Showing papers on "DMAIC published in 2002"
TL;DR: The underlying statistical concepts behind the six sigma methodology are described and the process of moving towards the realisation ofSix sigma quality is outlined.
Abstract: The six sigma methodology aims to reduce the number of mistakes/defects in a manufacturing process and hence the manufacturing costs. Six sigma is the ultimate measure of quality. As firms improve their processes, and move towards the elusive six sigma, they often need to re‐design the products, process and services to “design‐out” defects and design‐in quality. Describes the underlying statistical concepts behind the six sigma methodology and outlines the process of moving towards the realisation of six sigma quality.
96 citations
TL;DR: In this paper, the rationale and mechanics of design of experiments as seen in its deployment in Six Sigma is discussed. And the authors also outline the way in which the design has been utilized in the past for quality improvement.
Abstract: Six Sigma has now been well recognized as an effective means of attaining excellence in the quality of products and services. It entails the use of statistical thinking as well as management and operational tools to bring about fundamental improvements. This article explains, in a nonmathematical language, the rationale and mechanics of design of experiments as seen in its deployment in Six Sigma. It also outlines the way in which the design of experiments has been utilized in the past for quality improvement, culminating in its important role in Six Sigma. An appreciation of the changing scope of experimental design applications over the years and in the future would provide useful perspectives on the significance of Six Sigma in an organization's quest for quality excellence.
91 citations
Book•
24 Jul 2002
TL;DR: In this article, the Six Sigma Difference Managing Change (SDSM) is defined as the difference between managing change and managing change in the IT environment, and six Sigma is used to describe the six Sigma Difference managing change.
Abstract: INTRODUCTION INTRODUCTION TO SIX SIGMA Six Sigma in Perspective The Six Sigma Difference Managing Change THE BASICS OF SIX SIGMA Introduction to DMAIC The Definition Phase The Measurement Phase The Analysis Phase The Improvement Phase The Control Phase DESIGN FOR SIX SIGMA Introduction to DFSS The Identification of Opportunities Phase The Definition of the Initial Design Phase The Development of Concept Phase The Optimization Phase The Verification Phase SIX SIGMA AND THE TRADITIONAL SDLC Introduction to the Traditional SDLC Project Initiation System Analysis System Design Construction Testing and Quality Assurance Implementation SIX SIGMA AND LEGACY SYSTEMS Introduction to Legacy Systems Change Management in the IT Department System Maintenance and Support INCORPORATING SIX SIGMA INTO OTHER DEVELOPMENT METHODOLOGIES Rapid Application Development Prototyping and Spiral Development Client/Server and Web-Based Systems SIX SIGMA AND PACKAGED SOFTWARE IMPLEMENTATION Selecting Packaged Software Implementing Packaged Software SIX SIGMA AND OUTSOURCING Introduction to Outsourcing Effective Outsourcing THE SIX SIGMA IT DEPARTMENT Putting it All Together APPENDICES The Project Charter The Functional Process Map The Process Improvement Ranking Spreadsheet The Failure Modes and Effects Analysis (FMEA) The Metric Reliability Assessment Spreadsheet The Quality Function Deployment (QFD) Matrix List of Acronyms Suggested Reading INDEX
67 citations
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TL;DR: The Six Sigma methodology has evolved into a statistically oriented approach to process, product or service quality improvement as discussed by the authors, which is a business performance improvement strategy used to improve profitability, to drive out waste in business processes and to improve the efficiency of all operations that meet or exceed customers' needs and expectations.
Abstract: The concept of implementation of Six Sigma methodology was pioneered at Motorola in the 1980s with the aim of reducing quality costs. Six Sigma methodology has evolved into a statistically oriented approach to process, product or service quality improvement. It is a business performance improvement strategy used to improve profitability, to drive out waste in business processes and to improve the efficiency of all operations that meet or exceed customers' needs and expectations. A performance level of Six Sigma equates to 3-4 defects per million opportunities, where sigma is a statistical measure of the amount of variation around the process average. The average sigma level for most companies is three sigma. The authors offer guidance as to how companies may achieve Six Sigma performance. Organisations that have adopted the principles and concepts of Six Sigma methodology have realised that once they have achieved Five Sigma quality levels the only way to surpass the Five Sigma quality level is to redesign their products, processes and services from scratch. These circumstances have led to the development of what we call today 'design for Six Sigma'. Design for Six Sigma is a powerful approach to designing products, processes and services in a cost-effective and simple manner, to meet the needs and expectations of the customer.
56 citations
Book•
01 Jan 2002
TL;DR: In this paper, a rigorous engineering book detailing the gritty, statistical work involved in making the Six Sigma process work in the electronics industry is presented. Six Sigma is a customer-based manufacturing approach to realize fewer defects and thus lowering costs and increasing customer satisfaction.
Abstract: Six Sigma is a customer-based manufacturing approach to realizing fewer defects and thus lowering costs and increasing customer satisfaction. This is a rigorous engineering book detailing the gritty, statistical work involved in making the Six Sigma process work in the electronics industry.
Table of contents
Chapter 1:
The nature of 6 Sigma and its connectivity to other quality tools Chapter 2:
The elements of 6 Sigma and their determination Chapter 3:
Six Sigma and the manufacturing control systemsChapter 4:
The use of 6 sigma in determining the manufacturing yield and test strategy Chapter 5:
The use of 6 sigma with high and low volume products and processesChapter 6:
Six Sigma quality and manufacturing costs of electronics productsChapter 7:
Six Sigma and Design of Experiments (DoE)Chapter 8:
Six Sigma and its use in the analysis of design and manufacturing for current and new products and processesChapter 9:
Six Sigma and the new product lifecycleChapter 10:
New product and systems project management using Six Sigma quality Chapter 11:
Implementing Six Sigma in electronics design and manufacturing
54 citations
Book•
13 Jun 2002
TL;DR: In this article, Deming's 14 Points for Management Statistical Tables Used for Six Sigma TRIZ-Abbreviated version of the 40 Principles for Inventive Problem Solving.
Abstract: Introduction Overview of Six Sigma Overview of Lean Manufacturing Six Sigma Compared to TQM and Baldrige Quality Approaches Common Six Sigma Terms A Historical Perspective Quality Hall of Fame Organizational Success Factors Leadership Matters Six Sigma as a Strategic Initiative Internal Communication Strategy & Tactics Formally Launching Six Sigma Organization Structure Six Sigma Training Plan Project Selection Assessing Organizational Readiness Common Pitfalls Managing Organizational Change Work as a Process Overview Vertical Functions and Horizontal Processes Voice of the Customer Importance Identify the Customer Collect VOC Data Critical-to-Quality (CTQ) Customer Requirements Final Note Project Management Project Management Challenges Project Culture Project Management Processes Team Typing Team Stages-Understanding Team Dynamics Characteristics of Effective Teams Summary Define Phase Introduction to the DMAIC Phases Define Phase Overview Project Charter Voice of the Customer High-Level Process map Project Team Case Study: Define Phase Measure Phase Overview Introduction to Statistical Methods Data Collection Plan Choosing Statistical Software Measure Tools Six Sigma Measurements Cost of Poor Quality Probability Distributions Technical Zone: Measurement System Analysis Technical Zone: Process Capability Analyze Phase Overview Process Analysis Hypothesis Testing Statistical Tests and Tables Tools for Analyzing Relationships among Variables Technical Zone: Survival Analysis Summary Improve Phase Overview Process Redesign Generating Improvement Alternatives Technical Zone: Design of Experiments Pilot Experiments Cost/Benefit Analysis Implementation Plan Summary Card One Case Study Improve Phase Results Control Phase Overview Control Plan Process Scorecard Failure Mode and Effects Analysis SPC Charts Final Project Report and Documentation Design for Six Sigma Overview DFSS Tools Introduction to Lean ServicingTM Lean Production Overview Lean History Lean Servicing (TM) Case Study Introduction Lean Servicing (TM) Concepts Case Study Continued Appendices Deming's 14 Points for Management Statistical Tables Used for Six Sigma TRIZ-Abbreviated Version of the 40 Principles for Inventive Problem Solving
47 citations
08 Dec 2002
TL;DR: In this paper, the fundamental relationship between Six Sigma and simulation is explored and the strengths of simulation are presented as capable and preferable enhancements to the Six Sigma processes, including basic tools, theory of variation, SPC, process capability, Six Sigma infrastructure, and DMAIC and DFSS processes.
Abstract: This paper will explore the fundamental relationships between Six Sigma and simulation. A basic overview of Six Sigma includes:1. Six Sigma philosophy,2. Basic tools,3. Theory of Variation,4. SPC,5. Process capability,6. Six Sigma infrastructure, and7. DMAIC and DFSS processes.Simulation will be applied to the appropriate areas of the overview. Improvement in the robustness of the Six Sigma methodology will be discussed and the strengths of simulation will be presented as capable and preferable enhancements to the Six Sigma processes. Quotes from Six Sigma and industry leaders will be presented. Simulation will be presented as an innovation tool enhancing the Six Sigma DMAIC and DFSS processes.
38 citations
TL;DR: In this paper, the authors present the second part of a detailed, step-by-step case study of a simple Six Sigma Green Belt project, or the Analyze, Improve, and Control phases of the DMAIC method.
Abstract: The purpose of this paper is to present the second part of a detailed, step-by-step case study of a simple Six Sigma Green Belt project. In the last edition of Quality Engineering, the first part of a Six Sigma Green Belt case study was presented. That paper showed the Define and Measure phases of the DMAIC method. This paper presents the rest of the case study, or the Analyze, Improve, and Control phases of the DMAIC method.
34 citations
Book•
18 Oct 2002
TL;DR: In this article, the authors discuss the role and responsibility of a Six Sigma team, and discuss team effectiveness and team effectiveness in the context of the Six Sigma Project, and propose 95 questions Champions Should Ask Their Project Teams.
Abstract: Six Sigma Team Dynamics: The Elusive Key to Project Success. The Roles and Responsibilities of a Six Sigma Team. Team Effectiveness: How the Lack of Facilitative Leadership Results in Six Sigma Failures. When Six Sigma Meetings Go Bad: Facilitative Interventions and When to Use Them. Managing the Six Sigma Project. Dealing with Maladaptive Six Sigma Behaviors. Completing the Six Sigma Project: The Never Ending Responsibility of the Champion. Pitfalls to Avoid in Creating Six Sigma Team Dynamics. Appendix A: Alpha Omega Call Center DMAIC Templates. Appendix B: 95 Questions Champions Should Ask Their Project Teams. Appendix C: The Champion's Responsibilities. Index.
32 citations
08 Dec 2002
TL;DR: This paper explores the fundamental relationships between Six Sigma and simulation and presents simulation as an innovation tool enhancing the Six Sigma DMAIC and DFSS processes.
Abstract: This paper explores the fundamental relationships between Six Sigma and simulation. A basic overview of Six Sigma includes: 1. Six Sigma philosophy, 2. Basic tools, 3. Theory of variation, 4. SPC, 5. Process capability, 6. Six Sigma infrastructure, and 7. DMAIC and DFSS processes. Simulation is applied to the appropriate areas of the overview. Improvement in the robustness of the Six Sigma methodology is discussed and the strengths of simulation are presented as capable and preferable enhancements to the Six Sigma processes. Quotes from Six Sigma and industry leaders are presented. Simulation is presented as an innovation tool enhancing the Six Sigma DMAIC and DFSS processes.
30 citations
Book•
01 Jan 2002
TL;DR: In this article, the authors present an overview of the Six Sigma Methodology and its application in the Transactional Business (TBS) domain. But they do not discuss the implementation of the DMAIC Model.
Abstract: Preface. Acknowledgments. Introduction. Chapter 1: Customer Service and Satisfaction. Typical Tools and Methodologies. Notes. Selected Bibliography. Chapter 2: Overview of Six Sigma. Q and A. Notes. Selected Bibliography. Chapter 3: DMAIC Model. Define. Measure. Analyze. Improve. Control. Selected Bibliography. Chapter 4: Design for Six Sigma. Define. Characterize. Optimize. Verify. Special Note. Notes. Selected Bibliography. Chapter 5: Project Management. Project Management for Black Belts. Team Management. Change Management. Orientation. Strategies for Reviewing and/or Presenting Projects. Selected Bibliography. Chapter 6: Six Sigma and Statistics. Deductive and Inductive Statistics. Stages of a Sample Study. Measurement. Statistical Tools Used in the Six Sigma Methodology. Notes. Selected Bibliography. Chapter 7: Roles and Responsibilities. Roles and Responsibilities in a Typical Six Sigma. The DMAIC Model. Generic Areas for Possible Project Selection. Areas for Possible Project Selection in the Financial World. DCOV Model. Selected Bibliography. Chapter 8: Six Sigma and Transactional Business: Service Industries. Why Six Sigma in Transactional Business? The DCOV Model. Why DFSS in Transactional Business? Typical Areas Where Six Sigma May Be Beneficial in the Service Industry. Project Priority Hierarchy. Deployment of Six Sigma in Transactional Business: Service Industries. Note. Selected Bibliography. Chapter 9: Implementation Strategy, Training, and Certification. Six Sigma DMAIC Implementation Strategy. DCOV Implementation Strategy. Training. Typical Cost. Certification. Notes. Selected Bibliography. Appendix A: Common Abbreviations in Six Sigma. Appendix B: Core Competencies of Six Sigma Methodology. Glossary. Selected Bibliography. Index.
01 May 2002
TL;DR: The Six Sigma approach is a process-focused, statistically-based approach to business improvement that major corporations have used to produce millions of dollars in bottom-line improvement as discussed by the authors, and has been successfully applied in many industries.
Abstract: [PowerPoint presentation slides only ] Six Sigma is a process-focused, statistically-based approach to business improvement that major corporations have used to produce millions of dollars in bottom-line improvement..
01 Jan 2002
TL;DR: The use of Six Sigma is described to improve acute anticoagulation services in a community hospital using the DMAIC approach: Define, Measure, Analyze, Improve, and Control.
Abstract: The recent Institute of Medicine report, Crossing the Quality Chasm: A New Health System for the 21st Century [1], highlighted the need to improve the reliability of basic processes in health care. One way in which health care has addressed this need is through the implementation of continuous quality improvement techniques. Six Sigma is a process improvement approach widely adopted in industry [2] that is beginning to be used to improve quality of care and patient safety in health care organizations [3–5]. Originally developed by Motorola in the 1980s, Six Sigma is a methodology that helps organizations focus on developing and delivering near-perfect products and services. Six Sigma uses the DMAIC approach: Define, Measure, Analyze, Improve, and Control (Table 1). There is a strong focus on customer expectations. Six Sigma holds that the customer experience (called the “Y”) is the result of process factors (called the “Xs”). In traditional process improvement approaches, process results are measured, but the drivers of these results may not be carefully examined. In Six Sigma, statistical analysis is used to relate process drivers to the customer experience. Effective change requires that the Xs be accurately measured, their causes identified, and the process modified so that the customer expectations are almost always met. This article describes the use of Six Sigma to improve acute anticoagulation services in a community hospital.
Book•
25 Oct 2002
TL;DR: In this paper, the authors present the implementation process of Six Sigma for business and manufacturing and discuss the key to achieving Six Sigma capability, capability, and repeatability of the Six Sigma process.
Abstract: How Companies Use Six Sigma to Improve Process and Product Programs: Where can Six Sigma break through occur Customer satisfaction Involvement of company personnel. Six-Sigma Implementation Process: Establishing QFD operations Selecting Six Sigma black belt and team candidates Technical Six Sigma knowledge required for quality improvement. Reasons for Implementing Six Sigma: Initial states of implementation of Six Sigma for business and manufacturing Problems identified to complexity How a Six Sigma team solved a problem. Design your Operations for Six Sigma Manufacture: Developing your FMEA team and form Detection for prevention of problems Preventive actions. Six Sigma Education and Using the Available and Reliable Quality Tools: Process design problems Data presentation for monitoring control Out of control situations. Achieving an Effective Six Sigma Deployment Plan: The analysis of the organization and cost of quality Kaizen Example of change correctly implemented. Six Sigma Improvements in Business and Manufacturing: Six Sigma impact on in place quality systems The risk of making a bad decision Optimization the key to achieving Six Sigma capability. Six Sigma Keys to Success are Control, Capability, and Repeatability: Six Sigma process capability Use of the Box-Jenkins Manual Adjustment Chart Deploying Six Sigma to customers and suppliers.
Journal Article•
TL;DR: The Six Sigma approach was based on rigorous Japanese theories of total quality management (TQM) for use in the manufacturing process as mentioned in this paper, which is a complex quality initiative that addresses the leadership, tools and infrastructure issues at the same time, called Six Sigma.
Abstract: A complex quality initiative that addresses the leadership, tools and infrastructure issues at the same time, called Six Sigma, has recently emerged. The Six Sigma approach was based on rigorous Japanese theories of totalquality management (TQM) for use in the manufacturing process. The objective of Six Sigma is to improve organization efficiency as well as effectiveness in meeting customer needs, ultimately creating economic wealth for the customer and the provider. Aiming for 3.4 parts per million (ppm), Six Sigma introduces and employs a systematic project-oriented methodology through a Define, Measure, Analyze, Improve and Control (DMAIC) cycle. This paper gives an introduction to, and overview of Six Sigma methodology.