Six Sigma
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Not to be confused with Sigma 6 History of Six Sigma Six Sigma Methodology When to use Six Sigma? Six Sigma Belts Why adopt Six Sigma? It’s not all Plain Sailing! Points of Attention Six Sigma Summary
What is Six Sigma
A Statistical measure of variation Full Six Sigma equals 99.9997% accuracy Methodology for improving key processes A" Tool Box" of quality and management tools for problem resolution • A business philosophy focusing on continuous improvement ; an organized process for structured analysis of data
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• Everything we do can be considered a Process process • Every process can be characterized by: Average Performance • Variation • Process are performing optimally when the result of the process is at the expected value (meaning there is minimal variation)
History of Six Sigma
• Motorola developed the Six Sigma methodology in the mid-1980’s as a result of recognizing that products with high first-pass yield rarely failed in use • Statistical term dates back to the 1800’s (Carl Frederick Gauss)
Six Sigma Methodology
• D.M.A.I.C, (Define, Measure, Analyze, Improve, Control) • Provides a logical sequence for applying existing problem solving tools and concepts • Repackaging of existing tools and concepts • Various quality/management tools applied at each step • Project sponsor review recommended at conclusion of each step before moving to next step
DMAIC
D M
Collect baseline data on defects and possible cause Plot defect data over time & analyze for special causes Create & stratify frequency plot & do Pareto analysis (80\20)
A
Create focused problem statement
I
Create Possible solutions for root causes
C
Develop & document standard practices
Develop a vision
Map the process
Explore potential causes
Select Solutions
Train staff teams
Organize potential causes Collect data Use statistical methods to quantify cause & effect relationship
Develop Plans Pilot Plans Implementation Measure Results Evaluate
Monitor performance Create process for updating procedures Summarize and communicate results Recommend future plans
Understand customer needs
Calculate starting sigma level
Create detailed process maps
When to use Six Sigma?
• Unknown causes/situations • Problems are common place and not well defined • When “broad spectrum” approach is inappropriate • When other problem solving methods fail • In a complex situation with many variables
• 3 levels (or Belts) • Based on level of competence in understanding and applying related tools – Green belt – basic analytical tools; works on less complex projects – Black belt – emphasis on application and analysis; works projects with help from Green belts – Master Black belt – understands application and statistical theory behind application; trains other belts; leads project reviews • Actual definition and competencies for each belt can vary by organization and training institutions
Six Sigma Belts
Why adopt Six Sigma?
• Defined process for problem solving • Proven methodology to solve problems • Consistency with results • Focus on the “bottom line” which encourages credibility/support from the top of the organization
It’s not all Plain Sailing!
• Adoption requires a cultural change in order gain best results • Top Management must be patient – there is no quick fix • Six Sigma is about getting the right answer, not just any answer
• Points of Attention
• “Lies, damn lies, and statistics”
• CAVE people, (Citizens Against Virtually Everything)
• Internal Sabotage. • Lack of understanding • Fear of Change There are more ways to fail than to succeed!
• Its amazing what can be known when we look at data differently.
Six Sigma Summary
• DMAIC is not for every project • When applied correctly, DMAIC will produce consistently better results than most other methods
• “New Culture” at many organizations today
• Very marketable
A Six Sigma approach works!