SIX SIGMA Faculty Name S Pradeep Kumar Designation

SIX SIGMA Faculty Name : S. Pradeep Kumar Designation : Asst. Professor Year/Sem : IV/VIII JCT College of Engineering & Technology, Pichanur, Coimbatore- 641 105.

SIX SIGMA How good is good enough? 99. 9% is already VERY GOOD But what could happen at a quality level of 99. 9% (i. e. , 1000 ppm), in our everyday lives (about 4. 6 )? • 4000 wrong medical prescriptions each year • More than 3000 newborns accidentally falling from the hands of nurses or doctors each year • Two long or short landings at American airports each day • 400 letters per hour which never arrive at their destination

SIX SIGMA How can we get these results • 13 wrong drug prescriptions per year • 10 newborn babies dropped by doctors/nurses per year • Two short or long landings per year in all the airports in the U. S. • One lost article of mail per hour

SIX SIGMA The answer is: Six Sigma

SIX SIGMA What is Six Sigma l l A Vision and Philosophical commitment to our consumers to offer the highest quality, lowest cost products A Metric that demonstrates quality levels at 99. 9997% performance for products and processs A Benchmark of our product and process capability for comparison to ‘best in class’ A practical application of statistical Tools and Methods to help us measure, analyze, improve, and control our process

Costs SIX SIGMA Six Sigma as a Philosophy Internal & External Failure Costs s is a measure of how much variation exists in a process Prevention & Appraisal Costs Old Belief 4 s High Quality = High Cost Quality New Belief High Quality = Low Costs Internal & External Failure Costs Prevention & Appraisal Costs 4 s New Belief 5 s 6 s Quality

SIX SIGMA 3 Sigma Vs. 6 Sigma The 3 sigma Company The 6 sigma Company • Spends 15~25% of sales dollars • Spends 5% of sales dollars on on cost of failure • Relies on inspection to find defects • Relies on capable process that don’t produce defects • Does not have a disciplined approach to gather and analyze data • Use Measure, Analyze, Improve, Control and Measure, Analyze, Design • Benchmarks themselves against their competition • Benchmarks themselves against the best in the world • Believes 99% is good enough • Believes 99% is unacceptable • Define CTQs internally • Defines CTQs externally

SIX SIGMA Focus: The End User • Customer: Internal or External • Consumer: The End User the “Voice of the Consumer” (Consumer Cue) must be translated into the “Voice of the Engineer” (Technical Requirement)

SO R ED SIX SIGMA Six Sigma as a Metric C Sigma = = Deviation = EN ( Square root of variance ) 7 6 5 4 3 2 1 0 -1 -2 -3 -4 -5 -6 -7 Axis graduated in Sigma between + / - 1 68. 27 % between + / - 2 95. 45 % 45500 ppm between + / - 3 99. 73 % 2700 ppm between + / - 4 99. 9937 % 63 ppm between + / - 5 99. 999943 % 0. 57 ppm between + / - 6 99. 9999998 % 0. 002 ppm result: 317300 ppm outside (deviation)

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SIX SIGMA Non-Liner Decrease PPM 2 308, 537 3 66, 811 4 6, 210 5 233 6 3. 4 Process Capability Defects per Million Opportunities * Includes 1. 5 s shift Focusing on requires thorough process understanding and breakthrough thinking

SIX SIGMA Six Sigma as a Tool Process Mapping Tolerance Analysis Structure Tree Components Search Pareto Analysis Hypothesis Testing Gauge R & R Regression Rational Subgrouping DOE Baselining SPC Many familiar quality tools applied in a structured methodology

SIX SIGMA Six Sigma as a Method To get results, should we focus our behavior on the Y or X • Y • Dependent • Output • Effect • Symptom • Monitor • X 1…Xn • Independent • Input-Process • Cause • Problem • Control

SIX SIGMA A Traditional View Market Share Sales Growth Profitability Manage the outputs. • Output Variables

SIX SIGMA A Non-Traditional View Product Quality Service COQ • Input Variables On-Time Delivery Relationships Credit Terms Customer Training Customer Satisfaction Market Share Sales Growth Profitability • Output Variables Manage the inputs; respond to the outputs.

SIX SIGMA Distinguish “Vital Few” from “Trivial Many” Material Environment Measurements Methods Machine People Process (Parameters) Output Define the Problem / Defect Statement Y = f ( x 1*, x 2, x 3, x 4*, x 5. . . X n) Y= x= x* = Dependent Variable Independent Variables Independent Variable Output, Defect Potential Cause Critical Cause

Analyze Control SIX SIGMA Strategy by Phase - Measure Improvement Phase Step Focus Process Characterization Measure Y Y Control (What) What is the frequency of Defects? • Define the defect • Define performance standards • Validate measurement system • Establish capability metric Analyze Measure Improve Measure X Vital X Analyze (Where, When, Why) Control Analyze Where, when and why do Defects occur? • Identify sources of variation • Determine the critical process parameters Improve Process Optimization (Sustain, Leverage) How can we maintain the improvements? • Implement process control mechanisms • Leverage project learning's • Document & Proceduralize Analyze X Vital X Improve Y, Vital X Measure Control (How) How can we improve the process? • Screen potential causes • Discover relationships • Establish operating tolerances Were the improvements effective? • Re-establish capability metric Analyze Improve