l Were tasked with developing break- Wleageable in Lean odology of TWI, INFI cie
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l Were tasked with developing break- Wleageable in Lean odology of TWI, INFI cies and floor space people needed to be trained. By developing a workforce Six Sigma supported by the standardized training meth- CON has begun to incorporate both the savings in efficien- that Lean and Lean Six Sigma promise. The initiatives resulted in reducing cycle time by 25%, floor space from 15% to 30%, and rework by 12%. REVIEW QUESTIONS 1. 2. 3. Briefly summarize the Six Sigma Body of Knowledge. Describe the principal sources of ideas for Six Sigma projects. What are dashboards and balanced scorecards? How do they support Six Sigma projects? List and briefly define the five categories of quality-related problem types. What are the best approaches for attacking each of these types of problems? Ex 4. 5. plain the application of Six Sigma in service organizations. How does it differ from manufacturing? How is it similar? Wh 6. at are process owners and stakeholders? How are they different from each other? 7. Define the two general categories of processes in any organization and provide examples of each. What are process requirements and how can they be identified? Explain the concept of variation in processes. State the primary sources of process variation. Explain the difference between common and special causes of variation and provide some examples. What operational problems are caused by excessive variation? Explain Deming's red bead and funnel experiments. What lessons do they provide? What are metrics, and why are they important? 8. 9. 10. 11. 12. 13. 14. Explain the difference between a measure and an indicator 15. What is the difference between a discrete metric and a continuous metric? What is a nonconformance? How does it differ from a nonconforming unit of work? Provide some examples. 16. 17. Explain how to calculate the dpmo metric. 18. Explain the theoretical basis of a six sigma quality level (3.4 dpmo). 19. What is the difference between throughput yield (TY) and rolled throughput 20. What are the key themes common to all problem-solving methodologies? 21. Describe the steps in the DMAIC methodology 22. What is project scoping? Why is it important to good problem solving? 23. How does Lean Six Sigma differ from the traditional concept of Six Sigma? 24. Explain the principles of lean thinking and the seven categories of waste. yield (RTY)?Explanation / Answer
Answer 1. six sigma is a set of technique and tools for process improvement. it was introduced by engineer Bill Smith.six sigma identifies and removes causes of defects thus improving quality of a product.It uses set of quality management tools mainly emperical, statistica methods and create a special infrastructure of people within the organization who are experts in the method.
Six Sigma is far apart from previous quality-improvement initiatives because it include:
A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project, An increased emphasis on strong and passionate management leadership and support, A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.
Six sigma follow two project methodologies:
1.DMAIC - it is used for projects aimed at improving an existing bussiness process. It has five phases Define, Measure, Analyse, Improve and control
2.DMADV it is used for projects aimed at creating new product or process design. It has five phases Define, Measure, Analyse, Design and Verify.
Six Sigma Body Of Knowledge:One key innovation of Six Sigma involves the absolute "professionalizing" of quality management functions. Formal Six Sigma programs adopt a kind of elite ranking terminology (similar to some martial arts systems, like judo) to define a hierarchy (and special career path) that includes all business functions and levels.
Six Sigma identifies several key roles for its successful implementation.
special training is needed, for all of these practitioners to ensure that they follow the methodology and use the data-driven approach correctly. Some organizations use additional belt colours, such as Yellow Belts, for employees that have basic training in Six Sigma tools and generally participate in projects and "White belts" for those locally trained in the concepts but do not participate in the project team. "Orange belts" are also mentioned to be used for special cases.
Certification
General Electric and Motorola developed certification programs as part of their Six Sigma implementation, verifying individua command of the Six Sigma methods at the relevant skill level (Green Belt, Black Belt etc.). Following this approach, many organizations in the 1990s started offering Six Sigma certifications to their employees. Criteria for Green Belt and Black Belt certification vary, some companies simply require participation in a course and a Six Sigma project. There is no standard certification body, and different certification services are offered by various quality associations and other providers against a fee.
Answer 2.
Potential Six Sigma projects may be identified through various sources.
According to Pande et al , The sources of ideas for projects may include external, internal/external and internal sources. External sources relate to the problems and opportunities to satisfy customers` demands, respond to market trends or competitors` activities. Four categories that usually belong to this kind of sources are usually listed as: the voice of customer, the voice of market, the voice of supplier and comparison with competition.
Internal/external sources relate to identifying challenges that a certain business faces in the definition and achievement of its strategic goals.
Internal sources relate to the problems and opportunities perceived within an organization and its processes and are labelled the voice of process and the voice of employees.
Marques et al. identify the following four kinds of sources which they put into a four area scheme:
Internal sources relate to the data generated within a company which is either available or proactively gathered.
External sources include the data outside of the company which is either available or proactively gathered.
Retroactive sources are existing or historical data within a company or outside the company.
Proactive sources may be found inside or outside of a company and they are typically not readily available so they require certain proactive activities in order to reach them.
Answer 3. Score cards and Dashboards translate strategy int accountability and measure progress
scorecards were a direct result and visual representation of the theoretical balanced scorecard approach to business strategy.scorecards are also distinguished by the regimented top down organizational planning process defined by the theory that underlies the scorecard interface. This process identify few key performance metrics that best indicate an organization's progress towards stated strategic goals. wheras Dashboard
evolved as the information systems equivalent of the automotive dashboard that displayed real-time changes to tactical information often displayed as charts, graphs, and gauges. Dashboards also offered the ability to drill through top-level information into supporting data.Dashboards became increasingly common as the user interface for individual applications such as ERP systems and web analytics packages.
Despite the differences scorecards , Dash board and six sigma are not incompatible. There are organizations that uses —Six Sigma to improve key internal processes, and the Balanced Scorecard and Dashboard to manage the strategy.
Six Sigma deals almost exclusively with internal processes, which happens to be one of the four perspectives that the Balanced Scorecard examines. Therefore, the BSC could be used to identify which processes are important, and Six Sigma could be used to improve those broken processes.
Answer 4. The five categories of Quality related problem types and best approach of attacking them are listed below:
1.Conformance problems - This is a unsatisfactory performance by a well-specified system; users not happy with system outputs.
The Best approach for attacking this problem is use stastical process control identify problems, cause and effect diagrams to diagnose causes.
2.Unstructured performance problems – This is a Unsatisfactory performance by a poorly specified system.
The Best approach for attacking this problem is Diagnostic methods; Use incentives to inspire improvement; develop expertise; add structure appropriately
3.Efficiency problems- This is a Unsatisfactory performance from the standpoint of system owners and operators.
Best approach for attacking this problem is use employees to identify problems; eliminate unnecessary activities; reduce input costs, errors and variety.
4.Product design problems- This happens while Devising new products that satisfy user needs.
The Best approach for attacking this problem is Quality function deployment translates user needs into product characteristics. Value analysis and “design for” methods support design activity.
5.Process design problems – This happens while devising new processes or substantially revising existing processes.
The Best approach for attacking this problem is Use flowcharts to represent processes, process analysis to improve existing processes, reengineering to devise new processes and benchmarking to adapt processes from others.
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