Six Sigma Awareness New Version

SIX SIGMA AWARENESS
TRAINING
AGENDA
 Introduction
 Six sigma Overview
 Why six sigma?
 Six sigma Goals
 DMAIC
 How implementing six sigma?
 Six sigma organization
 Six sigma Project Selection
 DMAIC status in 2019
AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
 DMAIC (catapult)
INTRODUCTION
Six Sigma and you?
 Who has six sigma experience?
 What do you know about six sigma?

Six Sigma Overview 5
Maximize costumer satisfaction
Reduce CNQ
Through variability reduction

LCL UCL
CONFIDENTIAL
AUTO EXTERIOR DIVISION

6
Mesurable data
C D
I
6σ M
A
Statistical tools CONFIDENTIAL

SIX SIGMA OVERVIEW
Six sigma is a…
o High Level Initiative
o A Systematic Rigorous Approach

o To reduce defects
o Which affect what is critical to the customer
o Using Statistical Tools

o To observe process variables and their relationships
o To manage their characteristics
7
SIX SIGMA OVERVIEW
Six sigma…six definitions… And a little bit of history

o A philosophy of total quality oriented to the o Six Sigma was developed by Bill Smith, QM at
customer satisfaction Motorola
o A performance indicator measuring the
achievement of the company's quality o It’s implementation began at Motorola in 1987
requirements
o A method of problem solving that fights
variability o It allowed Motorola to win the first Baldrige Award in
1988
o An organization of skills and organizations
o A way of quality management through
projects o Several of the major companies in the world have
adopted Six Sigma since then ....
o It is the transformation of a practical
situation in a statistical model then in
statistical solutions and finally in practical
solutions
AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
WHY SIX SIGMA ?
« If you are interested in

the Quality the costs
decrease, if you are
interested in the costs
the Quality decreases
…… »
You have to
choose!
11
 EVERY PROCESS IN NATURE HAVE A

VARIABILITY
SCRAP
COST
 THE PROBLEM IS WHEN THIS NOT CAPABLE CAPABLE PROCESS

VARIABILITY CAUSE TO PRODUCE PARTS HIGH SCRAP
OUTSIDE THE SPECS
 SIX SIGMA GOAL TO
REDUCE THIS
VARIABILITY TO
PRODUCE ONLY
GOOD PARTS
DATE FOOTER CAN BE PERSONALIZED AS FOLLOW: INSERT / HEADER AND FOOTER CONFIDENTIAL

SIX SIGMA OVERVIEW
Six sigma because 99% is not enough!

4 Sigma 6 Sigma
DPMO 6.210 3,4
Yield 99,38% 99,99966%

20,000 letters per hour lost by the postal
Postal Services 7 letters lost per hour
services
68 incorrect drug prescriptions
The doctor 200,000 incorrect drug prescriptions per year
per an
1 missed landing every 5
The airport 2 missed landings per day at major airports
years
54 hours of downtime per year of the
IT System 2 minutes per year
computer system
12
AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
SIX SIGMA GOALS?
 Improved Customer Satisfaction

 Reduce Variation
 Defect Reduction/Elimination
 Yield Improvement
 Reduced CNQ
 Improved Process Capability
 Constant Measurement of Key Metrics
 Center around the target – 6 sigma target
 Control the inputs
14
SIX SIGMA GOALS?
Ways to improve Process Performance
LSL USL LSL USL
o Increase tolerance
-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
LSL USL LSL USL
o Decrease variation
-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
LSL X USL LSL X USL
o Shift the average

-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
SIX SIGMA GOALS?
Ways to improve Process Performance
LSL USL LSL USL
o Increase tolerance
-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
LSL USL LSL USL
o Decrease variation
-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
LSL X USL LSL X USL
o Shift the average

-4 -3 -2 -1 0 1 2 3 4 -4 -3 -2 -1 0 1 2 3 4
SIX SIGMA GOALS?
…By reducing Processes dispersion…
Input
X
X
X
X1, X2, …, XM X
PROCESS
X
X X X
X
X X X
X X
XX
X
X X
Yi =  (X1, X2, …, XM)
X X X
X
X X Dispersion X X
SIX SIGMA GOALS?
…Using Statistic…
Y=f(x1, x2, x3,…)

X’s identified
Is the X significant or is it just chance??

SIX SIGMA GOALS?
For POAE…
 We want to involve all the sites

 We want to share best practices
 We want fast improvements
 We want the involvement of all at every level
 We want a support team
Maintain our good performances and focus us on the factors shall improve
our competitive advantages
AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
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

DMAIC
Parcourir le problème
The process is under What is the problem?

control?
Control Define
Find improvements that Improve 6σ Measure
will achieve the What is the process

Analyze
performance capability?
objectives? How to
implement? When or how, occur
dysfunctional process?
Why?
DMAIC
Define…select the problem

o Select a problem (opportunity)
o Why is it important A charter
o What is the purpose
o What are the risks
o What are the limits of the project
o What is the current process SIPOC
o What data do we use
o What we expect in return Supplier
Input
o Who should be involved Process
o What% of time giving Output
o What interest Customer
o What will be the role of team members
o What follow up VOC and CTQ’s (Critical To Quality)
o Communication site
o Reporting ROSS and Business case
o plan
DMAIC
Measure…understand the actual situation

o Analyze the process (es) Flow chart
o Highlight no value added
o Validate CTQ's
o Identify the root causes
o Analyze data
6M, 5 why…
o MSA, RR
o MINITAB
o Validate the reliability of data DPMO, capabilité du processus
o Capability (Cp, Cpk) Process Capability of defects
I Chart of C1
USL 9
P rocess D ata W ithin
LS L * O v erall 8 UCL=8.043
T arget *
USL 6 P otential (Within) C apability
Z.B ench 2.34
7
S ample M ean 3.5102
S ample N 49 Z.LS L *
Z.U S L 2.34 6
Individual Value
S tD ev (Within) 1.06335
S tD ev (O v erall) 1.56433 C pk 0.78
C C pk 0.78
5
O v erall C apability _
Z.B ench 1.59
X=4.303
4
Z.LS L *
Z.U S L 1.59
P pk 0.53 3
C pm *
2
1
0 2 4 6 8 LCL=0.563
O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance 0
P P M < LS L * P P M < LS L * P P M < LS L *
Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul
P P M > U S L 40816.33 PPM > USL 9604.08 PPM > USL 55736.60
P P M T otal 40816.33 P P M T otal 9604.08 P P M T otal 55736.60 C2
DMAIC
Analyse…identify Y=f(Xi)
o Statistic analysis Hypothesis Testing

o Run chart
o Histogram 7 30
o
5
Pareto chart 20
Frequency
Frequency
4
o Regressions 2
1
10
o Correlation 0
0.000 0.005 0.010 0.015 0.020 0.025

0
0.000 0.005 0.010 0.015 0.020 0.025
o
New Machine Machine 6 mths
Hypothetesis testing
o ANOVA, t-test Regression Analysis Regression Plot
Y = 2.19469 + 0.918549X
o Chi-Square
R-Sq = 86.0 %
60
o Multivariate analysis 50
40
o …
Y
30
20
10 Regression
95% PI
0
5 15 25 35 45 55
X
DMAIC
Improve…find solutions…
o Generate Improvement FMEA
alternatives
o Brain Storming Flow chart …
o Creativity
o Criteria Weighting
o Validate Improvement Multicriterias analysis
Criteria based Matrix
D
Criteria
E
Create “should be” process
Weighting 1 2 1 1 3
o
Weighted
Rank %
Option Scoring 0 = none; 1 = weak; 3 = m oderate; 9 = s trong Score
map 1
2
3
0
0
o Update FMEA
0
4 0
5 0
6 0
o Plan the modifications

o Change Management tools Planning
o DOE
o Cost/Benefit Analysis
DMAIC
Control…maintain the improvement..

Plan de contrôle
o Develop control strategy
o Develop control plan
o Update procedure and training plan
o Monitor result
ROSS
o Quality Plan and control procedures
Base Résultat
institutionalized.
Performance
Project Y ZST
o Owners of the process: Fully trained and Financial benefits
running the process.
Cost €
o Score card developed on characteristics Revenue €
Cash €
improved and reporting method defined. Implementation costs €
o ROSS Net Benefit €

THE CATAPULT 29
R&I developed a new and more efficient way to deliver

parts to SILS
So they are developing reliable catapults that meet the

distance and effectiveness requirements to reduce costs
when sending parts.
PO will use this technology to send, within the

requirements, 10 000 parts monthly.
11/102016 SIX SIGMA DEPLOYMENT CONFIDENTIAL

THE CATAPULT 30
The aim is to achieve launch that meet the following specifications:
The current specification is: 135 cm +/- 2 cm

(The customer can change the specification)
Each launch from the catapult has a cost
Standard Deviation Cost USD

− Between 133 and 137 cm $ 00.00
− Less than 133 cm $ 25.00
− More than 137 cm $ 100.00
The estimated production is 10,000 launches per month. (Demand)


THE CATAPULT 31
REQUIREMENTS :
 MAINTAIN A DETAILED RECORD OF EACH LAUNCH FROM THE CATAPULT.
 EACH AND EVERY LAUNCH HAS A COST (AS PREVIOUSLY INDICATED), EVEN IF A TEAM
MEMBER IS ONLY PLAYING WITH THE CATAPULT.
 THERE MUST BE AT LEAST 30 LAUNCHES TO IDENTIFY THE BASE POINT OF THE EXISTING
PROCESS.
 THERE MUST BE AT LEAST 30 LAUNCHES TO DETERMINE THE PERFORMANCE OF THE

PROCESS ONCE IMPROVED.
 MAINTAIN A RECORD OF THE TOTAL LAUNCHES IN ORDER TO ESTIMATE THE TOTAL COST OF
THE PROJECT.

Variable Measurement 32
4
3
1
2 3 4 5 6
1
6 5 4 3 2 1
Distance (centimeters)
Consider as distance the first bounce of the ball


Catapult set up 33
4
3
2
1
2 3 4 5 6
1
6 5 4 3 2 1

Control Charts 34
I-MR Chart of dimension

1 60 1
UCL=156.07
1 50
Individual Value
_
X=143.6
1 40
1 30 LCL=131.13
1 20 1
1 4 7 10 13 16 19 22 25 28
Observation
30 1
Moving Range
20
UCL=15.32
10
__
MR=4.69
0 LCL=0
1 4 7 10 13 16 19 22 25 28
Observation

Control Charts 35

AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
SELF ASSESSMENT
•Our organisation uses only tribal knowledge , people experience and “the
way we do things around here”. We do not use data. F
•Our organisation collects data so as to say “we collect data” but the data is
not used. E
•Our organisation collects data and we sometimes look at the numbers and
use them to support problem solving and decision making. D
•Our organisation logically groups the data. We report it in the form of
charts. C
•Our organisation uses sample data along with basic statistics. B
•Our organisation uses sample data along with inferential statistics. A
•Our organisation quantifies processes via predictive equations. A+
HOW IMPLEMENTING SIX SIGMA
Process replicate key

improvement projects,
4 tracks and quantifies
3 Dedicated resources (Black Belts/ results
Green Belts) lead and perform
Senior Management
1 improvement efforts
establishes vision, challenge
and objectives
2 Champions/ Process Leaders provide focus,

leadership and commitment
SIX SIGMA ORGANIZATION
Strategic Exco
Management
Champion
Tactical
Management
Black Belt
Operational Green Belt
Management
Master Black
Belt
Guidance / Supervision / Monitoring Money Belt
AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
46
Six sigma project selection
o HIGH LEVERAGE PROJECTS LEAD TO LARGEST €€ SAVINGS
o LARGE RETURNS ARE EXPECTED BY MANAGEMENT TO JUSTIFY THE

INVESTMENT IN TIME AND EFFORT.
o DEVELOPING A SIX SIGMA CULTURE DEPENDS UPON SUCCESSFUL

PROJECTS HAVING SIGNIFICANT BUSINESS IMPACT
o FUTURE PROJECTS ARE IDENTIFIED THROUGH INITIAL PROJECTS
CONFIDENTIAL

Six sigma project selection
How to find projects…

 ALIGN WITH COMPANY OBJECTIVES AND BUSINESS PLAN (ANNUAL OPERATING
PLAN) :
 Voice of Customer/ CTS’s Inputs
 Quality (CTQ)
 Claims/Warranty
 PPM/ CNQ/ FTY/ Cycle Time
 CONSISTENT WITH PRINCIPLES OF SIX SIGMA : ELIMINATE PROCESS DEFECTS
 CONCENTRATE ON “COMMON” ISSUES : OPPORTUNITIES ..... NOT “FIRE-

FIGHTING”
 LARGE ENOUGH TO JUSTIFY ANY NECESSARY INVESTMENT CONFIDENTIAL

SIX SIGMA PROJECT SELECTION
Plants
Clients People
Problems, risks, issues, VAVE, ECR‘s, BU priorities

Breakdowns, dissatisfaction, ppm, CNQ,
Emergencies, New requirements, changes,
threats, Nice-to-haves, ideas, dysfunctional
processes, suggestions, innovation
Strategic relevance
Projects priority 1,2,3,4,5
The project pipeline is also a reporting tool.

Benefits obtained in cost, time and quality are
Business priority
Projects
recorded.
priority
A project’s benefits need to be validated by 1,2
Resource limits
the Plant or central controller.
Projects
priority 1
Successfully
Completed Projects
Project priority matrix 49
 PROPOSED PROJECT
Opport
SHOULDF BE
unity High
REVIEWED WITH gain
High priority
$$$$ Project
BUSINESS UNIT TO 1
Project
EVALUATE PRIORITY 1
BASED ON
Mid- Project
OPPORTUNITY AND Low 1
ACCESSIBILITY
Project
1
 PROJETCS ON TOP
Low
RIGHT ARE HIGH gain
Low priority
PRIORITY
Difficult Medium Easy
Accessibility

AGENDA
 Introduction
 Why six sigma?
 Six sigma Goals
Six Sigma Organization 51
BUNA BUCE
MAIN ACHIEVEMENT: MAIN EVENTS AND ACTIONS:
 Saving cost impact 112 K€ in 2017  1st GB training session November 2016
 Flush Issue in LH Rocker Ford RUNNING PROJECTS :
Project (Prevented a Shipping  SGR plating performance NOK _
stop) Implementation
 Porosity Project overcome at  Scirocco deformation from the middle screw
Ramos composites plant BUWE VW Spoiler - Mesure
RUNNING PROJECTS :  Caddy dimension issue - Mesure
 Inclusions Issue
MAIN ACHIEVEMENTS:
POTENTIAL PROJECTS :
 Bubbles reduction in the painting  Saving costs of 15K€ in 2017
 Damaged parts in Project Porsche MACAN
area RUNNING PROJECTS : from Paint Line to Customer
 Improve Front Tiguan product  10 GB projects running
 MSA for attributes data’s status improvement
 Cracks Issues in Injection area  Kappa Test Andance,
 Improvement for rear welding for Caddy 4
6 SIGMA NETWORK  Orange Peel Warrington
 22 trained GB 6 SIGMA NETWORK:
 6 ongoing training  19 trained GB , 4 certified
POTENTIAL PROJECTS  6 ongoing training
Damage Issue and scrap reduction in POTENTIAL PROJECTS :
the process  Inection Scrap reduction in Vernon
CONFIDENTIAL

KPI 52
BUWE BUCE BUNA TOTAL
Closed projects 1 4 4 9
Open Projects (running) 15 12 3 30
MBB's Certified 0 1 0
BB's Trained 1 1 1 3
BB's certified 1 1 1 3
GB's Trained 17 7 18 42
GB's Certified 1 3 0 4
Awareness Training 26 155 30 211

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SIX SIGMA AWARENESS

Six Sigma and you?

 Who has six sigma experience?

 What do you know about six sigma?

Maximize costumer satisfaction

Through variability reduction

AUTO EXTERIOR DIVISION

AUTO EXTERIOR DIVISION

o High Level Initiative

o A Systematic Rigorous Approach

o Using Statistical Tools

Six sigma…six definitions… And a little bit of history

« If you are interested in

 EVERY PROCESS IN NATURE HAVE A

 THE PROBLEM IS WHEN THIS NOT CAPABLE CAPABLE PROCESS

AUTO EXTERIOR DIVISION

Six sigma because 99% is not enough!

DPMO 6.210 3,4

Yield 99,38% 99,99966%

 Improved Customer Satisfaction

Ways to improve Process Performance

LSL USL LSL USL

LSL USL LSL USL

LSL X USL LSL X USL

o Shift the average

Ways to improve Process Performance

LSL USL LSL USL

LSL USL LSL USL

LSL X USL LSL X USL

o Shift the average

…By reducing Processes dispersion…

Y=f(x1, x2, x3,…)

Is the X significant or is it just chance??

 We want to involve all the sites

 We want fast improvements

 We want the involvement of all at every level

 We want a support team

 A logical and structured approach to problem solving and process

 An iterative process (continuous improvement)

 A Quality tool with focus on change management

The process is under What is the problem?

Find improvements that Improve 6σ Measure

will achieve the What is the process

Define…select the problem

Measure…understand the actual situation

o Statistic analysis Hypothesis Testing

0.000 0.005 0.010 0.015 0.020 0.025

0.000 0.005 0.010 0.015 0.020 0.025

o Plan the modifications

Control…maintain the improvement..

o ROSS Net Benefit €

R&I developed a new and more efficient way to deliver

So they are developing reliable catapults that meet the

PO will use this technology to send, within the

AUTO EXTERIOR DIVISION

The aim is to achieve launch that meet the following specifications:

The current specification is: 135 cm +/- 2 cm

Each launch from the catapult has a cost

Standard Deviation Cost USD

The estimated production is 10,000 launches per month. (Demand)

AUTO EXTERIOR DIVISION

 MAINTAIN A DETAILED RECORD OF EACH LAUNCH FROM THE CATAPULT.

 THERE MUST BE AT LEAST 30 LAUNCHES TO DETERMINE THE PERFORMANCE OF THE