Six Sigma by PresentationLoad
12 likes•1,931 views
Six Sigma is a data-driven process improvement methodology aimed at enhancing operational efficiency and quality through the DMAIC (Define, Measure, Analyze, Improve, Control) cycle. It involves careful problem-solving strategies, roles for project team members, and a thorough implementation plan to ensure sustainable improvements. Success is dependent on strong organizational support, training, and a focus on specific, measurable project objectives.
Six Sigma by PresentationLoad
- 2. DEFINITION – WHAT IS SIX SIGMA? PROCESS IMPROVEMENT Operative and productive processes QUALITY INITIATIVE Resounding measurable success like increased revenue and lowered costs CUSTOMER REQUIREMENTS Not quality improvement at all costs INDICATOR OF Efficiency of processes TOOLBOX Process, Analysis, Statistics, Problem Solving Strategy PROBLEM SOLVING METHOD Systematically,data oriented, (DMAIC-Method, DMADV)
- 3. DMAIC ─ PROBLEM SOLVING STRATEGY DMAIC-Cycle to Measure Current Projects and Their Improvement Control and methodology for process Improvement Monitoring and Documentation Securing of sustainability of Improvements Evaluate and conclude project Select Solution alternatives of Improvement measures Risk evaluation and development of Implementation plan for objective achievement Analysis of coherence of basic cause and Influence parameters and target value Cause Analysis Process variance, quality and performance Improvement potential Identification, measuring and validation of the influential factors Data Collection Process Understanding Determination of actual process ability and process performance Problem description Identification and definition of project objective or improved target value Prioritizing and initiating of project Define Measure Analyze Improve Control
- 4. DMAIC-CYCLE Monitoring of Process Performance Reaction Plan x1 x2 Y x1 ≤ b a ≤ x2 ≤ b VA 3ak PROJECT CHARTER Business Case Project Frame Problems and Objectives Milestones VOC Core Subject CTQ - - - PROCESS DOCUMENTATION SIPOC Generate Solutions Design of Target Process Cost-Benefit Analysis Development of Hypothesis Output- Simulation Selection of optimal Varieties Process and Time Analysis Ishikawa Data Analysis FMEA RPZ = A*B*E Design of Experiments Added Value Analysis Statistical Tests (Correlation, Regression, ANOVA) Data Collection Plan Complexity Gage R&R Reference- performance CTQ x1 y x2 Y = f (x1,x2……x)
- 5. BREAKTHROUGH-STRATEGY DURATION IN YEARS31 2 54 IMPROVEMENTQUOTA BREAKTHROUGH- IMPROVEMENT SIX SIGMA (Optimal Improvement) STANDARD METHODS (Gradual Improvement) GRADUAL IMPROVEMENT: Kaizen Re-Engineering TQM Current Tools and Approaches
- 6. GAUSSIAN DISTRIBUTION ─ BELL CURVE -4 -3 -2 -1 0 -1 -2 -3 -4 68.26% Number of standard deviations of average value 95.4% 99.74% 34.13% 34.13% 13.57% 13.57% 2.16% 2.16% 0.13% 0.13% Reversal Point
- 7. AREAS OF IMPLEMENTATION Expand Areas of Implementation to Suppliers and Customers 2. IMPLEMENTATION AREA 1. IMPLEMENTATION AREA 3. IMPLEMENTATION AREA Processes don’t begin and end in the company, they end with suppliers and customers SUPPLIER THE OWN COMPANY CUSTOMERLogistics P&D Sourcing Production Sales / Distribution Documentation Organization Human Resources / Development
- 8. SIX SIGMA – SUCCESS FACTORS Top Down Direction Selection of important, clearly defined and focused Projects Specific understanding of Roles Selection of adequate Black Belts, Green Belts and Champions “Good” Training Communication of Success and new Knowledge Consequences and Endurance Integrated Implementation
- 9. THREE DIMENSIONS OF SIX SIGMA Define Measure Analyze Design Verify Define Measure Analyze Improve Control
- 10. PROJECT ORGANIZATION AND ROLES Description of roles and related skills TEAM MEMBER CHAMPION MASTER BLACK BELT BLACK BELT GREEN BELT YELLOW BELT Responsible for budget and resources; sponsor of Six Sigma projects Experienced senior project manager; management of cross-sectional strategic projects Project manager and Coach; executes projects together with other business divisions Leads projects within his sector of responsibility; implementation of smaller Six-Sigma projects Part of the project team, which applies Six Sigma methods; supports execution of projects CONTROL CIRCUIT Download at www.PresentationLoad.com
- 11. TRAINING STRATEGY The program follows the Six Sigma Model, Planning– Training – Application – Review (PTAR). This model is based on the wide spread strategy of feed back and has it‘s advantages EVENT CYCLE ACTIVITY DESCRIPTION PHASE1: MEASURE 1 - Initial Meeting and Planning Session 2 1 Champion Coordination Meeting 3 1 Session 1: Black Belt Training 4 1 On-The-Job Application Exercise PHASE2: ANALYZE 5 2 Champion Coordination Meeting 6 2 Standard Six Sigma Review 7 2 Session 2: Black Belt Training 8 2 On-The-Job Application Exercise PHASE3: IMPROVE 9 3 Champion Coordination Meeting 10 3 Standard Six Sigma Review 11 3 Session 3: Black Belt Training 12 3 On-The-Job Application Exercise PHASE4: CONTROL 13 4 Champion Coordination Meeting 14 4 Standard Six Sigma Review 15 4 Session 4: Black Belt Training 16 4 Contingency Planning Training Application Review Download at www.PresentationLoad.com
- 12. Location Project Number Process Project Beginning Date Customer of Process Project ConcludingDate Team (Name / Division) Date Project End PROJECT STATUS SHEET SUBJECT / REASON PROCESS DATA INITIAL SITUATION AKTUAL STATUS OBJECTIVES Project Objectives Error rate (PPM) and/or profits (%RTY) And/or cycle time IN Focus OUT Focus Financial benefit of the project Costs by non- conformanceor waste (EUR) Cash Saving Potential Prevented error costs Not financial benefit of the project - - - Investments / Costs - - - Download at www.PresentationLoad.com
- 13. Click here to visit www.PresentationLoad.com DOWNLOAD POWERPOINT SLIDES