Six Sigma Lecture 1 – Introduction into Six Sigma
Lean manufacturing vs Six Sigma
Strategy Lean Manufacturing Six Sigma
Core goal Reduce waste Reduce variation
Results Reduced lead-time Reduced defects
Lower costs Improved quality
Higher customer
satisfaction rate
Reduced variations lead to reduced amount of defects.
Defects are one of the 7 wastes from Lean (TIMWOOD).
Inventory: reduced inventory in Lean causes fewer defects for Six Sigma
Motion: reduced motion in Lean causes fewer defects for Six Sigma
What is six sigma?
1. Organizational philosophy on achieving customer satisfaction
a. Doing the right things right the first time
b. Focus on elimination of process variation
c. Quality of product/service is the result of a high quality process
d. To measure is to know
e. Quality can be organized
2. Methodology focused on reduction of variation (DMAIC)
a. DMAIC
i. Define
ii. Measure
iii. Analyze
iv. Improve
v. Control
b. Roles:
i. Yellow belt – Measure & Control
1. Data collection experts
2. Assist in measure & control
ii. Green belt – Analyze & Improve
1. Part-time 6-sigma leaders
2. Run mini 6-sigma projects
iii. Black Belt – Define
1. Full or part time 6-sigma leaders
2. Manage 6-sigma projects
3. Instruct and trains GBs & YBs
iv. Master Black Belt
1. Full time 6-sigma leaders
2. Manage BB projects and plant 6-sigma
3. Run 6-sigma projects
4. Instruct and train BBs, GBs and YBs
v. Champion
, 3. Statistical term for variation
a. 3.4 defects out of every 1 million products produced
b. VoP (Voice of Process) – how a process behaves
i. Variations
ii. Critical to Quality (CTQ) requirements
1. Controllable by organization
2. Clear description, almost like an objective
c. VoC (Voice of Customer) – what customers expect/need
i. Critical to Customer (CTC) requirements -> relate to CTQs
1. Controlled by customers, not by organization
Example on CTC/CTQ:
Need: CTC 1: CTQ 1:
Healthy fresh product Freshness Timespan Production – expired
CTQ 2:
Time to shop
CTC 2: CTQ 3:
Quantity as on Variation of filling machine
label
d. Calculating the variance and standard deviation from production
observations:
e.
,Key concepts for Six Sigma according to General Electrics:
The Sigma calculator
Dependent (Y) and independent (X) variables
, Lecture 1 – recap
Explain the term Six Sigma
Explain the DMAIC approach
What is the difference between a Black Belt and a Yellow Belt?
What is meant with process capability?
Six-sigma lecture 2 - Define
DOA - Dead on arrival
ELF - Early life failure
Define phase has 3 components:
1. Project charter
a. Business Case – purpose is to answer a set of partially redundant
questions on the benefits and costs of the project.
i. Name, aim, why, why now, consequences of not doing, other
projects with high or equal priority, presidential objectives.
b. Problem Statement – to describe the problem, opportunity or
objective in clear concise and measurable terms
c. Goal statement – describes the teams improvement effort
i. Start with: reduce, control, eliminate, increase, etc.
ii. Preferably in terms of a sigma value
d. Scope
e. Schedule with milestones
f. List of benefits
g. List of roles and responsibilities
h. Draft project objective
2. SIPOC analysis (linear or swim lane) – all SS projects have to do with
processes, so the related processes must be researched:
a. For which stakeholder does this process exist?
b. Who is the owner?
c. Who provides inputs?
d. What resources does this process use?
e. What steps create the value?
f. Any sub processes?
Lean manufacturing vs Six Sigma
Strategy Lean Manufacturing Six Sigma
Core goal Reduce waste Reduce variation
Results Reduced lead-time Reduced defects
Lower costs Improved quality
Higher customer
satisfaction rate
Reduced variations lead to reduced amount of defects.
Defects are one of the 7 wastes from Lean (TIMWOOD).
Inventory: reduced inventory in Lean causes fewer defects for Six Sigma
Motion: reduced motion in Lean causes fewer defects for Six Sigma
What is six sigma?
1. Organizational philosophy on achieving customer satisfaction
a. Doing the right things right the first time
b. Focus on elimination of process variation
c. Quality of product/service is the result of a high quality process
d. To measure is to know
e. Quality can be organized
2. Methodology focused on reduction of variation (DMAIC)
a. DMAIC
i. Define
ii. Measure
iii. Analyze
iv. Improve
v. Control
b. Roles:
i. Yellow belt – Measure & Control
1. Data collection experts
2. Assist in measure & control
ii. Green belt – Analyze & Improve
1. Part-time 6-sigma leaders
2. Run mini 6-sigma projects
iii. Black Belt – Define
1. Full or part time 6-sigma leaders
2. Manage 6-sigma projects
3. Instruct and trains GBs & YBs
iv. Master Black Belt
1. Full time 6-sigma leaders
2. Manage BB projects and plant 6-sigma
3. Run 6-sigma projects
4. Instruct and train BBs, GBs and YBs
v. Champion
, 3. Statistical term for variation
a. 3.4 defects out of every 1 million products produced
b. VoP (Voice of Process) – how a process behaves
i. Variations
ii. Critical to Quality (CTQ) requirements
1. Controllable by organization
2. Clear description, almost like an objective
c. VoC (Voice of Customer) – what customers expect/need
i. Critical to Customer (CTC) requirements -> relate to CTQs
1. Controlled by customers, not by organization
Example on CTC/CTQ:
Need: CTC 1: CTQ 1:
Healthy fresh product Freshness Timespan Production – expired
CTQ 2:
Time to shop
CTC 2: CTQ 3:
Quantity as on Variation of filling machine
label
d. Calculating the variance and standard deviation from production
observations:
e.
,Key concepts for Six Sigma according to General Electrics:
The Sigma calculator
Dependent (Y) and independent (X) variables
, Lecture 1 – recap
Explain the term Six Sigma
Explain the DMAIC approach
What is the difference between a Black Belt and a Yellow Belt?
What is meant with process capability?
Six-sigma lecture 2 - Define
DOA - Dead on arrival
ELF - Early life failure
Define phase has 3 components:
1. Project charter
a. Business Case – purpose is to answer a set of partially redundant
questions on the benefits and costs of the project.
i. Name, aim, why, why now, consequences of not doing, other
projects with high or equal priority, presidential objectives.
b. Problem Statement – to describe the problem, opportunity or
objective in clear concise and measurable terms
c. Goal statement – describes the teams improvement effort
i. Start with: reduce, control, eliminate, increase, etc.
ii. Preferably in terms of a sigma value
d. Scope
e. Schedule with milestones
f. List of benefits
g. List of roles and responsibilities
h. Draft project objective
2. SIPOC analysis (linear or swim lane) – all SS projects have to do with
processes, so the related processes must be researched:
a. For which stakeholder does this process exist?
b. Who is the owner?
c. Who provides inputs?
d. What resources does this process use?
e. What steps create the value?
f. Any sub processes?
