qp (1).pptx 1
- 2. intro
- 3. Evolution Of Quality Reactive Quality Quality check(QC) Taking the defects out of what is produced. Proactive quality Create process that will produce less or no defects
- 4. Why Six Sigma Data-Driven Approach Focus on Customer Requirements Continuous Improvement Culture Reduction of Defects and Variability Cost Efficiency Structured Methodology
- 5. Six Sigma's Role for Quality • Data analysis: Pinpoints defects, identifies variability. • Reducing waste: Improves efficiency and quality. • Process capability: Ensures outputs meet specified limits • .Continuous improvement: Regular process assessment and enhancement. • Customer alignment: Meets or exceeds expectations.
- 6. What is six sigma • Six Sigma: Methodology for continuous improvement. • High standards: Ensures products/processes perform at excellence. • Statistical tools: Arranged uniquely for effectiveness. • Assessment: Knowing current state and potential. • Quality philosophy: Also a management technique
- 7. Sigma • Sigma (σ) represents the standard deviation in a set of data, which measures the amount of variation or spread. In Six Sigma, a higher sigma level indicates fewer deviations from the mean (the average value) and thus, a more consistent process.
- 8. Defects per Million Opportunities (DPMO) • Six Sigma is often associated with the number of defects per million opportunities. For instance • 1 Sigma: Roughly 690,000 defects per million opportunities. • 2 Sigma: About 308,000 defects per million. • 3 Sigma: Approximately 66,800 defects per million. • 4 Sigma: Around 6,200 defects per million. • 5 Sigma: Close to 230 defects per million • .6 Sigma: Only about 3.4 defects per million opportunities. • As you move from a lower sigma level (like 1 Sigma) to a higher one (like 6 Sigma), the number of defects or errors decreases significantly.
- 9. What is DMAIC • A logical and structured approach to problem solving and process improvement • An iterative process (continuous improvement) • A quality tool with focus on change management • E = Q x A • Effectiveness Quality improvement Acceptance
- 10. Six Sigma tool kit • , DEFINE MEASURE ANALYZE IMPROVE CONTROL The GE model for process improvement
- 11. Define • Objective: Identify the problem or project goals. • Activities: • Define the problem statement. • Identify stakeholders and project scope. • Establish project goals and customer requirements. • Tools: Project charters, SIPOC diagrams (Suppliers, Inputs, Process, Outputs, Customers), and Voice of the Customer (VoC) analysis.
- 12. Measure • Objective: Quantify the current performance of the process. • Activities: • Collect data on current process performance. • Develop a data collection plan. • Identify key performance indicators (KPIs). • Tools: Data collection forms, process maps, statistical analysis software, and measurement system analysis (MSA).
- 13. Analyze • Objective: Identify the root causes of defects or inefficiencies. • Activities: • Analyze the data collected to identify trends and patterns. • Use statistical tools to determine the root causes of problems. • Validate root causes through further investigation. • Tools: Fishbone diagrams (Ishikawa), Pareto charts, regression analysis, and hypothesis testing.
- 14. Improve • Objective: Implement solutions to address root causes and improve process performance. • Activities: • Brainstorm and develop potential solutions. • Pilot and test the solutions. • Implement the best solutions on a larger scale. • Tools: Brainstorming sessions, design of experiments (DOE), failure modes and effects analysis (FMEA), and piloting/testing protocols.
- 15. Control • Objective: Sustain the improvements and ensure long-term success. • Activities: • Develop and implement control plans. • Monitor process performance to ensure gains are maintained. • Standardize the improved process. • Tools: Control charts, process control plans, standard operating procedures (SOPs), and training programs.
- 16. DPMO(Defects Per Million Opportunities) • DPMO (Defects Per Million Opportunities) measures the number of defects relative to the number of chances for defects to occur, expressed per one million opportunities. • Formula: The DPMO can be calculated using the formula: • Dpmo=number of defects/no of opportunity*number of unit produce
- 17. overview & history of six sigma • 1980s: Developed by Motorola engineers, led by Bill Smith, to improve manufacturing processes and reduce defects. • 1990s Lockheed Martin Began integrating Six Sigma methodologies. Achieved significant improvements in production processes. Reduced defects and cycle times, leading to cost savings and better project performance. • In 2000s the Northrop Grumman company Implemented Six Sigma, achieving process standardization and improved delivery schedules. Played a crucial role in projects like the B-2 Spirit stealth bomber and satellite systems.
- 18. A Brief Overview defense Raytheon's Six Sigma Story • Raytheon, a major U.S. defense contractor, embraced Six Sigma in the early 2000s to drive process improvements and innovation. Six Sigma helped Raytheon enhance its manufacturing processes, resulting in reduced cycle times and improved product reliability. The company reported significant cost savings and efficiency gains, particularly in its missile systems and defense electronics divisions.
- 19. defense Raytheon's Six Sigma Story • Implementation • Raytheon applied Six Sigma principles across its manufacturing processes, focusing on reducing cycle times, minimizing defects, and improving overall reliability. • Results • The implementation of Six Sigma led to significant cost savings, particularly in Raytheon's missile systems and defense electronics divisions, and fostered a culture of continuous improvement. • Recognition • Raytheon's success with Six Sigma earned recognition for its commitment to quality and operational excellence, positioning the company as a leader in the defense industry.
- 20. Future Roadmap of Six Sigma • Circular Economy Initiatives: Use Six Sigma to improve processes related to recycling, reuse, and waste reduction. • Global Standardization: Promote international standards and certifications for consistent application across different regions and industries. • Rapid Iteration: Implement shorter project cycles to quickly adapt to changes and continuously improve. • Customer Experience (CX): Use Six Sigma to enhance customer satisfaction and loyalty by improving customer-facing processes. • Voice of the Customer (VoC): Integrate VoC feedback into Six Sigma projects to ensure alignment with customer needs and expectations. • Strengthening Organizational Culture: • Leadership Development: Train leaders to foster a culture of continuous improvement and quality. • Employee Engagement: Encourage greater employee participation and ownership of Six Sigma initiatives.
- 21. Tools and Techniques: Kaiz en Value Stream Mapping (VSM): 5S (Sort, Set in order, Shine, Standardize, Sustain): Just-in-Time (JIT)
- 22. What is Lean • Lean: A methodology focused on improving efficiency by eliminating waste and enhancing value • educed Waste:. • Improved Efficiency • Cost Savings • Higher Quality. • Customer Satisfaction • Flexibility and Responsiveness
- 23. Lean and Six Sigma • When Lean and Six Sigma are combined, the approach is often referred to as Lean Six Sigma. This integrated methodology leverages the strengths of both Lean and Six Sigma to maximize process improvement.
- 24. History of defense company Boeing • Boeing founded in 1916 by William Boeing, began as a small aircraft manufacturing company in Seattle, Washington. Over the decades, it evolved into one of the world’s largest aerospace and defense companies, producing commercial airplanes, military aircraft, satellites, and space exploration vehicles. Boeing played a pivotal role in aviation history with iconic aircraft like the B-17 Flying Fortress during WWII and the commercial success of the 747 jumbo jet.
- 25. Challenges • Challenges: In the late 1990s and early 2000s, Boeing faced several challenges • Production Delays: The company struggled with production inefficiencies and delays, particularly with complex projects like the 787 Dreamliner. • Quality Issues: Defects in production and supply chain management problems led to increased costs and delays. • Global Competition: Boeing faced intense competition from Airbus, which was rapidly gaining market share.
- 26. Implementation of six sigma • Application of Six Sigma: To address these issues, Boeing adopted Lean Six Sigma, combining Lean’s waste reduction focus with Six Sigma’s precision in reducing variability and defects. • Streamlined Production Processes: Boeing applied Six Sigma to identify and eliminate bottlenecks in production lines. For example, in the 787 Dreamliner program, Six Sigma tools were used to optimize assembly processes, resulting in more efficient workflows and reduced cycle times. • Quality Improvement: Using Six Sigma's DMAIC (Define, Measure, Analyze, Improve, Control) framework, Boeing improved quality control processes. This led to a significant reduction in defects and rework, particularly in critical components like aircraft fuselages and wings. • Supply Chain Optimization: Six Sigma tools helped Boeing manage and streamline its complex global supply chain. By improving communication and coordination with suppliers, Boeing reduced delays and improved the overall reliability of its supply chain.
- 27. Achievement • Employee Training and Engagement: Boeing invested in Six Sigma training for its workforce, fostering a culture of continuous improvement. Employees were empowered to identify problems and propose data-driven solutions, leading to sustained improvements across the organization. • Results: Boeing’s implementation of Lean Six Sigma led to improved production efficiency, reduced costs, and enhanced product quality. These improvements were crucial in helping Boeing maintain its competitive edge in the aerospace industry and meet the high standards required by its customers, including commercial airlines and military clients.
- 28. thank you