Six Sigma Overview ER

8/8/2019 Six Sigma Overview ER

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Six Sigma OverviewSix Sigma Overview


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AudienceAudience

The course is designed for thoseExecutives and Managers who areconsidering implementing Six Sigma andwant to understand its core concepts andbenefits.

Provides an overview and orientation of sixsigma methodologies and organizationalrequirements. The Overview is presentedprior to six sigma implementation,Champion and Black Belt training.


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ObjectivesObjectives

As a result of attending this course the participant will

be able to:

Describe the Six Sigma Breakthrough strategy Understand the Champions 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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Presentation OutlinePresentation Outline

Section I Six Sigma Introduction

Section II Management and Organizational Infrastructurefor Six Sigma

Section III DMAIC Breakthrough Methodology

Section IV Implementation Strategy


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Section ISection I

Section I Six Sigma Introduction

History of Six Sigma

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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History of Six SigmaHistory of Six Sigma

1998

Jack Welch reportssavings to date of

$1bn from Six Sigma,predicts savings of$6.6bn by 2000

1998

Jack Welch reportssavings to date of

$1bn from Six Sigma,predicts savings of$6.6bn by 2000

1995

Allied Signal CEO

persuades Jack Welchof GE to try Six Sigma

1995

Allied Signal CEO

persuades Jack Welchof GE to try Six Sigma

1993-1994

Adopted by ABB, TIand Allied Signal

1993-1994

Adopted by ABB, TIand Allied Signal

1988

Motorola winsBaldridge Award

1988

Motorola wins

Baldridge Award

1981

Introduced byMotorola in response toJapanese competition

Our Quality Stinks

1981

Introduced byMotorola in response toJapanese competition

Our Quality Stinks


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-6 5 4 -3 2 1 0 +1 +2 +3 +4 +5 +6

6 to LSL 6 to USL

Cp=2 Cpk=1.5Cp=2 Cpk=1.5

Cp=Cpk = 2

1.5LSL

12.5% 12.5%

75%

3.4 DPMO

3.4 DPMO

USL

Technical Definition of Six SigmaTechnical Definition of Six Sigma

Technical Definition (Motorola)

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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What is Six-Sigma?What is Six-Sigma?

Management mandated and directed improvementprogram focused on breakthroughs in financialperformance and customer satisfaction

Uses Champions, Black Belts and Green Belts tofacilitate change

Focused on core business and Customer needs

A systematic method for process and productimprovement

A Greek symbol for measuring performancevariation

A metric for evaluating performance quality

A standard of excellence (3.4 defects per millionopportunities)


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Customer Satisfaction + Efficient Systems =

Improved Profitability

Customer Satisfaction + Efficient Systems =

Improved Profitability

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 defectsImprove 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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CenterProcess

ReduceSpread

Off-Target Too Much Variation

CenteredOn-Target

The objective is to understand customerrequirements and reduce

process variation and defects

Reduce Process Variation & Defect RatesReduce Process Variation & Defect Rates


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Breakthrough and Continuous ImprovementBreakthrough and Continuous Improvement

1 2 3 4 5

Breakthrough Strategy


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Three Emphasis Areas for Six SigmaThree Emphasis Areas for Six Sigma

Focused on product design excellence, design for manufacturability,Customer satisfaction and cost reduction within all components ofthe development and new product introduction process.

Focused on operational excellence, Customer satisfaction and cost

reduction within all components of the operation. Areas of focusinclude Sales, HR, Finance, Materials, etc.

Focused on product production excellence, variation and defectreduction, lean production techniques, Customer satisfaction and

cost reduction within all components of the production and deliveryprocess.

Six Sigma touches on all aspects

of the Business Enterprise


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Past Improvement Activity Failure ModesPast Improvement Activity Failure Modes

Unsuccessful Projects

No clear Management mandate

No roadmap for the projectnot sure where we are going

No dedicated resources

No Management and performance review

No ability to measure performance andexamine effectiveness not sure if we

accomplished anythingNo financial ROI during project definitionand measurement at completion

No clear answer as to why are we doingthis project?


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Select and work on the most important problems and projects tothe business and Customer

Assure those projects impact customer satisfaction and financialperformance

Allocate the time to get the work done

Have your best people work on them

Provide those individuals with all the training, tools, andresources they need to make the performance breakthrough

Provide Management direction, support and routine review ofperformance

Require a well thought out, objective and data driven solution

Verify the savings of your efforts

Sustain the benefits of the solution over time

What Makes Six Sigma Work?What Makes Six Sigma Work?


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Six Sigma 3 Critical ElementsSix Sigma 3 Critical Elements

Defining and using business objectives and metrics that

focus our attention on performance and defects that are mostimportant to the customerand have the greatest potential forimpacting the bottom line

Dedicated

resources andfocused

infrastructure,trained in theuse of the 6Sigma problemsolving andprocessimprovementmethodology

Systematic

Approach toimprovingperformanceand reducingdefects whichare important tothe customer(qualitative &statistical)


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Strategic Business and Quality MetricsStrategic Business and Quality Metrics

Management objectivesand dashboard forms thecore of the strategicBusiness & QualityMetrics and is floweddown to otherdepartments and processareas to provide leadingand lagging indicators of

performance

CSI, Sales, delivery times, cost per

unit, Yield, DPU, DPMO, customer

response times, Web hit rates,

Rework/scrap rates, etc.

(Critical Business Elements)


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Level 1Processes

Level 2Processes

Level 3Processes

Level 4Processes

Executive

Dashboard

Hierarchy of Operational DashboardsHierarchy of Operational Dashboards

Director

Level

Manager

Level

Engineering

Level

Operator

Level

Can we see measurable

progress in our keybusiness critical metrics?


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Six Sigma DMAIC Road MapSix Sigma DMAIC Road Map

DefineIdentify Project, Champion and Project OwnerDetermine Customer Requirements and CTQs

Define Problem, Objective, Goals and BenefitsDefine Stakeholder/Resource AnalysisMap the ProcessDevelop Project Plan

MeasureDetermine Critical Xs and YsDetermine Operational DefinitionsEstablish Performance StandardsDevelop Data Collection and Sampling PlanValidate the Measurements

Measurement Systems AnalysisDetermine Process Capability and Baseline

AnalyzeBenchmark the Process or ProductEstablish Causal Relationships Using DataAnalysis of the Process MapDetermine Root Cause(s) Using Data

ImproveDesign of Experiments

Develop Solution AlternativesAssess Risks and Benefits of Solution AlternativesValidate Solution using a PilotImplement SolutionDetermine Solution Effectiveness using Data

ControlStatistical Process ControlDetermine Needed Controls (measurement, design, etc.)Implement and Validate ControlsDevelop Transfer PlanRealize Benefits of Implementing SolutionClose Project and Communicate Results

Key Analytical Tools

Process Mapping andModeling

Measurement SystemsAnalysis & Process

Capability

Statistical Tests, Modeling& Root Cause Analysis

BrainstormingDesign of Experiments,FMEA, & Validation

Statistical Process Control


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Process Flow for achieving 70%+ ImprovementProcess Flow for achieving 70%+ Improvement

Champion

Black Belt

Process orProduct

Select project that isconsidered critical tooperational success

Form team andfollow DMAICforproject management

Reviewperformanceand assureresults

Understand rootcause of problem

Develop alternativesolutions andcomplete benefit

and risk assessment

Review andapprovesolutions

ValidateSolution

Implement andstandardizeprocess changes

Authorizeprocesschange

Determinefinancialbenefit

Communicateand celebrateresults

For a breakthrough to occur everything is on the table


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Six Sigma ResultsSix Sigma Results

Improved Customer satisfaction

Assure products and services meet customer requirementsImproved 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 makemeaningful improvements in performance

Communication

Commonality

Language, training materials, tools & software

Methodology

Expectations

Solutions

Financial tracking (establish, maintain metrics)


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"We expect Six Sigma to elevate our company to an entirely newlevel of operational performance, delivering $1.5 billion in EBITcumulatively 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

"We achieved $600 million in Six Sigma cost savings in 1999, butcost savings are only one part of the story. Delighting customers andaccelerating growth completes the picture. When we are moreefficient and improve work flow throughout every function in thecompany, 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 moredesirable business partner."- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html

Honeywell & DOW ResultsHoneywell & DOW Results
http://www.honeywell.com/index.html


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"Six Sigma implementation continues to gain momentum. At the end

of the year 2000, there were about 1,100 trained Black Belts and over3,400 active projects. The potential pretax benefit from activeprojects was $700 million."- DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.dupont.com/corp/whats-new/releases/01/010124.html

GE & DuPont ResultsGE & DuPont Results

"The Six Sigma initiative is in its fifth year its fifth trip through theoperating system. From a standing start in 1996, with no financialbenefit to the Company, it has flourished to the point where itproduced 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


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Section IISection II

Section II Management Infrastructure for Six Sigma

Site Champion and Executive Staff

Hands on Champions

Master Black BeltBlack Belts / Green Belts

All Employees


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Interrelationship Digraph of Six Sigma InfrastructureInterrelationship Digraph of Six Sigma Infrastructure


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Site Champion and Executive StaffSite Champion and Executive Staff

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 Overview2 day Champion Training


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Hands-On ChampionHands-On Champion

Functions

Communicate the vision

Create the mandate for improvement

Provide direction and remove barriers

Achieve financial results and communicatesuccess

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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Master Black BeltMaster Black Belt

Functions

Provide technical expertise on Six Sigma andLean 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 andChampions

Participate in the review of projects

Monitor all Six Sigma projectsTraining

15 day Black Belt Training, 2 years minimum as aBlack Belt and a Masters Degree in a related field


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Black Belts and Green BeltsBlack Belts and Green Belts

Functions

Black Belts 100% dedicated for 2 years to processimprovement, Green Belts 20%

Work on improvement projects with other GreenBelts and Team Members

Achieve financial results for each project Goal of$350K+

Responsibilities (100 20%+ of time)

Use the DMAIC methodology to createbreakthroughs in performance

Report progress to the Champion

Hold team meetings and provide excellent projectmanagement

Work with the Master Black Belt

Training

15 day Black Belt Training5 day Green Belt Training


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All EmployeesAll Employees

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 asrequested

Complete action items as assigned by the

team

Attend team meetings

Training

1 day Six Sigma Employee training


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Section IIISection III

Section III DMAIC Breakthrough Methodology

Define

Measure

Analyze

Improve

Control


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DMAIC Process Improvement MethodologyDMAIC Process Improvement Methodology


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DMAIC ProcessDMAIC Process

Metrics (Ys) linkedto CTQs

Define the ProblemProject Objective

Project Goal

PROCESSPROCESSX1X2X3

X4

Y1Y2Y3

Establish Controls on the critical Xs sothe improvements will be maintained

Identify waysto improvethe processand validatethe solution

Measure and Analyzedata and process

performance to determinethe critical variables and

root cause of the problem


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Six Sigma DMAIC DefineSix Sigma DMAIC Define

Define ActivitiesIdentify Project, Champion and Project OwnerDetermine Customer Requirements and CTQsDefine Problem, Objective, Goals and BenefitsDefine Stakeholder/Resource AnalysisMap the ProcessDevelop Project Plan

Define Quality ToolsProject Charter and PlanEffort/Impact AnalysisProcess MappingTree Diagram


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Define FlowDefine Flow

Effort/ImpactAnalysis

VOC,

ExamineCandidateProjects

CompleteSIPOC andProcess Map

Develop and

Approve ProjectCharterDefine Customer

CTQs

SIX SIGMAProject Charter

Resource Requirements General Information ReviewSchedule

Project No: Location: Activity Date

Project Name: Business Start

Project Leader: Segment : D

GB/BB: Business M

Master BB: Object ive: A

H/O Champion: Customer I

Team Members: Name Function % T i me I n it i al s CTQ(s): C

Current Close

Process

Capability: Sigma, Cpk,DPMO,Cycle-time,etc.

Date:

Project DefinitionProjectProblem S tatement:

Project Objective Statement:

Project Scope/Limitations:

ProjectGoalsand Targets:

ProjectPlan:

See page 2 ofthe project charter. Project Plan andGantt Chart

Expected Benefits: Time frame:

Hard DollarSavings:

Soft DollarSavings:

Strategic:

OtherBenefit s:

StakeholderApprovalHands On Champion: Master Black Belt:

Name: Name:

Signature: Signature:

Functional Manager: Black / Green Belt:

Name: Name:


Other: Other:

Name: Name:


Date:

Who are the su liers for our


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Voice of the Customer

(VOC)

Voice of the Customer

(VOC)

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

DMAICMethodology

Define

Why dont you guys learn how to

meet a schedule?

Your service quality to poor

When will you learn how to provideservice and a Customer first attitude?

Why dont you tell us when there is aproblem?

I sent out e-mail after e-mail with noresponse!

Why do you try and make yourcustomers responsible for yourquality problems?

Your RMA frequency is unacceptable


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Performance toSchedule

Deviation from schedule incompleted units

< 3.4 DPMO

CustomerCustomer

NeedsNeeds

CustomerCustomer

NeedsNeedsProductProduct

arrives on-timearrives on-time

ProductProduct

arrives on-timearrives on-time

ResponseResponse(Y)(Y)

ResponseResponse(Y)(Y)

MeasureMeasureMeasureMeasure

SpecificationSpecificationLimit(s)Limit(s)

SpecificationSpecificationLimit(s)Limit(s)

AllowableAllowabledefectdefectRateRate

AllowableAllowabledefectdefectRateRate

TargetTargetTargetTarget100% of committed shipsprior to 5:00 pm as receivedon Customer receiving dock

LSL = 0 hours lateUSL = 6 hours early

Critical to Quality (CTQ)

Characteristics

Critical to Quality (CTQ)

Characteristics

DMAICMethodology

Define

CustomerRequirement

DetailedSpecifications

Use the tree diagram todefine Customer CTQs


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Defining Processes & CTQSDefining Processes & CTQS

Identify customer driven Critical-to-quality (CTQ)characteristics

Identify Key processes that cause defects in a CTQChracteristics

For each product or process CTQ-Measure, Analyze, improve &CONTROL


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Process identification matrixProcess identification matrix

Customer driven CTQ

Sub CTQ 1Waiting time

for registration

Sub CTQ 2Waiting during

service

Sub CTQ 3Satisfaction

At time of

deliveryProcess1

Process2

Process3

ServiceLevelCTQ

Improved CSI Score

Registration of service request

Servicing process

After service follow up

Vehicle servicing


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Moving to Specific Candidate ProjectsMoving to Specific Candidate Projects

CandidateSix Sigma

Project(s)

With financial

impact!!!

InterviewCustomers(Internal andExternal), oncore businessissues andopportunitiesforimprovement

Use Voice of

the Customerwhencollecting andanalyzing data

CompleteCTQ gapanalysis andprioritization

Determine acandidateproject list

Estimateprojectbenefits in

financial andmeasurableterms & rankprojects bytheir impact

Determinethe effortrequired foreach project

Conduct effort toimpact analysis andprioritize the projectlist

Select the top

projects anddetermine theChampionand Owner

DMAICMethodology

Define

Critically

examine

Business

Objectives

and select

projects

aligned to

them with

financialimpact and

benefits

Champions drive the project selection as they own the

business objectives aligned to the Executive Staff


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Potential ProjectsPotential Projects

Candidate SixSigma Project(s)

Project

Champion and

Owner

Determine a

candidateproject list andpotentialbenefits:

Manufacturing

MaterialsManagement

NPI

Finance

Design

HR

Conducteffort toimpactanalysis andprioritize theproject list

Effort / Impact Analysis

0

1

2

3

4

5

6

7

8

9

10

0 2 4 6 8 10 12

Effort

Impa

ct

Impact

Project Effort Impact1 6 1

2 3 3

3 4 3

4 7 3

5 10 3

6 2 6

7 5 6

8 8 6

9 1 9

10 9 9

Projects with high impact are

preferred

DMAICMethodology

Define


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Detailed Project Selection CriteriaDetailed Project Selection Criteria

Achieving breakthroughs requires prioritization of opportunities.

There are many more opportunities than there is time andresources to work on them.

When selecting a process, we are trying to prioritize exactly whichproblem to solve. If the problem is clear we move on to define theproblem.

In selecting a project, consider these issues:

a. Financial and strategic benefitsb. Improved customer satisfaction, CSIc. Compatible with current goals and objectivesd. Translatable to other areas of the businesse. Probability of successf. Level of effort, amount of resources needed to

complete project

DMAICMethodology

Define

DMAIC


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Example: Prioritizing ProjectsExample: Prioritizing Projects

re your projects the things you like to do, easy to do or important to do?

DMAICMethodology

Define

Rank Pote

DMAIC


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Develop CharterDevelop Charter

Problem

Objective & Scope

Goal/target

Resource requirements

Financial benefits

Strategic benefits

Team resources

Project approval

step you will establish

on for the projectumenting

SIX SIGMA

Project CharterResource Requirements General Information Review Sc hedule

Project No: Location: Activity Date

Project Name: Business Start

Project Leader: Segment: D

GB/BB: Business M

Master BB: Objective: AH/O Champion: Customer I

Team Members: Name Function % T ime Initia ls CTQ(s): C

Current Close

Process

Capability: Sigma, Cpk, DPMO, Cycle-time, etc.

Date:

Project DefinitionProject Problem Statement:

Project Objective Statement:

Project Scope/Limitati ons:

Project Goals and Targets:

Project Plan:

See page 2 of the project charter. Project Plan and Gantt ChartExpected Benefits: Time frame:

Hard Dollar Savings:

Soft Dollar Savings:

Strategic:

Other Benefits:

Stakeholder Approval

Hands On Champion: Master Black Belt:

Name: Name:


Functional Manager: Black / Green Belt:

Name: Name:


Other: Other:

Name: Name:


Date:

DMAICMethodology

Define

DMAIC


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Develop Charter Problem StatementDevelop Charter Problem StatementDMAIC

MethodologyDefine

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 customerperspective? What is nonconforming tospecifications?

Define the boundaries of the problem, how big is the

problem?

What are the consequences of the problem to theCompany and or Customer?

Do not state a solution when describing a problem

Description of

the Pain

DMAIC


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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?

Project Objective and Scope

State Objective and ScopeState Objective and Scope

Customer or Suppliers Site or Line Process

DMAICMethodology

Define

Process 1

Process 2

Process 3

G l SDMAIC


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Goal Statement:

Reduce late shipment costs (Express Mail) to allcustomers by 70% from $1.5M to $45K by January 200x.

Where When How Much

Goal StatementGoal Statement

Describe, in measurable terms, what success will look like whenyouve 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.

DMAICMethodology

Define

DMAIC


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Determine ResourcesDetermine ResourcesDMAIC

MethodologyDefine

Determine the Stakeholders

Who will need to be involved and at whatlevel 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 orequipment will be needed? Are thosecosts acceptable to management?

Other Support to be Successful

P j t PlP j t PlDMAIC


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Project PlanProject Plan

SIX SIGMA Project Plan Project Name & Number:Site: Location: Revision Date:

Problem Statement:

Improvement Objective and Scope:

Goal and Targets

Metric(s)

Benefits

Baseline Goal Improve ment Goa ls

Date

Date

Date

Date

Tasks and Timelines Project

Pha ses Activity Assigned to: Start Date: End Date: Status: Review Date

Define

Project's Customer CTQ

Project Charter

SIPOC

Financial analysis of project's benefits

Detailed process map

Measure

Analyze

Improve

Control

Team Members

Team Leader: On Plan/On Schedule

Team BB: Behind Plan, with effort can return to schedule

Team Members: Behind Plan

Task Completed

Champion:

DMAICMethodology

Define

Project

plan

remains

through

the life of

the project

B fitB fitDMAIC


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BenefitsBenefits

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 tooccur?

DMAICMethodology

Define

Financial Benefits ExampleFinancial Benefits Example DMAIC


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Financial Benefits ExampleFinancial Benefits Example

Cost Improvements Quantified:

Process

Curr Cost

($1,000'sper wee k) New Cost Improvement

Touch-up & Handsolder 73$ 70$ 95% 3.7$

Wash 24$ 23$ 95% 1.2$

QA/ Final Inspection 58$ 45$ 78% 12.5$

Rework 20$ 16$ 78% 4.4$

QA (QA Engineers) 5$ 4$ 78% 1.0$

Production Control/Expediting 27$ 26$ 95% 1.4$

Total per week for costs elements above 207$ 183$ per Week 24.2$

Total per Year 10,782 k$ 9,525 k$ per Year 1,257 k$

Determine costs of current baseline and the impact to cost if the goal isachieved. Consider also the full impact to all effected lines and productionoperations. If financial analysis shows poor ROI you may want to selectanother project.

DMAICMethodology

Define

B i M i th P ith SIPOCB i M i th P ith SIPOCDMAIC


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Begin Mapping the Process with a SIPOCBegin Mapping the Process with a SIPOCDMAIC

MethodologyDefine

End customerCar to be serviced

Csi Form

Request by customerJob card filling up

Servicing done

Billing processpayment

serviced

car

End customer

M t d t il d P MMo e to a detailed Process MapDMAIC


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Move to a detailed Process MapMove to a detailed Process MapDMAIC

MethodologyDefine

M d l d A t t W kflModel and Automate Workflow


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Model and Automate WorkflowModel and Automate Workflow

Database

Discrete TransactionsPerformance Monitoring and Improvement

JMPfor analysisand root causedetermination

Workflow

Automation

Begin Management/Champion ReviewsBegin Management/Champion ReviewsDMAIC
http://www.ultimus.com/index.htmhttp://www.ultimus.com/v5_info.htm


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Begin Management/Champion ReviewsBegin Management/Champion Reviews MethodologyDefine

Once the project charter hasbeen approved and the teamformed around the project it isessential to begin periodicmanagement reviews of projectperformance.

Black Belts and Green Beltsmeet with Management toreport performance.

Champions report to executive

staff on project performance.Where possible integratereviews into currentmanagement forums.

Six Sigma DMAIC MeasureSix Sigma DMAIC MeasureDMAIC


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Six Sigma DMAIC MeasureSix Sigma DMAIC Measure

Measure ActivitiesDetermine Project Critical Xs and Ys

Determine Operational DefinitionsEstablish Performance StandardsDevelop Data Collection and Sampling PlanValidate the MeasurementsMeasurement Systems AnalysisDetermine Process Capability and Baseline

Measure Quality ToolsQuality Function Deployment (QFD)Measurement Systems Analysis (MSA)Check sheetProcess Capability

MethodologyMeasure

Measure FlowMeasure Flow


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Measure FlowMeasure Flow

Data Collection Plan& Sample SizeList Of

Measures(Xs and Ys)

AddSpecificationsand ComputeSigma andCapability

RestateImprovementGoals

Data Collection PlanWho will

Do it?Ty pe of Op er at iona l M eas ure men t Dat a Ta gs Ne ed ed Dat a Co ll ec tio n P ers on( s) W hat ? W he re? W hen ? Ho w Man y?

Measure Measure Defi nit ion or Tes t Met hod to Stratify t he Dat a Method Ass igned

Name of X or Y Clear definition of Visual Data tags are Manual ? St ate W hat Location How The number

p ar am et er a tt ri bu te o r t he m ea su re me nt i ns pe ct io n d ef in ed fo r t he S pr ea ds he et ? w ho h as m ea su re i s f or o ft en o f d at a

o r c ondi t ion d is c re te def ined i n s uc h a o r automated measure . S uc h C ompute r bas ed? the bei ng data t he poi nt s

to be dat a, way as to achieve test ? as : t ime, dat e, etc . responsibi lit y? c ollec ted c ollec tion dat a c ollect ed

measured product or repeatable results Test instruments location, tester, is per sample

process from multiple are defined. line, customer, collected

data observers buyer, operator,

Proc edures for et c.

data collection

are defined.

Sample PlanDe fine Wh at to M eas ure D ef ine H ow to M ea su re

MSA, GR&R,InspectorEffectiveness

Baseline

Goal

Data Collection,Process Baselineand CapabilityDetermination

Determining Critical Xs and YsDetermining Critical Xs and Ys


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(Xs) Leading Process --> Product --> Lagging (Ys)

DPU/Yield

Scrap

Rework, RMA

Processing time

Wait time

Delivery time

Accuracy of transaction

Transaction time

Product or service quality

Inventory levels

Materials management

ManufacturingCost of Quality

Transaction CycleTime

Customer

satisfaction

Materials costs

XZY errors

TemperatureOffsetViscosityPressure

Determining Critical Xs and YsDetermining Critical Xs and Ys

Supplier,Receiving

and ProcessTimes

Transactionaland productdefects and

errors byoperation

T&Cs,planningsystems,productionsystems

Using QFD to Prioritize and SelectUsing QFD to Prioritize and Select DMAICM th d l


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Translate

customerrequirementsinto objectivemeasuresand prioritizeprojectmetrics

gProject Ys and XsProject Ys and Xs

Product or Process:

Importance

DeliveryTime

RMAs

CustomerSatisfaction

DefectRate

Unitsdelivered

CumY

ield

UnitDeliveryDeviationfromCommit

Deviationfromtargetondeliverytime

FirstPassYield

TimetoScheduleConfirmation

Customer Wants Total

Rapid schedule confirmation 4 3 0 3 0 3 0 3 3 0 9 24

On time performance 1 9 0 6 0 3 3 3 9 3 3 39Defect free products 2 0 9 6 9 0 3 0 0 6 0 33

Routine cost reduction 5 3 3 6 6 3 0 0 0 9 0 30

Routine WIP reduction 7 3 0 3 3 0 0 0 0 3 0 12

Minimum lead times 6 0 0 3 0 3 0 6 0 0 9 21

Total 18 12 27 18 12 6 12 12 21 21 0 0 0

Unit of Measure Min. # CSI PPM # % # Min. % Hrs.

Raw data available? Y Y Y Y Y Y Y Y Y N

Std. report available? Y Y Y Y Y Y N N N N

Reliable data source? Y Y Y Y Y Y N Y Y N

Frequency of the report? Daily Wk Wk Wk Daily Daily Daily Daily Daily n/a

Needed frequecy? Daily Wk Wk Daily Daily Daily Daily Daily Shift Daily

Target 5:00 0 5 0 Plan 100% 0 0 100% 1 hr.

Lower Limit 4:45 n/a 4.5 n/a 5% 95% 1 -0:15 50% n/a

Upper Limit 5:15 1 n/a 100 5% n/a 1 0:15 n/a 2 hr.

Measurement capability

Measurement validated?

Competitive comparisonRanking 5 9 6 8 7 10 2 1 4 3

Relationship key: 9 Strong relationship

6 Moderate relationship

3 Weak relationship0 No relationship

Current Measures Needed Measures

MethodologyMeasure

Funneling XSFunneling XS


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Funneling X SFunneling X S

1 2 3

Imp.

Rating3 5

CTQ1 CTQ2 score

Input1 3 4 29

input2 3 5 34

Input1input2

Input1input2

Input1input2

Step1:Process mappinga) Form team using subject matter

experts and process owners

b) Define the current process steps

and input (xs)

c) Identify which process steps

affect each CTQ

d) Identify the characteristic ofeach process input

Step2: C&E Matrix

a) List the controllable and

critical inputs vertically

in the C&E matrix.

b) List the CTQS

horizontally

c) Use the same team to co-

relate and weigh the impact

of each input to each CTQ

Step3:FMEAa) List the key inputs which

Rank high in the C&E

matrix in the input coulumn

of FMEA,

b) Work through FMEA with team

Process

Step / Inpu

Potentia l Fa i lur

M o d e

Potentia l Fa i lur

Effects

S

E

V

Potentia l Causes

O

C

C

Current Controls

D

E

T

R

P

N

W hat is t he

p rocess s te

Input under

investigation

Step / Inpu

In what ways does

the Key Input go

wrong?

W hat is the impac

on the Key Output

Variab les (Custom

Requirements) or

internal

requirements? ow

evere

s

e

effecttothe

W hat causes the

Input to go wrong?

orFMo

ccur?

W hat are the exist ing

contro ls and procedure

( inspect ion and test ) th

prevent eith the cause o

the Fai lure Mode?Should

include an SOP numHow

wellcanyou

Process Mapping

C&E MatrixFMEA

CTQ1CTQ2

1

2

3

Performance Standards for Each YPerformance Standards for Each YDMAIC

Methodology


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Larger is Better

All Processes Need Clear Specifications

Smaller is Better

Target zero and upper specification limit

USL

One-sided - lower specification limit only

LSL

Two-sided specifications

LSL USL

Target is Best

Performance Standards for Each YPerformance Standards for Each Y

Unacceptable Good Good Unacceptable

Unacceptable Good Unacceptable

MethodologyMeasure

Develop Data Collection PlanDevelop Data Collection PlanDMAIC

Methodology


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Elements for a data collection plan

Develop Data Collection PlanDevelop Data Collection Plan

Data means nothing without an understanding of what the

data is, how it was collected, and the conditions under which itwas measured

Data properly collected and analyzed will help us to understand theroot cause(s) of the problem

Data Collection PlanWho will

Do it?Type of Operational Measurement Data Tags Needed Data Collection Person(s) What? Where? When? How Many?

Measure Measure Definition or Test Method to Stratify the Data Method Assigned

Name of X or Y Clear definition of Visual Data tags are Manual? State What Location How The number

parameter attribute or the measurement inspection defined for the Spreadsheet? who has measure is for often of data

or condi tion discrete defined in such a or automated measure. Such Computer based? the being data the points

to be data, way as to achieve test? as: time, date, etc. responsibility? collected collection data collected

measured product or repeatable results Test instruments location, tester, is per sample

process from multiple are defined. line, customer, collected

data observers buyer, operator,

Procedures for etc.

data collection

are defined.

Sample PlanDefine What to Measure Define How to Measure

MethodologyMeasure

Collect Visual Data to See the ProblemCollect Visual Data to See the ProblemDMAIC

Methodology


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Collect Visual Data to See the ProblemCollect Visual Data to See the Problem

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.

MethodologyMeasure

MSA for Validated MeasurementMSA for Validated MeasurementDMAIC

Methodology


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MSA for Validated MeasurementMSA for Validated Measurement

Long Term

Capability

Short Term

Capability

xAxBxC

True Value

Repeatability

Reproducibility

Accuracy

Stability

First period of time Second period of time

xAxBxC

Useful for characterization of variable gages

and inspection capability

The data is only as good as the quality of the

measurements

MethodologyMeasure

Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapDMAIC

Methodology


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Six Sigma DMAIC Road MapSix Sigma DMAIC Road Map

Analyze ActivitiesBenchmark the Process or Product

Establish Causal Relationships Using DataAnalysis of the Process MapDetermine Root Cause(s) Using Data

Analyze Quality ToolsStatistical analysis of data

Cause and effect or event diagramHistogramPareto diagramRun chartScatter graph

MethodologyAnalyze

Analyze FlowAnalyze Flow


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Analyze FlowAnalyze Flow

Project DataXs and Ys

Root CauseAnalysisSummary

% Explained and % Unexplained

Analysis andStratification of Data

Measu

Responses

Root CauseValidation

BenchmarkingBenchmarkingDMAIC

Methodology


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BenchmarkingBenchmarking

No company is the best at all it does. Typically

there are some core competencies that make acompany great. There is much to be learnedby benchmarking other companies who are thebest at what they do.

Benchmarking begins with identification of

the process or business area we wish toexamine. This should be clear from ourproblem statement and objective.

Knowledge that there are other ways of doingthings can be obtained from benchmarking.

Benchmarking often speeds up the solutiongeneration process.

et odo ogyAnalyze

Root Cause AnalogyRoot Cause AnalogyDMAIC

Methodology


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Root Cause AnalogyRoot Cause Analogy

Like pulling weeds unless we addressthe root that causes the problem, poorresults will keep coming back.

Addressing the results or symptoms of aproblem will never provide lasting

solutions - given a little time theproblem will come back

We need to understand the Root

Cause of the problem from our

problem statement

gyAnalyze

Forward Problem Solving Versus BackwardsForward Problem Solving Versus BackwardsDMAIC

Methodology


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Forward Problem Solving Versus BackwardsForward Problem Solving Versus Backwards

ForwardProblem Solving

BackwardsProblem Solving

No Idea of Root Cause

Strong 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

gyAnalyze

Evaluate Data to Determine Root CauseEvaluate Data to Determine Root CauseDMAIC

Methodology


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Goal is to

determine cause &effect relationships

Evaluate Data to Determine Root CauseEvaluate Data to Determine Root CauseAnalyze

Stratify Data to Understand Root CauseStratify Data to Understand Root Cause DMAICMethodologyA l


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Data Vendor Purch. Order Mat. Week in

Collection Agent Date Type Quarter ordered

Late

Deliveries

1

2

3

Vendor

#LateItems

0

5

10

15

2025

IBM DEC HP NEC MOT

Material Type

#LateItems

02040

6080

100

Flex c.ConnectorsASICs SMT partsSolder

Purchasing Agent

#LateItems

05

10152025

Tom Shauna Kris Adam John

yy

Stratification: Analysis of the samedata grouped and classified by thedata tags to examine frequencies atdifferent logical levels

Analyze

List Of Vital Few Xs and Critical YsList Of Vital Few Xs and Critical YsDMAIC

MethodologyA l


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Collected X and Y data

Hypothesis testing

t-test

F-testANOVA

Chi-square

Logistical regression

Regression analysis and Model fitting

List Of Probable Root Causes and key process sensitivities

st O ta e s a d C t ca sAnalyze

Analysis of DataAnalysis of DataDMAIC

MethodologyAnal e


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yy

Provides the ability to visualize therelationship between processvariables and to understand thesource and fundamental behavior ofproblems

Analyze

Analyze the Process Map for WasteAnalyze the Process Map for WasteDMAIC

MethodologyAnalyze


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y py p

When Mapping the Process Consider the Following:

What you think it is... What it actually is... What it could be...

Analyze

Check List for Root Cause DeterminationCheck List for Root Cause DeterminationDMAIC

MethodologyAnalyze


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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 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 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

People 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

Check and investigate all those that apply to the problem under consideration

Analyze

5 Whys Example5 Whys ExampleDMAIC

MethodologyAnalyze


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State the problem, then ask why did this problem occur

until you reach root cause.

Missing Parts on the Board During NPI WHAT?

Why?Why?

Why?

Why?

Why?

Improper cassette loading Missing cassette Machine Malfunction

Failed to locate cassette Part not available

Supplier problem Order incorrect Lack of lead time

Design change Customer schedule

Design error Performance improvement

y py pAnalyze

Root Cause(s) DeterminationRoot Cause(s) DeterminationDMAIC

MethodologyAnalyze


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Root Cause is achieved when we have identified the source of the problem (use the 5+ Whyapproach)

For any problem there are typically manyRoots. They vary in frequency of occurrence. Weneed to know each root and their associated frequency and or % of impact.

Proper Root Cause identification requires some explanation of the failure mechanism basedon understanding the process, the physics, mechanics or chemistry. We must be able toexplain how changes in X cause changes in Y (otherwise we dont understand it!)

Root Cause is verified when we can recreate ormanipulate the problem

To fix the Root Cause it must be controllableKnowing Root Cause does not assure we know the solution to the problem. Solutions canbe formulated once we know the root of the problem

( )( )Analyze

List of Potential Root CausesList of Potential Root CausesDMAIC

MethodologyAnalyze


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Final investigation needs to be made to determine if thefactors identified are actually the root cause of the problem

Analyze

Summarize All Root Cause AnalysisSummarize All Root Cause AnalysisDMAIC

MethodologyAnalyze


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For each possible root cause, determine those you will verify.

Summarize each possible root cause with the following codes:

Non Contributor (NC) Does not contribute to the problem

Possible Contributor (PC) A factor which may have an effect onthe response

Insufficient Data (ID) Not enough data to determine theeffect of the factor(may require additional effort)

Data not available (IDX) Data not available concerning thefactor

Root Cause (RC) Determined to be a root cause of the problem

Non Controllable Root Cause (RCX) A root cause; however, outside thecontrol of the company, individual orteam

Analyze

Root Cause(s) Validation and SummaryRoot Cause(s) Validation and SummaryDMAIC

MethodologyAnalyze


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List all probable Root Cause(s)

Rank them in terms of effect size

Determine the additional testsand or manipulation you plan to

use to validate the factors (X)which have the greatest effect onthe response (Y)

Identify potential methods forcontrolling the factors which

create the problem

When validation is completesummarize all selected RootCause(s) and their effect size

Analyze

Root Cause Analysis ExampleRoot Cause Analysis ExampleDMAIC

MethodologyAnalyze


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Root Cause(s) Analysis Summary

Analysis Method Completed Investigation % Validation Validation

Process Review Potential Factor Review Date Who? Method Result Effect Method Date

Priority 1 Residual Materia l in Bulk Fill 15-Mar Tien Review use logs for PK RC 100% Test for res idual material 28-Mar

Process Map

Priority 3 Wrong Materials 9-Mar Tien Review inventory use for PK NC 0%

Visual Analysis

Priority 4 Improper use of SOP 12-Mar Kris Review SOP use on the line NC 0%

Cause and Effect (Event) Analysis

Priority 2 Invalid Assay 12-Mar Anna Verify Test Procedure NC 0%

NC - Non Contributor IDX - Data not available % Unexplained 0%

PC - Partial Contributor RC - Root Cause

ID - Insuffic ient Data RCX - Root Caus e Not Controllable

y

Six Sigma DMAIC ImproveSix Sigma DMAIC ImproveDMAIC

MethodologyImprove


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Improve ActivitiesDevelop Solution Alternatives

Assess Risks and Benefits of Solution AlternativesValidate Solution using a PilotImplement SolutionDetermine Solution Effectiveness using Data

Improve Quality Tools

Design of ExperimentsBrainstormingFMEARisk assessment

p

Improve FlowImprove FlowDMAIC

MethodologyImprove


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Based on RCABrainstorm Potential

Solutions, Costs,Risks and Benefits

Implement changesand determineimproved processcapability.

Examineopportunities forstandardizationand translation

Design Experimentswhere appropriate

Review and approvesolutions withManagement

Test and Validatesolutions

Reach

Goals?

Y

N

p

Brainstorm Potential SolutionsBrainstorm Potential SolutionsDMAIC

MethodologyImprove


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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 lessthan 3 months.

Use voting and management involvement to generateconsensus on direction of approach

A single solution is not required at this point in the

improvement process. 2 - 3 short term solutions should beselected and ranked. 1 to 2 long term solutions should alsobe selected for evaluation and experimentation.

Consider Solutions That Remove Process WasteConsider Solutions That Remove Process WasteDMAIC

MethodologyImprove


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Seven muda:

1. Over production ahead of demand2. Waitingfor the next process step or information3. Transportingmaterials unnecessarily4. Over processing5. Inventorythat is more than bare minimum6. Motion by employees that is unnecessarily

7. Producingnon-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

Solutions Centered on Lean MethodsSolutions Centered on Lean MethodsDMAIC

MethodologyImprove


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ProductionControl

MaterialFlow

MachineManagement

WorkplaceManagement

ProcessManagement

Reduce

inventories and

production

costs whileimproving

quality

Consider Solutions that Automate the WorkflowConsider Solutions that Automate the WorkflowDMAIC

MethodologyImprove


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Database

Discrete TransactionsPerformance Monitoring and Improvement

Periodic ManagementReports

JMPfor Analysis

Workflow

Automation

DOE to Characterize, Improve the Process or

Product and Get Ready to Control

DOE to Characterize, Improve the Process or

Product and Get Ready to ControlDMAIC

MethodologyImprove
http://www.ultimus.com/index.htmhttp://www.ultimus.com/v5_info.htm


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Product and Get Ready to ControlProduct and Get Ready to Control

Design experiments which improve therobustness of the process. Improve

process parameter design, tolerance designand reduce the source of defects.

Once experiments are

complete critical processparameter sensitivities canbe modeled and determinedhow to be targeted andcontrolled.

Evaluate Cost, Complexity, Impact,

Benefit and Risk for Each Solution

Evaluate Cost, Complexity, Impact,

Benefit and Risk for Each SolutionDMAIC

MethodologyImprove


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Assure solution costs and timelines are acceptable to management

Determine the complexityof each solution in terms of time andease of completion

Identify potential impact(change to the baseline) of each solution.Explain how each solution will address the root cause and impactreal 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 productor process changes

Make sure that proper validation occurs associated with the solution

prior to across the board implementation

Benefit and Risk for Each SolutionBenefit and Risk for Each Solution

Solution Evaluation FormSolution Evaluation FormDMAIC

MethodologyImprove


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Solution Evaluation FormList Root Cause(s) List Solutions % Effect Estimated Cost Complexity Estimated Benefit Risk* Priority Validation?

Root Cause 1 Solutions 1% of cost time or savings High Order Needeffect of effort to due to Medium of potential to

solution solution implement solution or solution verifywill have implementation short term? or Low implmentation effectivenesson the long term? improvement 1st, 2nd, 3rd of solution

root cause in customer satisfaction

Root Cause 2

* Use Risk Assessment Form

Evaluate solution alternatives to assurethe bestsolution has been selected

Evaluating RiskEvaluating RiskDMAIC

MethodologyImprove


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Risk Assessment FormList the Solution or Failure Mode Severity Probability Score Action Owner DueMajor Elements of (What can go wrong) (1-10) (10 is (High scores Plan Date

Your Solution List each failure mode 10 is Worst very probable) need attention)

1. New Software a) Software does not link 10 6 60 Need to test database link Fred 15-Febcorrectly to database early during implementation James

b) Software is not available on 6 7 42time Need to review progress Bill 25-Feb

c) Software needs revisions 3 9 27 during weekly meeting Watsonprior to deployment

2. Solution a)

b)

c)

3. Solution a)

b)

Evaluate failure modes and probabilityto minimize any negative effects ofchanges to the product or process

Involve the Champion, Discuss with ManagementInvolve the Champion, Discuss with ManagementDMAIC

MethodologyImprove


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Once the team has completedtheir work it is now time to reviewsolutions with Management.Allow the team to benefit from a

fresh perspective and addManagements insight andexperience to the priorities.

This step improves the alignmentof Management to the Teams

efforts

Evaluate Improvements in SeriesEvaluate Improvements in SeriesDMAIC

MethodologyImprove


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Implement one solution at a time. Allow for sufficient time

to determine effect, then move to next solution.

(miss, no change) (hit, improvement)

Installed

NewProcessEquipment

DPU

Retrained theWorkforce onthe Process

Six Sigma DMAIC Road MapSix Sigma DMAIC Road MapDMAIC

MethodologyControl


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Control ActivitiesDetermine Needed Controls (measurement, design, etc.)

Implement and Validate ControlsDevelop Transfer PlanRealize Benefits of Implementing SolutionClose Project and Communicate Results

Control Quality Tools

Statistical Process ControlOut of Control Action Plan (OCAP)Design Changes to eliminate the defect

Control FlowControl Flow


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Based on Solution,Brainstorm

appropriate controlsto sustain the gains

Realize savings anddetermine finalfinancial benefitsand ROI

Determine longterm owner andclose the project

Select SPC controlswhere appropriate

Review and approvecontrol plan withManagement

Implement andvalidate controls p

Benefits Of Control PhaseBenefits Of Control Phase DMAICMethodologyControl


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0

5

10

15

20

25

1 9

1

7

2

5

3

3

4

1

4

9

5

7

6

5

7

3

8

1

8

9

9

7

10

5

11

3

12

1

Process

Improvement

Process

Improvement

Process

Improvement

No Controls

Improv

emen

t

Time

Process ControlsProcess ControlsDMAIC

MethodologyControl


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TYPES of CONTROLS

Measurement Based Control Test & Inspection

Management Dashboards & Review Test (error prone)

Statistical Process Control Inspection (poor effectiveness and costly)

Documentation Periodic Checks

Process Flow Diagrams Scheduled Maintenance

Product Drawings, Schematics Scheduled Calibration

Process Management Plans Training and Operator Certification

Written Procedures Audits

Training Periodic Management Reviews

Design Incentives

Design out Product Problems Measures which are associated with a bonus

Mistake Proofing Measures which are associated with a penalty

Robust Design Concepts

Elements of a Control SystemElements of a Control SystemDMAIC

MethodologyControl


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Sensor(measurement technology & control chart)

Allows the system to monitor thecurrent process performance

Alarm (control limits and trend rules)

Establish limit(s) and run ruleswhich require attention

Control Logic(OCAP)

A predefined set of actions tofollow 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.

Define Sustaining RequirementsDefine Sustaining RequirementsDMAIC

MethodologyControl


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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 oftasks orsystems that must be installed prior tocompleting 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

What Vacuum will be

created when you leave?

Realize the Benefits of ImprovementRealize the Benefits of ImprovementDMAIC

MethodologyControl


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How did you justify the cost savings for the project?

What changes will have to occur to create thesavings?

Based on the impact of the benefits of the solutionhave you made changes to the process to realize thebenefits?

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

Close the Project or Improvement TeamClose the Project or Improvement TeamDMAIC

MethodologyControl


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The goals have been met and the team has been successful

The solutions have all been implemented and demonstrated to beeffective

Assure all documentation is complete

Determine what standardization opportunities are available Make sure the accomplishments of the individual or team areappropriately recognized personally and publicly

Measure and communicate results of the project (benefits and savings)

Celebrate! We did it!

Section IVSection IV


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Section IV Implementation Strategy

How Do We Do It?How Do We Do It?


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Define

Goal alignmentRoles and responsibilities

Develop

Assemble materials

Identify peopleSelect softwareSelect training/consulting resources

Deploy

Executive Overview

Champion training / black belt & project selectionBlack Belt training / project executionManagement review of progress

Realize results

6

Typical Six Sigma Implementation TimelineTypical Six Sigma Implementation Timeline


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Start 1st Wave

1st Month

Six Sigma Executive Overview Training dayChampion Selection

Champion Training 2 days

Select software (JMP/Minitab) and schedule the training resource

Black Belt Selection and 1st Wave Six Sigma Projects

2nd Month

100% Commitment of Black Belts to Process Improvement

Begin Black Belt, Green Belt Training

2 days Define, 3 days Measure, 3 daysAnalyze, 3 days Improve, 3 daysControl, 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 1st Wave, savings fund second wave etc.

Establish key metrics and dashboards if not present

Register in September for ASQ Certified Black Belt

2nd Wave

Six Sigma Executive Overview SummarySix Sigma Executive Overview Summary


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There are tremendous improvement and savings available tocompanies in their operations if they will mobilize theirresources toward reduction of waste and improvement ofquality

Six Sigma requires Leadership from the Executive Staff

The roadmap is clear and the methods for improvement arewell defined

Software tools make the data collection and analysis clear

Development of an implementation and training plan is the

next step

ReferencesReferences


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Books:

Mikel Harry & R. Schroeder, Six Sigma: The Breakthrough Startegy revolutionizing the Worlds

Top Corporations (New York: Currency Doubleday, 2000)

F W Breyfogle III, Implementing Six Sigma (New York: John Wiley & Sons, Inc. 1999)

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.

Some service examples


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Tracking and reducing time of customer payment.

Tracking and improving the time for engineering change orders.

Improving the effectiveness of employee opinion surveys.

Tracking and reducing the time of customer Payment.

Increase website traffic.

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