Introduction to Six Sigma[分享][原创]

**Introduction to Six Sigma
(Measure Phase)
Scope of Module
What is Six Sigma?
Why the Need for Six Sigma?
How to Apply Six Sigma?
Who’s Who in Six Sigma?
Six Sigma in Seagate
What Is Six Sigma?
It is a business process that allows companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.

Mikel Harry, Richard Schroeder
Six Sigma (Currency, © 2000)
What Is Six Sigma?
Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success. It is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, with diligent attention to managing, improving and reinventing business processes.

Peter S Pande, Robert P Neuman, Roland R Cavanagh
The Six Sigma Way (McGraw Hill, © 2000)
Six Sigma Is Three Things
A statistical measurement
A business strategy
A philosophy
Six Sigma Is Three Things (1)
A statistical measurement
A business strategy
A philosophy
Six Sigma — A Statistical Measurement
It provides a quantitative performance assessment of our products, services and processes.

It allows for comparisons against other similar or dissimilar products, services and processes.

It provides feedback on how far ahead or behind we are.
Sigma Process Rating
Six Sigma Is Three Things (2)
A statistical measurement
A business strategy
A philosophy
Six Sigma — A Business Strategy
Cost Of Poor Quality (COPQ)
Cost Of Poor Quality (COPQ)
Deming’s Chain Reaction
Improve quality

Cost decrease due to less rework, fewer mistakes, delays and snags, and better use of time and materials

Productivity increases

Capture the market with better quality and lower price

Stay in business

Provide jobs and more jobs
Six Sigma Is Three Things (3)
A statistical measurement
A business strategy
A philosophy
Six Sigma — A Philosophy
Six Sigma is about working smarter, not harder.

Discover and neutralize harmful sources of variation
 Mistakes are reduced (or eliminated)
 Improved process capability
 Sigma rating goes up
Quality Breakthrough
Why the Need for Six Sigma?
The goal of Six Sigma is not to achieve six sigma levels of quality (i.e. 3.4 dpmo).
Seagate’s Key Objectives
Improve time to market for all products
Lead the industry in key technologies
Create world-class manufacturing processes
Develop strategic supplier relationships
Provide best-in-class product and process quality
Develop strategic relationships with key customers
Become an employer of choice
Benefits of Six Sigma
Cost reduction
Productivity improvement
Market-share growth
Customer retention
Cycle-time reduction
Defect reduction
Culture change
Product/service development
Customers’ Needs  Internal Metrics
Customer Satisfaction Metrics
CTX’s : Parameters (X’s) critical to customer satisfaction.

Includes, but is not limited to the following:
CTQ : Critical To Quality
CTD : Critical To Delivery
CTC : Critical To Cost
The Need for Six Sigma
To deal with a world of declining product prices
To compete successfully with the best companies in the world
To establish standard language and approaches across functions and across businesses
To develop the next generation of leaders

How to Apply Six Sigma?
The Six Sigma Approach
Focus of Six Sigma?
Breakthrough Strategy
Breakthrough Strategy
Define
The Define phase sets the stage for a successful Six Sigma project by addressing the following questions:
Project Definition
Improve time to market for all products
Lead the industry in key technologies
Create world-class manufacturing processes
Develop strategic supplier relationships
Provide best-in-class product and process quality
Develop strategic relationships with key customers
Become an employer of choice
Baseline Metric Data
Baseline The average long-term defect level of a process when all input variables in the process are running in an unconstrained fashion.

Entitlement The best-case short-term defect level of a process when all input variables in the process are centered and in-control.

Benchmark The defect level of the process deemed by comparison to be the best process possible.
Breakthrough Improvement
Cost of Quality
Measure
The Measure phase serves to validate or refine the problem, and to begin the search for root causes. It addresses
Capability Analysis — Conventional Metrics
Reject Rate
in percent (e.g. 7.4%)
in ratio (e.g. 0.074)
in parts per million (e.g. 74,000 DPPM)

Yield
in first-time yield
in final yield
Capability Analysis — Six Sigma Metrics
Defect Rate
in defects per unit (DPU)
in defects per million opportunities (DPMO)

Yield
in throughput yield
in rolled throughput yield
in normalized yield
Defects Per Unit (DPU)
Defects Per Unit : The average number of defects per unit produced.
Defects Per Million Opportunities (DPMO)
Opportunities : The number of possibilities for defect creation in any unit of product process or sequence of processes.
DPMO vs Sigma Capability
First-Time Yield (Yft)
First-Time Yield is the number of units that pass a particular inspection, compared with the total number of units that pass through that point in the process.
Throughput Yield (Ytp)
Throughput Yield is the probability that a unit of product or service will pass through a given process step error-free.
Throughput Yield, Ytp = e–DPU
Throughput Yield — Pro and Con
Pro
It is a better indicator of the amount of rework required.
throughput yield is a function of defect rate

Con
May not be conducive for existing quality system
most test/inspection reject system is based on first failure out
Final Yield (Yf)
Rolled Throughput Yield (Yrt)
Rolled Throughput Yield
The rolled throughput yield is the probability that a unit of product or service is able to pass through the entire process defect-free.

It is a function of the defect rate, and hence provides a better estimate of the amount of rework required.

Rolled throughput yield can be improved by
— having higher throughput yields at each process step
— reducing the number of process steps
Rolled Throughput Yield — Limitation
Factory A Factory B
Normalized Yield (Yn)
Normalized Yield is a single and equivalent value assigned to a series of process steps involved in making a product.

It is used to collectively characterize all the steps involved in manufacturing a product when the total defects per unit at the final step is known.

For a process with k process steps,

Normalized yield lends well to comparing different process technologies or platforms.
Normalized Yield
Factory A Factory B
Analyze
In the Analyze phase, practical business problems are turned into statistical problems. The statistical tools and the order in which they are applied will depend on the problem and process, and the approach to the problem.
Improve
The Improve phase seeks to address the following:
Control
In the Control phase, actions are established to ensure that the process is monitored continuously for consistency in quality of the product or service.
Realize
In the Realize phase, ownership of the project is transferred to the finance representative, for tracking of financial benefits over the next 12 months.
Shewhart’s PDCA Cycle
Juran’s Breakthrough Improvement
Define the Problem
Proof of the Need
Form the Team
The Diagnostic Journey
The Remedial Journey
Maintain the Gains
Who’s Who in Six Sigma?
Champions
Create the vision of Six Sigma for the company, division or department.
Define the path for Six Sigma implementation across the organization.
Develop a comprehensive training plan for Six Sigma implementation.
Careful selection of high-impact projects.
Support development of “statistical thinking”.
Realize the gains by supporting Six Sigma projects through allocation of resources and removal of roadblocks.
Implementation of Black Belt recommendations.
Ensure that project opportunities are acted upon by the organization’s leadership and the finance department.
Recognition of efforts and contributions by the people.
Master Black Belts
Understand the big business picture.
Partner with the Champions.
Develop and deliver training to various levels of the organization.
Assist in the identification of projects.
Coach and support Black Belts in project work.
Participate in project reviews to offer technical expertise.
Help train and certify Black Belts.
Take leadership of major programs.
Facilitate sharing of best practices across the corporation.
Black Belts
Act as Breakthrough Strategy experts and enthusiasts.
Stimulate Champion thinking.
Identify the barriers.
Management of project: from planning, through execution, to realization.
Report progress to appropriate leadership levels.
Solicit help from Champions when needed.
Influence without direct authority.
Determine the most effective tools to apply.
Gather input from knowledgeable sources, from operators to managers.
Ensure that the results are sustained.
Green Belts
Function as Green Belts on a part-time basis, while performing their regular operational duties.
Participate in Black Belt teams in the context of their existing responsibilities.
Learn the Six Sigma methodology as it applies to a particular project.
Continue to learn and practice the six Sigma methods and tools after project completion.
Six Sigma Process Flow
Six Sigma Black Belt Training
Six Sigma in Seagate
Six Sigma and Seagate’s Corporate Values
People
Customer Success
Excellence
Innovation
Teamwork
Openness
Social Responsibility
Sustainable Profitability**
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