Quality Management and Six Sigma Part 1 pot

Quality Management and Six Sigma edited by Abdurrahman Coskun SCIYO... Chapter 1Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Preface VII Si

Quality Management and Six Sigma

edited by

Abdurrahman Coskun

SCIYO

Quality Management and Six Sigma

Edited by Abdurrahman Coskun

Published by Sciyo

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Copyright © 2010 Sciyo

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First published September 2010

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Quality Management and Six Sigma, Edited by Abdurrahman Coskun

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Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Chapter 10

Preface VII

Six sigma and Total Quality Management 1

Yang, Ching-Chow

Six Sigma and Developing Countries 31

Ali Rizwan, PhD

A Comprehensive Framework for Six Sigma Critical

Success Factors With an Experience in a Developing Country 43

Arash Shahin

The importance of the strategic alignment process using Six Sigma projects 53

Bianca Soares de Oliveira Gonçalves and Marcel Andreotti Musetti

Integrated model linking Maintenance Excellence,

Six Sigma and QFD for process progressive improvement 67

Maher Lazreg

Sigma-TRIZ: Algorithm for Systematic Integration of

Innovation within Six Sigma Process Improvement Methodologies 89

Stelian Brad

Design for Six Sigma (DfSS) in Software 109

Ajit Ashok Shenvi

Statistical Process Control for Software: Fill the Gap 135

Maria Teresa Baldassarre, Nicola Boffoli and Danilo Caivano

MiniDMAIC: An Approach to Cause and Analysis

Resolution in Software Project Development 155

Carla Ilane M Bezerra, Adriano B Albuquerque and Luiz Sérgio Plácido

Defining Placement Machine

Capability By Using Statistical Methods 183

Timo Liukkonen, Ph.D

Contents

Chapter 11

Chapter 12

Chapter 13

Chapter 14

Modelling, simulation, six sigma and their

application in optimization of electrical vehicle design 207

Wei Zhan

Longitudinal Robust Stability Augmentation

for Micro air Vehicle - Design and Validation 225

Dr M Meenakshi and Prof M Seetharama Bhat

Six Sigma as a Quality Management Tool:

Evaluation of Performance in Laboratory Medicine 247

Abdurrahman Coskun, Tamer Inal, Ibrahim Unsal and Mustafa Serteser

Tesqual: A Microthesaurus for Use in

Quality Management in European Higher Education 263

María Mitre

The history of quality is the history of human efforts to make things perfect in an imperfect

world

The main purpose of the quality procedures is to reduce errors and increase customer satisfaction Errors and mistakes are part of human nature, but so is the ability to create solutions and find better alternatives By using modern quality management tools we can shift the balance from errors towards solutions and better alternatives

Six Sigma methodology represents an evolution in quality management that is being widely implemented in industry and business in the new millennium In the mid-1980s it was developed by Motorola Inc to reduce the cost of products and eliminate defects Using Six

Sigma methodology, Motorola Inc become a quality leader and won the Malcolm Baldrige

National Quality Award in 1988

The increasing expectation of customers and the complexity of modern products forced companies to find new solutions and better alternatives during the 20th century Within this atmosphere, Six Sigma has provided the best solution in business and industry Due to its flexible nature, the Six Sigma methodology was rapidly adopted by many top companies and, within only two decades, it has also been adopted by many mid-sized and even small companies In addition to companies in Japan and Western Countries, Six Sigma methodology provides the best solutions to many problems and can be used as an accelerator in developing countries

In the new millennium Six Sigma methodology has been considered as a strategic approach to achieve excellence in business and industry It is the main way of doing business, rather than

a simple quality system Six Sigma is a philosophy and vision, and it is based on both reality and productivity The ultimate goal of Six Sigma is error-free business and industry

If you do not measure, you do not know, and if you do not know, you cannot manage This way Six Sigma shows us how to measure and, consequently, how to manage the company Sigma levels are a measure of error rates A company or a medical laboratory, and even a bank, can measure their performance by sigma level Companies that accept three or four sigma levels create 67000 and 6200 defects per million products, however, companies that accept six sigma levels create only 3.4 defects per million products

In this book several scientists from various regions of the world share their experience and knowledge about quality management and particularly Six Sigma methodology The chapters

in the book cover the basic principles of managing quality and Six Sigma methodology in many different disciplines of industry, business and even medical laboratories

Preface

I hope that this book as a free resource will help to employees worldwide at all levels in different areas of business and industry, who need to improve their knowledge and experience

in Six Sigma and Quality Management

Editor

Dr Abdurrahman Coskun

Acibadem University, School of Medicine, Department of Medical Biochemistry,

Istanbul, Turkey

Six sigma and Total Quality Management 1

Six sigma and Total Quality Management

Yang, Ching-Chow

X

Six sigma and Total Quality Management

Yang, Ching-Chow

Department of Industrial and Systems Engineering

Chung Yuan Christian University

Taiwan, R.O.C

1 The practices and implementation of Six Sigma

In the past two decades, Six Sigma methodology has been widely adopted by industries and

non-profit organizations throughout the world In this section, we demonstrate the

development of Six Sigma program, and discuss the features and the five steps of the

improvements

1.1 The introduction of Six Sigma

Six Sigma methodology was first espoused by Motorola in the mid 1980s (Antony &

Banuelas, 2002; Wiklund & Wiklund, 2002) At that time, Motorola was facing Japanese

competition in the electronics industry and needed to make drastic improvements in its

levels of quality (Harry and Schroeder, 2000; Linderman et al., 2003) A Six Sigma

initiative ,which is originally focused on manufacturing process and product quality (Harry

& Schroeder, 2000), is also designed to change the culture in an organization through

breakthrough improvement in all aspects of the business (Breyfogle III et al., 2001, p.32) The

Six Sigma architects at Motorola focused on making improvements in all operations within a

process—thus producing results far more rapidly and effectively (Harry & Schroeder, 2000)

The successful implementation of the Six Sigma program in Motorola led to huge benefits

Motorola recorded a reduction in defects and manufacturing time, and also began to reap

financial rewards Within four years, the Six Sigma program had saved the company $2.2

billion (Harry & Schroeder, 2000) The crowning achievement was being recognized with

the Malcolm Baldrige National Quality Award (Breyfegle III et al., 2001; Wiklund &

Wiklund, 2002)

IBM, SONY, and Allied Signal successfully followed Motorola in implementing Six Sigma

Allied Signal began its Six Sigma activities in the early 1990s, It successfully attained savings

of US$2 billion during a five-year period (Klefsjö et al., 2001) Sooner, the impressive results

obtained by Allied Sigma induced General Electric (GE) to undertake a thorough

implementation of the Six Sigma program in 1995 (Pande et al., 2000) as a corporate

initiative to improve net profits and operating margin (Hendricks and Kelbaugh, 1998) The

1999 annual report of GE showed that the implementation produced more than US$2 billion

in benefit (Slater, 2001; Coronado & Antony, 2002, Raisinghani et al., 2005)

1

Quality Management and Six Sigma 2

As a result, the impressive benefits of implementing Six Sigma programs in Motorola, Allied

Signal, and GE led the Six Sigma methodology being widely adopted by industries

throughout the world American Express, Ford, Honda, and Samsung have all applied the

methodology (Klefsjö et al., 2001; Sandholm & Sorqvist, 2002; Yun and Chua, 2002) The Six

Sigma has become the most prominent trend in quality management (Sandholm & Sorqvist,

2002; Yang, 2004) not only for manufacturing and service industries, but also for non-profit

organizations and government institutes

The GE-6 program and the Motorola Six Sigma program did have some differences

Whereas Six Sigma activities in Motorola had focused on product quality and the

manufacturing process, the GE-6 program extended the improvement activities to cover all

key processes related to customer satisfaction

1.2 Some key views on Six Sigma

Several prominent researchers have expressed views on Six Sigma

* Hahn et al (1999) emphasized that Six Sigma improvement is a highly disciplined

and statistically based approach for removing defects from products, processes,

and transactions, involving everyone in the corporation

* Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value

to companies—in the form of increased profits and maximum value to the

consumer through high-quality products or service at the lowest possible cost

* Harry & Schroeder (2000) also concluded that Six-Sigma is a business strategy

and philosophy built around the concept that companies can gain a competitive

edge by reducing defects in their industrial and commercial processes

* Pande et al (2000) commented that Six Sigma is a comprehensive and flexible

system for achieving, sustaining, and maximizing business success It is driven by

close understanding of customers’ needs and disciplined use of facts, data, and

statistical analysis

* Pearson (2001) described Six Sigma as a program that combines the most effective

statistical and non-statistical methods to make overall business improvements

* Slater (2001) stated that the Six Sigma approach provides a very specific control

program with control techniques that ensure continuation of improved processes

* Lucas (2002) described Six Sigma as a statistical business system and a functional

methodology for disciplined quality improvement that achieves successful

outcomes

* Treichler et al (2002) concluded that Six Sigma is a highly disciplined process that

helps organizations to focus on developing and delivering near-perfect products

and services It is also, in Treichlers’ (2002) view, a change-acceleration process

that focuses on pursuing success and the rapid adoption of change

* Yang (2004) asserted that the GE-6 program and the Motorola Six Sigma

program did have some differences Whereas Six Sigma activities in Motorola

had focused on product quality and the manufacturing process, the GE-6

program extended the improvement activities to cover all key processes related to

customer satisfaction

In addition to the major features noted above, other features of the GE-6 program include (Breyfegle III et al., 2001; Pande et al., 2000; Treichler et al 2002)

* GE-6 projects are integrated with the company’s visions and strategies;

* all GE-6 projects are rigorously evaluated for financial impact;

* everyone who contributes to the success of the program receives significant rewards, especially in terms of staff promotion;

* significant financial incentives (representing 40% of all bonuses received by employees) are tied to GE-6 projects;

* a sound statistical approach to improvement is adopted;

* projects are completed rapidly (usually within 3–6 months); and

* bottom-line results are expected and delivered

1.3 Implementation of GE Six Sigma

The main features of GE-6 are discussed above, in this subsection we introduce the implementation of GE Six-Sigma:

* improvement steps;

* staff roles; and

* investment in training

1.3.1 Improvement steps

There have been many improvement models for process improvement or re-engineering Most of these have been based on the steps introduced by W Edwards Deming, which can

be characterized as ‘Plan’, ‘Do’, ‘Study’, and ‘Act’ (PDSA)(Deming, 1993) GE-6 has a five-phase improvement cycle that has become increasingly popular in Six Sigma organizations: ‘Define’, ‘Measure’, ‘Analyze’, ‘Improve’, and ‘Control’ (DMAIC) There is another cycle characterized as ‘Define’, ‘Measure’, ‘Analyze’, ‘Design’, and ‘Verify’ (DMADV) (Pande et al., 2000) Like other improvement models, the DMAIC (or DMADV) model is grounded in the original Deming PDCA cycle Usually, Six Sigma organizations use DMAIC for process improvement and DMADV for process design (and redesign) Table 1.1 describes the specific tasks in each step, and the tools and techniques used in the steps Step Specific tasks Tools and techniques employed Define  Identify improvement issues

 Organize project team

 Set-up improvement goal

 Estimate financial benefit

 Customer complaint analysis

 Cost of poor quality (COPQ)

 Brainstorming

 Run charts, control charts

 Benchmarking Measure  Map process and identify inputs and

outputs

 Establish measurement system for inputs and outputs

 Understand the existing capability of process

 Process map (SIPOC)

 Cause and effect matrix

 Gauge R&R

 Control charts

 Process capability analysis

 Failure models and effects analysis (FMEA)