Near quality perfection (the statistical likelihood of non-defects 99.99966% of the time) Pioneered by Motorola in 1987 A statistics-based decision-making framework designed to make significant quality  improvements in value-adding processes

Process integration & communication lead to fewer negative chain reactions along the supply chain, such as greater levels of safety stock, lost time & less productivity.  Six Sigma is an enterprise and supply chain-wide            philosophy, that emphasizes a commitment    toward excellence & encompasses suppliers   employees, and customers.

 

Six Sigma and Lean Production

Lean Six Sigma (Lean Six σ)

•  Describes the melding of lean production and Six Sigma quality practices.
•  Both use –
  • • High quality input materials, WIP, and finished goods
    • Continuous Improvement (Kaizen)
•  Lean and Six Sigma use complementary tool sets and are not competing philosophie

 

 

Elements of Six Sigma

Deming’s Way

1. Create constancy of purpose to improve product & service.
2. Adopt the new philosophy.
3. Cease dependence on mass inspection
4. End the practice of awarding business on the basis of price.
5. Constantly improve the production & service system.
6. Institute training on the job.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans & exhortations.
11. Eliminate quotas.
12. Remove barriers to pride of workmanship.
13. Institute program of self-improvement
14. Put everyone to work to accomplish the transformation

 

Juran’s Way

• Quality Planning- Identify internal/external customers & their needs, develop products that satisfy those needs. Mangers set goals, priorities, & compare results
• Quality Control- Determine what to control, establish standards of performance, measure performance, interpret the difference, & take action
• Quality Improvement- Show need for improvement, identify projects for improvement, implement remedies, provide control to maintain improvement.

Malcolm Baldrige National Quality Award

Objectives

• Stimulate firms to improve
• Recognize firms for quality achievements,
• Establish guidelines so that organizations can evaluate their improvement & provide  guidance to others

Categories Measured

1. Leadership
2. Strategic planning
3. Customer & market focus
4. Information & analysis
5. Human resource focus
6. Process management
7. Business Results

 

The DMAIC Improvement Cycle

The DMAIC Improvement Cycle
1. Define	Identify customers service or product requirements critical to achieving customer satisfaction
2. Measure	Prepare a data-collection plan. Determine what to measure for each process gap and how to measure it.
3. Analyze	Perform a process analysis .Use Pareto charts and fishbone diagrams to identify the root causes of the process variations or defects.
4. Improve	Design an improvement plan. Remove the causes of process variation by implementing the improvement plan.
5. Control	Monitor the process to assure that performance levels are maintained.  If performance gaps are identified, repeat Steps 1–5.

Six Sigma Training Levels

Levels	Description
Yellow Belt	Basic understanding of Six Sigma Methodology and tools in the DMAIC problem solving process. Team member on process improvement project.
Green Belt	A trained team member allowed to work on small, carefully defined Six Sigma projects, requiring less than a Black Belt’s full-time commitment.
Black Belt	Thorough knowledge of Six Sigma philosophies and principles. Coaches successful project teams. Identifies projects and selects project team members.
Master Black Belt	A proven mastery of process variability reduction, waste reduction and growth principles and can effectively present training at all levels