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By Daniel Wu
Ford Lio Ho Motor Company
1
Outline
Quality level
What is Six sigma?
Why we need Six sigma?
Development and Deployment strategy
How Six sigma merges into our daily business?
2
Overview-Four Quality Gurus
Historically companies have focused on quality issues for customer satisfaction
Prior to six sigma there were four key quality gurus that most companies’ quality programs followed
Deming
Juran
Crosby
Taguchi
3
Deming
Deming taught:
Importance of understanding variation in work processes
Role of management in leading for quality
Application of statistics
Plan-Do-Check-Act
4
Deming’s Contribution to Profitability
EXTERNAL
INTERNAL
CUSTOMER
SATISFACTION
MARKET
SHARE
PROFIT
PRODUCTIVITY
QUALITY
-Better products & services
-Improved processes
-Compete with value
PRICE
-Compete with Price
-Decreased cycle time
-Eliminate set-up times
COST
-Opportunity for profit
PRODUCT QUALITY
PROCESS QUALITY
-Reduce rework
-Eliminate in-process inspection
-Reduce scrap
-Increase product life
-Eliminate incoming testing
Plan
Do
Check
Act
5
Juran
Juran taught:
Breakthrough performance
Pareto effect
Importance of management principles
Quality by design and planning
6
Juran’s Contribution
Planning
Cost of Poor Quality
(Percent of operating costs)
Production Begins
Original zone of process control
New zone of process control
0
20
40
0
Control
Time
Improvement
Lessons Learned
Sporadic
spike from
observed
problem
Chronic Waste
(an opportunity
for improvement)
Control
Special cause variation
Common cause variation
7
Crosby
Crosby taught:
Customer requirement is performance standard
Quality maturity is a journey
Preventive action as basic approach
8
Taguchi
Taguchi taught:
Cost of poor quality is loss to society as a whole
Robust quality is designed for consistent production
Design control is more important than production control
9
Taguchi’s Contribution
Lower Specification Limit
Upper Specification Limit
Nominal Value
Region of
Customer
Complaints
Region of
Customer
Complaints
Region
of
Questionable
Performance
Region
of
Questionable
Performance
Region of
Specified
Performance
Mean
Lower
Control
Limit
Upper
Control
Limit
Region of
Desired
Performance
Cost
10