Understanding 6s (Six Sigma)

Contents

6s
What is 6s activity? Why should we do 6s? How to Launch 6s ? 6s Project Road Map

What is Six Sigma Activity ?

1. What are the statistics ?

6s
USL
(Upper Spec Limit)

Population & Sample

Measure 10 samples
(Spec. : 1004) LSL
Total inspection is impossible !
(Lower Spec Limit)

Population
N 1,000

Sample
Statistical variables (mean, variance) estimate population 96

97 98

99 100 101 102 103 104

You may say This Population is Good because all the samples data are located between LSL & USL. BUT, If you estimate the defect rate using statistical analysis, this population has the probability of 2.8% defects per unit. Then this is - we call - An epidemic quality defect level. Measuring defect rate on process through an expanding statistical concept, we can use measuring process capability.

What is Six Sigma Activity ?

2. Solution of the Practical Problem

6s
Object of 6s is

Precise but not Accurate

Shift to Target

Shifting to Target & Reducing Variation T

T
USL USL

USL

USL

Accurate but not Precise T

USL USL

Shift to Target
Reducing variation

Reducing Variation

What is Six Sigma Activity ?

3. What is the 6s concept ?
Statistical Definition of 6s LSL
6.68%

6s

Target

USL

3s
-3s

+3s

6s Quality means that area of the estimated normal distribution is located between USL&LSL with 6 s.
In that case area of the outlier spec. (In other words estimated defects) is just 3.4 PPM.

3.4ppm

6s
-6s

+6s

* s : Standard Deviation Statistic index measures how much is data apart from target value

What is Six Sigma Activity ?

3. What is the 6s concept ?

6s

6s as the Business Strategy

s 6 5 4 3 2

PPM 3.4 233 6,210

1 misspelled word in all of the books contained in a small library $340 indebtedness per $100 millions assets 1.8 minutes per year

1.5 misspelled words per page in a book

66,807 308,537

$6.7 millions indebtedness per $100 millions assets 24 days per year

What is Six Sigma Activity ?

3. What is the 6s concept ?

6s

6s as the Activity

What is 6s activity?
In all Design, Manufacturing, and SVC processes
Applying for 6s statistic Tools & Processes To find factors causing defects Acting the Analysis and Improvement Through the Defect Reduction, Increase Yield & Total Customer Satisfaction Management Innovation Tool contributes to Management Output

Achieving 3.4 PPM

(3.4 Defects Per Million)

PPM : Parts per Million

What is Six Sigma Activity ?

4. 6s as the Business Strategy
Harvesting the Fruit of 6s Fruit-bearing 6s
Sweet Fruit Design for Manufacturability

6s

Wall of 5s
Bulk of Fruit Process Characterization and Optimization

Wall of 4s
Low Hanging Fruit Seven Basic Tools

Wall of 3s
Ground Fruit Logic and Intuition

What is Six Sigma Activity ?

5. 6s Application

6s

6s is a tool that applies to all business systems - Design, Manufacturing, Sales and SVC
Design Design 6s Mfg.
Sales &SVC

R&D 6s

Guarantee for the Design completion in developing stage

Selecting CTQ to meet customer needs Decision reasonable Tolerance Guarantee of the CTQs capability analysis

Mfg.

Quality assurance in manufacturing stage

Improvement serious problem using S/W Real Time Monitoring system CTQ Control system

Transaction 6s

Manufacturing 6s Sales& SVC

Maximizing for sales & SVC

Improvement cycle time and accuracy Cost Improvement

What is Six Sigma Activity ?

6. 6s Activity Process
6s Activity Process(manufacturing & Transaction)
Identify Customer-Driven CTQ* (Critical to Quality) Characteristics Identify Key Processes that cause Defects in a CTQ Characteristics For Each Product or Process CTQ Measure, Analyze, Improve, & Control

6s

**

1. Who are your customers? - Internal / External 2. What do you provide your customers? 3. What is critical to quality for your customers? 1. What are your internal processes for providing your product or service CTQs to your customers? 2. Where do defects occur in these processes? Practical Problem Measurement System Yield Calculation Process Mapping s Calculation

M A

Benchmarking Cause & Effect Diagram Hypothesis Testing DOE Brainstorming Action Workout Techniques Piloting

6s is a rigorous analytical process for solving problem!!!

I C

Control Mechanism Control Chart

Procedures

* CTQ(Critical To Quality) : Your customers feel that characteristic of product, service or process is critical. ** D : Define

What is Six Sigma Activity ?

7. Comparing other tools

6s

By Improvement Process

Measure Others
- Symptoms - Frequency

Analysis

Improvement

Control
- Control by control chart - Process 4M control

- Present con- - Improved dition Analysis by experts Idea Focusing experience/ technology

- Discrete Data - Difficult to apply practical problem because of complextity

6s

- Define/ - Analysis for - Optimizing - Control by Measurement statistics condition by PTS * - Variance of - Effect analysis statistical (CTQ, CTQ caused factors analysis Benefits)

- Discrete+Continuous

data
- Easy to apply because of supporting statistical software.

* PTS : Project Tracking System 90 11

What is Six Sigma Activity ?

7. Compare with other tool

6s
100ppm / 6s Application Selecting Line Do process FMEA
- Selecting Cost issue process view of customer

100ppm / 6s

100ppm
Detecting process defects
Managing Tool Product managing compare with spec. Judging each persons Know-How Manual Data gathering & analysis

6s
Control process variation
Improvement Tool Prevention Control vital few factors Judging the statistic Data Simple & Effective analysis using the S/W

Conform CTQ process Sorting the process

- Just need control process - Important control process - Law application process - Variation improvement

100ppm / 6s application according to sorting process

What is Six Sigma Activity ?

8. 6s Philosophy

6s

Focusing Point

CTQ(Y) = F( X1, X2, X3, ... Xn )

6sactivity is selecting the cost issue

Y
Dependent Output Effect Symptom Monitor

X
Independent Input-process Cause Problem Control

problem on some system in view of customer. This is we called CTQ and We achieved 6s target through the 6s process just selecting CTQ
Also, 6s activity is focusing

the causing factor(x1,x2...xn), not selecting CTQ itself

X factor effects on CTQ(Y) has the vital few 20% & trivial many 80%.

What is Six Sigma Activity ?

8. 6s Philosophy

6s

We dont know what we dont know.

If we cant express what we know in the form of numbers, we really dont know much about it. If we dont know much about it, we cant control it. If we cant control it, we are at the mercy of chance.

Why do we do Six Sigma ?

1. Quality & Failure Rate

6s

Generally controlled F-Cost has small portion considering of Hidden Loss Inspection SVC Scrap Reject Design Change Long cycle time Over Rework Office Loss Rework Potential(Additional) F-Cost
(Difficult to measure)

Traditional F-Cost ( Easy Definition)

Loss Opp. Sales Delivery Delay

Brand Image Down Over Storage

Why do we do Six Sigma ?

2. Paradigm Shift
Paradigm Shift for Quality Old Belief
$ Appraisal & Prevention Costs

6s
New Belief
Internal & External Failure Costs Appraisal & Prevention Costs

Internal& External Failure Costs

$ $

Increased Quality means Higher Cost 4s

Increased Quality reduces Total Cost

4s

5s

6s

Quality Improves

Quality Improves

The high quality producer is the low cost producer not expensive.
Internal Failure : Scrap / Remake / Supplier Rework External Failure : Cost to Customer / Warranty Cost / Compliant Adjustments / Returned Material Appraisal : Inspection / Test / Quality Audits / Test Equipment Prevention : Quality Planning / Process Planning / Process Control / Training

Why do we do Six Sigma ?

2. Paradigm Shift

6s

Practical Meaning of 99% Good

20,000 lost articles in mail per hour. Unsafe drinking water almost 15 minutes each day

5,000 incorrect surgical operations per week

2 short or long landings at most major airports each day 200,000 wrong drug prescription each year

No electricity for almost 7 hours each month 4 s = 99.38%

Why do we do Six Sigma ?

3. Character of 6s

6s
6s Approach

Traditional Quality / 6s Quality Method ISSUE

Index Data Target Range Method Action Application

Traditional Approach
%(Defect Rate) Discrete Data Satisfaction for Mfg Process Spec Outlier Experience + Job Bottom Up Mfg Process s

Discrete + Continuous Data Customer Satisfaction Variation Improvement Experience + Job + Statistical Ability Top Down Design, Mfg, Sales, SVC

Why do we do Six Sigma ?

4. 6s Case Study
Start & Prosperity
Start : Motorola

6s
Prosperity :GE

At the beginning of 80s, In the Japanese market, Motorolas beeper lost its name value because of the quality difference compared to Japans In 1981 they tried to meet a challenge to improve quality 5 times in 5 years and they couldnt. They developed a consistent process base on statistical knowledge. In 1987, they established 6 goal as a key initiative.

In 1995 GE launched 6 process to overcome a difficult business environment and to challenge World Class Quality. They made new processes such as Productivity,Inventory Return and NPI, but improvement was delayed because of defects in processes. GE thinks World Class Quality is big challenge. GE will focus on 6 process for next generation .

Why do we do Six Sigma ?

4. 6s Case Study

6s
G E SONY

Cases of other companies

MOTOROLA T I

Introduce
Outcome

1987
Q. Cost Down $3.2billion

1988
Q. Cost Down 1988:30% 1993:7.4%

1995
Q. Cost Down $3.8billion

1997
By 2000 years Train 2,000 Black Belts

Character Origin of 6 (Quality level -ristics

Adopt to all Biz.

First in Japan

elevated 100 times in 4 years)

Remarks

Culture harmony TOP DOWN Western & Oriental Quality Train

Train and do pjt.

Consult with 6 Academy

Why do we do Six Sigma ?

4. 6s Case Study
Output of other companies Benefits
Motorola Motorola reached 5.5 level in 1992. Outcome is $3.2billion from1987 to 1992.

6s
Qualitative output

1200 1000 800

G E

Costs Benefits

6s do the role of Boundaryless Behavior. Organization become learning & logical Use 6s as worldwide common language. GE believes that 6s would take part central role in the future.

600

400 200 0 96 97 98

How to Launch Six Sigma ?

6s

1. Key Factor for Success of 6s

2. 6s Operating system 3. Project tracking system 4. Case study for Infra.

How to Launch Six Sigma ?

1. Key Factor for Success of 6s

6s

System requirement

Methodology

Need Top Down Drive

Need Top managements strong will for 6. Top managements strong and periodical announcement about 6 policy.

Start at Customers voice.

CTQs from Customers voice, Improve the item which has big impact first!

All employees must participate...

Not only manufacturing part, but also nonmanufacturing part should join the program Focus on Customers requirements.

Need Training Program for All employees

Complete understanding for 6 program. Hard training for all employees. Need resource investment resolutely.

6s as Pan-Companys common standard.

Common language .(CTQ, , Cp,Z ....) Avoid personal translation about 6. All of Goal and target are represented as scale. Basic process for all of projects.

Construct Infra
Need successful case study project. Resource reformation for organization and system. Reasonable appraisal and reward system.

How to Launch Six Sigma ?

2. 6s Operating system

6s

Chief of executive division

- 6s Driving - 6s Involvement & Commitment

Champion
- 6s Operating

Champion Review

MBB(Master Black Belt)

- Supporting 6skill

Coaching/Supporting Request supporting

Project Team
- Operating Project - Achieving 6s level for CTQ

* Champion Review : Decision making meeting that controls progress by project steps(Selecting theme Output review)

How to Launch Six Sigma ?

2. 6s Operating system
Champion
Definition Roles - Present the Vision
Set the 6s goal Assignment subject for total optimization Guide direction and goal of Project

6s

- Drive 6s Activity
Chief of 6s operating
Continuously lead Activity through strong commitment Evaluate Output and Share best practice with MBB

Chief of business groups (Chief of OBU, Business Executives, Chief of subsidiary)

- Involvement
Monitor and support through Champion Review Directly support to settle bottleneck for 6activity

- Support Project
Lead supporting all department in improvement and control step for 6s Project team Deciding Investment and allocate resources Generate motives

It very important that the Champion gets involved in project and take ownership for 6s is

How to Launch Six Sigma ?

2. 6s Operating system
MBB(Master Black Belt)
Definition - Support Skill
Coach BB/GB for 6skill and tools Level Up for 6s skill & tools Share best practice

6s
Role

6s Technical Leader Full Time Job for 6s Complete MBB Course or acquire MBB Cert.

- Drive project results

Check the Project by 6 progress step Report champion about project status and output Assure benefits are real

- Support Projects
Mentor BB / GB and Train individuals in tools Support settlement for 6sActivity Barrier continuous management and control for improved process

It is very important to select excellent MBB and continuously improving skill

How to Launch Six Sigma ?

2. 6s Operating system
Belt Certification

6s
Role
Leading BB/GB Project Drive Verity Output Training Execute Project Leader of Pjt. team Team member training Execute Project Team Leader or Member

Belt
Master BlackBelt

Main Job
6 Technical Leader Needs Stat. Skill Propagate

Requirements
More than 4 Projects & Consulting More than 5 Projects a year

BlackBelt

Full Time Project On TDR Theme

2 Projects & 1 Project a year

GreenBelt

Join Project by Part time

2 Projects

How to Launch Six Sigma ?

3. Project Tracking System
PTS* Flow Benefit

6s

All Projects

PTS
Belt
Champion, Owners

Project Reviews

- Update and control CTQ of Closed Project - Easily manage and report for Project status - Evaluate reduction cost of 6sProject - Share Project information - Monitor 6s Project status Project Theme/Z value/Reduction cost Amount By Division/OBU/Product/Model

- Defect Data,Goal - Project status - Results - Weekly update

Weekly Review Confirm cost benefits Benefits Check & monitor

* PTS : Project Tracking System

How to Launch Six Sigma ?

4. Case Study For Infra.

6s
Training For All Employees
- Training for Employees - Training for Boards Project Review - MBB & BB : 80/Year - Training : 2,400 person

Organizing 6sTeam

Planning 6sStrategy

6sTraining Material
- Intoduce 6s : All Employee - 6s GB Training Prg. : Engineer, Staff - 6s WB Training Prg. : Supervisor

Construct IT System
- Impove Chronic Defects : Minitab S/W - Optimize Process IT : Real Time Monitoring : Data Base For CTQs

Case Study
- 6s Team - Case Study : 1 / OBU

- Due part - Briefing 6s MFG : QA Team Process Leader R&D : Chief of - Planning 6s Lab. Strategy/Goal - Organize 6s Surport Part :2~3 person/OBU Organize 6s Team

- PTS : Project Tracking System

* Case :LGE Home Appliance Division.

What is Six Sigma

6s

Six Sigma is a data based methodology

for pursuing
continuous improvement by reducing process variability. It requires a thorough process and product understanding and is clearly focused on customer driven expectations.

End to End Processes

6s

Our processes are parts of a larger customer processes

6s
Wing to Wing !

Defect and Defective

Discrete Data can be A Defect A single characteristic that does not meet requirements

6s

A Defective A unit that contains one or more defects

What is Six Sigma

Unit (U) The number of parts, sub-assemblies, assemblies, or systems inspected or tested.

6s

Squares: 4 units
A characteristic you inspect or test. Circles: 5 opportunities per unit Anything that results in customer dissatisfaction. Anything that results in a non-conformance. Black circles: 9 defects Customer cares about it. Independent Can actually happen

Opportunity (OP)

Defect (D)

Three characteristics of an opportunity:

What is Six Sigma

6s

Formulas Defects per Unit DPU = D/U 9/4 = 2.25 TOP = U*OP 4*5 = 20 DPO = D/TOP 9/20 = .45 DPMO = DPO*1,000,000 .45*1,000,000 = 450,000

Total Opportunities

Defects per Opportunity (Probability of a Defect)

Defects per Million Opportunities

Define Phase

6s

The Define Phase

Define your customers & their expectations, team goals, project boundaries, what you will focus on, and what you wont. Define the process you are striving to improve by mapping the process.
The key deliverables for the Define phase are: Customer CTQs derived and documented Team charter documented and reviewed with Champion Validated process map completed

Team Charter

6s

Purpose of the Charter Clarifies what is expected of the project Keeps the Team focused Keeps the Team aligned with organizational priorities Transfers the Project from the Champion to the Project Team

Team Charter - Contents

6s

The Project Charter contains : Business Case Explains Why is the project important to be done Describes the pain in clear, concise and measurable terms. Problem & Goal Statement Project Scope Milestones / Project Plan Roles / Responsibilities

Business Case, Problem & Goal Statement

6s

Example

Business Case
Financial (loss/gain) from (current/goal) : Rs.2.1 million

Problem Statement

Measure
Current Defect Rate Period Where New Defect Rate Rationale Period

: field returns of tractors with oil leakages

: 32.8% : last 8 months over a production 1000 tractors : North Region : 6.2% : competitive performance : over next 3 months production (@ 125 tractors per month)

Goal Statement

Project Scope

6s

What process will the team focus on ? What are the boundaries of the process we are to improve ? Start point ?

Stop point ?
What resources are available to the team ? What (if anything) is out-of-bounds for the team ? Under what (if any) constraints must the team work ? What is the time commitment expected of team members ? What are the advantages to each team member for the time commitment ?

What is Six Sigma

6s

Milestones / Tollgates / Project Plan

Should be preliminary, high-level project plan with dates Should be tied to phases of DMAIC process

6s

Should be aggressive (Dont miss the window of opportunity)

Should be realistic (Dont force yourselves into correction rather than corrective actions)

Team Roles / Responsibilities

6s

How do you want the Champion to work with the team ?

Is the teams role to implement or recommend ? When must the team go to the Champion for approval ? What authority does the team have to act independently?

What and how do you want to inform the Champion about the teams progress?
What is the role of the Team Leader (Black Belt / Green Belt) and the Team Coach ( Master Black Belt) ? Are the right members on the team ? Functionally ? Hierarchically ?

COPIS Approach for Business Processes

6s

Customer Whoever receives the output of your process (Internal Customers / External Customers) Output

The material or data that results from the operation of process

Process The activities you must perform to satisfy your customers requirements

Input
The material or data that a process does something to or with Supplier Whoever provides the input to your process

What is Six Sigma

6s

Process Definition A process is defined as a collection of activities that takes one or more kinds of input and creates output that is of value to the customer.

Business Process Mapping The model is applicable to both product and service organizations. Everyone receives inputs from suppliers, adds value through their process, and provides an output or output that, at a minimum, meets the customers needs and related requirements while trying to exceed them.

It is important to recognize that the end product for the customer and the output of the process, for the purpose of this model, are the same.

PROCESS MAPS - SIPOC

6s

Why Process Mapping ?

6s

Benefits Of Process Mapping :

A structure for thinking through a complex process in a simplified, visible manner.

An ability to see the entire process as a team.

An ability to see that changes are not made in a vacuum and will carry through, affecting the entire process down the line.
The magnification of non value-added areas or steps. The ability to identify cycle times for each step in the process.

Measure Methodology and Deliverables

6s

Deliverables of Measure

6s

Measure Deliverables 1. 2. 3. Identify the Measurable Customer CTQ Define and Confirm Specifications for the Y Ensure Measurement System is Adequate to Measure Y

Measurements get Attention

6s

Measure Objectives Identify the project Y Define the performance standards for Y including specification limits and defect and opportunity definitions Validate the measurement system (Audit it for correctness / reliability; from which register / database, what field, what formula etc. would be used as a basis) Develop a common reference document for all team members to promote clear communication about the purpose and methods for data collection and provide the link between the data collection effort and the project goals Collect the data Characterize the data using mean and standard deviation

Segmentation
Segmentation

6s

An analysis technique that involves temporarily dividing a large group of data into smaller logical categories to look for areas of very good vs. very poor performance Can be used to understand which Xs drive variation of the Project Y Collect segmentation factor data to be used for later analysis Common Segmentation Factors

Common Segmentation Factors : What type When Where Who : Complaints, defects, problems : Year, month, week, day : Country, region, city, work site : Business, department, individual, customer type, market segment

Segmentation Helps Us Understand Variation In Project Y

How to collect Data for Segmentation

6s

Identify the factors for segmentation before you start collecting data Make sure the segmentation factors can be measured reliably Record the segmentation factors for each Y data point collected Segmentation factors are typically easy to collect, so collect more segmentation factors rather than fewer A proper segmentation done will ensure that when you want to use data for further analysis, it can be massaged / stratified in various ways.

Step 1 : Identify CTQs and Project Y

6s

Example - Arriving at CTQs

6s

CTQs Are The Bridge Between Our Process Output And Customer Satisfaction.

Step 2 : Performance Standards

6s

What is a Performance Standard

A Performance Standard is the requirement(s) or specification(s) imposed by the customer on a specific CTQ.

It answers the questions :

What does the customer want ?

What is a good product/process ? What is a defect ?

Example :
Contracts : Terms of Loan, due diligence standards, time of delivery, warranty information

Performance Standard : Customer Specifications for a CTQ

Step 3 : Validating Measurement System

6s

Variation due to Measurement System

Actual Variation MSV MSV = Measurement System Variation MSV is attributable to : a) b) c) Person to Person (data collector) Variation Measurement Equipment Variation Variation due to Method of Collection or Environmental conditions Total Observed Variation MSV

Base lining Current Process Capability

6s
Outcome

Step 1. Collect Data against Y and seg mentation factors 2. Study Shape ; Check normality

Tool Used Segmentation, Data collection sheet/pla n, Measurement System Analysis (Audit of Measurement System) Histograms, Normality Test (Anderson D arling) Run Chart

Validated Data for Y against vari ous Xs Inference about the shape of th e process output and closeness to normal distribution Presence of Clusters, Mixtures, T rends, Oscillation if any. for furt her segmentation. Mean, Median, Std. Dev., Norma lity, Quartiles ZST, ZLT, ZShift, Zbench, In Case data not normal,and un stable, convert into DPMO to us e the product Report.

3. Check for Stability

4. Calculate Basic Statistics of th e Sample 5. Calculate Present Process Cap ability

Descriptive Statistics Process / Product Report

Normal Curve

6s

The Normal Curve is a graphical representation of the mathematical expression used to describe a Normal Distribution. This distribution is the result of a process. The mean is the average of the data points.

Standard Normal Curve

6s

Whats the probability of being: greater than (less than) the mean ? greater than (less than) 3 standard deviations ? greater than (less than) -1 standard deviation ?

A randomly selected item has a 99.73% chance of being between -3 and 3 standard deviations from the mean.

Why Standard Normal Distribution ?

6s

The probability areas remain the same for any given region under the normal curve regardless of differences in variation.

ZLSL and ZUSL

6s

Z Short Term, Z Long Term, Shift

6s

More the shift, more the process is unstable

Concept of Stability

6s

A process is said to be stable if the process settings do not change significantly over a period of time. A stable process does not have presence of :

a)

Trends

Points going up or points going down b) Oscillations

2 2

Alternate points going up and down

2 2

c)

Mixtures
1 3

1
3 1

Mix of output from different sources/processes d) Clusters

3 3

Visually distinct groups of data points A Process can be checked for Stability by studying a Run Chart

Understanding a Box Plot

6s

Analyze Deliverables

6s

Deliverable: Baseline Current Process

Deliverable: Statistically Define the Goal of the Project Tool: Benchmarking

Deliverable: List of Statistically Significant Xs, Chosen Based on Analysis of Historical Data Tools: Process Analysis Graphical Analysis Hypothesis Testing Regression Analysis

Tools: Basic Statistics Graphical Analysis Sampling Continuous ZST, ZLT Normality Discrete ZST, ZLT

Flow of Analysis Phase

Possible factors (Xs) affecting Y Brainstorm using Fishbone/Cause & Effect Diagram and FMEA Segmentation on the possible Xs to identify areas of very good V/s very bad performance

6s

Pareto From possible Xs filter vital few Xs (causes)

Hypothesis Testing / Regression Validate Vital Few Xs for their effect on Y :

Identify the critical Xs which need to be controlled to get desired Y response

Types of Variation
Common / Chance Cause Variation Consists of many individual causes Any one cause results in only a minute amount of variation Example : Slight variation in raw material Lack of human perfection in reading instruments & setting controls

6s

Special / Assignable Cause Variation Consists of just one or few individual causes

Any cause can result in large variation

Example : Batch of defective material Untrained Operator Faulty Set-up Easy to detect & generally economical to eliminate No specific pattern

Cannot be economically eliminated Process follows a predictable (statistical) pattern GOK (God only knows)

HAK (Human Also knows)

Tools to identify Sources of Variation

Process Mapping Understand process steps; narrow project focus

6s

Pareto Chart Prioritize items: narrow project focus

Cause & Effect Understand problem: narrow project focus FMEA Identify and prevent failures; narrow project focus Hypothesis Testing Compare variation and Central Tendencies of two or more samples/populations

Pareto Analysis
Used by Italian Economist Pareto as 80:20 Rule.

6s

80% of the Wealth is with 20% of People.

Application in Quality states that 80% of our problems are caused by 20% of our activities. Top 20 International Destinations Contribute 80% Traffic. Works on principle of VITAL FEW TRIVIAL MANY

Pareto Diagram

6s
100 80 60

1000000

500000

40 20

0
USA 293016 2 7 .2 2 7 .2 UAE 262150 2 4 .4 5 1 .6 UK 224123 2 0 .8 7 2 .4 Singapore 110154 1 0 .2 8 2 .7 GER 65311 6 .1 8 8 .7 Malaysia 45035 4 .2 9 2 .9 Hongkong 38614 3 .6 9 6 .5 others 37633 3 .5 1 0 0 .0

D e fe c t
C ount P e rc e n t C um %

Many destinations

P e rc e n t

C o u nt

Cause & Effect / Fishbone Diagram

Purpose: To provide a visual display of all possible causes of a specific problem When: To expand your thinking to consider all possible causes To gain groups input To determine if you have correctly identified the true problem

6s

Building a Fishbone Diagram

Brainstorm possible causes and attach them to appropriate categories For each cause ask, Why does this happen? The process of Ask why five times works well here. Get to the root cause. Analyze results; any causes repeat? As a team, determine the three to five most likely causes Determine which likely causes you will need to verify with data

6s

Fishbone Diagram

6s
Delay in Splicing

Communication Delay to FRT

Delay in Mobilisation

Lack of Skilled manpower Alarm not detected Non Availability of FRT

Alarm-Comm. CT (SMS, Mobile)

Non Availability of Van/Spares

Condition of Splicing m/c

Availability of EOW

Time / Day of the Fault

Time of Day / Season of ault

OTDR Usage Var. in Physical & Optical Dist.

OTDR Correctness

HIGH TIME OF RESTORATION OF FIBER CUT

ABD Availability & Correctness

Location of FRT wrt site of fault

Availability of Temp. Labour

Availability of Rt. & Jt. Markers

Availability of Rt. & Jt. Markers

Delay in Reaching Site

Terrain of Fault Site

Availability of RoW

Localisation of Fault

FMEA Model

6s

Links Failure Mode to Cause and Effect

Types of Controls

6s

TYPE-1 CONTROL (P-TYPE) Controls which PREVENT the cause/failure mode from occurring, or reduce their rate of occurrence.
TYPE-2 CONTROL (D-1 TYPE) Controls which DETECT the CAUSE of failure mode. TYPE-3 CONTROL (D-2 TYPE) Controls which DETECT the FAILURE MODE. EXAMPLE

Take a stage of heat treatment process. The failure mode identified is : Hardness Not OK. So lab tests to check the hardness are TYPE-3 controls. Suppose the causes identified are improper temperature (less or more than allowable) and time. A buzzer which blows when temperature is above or below the allowable value is a TYPE-2 control. Patrol inspection to monitor the temperature is still TYPE-2 control. A feed back control system to regulate temperature when it goes above and below the allowable value is a TYPE-1 control.

What is FMEA

6s

FMEA (Failure Mode Effects Analysis) A structured approach to: Identify the ways in which a process can fail to meet critical customer requirements Estimate the risk of specific causes with regard to these failures Evaluate the current control plan for preventing these failures from occurring Prioritize the actions that should be taken to improve the process

Identify ways the product or process can fail. Then plan to prevent those failures.

Potential Effects of Failure

6s

See the effect of failure on : Next Operation Subsequent Operation Part Vehicle Customer Government Regulations SEVERITY Seriousness of effect (5 to 8 rating Significant) (9 to 10 rating Critical)

Potential Causes of Failure

6s

Identify process deficiencies at that particular stage which results in that failure mode.

As far as possible assume incoming part/material to an operation are correct. If non there, then only see whether there is some failure mode of previous operation.
Treat design to perfectly O.K.

OCCURRENCE Probability that A particular cause will occur & And will lead to that particular failure (Cpk can be used).

Current Process Controls

6s

Consider only those controls that will be used to detect the failure mode (Assumption Failure has occurred). Note : Controls intended to prevent or reduce the occurrence of a cause of failure mode are considered for occurrence rating.

DETECTION Probability that present controls will detect a failure mode or detect cause (Assume failure has occurred) Example of 1000 sheep (low occurrence not necessarily means low detection) D D Effects D D P Effects O

FMEA Calculations

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Risk Ratings Severity (SEV) How significant is the impact of the Effect to the customer (internal or external)? Occurrence (OCC) How likely is the Cause of the Failure Mode to occur? Detection (DET) How likely will the current system detect the Cause or Failure Mode if it occurs? Risk Priority Number A numerical calculation of the relative risk of a particular Failure Mode

RPN = SEV x OCC x DET This number is used to place priority on which items need additional quality planning

FMEA Template

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Guidelines for Occurrence Ratings

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FMEA Template

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What is Hypothesis Testing ?

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Population B

Population A

Population Parameters Mean - A Mean - B Std. Dev - sA Std. Dev - sB

Sample A

Sample Statistics Mean - XA Std. Dev - SA Mean - XB Std. Dev - SB

Sample B

Using Sample A and Sample B

to draw inferences about population A and Population B about Central Tendency and Variation.

Why Hypothesis Testing ?

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1.

Once we have identified these factors and made adjustments for improvement, we need to validate actual improvements in our processes. Sometimes we cannot decide graphically or by using calculated statistics (sample mean and standard deviation) if there is a statistically significant difference between processes. In such cases, the decision will be subjective. We perform a formal statistical hypothesis test to decide objectively whether there is a difference.

2.

3. 4.

Hypothesis Testing to reduce Errors Actuality (of Population)

Innocent Guilty

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Innocent

Verdict / Inference

Innocent, Set Free

(From Sample)

Guilty, Set Free (Consumers Risk) b Error

Innocent, Sent to Jail (Suppliers Risk) a Error

Guilty

Guilty, Sent to Jail

Hypothesis Testing Protocol

1. 2. The Null hypotheses are always statements about the population parameters State your Null Hypothesis (Ho) Ho

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:The height of citizens in country A is greater than or equal to the height of citizens in country B (A B).

3.

State your Alternative Hypothesis (Ha) , which is a negation of null hypothesis Ha :The height of citizens in country A is less than the height of citizens in country B (A < B).

4. 5.

Test Alternative Hypothesis with Statistical Test Based on the test result, we reject or fail to reject the null hypothesis Ho Ho
p

Reject

Accept

Ho

0.05

1.00

Types of Hypothesis Tests

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One-Sample Hypotheses 1. Ho Ha 2. Ho Ha : = constant = T : constant = T : s2 = constant : s2 constant

Types of Hypothesis Tests

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Two-Sample Hypotheses 3. Ho Ha : 1 = 2 : 1 2

4.

Ho Ha

: 1 2 : 1 > 2

5.

Ho
Ha

: s12 = s22
: s12 s22

Types of Hypothesis Tests

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Multi-Sample Hypotheses
6. Ho Ha : 1 = 2 = . . . = n : at least one not equal

7.

Ho Ha

: s12 = s22 = . . . = sn2 : at least one not equal

Hypothesis Testing Scope for GB Training

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Continuous (Continuous)

Discrete Homogeneity of Variance ANOVA Moods Median Test

Simple Regression

Simple Regression Analysis

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Test for Continuous Y Response and Independent Variable X (continuous)

Improve

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Improve Phase Objectives

To develop a proposed solution

Identify an improvement strategy Experiment to determine a solution Quantify financial opportunities To confirm that the proposed solution will meet or exceed the quality improvement goals

Improve

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Objectives To take action for eliminating main causes. Prioritise action points, responsibility & time schedule.

Some Important Dos & Donts on Action Phase

1.
2. 3.

Major Root Causes should be identified for countermeasures.

Be clear on the concept of Correction, Corrective Action & Preventive Action for all major Root Causes. Check for feasibility of countermeasure (controllable v/s uncontrollable)

4.

If controllable debate on touch points to decide team.

Improve Important Dos and Donts

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4.

Check the priority of implementation of countermeasure and its impact.

IMPACT High Medium Low

High
CONTROL Medium

Low
Hatched Area is Immediately Actionable Countermeasure 5. 6. Check the cost of countermeasure v/s impact. Also check the timelines.

Improve Important Dos and Donts

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6.

Get the actionable agreed on by sponsor of the area which is in question (Has the person und erstood the action).

7.
8.

Check Point/Control Point should be build in the Action Plan.

Put responsibility for checking the review of action.

CONTROL

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Deliverable: Measurement System is Adequate to Measure Xs

Deliverable: Determine post-improvement capability and Performance. Confirm the improvement goal has been realized

Deliverable: Develop and Implement Process Control Plan Tools: Control charts Mistake Proofing FMEA

Control Objectives

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Processes will tend to degrade over time, losing the gains achieved by design and improvement activities. To make sure that our process stays in control after the solution has been implemented To quickly detect the out-of-control state To determine the associated special causes To ensure that appropriate actions can taken to correct the problem before a defect is produced

Control Mechanism
Various Control Mechanisms

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Problems

Mistake Proofing

Avoid Potential

SPC

Control Potential
Problems

I&MR Chart

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UCL=2.852 Mean=2.800

I and MR Chart for operator 1

Individual Value
2.85

2.80

2.75 0 10 20 30 40 50

LCL=2.748

Subgroup 0.07 0.06 0.05 0.04 0.03 0.02 0.01 0.00

Moving Range

UCL=0.06397

R=0.01958 LCL=0

X Bar and R Chart

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UCL=2.835 Mean=2.800

Xbar/R Chart for operator 1

2.84 2.83 2.82 2.81 2.80 2.79 2.78 2.77 2.76 0 5 10 15

Sample Mean

LCL=2.765

Subgroup 0.08 0.07 0.06 0.05 0.04 0.03 0.02 0.01 0.00

Sample Range

UCL=0.06091

R=0.01864 LCL=0