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Quality Management, Process Capability and Six Sigma MGMT 511

Quality Management, Process Capability and Six Sigma MGMT 511. Quality Management. Quality Planning Quality Control Quality Improvement Think of the process of designing, making, and improving a product: The product and process are designed – planning

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Quality Management, Process Capability and Six Sigma MGMT 511

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  1. Quality Management, Process Capability and Six SigmaMGMT 511

  2. Quality Management • Quality Planning • Quality Control • Quality Improvement • Think of the process of designing, making, and improving a product: • The product and process are designed – planning • The product is manufactured – control • The product and process are enhanced – improvement Juran

  3. Quality Management • Quality Planning  • Quality Control • Quality Improvement Juran

  4. Quality Planning • Identify customers and their needs • Develop product or service that responds to those needs • Develop a process that is able to produce the product or deliver the service Juran

  5. Customer Value Proposition • Quality • Price • Availability • Selection • Functionality • Service • Brand Kaplan and Norton

  6. Two Components of Quality • Product or service dimensions • Free from deficiencies • We consider a product high quality if it has features that the customers value, and… • The product or service does not have deficiencies from the stated specifications Juran

  7. Product Dimensions • Performance • Features • Reliability • Durability • Ease of Use • Serviceability • Esthetics • Reputation Gryna

  8. Service Dimensions • Accuracy • Timeliness • Completeness • Friendliness and courtesy • Anticipating customer needs • Knowledge of server • Appearance of facility and personnel • Reputation Gryna

  9. Two Components of Quality • Product or service dimensions • Free from deficiencies  Juran

  10. Free from Deficiencies • Product • Free of defects and errors on delivery and during use • All processes free of rework loops, redundancy and waste • Service • Free of errors during service transaction • All processes free of rework loops, redundancy and waste Gryna

  11. Quality Management • Quality Planning • Quality Control  • Quality Improvement Juran

  12. Quality Control • Choose the control objects • Establish measurement • Measure actual performance • Compare to standards • Take action on the difference Gryna

  13. Quality Control • Statistical Process Control or SQC • Even if a process is in control, it may not be as capable as it could be • For example, the defect rate could be high, and this may be acceptable, but it may cost too much • Which leads us to… Gryna

  14. Quality Management • Quality Planning • Quality Control • Quality Improvement  Juran

  15. Quality Improvement Types • Continuous • Incremental improvement – small steps • If done continually, major improvements occur over the long run • Breakthrough • Major improvement at one time • Can allow leap-frog of competitors

  16. Quality Improvement • 1930’s and ‘40’s - Quality Control (QC) • Post-WW II - Total Quality (TQ) and Toyota Production system (TPS) • Total Quality Control (TQC) • Total Quality Management (TQM) – 1980’s and ’90’s • 6 Sigma – 1985 to present • Now emerging – Lean Six Sigma

  17. W. Edwards Deming • Major source of poor quality is variation • Quality improvement is the responsibility of management • All employees should be trained in use of problem solving tools and statistical techniques.

  18. W. Edwards Deming • Invited to Japan after WWII to assist in reconstruction of industry • Emphasized quality and variation reduction • The rest is history! • Deming Prize introduced in Japan in 1951

  19. Total Quality Management (TQM) • Better to produce right the first time rather than inspect quality in. • Quality at the source – responsibility shifted from quality control department to workers.

  20. Five Steps in TQM • Determine what customers want. • Develop products and services. • Develop production system. • Monitor the system. • Include customers and suppliers.

  21. 6 Sigma • Utilizes tools and techniques that span the range of all of quality management • Systematic improvement process • Project and team driven • Training • Certification – Green Belt, Black Belt, Master Black Belt

  22. What is 6 Sigma? • A statistical measure – standard deviation - σ • A measure of process capability • A method of quality improvement • A method to design quality in – recent – known as DFSS – Design for Six Sigma

  23. Six Sigma Defined • “…a comprehensive and flexible system for achieving, sustaining, and maximizing business success.” • “…driven by … understanding of customer needs, …use of facts, data, and statistical analysis, and … attention to managing, improving and reinventing business processes.” The Six Sigma Way – Pande, et al., p. xi

  24. History of Six Sigma • Developed by Bill Smith, an engineer at Motorola in 1985 as a way to standardize the way defects were recorded. • By 1990, Motorola University was instructing throughout Motorola and to outside companies. • Motorola insisted suppliers use the six sigma program. • Claims $16 billion in savings from 1986 to 2001.

  25. History of Six Sigma continued • Generation I – variation reduction – 1980’s • Generation II – cost reduction – 1990’s • Generation III – customer focus – now

  26. Companies using 6 sigma • Motorola • GE • Texas Instruments • Bank of America • Citibank • Boeing • Home Depot • and many more

  27. GE • 1997 – 6000 projects, $320 million in savings. • 1998 - $750 million in savings • 1999 – $1.5 billion in savings • 1996 to 1999 – claimed a total of $4.5 billion in savings ~ 1.2% of revenue

  28. Citibank • Reduced credit processing time by 50% • Reduced cycle times of processing statements from 28 days to 15 days

  29. Bank of America • Started using six sigma in 2001 • Claimed ~$2 billion in benefits by 2003 • Many key customer processes near or at the 6 sigma level. • Customer delight indicators up 25% • Deposit processing improved by 47%

  30. Standard Deviation σ • Normal probability distribution • Measure of dispersion of the data • Calculations

  31. Measure of Process Capability • Capability is the measure of how well the process performs • Upper and lower specification limits – USL and LSL • Product is good within USL and LSL • Product is defective if outside the USL or LSL • The sigma level will be calculated using defects outside the USL and LSL

  32. 6 Sigma Levels and Defects Assumes a 1.5 Z shift.

  33. A Method of Quality Improvement • Customer focus • Data and fact driven • Process focus, management and improvement • Proactive • Boundary-less collaboration • Drive for perfection, tolerate failure

  34. Key Concepts of Six Sigma • Critical to Quality: Attributes most important to customers. • Defect: Failing to deliver what the customer wants. • Process capability: What the process can deliver. • Variation: What the customer sees and feels. • Stable operations: Ensuring consistent, predictable processes to improve what the customer sees and feels. GE

  35. 5 Step Process - DMAIC • Define the process and what customers require • Measure the defects and the process • Analyze the data and discover causes of defects • Improve the process to remove causes of defects • Control the process to prevent loss of the improvements

  36. Design for Six Sigma - DFSS • Designing a new process • Or a major redesign of an existing process • 5 step process – DMADV • Define • Measure • Analyze • Design • Verify

  37. Statistical Basis of Six Sigma • Example • LSL = 55, USL = 295, µ = 175, σ = 20 • Find Z units to USL and LSL then DPMO • The mean can shift up to 1.5 σ • Now find Z units to USL and LSL then DPMO

  38. Process Capability • Location of the process mean • Natural variability inherent in the process. • Stability of the process. • Product’s design requirements

  39. Calculating Process Capability • Process capability index = Cp • One sided capability index = Cpk = min (Cpu , Cpl ) • Examples

  40. Calculating Sigma Levels • Variables – any value • Discrete (Attributes) • Good/defective (customer does not want) • Count of defects (attribute that does not conform)

  41. Variable Measures • Normal Distribution • USL and LSL • Use Normal table to find % defects • Allow up to a 1.5 σ shift of the mean from center of USL to LSL • Determine Z units USL to LSL ÷ 2 = sigma level • Find the Defects Per Million Opportunities (DPMO)

  42. Improving the Process • To reach desired sigma capability level, change the spec limits! Or… • Reduce variation • Calculate the USL and LSL • Calculate the std dev, sigma, to reach the desired sigma capability level.

  43. Discrete • DPU = total defects per unit • DPU = total number of defects divided by total number of units sampled • DPMO = defects per million opportunities • Opportunities per unit = number of different possible defects • DPMO = DPU x 1,000,000 divided by opportunities per unit • DPMO = total defects x 1,000,000 divided by total units divided by opportunities per unit • Use table to find Sigma capability level

  44. Calculation Examples • Statistical basis of six sigma • Process capability • Sigma level – variable measure • Improve the process • Sigma level – discrete measure • Improve the process

  45. Some Good Information Sources • www.isixsigma.com • www.sixsigmazone.com • www.asq.org • www.asq.org/learn-about-quality/six-sigma/overview/overview.html • www.qualitydigest.com

  46. Lumber Inventory Wood is trash Move lumber to sawing 5 min # 7 2nd Inspection, 15 min Transport 5 min. No: Rework at # 4, # 5 or # 6 Accept? # 1 Sawing 10 min. # 4 Assembly of subsections 15 min. # 5 Assembly of subsections 15 min. # 6 Assembly of subsections 15 min. Yes Transport, 5 min. Transport to sanding 5 min. Transport, 5 min. # 8 Final Assembly Touch-up 40 min.. Rework Yes Where to rework? Accept? No Rework #2 Hand finish, 5 min. # 3 1st Inspection 5 min. Transport 5 min.

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