By Sung H. Park, Asian Productivity Organization
This e-book has been written essentially for corporation managers and engineers in Asia who desire to clutch Six Sigma thoughts, methodologies, and instruments for caliber and productiveness advertising of their businesses. in spite of the fact that, this ebook can also be of curiosity to researchers, caliber and productiveness experts, public region staff, scholars and different execs with an curiosity in caliber administration often.
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Additional info for Six SIGMA for Quality and Productivity Promotion
Galvin in a document titled “Six Sigma Mechanical Design Tolerancing”. At that time, Motorola possessed data indicating that they were performing at 4 sigma, or 6,800 DPMO. e. 4 DPMO, in the following five years, the Communication Sector estimated that the gap between them and the Japanese would diminish. Galvin, it was said, liked the name Six Sigma because it sounded like a new Japanese car and he needed something new to attract attention. In January 1987, he launched this new, visionary strategic initiative called “Six Sigma Quality” at Motorola emphasizing the following milestones: • Improve product and service quality by a factor of 10 by 1989 • Achieve at least 100-fold improvement by 1991 • Achieve 6 sigma quality level by 1992 To ensure that the organization could accomplish the milestones of the Six Sigma program, an aggressive education campaign was launched to teach people about process variation and the necessary tools to reduce it.
0! 11) is not good enough. 6 Process capability index There are two metrics that are used to measure the process capability. One is potential process capability index (Cp), and another is process capability index (Cpk) (1) Potential process capability index (Cp) Cp index is defined as the ratio of specification width over the process spread as follows. 12) process spread 6 The specification width is predefined and fixed. The process spread is the sole influence on the Cp index. 2). When the spread is wide (more variation), the Cp value is small, indicating a low process capability.
Discrete characteristics are based on counts, such as yes/no, good/bad, which provide attribute data. A much larger number of observations is needed for a discrete characteristic compared to a continuous characteristic in measuring process performance by means of DPMO. A rule of thumb is to require at least 20 observations for assessing the performance of a continuous characteristic and at least 200 observations for a discrete characteristic. The data for the characteristic selected for the Six Sigma measurement system is collected individually at predetermined time intervals such as hourly, daily, or weekly.
Six SIGMA for Quality and Productivity Promotion by Sung H. Park, Asian Productivity Organization