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Six Sigma What is it?

Six Sigma What is it?. Robert Fruit SSBB CQE. Page I – 2 Guaranteed Success. Page I – 2 Define the Problem. Commercial Airline Take Off. Pilot walks around the plane Alaska Air – plane crashes because of failed cable to vertical stabilizer Pilot checks controls from cockpit

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Six Sigma What is it?

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  1. Six Sigma What is it? Robert Fruit SSBB CQE

  2. Page I – 2 Guaranteed Success

  3. Page I – 2 Define the Problem

  4. Commercial Airline Take Off • Pilot walks around the plane • Alaska Air – plane crashes because of failed cable to vertical stabilizer • Pilot checks controls from cockpit • United Air Lines plane runs out of fuel when captain asked for gallons of gas and was given litters of gas • Pilot goes through lengthy check list • All procedures have historical reasons • Have some procedures outlived their usefulness • This procedure has 6 s level of success, it is not Six Sigma

  5. Six Sigma is a Process for Improvement • Six Sigma is different than the procedures that preceded it • Emphasizes that you must have top management involvement from the start • Always has a limited time frame • Has a written goal • Has determined a means to measure success

  6. DMAIC • Define • Measure • Analyze • Improve • Control

  7. Six Sigma is about Measuring Six Sigma is all about measuring to prove results and improved profit. It is also about shaking things up. An organization not willing to change is not prepared to start a Six Sigma project

  8. Make no Arbitrary Decisions • Six Sigma is based on measured values • Many of those measurements are statistical • “… there are many degrees of probability, some nearer the truth than others …” • Christian Huygen 17 century from • Absolute Zero, Shachtman, 1979

  9. Not every problem is a Six Sigma issue • Daily issues are no Six Sigma issues • Opened ended problems are not Six Sigma issues

  10. Six Sigma issues have defined periods • Part of defining a Six Sigma issues is setting a time limit for the Six Sigma effort. • Typical time period is 3 months • Some have less time • Rarely does a Six Sigma effort have more than 9 months

  11. Where to Start • Look for KIPV (Key Input Variables) • That effect KOPV (Key Output Variables) • KIPV • Things that influence KOPV • KOPV • Things that are important to your customers

  12. Voice of the Customer • KOPV – is the voice of the customer • If it is important to the customer it is a KOPV • Appearance • On time delivery • Meet its requirements • support

  13. Who is the customer • The person outside your company who buys your product • The person inside your company who uses your product next • Both

  14. The Purpose of Business • Take a product • Perform your procedures on it • Increase the value of the product • Have a customer (internal or external) who is willing to buy that increase value

  15. Where did Six Sigma Begin • Motorola made Quasar TVs in Chicago • Lost money on every set that left the plant • Problems with quality of sets • Problems with worker motivation • Sold Manufacturing plant to a Japanese firm • Got workers involved in manufacturing process • Reduce defect to 1/20 of former level • Same plant, same workers • Made big profits • Motorola was embarrassed • CEO swore never to let this happen again • Started people on the path that became Six Sigma

  16. GE gets into Six Sigma • Under Jake Walsh GE starts to use Six Sigma methods • One of the biggest money savers was in reports. • People went around and talked to managers about the mountain of reports they got every month • Found that only a few of the reports were actually used • Eliminated unused reports • Estimated savings about $1 billion per year

  17. TQM • Who remembers TQM • It tended to be a top down system • Upper management demanded better quality from the people who worked for them • Who remembers “Quality is our business” • TQM tended to be short term attention • As soon as quality problem solved move onto next project • Lack of follow up

  18. Six Sigma is Long Term • Get top management involved from the beginning • Clearly define the problem • Measure performance • Measure results of improvements • Report on $$ saved by improvements • Set up system to monitor results after project is concluded

  19. The Cost of Poor Quality • Many companies operate at 3-4 s levels • 25%-40% of revenue used for fixing defects • Rework parts • Sorting out defective parts • Scrape • Extra employees • Most of these companies don’t realize what poor quality is costing them • Companies working at 6 s level typically spend 5%

  20. Probability and Central Tendancy • Typical show single probability curve • The central tendency can shift from the ideal position • This increases the area in the tail regions which is a measure of defects

  21. Six Sigma Defects per Million • Allow the central tendency move by 1.5 standard deviations either side of theoretical perfection • Page II-3

  22. Defects per Million Opportunities • DPP – Defects per part • DPP = defects / parts • O – Number of opportunities for a defect per part • DPMO = DPP / O * 1,000,000

  23. Six Sigma – 3.4 DPMO • Achieving Six Sigma level is having 3.4 DPMO • Measure defects at start of process • Convert to s level • Measure defects after improvement • Convert to s level

  24. Six Sigma is more than DPMO • DPMO in manufacturing • DFSS – Design for Six Sigma • New process designed to meet Six Sigma from the beginning • Lean Manufacturing • In general almost anything that significantly improves profits

  25. Punch Press Problem • Bid on project based on 100 parts per minute • Best they can achieve is 80 parts per minute • They were going to loose a lot of money on the 3 year contract

  26. Hand placed • The pieces over lap each other • Must be precisely placed for machine pickup at customer • NO DEFECTS allowed in trays

  27. 80 Pieces Per Minute • Punch press no defective parts • Operators must untangle parts on round table • Operators barely keep up with flow of parts • Unstack tray for parts

  28. Process Flowchart

  29. Things Under Consideration • Process Issues • Improving manual packing methods • Un-stacking of delivered trays • Running machine at 180 SPM • maintain current quality • Using 2 inch or 3 inch stroke press • Staging and storage of trays • Analyzing cost of materials

  30. Change Packing • Receive 1,000 trays to a box • Hard to unpack from shipping box • Trays cling together • Must be separated without distorting box • Come from Phoenix • Send 16 trays out in special boxes • Arrange for local manufacture of trays • Receive in the same boxes used to ship product

  31. Change Personnel Layout • Tests showed that packers on linear conveyor packed faster • Parts did not stack on each other Improved personnel layout Original personnel layout 2 2 3 3 1 4 4 1

  32. Original Costs

  33. Improved Costs

  34. Improved Profits

  35. Some Keywords • DMAIC • Voice of the Customer • KIPV • KOPV • DPMO

  36. High Definition Television

  37. HD TV on a computer • ATI makes a HD tuner for PCI slot – HDTV Wonder • Works only with broadcast HD signal • Minimum standards do not come close to describing computer requirements • Do not get without having AGP 8x or PCI express slot • Designed to be part of multi-media computer • Has remote control, USB plug in receiver

  38. Extreme Tech Comment The card itself features a Philips HDTV tuner box but ATI’s NXT2004 receiver chip does much of the heavy lifting. The NXT2004 VSB (vestigial sideband modulation)/QAM (quadrature amplitude modulation) Receiver is designed for off-air and cable digital television receivers, set-top boxes, PCDTV, and datacast applications where cost, low power and industry-leading performance are a must. The NXT2004 Multimode VSB/QAM demodulator can work in either the ATSC compliant 8 VSB mode for terrestrial broadcasting, or DICSIS-compliant 64 QAM or 256 QAM modes for Digital TV-Cable Connect and Digital TV Cable Interactive reception. However, in the HDTV Wonder product, the NXT2004 is set up only as a 70-channel off-the-air HDTV receiver

  39. ATI HDTV Card

  40. HDTV is not CPU hog • 2.8 G-Hz celeron • 768 Meg Ram • 7200 RPM HD • No AGP • No PCI express • 720P – black image • 1080i – black image • Demand Direct X 9 • Plus more

  41. ATI RADEON 9250 PCI

  42. Things I have Learned • If you go for HDTV Wonder you are still in the pioneer era (arrows in the back) • The card assumes you are creating a media computer (rich set of software features) • Remote control plus USB RF receiver • Needs tweaking to start HD TV • S video and component Video, left, right input • Not every feature works as well as you would like • TV directory • Create DVD disk • Keep it all ATI (HDTV and video card) • Complaints about GE-Force video cards

  43. And now to Robts • There are children ready robot projects • No not the False Maria • Based on BASIC Stamp module

  44. 2 Robots

  45. BASIC Stamp Serial SignalConditioningConditions voltagesignals between PC serialconnection (+/- 12V) and BASIC Stamp (5V) for Programming. 5V RegulatorRegulates voltageto 5V with a supply of 5.5VDC to 15VDC EEPROMStores the tokenized PBASIC program. ResonatorSets the speed at whichinstructions are processed. Interpreter ChipReads the BASIC program from the EEPROM and executes the instructions.

  46. Pins 5-20:Input/Output (I/O)pins P0 through P15 Pin 1: SOUT Transmits serial data during programming and using theDEBUG instruction BASIC Stamp Pin 24: VIN Un-regulated input voltage (5.5-15V) Pin 23: VSS Ground (0V) Pin 2: SIN Receives serial data during programming Pin 3: ATN Uses the serial DTR line togain the Stamps attention for programming. Pin 21: VDD Regulated 5V. P0 P15 P1 P14 Pin 4: VSS CommunicationsGround (0V). P2 P13 P3 P12 P4 P11 P5 P10 P6 P9 P7 P8

  47. BOE BOT Box

  48. Board of Education Robot – BOE Bot

  49. BOE BOT Circuit Board

  50. BOT motherboard The Board of Education makes it easy to connect devices, power up and program. 5V regulator Battery Servo Connections Wall DCSupply Power Header Power OnLight I/O Header Breadboard Serial ProgrammingPort Reset Switch Off/Module Power/Servo Power Off/Module Power/Servo Power

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