SIX SIGMA PDF FILE

adminComment(0)
    Contents:

Making Customers Feel Six Sigma Quality. Globalization and instant access to information, products and services have changed the way our customers conduct . Lean Six Sigma. Start your journey towards increased revenue, reduced costs and improved collaboration by using. Lean Six Sigma Process Improvement. Six Sigma is one of the most important and popular developments in the quality field. It has saved huge amounts of money and improved the customer.


Six Sigma Pdf File

Author:MARLENE ALLGAIER
Language:English, Dutch, German
Country:Laos
Genre:Environment
Pages:651
Published (Last):25.11.2015
ISBN:450-2-74264-509-7
ePub File Size:25.52 MB
PDF File Size:16.41 MB
Distribution:Free* [*Registration needed]
Downloads:35355
Uploaded by: FLORIDA

These materials were developed as part of MIT's ESD course on "Lean/Six Sigma Systems." In some cases, the materials were produced by the lead. Six Sigma can easily be integrated into quality management efforts. .. century, even 75% of all legal documents be written with the assistance of expert systems. PDF | The Define phase of the DMAIC process is often skipped or In book: Six Sigma Projects and Personal Experiences, Chapter: Lean six sigma, Schools look to improve the ways documents are created, stored, accessed, and shared.

Using Six Sigma is now a common way to solve business problems and remove waste resulting in significant profitability improvements. In addition to improving profitability, customer and employee satisfaction are also improved.

Six Sigma is a process measurement and management system that enables employees and companies to take a process oriented view of the entire business. Using the various concepts embedded in Six Sigma, key processes are identified, the outputs of these processes are prioritized, the capability is determined, improvements are made, if necessary, and a management structure is put in place to assure the ongoing success of the business.

People interested in truly learning Six Sigma should be mentored and supported by seasoned Belts who truly understand how Six Sigma works.

To give you a better example the concept of the sigma level can be related to hanging fruit. The higher the fruit, the more challenging it is to obtain. And, the more sophisticated the tools necessary to obtain them.

General Electric: First, what it is not.

Le pitture decorative

Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services. The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible.

Honeywell: Six Sigma refers to our overall strategy to improve growth and productivity as well as a measurement of quality. As a strategy, Six Sigma is a way for us to achieve performance breakthroughs.

It applies to every function in our company, not just those on the factory floor.

That means Marketing, Finance, Product Development, Business Services, Engineering and all the other functions in our businesses are included. Six Sigma uses data gathering and statistical analysis to pinpoint sources of error in the organization or products and determines precise ways to reduce the error. There is an allowance for the process Mean to shift 1.

This number is another academic and esoteric controversial issue not worth debating.

We will get into a discussion of this number later in the course. It was also accompanied by a methodology to attain that goal. That methodology was a problem solving strategy made up of four steps: measure, analyze, improve and control.

Motorola was a mature culture from a process perspective and didn t necessarily have a need for the Define Phase. As you will learn, properly defining a problem or an opportunity is key to putting you on the right track to solve it or take advantage of it.

By the end of this course, you should understand what would be necessary to provide these deliverables in a presentation. Success of Six Sigma depends on the extent of transformation achieved in each of these levels. Six Sigma as a breakthrough strategy to process improvement. Many people mistakenly assume that Six Sigma only works in manufacturing type operations. That is categorically untrue. It applies to all aspects of either a product or service based business. Wherever there are processes, Six Sigma can improve their performance.

The conventional strategy was to create a product or service that met certain specifications. It was assumed that if products and services were of good quality, then their performance standards were correct irrespective of how they were met. Using this strategy often required rework to ensure final quality or the rejection and trashing of some products and the efforts to accomplish this inspect in quality were largely overlooked and un- quantified.

You will see more about this issues when we investigate the Hidden Factory. It is a fundamental principle to the Six Sigma methodology.

In its simplest form it is called cause and effect. In its more robust mathematical form it is called Y is equal to a function of X. In the mathematical sense it is data driven and precise, as you would expect in a Six Sigma approach.

Lean Six Sigma Green Belt - Open Downloads

Six Sigma will always refer to an output or the result as a Y and will always refer to an input that is associated with or creates the output as an X. Another way of saying this is that the output is dependent on the inputs that create it through the blending that occurs from the activities in the process. Since the output is dependent on the inputs we cannot directly control it, we can only monitor it.

The observed output is a function of the inputs. The difficulty lies in determining which X s are critical to describe the behavior of the Y s. The X s determine how the Y performs.

In the Measure Phase we will introduce a tool to manage the long list of input variable and their relationship to the output responses. In this case our output or Y is espresso. Defects beyond the far specification limit are not included in the percentages. Six Sigma mostly finds application in large organizations.

The fact that an organization is not big enough to be able to afford black belts does not diminish its abilities to make improvements using this set of tools and techniques. The infrastructure described as necessary to support Six Sigma is a result of the size of the organization rather than a requirement of Six Sigma itself.

Although the scope of Six Sigma differs depending on where it is implemented, it can successfully deliver its benefits to different applications. After its first application at Motorola in the late s, other internationally recognized firms currently recorded high number of savings after applying Six Sigma.

On top of this, other organizations like Sony and Boeing achieved large percentages in waste reduction. There is still a need for an essential analysis that can control the factors affecting concrete cracks and slippage between concrete and steel. Similarly, Six Sigma implementation was studied at one of the largest engineering and construction companies in the world: Six Sigma has played an important role by improving accuracy of allocation of cash to reduce bank charges, automatic payments, improving accuracy of reporting, reducing documentary credits defects, reducing check collection defects, and reducing variation in collector performance.

Two of the financial institutions that have reported considerable improvements in their operations are Bank of America and American Express.

By Bank of America increased customer satisfaction by Similarly, American Express successfully eliminated non-received renewal credit cards and improved their overall processes by applying Six Sigma principles. This strategy is also currently being applied by other financial institutions like GE Capital Corp.

In this field, it is important to ensure that products are delivered to clients at the right time while preserving high-quality standards from the beginning to the end of the supply chain.

By changing the schematic diagram for the supply chain, Six Sigma can ensure quality control on products defect free and guarantee delivery deadlines, which are the two major issues involved in the supply chain. This is a sector that has been highly matched with this doctrine for many years because of the nature of zero tolerance for mistakes and potential for reducing medical errors involved in healthcare.

Quality expert Joseph M. Juran described Six Sigma as "a basic version of quality improvement", stating that "there is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors.

I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. The American Society for Quality long ago established certificates, such as for reliability engineers. Quality expert Philip B. Crosby pointed out that the Six Sigma standard does not go far enough [28] —customers deserve defect-free products every time.

For example, under the Six Sigma standard, semiconductors which require the flawless etching of millions of tiny circuits onto a single chip are all defective. The use of "Black Belts" as itinerant change agents has fostered an industry of training and certification. Critics have argued there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved or the markets or industries in which they are acting.

The statement was attributed to "an analysis by Charles Holland of consulting firm Qualpro which espouses a competing quality-improvement process ".

A more direct criticism is the "rigid" nature of Six Sigma with its over-reliance on methods and tools. In most cases, more attention is paid to reducing variation and searching for any significant factors and less attention is paid to developing robustness in the first place which can altogether eliminate the need for reducing variation.

A possible consequence of Six Sigma's array of P-value misconceptions is the false belief that the probability of a conclusion being in error can be calculated from the data in a single experiment without reference to external evidence or the plausibility of the underlying mechanism.

Another comment refers to the often mentioned Transfer Function, which seems to be a flawed theory if looked at in detail. The volume of criticism and rebuttal has filled books with language seldom used in the scholarly debate of a dry subject. Nassim Nicholas Taleb considers risk managers little more than "blind users" of statistical tools and methods.

Furthermore, errors in prediction are likely to occur as a result of ignorance for or distinction between epistemic and other uncertainties. These errors are the biggest in time variant reliability related failures. According to an article by John Dodge, editor in chief of Design News , use of Six Sigma is inappropriate in a research environment. Dodge states [45] "excessive metrics, steps, measurements and Six Sigma's intense focus on reducing variability water down the discovery process.

Under Six Sigma, the free-wheeling nature of brainstorming and the serendipitous side of discovery is stifled. A BusinessWeek article says that James McNerney 's introduction of Six Sigma at 3M had the effect of stifling creativity and reports its removal from the research function. It cites two Wharton School professors who say that Six Sigma leads to incremental innovation at the expense of blue skies research. One criticism voiced by Yasar Jarrar and Andy Neely from the Cranfield School of Management 's Centre for Business Performance is that while Six Sigma is a powerful approach, it can also unduly dominate an organization's culture; and they add that much of the Six Sigma literature — in a remarkable way six-sigma claims to be evidence, scientifically based — lacks academic rigor:.

So far, documented case studies using the Six Sigma methods are presented as the strongest evidence for its success. However, looking at these documented cases, and apart from a few that are detailed from the experience of leading organizations like GE and Motorola, most cases are not documented in a systemic or academic manner.

In fact, the majority are case studies illustrated on websites, and are, at best, sketchy. They provide no mention of any specific Six Sigma methods that were used to resolve the problems. It has been argued that by relying on the Six Sigma criteria, management is lulled into the idea that something is being done about quality, whereas any resulting improvement is accidental Latzko Thus, when looking at the evidence put forward for Six Sigma success, mostly by consultants and people with vested interests, the question that begs to be asked is: Everyone seems to believe that we are making true improvements, but there is some way to go to document these empirically and clarify the causal relations.

The statistician Donald J. Wheeler has dismissed the 1. The 1. From Wikipedia, the free encyclopedia. For other uses, see Sigma 6. Main article: List of Six Sigma certification organizations. See also: Three sigma rule. List of Six Sigma software packages. List of Six Sigma companies. Archived from the original on Retrieved Gower Publishing, Ltd.

Where is it now? Connecting Knowledge and Performance in Public Services: From Knowing to Doing. Cambridge University Press. Quality Control for Dummies. For Dummies. Six Sigma. Again, that's not a new idea. The American Society for Quality long ago established certificates, such as for reliability engineers. Crosby pointed out that the Six Sigma standard does not go far enough [28] —customers deserve defect-free products every time.

Power of Six Sigma

For example, under the Six Sigma standard, semiconductors which require the flawless etching of millions of tiny circuits onto a single chip are all defective. Critics have argued there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved or the markets or industries in which they are acting.

The statement was attributed to "an analysis by Charles Holland of consulting firm Qualpro which espouses a competing quality-improvement process ". In most cases, more attention is paid to reducing variation and searching for any significant factors and less attention is paid to developing robustness in the first place which can altogether eliminate the need for reducing variation. A possible consequence of Six Sigma's array of P-value misconceptions is the false belief that the probability of a conclusion being in error can be calculated from the data in a single experiment without reference to external evidence or the plausibility of the underlying mechanism.

The volume of criticism and rebuttal has filled books with language seldom used in the scholarly debate of a dry subject.

Articles featuring critics have appeared in the November—December issue of USA Army Logistician regarding Six-Sigma: "The dangers of a single paradigmatic orientation in this case, that of technical rationality can blind us to values associated with double-loop learning and the learning organization , organization adaptability , workforce creativity and development, humanizing the workplace, cultural awareness , and strategy making.

Furthermore, errors in prediction are likely to occur as a result of ignorance for or distinction between epistemic and other uncertainties. These errors are the biggest in time variant reliability related failures.They fully understand the principles of Six Sigma and are capable of characterizing processes, solving problems associated with their work responsibilities and implementing and maintaining the gains from improvements.

Everyone seems to believe that we are making true improvements, but there is some way to go to document these empirically and clarify the causal relations. Much of this course is devoted to identifying, analyzing and eliminating variation. Process Street makes sure processes are documented in a linear fashion and does a great job of enforcing process conformance and adherence.

And we must keep in mind the Voice of the Employee - how do we meet employees needs such that they remain employed by our firm and remain inspired and productive?

A Lifetime of Quality". Two Sigma is better with a little over , mistakes per million opportunities.