Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.1 Introduction to Six...
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Transcript of Revision R 10/14/14 Copyright Dale K. Mize Advanced Quality Engineering, Inc.1 Introduction to Six...
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 1
Introduction to
Six Sigma
Copyright 2014
Dale K. Mize
Training materials are licensed to Advanced Quality Engineering, Inc. and used with permission of the author. Reproduction or other use of these materials without the express written permission of the author is prohibited. Permission is granted to reproduce specifically identified forms.
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 2
About your speaker Dale K. Mize, president of Advanced Quality Engineering, Inc. Has 26 years of
experience consulting and training and 21 years experience comprised of 4 years in customer service, 7 years in product engineering, and 10 years in manufacturing as a quality engineer, quality manager, and corporate director of quality assurance. Much of his career was spent with the General Electric Lighting Business Group, where he designed products, developed manufacturing processes an designed quality systems for high technology lighting products. During the five years he spent with Wagner Spray Tech Corp., he designed and implemented a comprehensive quality system based upon Total Quality Management principles.
He began implementing SPC in glass forming operations at General Electric in 1976 and has since implemented SPC into a multitude of processes, both manufacturing and service. Since 1988, he has consulted and taught for more than 150 organizations and has trained more than 10,000 persons in various quality management topics. From 1991 through 2008, he was adjunct faculty at The Center Business Excellence, University of St. Thomas, where he also was the Chair, Six Sigma Programs. He now holds a similar role at Normandale Community College and provides seminars regularly through the MNSCU, the South Dakota Technical Institutes and the Iowa Technical Colleges. Since 2008 he has been delivering Six Sigma training in Croatia and Slovakia. He is a senior member of the American Society for Quality, a Certified Quality Engineer and Certified Quality Auditor. He has presented papers and workshops on SPC at the Minnesota Quality Conference, at the Second International Applied Statistics in Industry Conference in Wichita, Kansas and the 1995, 1996, 1999, 2000 and 2001 TQM/ISO Symposia sponsored by South Dakota State University. He is co-author of the SPC training workbook, An Ounce of Prevention. He holds an AAS in Electronic Engineering Technology and a BS in Quality Management from the University of Minnesota.
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 3
Contact Information
Dale K. Mize, CQE, CQAPresident
Advanced Quality Engineering, Inc.Telephone: (612) 860-0613
www.quality-inc.com
Providing training and consulting services for organizations of all types since 1988
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 4
Keeping it Simple
Quality
Those attributes of a product or service that meet the needs and expectations of
the user, as perceived by the user.
Quality is: Customer satisfaction
Quality requires: Leadership, Teamwork, Systems and Statistical Tools
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QUALITY CONTROLThe regulatory process through which we measure
actual quality performance, compare it with standards, and act on the difference. (Juran)
QUALITY MANAGEMENT SYSTEMThe specifically designed plans, tasks, and
programs within an organization to achieve quality. (Mize)
Other Definitions
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 6
What is Six Sigma?
Six Sigma is a customer-driven approach that provides an overall framework for quality improvement. It is an analytically based, comprehensive system for improving customer satisfaction and reducing costs.
Six Sigma is all about process improvement and problem solving.
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 7
99% Good
99% good
same as 1% bad
10,000 ppm
.99 x .99 x .99 x .99 x .99 = .95 or
95% probability
14,995 more parts to go!
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 8
Need process emphasis, not output emphasis
Understand the nature of variation (bell curve or normal distribution)
Work for continuous improvement, reduce width of bell curve (Increase Cpk)
Not just make “parts to spec”
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Consider the chart below
Reaction vs. improvement
0102030405060708090
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29
Days
Average costs per unit, $
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Average costs approximately $40 per unit per day Typically accept that level as “normal” Firefighting or troubleshooting occurs until the spike is
brought back to “normal” Other systems compensate for this loss or cost and
maintain the “normal” level Management reporting systems do not signal unless a
spike occurs. Chronic level of errors or cost continues.
Reaction vs. improvement
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 11
Changing Quality Assumptions
From To
Internal focus on financialsExternal focus on customersReactive ProactiveOutput emphasis Process emphasisDetection PreventionProduct oriented Organization orientedAin’t broke, don’t fix it Continuous improvementBlame placing Problem solvingCost or quality Cost and QualityPredominantly worker caused Predominantly management
causedDefects should be hidden Defects should be highlightedCentralized control Empowerment/ engagementQuality Department Everyone’s responsibilitySchedule first Quality first
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 12
Unless you’re the lead dog,
the scenery never changes.
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The Model - DMAIC
Define Measure
Analyze
Improve Control
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First 3 steps
1. WHO - Identify the customer
2. WHAT - Identify the customer’s needs and expectations
3. HOW – How well do we meet these
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Six Sigma Strategy
Projects vs. organizational immersion Operations and the Cost of Goods Sold (COGS) gold mine Involve administrative/service functions in six sigma
teams Build on successes Roll out to administrative/service functions Communicate regularly Celebrate results
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 16
Project selection
Support business goals Clear connection to dollars Strong customer connection Choose project with identifiable goals and quantified
outcomes Project scope; keep within the wherewithal of the six
sigma practitioner and team Management must break roadblocks
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How is Six Sigma different?
It is project based It is a prescribed methodology, DMAIC It is customer focused It is full system driven
Management support is critical
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How is Six Sigma different?
It is not a quality management system, i.e. ISO9000-2000 It is not Lean Manufacturing It is not based on continuous improvement
Breakthrough Improvement!
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Lean Manufacturing
Objective the same as six sigma, to increase margins.
Relies upon measurements like six sigma
Drives cultural change like six sigma
Focuses on time and materials
Gets at the top layer of improvement opportunities
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 20
Lean Manufacturing
Tendencies ofLean vs. six sigma
Waste/defect reduction Variation reduction
Experience and scientific and statistical process knowledge basis basis
Efficiency Efficiency andEffectiveness
Revision R 10/14/14Copyright Dale K. Mize Advanced Quality Engineering, Inc. 21
Process Capability Analysis
Thus, the Cpk tells us what the process doing,
while the Cp tells us what the process do; if we re-center it.
Drive these to 1.33 or better.
6s
LSL-USLpC
3
minimum zpkC
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Process Capability Analysis
Benchmarks (with distributions centered)
Cpk PPM out of tolerance % in tolerance
0.33 317,300 68.270.66 45,600 95.441.00 2,700 99.731.33 63 99.99371.50 6.8 99.999321.67 0.57 99.9999432.00 0.002 ---
(or 3.4*) (99.9996)
*When allowing for 1.5 s shift in the X.
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Final notes
“Everyone says something needs to be done, but this time it looks like it might be us.”
Will Rogers
Six Sigma will not work any better than TQM, ISO 9000, Baldridge, Deming, etc., etc. unless people get serious about it. There’s no magic sprinkle dust. The model has to be used and people have to be held accountable for results. The results will then follow.