01_INTRO TO 6 SIGMA

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99% Good is Not Good Enough

5,000 incorrect surgical procedures each week 20,000 lost articles of mail each hour


No electricity for almost 7 hours each month
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How Does Six Sigma Make the Difference?

Vision Philosophy Vehicle for: » Customer focus
» Breakthrough improvement
» Continuous improvement » People involvement
Improvement
Break throug h Strate gy
- Tra i ne d & D e di c ated I nd i vi du al s - Ana l y ti c al E xp erti se
St andard A pp roaches
• • • • • Cur ren t T oo l s Kai ze n L ean Man u f a ctu ri ng Re-e ng i ne eri ng T yp i c al TQM
Products
1. Improve time to market for all products 2. Lead the industry in key technologies Operations 3. Create world-class manufacturing processes 4. Develop strategic vendor relationships Customer 5. Provide best-in-class product and process quality 6. Develop strategic relationships with key customers Management 7. Become an employer of choice
99% Good (3.8 Sigma)
20,000 lost articles of mail per hour
Unsafe drinking water for almost 15 minutes each day
99.99966% Good (6 Sigma)
Seven articles lost per hour
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Quality Bren
Historical Level (0)
Natural Variation under 0
Reject Rate
(±30)
Optimum Level (1)
Natural Variation under 1
(±31)
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Best-in-Class Average
Domestic Airline Flight Fatality Rate (0.43 PPM)
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Company
1
2
3
4
5
6
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Sigma Scale of Measure
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Six Sigma Achieving Our Objectives
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Seagate’s Seven Objectives
products through the achievement of Six Sigma levels of performance in everything we do.
*
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Six Sigma Philosophy The Philosophy of Six Sigma is to apply a
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Six Sigma - Performance Target
Sigma
3 Sigma
Long-Term Yield
93.32 %
Standard
Historical
4 Sigma
99.379 %
Current
5 Sigma
99.9767 %
Intermediate
6 Sigma
99.99966 %

To understand and effectively utilize the M.A.I.C. tool kit To understand how you will be affected by Seagate’s incorporation of Six Sigma methodology
- >7 0% I mp rov eme nt p er P roj e ct
Time in Years
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2
3
4
5
The problem with conti n uous i mpro vements as the onl y g oal, Org anization sees i mprovement BUT l oses the game.
Unsafe drinking water for almost 15 minutes each day
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Where Does Industry Stand?
PPM
1,000,000
IRS - Tax Advice (phone-in) (140,000 PPM)
100,000
10,000
1,000
*
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If we are so good at X, why do we constantly test and inspect Y? Focus on X rather than Y, as done historically

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“Introduction to Six Sigma” Training Objectives

Define Measure, Analyze, Improve and Control Explain the definition and scope of Green Belt and Black Belt Define KPIV and KPOV Explain how process outputs are a function of the inputs Explain the value of measurement



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Why Implement Six Sigma Now?

“Nothing New” » Most of the tools have been around for decades » Neglected due to difficulty and discipline
BUT

Worldwide competition » Makes neglect dangerous Computing resources » Makes application possible
1.7 incorrect operations per week
One short or long landing every five years 68 wrong prescriptions per year
One hour without electricity every 34 years
An Introduction to Six Sigma
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Green Belt Training Objectives

To learn the systematic approach to Six Sigma problem solving
M before A before I before C
KPIV
Y=
KPOV

f (X)

To get results, should we focus our behavior on the Y or X?
Y Dependent Output Effect Symptom Monitor
X1 . . . XN Independent Input-Process Cause Problem Control
One unsafe minute every seven months
5,000 incorrect surgical operations per week
Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year No electricity for almost seven hours each month
structured, systematic approach to achieve breakthrough improvement across all areas of
our business.
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What’s the Strategy?

Know what’s important to the Customer (CTQ’s)
Long-Run
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What does a 6 sigma process looks like ?

Average Deviation from Mean
1
p(d)
p(d)
T
1
2
3

4
5
USL
6
3
This is a 6 Sigma Process