SixSigma Quality

1
Six-Sigma Quality
Chapter 9
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9-2
OBJECTIVES

• Total Quality Management Defined
• Quality Specifications and Costs
• Six Sigma Quality and Tools
• External Benchmarking
• ISO 9000
• Service Quality Measurement

3
Total Quality Management (TQM)
9-3

• Total quality management is defined as managing
  the entire organization so that it excels on all
  dimensions of products and services that are
  important to the customer
• Careful design of product or service
• Ensuring that the organizations systems can
  consistently produce the design
• TQM was a response to the Japanese superiority in
  quality

4
Quality Specifications
9-4

• Design quality Inherent value of the product in
  the marketplace
• Dimensions include Performance, Features,
  Reliability/Durability, Serviceability,
  Aesthetics, and Perceived Quality.
• Conformance quality Degree to which the product
  or service design specifications are met

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Three Quality Gurus Define Quality

• Crosby conformance to requirements
• Deming A predictable degree of uniformity and
  dependability at low cost and suited to the
  market
• Juran fitness for use (satisfies customers
  needs)

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Demings 14 Points

• Create consistency of purpose
• Lead to promote change
• Build quality into the products
• Build long term relationships
• Continuously improve product, quality, and
  service
• Start training
• Emphasize leadership

7
Demings 14 Points

• Drive out fear
• Break down barriers between departments
• Stop haranguing workers
• Support, help, improve
• Remove barriers to pride in work
• Institute a vigorous program of education and
  self-improvement
• Put everybody in the company to work on the
  transformation

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Shewharts PDCA Model
4.Act
1.Plan
Identify the improvement and make a plan
Implement the plan
3.Check
2.Do
Test the plan
Is the plan working
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Costs of Quality
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Costs of Quality
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Six Sigma Quality
9-10

• A philosophy and set of methods companies use to
  eliminate defects in their products and processes
• Seeks to reduce variation in the processes that
  lead to product defects

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Six Sigma Quality (Continued)
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• Six Sigma allows managers to readily describe
  process performance using a common metric
  Defects Per Million Opportunities (DPMO)

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Six Sigma Quality (Continued)
9-12

• Example of Defects Per Million Opportunities
  (DPMO) calculation. Suppose we observe 200
  letters delivered incorrectly to the wrong
  addresses in a small city during a single day
  when a total of 200,000 letters were delivered.
  What is the DPMO in this situation?

So, for every one million letters delivered this
citys postal managers can expect to have 1,000
letters incorrectly sent to the wrong address.
Cost of Quality What might that DPMO mean in
terms of over-time employment to correct the
errors?
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Six Sigma Quality DMAIC Cycle
9-13

• Define, Measure, Analyze, Improve, and Control
  (DMAIC)
• Developed by General Electric as a means of
  focusing effort on quality using a methodological
  approach
• Overall focus of the methodology is to understand
  and achieve what the customer wants
• A 6-sigma program seeks to reduce the variation
  in the processes that lead to these defects
• DMAIC consists of five steps.

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Six Sigma Quality DMAIC Cycle (Continued)
9-14
1. Define (D)
Customers and their priorities
2. Measure (M)
Process and its performance
3. Analyze (A)
Causes of defects
4. Improve (I)
Remove causes of defects
5. Control (C)
Maintain quality
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Example to illustrate the process
9-15

• We are the maker of this cereal. Consumer
  reports has just published an article that shows
  that we frequently have less than 16 ounces of
  cereal in a box.
• What should we do?

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Step 1 - Define
9-16

• What is the critical-to-quality characteristic?
• The CTQ (critical-to-quality) characteristic in
  this case is the weight of the cereal in the box.

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2 - Measure
9-17

• How would we measure to evaluate the extent of
  the problem?
• What are acceptable limits on this measure?

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2 Measure (continued)
9-18

• Lets assume that the government says that we
  must be within 5 percent of the weight
  advertised on the box.
• Upper Tolerance Limit 16 .05(16) 16.8
  ounces
• Lower Tolerance Limit 16 .05(16) 15.2 ounces

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2 Measure (continued)
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• We go out and buy 1,000 boxes of cereal and find
  that they weight an average of 15.875 ounces with
  a standard deviation of .529 ounces.
• What percentage of boxes are outside the
  tolerance limits?

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9-20
Process Mean 15.875 Std. Dev. .529
Upper Tolerance 16.8
Lower Tolerance 15.2
What percentage of boxes are defective (i.e. less
than 15.2 oz)? Z (x Mean)/Std. Dev. (15.2
15.875)/.529 -1.276 NORMSDIST(Z)
NORMSDIST(-1.276) .100978 Approximately, 10
percent of the boxes have less than 15.2 Ounces
of cereal in them!
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Step 3 - Analyze - How can we improve the
capability of our cereal box filling process?
9-21

• Decrease Variation
• Center Process
• Increase Specifications

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Step 4 Improve How good is good enough?
Motorolas Six Sigma
9-22

• 6s minimum from process center to nearest spec

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Motorolas Six Sigma
9-23

• Implies 2 ppB bad with no process shift.
• With 1.5s shift in either direction from center
  (process will move), implies 3.4 ppm bad.

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Step 5 Control
9-24

• Statistical Process Control (SPC)
• Use data from the actual process
• Estimate distributions
• Look at capability - is good quality possible
• Statistically monitor the process over time

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Analytical Tools for Six Sigma and Continuous
Improvement Flow Chart
9-25
No, Continue
Material Received from Supplier
Inspect Material for Defects
Defects found?
Yes
Can be used to find quality problems
Return to Supplier for Credit
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Analytical Tools for Six Sigma and Continuous
Improvement Run Chart
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Can be used to identify when equipment or
processes are not behaving according to
specifications
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Analytical Tools for Six Sigma and Continuous
Improvement Pareto Analysis
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Can be used to find when 80 of the problems may
be attributed to 20 of the causes
80
Frequency
Assy. Instruct.
Design
Purch.
Training
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Analytical Tools for Six Sigma and Continuous
Improvement Checksheet
9-28
Can be used to keep track of defects or used to
make sure people collect data in a correct manner
Monday
Billing Errors Wrong Account Wrong Amount A/R
Errors Wrong Account Wrong Amount
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Analytical Tools for Six Sigma and Continuous
Improvement Histogram
9-29
Can be used to identify the frequency of quality
defect occurrence and display quality performance
Number of Lots
0
1
2
3
4
Defectsin lot
Data Ranges
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Analytical Tools for Six Sigma and Continuous
Improvement Cause Effect Diagram
9-30
The results or effect
Possible causes
Can be used to systematically track backwards to
find a possible cause of a quality problem (or
effect)
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Analytical Tools for Six Sigma and Continuous
Improvement Control Charts
9-31
Can be used to monitor ongoing production process
quality and quality conformance to stated
standards of quality
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Six Sigma Roles and Responsibilities
9-32

• Executive leaders must champion the process of
  improvement
• Corporation-wide training in Six Sigma concepts
  and tools
• Setting stretch objectives for improvement
• Continuous reinforcement and rewards

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The Shingo System Fail-Safe Design
9-33

• Shingos argument
• SQC methods do not prevent defects
• Defects arise when people make errors
• Defects can be prevented by providing workers
  with feedback on errors
• Poka-Yoke includes
• Checklists
• Special tooling that prevents workers from making
  errors

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ISO 9000 and ISO 14000
9-34

• Series of standards agreed upon by the
  International Organization for Standardization
  (ISO)
• Adopted in 1987
• More than 160 countries
• A prerequisite for global competition?
• ISO 9000 an international reference for quality,
  ISO 14000 is primarily concerned with
  environmental management

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Three Forms of ISO Certification
9-35

• 1. First party A firm audits itself against ISO
  9000 standards
• 2. Second party A customer audits its supplier
• 3. Third party A "qualified" national or
  international standards or certifying agency
  serves as auditor

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External Benchmarking Steps
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• 1. Identify those processes needing improvement
• 2. Identify a firm that is the world leader in
  performing the process
• 3. Contact the managers of that company and make
  a personal visit to interview managers and
  workers
• 4. Analyze data

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Question Bowl
9-37

• Approximately what percentage of every sales
  dollar is allocated to the cost of quality?
• Less than 5
• About 10
• Between 15 and 20
• More than 30
• None of the above

Answer c. Between 15 and 20 (for cost of
reworking, scrapping, repeated service, etc.)
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Question Bowl
9-38

• Which of the following are classifications
  of the cost of quality?
• Appraisal costs
• Prevention costs
• Internal failure costs
• External failure costs
• All of the above

Answer e. All of the above
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Question Bowl
9-39

• Which of the following are functions of a
  quality control department?
• Testing product designs for reliability
• Gathering product performance data
• Planning and budgeting the QC program
• All of the above
• None of the above

Answer d. All of the above
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Question Bowl
9-40

• Which of the following is a Critical
  Customer Requirement (CCR) in the context of a
  Six Sigma program?
• DMAIC
• DPMO
• PCDA
• DOE
• None of the above

Answer e. None of the above (The CCR is the
criteria that is used to define desired quality.
Processing a loan in 10 days is an example of a
CCR.)
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Question Bowl
9-41

• The DMAIC cycle of Six Sigma is similar to
  which of the following quality management topics?
• Continuous improvement
• Servqual
• ISO 9000
• External benchmarking
• None of the above

Answer a. Continuous improvement
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Question Bowl
9-42

• The A in DMAIC stands for which of the
  following?
• Always
• Accessibility
• Analyze
• Act
• None of the above

Answer d. Analyze (Define, Measure, Analyze,
Improve and Control)
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Question Bowl
9-43

• Which of the following analytical tools
  depict trends in quality data over time?
• Flowcharts
• Run charts
• Pareto charts
• Checksheets
• Cause and effect diagrams

Answer b. Run charts
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End of Chapter 9
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