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6 Sigma Cheat Sheet

The document discusses key concepts related to quality including dimensions of quality, cost of quality, Lean Six Sigma goals and methodology, VOC to CTQ translation, and quality tools. It covers topics such as customer needs, quality metrics, process improvement strategies, defining critical requirements, and data analysis techniques.

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Sai Samyukta Vaddadi
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274 views4 pages

6 Sigma Cheat Sheet

The document discusses key concepts related to quality including dimensions of quality, cost of quality, Lean Six Sigma goals and methodology, VOC to CTQ translation, and quality tools. It covers topics such as customer needs, quality metrics, process improvement strategies, defining critical requirements, and data analysis techniques.

Uploaded by

Sai Samyukta Vaddadi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Quality

 Customer need
 Conformance to specification
 Characteristics and properties of product which fulfil specified or implied
requirements of customer
Business impact of improving quality
 Bigger profits
 Brand value increase
 Short term reduce work
 Long term increase volume(top line)
Buyer’s market dynamics
 6 sigma = f(Dt, C, Q)
Type of customers
 Internal, external and regulatory(protect uninformed customers)
Customer life cycle
prospect consumer Cutomer/ Promotors Emotional
detractors attachment
Brand performance Enhanced Consumer
awareness performance loyalty

B2B customer centricity


customer Preferred Strategic Strategic
customer partner advisor
Functional Enhanced Innovative Teels what you
competence performance customized should
exeperience Re- invent value

Dimensions of quality
 Performance (operating characteristics)
 Features (additional characteristics)
 Reliability (product wont fail within the specified period)
 Durability (length of product’s life)
 Serviceability (prduct put to service after breakdown)
Cost of quality
 Cost of good quality (appraisal + prevention)
 Cost of poor quality (internal + External)
Reasons of problem
 MUDA (waste) overprocessing, motion, waiing, inventory, transportation, over
production, defects (people, material quality)_____ LEAN
 MURA (variation)6 sigma Common cause(white noise), Special cause(black noise
 MURI(irrational expectation)
6M
 Man, Machine, material, measurement, mother nature, method
Goal of lean Six Sigma
 Lean (waste,speed), (Genchi Genbutsu go see workplace Kaizen change 4 better)
 6 Sigma (variation, Performance CTQ), (DMAIC, DFSS)
What is six sigma
PS DFSS( mature), DMAIC Toolkit MEASUREMENT
DMADV SYSTEM
Philosophy Design for 6 Design
strategy of siggmaFramewor measure,
organisation k analyse
Define, measure, improve control
analyse, design,
verify---ins Process
improvement
New business

Choosing lean six sigma project


 Address customer CTQ
 Revenue growth
 Cost reduction
 3-5 months
 Value creation – annual operating profit
SIPOC- stakeholder customer process relationship
VOC, VOB, VOI(disruption..benchmarking), VOP, VOW(problem + opportunity)
Kaizen0- continued improvement

VOC to CTQ drill down


 VOC voice of customer
 KCI key customer issue
 CCR critical customer requirement
 Critical to delivery time CTD
 Critical to cost (CTS)
CTQ requirements
 Truly critical
 Measurable
 Operational efinition
 Clearly defined
 Unit of measurement
 Specification limit (USL- LSL) higher the better / lower the better
Quality function deployment (QFD)
 House of quality
Kano (Categorising customer needs)
 CTQs identified as (dissatisfiers, satisfiers, delighters)
Define phase deliverables
 Project. Charter, process flow
Dimensions of data
 Source
 Samplev/s population
 Data type
 Absolute or derived
 Distribution (normal, binomial, poission)
Test for normality
 P value >0.05
 Normal distribution- bell shape
 on both sides of the bell curve the curve would not touch the x- axis but tend to go
up till infinity
 A normal curve would have one unique peak
 For a normally distributed data, mean, median mode is equal and fall on the same
unique peak.
 For a normally distributed data, the variation on the both ends is equal
 68.3% of data would lie data Average +1sd (10,8) measure in module
 +2 st 95.4 % +3sd , 99.7 (11/6)
 Question on 11/7
Measure of position
 IQR = P75-25
 Outlier = P75 +(1.5*IQR), P25- (1.5*IQR)
 Stability ratio= Q!/Q3
Standard deviation
- (10/3) measure
Population, sample, sampling 13/8
Statistic (sample), parameter(population)14,1
Data collection (7 QC tools)
Reason for measurement – SWIPE
- Standard
- Work Piece
- Instrument
- Person
- Environment
MSA terminologies
- Resolution granular
- Bias accuracy
- Repeatability
- Reproducibility
Kappa
- Strength of agreement
- -1 to 1
- Positive values agreement
- Kappa calculation 15/5
- Kappa should be greater than 0.8
- Attribute agreement analysis ( consistant & accurate) 15/8

Control charts
- Walter Shewhart
- Common cause & special cause
- Mean centerd according to VOC
- Control limit not beyond specification limit
- For a sigma process VOC-VOP should be positive, greater than 1
- USL- LSL/6(stdev) control parameter Cp
DPMO= Defective componennts/ components used & 10^5
DPU= defects detected/ units processed
Long term term sigma= short term sigma- 1.5
Analyse phase
Process door and data door
7 QC tools
- Process flow
- Check sheet
- Cause and effect diagram (kauro Ishikawa) brain storming, clustering, fish bone
- Histogram
- Pareto chart vita few, trivial many, 80 20, decending order, cumulative frequency,
contribution %
- Stratification (joseph M Juran)( sub division, multi perspective , repeat
- Control chart
- Scatter diagram 23/2
FMEA (Failure Mode Effects Analysis) 23/4
- Risk = f(impact, frequency, ability to detect)
- 5 y transactional analysis
- Tree diagram – process related
Hypothesis testing 25/1
FMEA-
- Process name
- Output
- Potential failure mode
- Failure effect
- Severity rating (severity rating guideline) (based upon attribute ranking)
- Potential. Cause (PPT- people , proess technology)
- Current process prevention in place (occurrence can be reduce)
- Current process control detection

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