Six Sigma general.ppt

N,,,,,,,Member of the Bekaert Group,,What is it? How to implement it?Conditions for success,Six Sigma,Schneider Electric21th January 2002,Contents,What is Six Sigma? As measure for process capabilityA methodologyHow to implement Six Sigma? Conditions for success,,1,What is Six Sigma?,,,PROCESS,input,result,Exellent results require excellent processes Deliver (nearly) always the desired results Reduce variabilityAmbition : 6 Sigma Process Capability(< 3.4 defects pm),,,Six Sigma as measure for process capability,,Defects and the Hidden Factory,Manufacturing Variation Causes A "Hidden Factory"Increased Cost - Lost Capacity,Yield After Inspection or Test,Each defect must be detected, repaired and placed back in the process. Each defect costs time and money.,To increase a process performance, you have to decrease variation.,Importance of Reducing Variation,Less variation providesGreater predictability in the processLess waste and rework, which lowers costsProducts and services that perform better and last longerHappier customers,,,,,Defects,,,,,Process Capability,Inadequate Design Margin,Inadequate Process Capability,Supplier Variation,Inadequate Measurement Capability,,,,,average,,s s,,“Variation” and “Process Capability”,,,,,,23456,308,53766,8076,2102333.4,s,PPM,ProcessCapability,Defects per Million Oppty.,6Sigma???,,% Non-Defective,69.1%93.32%99.379%99.9767%99.99966%,,6 ,,6 ,Cp = 2,Cpk = 1,5,,1,5 ,,6 ,,n = 6,6  and Cp, Cpk,Why ppm ?,,* 1,5  shift,Approach,Classical,New,,4,,1,0,33,2,0,66,3,1,4,1,33,4,5,1,5,Number of sigma in half the tolerance interval,Cp,5,6,1,66,2,Cpk*,_,0,16,0,5,0,83,1,1,16,1,5,Ppm*,_,_,66.810,6.207,1.350,233,3,4,Cost of quality(%),_,_,25 %,15 %,10 %,7,5 %,5 %,If we accept 99.9 % good, then...,1 h non drinkable water each month500 «failed» surgeries each week in FranceIn France :2 babies falling off the «labour» table each day1000 lost letters per hour15000 cheque on the wrong account each day,Companies involved in Six Sigma today :,Some results that were published in the press : Dupont : benefits exceed $150 million / year (Dow Jones Business News - February 2, 2000).Dow : Savings of about $250.000 per project. Annual savings $ 1 billion (Chemical week magazine -March 1, 2000).Black & Decker : Expects earnings per share growth of at least 15 % for the next three years (Reuters News Service - February 15, 2000).Allied Signal: Cost savings exceeding $800m since 1995General Electric: most admired company three years running, and consistently increasing growth and profit. Cost savings exceeding $2BGeneral Domestic Appliances: Cost savings of £7,5m 1999/2000,Companies involved in Six Sigma today :,Generic Six Sigma MetricsSeasoned Black Belts complete three to five projects annually$150.000 - $200.000 average savings per projectAnnual savings delivered per Black Belt $450.000 - $1.000.000Rule of thumb for numbers of Black Belts: 1-3% of employees,SIX SIGMA as methodology ...,A systematic approachfor breakthrough improvement realisationsusing a solid and soundly based toolsetdeployed throughout the organization,SIX SIGMA as methodology ...,A systematic approachfor breakthrough improvement realisationsusing a solid and soundly based toolsetdeployed throughout the organization,,A SYSTEMATIC APPROACH...,,,,Selection ofprojects,Managing theimprovementprojects,Sustainingthe gains,,,Business strategy & resultsSignificant gainsThink "process"Project filtersLeadership buy-inProject ManagementTraining (BB/GB/YB)TeamworkReview of progressReward & recognitionProject levelOrganizational level,,,,Selection of projects : PRIORITIZE,Contributing to your BUSINESS RESULTS!!Look for SIGNIFICANT GAINS within REASONABLE TIMINGUse the correct PROJECT FILTERS!!Value for the customerDefects per unitCost of poor qualityCycle timeEnsure LEADERSHIP BUY-IN,Managing for improvement - Training,...Enhanced improvement realisation skills * Leadership * Master Black Belt (MBB) * Black Belt (BB) * Green Belt (GB) * Yellow Belt (YB),,Control,,Define the problem,,6 SIGMADMAIC,Analyse,Improve,Measure,Define stepsConfirm gains, goalsFormalise customer supplier relationsGet voice of the customer in the project,Formalise the modified processImplement SPCEvaluate resultsLearning points,Develop measurements of CTQSelect critical imputsPrepare data collectionRealise R&R studyMeasure process capability,Process analysis (value)Data analysisRoot cause analysisStatistical data handling (regression, DOE, multi vary…),Imagine solutionsEvaluate solutionsChoose optimal solutionAnalyse risksPlan implementation,Managing for improvement : The roadmap (1),,5/ Verifyvalidate,,1/Define,,6 SIGMADMADV²,3/ Analyse,4/ Design,2/ Measure,Business caseCharter developmentMulti generation planProject risk,Control plansMistake proofingUpscalingValidationImplementation planing,。