presentation And Break,Lunch,*,Program Learning Objectives,Upon successful completion of this training program, you will be able to state the: Six Sigma story, including term definitions and its histor

8、y within Motorola Relationship of Six Sigma to the PCS Scorecard Youll be able to implement Six Sigma continuous improvement methodology using the 5 step DMAIC model: Define Opportunities Measure Performance Analyze Opportunity Improve Performance Control Performance,The Six Sigma Story,Introduction

9、 Learning Objectives,Upon completion of this introductory learning segment, youll be able to state the: Its history within Motorola and its renewed interest What Six Sigma is, including terminology Introduction to the Six Sigma, including the DMAIC model Relationship of Six Sigma to the PCS Performa

10、nce Excellence Scorecard,This Six Sigma and DMAIC Model Training Lays the Foundation for Business Success,Business Improvement,Training: Lays the Foundation for,Awareness attempt to convert where ever possible,CONTINUOUS DATA,ATTRIBUTE DATA,Data Impact on Sample Size,Attribute: Definition of a UNIT,

11、Unit is defined as a product or service,Attribute: Define Your Unit Count,It is important to define the “unit” (product or service), so you can - then - establish your unit count Your unit count establishes your baseline for your measurement of goodness,For example: Phone Call,Attribute DataMeasurem

12、ent of Goodness,Understand the difference . Defective: A unit is either “good or bad”, or “pass or fail” Defects: Within a given unit, it is the number of opportunities that are either “good or bad”, or “pass or fail”,Goodness Measuring Device,DPU =,One Way to Measure Attribute Goodness: Defects Per

13、 Unit (DPU),DPU is one example of quality measurement at Motorola DPU is the number of defects divided by the number of units,Example follows .,Pass,Number of Defects (Found at a Review Point) Number of Units (Processed Through that Review Point),Fail,Using Mean and Standard Deviation,Mean () Averag

14、e of Values Standard Deviation () How far values lie from the mean or average,MEAN (m),STANDARD DEVIATION,(s),Continuous Data/Distribution,DATA 0.001 0.002 -0.001 0.005 -0.004 -0.001 -0.003 0.000 0.001 -0.004 . . . (et al),Mean () = -0.0019,Std Dev () = 0.002,Normal Distribution,Normal Distribution:

15、 Centered and Shifted 1.5,Correlation Between Sigma and DPMO,Sigma,DPMO (Defects Per Million Opportunities with 1.5s shift),Calculating DPMO,Defects Per Million Opportunities,Conversion Chart shown on the next slide makes it easy to understand the impact of Six Sigma .,SigmaConversion Chart (with 1.

16、5s shift),Measurements in Your Environment,Brainstorm, as a class, some examples of types of data to which you can apply a measure of goodness, using a universal measurement scale,Team Brainstorming! 5 Minutes,Team Presentation,Attribute data Continuous data,At least 54,000 wrong drug prescriptions

17、per year 27 minutes of dead air time per TV channel each week 5 short or long landings at OHare airport each day,One wrong drug prescription in 25 years 2 seconds of dead air time per TV channel each week 1 short or long landing at all U.S. airports in 10 years,6 Sigma Quality equals,3 Sigma Quality

18、 equals,Six Sigma Is Virtual Perfection!,“Six Sigma” is an Overall Methodology that drives Business Improvement,The DMAIC Model,The DMAIC process improvement model is used in many companies, government agencies and service organizations to achieve Six Sigma results The DMAIC steps: Define, Measure,

19、Analyze, Improve and Control Provide a disciplined approach to improving existing processes and products Provide an effective integration of other project management, problem solving and statistical tools,DMAIC Process Improvement Model,What is important?,How are we doing?,What is wrong?,What needs

20、to be done?,How do we guarantee performance?,D M A I C Model,How Does the DMAIC Model Correlate with Other Problem Solving Methodologies?,Problem Solving Matrix,Key Relationship: DMAIC Model to Our PCS Scorecard,Our goal: Sustain business strategies, objectives and results that have been defined as

21、important and recorded for our reference on the PCS Scorecard,Current Year Initiatives,Business Processes,Business Results,Customer Requirements,PCS Scorecard,Strategic Objectives,Be the market leader in providing superior wireless products and solutions Lead Internet to wireless.,Drive success by e

22、xceeding the expectations of customers, consumers, shareholders and co-workers,Customer, consumer Recognizing to do so, requires analysis of both the process and the data collected from the process. We are trying to find the inputs, x1, x2, x3, etc. that are the largest contributors to Y performance

23、 Y = f (X) = X1 + X2 + X3 . . .,Analyze: Identify Root Causes,Sigma Savings and Loan,Analyze: Identify/Verify Root Causes,Sigma Savings and Loan,Possible Root Cause: Is there a difference in processing between loans and leases?,No significant statistical difference between average Loan and Lease Cyc

24、le times,Analyze: Identify/Verify Root Causes,Sigma Savings and Loan,Box Plots of Cycle Time By Loan/ Lease,Possible Root Cause: Is there a difference in processing between locations?,Significant Difference in Mean Cycle Time between Locations. Sydney has significantly higher cycle times.,Analyze: I

25、dentify/Verify Root Causes,Sigma Savings and Loan,Box Plots of Cycle Time By Location,Analyze: Identify/Verify Root Causes,Question? Why does Sydney have a higher average Cycle Time? Possible Root Cause: Does Sydney have significantly more applications where the approval process must wait for custom

26、ers to provide additional information? Statistical Problem: Are the percentages of applications with incomplete information the same across all three locations?,Sigma Savings and Loan,Location Wait for Information? No Yes All New York 616 405 1021 60.33 39.67 100.00 Paris 315 188 503 62.62 37.38 100

27、.00 Sydney 60 436 496 12.10 87.90 100.00 All 991 1029 2020 49.06 50.94 100.00,Sydney has significantly more applications for which they must wait for customers to provide additional information,Analyze: Identify/Verify Root Causes,Sigma Savings and Loan,Analyze: Identify/Verify Root Causes,Sydney ha

28、s significantly more applications for which they must wait for customers to provide additional information,Sigma Savings and Loan,0.3,0.4,0.5,0.6,0.7,0.8,0.9,1.0,D1,D2,D3,D4,New York,Paris,Sydney,All,Percentage of Wait for Information,Analyze: Identify/Verify Root Causes,Summary of Analysis Results

29、The statistical analyses of the Loan/Lease process data have indicated that high cycle times for Loan and Lease processing at Sigma Savings and Loan is associated with the significantly high approval times at the Sydney location Further statistical analyses revealed that the applications at the Sydn

30、ey location were subject to a significantly higher rate of applications with incomplete information Further process analysis revealed that the Sydney branch had failed to effectively install, train and utilize the companys new software for gathering information from applicants,Sigma Savings and Loan

31、,This was determined to be one significant root cause for Sydneys high Cycle Time,Analyze: Summary of Deliverablesfor Business Improvement Team,Data Analysis and Reports Statement of Root Cause(s) Root Causes Identified Root Causes Validated,Sigma Savings and Loan,Lets move on with our Sigma Savings

32、 and Loan example to the 4.0 Improve Performance step of the DMAIC Model .,4.0 Improve Performance,1.0 Define Opportunities,2.0 Measure Performance,3.0 Analyze Opportunity,4.0 Improve Performance,5.0 Control Performance,Identify Solutions Develop a Change Management Plan Communicate Improvement Stra

33、tegy,Statement of Solution Development of Action Plan Communicate Message of Solution, using: Process Map(s) Analysis Documents Storyboard Impact and Benefits,Evaluate and Select Solutions Determine Solution Impacts: Benefits Develop Solution Plan Communicate Solutions to all Customers and Stakehold

34、ers,Objective,Main Activities,Potential Tools and Techniques,Key Deliverables,Improve: Develop Solutions,Use Solutions Criteria to ensure you choose solutions that: Exceed the project objectives Eliminate or reduce the effect of the Root Cause Result in permanent defect reduction Improve and/or opti

35、mize the process,Sigma Savings and Loan,Improve: Develop Solutions,Sources of Solutions,Which of these idea generation procedures have worked for you and your work team(s)?,Sigma Savings and Loan,Improve: Develop Solutions,Sigma Loan/Lease Solutions Implement and verify full capability of applicatio

36、n software at Sydney branch Develop and implement a software utilization training plan for all loan/lease personnel in Sydney Implement Process Control System to monitor loan/lease process in Sydney and other locations,Sigma Savings and Loan,Improve: Summary of Deliverablesfor Business Improvement T

37、eam,Possible Solutions and Selected Solutions Development of Action Plan Communicate the Message (of the improvement), using one or more of the following to help you explain your message: Process Map(s) Analysis Documents Storyboard Impact and Benefits Statements,Sigma Savings and Loan,Lets finalize

38、 our review of the Sigma Savings and Loan example by using it to define the 5.0 Control Performance step of the DMAIC Model .,5.0 Control Performance,1.0 Define Opportunities,2.0 Measure Performance,3.0 Analyze Opportunity,4.0 Improve Performance,5.0 Control Performance,Execute Plan Disseminate Less

39、ons Learned Institute New Process Determine Other Improvement Opportunities,Process Control Systems Standards and Procedures Training Team Evaluation Change Implementation Plans Continuous Improvement Documentation Replication and Standardization Report,Develop Pilot Plan Summarize Experiences and L

40、essons Develop Institutionalization Plan Identify Continuous Improvement Opportunities Identify Additional Solutions to Achieve Goal Identify Next Steps Follow Up DMAIC Steps to Fix/ Solve It Define; Measure; Analyze; Improve; Control 20 Minutes for each step, 10 minutes One Team Do Presentation by

41、following STEPs,Lunch Time,1.0 Define Opportunities,1.0 Define Opportunities,1.0 Define Opportunities,2.0 Measure Performance,3.0 Analyze Opportunity,4.0 Improve Performance,5.0 Control Performance,Objectives,Main Activities,Potential Tools and Techniques,Key Deliverables,Define Customers and Stakeh

42、olders Define critical customer requirements Identify improvement opportunity Develop business processes Prepare project team,Defined Opportunities and Measurable Goals Critical Customer Requirements (CCR) Team Charter Action Plan Process Maps,Perform Scorecard Assessment Determine Personal Commitme

43、nt Alignment Process Mapping Translate Critical Customer Requirements Assess Baseline Metrics Select Team Members Establish Project Management Roadmap,VOC,1.0 Define Opportunities Objectives,Your goals during this step are to: Define Customers and Stakeholders Define critical customer requirements I

44、dentify improvement opportunity Develop business processes Prepare project team,1.0 Define Opportunities - Main Activities,Perform Scorecard Assessment Determine Personal Commitment Alignment Process Mapping Translate Critical Customer Requirements Assess Baseline Metrics Select Team Members Establi

45、sh Project Management Roadmap,1.0 Define Opportunities - Potential Tools and Techniques,Refer to Your Copy of The Memory Jogger A Pocket Guide of Tools for Continuous Improvement and Effective Planning,Key tools are presented in more detail,VOC,Month,Average Cycle Time (in days),7,8,9,10,11,1,2,3,4,

46、5,6,Customer Requirement,x,x,x,x,x,x,Current Performance Avg. = 9.2 days,Loan/Lease Cycle Time Performance,GAP,Recalling Sigma Savings and Loan Tools Define: Define Critical Customer Requirement,Two Key Ways to Define Opportunities are Flow Charting and Process Mapping,Invoice Review Process,Example

47、 Flow Chart:,Flowcharting is a technique of breaking down work to a few essential steps and visually depicting the workflow,Invoice Review Process,Example Process Map,Process Mapping is a standardized approach to documenting workflow and observing how/when/where knowledge and value are added,1.0 Def

48、ine Opportunities - Key Deliverables,Defined Opportunities and Measurable Goals Critical Customer Requirements (CCR) Team Charter Action Plan Process Maps,These Key Deliverables Require the Use of Gathering Tools,Customer requirement data collection methods can be informal or formal: Requirements Ma

49、trix Customer Surveys Interviews Focus Groups Lets look at an example of a customer survey .,Example: Customer Survey,2.0 Measure Performance,2.0 Measure Performance,1.0 Define Opportunities,2.0 Measure Performance,3.0 Analyze Opportunity,4.0 Improve Performance,5.0 Control Performance,Identify crit

50、ical measures Develop methods for collecting data Establish baseline sigma for processes,Inputs: Process variables Outputs: Process Responses Data Collection Formats and Plans Defined Baseline Performance,Develop Measurement Plan Operational Definition Identify Process Inputs Identify Output Indicat

51、ors Identify data characteristic Plot and Analyze Data Validate Measurements Determine Sigma Performance Collect Other Baseline Performance Data,Objectives,Main Activities,Potential Tools and Techniques,Key Deliverables,2.0 Measure Performance Objectives,Identify critical measures Develop methods fo

52、r collecting data Establish baseline sigma for processes,2.0 Measure Performance - Main Activities,Develop Measurement Plan Operational Definition (who will do what, when, etc.) Identify Process Inputs Identify Output Indicators Identify data characteristic Plot and Analyze Data Validate Measurement

53、s Determine Sigma Performance Collect Other Baseline Performance Data,Inputs: Process Variables,Outputs: Process Responses,Output Performance Measures,Efficiency Measures Time Waiting for Approval Approval Time Time from Credit Approvalto Approval Decision Errors in Applications Number of Loans (App

54、roved/Disapproved) Loan Decision (Approval/Disapproval),Effectiveness Measures Loan/Lease Cycle Time Customer Satisfaction Score,Y = f(Xs),X Factors,Y,Location # of Employees Loan or Lease Amount of Loan Date,Recalling Sigma Savings and Loan Activity: Measure: Measurement Plan,2.0 Measure Performanc

55、e - Potential Tools and Techniques,Process Indicator,Process Indicator,Output Indicator,Input Indicator,Refer to Your Copy of The Memory Jogger A Pocket Guide of Tools for Continuous Improvement and Effective Planning,Sigma Savings and Loan chart shown on next slide,Distribution of Cycle Time Data,Y

56、ield = 100(# DPMO = 500,000 = Sigma = 1.5,Recalling Sigma Savings and LoanMeasure: Determine Process Performance,2.0 Measure Performance - Key Deliverables,Inputs: Process Variables Outputs: Process Responses Data Collection Formats and Plans Defined Baseline Performance,3.0 Analyze Opportunity,3.0

57、Analyze Opportunity,1.0 Define Opportunities,2.0 Measure Performance,3.0 Analyze Opportunity,4.0 Improve Performance,5.0 Control Performance,Stratify and Analyze Data Identify and Validate the Root Cause Identify Potential Solutions,Data Analysis and Reports Statement of Root Cause Potential Solutio

58、ns,Analyze Data Histogram Control Charts Pareto Analysis Run Charts Scatter Plot Identify Root Cause Identify Potential Solutions,Indicators & Problem Statement (effect),Objectives,Main Activities,Potential Tools and Techniques,Key Deliverables,3.0 Analyze Opportunity - Objectives,Stratify and Analy

59、ze Opportunity Identify and Validate the Root Cause Identify Potential Solutions,3.0 Analyze Opportunity - Main Activities,Analyze Data Histogram Control Charts Pareto Analysis Run Charts Scatter Plot Identify Root Cause Potential Solutions,Sydney has significantly more applications for which they must wait for customers to provide additional information,Recalling Sigma Savings and Loan: An