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Six Sigma

Six Sigma. Jason Cumins. What is Six Sigma? History of Six Sigma Six Sigma Methodologies The roles of Six Sigma Six Sigma and CMMI Benefits and Issues of Six Sigma. Overview. A quality improvement approach to ANY company’s product/process Data driven approach for eliminating defects

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Six Sigma

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  1. Six Sigma Jason Cumins

  2. What is Six Sigma? • History of Six Sigma • Six Sigma Methodologies • The roles of Six Sigma • Six Sigma and CMMI • Benefits and Issues of Six Sigma Overview

  3. A quality improvement approach to ANY company’s product/process • Data driven approach for eliminating defects • Six standard deviations between the mean and the nearest specification limit What is Six Sigma?

  4. Six Sigma means the process produces 3.4 defects per one million opportunities What does Six Sigma do?

  5. Motorola 1985 • GE 1995 • Extremely popular now History of Six Sigma

  6. Roles of Six Sigma

  7. Green Belt • Black Belt • Master Black Belt • Champion • Sponsor Roles of Six Sigma

  8. Lowest level of the Six Sigma team other than team members • Lower level management • A few weeks of in class training • In charge of small projects or part of a Black Belts project Green Belts

  9. Next level of the Six Sigma team • Takes on large and difficult projects • At least a months worth of in class training • Helps guide Green Belts • Officially certified Black Belts

  10. Must be certified • Able to train and coach others • Generally has a lot of experience Master Black Belts

  11. Senior level executives • Solves issues between Black Belts and sponsors • Must have a high-level understanding of Six Sigma • Actively leads company to fully implement Six Sigma Champions

  12. Similar to champions • Sponsor overall six sigma initiative • Generally high-level executive Sponsors

  13. Two main methodologies • DMAIC • DMADV or DFSS(“Designs for Six Sigma”) Six Sigma Methodologies

  14. Used for improving existing process • Generally easier projects • Uses Green Belts DMAIC

  15. Define • Measure • Analyze • Improve • Control DMAIC

  16. “Critical to Quality” areas • Processes that are involved • Scope • Form a team • Create a project charter • Determine requirements Define

  17. Define Tool (SIPOC)

  18. Collect data on current processes • Understand why defects are created • Make sure data is valid Measure

  19. Identify ways to improve the process • Find the root of poor sigma performance • Identify sources of variation • Decide on which areas need to be improved on Analyze

  20. Propose a large number of solutions • Create tests and evaluate solutions • Create an implementation plan Improve

  21. Implement the plan determined from the last phase • Focus on maintaining the six sigma performance • Train staff in the new process Control

  22. Also known as Design for Six Sigma(DFSS) • Similar to DMAIC • Create an entirely new process • Extremely challenging • Uses Master or Regular Black Belts DMADV

  23. First three phases are the same as DMAIC • Define the project • Measure the expectations • Analyze the data and figure out alternative solutions Define, Measure, Analyze

  24. Implement solutions and create a prototype • Necessity that critical to quality factors are accounted for • Carry out detailed design Design

  25. Make sure Design phase fits all requirements • Critical to quality areas have great performance Verify

  26. It is not a competitor to CMMI • Use Six Sigma with CMMI can help improve Maturity levels Six Sigma and CMMI

  27. Process improvement for software development • Defined by its maturity levels: Initial, Repeatable, Defined, Quantitatively Managed, and Optimizing Capability Maturity Model Integration (CMMI) Overview

  28. Quantitative Process Management and Casual Analysis & Resolution Direct Correlations with CMMI

  29. Start using CMMI to create processes based off the community • Implement Six Sigma to optimize • Six Sigma reinforces mission focus and extremely supportive of CMMI implementation Integration with CMMI

  30. Average Black Belt saves the company $230,000 • Positive results for Motorola, General Electric(GE), and Allied Signal/Honeywell • Extremely efficient production process • Rapid process improvement methodologies Benefits of Six Sigma

  31. If not fully committed it just doesn’t work • Requires a large amount of training • Managers must be active and have the ability to lead complicated projects Issues with Six Sigma

  32. Minitab 16 • Minitab 16 Video Tools

  33. Questions?

  34. Ideal Meadia LLC. i Six Sigma. Retrieved 3/08/2012. <http://www.isixsigma.com/> • Siviy, Jeannine; Penn, M. Lynn; Harper, Erin. “Relationships Between CMMI and Six Sigma”. Software Engineering Institute 2005. Retrieved 3/08/2012. <http://www.sei.cmu.edu/> • Franza, Richard; Chakravorty, Satya. “Design for Six Sigma(DFSS): A Case Study”. Kennesaw State University, Dept. of Management and Entrepreneurship 2007. Retrieved 3/10/2012. http://ieeexplore.ieee.org/ References

  35. Catherwood, Philip. “Champions of the cause”. Waterton Technol. Centre, UK 2005. Retrieved 3/12/2012. http://ieeexplore.ieee.org/ • Pan, Zhedan; Baik, Jongmoon. “A Six Sigma Framework for Software Process Improvements and its Implementation”. Asia-Pacific Software Engineering Conference. Retrieved 3/12/2012. http://ieeexplore.ieee.org/ • AvetaBusiness Institute. Six Sigma Online. Retrieved 3/14/2012. <http://www.sixsigmaonline.org> References

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