01_Intro to 6 Sigma

8/10/2019 01_Intro to 6 Sigma

1/77

An Introduction to Six Sigma


2/77

Jabil Technology 2

Intro to Six Sigma Training Objectives

Understand the goals and objectives of theSix Sigma Initiative

Understand the overall approach of Six

Sigma


3/77

Jabil Technology 3

Black belt / Brown belt Training Objectives

To learn the systematic approach to Six Sigmaproblem solving

D beforeM before A before I before C

To understand and effectively utilize the D.M.A.I.C.

tool kit

To understand how you will be play a key part inJabils incorporation of Six Sigma methodology


4/77

Jabil Technology 4

Six Sigma

Achieving Our Objectives


5/77

Jabil Technology 5

Jabils Seven Objectives

Products

1.Improve time to market for all products

2.Lead the industry in key technologies

Operations

3.Create world-class manufacturing processes

4.Develop strategic vendor relationships

Customer

5.Provide best-in-class product and process quality6.Develop strategic relationships with key customers

Management

7.Become an employer of choice


6/77

Jabil Technology 6

What is Six Sigma?

Six Sigma - The Initiative

Process

Systemat ic approachto reducing defects whichaffect what is important to the customer

Tools

Qualitative, statistical and instructional Devicesforobserving process variables and theirrelationships as well as managing their character


7/77 Jabil Technology 7

Whats it Based On ?

Customer .....

Anyone Who ReceivesProduct, Service, or Information

Opportunity .....Every Chanceto Do Something

Either Right or Wrong

Successes Vs. Defects .....Every Result of an Opportunity Either Meets

the Custom er Speci f icat ionor it Doesnt



Whats the Strategy?

Know whats important to theCustomer

Reduce defects

Center around target

Reduce Variation



The Goals of Six Sigma

Defect Reduction

Yield Improvement

Improved Customer Satisfaction

Higher Net Income



How Does Six Sigma Make the Difference?

Vision

Philosophy

Aggressive goal

Breakthrough improvement

Metrics Driven

Focus

Customer focus

Problem focus

Process focus

Method



Six Sigma Vision

The Vision of Six Sigmais to delight customersby delivering world-class quality productsthrough the achievement of Six Sigma levels ofperformance in everything we do.



Six Sigma Philosophy

The Philosophy of Six Sigmais to apply astructured, systematic approach to achievebreakthrough improvement across all areas of

our business.



Sigma is a statistical unit of measure that reflectsprocess capability. The sigma scale of measure isperfectly correlated to such characteristics asdefects-per-unit, parts-per-million defective, and the

probability of a failure/error.

2 308,5373 66,8074 6,210

5 2336 3.4

PPM

Process

Capability

Defects per

M il li on Opp.

Six Sigma - Aggressive Goal


14/77 Jabil Technology

Measure of variation

Indicator of thecapability of ourprocesses and quality of

our products

The Sigma

1_

01_

01_

016

Sigma



A 3

Process

m Target

Average Deviation from the Mean

1

USL

0.14% def

Upper Specification Limit (USL)Lower Specification Limit (LSL)Mean of the distribution (m)

Sigma ()

3

The distance between thepoint of inflection and themean constitutes onesigma.If three sigma can be fitbetween the target valueand the specification limit,

we would say the processhas three sigmacapability.



Sigma Level or Z-Score = number of standarddeviations away from the specifications

A universal metric used to compare performanceacross products or processes

Derived from the probability of producing a defect /defective unit

Sigma Level or Z Score



Average Deviation from Mean

1

USL

1 in a billion

1 2 3 4 5 6

A 6

Process

Why do we need 6

?

Z score = 6

In reali ty a 6 Sigm a

process is someth ing l ike

1/bi l l io n defectiv es

The z-score or - Level of the proc ess is based on Short Term

data but o ur pro cess exhib i ts long term var iab il i ty du e to

shi f tsand dr i f ts

m



Long TermShort Term

Small Standard Deviation Large Standard Deviation

How can we determine the long term capability

from short term estimates of sigma?

e.g. What is the size difference?

Short and Long Term



Determining the Difference

Without calculating both standard deviations itis often assumed that the Long Termdistribution is made up of the short termdistributions mean shifting / drifting by 1.5ST

Long TermShort Term

Small Standard Deviation Large Standard Deviation

STLT



A Six Sigma Process

The 1.5

shift is used as an off-set in the centering of the mean to

generally account for dynamic non-random shifts in the process. Itrepresents the average (estimated) amount of change a typical

process will exhibit over many cycles of that process.

Sigma

Level

Short-Term

DPPM

Long-Term

DPPM

1 158655.3 691462.5

2 22750.1 308537.5

3 1350.0 66807.2

4 31.7 6209.7

5 0.3 232.7

6 0.0 3.4

3.4ppm

LSL USL4.5T

m

A Six SigmaProcess Shifted

by 1.5

LSL 6

0.001ppm

USL

ProcessCapability

A Six SigmaProcess Centered

T

0.001ppm

A Six SigmaProcess With SDInflated by 1.5

DPPM = Defective

Product Per Mil l ion



Six Sigma -- Practical Meaning

99.99966% Good (6 Sigma)

20,000 lost articles of mail perhour

Unsafe drinking water for almost15 minutes each day

5,000 incorrect surgicaloperations per week

Two short or long landings atmost major airports each day

200,000 wrong drug prescriptionseach year

No electricity for almost sevenhours each month

Seven articles lost per hour

One unsafe minute every sevenmonths

1.7 incorrect operations per week

One short or long landing everyfive years

68 wrong prescriptions per year

One hour without electricity every34 years

99% Good (3.8 Sigma)



Where Does Industry Stand?

7

Sigma Scale of Measure

1,000,000

100,000

10,000

1,000

100

10

1

PPM

Restaurant BillsDoctor Prescription Writing

Payroll Processing

OrderWrite-upJournal Vouchers

Wire Transfers

Airline Baggage HandlingPurchased Material

Lot Reject Rate

Domestic Airline Flight

Fatality Rate

(0.43 PPM)

Best- in-Class

Average

Company

3 4 5 621

IRS - Tax Advice

(phone-in)

(140,000 PPM)

With the 1.5shift


23/77

Jabil Technology 23

Quality Performance Levels - Where Is Jabil ?

2

34

5

6

308,537

66,8076,210

233

3.4

Sigma PPM

Process

Capability

Defects per

Million

Opportunities


24/77

Jabil Technology 24

Breakthrough Strategy

Six Sigma-Six Sigma Enables Breakthrough Level

Improvement!

1 2 3 4 5

The problem with continuous improvements as the only goal,Organization sees improvement BUT loses the game.

Time in Years

Standard Approaches

Current ToolsKaizenLean ManufacturingRe-engineering

Typical TQMIm

provement

Breakthrough Strategy

- Trained & Dedicated

Individuals

- Analytical Expertise

- >70% Improvement perProject

Six Sigma


25/77

Jabil Technology 25

Getting to Six Sigma

How far can inspection get us ?

(Distribution Shifted 1.5)

PPM

2 308,5373 66,8074 6,2105 2336 3.4


26/77

Jabil Technology 26


Vision

Philosophy

Aggressive goal


Metrics Driven

Focus

Customer focus

Problem focus

Process focus

Method


27/77

Jabil Technology 27

Customer Focus: A Model For Success

TechnologyTechnology

Capabil ityCapabil i ty

OrganizationOrganization

PeoplePeople

ProcessesProcesses

Business survival is dependent upon howwell we satisfy our customers.

Customer satisfaction is a function ofquality, price, and delivery.

Quality, cost, and prompt delivery aredependent upon capability.


28/77

Jabil Technology 28

Need

Maximizing the Interaction

Delivery

Price

Quality

Do

Cycle Time

Cost

Defects

Supplier strives for performance on Cyc le Time, Cos t andDefectsto meet Customers increasing expectations on

Delivery, Price and Quali ty.


29/77

Jabil Technology 29

Dedicatedproblem solvers, among the

companys best people

Complete, disciplineddata-based approach

to problem solution

Combines the right peoplewith the right tools

on the right projects

Hard financial analysison project selection

and assessment

Focus on the Problem: Unique Approach


30/77

Jabil Technology 30

What Types of Problems Should We Target?

High Defect Rates

Low Yields

Excessive Cycle Time

Excessive Machine Down Time

High Maintenance Costs

Bottlenecks

Poor Process Capability


31/77

Jabil Technology 31

What Types of Problems Should We Target?

High Defect Rates Low Yields

Excessive Cycle Time

Excessive Machine Down Time

High Maintenance Costs

Bottlenecks

Poor Process Capability

Non-Conformance


32/77

Jabil Technology 32

The Cost of Poor Quality (COPQ) Iceberg

Traditional Quality Costs

Lost Opportunity

Hidden Factory

Lost sales

Late delivery

More Setups

Expediting costs

Excess inventory

Long cycle times

Lost Customer LoyaltyEngineering change orders

Additional Costs of Poor Quality

(intangible)

(tangible)

(Difficult or impossible

to measure)

Scrap

Rework

Inspect ion

Warranty

Rejects

Adm in is t ra tion /

Dispos i t ion

Concessions


33/77

Jabil Technology 33

What is Cost of Poor Quality?

In addition to the direct costs associated with finding and fixing

defects, Cost of Poor Quality also includes:

The hidden cost of failing to meet customer expectations the first time

The hidden opportunity for increased efficiency

The hidden potential for higher profits

The hidden loss in market share The hidden increase in production cycle time

The hidden labor associated with ordering replacement material

The hidden costs associated with disposing of defects

The hidden cost of rework

For most companies today, the cost of poor quality is likely to be

25 % of sales. For Jabil, thats over $1 billion each year.


34/77

Jabil Technology 34

Why Focus on Cost of Poor Quality?

Profit

Total Cost tomanufactureand deliverproducts

Profit

Cost ofPoor Quality

COPQ

Theoretical

Costs

Profit

COPQ

Theoretical

Costs

Which Feels Better??

Cost ofPoor Quality

COPQ

Theoretical

Costs

Cl i l Yi ld


35/77

Jabil Technology 35

Classical Yield

Factory A100 85 Factory B100 85

Not all Yields are alike!

15

Scrap

15Scrap

ReworkFactory C: The Hidden Factory

50 35

Cl i l Yi ld


36/77

Jabil Technology 36

Classical Yield

Factory A100 85

15

Scrap

Factory B100 85

15 Scrap

Not all Yields are alike!

50 35

Equal Yields Unequal Costs

Classical Yield does not correlate to cost,

cycle time or inventory levels


37/77

Jabil Technology 37

Manufactur ing Variation Causes A " H idden Factory"I ncreased Cost - Lost Capacity

Yield AfterInspection or Test

Each defect must be detected, repaired

and placed back in the process. Eachdefect costs time and money.

Scrap

Rework

Hidden Factory

NOTOK

OperationInputs Inspect FinalYield

OK

Wasted TimeWasted Money

Wasted ResourcesWasted Floor space

90%Customer Quality

Defects and the Hidden Factory


38/77

Jabil Technology 38

Extending the Concept of YRT

Without Insp ection or Test Without Insp ection or Test Without Insp ection or Test

99% 99% 98%

Op 1 OutputOp 2x =Process Centered Process Centered

there is a 98% probability that any given unit ofproduct will pass through both operations defect free.

Power of Rolled Throughput Yield

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0 2 4 6 8 10 12 14 16

#Operations

RTY RTY p=0.9

RTY p=0.99

RTY p=0.9999966

A N P ti f th F t


39/77

Jabil Technology 39

A New Perspective of the Factory

Non-Value Added(The Hidden Factory)

Ytp =Throughput Yield

ScrapScrap

Operation VerifyOperation Verify

Value Added(The Visible Factory)

CustomerCustomerQualityQuality

Supplier Quality

ProducersProducersQualityQuality

To decrease defects per unit means to increase rolled-throughput yield

which in turn improves product reliability and customer satisfaction.

Ytp=Yrtm

1i=

Ytp =Throughput Yield

ReworkNotOK Rework

NotOK

Th F th P


40/77

Jabil Technology 40

The Focus on the Process

If we are so good at X, why do we constantly test and inspect Y?

Y Dependent

Output

Effect

Symptom

Monitor

X1. . . XN Independent

Input-Process

Cause

Problem

Control

To g et resul ts , should we focus our b ehavior on the Y or X?

f (X)Y=

Focus on X rather than Y, as done historically

KPIV

KPOV

*

Wh t T D With th Vit l F


41/77

Jabil Technology 41

What To Do With the Vital Few. . . . .

Process

KPIV

KPIV

KPIVKPOV CTQ

Vital Few Correct(In-Spec) Defect-

Free!

KPIV

Control Control Control - Inputs

Note: Statistically proven relationshipsbetween Inputsand Outputs

Manage the INPUTS and good OUTPUTS will follow

H D Si Si M k th Diff ?


42/77

Jabil Technology 42


Vision

Philosophy

Aggressive goal


Metrics Driven

Focus

Customer focus

Problem focus

Process focus

Method

Th F d ti f th Si Si T l


43/77

Jabil Technology 43

The Foundation of the Six Sigma Tools

DataDriven Analysis

1. We only use experience, not data

2. We collect data, but just look at the numbers

3. We group the data so as to form charts and graphs

4. We use census data with descriptive statistics

5. We use sample data with descriptive statistics6. We use sample data with inferential statistics

Levels of Analysis:

What level are you at?

Goal

Data is used to classify, describe, improve, control

The Application Roadmap


44/77

Jabil Technology 44

The Application Roadmap

BreakthroughStrategy

Characterization

Phase 1:Measure

Phase 2:Analyze

Optimization

Phase 3:Improve

Phase 4:Sustain

A Six Sigma Black

Belt leads a

Customer FocusTeam through each

of the breakthrough

phases with respect

to their line of sight

process.

AverageCompany

3 4 5 6 7

100,000

2

Sigma Scale of Measure

Best-in-Class

The Basic Objective1,000,000

10,000

1,000

100

10

PPM

1

Th I t St t (MAIC)


45/77

Jabil Technology 45

The Improvement Strategy (MAIC)Focus__

Vital Fewxi

Y

Y

Y

Y

Y

Vital Fewxi

Vital Fewxi

Vital Fewxi

Vital Fewxi

SIX SIGMA METHODS GENERATEDATA-BASEDDECISIONS *

Select product or process key characteristic(s); e.g. Customer Y

Define performance standards for Y

Validate measurement system for Y

Establish process capability of creating Y

Define improvement objectives for Y

Identify variation sources in Y

Screen potential causes for change in Y & identify vital few Xi

Discover variable relationships between vital few Xi

Establish operating tolerances on vital few Xi

Validate measurement system for vital few Xi

Determine ability to control vital few Xi

Implement process control system on vital few Xi

X1, X2, Xn

X1, X2, Xn

Phase

Measure

Analyse

Improve

Control

I S h f th Vit l F


46/77

Jabil Technology 46

In Search of the Vital Few

Optimized Process

30 - 50

10 - 15

4-8

Key Process InputVariables (KPIVs)

8 - 10 KPIVs

CriticalKPIVs

3-6 Key LeverageKPIVs

Input Variables

ANALYZE

MEASURE

IMPROVE

CONTROL

Narrow the Scope > ID Leveraged KPIVs


47/77

Jabil Technology 47

Narrow the Scope --> ID Leveraged KPIVs

Optimized Process

30 - 50

10 - 15

4-8

Key Process InputVariables (KPIVs)

8 - 10 KPIVs

CriticalKPIVs

3-6 Key LeverageKPIVs

Input Variables

Process Map

Multi-VariStudies,

Correlations

ScreeningDOEs

DOEs, RSM

C&E Matrix and FMEA

Gage R&R, Capability

Hypoth. Tests, ANOVA

Quality Systems

SPC, Control Plans

Measure

Analyze

Improve

Control

The Focus of the Black Belt


48/77

Jabil Technology 48

The Focus of the Black Belt

Manage medium-large scale cr i t icalprojects

Target a $175,000 cost savings and a 70% defectreduction ora critical-to-customer-satisfaction issue

Systematically executeD.M.A.I.C.

D DefineM Measure

A Analyze

I Improve

C Contro l

Ensure appropriate conclusions are drawn andcorrect actions implemented

The Focus of the Brown Belt


49/77

Jabil Technology 49

The Focus of the Brown Belt

Manage a single project, similar in nature toa Black Belt project

Actively participate on BB projects as

needed

Incorporate D.M.A.I.C.principles into daily

functional work

The Focus of the Green Belt


50/77

Jabil Technology 50

The Focus of the Green Belt

Actively participate on BB projects asassigned

Systematically execute principles ofD.M.A.I.C.on BB subprojects

Incorporate D.M.A.I.C.principles into dailyfunctional work

6 Methodology Project Selection Philosophy


51/77

Jabil Technology 51

6Methodology - Project Selection Philosophy

Link to Jabils business strategy and issuescritical to customer satisfaction

Identify and improve the key process(es)

Build on what has been done before - dontreinvent the wheel

Bound the project scope and mandate a focusof effort

Use a rigorous process that ensures buy in,

clarity of purpose and accountability

6 Methodology - Project Reviews


52/77

Jabil Technology 52

6Methodology - Project Reviews

The Champion should review the Black Belt / BrownBelts project prior to the Training.

Projects should be routinely reviewed in an efficientand rigorous manner...assure they are moving toconclusion

Weekly Champions reviews should occur(minimum)

Monthly Reviews at Site Operations Reviews arerecommended

Reviews should include success stories,backlogged projects, and Detailed Project ReviewPresentations using standardized presentationtemplates and progress review guidelines

6 Methodology Project Completion/Realization


53/77

Jabil Technology 53

6

Methodology - Project Completion/Realization

Successful projects...for what do we aim?

Process is operating at targeted level andcustomers are satisfied with performance

Long term process performance sustained

Project costs contained within estimated

levels

Completed on schedule with a minimumdisturbance to normal work flows

A Challenging Task


54/77

Jabil Technology 54

A Challenging Task

BK1-1INTRO

Black belts and Brown belts will:

Understand and apply the Six Sigma training onprojects

Influence others through education andcommunication to understand that the new

method is the right thing to do

Assure that the rigor of the discipline of SixSigma is adhered to

Ensure that an improved process stays that way Provide face-to-face feedback to the Champions

on the project progress and results

Change the culture

Expectations On Projects


55/77

Jabil Technology 55

Expectations On Projects

41BK1-1INTRO

Bu i ld Relat ionsh ips with the functional team & leaders.

Become part of the Team !

Be disciplined about using the Breakthrough Strategy

Use the Tools (where applicable)

Get involved (but not side-tracked)

Keep organized documentation of your activities,actions, costs, and data

Communicate and educate those around youNetwork with other Black Belts, Brown Belts, and

Green Belts



56/77

Jabil Technology 56


Understand the goals and objectives of theSix Sigma Initiative

Understand the overall approach of Six

Sigma


57/77

Ref: Breakthrough Thinking, Seven Steps of Creative

Problem Solving, Gerald Nadler, Prima Publishing, 2nd

Ed., 1998

APPENDIX

Breakthrough Thinking

8 Basic Errors


58/77

Jabil Technology 58

8 Basic Errors

1. Applying the wrong mental assum pt ionsto theproblem

2. Taking the wrong approachto the problem

3. Involving the wrong people

4. Trying to solve the wrong prob lem

5. Addressing the problem with the wrong t im ing

6. Exerting the wrong cont ro lover the search for asolution

7. Wrongly accepting a false or incom plete so lut ion

8. Wrongly reject in g a true and effect ive solut io n

of

Approaches to Problem Solving


59/77

Jabil Technology 59

Approaches to Problem Solving

Doubting game initially doubts all assertions

rigorous, disciplined, tough-minded

mode of Western corporate executives, academicintellectuals and political leaders

Believing game initially believes all assertions

see farther into a situation

seek ways of achieving the desired end

Needed Mental Shift


60/77

Jabil Technology 60

Needed Mental Shift

1. There is more than one type of problem

2. Different ways to think are more effective in solvingcertain types of problems

3. Believing, not doubting, must come first

7 Principles of Creative Problem Solving


61/77

Jabil Technology 61

7 Principles of Creative Problem Solving

Uniqueness Principle

Purposes Principle

Solution After Next Principle

Systems Principle

Limited Information Collection Principle

People Design Principle

Betterment Timeline Principle

1 Uniqueness Principle


62/77

Jabil Technology 62

1. Uniqueness Principle

Assume initially that the problem, issue,or opportunity is different. Dont copya solution or use a technique fromelsewhere just because the situationmay appear to be similar.

"Discovery consists of looking at the same thing as

everyone else and thinking something different."-Albert Szent-Gyorgi

Uniqueness


63/77

Jabil Technology 63

Uniqueness

No two situations are alike, For starters, peoplein each are always different

Each problem is embedded in a unique array ofrelated problems

Problems that may look alike have differentpurpose needs

Tomorrows technology is already different than

todays

2 Purposes Principle


64/77

Jabil Technology 64

2. Purposes Principle

Explore and expand purposes tounderstand what really needsto be accomplished.

"It is not enough to just do your best or work hard; You

must know what to work on."

-W. Edwards Deming

Purpose


65/77

Jabil Technology 65

Purpose

Provides a means to:

transform a problem into a productive change

avoid working on the wrong problem

Peop le tend to accept a problem as p resentedto them and , in do ing so, almost assuredly

el im inate the opportuni ty for breakthrough

solut ion

Hierarchy of Purpose


66/77

Jabil Technology 66

Hierarchy of Purpose

Purpose

Purpose

Purpose

Purpose

Purpose

Narrow purpose, few solutions

Broad purpose, many solutions

3. Solution-After-Next Principle


67/77

Jabil Technology 67

Think future solutions for the focus purpose and

work backwards. Consider the solution youwould recommend if in three years you had tostart all over. Make changes today based onwhat might be the solution of the future.

Creativity consists of coming up with many

ideas, not just that one great idea.

- Charles Thompson

S-A-N


68/77

Jabil Technology 68

S-A-N

Puts a time frame on the ideal solution to bedeveloped

Its future orientation permits you to start fresh

It encourages stimulation lines of questioningthat lead to alternative ideal solutions

It establishes the concept of regularity as aguideline for designing the ideal system

4 Systems Principle


69/77

Jabil Technology 69

4. Systems Principle

Everything we seek to create andrestructure is a system. Think ofsolutions and ideas as a system ofeight elements. Use a solution

framework that includes all elementsand interrelationships.

"Problems and solutions nest within a complex array

of related systems and problems."

- Bob Wiele

5. Needed Information Collection Principle


70/77

Jabil Technology 70

5. Needed Information Collection Principle

Collect only the information that is

necessary to continue the solution-finding process. Know your purposes forcollecting data. Study solutions, notproblems.

"The breeding ground for barriers to fresh ideas and

the implementation of them is in the detailed

analysis of what exists."

Dont Over-Collect Data


71/77

Jabil Technology 71

Don t OverCollect Data

The benef it of l im i t ing inform ation col lect ionto what is needed, resu l ts in:

requiring less total time, cost, energy, anddocument handling

providing a high quality of usableinformation

eliminating the defensiveness of people

when reviewing data about what exists identifying better system interrelationships

providing guidance to implementingsolutions.

Collect Data Selectively


72/77

Jabil Technology 72

Collect Data Selectively

Determine what information is really needed -and not really needed

Collect data on purposes and possiblesolutions rather than initially on the problem

Extensive data gathering may make you anexpert on the problem but it may also preventyou from seeing many alternatives.

Collect information from a variety of sourcesand share it broadly

Ask how the solution could work -- becomean expert about possible future solutions

6 People Design Principle


73/77

Jabil Technology 73

6. People Design Principle

Give everyone who will be affected by thesolution or idea the opportunity toparticipate throughout the process of itsdevelopment with the other principles. A

solution will work only if people knowabout it and help to develop and improveit.

"We cannot talk people into accepting the future if

they haven't been there."

Benefits from People Design


74/77

Jabil Technology 74

Benefits from People Design

Their knowledge of the "secrets" (purposes,

technology fiction, solutions-after-next andsystems) of the front line

Their support of the larger purposes to beachieved rather than resistance to change

Getting the creative (technology fiction) juicesflowing

Getting the team to focus on customer-based

perspectives Their emotional attachment to a future they

helped to create

Together reaching better solutions

7. Betterment Timeline Principle


75/77

Jabil Technology 75

p

Install changes with built-in seeds of futurechange. Know when to fix it before itbreaks. Know when to change it.

"Even if you are on the right track you'll get run over

if you just stand there."- Will Rogers

http://jabilquality/Flicks/Seg1%20Re-engineering-Ford%20Versus%20Mazda.mpg


76/77

Jabil Technology 76


Refutes the conventional wisdom that you

shouldn't fix something if it isn't broken. For a solution to continue to be effective, it

has to be maintained and upgradedcontinually toward the target solution-after-

next.

The assumptions, purposes, technology,environment and constraints upon which

the solution is based change with time. Even the target needs to be updated

regularly.

http://jabilquality/Flicks/Seg1%20Re-engineering-Ford%20Versus%20Mazda.mpg


77/77


Is an organized and flexible thinkingprocess

keep all of the 7 principles available all ofthe time

01_Intro to 6 Sigma

Documents

Transcript of 01_Intro to 6 Sigma