SIX SIGMA (PART 2) Manuel Rincón, M.Sc. October 15th, 2004

Transcripción

1 (PART 2) Manuel Rincón, M.Sc. October 15th, 2004

2 DMAIC Process Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements Control Define Improve Analyze Measure Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement

3 DMAIC: Measure Measure the performance of the Core Business Process involved. Develop a data collection plan & operational definitions for the process. Collect data from many sources to determine types of defects and metrics. Compare to customer survey results to determine shortfall.

4 DMAIC: Measure Cycle Time Data (T6 out -T2 in) Min: 48 Days Max: 506 Days Sample Size: Average Time per Step Negotiation Days Avg.= 153 Days Days SOW RA Draft Review Other Party Approval Dow Approval Distributed 0 T1 T2 T3 T4 T5 T6 T7 Days Performed by Team Cycle Time for 1st Draft Prepared (T2 out -T2 in) Partially Negotiated Min: 0 (same) Day Max: 68 Days Sample Size: 26 DAS Agm Avg.= 20 Other Party s Agm RA Template Fact There is no standard mechanism for recording cycle time

5 DMAIC Process Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements Control Define Improve Analyze Measure Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement Identify Root Causes Quantify Root Causes Verify Root Causes

6 DMAIC: Analyze Analyze the data collected and process map to determine root causes of defects and opportunities for improvement. Identify gaps between current performance and goal performance Prioritize opportunities to improve. Identify sources of variation.

7 DMAIC: Analyze Control Charts Pareto Charts Scatter plots Data collection Histograms Stratification Ishikawa Diagrams

8 cambiemos a Español

9 Ejemplo (Control de fracciones disconformidades) Se envasa petróleo refinado (Mezcla Mexicana) en barriles de 200 litros. Estos envases los produce una máquina formando un tubo a partir de una pieza de hierro y aplicando luego un fondo metálico. Al inspeccionar un barril puede determinarse al llenarlo si goteará por la junta lateral o la del fondo. Tal bote disconforme tiene un sellado inadecuado en la junta lateral o del fondo. Para establecer el sistema de control se seleccionaron 30 muestras de n=50 barriles cada media hora durante un período de tres turnos. Se desea elaborar un diagrama de control preliminar para ver si el proceso estaba bajo control cuando se obtuvieron esos datos. Número de muestra Número de disconformidades

10 Ejemplo (Control de fracciones disconformidades) Número de muestra Número de disconformidades Fracción disconforme = - p

11 Fórmulas para definir Límites de Control Límite Superior de Control (LSC) = p p(1-p) - - n Límite Inferior de Control (LIC) = - p - 3 p(1-p) - - n

12 Ejemplo (Control de fracciones disconformidades) Diagrama de Control (Disconformidades) Fracción disconforme muestral Fracción disconforme Valor medio LSC (prueba) LIC (prueba) Número de muestra

13 Ejemplo (Control de fracciones disconformidades) eliminando puntos fuera de lineamientos Número de muestra Número de disconformidades Fracción disconforme = - p

14 Ejemplo (Control de fracciones disconformidades) Diagrama de Control (Disconformidades) Fracción disconforme muestral Fracción disconforme Valor medio LSC (revisado) LIC (revisado) Número de muestra

15 Ejemplo (Control de fracciones disconformidades) Diagrama de Control (Disconformidades) Fracción disconforme muestral Fracción disconforme Valor medio (prueba) Valor medio (revisado) LSC (prueba) LIC (prueba) LSC (revisado) LIC (revisado) Número de muestra

16 Ejemplo (Diagramas de Control x y R) SEDENA fabrica anillos de pistón para el motor de un vehículo militar modelo Hummer Se desea controlar el proceso por medio de diagramas x y R. Se tomaron 25 muestras, de tamaño 5 cada una, cuando se consideró por parte del Teniente López que el proceso estaba bajo control.

17 Ejemplo (Diagramas de Control x y R) Obs. Muestra Observaciones

18 Ejemplo (Diagramas de Control x y R) Muestra Observaciones Media Rango Promedio

19 Fórmulas para definir Límites de Control (R) Límite Superior de Control (LSC) = R D 4 Límite Inferior de Control (LIC) = R D 3

20 Tablas

21 Ejemplo (Control de Rangos o Recorridos) Diagrama de Control (R) R Rango LSC LIC Rango Promedio Muestra

22 Fórmulas para definir Límites de Control ( x ) Límite Superior de Control (LSC) = = _ x + A 2 R Límite Inferior de Control (LIC) = = _ x - A 2 R

23 Tablas

24 Ejemplo (Control de Media o Promedio) Diagrama de Control (X) R Media LSC LIC Media Promedio Muestra

25 El valor de sigma (Desviación Standard del Proceso) _ σ= R d 2

26 Tablas

27 Capacidad del Proceso LIE LIC LSC LSE 3σ µ 3σ LSE LIE RCP = > 1 6σ

28 Capacidad del Proceso LIC LIE 3σ LSE LIE µ RCP = = 1 3σ LSC LSE 6σ

29 Capacidad del Proceso LIC LIE LSE 3σ µ 3σ LSC RCP = LSE LIE 6σ < 1

30 Ejercicios (Control de fracciones disconformidades)

31 Ejercicios (Control de fracciones disconformidades)

32 Ejercicios (Diagramas de Control x y R)

33 Ejercicios (Diagramas de Control x y R)

34 Ejemplo Herramientas de la Calidad La firma aeroespacial Molniya cuenta con una infraestructura de compras a 27 proveedores para su nave espacial Burán, los cuales entregan diariamente producto a su planta ubicada en Moscú, Rusia. Molniya divide sus compras en tres tipos de materiales: A: Electrónicos B: Metales C: Hidráulicos/Neumáticos Molniya desea saber el impacto de compras que tiene cada proveedor al igual que el comportamiento de cada uno de acuerdo al tipo material comprado.

35 Ejemplo Herramientas de la Calidad

36 Ejemplo Herramientas de la Calidad

37 Ejemplo Herramientas de la Calidad Las compras del primer período se comportaron de la siguiente manera: Número de Proveedor Compras 1 $ 2, $ 2, $ 2, $ 2, $ 1, $ 1, $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3.00 Totales (000's) $ 16,791.00

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39 Ejemplo Herramientas de la Calidad (Histograma) Compras por Proveedor $ $ $ $ $ $ $ $ $ $ $90.00 $80.00 $70.00 $60.00 $50.00 $40.00 $20.00 $10.00 $9.00 $6.00 $3.00 $2, $2, $1, $1, $2, $2, $2, $2, $2, $1, $1, $ $ $ Número de Proveedor

40 Ejemplo Herramientas de la Calidad (Histograma) Porcentaje de Compras por Proveedor 4.17% 2.98% 2.38% 1.79% 1.49% 1.19% 1.04% 0.89% 0.74% 0.60% 0.54% 0.48% 0.42% 0.36% 0.30% 0.24% 0.12% 0.06% 0.05% 0.04% 0.02% 12.91% 12.45% 11.01% 10.25% 17.06% 16.44% 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Número de Proveedor

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42 Ejemplo Herramientas de la Calidad (Diagrama Pareto) Acumulado de Proveedores 17.06% 33.50% 46.41% 58.86% 69.87% 80.12% 84.29% 87.27% 89.65% 91.44% 92.92% 94.12% 95.16% 96.05% 96.80% 97.39% 97.93% 98.40% 98.82% 99.18% 99.48% 99.71% 99.83% 99.89% 99.95% 99.98% % % 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Acumulado de Proveedores

43 Ejemplo Herramientas de la Calidad (Diagrama Pareto) Acumulado de Proveedores 17.06% 33.50% 46.41% 58.86% 69.87% 80.12% 84.29% 87.27% 89.65% 91.44% 92.92% 94.12% 95.16% 96.05% 96.80% 97.39% 97.93% 98.40% 98.82% 99.18% 99.48% 99.71% 99.83% 99.89% 99.95% 99.98% % % 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Acumulado de Proveedores

44 Ejemplo Herramientas de la Calidad (Diagrama Pareto) Acumulado de Proveedores $2, $5, $7, $9, $11, $13, $14, $14, $15, $15, $15, $15, $15, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $15, $14, $13, $12, $11, $10, $9, $8, $7, $6, $5, $4, $3, $2, $1, $ Acumulado de Proveedores

45 Ejemplo Herramientas de la Calidad (Diagrama Pareto) Acumulado de Proveedores $2, $5, $7, $9, $11, $13, $14, $14, $15, $15, $15, $15, $15, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $16, $15, $14, $13, $12, $11, $10, $9, $8, $7, $6, $5, $4, $3, $2, $1, $ Acumulado de Proveedores

46 Ejemplo Herramientas de la Calidad (Diagrama Pareto) El 80% de las compras son suministradas por el 20% de los clientes

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48 Ejemplo Herramientas de la Calidad (Estratificación) Compras Globales $3, $2, $2, $1, $1, $ $ Número de Proveedor

49 Ejemplo Herramientas de la Calidad (Estratificación) Relación de Compras Globales 10, 1.79% 9, 2.38% 11, 1.49% 12, 1.19% 5, 11.01% 6, 10.25% 7, 4.17% 8, 2.98% 13, 1.04% 14, 0.89% 15, 0.74% 16, 0.60% 4, 12.45% 17, 0.54% 18, 0.48% 19, 0.42% 20, 0.36% 21, 0.30% 22, 0.24% 3, 12.91% 23, 0.12% 24, 0.06% 2, 16.44% 1, 17.06% 25, 0.05% 26, 0.04% 27, 0.02%

50 Ejemplo Herramientas de la Calidad (Estratificación) Compras Material "A" $1, $1, $1, $1, $ $ $ $ $ Número de Proveedor

51 Ejemplo Herramientas de la Calidad (Estratificación) Compras Material "B" $1, $1, $1, $ $ $ $ $ Número de Proveedor

52 Ejemplo Herramientas de la Calidad (Estratificación) Compras Material "C" $ $ $ $ $ $ $ $ $ Número de Proveedor

53 Ejemplo Herramientas de la Calidad (Estratificación) Comportamiento de Compras por Proveedor $1, $1, $1, $1, $1, $ Compras Material A Compras Material B Compras Material C $ $ $ $ Proveedor

54 Ejemplo Herramientas de la Calidad (Estratificación) Comportamiento de Compras por Proveedor $1, $1, $1, $1, $1, $ Compras Material A Compras Material B Compras Material C $ $ $ $ Proveedor

55 Ejercicio Herramientas de la Calidad Elektrónika es una empresa que provee materiales electrónicos para Intel Corporation, la cual se ha quejado últimamente por errores que ha encontrado en ensamble, soldadura y pintura. Elektrónika fabrica diariamente miles de microcomponentes en diferentes áreas. Se ha decidido contratar a un Supervisor de Producción para que evalúe cuáles son las áreas que más representan problemas de calidad en la compañía, al igual que dar a conocer el tipo de error más representativo y, finalmente, así poder desarrollar un plan de acción.

56 Ejercicio Herramientas de la Calidad Número de Area Errores de Calidad Error de Ensamble Error de Soldadura Error de Pintura 1 8,984 2,910 1,839 4, ,801 4, , , , ,214 3, , ,915 1, , ,614 1, , ,567 1, ,980 1, TOTALES 50,692 23,077 4,718 22,897

57 let s go back to English

58 DMAIC: Analyze Elements for success appear to include: Expertise Early Involvement of All Key Parties Team Work Need a paradigm shift to create a collaborative environment to facilitate for client s success!! Also need to focus on client s needs and be flexible within the business (function) strategy and priority. Information Technology Production Finance Production Finance R&D Logistics R&D Information Technology Logistics

59 DMAIC Process Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements Control Define Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution Improve Analyze Measure Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement Identify Root Causes Quantify Root Causes Verify Root Causes

60 DMAIC: Improve Validate assumptions Improve the target process by designing creative solutions to fix and prevent problems. Create innovative solutions using technology and discipline. Develop and deploy implementation plan

61 DMAIC: Improve Number of Noncompliance Process variation Projects Audited in First Quarter UCL _ X Process performance Actual Expected 95% limits C 8B 8B 8C 8D 8F Process knowledge Side effects of register usage Pass 1 architecture Can t isolate Lack of processor knowledge Poor documentation Can t keep track Incorrect processor register usage Understand Predict Improve UCL 1 LCL 1 Register allocation defect UCL 2 LCL 2 1) Project s process capabilities based on process performance baselines 2) Control process variation (removing assignable causes ) 3) Predict results using process performance models 4) Manage to achieve goals 1) Improvement goals based on future business needs 2) Eliminate problem and defect causes ( common causes ) 3) Select, predict, and measure improvements to change the process performance baselines - Shift the mean; tighten the variance 4) Manage change

62 DMAIC: Improve Set up Team-Working Strategies: parallel working, in which jobs are divided into individual tasks; sequential working, in which jobs are passed from one individual to another for further refinement; reciprocal working, in which all group members (or sub groups) work together on all tasks. Sharples, M. (1999). How We Write: Writing as Creative Design. London: Routledge.

63 DMAIC Process Institutionalize Improvement Control Deployment Quantify Financial Results Present Final Project Results and Lessons Learned Close Project Control Define Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify Controls / Requirements Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution Improve Analyze Measure Measure Controls / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement Identify Root Causes Quantify Root Causes Verify Root Causes

64 DMAIC: Control Control the improvements to keep the process on the new course. Prevent reverting back to the "old way". Development documentation and implementation of an ongoing monitoring plan Institutionalize the improvements and sustain the gains via the modification of systems and structures (staffing, training, and incentives).

65 DMAIC Process Improved Capability Objectives Improved Processes Improving Capability Control Improve Define Measure Data Establishing Capability Root Causes Problems Analyze Baselines Models

66 Six Sigma Change Agents

67 Six Sigma Team Organization Champions/Sponsors: Trained business leaders who lead the deployment of Six Sigma in a significant business area Master Black Belts: Fully-trained quality leaders responsible for Six Sigma strategy, training, mentoring, deployment and results Black Belts: Fully-trained Six Sigma experts who lead improvement teams, work projects across the business and mentor Green Belts Green Belts: Fully-trained individuals who apply Six Sigma skills to projects in their job areas Team Members: Individuals who receive specific Six Sigma training and who support projects in their areas

68 Six Sigma Team Training Scheme Champion Senior Executive Executive (3-5 days) Master Black Belt Black Belt qualified employee Black Belt Green Belt White Belt Full time improvement expert Comprehensive (4 weeks 4 months) Managers, engineers, planners, purchasers, supervisors Medium (7 days) All members of the organization Basic (1 day)

69 Six Sigma Team vs. Regular Employees Six Sigma, 10% Regular, 90%

70 Roles and responsibilities for Black & Green Belts Core characteristics Full-time improvement experts Young, dynamic, leadership talent Main Roles Project manager Advisor and coach Generator of Six Sigma Projects Consultant and change agent Core characteristics Key people among middle managers, supervisors, and others interested. Main Roles Project manager / contributor Use of Tools and methodology Generator of Six Sigma projects Responsibilities Minimum 4 projects every year, savings average US$50, Coach minimum 4 additional projects Responsibilities Participate in minimum 2 projects every year that must be completed, each with a saving average of US$10,000.00

71 Six Sigma Challenges The perception of Sick Sigma Culture change Understanding the DFSS (Design for Six Sigma) It is not a quick fix nor a recipe. Consultants can t make it happen.

72 Six Sigma Challenges Training especially management level Takes careful preparation and a commitment to the foundational change efforts required. Statistical analysis is not generally part of the engineering discipline in most shops.

73 Six Sigma Challenges Implementation tends to be uneven and lapses occur frequently. Not everything has to be Six Sigma! Lack of discipline and accountability. Reliability of data from the field. People must not fear giving bad news.

74 Six Sigma Rewards Improved reliability and predictability of products and services. Increased value to the customers and shareholders. Improvements in organizational morale. Increased marketplace viability. Organizational recognition. Significant reduction in defects. Institutionalization of a process mindset.

75 Implementing Six Sigma

76 Implementing Six Sigma The Road Map for Six Sigma includes: Appoint a Champion Select a Cross-functional team Develop quantifiable goals Develop an implementation plan Establish a training program Address data collection requirements and issues Develop a change control and maintenance program Coordinate your road map (Article by John M. Gross, ASQ, Quality Progress Magazine, November 2001)

77 Who gives the Six Sigma certification? The American Society for Quality (ASQ), headquartered in Milwaukee, Wisconsin, USA, is the world s leading authority on quality since The 104,000-member professional association creates better workplaces and communities worldwide by advancing learning, quality improvement, and knowledge exchange to improve business results. By making quality a global priority, an organizational imperative, and a personal ethic, ASQ becomes the community for everyone who seeks technology, concepts, or tools to improve themselves and their world.

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79 (PART 2) Manuel Rincón, M.Sc. October 15th, 2004