`

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Did You Know? How many Billion dollars was saved by Six Sigma.

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REAL WORLD EXAMPLE: Six Sigma Implementation(Web link:http://www.sixsigma.com/six-sigma-results/)

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Who is believing?

Companies that implemented

Six Sigma

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Some Believers

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CHAPTER 1

Six sigma in perspective

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Table of contents

1. What is sigma

2. What is Six Sigma

3. Why Six Sigma

4. Six Concepts• Defect Prevention

• Cost of poor quality

• Increasing consistency

• Fact-based Decisions

• Teamwork

5. Tools and Training

6. DFSS

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What is Sigma?

SigmaA term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of a process.

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What is Six Sigma?

Six Sigma

A statistical concept that measures a process in terms of defects-at the six sigma level, there 3.4 defects per million opportunities.

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Why Sigma?

• The word is a statistical term that measures how far a given process deviates from perfection.

• 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. To achieve Six Sigma Quality.

• a process must produce no more than 3.4 defects per million opportunities.

• An "opportunity" is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes.

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But most companies operate between three and Four Sigma's.Here’s the comparison of Sigma levels Three through Six.

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Example: How it actually works

3α 900 flights cancellations/week-

USA

Every hour 47,000 ISD Calls drop

11000 typos in 1 Harry Potter Book.

6α 1 Us flight cancellations/3

Weeks

The same number of drops would take 2 years

7 typos in 1 Harry Potter Book

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Six Sigma Concepts

Prevent defects Reduce variation Focus on the Customer Make decisions based on facts Encourage teamwork

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Defect Prevention

“Prevention is better than cure” Classic quality control inspected products to find the defects ,then

corrected them. Six Sigma analyzes the process to determine what causes the defects,

then changes the process to prevent them.

Check syntax errors all the time !!!

Comparison of Six sigma and quality Control

Action taken Action is On Effect Is Effect is On Need to Repeat

Quality Control

Inspect Product Correction of Error

1 Product Constantly

Six Sigma Analyse Process Prevention Of defect

All Product None

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Cost of Quality

• The cost of quality has two main components: the cost of good quality (or the cost of conformance) and the cost of poor quality (or the cost of non-conformance)

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Cost of poor quality

The cost of poor quality affects:– Internal and external costs resulting from failing to meet requirement

Cost of Poor Quality: Internal Failure Costs

Internal failure costs are costs that are caused by products or services not conforming to requirements or customer/user needs and are found before delivery of products and services to external customers.

Cost of Poor Quality: External Failure Costs

External failure costs are costs that are caused by deficiencies found after delivery of products and services to external customers, which lead to customer dissatisfaction.

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Six Sigma helps in increasing Consistency.

Consistency is important because it is predictable.

Here’s an example explaining process to determine consistency. The first player has too much variation but his darts were close to the bull’s eye. Six sigma company would prefer the consistency of the second player although he

never came close to the bull’s eye. For a Six Sigma company, the next steps would be to examine the process that

caused the defect and then change the process to eliminate the defect. With training or improved tools ,he should be able to hit the bull’s eye consistently. Consistent ,on-target results are the goal of every company .Six Sigma helps them to

get there.

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Customer Focus

Six sigma companies Spend a lot of time talking-about-and to-customers

External customers: The ones who buy the products or services the company sells.

Internal customers: The one such as a department that uses a service another department provides.

Six Sigma projects begin by listening to the “voice of the customer”

The entire project life cycle is characterized by constant communication, and it is much more than delivering periodic reports.

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Fact-Based Decisions

It is important to understand exactly how a process is operating before making any changes.

It is important to ensure that the changes made are the Right ones.

Before making the change six Sigma companies makes sure what the customer really wants.

By having all the facts, six Sigma Eliminates reworks, waste .

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Teamwork

• Teams are, quite simply , the mechanism Six Sigma companies use to eliminate defects.

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Tools and Training

Tools

Training

Six sigma companies recognize that training is a necessity. Green Belt: Which consists of up to two weeks of training ,provide basic

knowledge of the concepts and tools. Black Belt: Are given in-depth training ,normally an additional four weeks. Master Black Belt: Specialized training in the statistical tools. This training includes “Real-worlds “ problems.

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DFSS

Six Sigma process begins after design is complete. It may be impossible to correct all of the problems and achieve the company’s goal of

near-perfection.

DFSS tackles this problem by starting earlier in the process. As its name implies, it focuses on the design of the product or service.

Comparison of Six sigma and DFSS

Action taken

Timing of Action

Action is On

Effects Are Effect is On

Need to Repeat

Six Sigma Analyze At any point in the lifecycle of the process

Any portion of existing Process.

Prevention of defects

All products

None

DFSS Design Before the process

Entirety of new process

Prevention of defects

All products

None

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Company which uses both Six Sigma and DFSS(Web Link-http://www.raytheon.com/connections/supplier/r6s/)

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CHAPTER 2

The Six sigma Difference

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Table of contents

1. What is so much new about Six sigma

2. Six Sigma and Quality Assurance

3. What is CMMI

4. Companies using CMMI for services• Real World Example

5. Six Sigma and CMMI

6. Six Sigma and Lean• Case study

• Real World Example1

• Real world Example

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What is so much new about Six Sigma?

Question Answer Reason

Is it a new concept? NO It was in use in late 1980’s

Is it a new fad? NO It is currently used by many companies

Why we need this new concept when we have ISO 9001,QA and CMMI and etc?

They never produced desired effect on profitability

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Six Sigma and Quality Assurance

Quality Assurance

• One of the goals of quality assurance is customer’s satisfaction.

• QA seeks to prevent defects in existing processes.

• Analysis and confirmation of facts before making decisions is not explicit part of a QA.

• QA can be performed by a single department or by one individual.

• QA tends to be more narrowly focused.

Six Sigma

• Greater focus on the customer: In Six sigma companies customer is the most important.

• Six Sigma encourage to challenge the process, even if it is working well.

• The procedures for analyzing processes and ensuring that the implications of making change are fully understood before it is implemented in Six Sigma.

• Six Sigma projects normally cross departmental and functional boundaries.

• Six Sigma impacts everyone and every aspect of a company

Six Sigma had its foundation in the quality movement. But Six sigma encompasses QA principles, it also goes beyond them. The difference between them are:

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what is CMMI ?

HistoryThe CMMI is the successor of CMMI. The goal of the CMMI project is to

improve usability of maturity models for software engineering and other disciplines, by integrating many different models into one framework. It was created by members of industry, government and the SEI.

Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes.

These levels belong to the continuous representation, apply to an organization’s process-improvement achievement for each process area. There are six capability levels, numbered 0 through 5.

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CMMI (Capability Maturity Model Int.)

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These are some of the companies using CMMI for Services

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Real world Example:CMMI(Web-link-http://cmmiinstitute.com/results/benefits-of-cmmi/)

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CMMI Process Template for Visual Studio ALM

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Six Sigma and CMMI

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Six Sigma and Lean

Six Sigma and Lean should be recognized as complementary. Six Sigma Focuses on improvement of quality. Lean Focuses on speed of the process.It should be obvious that the combination of greater speed with increased quality will result in

improved customer satisfaction.

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Case Study :Factory using lean(Web-link:http://www.boeing.com/news/frontiers/archive/2002/august/cover.html)

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Real world Example:Enterprise Boeing adoptes Lean to Identify and Eliminate Waste

(Web link-http://www.boeing.com/news/frontiers/archive/2002/au)gust/cover.html

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Real world Example(2): Lean manufacturing helps companies survive recession

(Web link- http://usatoday30.usatoday.com/money/industries/manufacturing/2009-11-01-lean-manufacturing-recession_N.htm

)

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CHAPTER 3

Managing change

`

Table of contents

1. The Human Effects of Change

2. The Roles People Play

3. Components of successful Change• Case Study

4. Communication

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Managing Change

• A seemingly minor change may have unexpected effects on the employees who are directly impacted by it.

• Human Effects of Change

• One of the principles of Six sigma is that improvement is continous, and improvement by definition means change.

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The Roles People Play

Roles Sponsors'

Agents

Targets

Advocates

Charactertics They are the champions of

change, the ones who instigate it.

They are the activists who make change happen.

They are those who are changed.

They support the change

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Components of successful change

Direction.

Commitment.

Sustainability.

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Components of successful change

Direction

Commitment

Sustainability

1. Vision2. Reason3. Champion

1. Recognizing the benefits of change2. Build a coalition3. Reduce Affected employees

1. Methods2. Measurement3. Control

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Case Study: British Airways Adopted the change and was Successful.

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Communication

Formal Communication:It is a planned communication.A communication plan outlines what will be communicated by whom, and when.The questions raised in the meeting areoWhat changes are being planned?oWhy is the change needed?oWhen will it happen?oWho will be impacted?oWhere will it happen?

Informal Communication: These are normally verbal

communication. Whereas informal communications are unplanned.

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CHAPTER 4

Introduction to DMAIC

`

Table of contents

1. About Six Sigma

2. DMAIC:Goals

3. DMAIC:Objectives

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About Six Sigma

Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process – from manufacturing to transactional and from product to service.

This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC

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DMAIC: Goals

DMAIC:It is an acronym for five phases in six Sigma that are:

•Define

•Measure

•Analyze

•Improve

•Control

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DMAIC: Objectives

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CHAPTER 5

The Definition phase

`

Table of contents

1. Definition Phase

2. The Project Champion

3. Define The Problem

4. Form A Team

5. Establish a Project Charter• Project Charter includes

6. Develop a Project Plan• High-Level Schedule includes

7. Identify The Customer

8. Identify Key Outputs

9. Identify and Prioritize customer requirements

10.Documents the current process• Top-level Map

• Detailed Process Map

• Functional Map

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Definition Phase

The objective of this phase is to understand the problem to be solved and the process that will be changed as part of the problem resolution so that the correct decisions can be made.

The key steps within the Definition phase are:

• Define the problem.

• Form a team.

• Establish a project charter.

• Develop a project plan.

• Identify the customers.

• Identify key outputs.

• Identify and prioritize customer requirements.

• Document the current process.

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The Project Champion

This role is essential to the success of the project. The champion is the person who leads the change .She/he is the motivation force ,the spokesperson, and the destroyer of roadblocks.

• An effective champion should be aware of everything about the project.

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Define the problem

Developing a good problem statement which should be Specific

Measurable

Attainable

Relevant

Time bound

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Form a Team

Involving people from different department in the team is a basic concept of Six Sigma.

Support Functions to consider for team membership

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Characteristics of effective Team members Commitment Bias of Action Flexibility Innovation Personal Influence Teamwork Available time

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Establish a Project charter

The charter is designed to help team members clearly understand why the team was formed.

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Project Charter Includes

Business case Problem statement Project scope Goals and objectives Milestones Roles and

Real world Example of project Charter(Web link-

http://www.6sigma.us/SixSigmaProjectExample/images/image4_273.png)

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Develop a Project Plan

The first step in planning the project was to establish a high-level schedule, showing when each of the DMAIC phases was expected to be completed.

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High-Level Schedule Includes

• Name the process• Establish start and stop points• Determine the output• Determine the customers• Determine the supplier• Determine the input• Agree on five to seven high level

steps

Source: http://www.docstoc.com/docs/33167882/DCIPS-High-Level-MidpointMock-Pay-Pool-Schedule

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Identify the customersThere are different categories of customers:

• External

• Ultimate

• Internal

Here’s an example to Demonstrate types of Customers

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Identify Key Outputs

In Six Sigma company the output should include not just tangibles, such as the actual order , but intangibles such as speed of processing and accuracy of information.

`

Identify and prioritize customer requirements.

The heart of Six Sigma is understanding and then delivering what customer need and what will transform them from simply being satisfied to being delighted.

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Methods to determine customer Requirements.

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Document the current process

Six sigma organizations use process maps rather than pure description. A process map provides a pictorial representation of process being

analyzed Showing the sequence of tasks along with key inputs and outputs.

Types of process Maps Top-Level Map Detailed process Map Functional Map

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Top-Level Map

A Top-Level map attempts to reduce a process to major steps.

`

Detailed Process Map Detailed process map displays each step. Including intermediate ones,

pictorially and includes decision blocks.

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Functional Map

Functional maps clearly delineates responsibilities as well as the sequence of events.

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Definition Phase

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CHAPTER 6

The Measurement phase

`

Table of contents

1. The Measurement Phase

2. Determine what to measure• Types of Variation

• Measure what you butter

3. Conduct the measurement• Understanding Variation

4. Calculate Current Sigma level

5. DPMO

6. Determine Process Capability• Capability Indices

7. Benchmark Process headers

`

Table of contents

1. What is so much new about Six sigma

2. Six Sigma and Quality Assurance

3. What is CMMI

4. Companies using CMMI for services• Real World Example

5. Six Sigma and CMMI

6. Six Sigma and Lean• Case study

• Real World Example1

• Real world Example

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The measurement Phase

To measure the aspects of the current process and collect relevant data.

To revise and clarify the problem statement

To define the desired outcome.

The key steps within the Measurement phase are: Determine what to measure Conduct the measurements Calculate current sigma level Determine process capability Benchmark process leaders.

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Determine what to measure

In Six Sigma, the team should understand Order of entry process How long each step takes? How many defects were created in each step? Where there were avoidable delays?

To understand the factors that affects the order entry process and then to eliminate defects.

Here’s a mathematical equation which explains it.

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Types of variation

The traditional 6Ms are:

Element Explanation

Man This is the human element, the differences that occur when more than one person operates a equipment.

Machine Variances among different pieces of the same type.

Material Raw materials or ingredients are included in this category.

Method More than one way to perform a process affect variation

Measurement Because of measurement equipment flawed or different observers.

Mother Nature Environmental factors

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Measure what you value

One of the Six Sigma tenet is that it is important what you measure.

The characteristics of good measurement are: Relevant Adequate to detect process changes Valid and consistent from time to time Easy

Accuracy of Measurements

Measurement will be used to make decisions ,a six sigma company places a high degree of emphasis on taking accurate measurements.

It is important to define the measurement as clearly as possible.

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Conduct the measurement

To verify that the current process met the customer requirements that had been identified in the definition phase.

By comparing customer requirement and customer process. After Knowing the customer statisfication average then understanding

the factors caused the variation

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Understanding Variation

The object of six sigma is to reduce variation so that the process is consistently close to its goal.

Here’s an example how it works A company’s statistics to see if they is consistency

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statistics to see if they is consistency

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Statistics to see if there is consistency

mean(average)=15.6

median (middle number)=15 days

standard deviation=5.8

If the standard deviation is >2 then there is a large variation and little correlation in the data. Identifying abnormal data and removing it will ensure that a better sample may be taken.

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After the team completes its measurements Although if they have some theories about the causes of variation.

They were not yet ready to analyze their finding .Instead, they prepare to calculate the sigma level of the current process.

By plotting the graph we can identify the abnormal data and removing it will ensure that a better sample may be taken.

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Calculate Current Sigma Level

Six Sigma Level measurement of defects• Defect: A failure to meet the specification .• Unit: The Smallest measurement of output.• Defect per unit(DPU) :The total number of defects in a sample divided by the

total number of units in the sample.• Defective: A unit with one or more defects. Unlike defects, Which are measured

at various points in the process• Opportunity: The chance to create a defect in a single unit.

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DPMO(Defects per Million Opportunities): This metric, which is key to determining Sigma level

• Defects Per Million Opportunities or DPMO can be then converted to sigma values using Yield to Sigma Conversion Table.

• According to the conversion table• 6 Sigma = 3.4 DPMO

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Here’s an example of DPMO to Sigma conversion Table

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Determine Process Capability

Process Capability is calculating process capability is to compare the process’s normal variation against the customers specification limits.

This is referred as a comparison of the “voice of the process” with the “voice of the customer”

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Capability Indices

Six Sigma organization use two indices , Cp and Cpk The formulas

Where

USL=Upper Specification limitLSL=Lower Specification limit =Standard deviation =mean of the process

•Cp reflects the ability to produce consistent results•Cpk indicates whether or not those results meet the goal.

 i

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Benchmark Leaders

The objectives of benchmarking are to:

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Measurement Phase

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CHAPTER 7

The Analysis phase

`

Table of contents

1. Analysis Phase

2. Determine what caused the variation• Noise Variations

3. Brainstorm ideas for process improvements• Control-Impact Matrix

4. Determine which improvements have the greatest impact on customer requirement

5. Develop Proposed process map

6. Assess Risk Associated with revised process

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Analysis Phase

The objective of analysis phase is to analyze the data that was collected in the previous phase, determine the root cause of the problems,and propose solutions to them.

The steps followed in this phase are Determine what caused the variation. Brainstorm ideas for process improvements. Determine which improvements would have

the greatest impact on meeting customer requirements. Develop a proposed process map. Assess the risks associated with the revised process.

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Determine what caused the variation

Identifying the cause of variation

Thorough understanding of the current process and being able to design new processes.

Common causes are the ones the six sigma team can try and eliminate.

To know difference between common causes and special causes, so that only common ones are addressed.

The difference can identified by plotting run charts such as the I & MR( moving range values)

Example of I and MR run charts

The points above the USL are the special causes which should be dealt with.

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Noise Variables

Some variables are characterized as noise.

Noise variables are typically divided into three groups: Positional: variation from machine to machine or operator to operator. Sequential: Variation from piece to piece or process step to process

step. Temporal: Variation from hour to hour, shift to shift, day to day.

After further investigation into cause of variation If the team was unable to find any one cause for variation.

They analyze the process map to determine which steps were not value-added .Those might be the reasons for the delays.

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Brainstorm Ideas for Process Improvement

Brainstorming helps define and display major causes, sub causes and root causes that influence a process.

Visualize the potential relationship between causes which may be creating problems or defects.

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Control-Impact Matrix:A visual tool that helps in separating the vital few from trivial many.

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Determine which Improvements Have the Greatest Impact on Customer Requirement.

Satisfying customers was of paramount importance. The team has to sought to determine which improvements would

benefit customers the most. The team’s initial step was to list the customer requirements and the

proposed improvements. Then rank each improvement according to the degree to which it

would satisfy each requirement. After rating all the requirements ,the team has add them to the

customers importance rankings. By comparing the total values ,team members could see the relative

effects that their proposed changes would have on the customers.

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Develop Proposed Process Map

Next step is to develop Revised process maps. Process Map Analysis: Visually highlights hang off points/ working relationships between

people, processes and organization. Helps identify rework loops and non value add steps.

A model of a process map

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Assess Risks Associated with Revised Process.

Assessing the risks associated with the revised process.

To perform the risk analysis, a tool called Failure modes and effects analysis(FMEA) is used.

The objectives of an FMEA are: Identify ways in which a process might fail to meet customer

requirements(the failure mode). Determine which potential failures would have the greatest effect on

the customer. Evaluate current controls that are designed to prevent the failure. Develop a corrective action plan to prevent the failure and document

its results.

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FMEA provides an importance ranking for each potential failure mode. This is called the risk priority number(RPN). The higher the RPN’s, the more serious the impact of the failure. Items with high RPNs normally have corrective action plans developed

to mitigate the risks.

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FMEA MODEL WORKSHEET

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•Team members knew what had caused variation .They identified possible process changes and had weighted those against customer requirements to select the ones that would have the greatest impact on customers.•They have assessed and mitigated risks.

Analysis Phase

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CHAPTER 7

The Improvement Phase

`

Table of contents

1. The Improvement Phase

2. Identify Improvement breakthroughs

3. Selecting high gain alternatives• Impact Assessment

• Approval Checklist

4. Implementing Improvements.

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The Improvement Phase

This is the phase where all the work you have done so far in your project can come together and start to show some success. All the data mining and analysis that has been done will give you the right improvements to make to your processes.

Tasks performed in the Improvement Phase are: Gain approval for the proposed changes. Finalize the implementation plan. Implement the approved changes.

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Identify Improvement Breakthroughs

In the first stage of Improve it is important to include the people who are involved in performing the process.

Apply idea-generating tools and techniques to identify potential solutions that eliminate root causes.

A variety of techniques are used to brainstorm potential solutions to counter the root causes identified in Analyze phase.

After identifying the potential solution its important to select solutions to implement.

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Selecting High Gain Alternatives

The team should develop an impact assessment document which should include both positive and negative that the proposed process improvements will have.

Develop criteria to evaluate candidate improvement solutions. Think systematically and holistically. Prioritize and evaluate the candidate solutions against the solution

evaluation criteria. Conduct a feasibility assessment for the highest value solutions. Develop preliminary solution timelines and cost-benefit analysis to aid

in recommendation presentation and future implementation planning.

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Impact assessments charts

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Approval checklist

• After a impact assessment chart then a approval checklist is designed to ensure that all necessary approvals are documented on a single form

Real World Example:Aprroval checklist

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Implementing Improvements

• Planning the implementation is largely a matter of basic project management.

• The team needs to plan the budget and time line of the implementation, determine roles and responsibilities, and assign and track tasks.

• Tools for planning include Gantt charts, planning grids and flowcharts.

• A deployment flowchart can be created for the implementation process itself, as well as for the new process that will be followed as a result of the improvements being implemented.

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CHAPTER # 7

The Control Phase

`

Table of contents

1. Control Phase

2. Quality Control

3. Standardization

4. Control methods and alternatives

5. Responding when defects occurs

6. Conclusion• Case Study

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The control Phase

Control phase is to ensure that the gains obtained during Improve are maintained long after the project has ended.

To that end, it is necessary to standardize and document procedures, make sure all employees are trained and communicate the project’s results.

The project team needs to create a plan for ongoing monitoring of the process and for reacting to any problems that arise.

`

The four objectives of control are: Quality control Standardization Control methods and alternatives Responding when defects occur

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Quality control

The ultimate purpose in control is overall assurance that a high standard of quality is met. The customer's expectations depend on this, so control is inherently associated with quality.

Since the purpose to Six Sigma is to improve overall process by reducing defects, quality control is the essential method for keeping the whole process on track

`

Standardization

• One feature of smooth processing is to enable processes to go as smoothly as possible. This usually means standardization.

• We need to devise a control feature to processes so that the majority of work is managed in a standardized manner.

`

Control methods and alternatives

• The development of a new process of any change to an existing process requires the development of procedures to control work flow.

• When a process cannot be managed in the normal manner, we need to come up with alternatives short of forcing compliance to the standardized method.

`

Responding when defects occur

• The final step in a control process is knowing how to respond once a defect is discovered.

• The weak links in the procedure, where defects are most likely to occur, can and should be monitored carefully so that defects can be spotted and fixed before the process continues.

• In the best designed systems, defects can be reduced to near zero, so that we may actually believe that Six Sigma can be attained.

`

Conclusion:The project team determines how to technically control the newly

improved process and creates a response plan to ensure the new process maintains the improved sigma performance.

Closing Out the Project

•  established the customer requirement (CTQ)

• measured the process against that requirement

• clarified the problem that had to be addressed

• confirmed one or more root causes of that problem

• identified one or more solutions to counter the root causes

• demonstrated that the solutions implemented result in substantial improvement in the CTQ metrics

• rolled out the new process

• standardized and documented the new process

• created a plan for monitoring the process and responding to performance problems

`

Case study1:US ARMY benefits more than $2 billons by using Six Sigma.

`

Pros and cons

`

Advantages

Emphasis on achieving attainable goals Implementing projects that will produce results Effective use of scientific techniques and precise tools Infuses upper management with passion and dedication Integrated concepts benefiting employees and customers Using information that has real world meaning

`

Disadvantages

Projects which are directed are selected by organizations subjectively rather than objectively, which means that goals may be mistakenly thought of as attainable and favorable when in fact they may eventually be a waste of resources and time

`

Salaries for Six Sigma Professionals

`

Real World Example:Typical Gain From Design for Six Sigma Projects

(weblink:http://www.isixsigma.com/press-releases/300k-typical-gain-design-six-sigma-projects/)

`

Commercial Electronics

South Korea based company-wide implementation of DFSS, including South Korea, Hungary, India, Indonesia, Malaysia,

Mexico, Spain, United Kingdom and United States.

SOME OF DFSS CLIENTS

`

Satellite Manufacturer

Implemented Design for Six Sigma

`

Design For

Six

SigmaChapter 10

Introduction to DFSS

`

Table of contents

1. The need for DFSS

2. What is DFSS

3. Difference between Six Sigma and DFSS

4. Different DFSS methodologies

5. Phases of DFSS

`

The need for DFSS

• Six Sigma has limitations, and after a few years of dramatic quality improvements, companies may find themselves faced with decreasing returns on their quality improvement efforts.

• The problem is not Six sigma itself but the fact that effort is being expended to perfect flawed processes and products.

• Design for Six Sigma takes a different approach and helps companies build in quality from the beginning.

`

What is DFSS?

• DFSS stands for Design For Six Sigma - an approach to designing or re-designing a new product or service for a commercial market, with a measurably high process-sigma for performance from day one.

• The intension of DFSS is to bring such new products to market with a process performance of around 4.5 sigma or better, for every customer requirement.

• This implies an ability to understand the customer needs and to design and implement the new offering with a reliability of delivery before launch rather than after.

`

Difference between Six sigma and DFSS

• It is important to note that two strategies are neither mutually exclusive nor dependent on each.

Element Six sigma DFSS

Focus Existing process New process

Goal Reduce Variation Reduce variation and optimize performance

Time required to implement improvements

shorter longer

Potential financial results lower Higher

Payback period lower Higher

Best suited for Maximizing current process Developing new products

Major Effect is on Cp(Reducing Variation) Cpk(centering within customer requirements)

One word Description Reactive predictive

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Different DFSS Methodologies

Several roadmaps have been proposed. They are very similar to each other. The underlying tools are the same

`

Phases of DFSS

Design for Six Sigma (DFSS) can be accomplished using any one of many methodologies. IDDOV is one popular methodology for designing products and services to meet six sigma standards.

IDDOV is a four-phase process that consists of  ID:Identify the opportunity and define the requirements. D:develop the concepts O:Optimize the design V:Verify the design

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Design For

Six

SigmaChapter 11

The Identification of Opportunities Phase

`

Table of contents

1. The Identification of opportunities phase

2. Crucial Steps

3. Voice of the customer

4. Identify CTQ’s

5. Derive product Requirement-Quality Function deployment(QFD)

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The Identification of Opportunities Phase

This is where a customer need is identified. A team is established to listen to the customer and convert their needs and expectations into product specifications.

Technical expectations are identified and figured into the plan. Then the plan is put into writing with the roles and responsibilities of

each team member and the milestones are clearly defined. This includes detailed timelines, graphs, and other visual tools to help

keep the project on target.

`

The Crucial Steps of identify phase are: Define the problem Form a team Establish a project charter Develop a project plan Identify the customers, Suppliers and stakeholders Identify Customer Needs - Voice of the Customer (VOC) Process Identify CTQ’s. Derive Product Requirements - Quality Function Deployment (QFD)

`

 Voice of the Customer

Identify customer Requirements Identify customer both internal and external Go to “Gemba” Identify Basic, Performance and excitement.

Gemba: The “Real Place” where customers are, and observe first-hand their situation, their problems, their opportunities.

`

• To obtain customer needs, the team should concentrate on surveys and focus on group meeting.

• Prior to creating the customer surveys and conducting the focus groups the team should develop a SIPOC(Supplier, Input, Process, Output and Customer).

• SIPOC Chart: This chart, which can be considered an extension of the list of suppliers and customers and its goals to create a basic understanding of the process and the factors that impact it.

TEMPLATE OF SIPOC CHART

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• After creating the SIPOC chart ,now team can perform focus meeting and the surveys.

• The outcomes of the focus meeting can be represented in matrix form as shown below

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• After completion of the focus meeting with internal customers as well external ones and the survey results.

• The team has to transcribe requirements from those documents onto SIPOC i.e Expanded SIPOC.

`

The unspoken requirements could be most important. Even after the survey and focus meeting there might be several

categories of requirements. The kano model is to categorize the requirements that had received

and to brainstorm the unspoken ones.

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Identify CTQ’s

• Identifying which requirements are critical to quality.

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Derive Product Requirements - Quality Function Deployment (QFD)

QFD: A quality function deployment matrix is a cause-and-effect matrix.

Reasons for using a QFD matrix Consistency:QFD provides a consistent way of recording key

information about a project. Objectivity:QFD removes subjectivity from the analysis of the

relationship between needs and features.

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House of Quality

Technical requirements

Voice of the customer

Relationship matrix

Technical requirement priorities

Customerrequirement priorities

Competitive evaluation

Interrelationships

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QFD Example

Customer Requirements

Importance to Cust.

Easy to close

Stays open on a hill

Easy to open

Doesn’t leak in rain

No road noise

Importance weighting

Engineering Characteristics

Ene

rgy

need

ed

to c

lose

doo

r

Che

ck f

orce

on

leve

l gr

ound

Ene

rgy

need

ed

to o

pen

door

Wat

er r

esis

tanc

e

10 6 6 9 2 3

7

5

3

3

2

X

X

X

X

X

Correlation:Strong positive

PositiveNegativeStrong negative

X*

Competitive evaluationX = UsA = Comp. AB = Comp. B(5 is best)

1 2 3 4 5

X AB

X AB

XAB

A X B

X A B

Relationships:Strong = 9

Medium = 3

Small = 1Target values

Red

uce

ener

gy

leve

l to

7.5

ft/lb

Red

uce

forc

eto

9 lb

.

Red

uce

ener

gy to

7.5

ft/l

b.

Mai

ntai

ncu

rren

t lev

el

Technical evaluation(5 is best)

54321

B

A

X

BAX B

AX

B

X

A

BXABA

X

Doo

r se

al

resi

stan

ce

Acc

oust

. Tra

ns.

Win

dow

Mai

ntai

ncu

rren

t lev

el

Mai

ntai

ncu

rren

t lev

el

`

QFD Levels

technicalrequirements

componentcharacteristics

processoperations quality plan

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The end result is a collection of data that allows you to identify in order of importance the critical to customer requirements.

These are then used to flow down through the design and manufacturing process to identify all the critical performance items.

`

Design For

Six

SigmaChapter 12

The Definition of the Initial Design Phase

`

Table of contents

1. The Design phase

2. Crucial Steps

3. Identify Potential designs

4. Evaluate the potential designs using pugh concepts selection techniques.

5. Identify potential failure nodes of the feasible design

6. Axiomatic design

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The Design Phase

The Design phase, the product’s design is laid out. This includes formulating a concept, identifying potential risks

associated with either the project, and a plan is created to either avoid potential risks or to deal with them as they arise.

A plan is developed to procure raw materials and for the manufacturing process. 

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The Crucial Steps of Design Phase are: Identify Potential designs Evaluate those potential designs using pugh concepts selection

techniques. Identify potential failure modes of the feasible design . Axiomatic Design

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Identify Potential designs

This step is to determine what competition exists and how well that competition satisfies the customers requirement.

There are two approaches to identify competition designs. Purchasing every product that could be competitor Benchmark the other industry leaders.

`

Evaluation of competitors products is done by using the following checklist.

Function: How well the product fulfills its primary purpose. Feactures:The presence and performance of secondary functionality. Conformance: The degree to which product specifications have met. Reliability: Performance measured over time. Serviceability: The ability to repair the product quickly, inexpensively,

and effectively. Aesthetics: Overall sensual experience. Perception: Reputation of both the product and the company.

`

• A QFD chart is created for competitive product assessment

`

Evaluate the potential designs using pugh concepts selection techniques

To evaluate multiple choices, including developing a matrix of solutions and requirements and assigning weighting factors to each intersection as done for competitive products.

Pugh uses a simpler scale to indicate whether each solution is better, worst, or the same as the baseline.

Typically, the scale is plus, minus, and zero, although some companies replace the zero with an “s” for “same”.

Others use color coding, with red being worse, green better, and white neutral.

`

Pugh selection matrix Applicable to a variety of

situations Customer requirement driven Excellent tool to aid decision

making Provides good documentation

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Identify potential failure modes of the feasible design

• Before starting this step the team must complete, the first draft of QFD.

• This means identifying the “how's”, determining the relationship between those “how's” and the customer requirements the “what's”.

`

The Next step is to create a Failure Modes and Effects Analysis(FMEA) FMEA is a method of planning for perfection is to identify everything

that could go wrong with a process, and then ensure that their design prevents those failures.

`

• The actions that were identified as part of the FMEA.

Once the team entered the product feactures into the matrix,the next step was to access the degree to which each of the features would impact customer satisfaction.

`

Axiomatic Design

• Axiomatic Design:

• Helps Design teams evaluate the “goodness” of designs.

• Decomposes customer requirements into “domains”:customer, Functional, Physical, process.

`

This can be done by using TRIZ Matrix

`

Design For

Six

SigmaChapter 13

The Development of Concept Phase

`

Table of contents

1. The Development of concept phase

2. Define the proposed product and process

3. Identify possible causes of variation in the process

4. Model the design

5. Identify potential risks and mitigation of risks and mitigation plans

6. Develop quality measures for the process

`

The Development of Concept Phase

The objective of this phase is to determine whether the proposed design is capable of satisfying the customers CTQs’.

The process a team should be followed included five steps: Define the proposed product and process. Identify possible causes of variation in the process. Model the design. Identify potential risks and mitigation plans. Develop quality measures for the process.

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Define the proposed product and process

In this step the project’s objectives are communicated among the team with the help High-level process map(with inputs included).

With the PMAP it will be helpful to explain the process, identifying the variables that could impact the desired output; that is, the satisfaction of the customers’ CTQs.

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Identify Possible causes of variation in the process

There are Six easily recognized types of variation, often referred to as Six Ms

Element Explanation

Man This is the human element, the differences that occur when more than one person operates a equipment.

Machine Variances among different pieces of the same type.

Material Raw materials or ingredients are included in this category.

Method More than one way to perform a process affect variation

Measurement Because of measurement equipment flawed or different observers.

Mother Nature Environmental factors

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Model the Design

Checking whether the product meets the customers requirement and it would cost effective to produce it.

DOE (design of experiments) is used to determine CTQs and their influence on the technical requirements (transfer functions)

The objective of DOE is to vary multiple parameters at the same time, determining the optimum combination.

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Identify Potential Risks and Mitigation Risks and Mitigation Plans

The process should be mistake-proof . To do that, the team need to identify potential risks and develop

mitigation plans for those risks. Assess risks of key areas: technology, cost, schedule, market, etc. Use formal tools: FMEA, etc. Quantify risks: probability of failure and impact of failure Formulate responsive projects to reduce high risks.

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Develop Quality Measures for the Process

• The final step in concept development is the creation of quality measurements for the new process.

• The measurement of the process is included in Scorecard.

• Scorecard is color-coded .

• All unfavorable actuals are shown in red, while favorable ones are shown in green.

`

Design For

Six

SigmaChapter 14

The Optimization Phase

`

Table of contents

1. The optimization phase

2. Robust Design

3. Parameter design

4. Tolerance design

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The Optimization Phase

The Optimize phase first assesses the process to ensure that all the critical design parameters are being met.

 Then the process is designed for performance, reliability, and is error-proofed as well. Cost analysis is done to avoid excess spending, especially for the start up costs, which can quickly go over budget if not constantly monitored. 

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Robust design

Optimization begins with what is commonly referred to as robust design.

Robert design has its objective creating products or processes that exhibit the same behavior regardless of the operator, environment , or passage of time.

The re are two major steps in designing for robustness Parameter design Tolerance design

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A Robust Design Experiment Layout

1 2 ……….... 1

1 1 ……….... 2

1 2 ……….... 2

i j 1 2 ……….... n

1 1 1 1 1 y 11 y 12 ……….... y 1n

2 1 2 2 2 y 21 y 22 ……….... y 2n

3 1 3 3 3 y 31 y 32 ……….... y 3n

……

……

…

……

……

…

……

……

…

……

……

…

……

……

…

……

……

…

……

……

…

……

……

…

……

……

…

m 3 3 2 1 y m1 y m2 ……….... y mn

Noise Factors

Control Factors Performance Measures

1211 SNR,s,y

2222 SNR,s,y

m2mm SNR,s,y

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Parameter design

The first goal of parameter design is to obtain facts so that decisions can be based on them.

In case of parameter design, those facts include: The identification of all the variables (parameters) involved in a

process . Obtaining an understanding of the variables effect on each other.

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This is a continuation of the exploration of the transfer function in the process.

A transfer function is the official term for the Y=f(x1,x2,….) equation. The objective of this first step is to understand all the X values in the

equation and to quantify their relative importance. The goal is to identify and focus on the factors that will have the

greatest effect on the output.

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Tolerance Design

The objective of tolerance design is to adjust parameters to provide the maximum quality possible at the minimum cost.

Tolerance design is all about balancing cost against performance and quality.

Looking at all the input standard deviation of the system. Determines which have the largest impact on the output variations. Focus on controlling those with the largest impact.

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Tolerance Design

loss lossno loss

nominaltolerance

loss loss

Traditional View

Taguchi’s View

`

Design For

Six

SigmaChapter 15

The Verification Phase

`

Table of contents

1. The verification phase

2. The prototype

3. The pilot

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The Verification Phase

The final phase is to Validate.  This is where the design and processes are tested, analyzed, and

changed as necessary.  Prototypes are validated as well for how close they come to meeting

the customer’s needs and expectations, along with their performance and their DPMO rating.

 If the design is flawed, improvements are made now, as are changes to the process.

`

The Crucial Steps of this phase are: The Prototype The Pilot

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The Prototype

A Prototype is a first full-scale and usually functional form of a new type or design of a construction.

The prototype should be as close to the final product as possible. The objectives of the prototype testing were twofold: To verify that the product performed as expected. To determine under what conditions the product would break.

`

The Pilot

After proving that prototype would the customers’ requirements, then the team can proceed to verification of the pilot.

The pilot seeks to verify that the process is robust. The objective is to test the final production process, identify any

defects, and correct them prior to beginning full-scale production.

`

SUCCESS STORIES

`

GMGM

FordFord

ToyotaToyota

ChryslerChrysler

EatonEaton

Dana CorporationDana Corporation

Rockwell Int’l AutomotiveRockwell Int’l Automotive

TRW AutomotiveTRW Automotive

ITT AutomotiveITT Automotive

JaguarJaguar

Cost reduction, warrantees, recalls, new design, patent circumvention, failure analysis, failure prediction, training

Break squealBreak squeal

Brake roughnessBrake roughness

Noise and vibrationNoise and vibration

TransmissionTransmission

Air bagAir bag

Electrostatic paintElectrostatic paint

Tail lightTail light

Seat coverSeat cover

Wind tunnelWind tunnel

Plastic fuel tankPlastic fuel tank

Six Sigma & DFSS Clients Successes-To-Date:AUTOMOTIVE INDUSTRY

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DowDow

AmocoAmoco

DupontDupont

ConocoConoco

SolutiaSolutia

Rohm & HaasRohm & Haas

Cost reduction, breakthrough/discovery, manufacturing processes, safety, quality, reliability, failure analysis

PlasticsPlastics

Chemical processingChemical processing

CatalystsCatalysts

ReactorReactor

Aromatic oxidationAromatic oxidation

Distillation/separationDistillation/separation

New material New material development/designdevelopment/design

Six Sigma & DFSS Clients Successes-To-Date:CHEMICAL INDUSTRY

`

ExxonExxon

MobilMobil

AmocoAmoco

ShellShell

Cost reduction, reliability, failure analysis, new design, training

ExplorationExploration

Method of discoveryMethod of discovery

RefineriesRefineries

Post processingPost processing– GasGas– Fuel oilFuel oil

Enhanced oil recoveryEnhanced oil recovery

Dual grading drillingDual grading drilling

Expandable casingExpandable casing

Hydro carbon processingHydro carbon processing– on shoreon shore– off shoreoff shore

TransportationTransportation

Six Sigma & DFSS Clients Successes-To-Date:OIL INDUSTRY

`

Johnson & JohnsonJohnson & Johnson

CardiovascularCardiovascular

RocheRoche

Bristol MyersBristol Myers

Zeneca (UK)Zeneca (UK)

New design, patent circumvention, cost reduction, failure prediction, training

Medical instrumentationMedical instrumentation

Sanitary productsSanitary products

Blister packaging of pillsBlister packaging of pills

Six Sigma & DFSS Clients Successes-To-Date:MEDICAL INDUSTRY

`

HoneywellHoneywell

MotorolaMotorola

Philips ElectronicsPhilips Electronics

HitachiHitachi

ITTITT

Arteche (Spain)Arteche (Spain)

VisteonVisteon

Northern Telecon (Canada)Northern Telecon (Canada)

SolarexSolarex

HelixHelix

ToshibaToshiba

SonySony

LG ElectronicsLG Electronics

Cost reduction, new technologies, reliability, manufacturing processes, training

Cell phonesCell phones

MicrochipsMicrochips

PC boardsPC boards

RadioRadio

HeadsetHeadset

High voltage transformersHigh voltage transformers

Power suppliesPower supplies

Navigation systemsNavigation systems

Six Sigma & DFSS Clients Successes-To-Date:ELECTRONICS/ELECTRICAL INDUSTRY

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BoeingBoeing

Pratt & WhitneyPratt & Whitney

Techspace Aero (Belgium)Techspace Aero (Belgium)

HoneywellHoneywell

Allied SignalAllied Signal

Rockwell InternationalRockwell International

Rolls RoyceRolls Royce

McDonnel Douglas McDonnel Douglas AerospaceAerospace

NASANASA

Hughes AircraftHughes Aircraft

TRWTRW

BF GoodrichBF Goodrich

LittonLitton

Cost reduction, safety, reliability, quality, new design, failure analysis and prediction, training

C-17C-17

F-22F-22

EnginesEngines

ValvesValves

Containment ringContainment ring

Six Sigma & DFSS Clients Successes-To-Date:AVIATION INDUSTRY

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