GATEWAY Six Sigma Department of Mechanical Engineering The

GATEWAY Six Sigma Department of Mechanical Engineering, The Ohio State University Sl. #1

GATEWAY Six Sigma Revolution · Deming’s teaching about quality · Quality initiatives: - SPC, Just-in-time, TQM · · Motorola in 1980’s GE and Allied. Signal in 1990’s - Radical Changes in products and services · Companies: - TI, ABB, Du. Pont, Ford, Dow Chemical, Johnson Controls, BASF, American Express, Nokia, Toshiba, Department of Mechanical Engineering, The Ohio State University Sl. #2

GATEWAY What is Six Sigma? · · · Vision Philosophy Company Strategy Method Culture Tool Department of Mechanical Engineering, The Ohio State University Sl. #3

GATEWAY The Cost of Poor Quality (COPQ) Inspection Scrap Warranty Rejects Tangible Quality Costs Rework Lost sales Lost Opportunities Late delivery More Setups Hidden Factory Expediting costs Engineering change orders Lost Customer Loyalty Long cycle times Excess inventory Department of Mechanical Engineering, The Ohio State University Sl. #4

GATEWAY The Nature of the Process Off-Target x x xx On-target, less variation Variation x x xxx xx x x Sigma goal identifies and controls process variations and targets. Six Sigma methodology identifies processes that are off-target, Department of Mechanical Engineering, The Ohio State University Sl. #5

GATEWAY What is Six Sigma? · Integrates - Customer focus Breakthrough improvement Continuous improvement People Involvement · Defines goals and performance metrics that yield clear and measurable business results. · Applies statistical tools to achieve breakthrough financial gains Department of Mechanical Engineering, The Ohio State University Sl. #6

GATEWAY Six Sigma Focus · · · Meeting customer needs Rapid breakthrough improvement Process capability and improvement Positive and deep culture change Real financial results that impact the bottom line Department of Mechanical Engineering, The Ohio State University Sl. #7

GATEWAY Structure / Roles Executive Management Champion Master Black Belt Green Belt Department of Mechanical Engineering, The Ohio State University Sl. #8

GATEWAY Building the 6 Team · Executive Management: - Set meaningful goals and propel implementation of six sigma in the organization · Champion: - Create general scope and set strategic direction of the projects and teams - Drive project success by removing obstacles and allocating sufficient resources · Master Black Belt - Consults, trains and mentors the local organization on Six Sigma · Black Belt: - Delivers successful projects (high corporate gains) using the Breakthrough Strategy · Green Belt: - Delivers local projects (lower monetary gains) using the Breakthrough Strategy · Other key members: · Process Owner: maintains system improvements at project completion · Process Sponsor: provides resources, time, money and direction of your project · · Financial Analyst: verifies the financial gains of the project Team members: implement the steps for six sigma success Department of Mechanical Engineering, The Ohio State University Sl. #9

GATEWAY What is Sigma? · s (sigma) - A Greek letter · In statistics - the “standard” deviation from the average/mean · Assumption of Gaussian/Normal distribution Six Sigma Methodology uses s to define the capability of a process As the standard deviation of your process decreases, the “sigma level” of your process increases. · · Department of Mechanical Engineering, The Ohio State University Sl. #10

GATEWAY Normal/Gaussian Distribution 34. 13% 13. 06% 0. 13% 13. 06% 2. 14% -3 s 2. 14% -2 s -1 s m 1 s 2 s 3 s 68. 26% 95. 46% 99. 73% 68. 26% of the population is within +/- 1 of the ? ? ? Department of Mechanical Engineering, The Ohio State University Sl. #11 0. 13%

GATEWAY Process Capability 6 s process is to get acceptable results through: » Identification of variations » Quantification of variations » Elimination/control of variations USL LSL Defects Acceptable Department of Mechanical Engineering, The Ohio State University Sl. #12

GATEWAY Six Sigma - Goal 1 2 3 4 5 6 Defects per Million Opp. 691, 462 308, 537 66, 807 6, 210 233 3. 4 Department of Mechanical Engineering, The Ohio State University Sl. #13

GATEWAY Six Sigma -- Practical Meaning 99% Good (3. 8 Sigma) 99. 99966% Good (6 Sigma) 16, 000 lost articles of mail per hour 5. 4 articles lost per hour 22, 000 checks deducted from the wrong bank account each hour 7. 5 checks deducted from the wrong bank account each hour 500 incorrect surgical operations per week 1. 7 incorrect operations per week 2 unsafe plane landings per day at O’Hare International Airport in Chicago 1 unsafe plane landing every four years 50 newborn babies dropped at birth by doctors each day 1 newborn baby dropped at birth by doctors every 2 months Department of Mechanical Engineering, The Ohio State University Sl. #14 ** Source: Six Sigma Revolution, George Eckes

GATEWAY Overall Approach Define Problem Measure Practical Problem Analyze Statistical Problem Improve Statistical Solution Control Practical Solution Department of Mechanical Engineering, The Ohio State University Sl. #15

GATEWAY The Strategy USL LSL • Characterize • Optimize • Breakthrough T USL LSL T LSL’ USL’ Department of Mechanical Engineering, The Ohio State University Sl. #16

GATEWAY The 6 Sigma Breakthrough Method Characterization M A I Measure Analyze Improve Optimization C Control 2 Establish process Identify key input/outputs variables 4 Identify process capability/ measurement system 5 Define project and scope 3 D 1 Establish Product Capability 6 Identify Variation Sources 7 Screen Potential Causes 8 Verify Variable Relationships 9 Validate Measurement System 10 Implement Process Controls Department of Mechanical Engineering, The Ohio State University Sl. #17

GATEWAY · Team members who understand the process · Put together a flow of the process Co - An common foundation for team activity - Identification of outputs for measurement and capability studies - Estimates of sigma levels at each step M An Im ea Def aly pro ntr in su ze ol ve re e Defining the Process Department of Mechanical Engineering, The Ohio State University Sl. #18

GATEWAY · · Problem statement Goals/objectives for the team Measurable gains (monetary terms) Milestone Customer needs and requirements Co · M An Im ea Def aly pro ntr su in ze ol ve re e Project Scope Department of Mechanical Engineering, The Ohio State University Sl. #19

GATEWAY What is process mapping? - Graphical depiction of the ACTUAL process · What will the tool identify? - All value added and non-value added process steps - Process inputs (X’s) - Process or product outputs (Y’s) - Data collection points Co · M An Im ea Def aly pro ntr su in ze ol ve re e Process Mapping Department of Mechanical Engineering, The Ohio State University Sl. #20

GATEWAY Activity Start / Stop Flow Line Decision Point Connector A Co A M De An Im ea aly pro fin ntr su ze ol ve e re Basic Flowchart Symbols Department of Mechanical Engineering, The Ohio State University Sl. #21

GATEWAY What are the steps to capture? What are the operational steps? What are the decision points? Where are the problem area? Co • • M De An Im ea aly pro fin ntr su ze ol ve e re Basic Structure Department of Mechanical Engineering, The Ohio State University Sl. #22

GATEWAY What It Actually Is. . . What You Would Like It To Be. . . Co What You Think It Is. . . M De An Im ea aly pro fin ntr su ze ol ve e re Versions of a Process Department of Mechanical Engineering, The Ohio State University Sl. #23

GATEWAY Team Effort - · Engineers Line Operators Line Supervisors Maintenance Technicians Inputs to Flowcharts - Brainstorming Operator Manuals (SOP’s, AOP’s, etc. ) Engineering Specifications Operator Experience 5 M’s and an E (Fishbone) » Machine (Equipment), Method (Procedures), Measurement, Materials, Manpower (People), Environment Co · M De An Im ea aly pro fin ntr su ze ol ve e re Preparing the Process Flowchart Department of Mechanical Engineering, The Ohio State University Sl. #24

GATEWAY · · · The input/output variables The capability of the process The defects in the process Sigma level Co · M De An Im ea aly pro ntr su fine ze ol ve re Measurement Phase Department of Mechanical Engineering, The Ohio State University Sl. #25

GATEWAY · · Identify and define defects Identify key input variables (X’s) and key output variables (Y’s) Document the existing process Establish a data collection system for your X’s and Y’s if one does not exist Evaluate measurement system for each key output variable using C&E, FMEA, etc. Co · M De An Im ea aly pro ntr su fine ze ol ve re Purpose of Measurement Phase Department of Mechanical Engineering, The Ohio State University Sl. #26

GATEWAY • Count the number of times the letter f appears in the following statement: Co • Since Six-Sigma focuses on reducing defects, it is necessary that each project definition clearly specifies the defect(s) that will be reduced M De An Im ea fin aly pro ntr su e ze ol ve re The Importance of Defects Department of Mechanical Engineering, The Ohio State University Sl. #27 Six Sigma Revolution, George Eckes, pg 2

GATEWAY What was your answer? The final information are the results of years of scientific studies and were often combined with years of experience. We must often configure the files for the final report during the conference. Co · De M An Im ea fin aly pro ntr su e ze ol ve re A simple test Department of Mechanical Engineering, The Ohio State University Sl. #28

GATEWAY Variation due to: - Manufacturing processes - Supplier (incoming) material variation - Unreasonably tight specifications (beyond customer needs) - Unstable Parts and Materials - Inadequate training - Inadequate Design Margin - Insufficient Process Capability Co · De M An Im ea fin aly pro ntr su e ze ol ve re What Causes Defects? Department of Mechanical Engineering, The Ohio State University Sl. #29

GATEWAY Y = F (x 1, x 2, x 3, …xn) • If we know enough about our X’s we can accurately predict Y without having to measure it. • If we don’t know much about our X’s, then we have to resort to inspection and test. • If can control the X’s, then we reduce the variability in Y, which decreases defects, and possibly, eliminates/reduces inspection and test. Co • Understand that the Outputs (Y’s) are determined by Inputs (X’s). De M An Im ea fin aly pro ntr su e ze ol ve re How Do We Improve Capability Department of Mechanical Engineering, The Ohio State University Sl. #30

GATEWAY Type of measurement Type of Data Operational Definition Data Collection Form(s) Sampling Baseline Six Sigma Co What to measure De M An Im ea fin aly pro ntr su e ze ol ve re Data Collection Plan Department of Mechanical Engineering, The Ohio State University Sl. #31 Six Sigma Revolution, George Eckes, pg 72

GATEWAY · Type of Data - Discrete - Continuous · Sampling Co - Representative - Random Sampling De M An Im ea fin aly pro ntr su e ze ol ve re Data Collection Data Department of Mechanical Engineering, The Ohio State University Sl. #32

GATEWAY · Co · Defects per million opportunities (DPMO) drives plant-wide improvement Sigma level allows for benchmarking within and across companies De M An Im ea fin aly pro ntr su e ze ol ve re Metrics: What to measure? Department of Mechanical Engineering, The Ohio State University Sl. #33

GATEWAY • units: item produced or being serviced • defect: event that does not meet the customer’s requirement • opportunity: chance for a defect to occur • Calculate Defects per Million Opportunities (DPMO): DPMO = Total # defects x 1, 000 (# of Opportunities for Error) x (# of units) • Go to a Sigma Chart and Estimate the Sigma Level Co • Sigma level De M An Im ea fin aly pro ntr su e ze ol ve re Calculating Sigma-Level Department of Mechanical Engineering, The Ohio State University Sl. #34 Six Sigma Revolution, George Eckes, pg 99

GATEWAY Sigma Level DPMO Sigma Level 1000000 -3. 4 158655 2. 5 999997 -3. 0 66807 3. 0 999968 -2. 5 22750 3. 5 999767 -2. 0 6210 4. 0 998650 -1. 5 1350 4. 5 993790 -1. 0 233 5. 0 977250 -0. 5 32 5. 5 933193 0. 0 3. 40 6. 0 841345 0. 29 6. 5 691462 1. 0 0. 02 7. 0 500000 1. 5 0. 00 7. 5 308538 2. 0 0. 00 8. 0 Co DPMO De M An Im ea fin aly pro ntr su e ze ol ve re DPMO and Sigma Level Department of Mechanical Engineering, The Ohio State University Sl. #35

GATEWAY Co Our objective is to track the trends in the Metrics to establish, based on fact, our improvements. These metrics can be productivity, defects, time, yield, etc. De M An Im ea fin aly pro ntr su e ze ol ve re Tracking Trends in Metrics Department of Mechanical Engineering, The Ohio State University Sl. #36

GATEWAY Establish baseline capability for key output variables (potential and overall) · Examine both the process and data for analysis · Determine and validate the root causation of project problem · To reduce the number of process input variables (x’s) to a manageable number · To determine the presence of and potential elimination of uncontrolled variables Co · De M Im An ea fin pro ntr aly su e ol ve re ze Purpose of the Analysis Phase Department of Mechanical Engineering, The Ohio State University Sl. #37

GATEWAY Centered Co 1. 5 Sigma Shift De M Im An ea fin pro ntr aly su e ol ve re ze Three Sigma Process Department of Mechanical Engineering, The Ohio State University Sl. #38

GATEWAY Centered Co 1. 5 Sigma Shift De M Im An ea fin pro ntr aly su e ol ve re ze Three Sigma Process Department of Mechanical Engineering, The Ohio State University Sl. #39

GATEWAY Centered Co 1. 5 Sigma Shift De M Im An ea fin pro ntr aly su e ol ve re ze Six Sigma Process Department of Mechanical Engineering, The Ohio State University Sl. #40

GATEWAY Analyze Hypothesis Testing Multi-Vari ANOVA Cause/Effect Root Cause Histogram Pareto Co Capabilities De M Im An ea fin pro ntr aly su e ol ve re ze Analysis Tools Department of Mechanical Engineering, The Ohio State University Sl. #41

GATEWAY Key variables are identified and validated during this process. · Look to eliminate, reduce or neutralize the effects of the input or root cause. · Design experiments to manipulate the key input variables (X’s) to determine their effect on the outputs (Y’s). · Select the solution that impacts the root cause the most. Co · De M An Im ea fin aly ntr pro su e ze ol re ve Purpose of the Improvement Phase Department of Mechanical Engineering, The Ohio State University Sl. #42

GATEWAY • Full Factorials • 2 K Factorials Co • Fractional Factorials De M An Im ea fin aly ntr pro su e ze ol re ve Design of Experiment Department of Mechanical Engineering, The Ohio State University Sl. #43

GATEWAY · · Objective: To reduce consistency variation in Y Output: Variation (Lower is Better) Full Factorial Inputs: - RPM - Speed - Time (Lo, Hi) Main Effects Plot 16 14 12 10 8 RPM Time Speed Co · De M An Im ea fin aly ntr pro su e ze ol re ve DOE Example Department of Mechanical Engineering, The Ohio State University Sl. #44

GATEWAY · Develop and implement long-term control methods to sustain the gains identified · Document the control plan with specific roles identified · Monitor long-term delivered capability and performance · Verify benefits and cost savings De M An Im Co ea fin aly pro ntr su e ze ve re ol Purpose of the Control Phase Department of Mechanical Engineering, The Ohio State University Sl. #45

GATEWAY Control • Control Plan • SPC • Mistake Proofing • Automated Control De M An Im Co ea fin aly pro ntr su e ze ve re ol Control Tools Department of Mechanical Engineering, The Ohio State University Sl. #46

GATEWAY Dynamics of Execution Strategy 40 - 50 Inputs M Process Map/C&E 15 - 20 X’s A Capability/Multi-Vari 8 - 10 X’s I DOE 3 -5 Critical X’s C Control Plan Department of Mechanical Engineering, The Ohio State University Sl. #47

GATEWAY Who needs Six Sigma? Service Mfg. Design 6 s Method QC Sales Admin. Maint. As long as there is a process that produces an output, we can apply the Six Sigma Methodology. Every function has a customer and a deliverable. Department of Mechanical Engineering, The Ohio State University Sl. #48

GATEWAY Six Sigma Project Consideration · Project is supportive of corporate objectives · Project is focused on an ongoing process / recurring events that is causing defects · A 70% reduction in defects results · Customer (internal or external) will see or feel the result · Takes 4 -6 months to complete · Little or no capital required Department of Mechanical Engineering, The Ohio State University Sl. #49

GATEWAY Possible Six Sigma Projects · · · · · Low yield rate High operating costs High customer failure/complaints High scrap/rework High inventory/WIP High maintenance costs Supplier product quality problems Low productivity Long cycle times Low machine utilization · · · Inaccurate information Missing information Poor process control Frequent set up requirements Long set up time Unpredictable product performance Department of Mechanical Engineering, The Ohio State University Sl. #50

GATEWAY Six Sigma Success Visible top-down leadership and commitment Education and training Recognize and focus on customer needs World-class quality Establishing meaningful, focused metrics DMAIC - Define, Measure, Analyze, Improve & Control Department of Mechanical Engineering, The Ohio State University Sl. #51

GATEWAY Credits · This module is intended as a supplement to design classes in mechanical engineering. It was developed at The Ohio State University under the NSF sponsored Gateway Coalition (grant EEC-9109794). Contributing members include: · Gary Kinzel…………………. Project supervisors Phuong Pham. ………………. . . Primary authors L. Pham …………………. …. . Audio voice · · Reference: Six Sigma Revolution, George Eckes, John Wiley & Sons, Inc. , New York, 2001. Department of Mechanical Engineering, The Ohio State University Sl. #52

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