Six Sigma Tools and Techniques

1. What is 6 activity?
Six Sigma 1. What are the statistics ?
2. Solution of the Practical Problem
3. What is the 6concept ?
4. 6 as the Business Strategy
5. 6 Application
6. 6 Activity Process
7. Comparing other tools
8. 6 Philosophy
Page 1
What is 6 activity? 1. What are the statistics ?
What is Six Sigma?
Originally: Metric Based on the Statistical Measure Called
Standard Deviation ◆ Population & Sample Measure 10 samples
(Spec. : 100±4)
LSL USL
Population
Expanded To: N ＝ 1,000 Total inspection is
(Lower
Spec
(Upper
Spec
impossible ! Limit) Ⅹ Limit)
WORLD CLASS QUALITY Ⅹ
Low High Ⅹ Ⅹ Ⅹ
Spec Spec
Sample Ⅹ Ⅹ Ⅹ Ⅹ Ⅹ
Providing a
Statistical variables 96 97 98 99 100 101 102 103 104
(mean, variance)
BETTER product or service, estimate population
FASTER, and
○ You may say “ This Population is Good because all the sample’s data are located
VARIATION is the enemy! between LSL & USL. BUT, If you estimate the defect rate using statistical analysis,
at a LOWER COST this population has the probability of 2.8% defects per unit.
Then this is - we call - “An epidemic” quality defect level.
than our competition. "Always know the language of the enemy." ○ Measuring defect rate on process through an expanding statistical concept,
we can use measuring process capability.
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. What is 6 activity? 2. Solution of the Practical Problem
Graphical Meaning of y and 
Shift to Shifting to Target &
Precise but not Accurate
Target Reducing Variation
T
T USL USL
USL USL Object
of 6 is
μ n
μ Accurate but not Precise Shift to y
Target Center of Process: y i1 i
T n
USL USL Reducing
 y)
n
 (yi
2
variation
Process Variance:   2 i 1
μ n
Reducing
Variation Process Standard Deviation:    2
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1

2. Graphical View of Variation and Graphical View of Variation
Six Sigma Performance and Six Sigma Performance
Normal Distribution
Each unit of measure is a numerical value on a continuous scale.
VARIATION: COMMON AND SPECIAL CAUSES
PIECES VARY FROM EACH OTHER:
-6 -5 -4 -3 -2 -1 SIZE SIZE SIZE SIZE
0 +1 +2 +3 +4 +5 +6
BUT THEY FORM A PATTERN THAT, IF STABLE, IS CALLED A DISTRIBUTION:
68.27%
95.45%
99.73% SIZE SIZE SIZE
99.9937% DISTRIBUTIONS CAN DIFFER IN:
99.999943% LOCATION SPREAD SHAPE
99.9999998%
Typical Areas under the Normal Curve SIZE SIZE
SIZE
. . . OR ANY COMBINATION OF THESE
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. What is 6 activity? 3. what is the 6 concept ? . What is 6 activity? 3. what is the 6 concept ?
Statistical Definition of 6
6 as the Business Strategy
LSL Target USL
 PPM
• 1 misspelled word in all of the books
6.68% contained in a small library
3σ 6 3.4
σ • $340 indebtedness per $100 millions assets
5 233 • 1.8 minutes per year
-3 +3 6 Quality means that area
of the estimated normal 4 6,210
distribution is located between • 1.5 misspelled words per page in a book
3.4ppm USL&LSL with 6 . 3 66,807 • $6.7 millions indebtedness per $100 millions
assets
6σ σ In that case area of 2 308,537
• 24 days per year
the outlier spec.
-6 +6
(In other words estimated
defects) is just 3.4 PPM.
 : Standard Deviation Statistic index measures how much is data apart from target value
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. What is 6 activity? 3. what is the 6 concept ? . What is 6 activity? 4. 6 as the Business Strategy
6 as the Activity 1. It is a statistical measurement.
• It tells us how good our products, services, and processes really are.
• 6 helps us to establish our course and gauge our pace in the race for total
customer satisfaction.
What is 6 activity? 2. It is a improvement tool.
It‟s a full packaged tool applying to design, manufacturing, sales& SVC.
• In all Design, Manufacturing, and SVC processes
• Applying for 6 statistic Tools & Processes 3. It is a business strategy.
Achieving • It can greatly help us gain a competitive edge
• To find factors causing defects
3.4 PPM • As you improve the σ rating of a process, the product quality improves and costs
• Acting the Analysis and Improvement (3.4 Defects Per Million) go down. Naturally, the customer becomes more satisfied as a result.
• Through the Defect Reduction, Increase Yield
& Total Customer Satisfaction 4. It is a philosophy.
• This is one of working smarter, not harder.
• Management Innovation Tool contributes to
• Also it makes fewer and fewer mistakes in everything we do.
Management Output
PPM : Parts per Million
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2

3. Ⅰ. What is 6 activity? 4. 6 as the Business Strategy #. 6 Common term
Harvesting the Fruit of 6
Fruit-bearing 6
• Sweet Fruit
• Design for Manufacturability
1. CTQ
Wall of 5
2. DPU / DPMO
• Bulk of Fruit
• Process Characterization and 3. Z Value
Optimization
4. Process Capability Index
Wall of 4
• Low Hanging Fruit
5. Rolled Throughput Yield (RTY)
• Seven Basic Tools
Wall of 3
• Ground Fruit
• Logic and Intuition
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#. 6Common term 1. CTQ #. 6 Common term 2. DPU / DPMO
Defects Per Unit : Number of defects per unit
Definition of CTQ Typical Tools
DPU
→ Judging the process as “No good”, we could not know if it had a defect.
So 6 handling it.
● Customer states as critical to quality
• Customer surveys
of product, service or process. Ex) A Claim report has 10 blanks, 2 blanks are wrong
• Focus Groups Interview DPU= Defect / Unit = 2 / 1 = 2
• Customer needs Mapping
● Most CTQ’s are customer-driven,
• Quality function deployment(QFD)
but risk, economics, and regulation
• Quick Market Intelligence Defects Per Opportunity : Number of defects related opportunities per unit
may drive others.
• Logic Tree DPO
→ Expanding concept of DPU by opportunities
Ex.) • Spec. of anything part • Pareto Diagram
• Accuracy and reliability of billing Ex) A Claim report has 10 blanks, 2 blanks are wrong
statements 2 Defect / (1Unit x 10 Opportunity) = 0.2, DPO=0.2
☞ Main purpose of CTQ control is selecting
• Time to repair the factors to the most important to customer.
• Courteousness It is not hard to do, but right to do!
Defect Per Million Opportunities : Value of DPO x 1,000,000,
DPMO
→ Changing DPO to million unit because 6 uses PPM(Part Per Million) usually
Ex) DPMO = 0.2 DPO x 1,000,000 = 200,000
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#. 6 Common term 3. Z Value #. 6Common term 4. Process Capability Index
Definition of Z Value Concept of Z Value
◆ What is Process Capability?
As Unique capability of the process, reflects uniformity degree of producing product.
**
◆ It is standard normalized value for various
Process Capability Index
normal distributions*to make easy LSL USL
statistical analysis. 1 m T
X -T
Z=
σ - When the process is stable, it should
◆ be measured by degree of satisfying
Z is ratio value that difference between
T=μ limits.
***
X(USL or LSL) and target is divided -6σ -3σ 1σ +3σ +6σ
stadard deviation (). ☞ In a Process, if six standard deviations are - Computing Cp, Cpk to know process variation
between spec.(USL, LSL), then we call How much mean is shifted and
“6 level” . design tolerance
variation is good.
◆ That is numeric part of Level. It is good process that has 3.4ppm, that is
- Cpk considers shifting mean. Design tolerance
When Z is 6, it is 6 level. 3 or 4 defects per million. Cp =
Process variation
- K value is deference target(T) from
mean. | T-m |
Cpk = Cp(1-K) K=
* Normal distribution : As bell shaped distribution, left side is same as right side by axis mean(μ) (Upper limit-Lower limit)/2
** Standard normal distribution : mean is “0”, standard deviation is “1” normal distribution
*** USL : Upper Spec Limit / LSL : Lower Spec Limit
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3

4. #. 6Common term 5. Rolled Throughput Yield
Knowledge-gaining Tools
Pareto Diagram of Effects
(for the factors affecting Process)
◆ Rolled throughput yield is probability ratio to accept for all processes. Size of
coefficient
Input
Object Productivity elevation through
Process 1 : quality improvement
99% Accept ratio
RTY
Apply Defect of all processes, Equipment
Control
Process2 : 92% Model Change Loss
Process3 :
93% Tool 6σ
Final Process
Inspection defect
Method 1person 1Project, Team activity
: 97% ratio
Control
Loss by Process Final
un-control Defect Ratio Good
Added Improvement (A) (B) (C) (D) (E)
RTY* 0.99 X 0.92 X 0.97 X 0.97 = 85.7%
for hidden factory
=
* RTY : Rolled Throughput Yield
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Knowledge-gaining Tools Knowledge-gaining Tools
Process Flow Diagram Quality Function Deployment (QFD)
Design
Input Correlation
No
Decision?
Customer Requirements
Yes
Process Step
Output Design Requirements
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Knowledge-gaining Tools
Knowledge-gaining Tools
Probability Distributions
Cause & Effect Diagram
Measurement Manpower Materials
Causes or
Sources of
Exponential Variation Effect or
Normal
Response
Miscellaneous Methods Machines
Uniform Parabolic
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4

5. Knowledge-gaining Tools Knowledge-gaining Tools
Failure Mode and Effect Analysis
Scatter Diagram
(from Doralese Blending & Compression Process)
Tablet
Component Failure Failure S Cause O D R “Fool Proof” Plan
Mode Effect Hardness
S: Severity, O: Occurrence,
D: Detection, R: Risk Priority Number
R=S•O•D Magnesium Stearate Concentration
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Knowledge-gaining Tools Knowledge-gaining Tools
Regression Modeling Control Chart
y
y
UCL
20
y = 18 - .65x
CENTERLINE
15
10
LCL
5
Time
x
5 10 15 20
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#. 6Common term 6. Other terms Ⅱ. Why should we do 6?
1. QFD - Quality function deployment
2. FMEA - Failure Mode & effect analysis.
3. ANOVA - Analysis of Variance
4. Gage R&R - Gage Repeatability & reproducibility.
5. DOE - Design of experiments.
6. RSM - Response surface methodology
7. DMAIC - Define measure analyse improve control 1. Quality & Failure Cost
8. DFR - Design for reliability.
2. Paradigm Shift
3. Character of 6
4. 6 Case Study
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6. Ⅱ. Why should we do 6? 1. Quality & Failure Rate Ⅱ. Why should we do 6? 1. Quality & Failure Rate
*
Trend of Quality Index
“Generally controlled F-Cost has small portion considering of Hidden Loss”
SVC
Inspection
Defect ● Quality Traditional F-Cost
SVC Scrap
Rate Innovation ( Easy Definition)
(%) Reject Rework
Tool
●
● ● ○ Potential(Additional)
Design Change Loss Opp. Sales F-Cost
(Difficult to measure)
Delivery Delay
☆ Long cycle time
‘93 ‘96 ‘97 ‘98 2002 Over Rework Brand Image Down
Office Loss Over Storage
* Average of the SVC Defect rate of Home Appliance products
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Ⅱ. Why should we do 6? 2. Paradigm Shift Ⅱ. Why should we do 6? 2. Paradigm Shift
Paradigm Shift for Quality Comparing 6 with 3
Old Belief New Belief
The 3  Company The 6  Company
Appraisal Appraisal • Spends 15~25%of sales dollars on cost • Spends 5%of sales dollars on cost of
$ $ $
Internal& & Prevention Internal & & Prevention of failure failure
External Failure Costs External Failure Costs
Costs Costs • Produces 66,807 ppm opportunities • Produces 3.4 ppm opportunities
Increased Quality Increased Quality • Relies on inspection to find defects • Relies on capable processes that don’t
means Higher Cost reduces Total Cost produce defects
$
4 • Believes high quality is expensive • Knows that the high quality producer is
5
4 6 the low cost producer
• Does not have a disciplined approach • Use Measure, Analyze, Improve, Control
to gather and analyze data and Measure, Analyze, Design
Quality Improves Quality Improves • Benchmarks themselves against their • Benchmarks themselves against the best
competition in the world
The high quality producer is the low cost producer not expensive. • Believes 99% is good enough • Believes 99% is unacceptable
Internal Failure : Scrap / Remake / Supplier Rework
• Define CTQ’s internally • Define CTQ’s externally
External Failure : Cost to Customer / Warranty Cost / Compliant Adjustments / Returned Material
Appraisal : Inspection / Test / Quality Audits / Test Equipment
Prevention : Quality Planning / Process Planning / Process Control / Training
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Ⅱ. Why should we do 6? 2. Paradigm Shift Ⅱ. Why should we do 6? 3. Character of 6
Traditional Quality / 6 Quality Method
Practical Meaning of “99% Good”
ISSUE Traditional Approach 6σ Approach
• 20,000 lost articles in mail per hour.
Index • %(Defect Rate) •
• Unsafe drinking water almost 15 minutes each day
Data • Discrete Data • Discrete + Continuous Data
• 5,000 incorrect surgical operations per week
Target • Satisfaction for Mfg • Customer Satisfaction
Process
• 2 short or long landings at most major airports each day
Range • Spec Outlier • Variation Improvement
• 200,000 wrong drug prescription each year
Method • Experience + Job • Experience + Job +
Statistical Ability
• No electricity for almost 7 hours each month
Action • Bottom Up • Top Down
Application • Mfg Process • Design, Mfg, Sales, SVC
4  = 99.38%
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6

7. Ⅱ. Why should we do 6? 3. Character of 6 Ⅱ. Why should we do 6? 3. Character of 6
Benefits and superiority of 6
Good Point of 6
Benefits : - Decrease cost of loss, Improve quality of product and service ,
satisfy the customer
- It can make clear the output of Business.
• Pursue common goal → Innovation through all Biz. Superiority ■ Variety of applications : Can apply all industry include financing Biz.
*
■ 3P Focus & reasonable index for appraisal
• Control main factors at upstream → Reduce claim and rework Not only product and service, but also process and quality of human resource
can be clear the goal and status by measuring.
• Apply Statistics on all Biz. → Easy to access difficult problem
■ High Effect of Investment
No invest on hardware, only on human resources.
• Support Statistics S/W → Foolproof for statistics ■ Clearness of effect for cost
Output can be estimated clearly by financial part take part in which control
• Data analysis by experiment → Make indistinct facts clear cost and benefit form the beginning of project.
■ Data driven mind & easy to use statistics Tool.
• Make decision base on Data → Exclude wrong ideas & prejudice Through experimental data analysis indistinct fact can be clear.
Exclude experience and prejudice.
Can handle statistics by the S/W package(Minitab).
* 3P : Product, Process, People
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Ⅰ. What is 6 activity? 5. 6 Application
Measures of Quality
Cp: Process Capability Potential (assumes a centered process)
USL  LSL Specification Width
6 is a tool that applies to all business systems - Design, Manufacturing,
Cp  
6 Process Width
Sales and SVC
Cp dpm
15.0
Design Guarantee for the Design completion
7.0
De- R&D in developing stage 4.5 << 1PPB
sign 6 • Selecting CTQ to meet customer needs 3.0
• Decision reasonable Tolerance 2.0 .0018
• Guarantee of the CTQ’s capability analysis 1.67 < 1PPM
6 1.33 55
Quality assurance in manufacturing 1.0 2,700
Mfg. .9 6,900
Mfg. stage .8 16,400
• Improvement serious problem using S/W .67 45,500
Sales Manufacturing • Real Time Monitoring system .5 133,600
&SVC 6 → CTQ Control system LCL LSL TARGET USL UCL
Transaction
6 Sales& Maximizing for sales & SVC
Cpk: Process Capability (takes into consideration a shift in average)
SVC • Improvement cycle time and accuracy
• Cost Improvement  USL  y y  LSL 
Cpk  min  or 
 3 3 
Page 38 Page 39
Formal Definition of a Six Sigma Is It 6 at all cost?
Capable Process Total Cost
Typical
Six Sigma Barrier
CP = 2.0
DFSS
CPK = 1.5 Design for six
sigma
dpm = 3.4
Optimal Point
2 3 4 5 6 7
Sigma Rating
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8. Why Six Sigma? The Cost of Poor Quality
 There is a correlation between a company's COPQ( cost of Where Does the Cost of Poor Quality
poor quality) and the  rating of its key processes
(Waste or Muda) Come From? ...
COPQ (% of Sales)
Internal Failure Costs
40 External Failure Costs
35
30
25
20
Appraisal Costs
Prevention Costs
£
15
10
Lost Opportunity Costs
5
2 3 4 5 6
Sigma Rating
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Ⅰ. What is 6 activity? 6. 6 Activity Process
Why Six Sigma?
 A 4 company will spend >10% of revenue on internal and external
repair 6 Activity Process(manufacturing & Transaction)
 A 6 company will spend <1% of revenue on internal and external repair
Identify Customer-Driven 1. Who are your customers?
CTQ* (Critical to Quality) - Internal / External
2. What do you provide your customers?
Characteristics ** 3. What is critical to quality for your customers?
D
DEFECT REDUCTION Identify Key Processes that 1. What are your internal processes for
cause Defects in a CTQ providing your product or service CTQ‟s to
Defects / M Characteristics your customers?
2. Where do defects occur in these processes?
100K
66810 For Each Product or
10K Process CTQ • Practical Problem •Process Mapping
Average 6210 M • Measurement System  Calculation
1K Company Measure, Analyze, Improve, • Yield Calculation
& Control • Benchmarking • Cause & Effect Diagram
>> 100x 233 A
100 • Pareto Chart & Stratification
• DOE • Action Workout Techniques
10 I • Brainstorming • Piloting
“Best in Class” 3.4 6is a rigorous analytical
1 • Control Mechanism • Procedures
2 3 4 5 7
process for solving problem!!! C
• Control Chart
6
Note: The ± 1.5 sigma shift is included. Sigma
* CTQ(Critical To Quality) : Your customers feel that characteristic of product, service or process is critical.
** D : Define
Page 44 Page 45
Ⅰ. What is 6 activity? 6. 6 Activity Process Ⅰ. What is 6 activity? 7. Comparing other tools
Example of development process apply R&D 6
By Improvement Process
Evaluation Evaluation
Evaluation meeting for meeting for E/S
Kick meeting for basic planning drawing
Development -Off present condition concept confirm confirm
Measure Analysis Inprovement Control
Process
- Symptoms - Present con- - Improved - Control by
Others - Discrete Data
- Frequency dition Analysis by expert’s control chart
• Focusing Idea - Process - Difficult to apply practical
Custo- QFD Design Process QFD Spare Similar Z Value Z Value Meeting problem because of
R&D mer S-1 FMEA FMEA S-2 CTQ process of CTQ값 optimize, for CTQ experience/ 4M control
6 Needs Selec- Data Analysis Design Check technology complextity
Survey tion gathering improve
E/S Development P/L P.P
E/S Quality drawing Income P/L Quality Income P.P Quality
making meeting confirm Parts Making Meeting parts Making meeting 6 - Define/ - Analysis for - Optimizing - Control by - Discrete+Continuous
Measurement statistics condition by PTS * data
- Variance of - Effect analysis statistical (CTQ, - Easy to apply because
CTQ caused factors analysis Benefits) of supporting statistical
software.
CTQ CTQ Activity CTQ Z Value of
deci- Data for for new CTQ
sion for new process parts confirm
parts improve- Confirm * PTS : Project Tracking System
gather- ment
ing
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9. Ⅰ. What is 6 activity? 7. Compare with other tool Ⅰ. What is 6 activity? 8. 6 Philosophy
100ppm / 6 Focusing Point
100ppm / 6 Application CTQ(Y) = F( X1, X2, X3, ... Xn )
100ppm 6
● 6 activity is selecting the cost issue
→ Selecting Line
• Detecting process • Control process Y X problem on some system in view of
→ Do process FMEA
defects variation - Selecting Cost issue customer.
◆ Dependent ◆ Independent
process view of customer This is we called “CTQ” and
• Managing Tool • Improvement Tool ◆ Output ◆ Input-process
→ Conform CTQ process We achieved 6 target through
→ Sorting the process ◆ Effect ◆ Cause the 6 process just selecting CTQ
• Product managing • Prevention Control
- Just need control process ◆ Symptom ◆ Problem
compare with spec. vital few factors
- Important control process ● Also, 6 activity is focusing
- Law application process
◆ Monitor ◆ Control
• Judging each • Judging the statistic the causing factor(x1,x2...xn),
- Variation improvement
person‟s Know-How Data not selecting CTQ itself
→ 100ppm / 6 application X factor effects on CTQ(Y) has
• Manual Data • Simple & Effective according to sorting
gathering & analysis analysis using the the vital few 20% & trivial many
process
S/W 80%.
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Ⅰ. What is 6 activity? 8. 6 Philosophy Ⅰ. What is 6 activity? 8. 6 Philosophy
◆ Our survival is dependent upon growing the business.
◆ We don‟t know what we don‟t know.
◆ Our business growth is largely determined by customer satisfaction.
◆ If we can‟t express what we know in the form ◆ Customer satisfaction is governed by quality, price, and delivery.
of numbers, we really don‟t know much about it.
◆ Quality, price, and delivery are controlled by process capability.
◆ If we don‟t know much about it, ◆ Our Process capability is greatly limited by variation.
we can‟t control it. ◆ Process variation leads to an increase in defects, cost, and cycle time.
◆ To eliminate variation, we must apply the right knowledge.
◆ If we can‟t control it,
we are at the mercy of chance. ◆ In order to apply the right knowledge, we must first measure it.
◆ Measure the problem, we„ll get the right knowledge.
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Ⅱ. Why should we do 6? 4. 6 Case Study Ⅱ. Why should we do 6? 4. 6 Case Study
Start & Prosperity Cases of other companies
Start : Motorola Prosperity :GE
MOTOROLA T I G E SONY
● At the beginning of 80’s, In the Japanese ● In 1995 GE launched 6σ process Introduce 1987 1988 1995 1997
market, Motorola’s beeper lost its name to overcome a difficult business
value because of the quality difference environment and to challenge
compared to Japan’s World Class Quality. Outcome Q. Cost Down Q. Cost Down Q. Cost Down By 2000 years
$3.2billion 1988:30% $3.8billion Train 2,000
● In 1981 they tried to meet a challenge to ● They made new processes such as →1993:7.4% Black Belts
improve quality 5 times in 5 years and they Productivity,Inventory Return and NPI,
couldn’t. but improvement was delayed Character Origin of 6σ Adopt to all Biz. First in Japan
because of defects in processes. -ristics (Quality level
elevated 100 times
● They developed a consistent process base
in 4 years)
on statistical knowledge. ● GE thinks World Class Quality is
big challenge. GE will focus on Remarks Culture harmony TOP DOWN Train and do pjt. Consult with
● In 1987, they established 6σ goal 6σ process for next generation . Western & Oriental Quality Train 6 σ Academy
as a key initiative.
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10. Ⅱ. Why should we do 6? 4. 6 Case Study Ⅲ. How to Launch 6?
Output of other companies
Benefits Qualitative output
Motorola Motorola reached 5.5σ level in 1992. 1. Key Factor for Success of 6
Outcome is $3.2billion from1987 to 1992.
2. 6 Operating system
1200
Costs ● 6 do the role of Boundaryless Behavior. 3. Project tracking system
1000 Benefits
● Organization become learning & logical
800 4. Case study for Infra.
● Use 6 as worldwide common language.
G E 600
● GE believes that 6 would take part
400
central role in the future.
200
0
96 97 98
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Ⅲ. How to Launch 6? 1. Key Factor for Success of 6 Ⅲ. How to Launch 6? 2. 6 Operating system
System requirement Methodology Chief of executive division
- 6 Driving
- 6 Involvement & Commitment
■ Need Top Down Drive ■ Start at Customer’s voice.
● Need Top management’s strong will for 6σ. ● CTQs from Customer’s voice,
● Top management’s strong and periodical Improve the item which has big impact first! Champion
announcement about 6σ policy.
- 6 Operating
■ All employees must participate... ■ Need Training Program for All employees
● Not only manufacturing part, but also ● Complete understanding for 6σ program.
nonmanufacturing part should join the program ● Hard training for all employees.
● Focus on Customer’s requirements. ● Need resource investment resolutely. Champion
Review
■ 6 as Pan-Company’s common standard. ■ Construct Infra Coaching/Supporting
MBB(Master Black Belt) Project Team
● Common language .(CTQ, σ, Cp,Z ....) ● Need successful case study project.
- Supporting 6σskill Request supporting - Operating Project
● Avoid personal translation about 6σ. ● Resource reformation for organization and system.
● All of Goal and target are represented as σscale. ● Reasonable appraisal and reward system. - Achieving 6 level for CTQ
● Basic process for all of projects.
* Champion Review : Decision making meeting that controls progress by project steps(Selecting theme → Output review)
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Ⅲ. How to Launch 6? 2. 6 Operating system Ⅲ. How to Launch 6? 2. 6 Operating system
Champion MBB(Master Black Belt)
Definition Roles Definition Role
- Present the Vision
- Support Skill
• Set the 6 goal
• Assignment subject for total optimization • Coach BB/GB for 6σskill and tools
• Guide direction and goal of Project • Level Up for 6 skill & tools
• Share best practice
- Drive 6 Activity • 6 Technical Leader
• Chief of 6 operating • Continuously lead Activity through strong commitment
- Drive project results
• Evaluate Output and Share best practice with MBB • Full Time Job for 6
• Chief of business groups • Check the Project by 6σ progress step
- Involvement • Report champion about project status and output
(Chief of OBU, Business • Complete MBB Course or
• Monitor and support through Champion Review • Assure benefits are real
Executives, Chief of acquire MBB Cert.
subsidiary) • Directly support to settle bottleneck for 6σactivity
- Support Projects
- Support Project
• Mentor BB / GB and Train individuals in tools
• Lead supporting all department in improvement • Support settlement for 6Activity Barrier
and control step for 6 Project team • continuous management and control for improved process
• Deciding Investment and allocate resources
• Generate motives
☞ It is very important to select excellent MBB and continuously improving skill
It☞ very important that the Champion gets involved in project and take ownership for 6
is
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