What is Six Sigma

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What is Six Sigma

• Black Belt or Black Magic?

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Black Belt or Black Magic?
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What Do The Experts Say?

• www.isixsigma.com
• A goal of products and processes that experience
  only 3.4 defects per million or are 99.99966
  good. - Nablusi

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What Do The Experts Say?

• www.isixsigma.com
• Six Sigma is a business system for achieving and
  sustaining success through customer focus,
  process management and improvement and the use of
  wise facts and data. - Anon.

• Lean
• TPM
• TQM
• Quality is Free
• ____

• Baldridge
• Empowerment
• Re-engineering
• ISO

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What Do The Experts Say?

• www.isixsigma.com
• Let us be very clear that 6 sigma is not a new
  finding. It was there since the inception of the
  use of statistical control methods in the
  industry. Six sigma is a measure of the
  non-conformance of a process be it a
  manufacturing process or a non-manufacturing
  process like making sales invoices. Every
  company works to reduce cost by adopting
  various methods. Most powerful amongst these
  methods is a statistical method for reducing
  variability till such time the process becomes
  defect free. Such a process is called 6
  sigma. When you reach 6 sigma cost of
  quality is the lowest, reflected in the profits
  of the company. - Jawadekar

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What Do The Experts Say?

• www.isixsigma.com
• Im sorry, I dont understand what your message
  is saying - Anon.
• Six Sigma is a problem solving method for
  continuous improvement. This method focuses on
  the statistical analysis of data for making
  decisions for change. As a problem solving
  methodology it can be applied to almost any
  situation. - Duckworth
• Six Sigma uses statistical analysis to
  graphically present data so even managers can
  make intelligent decisions - Mach

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What Do The Experts Say?

• www.isixsigma.com
• Six Sigma is nothing but simplification of
  product and processes which aims to take the
  defects to zero level. - Zeeshan

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What Do The Experts Say?

• www.isixsigma.com
• Six Sigma is a management methodology that
  combines a number of the tools and techniques we
  have always used in "quality initiatives". this
  data-driven approach requires that we define
  defects, measure processes, analyze their
  capability and improve our processes from the
  shop floor to the back office. we place
  appropriate control tools in place to ensure
  that savings we have realized continue or
  increase. The success lies in the ability to
  tie project results directly to bottom line
  savings and/or improved consumer satisfaction. -
  Johnson

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What Do The Experts Say?

• www.isixsigma.com
• Six Sigma is a customer centered, systematic,
  data driven method for doing things better
• Customer centered means that projects start with,
  and are measured by, meeting customer wants and
  needs.
• Systematic means that the Six Sigma tools are
  applied in concert, which makes them vastly more
  powerful than they are alone.
• Data driven means that facts and data are used
  for making decisions.
• Doing things better means, in some measurable,
  meaningful way, improving the situation of
  customers, workers, or shareholders of the
  organization. - Denton Bramwell, Sr.
  Master Black Belt, denton_at_bramwell.org

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Where Did Six Sigma Come From?

• The Motorola Experience
• Competition
• Foreign Japanese implementation of Deming
• Domestic Crosby Quality is Free
• Zero Defects
• 1970s quality was 3 sigma 99.933000
  67,000 DpM
• 4
  sigma 99.993800 6,200 DpM
• Cut the distribution in half !
  
• 6 sigma
  99.999998 2 DpM
• A process shift of 1.5 sigma 99.999997
  3.4 DpM

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Where Did Six Sigma Come From?

• The Motorola Experience
• Included quality tools and lessons from previous
  experience
• A focus on
• Defect Prevention
• Cycle Time Reduction
• Cost Savings
• Baldridge Quality Award 1988
• Quality can be defined as the value added by a
  productive endeavor
• Potential (maximum possible value) Actual
  (current value)
• Waste

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Where Did Six Sigma Come From?
The Motorola Experience One of Motorolas most
significant contributions was to change the
discussion of quality from one where quality
levels were measured in percentages (parts per
hundred) to a discussion of parts per million or
even parts per billion. Motorola correctly
pointed out that old ideas about acceptable
quality levels were no longer acceptable.
Motorolas Six Sigma Program
Thomas Pyzdek
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Where Did Six Sigma Come From?

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Where Did Six Sigma Come From?

• Quality requires us to look at our
  processes from the outside-in. By understanding
  the transaction lifecycle from the customers
  needs processes, we can discover what they are
  seeing and feeling. With this knowledge we can
  add significant value or improvement from their
  perspective.
• What is Six Sigma? The Roadmap to Customer
  Impact
• www.ge.com/sixsigma

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The Critical Elements of Six Sigma?

• Key Concepts
• Critical to Quality - Most important attributes
  to the customer
• Defect - Failure to deliver what the customer
  wants
• Variation - What the customer sees and feels
• Seek the elimination of defects

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The Critical Elements of Six Sigma?

• Customers define Quality. They expect
  performance, reliability, competitive prices,
  on-time delivery, service, clear correct
  transaction processing more. being good is
  not enough. Delighting our customers is a
  necessity. Because if we dont do it, someone
  else will ! - GE Six Sigma

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The Critical Elements of Six Sigma?

• Key Concepts
• Process Capability What your process can
  deliver
• Stable Operations Ensuring consistent
  predictable processes to improve what the
  customer sees and feels
• Variance A change in a process or business
  practice that may alter its expected outcome

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The Critical Elements of Six Sigma?

• The central idea behind Six Sigma is that if
  you can measure how many defects you have in a
  process, you can systematically figure out how to
  eliminate them and get as close to zero defects
  as possible. - GE Six Sigma

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The Critical Elements of Six Sigma?

• Key Concepts
• Executive Engagement Visible, consistent
  support and an active role in communication and
  reward
• Stable Operations Advocating and creating a
  common language. Including employees, customers
  and suppliers
• Education and Training Acquire, apply and
  foster the use of new or existing Knowledge to
  improve capabilities
• Alignment Engage the entire organization to
  improve every process and practice

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The Critical Elements of Six Sigma?
Defining Six Sigma for your Business or
Organization Zack Swinney

• Key Concepts
• Customer Focus Integrate the customer into the
  organization. Listen to them!
• Data Driven Critical to Quality (CTQ), Defects,
  Pareto Charts, Root Cause Analysis, Process
  Mapping, Control Charts, Statistical Process
  Control, Gage RR, Brainstorming, FMEA (Failure
  Mode Effect Analysis), Design of Experiments
• Robust Methodology (1) DMAIC (Define, Measure,
  Analyze, Improve, Control) - Continued
  improvement on existing processes. (2) DMADV
  (Define, Measure, Analyze, Design, Verify) New
  product or processes.

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Black Belt or Black Magic?
Six Sigmas magic isnt in statistical or
high-tech razzle-dazzle. Six Sigma relies on
tried and true methods that have been around for
decades. In fact, Six Sigma discards a great
deal of the complexity that characterized Total
Quality Management (TQM). By one experts count,
there were over 400 TQM tools and techniques.
Six Sigma takes a handful of proven methods the
tools are applied within a simple performance
improvement model known as DMAIC. Six Sigma
Revolution Thomas Pyzdek
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Black Belt or Black Magic?
Master Black Belt Train-the-trainer An expert who trains and mentors Six Sigma project leaders F/T 1/1000
Black Belt Journeyman expert Responsible for implementation of Six Sigma projects F/T 1/100
Green Belt Project Team Leader P/T 1/10
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Black Belt or Black Magic?

• Success requires 3 things only
• Recognize the problem
• Take ownership
• Work out the details
• Experts who can work out the details are a
  dime-a-dozen. Hire a full-time person or rent a
  consultant. - Doug Welter

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Is That All There Is?
Some people, including me, believe that garden
variety six sigma doesn't go far enough. In fact,
even zero defects falls short.  Progressive
people in the six sigma camp looks for
critical-to-quality (CTQ) characteristics in a
product or service. CTQ features are those that
customers expect and consider explicitly A
product or service that doesn't provide the CTQ
features that customers expect suffers lower
customer satisfaction. But even this definition
isn't enough. Six Sigma and Beyond Thomas
Pyzdek
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Is That All There Is?
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Where To From Here?
Long-term success requires the customer to be
excited by unexpected innovations provided by a
company's products and services Continued
survival requires that your organization
continuously innovate. Innovation is the result
of creative activity, not of analysis. Creativity
can't be achieved "by the numbers." In fact,
excessive attention to a rigorous process such as
six sigma actually detracts from creativity.
Six Sigma and Beyond Thomas Pyzdek
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Where To From Here?
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Six Sigma or Lean?Kaizan or Kanban?

• Lean is about reducing or eliminating all
  activities that do not add value. It reduces or
  eliminates 8 principle sources of waste
• Waiting - set-up, changeover, no work, no
  operator, downtime
• Inventory - stagnant Work-in-Process, spare
  parts, just-in-case
• Overproduction - batch runs, minimum run rates
• Extra Processing - rework, conditioning
• Motion - non-adjacent processing, go-fer
• Transportation - moving product
• Defects - rejects
• Underutilized People - THE GREATEST WASTE OF ALL!

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Six Sigma or Lean?Kaizan or Kanban?
Tools in the Toolbox
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Six Sigma Black Belt or Black Magic?

• Six Sigma is
• Customer Centered Systematic Data Driven
• Customer Centered
• Critical to Quality Attributes defined by
  customer
• Defect Failure to Deliver what the customer
  expects
• Variation Customer Impression
• Continuous Improvement
• 3 sigma 6 sigma Zero
  Defects

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Six Sigma Black Belt or Black Magic?

• Six Sigma is
• Customer Centered Systematic Data Driven
• Systematic
• DMAIC or DMADV - Stable Operations (consistent,
  predictable), Control Variance, Process
  Capability (reach improve)
• Executive Engagement Visible, consistent support
  and active
• Communication Common language customers,
  employees suppliers
• Education and Training Acquire, apply and foster
  knowledge
• Alignment Engage the entire organization to
  improve every process

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Six Sigma Black Belt or Black Magic?

• Six Sigma is
• Customer Centered Systematic Data Driven
• Data Driven
• Use the tools in the toolbox (old favorites or
  new tools)
• Use the right tool in the right way
• Lean Six Sigma

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Six Sigma Black Belt or Black Magic?

• Six Sigma is
• Customer Centered Systematic Data Driven
• AND
• Doing things Better
• Innovate!
• Delight Your Customer!
• If you dont, someone else will!!!

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For additional information contactMichelle
Brown208.364.4999mbrown_at_uidaho.edu