ISO 13053 - PECB PDF

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When Recognition MattersWHITEPAPERISO 13053QUANTITIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMAwww.pecb.com

CONTENT3Introduction4An Overview of ISO 130534Key Clauses of ISO 130537DMAIC Methodology7Link of ISO 13053 with other Quality Methodologies and Techniques8ISO 13053 Opposed to ISO 90018What are the Business Benefits of Six Sigma?8Steps for Obtaining a PECB CertificationPRINCIPAL AUTHORSEric LACHAPELLE, PECBBesnik HUNDOZI, PECB2ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA

INTRODUCTIONSix Sigma is a process improvement methodology originally developed by Motorola in 1986. The purposeof this methodology is to bring business improvement, quality performance and increase in profit byaddressing business issues that may have existed for a long time.Six Sigma helps to identify what organizations do not know and emphasize what they should know.Six Sigma is achieved when processes deliver only 3.4 defects per million opportunities (DPMO), which inother words means that they must work almost perfectly.There are two key methodologies used for implementing Six Sigma.1. DMAIC2. DMADVThe DMAIC methodology is used when a product or process in existence in a company is not meetingcustomer specifications or is not performed adequately.The DMADV methodology is used when a product or process is not in existence in a company and needsone to be developed, or the existing product or process has been optimized and still does not meet the levelof customer specification or Six Sigma level. Both methodologies are used to drive defects to lessthan 3.4 per million opportunities.They are data intensive solution approaches. Intuitionhas no place in Six Sigma – only cold, hart facts.They are implemented by Green Belts, Black Belts andMaster Black Belts with the support of a champion andprocess owner.They provide methods to help meet the business/financial bottom-line numbers.Sigma scoreDefects per millionopportunities230853836680746210523363,4ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA3

An overview of ISO 13053ISO 13053 deals with the application of Six Sigma to ameliorate existing processes. This standard consistsof two parts: ISO 13053, Quantitative methods in process improvement – Six Sigma – DMAIC methodology, Part 1ISO 13053, Quantitative methods in process improvement – Six Sigma – Tools and techniques, Part 2The first part of this International Standard describes a methodology for the business improvement knownas Sig Sigma. This methodology typically comprises five phases:1. Define (D)2. Measure (M)3. Analyse (A)4. Improve (I)5. Control (C)This part of the ISO 13053 recommends the best practices for each of the phases of the DMAIC methodologyused during the execution of a Six Sigma project. It also recommends how Six Sigma projects should bemanaged and describes the roles, expertise and training of the personnel involved in such projects.It is applicable to organizations using manufacturing processes as well as service and transactionalprocesses.Key Clauses of ISO 13053ISO 13053 is organized into the following main clauses:Clause 4: Fundamentals of Six Sigma projects within organizationsClause 5: Six Sigma measuresClause 6: Six Sigma personnel and their rolesClause 7: Minimum competencies requiredClause 8: Minimum Six Sigma training requirementsClause 9: Six Sigma project prioritization and selectionClause 10: Sig Sigma project DMAIC methodologyClause 11: Six Sigma project methodology – Typical tools employedClause 12: Monitoring a Six Sigma projectClause 13: Critical to success factors for Six Sigma projectsClause 14: Six Sigma infrastructures within an organizationEach of these key activities is listed below.Clause 4: Fundamentals of Six Sigma project within organizationsThe main purpose of a Six Sigma project is to solve a given problem in order to contribute to an organization’sbusiness goals. Six Sigma projects are commencedThe main activities of a Six Sigma project are to: 4Gather data;Extract information from the data through analysis;Design a solution; andEnsure the desired results are obtained.ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA

Clause 5: Six Sigma measuresSeveral measures are used to quantify the performance of a Six Sigma project, such as: Defects per million opportunities (DPMO) Sigma score Rolled throughout yield (RTY) Return rate (RR) Number of problem reports (NPR) On-time delivery (OTD) Cost of poor quality (COPQ)Clause 6: Six Sigma personnel and their rolesAn organization seeking to implement Six Sigma should assign roles and consider whether they are applicableto its implementation. The main roles to be considered are:: Champion – Determines the strategy for the deployment of Six Sigma and sets the business objectives.Deployment Manger – Oversees and manages the deployment of Six Sigma.Project Sponsor – Champions and supports the Six Sigma methodology.Master Black Belt – Supports the Black Belts in the application of the DMAIC methodology and the selectionand use of the tools and techniques required.Black Belt & Green Belt – Delivers the agreed benefits of a Six Sigma project to the organization.Yellow Belt – Participates in Six Sigma project teams when a Six Sigma project is concerned with a processwithin which the Yellow Belt operates.Clause 7: Minimum competencies requiredThis clause indicates the minimum competencies required from the Six Sigma personnel (mentioned is clause6) for each skill/role combinationClause 8: Minimum Six Sigma training requirementsTraining can be provided in a number of ways, either as formal classroom style courses or through other trainingmedia such as e-Learning or similar distance learning courses.The table below presents the recommended training requirements for each of the Six Sigma personnel describedin Clause 6.CategoryChampion/DeploymentManagerSponsorMaster BlackBlack BeltBeltGreen BeltYellow Number ofqualifyingSix Sigmaprojects--22-0ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA5

Clause 9: Six Sigma project prioritization and selectionProjects should be selected to meet clear organizational objectives. The outcome of each project shouldcontribute to the overall improvement of an organization.Clause 10: Six Sigma project DMAIC methodologySix Sigma projects are usually executed by the DMAIC process. The DMAIC methodology contains thefollowing phases:1. Define Define,2. Measure Measure, Analyse, Improve, andDMAIC Control.It’s used to improve an existing business process.3. Analyse5. ControlClause 11: Six Sigma project methodology – Typical tools employed4. ImproveThis clause summarizes the tools that are usually used within a Six Sigma project. Some examples of thesetools include: Capability/ performance, Customer focus group, Descriptive statistics, Gantt chart, Process flow chart, etc.Clause 12: Monitoring a Six Sigma projectSix Sigma projects should be monitored regularly to know whether they are running to schedule.Clause 13: Critical to success factors for Six Sigma projectsTwo items that are critical to a successful outcome of a Six Sigma project are:1. The existence of well-defined and maintained stakeholder management plans, and2. The project should be data driven.Clause 14: Six Sigma infrastructures within an organizationThe type of infrastructure chosen by an organization depends on several factors. The infrastructure withinan organization can be: Large – Over 1000 employees at a site Medium – 250 to 1000 employees at a site Small – Less than 250 employees at a site6ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA

DMAIC MethodologyThe most commonly used model of Six Sigma teams for process improvement is DMAIC, which is anacronym for the five following phases:DDefineMMeasureAAnalyzeIImproveCControl Identify who you work is for (your customer)Identify the work you do (your product/service)What do you need to do your work (your suppliers)?What are the “key characteristics” of your product/service?(i.e. ‘Critical To Quality: those features/requirements that most directly affectyour Customers satisfaction with your product/service) Map the processEvaluate the measurement systemMeasure the current performance Analyze the capability of critical measurements in processAnalyze variation in key characteristics and determine what controls thevariation Reduce variation and/or eliminate defects in the processEliminate non-value-added steps/processes Implement control plans to monitor/maintain improvements over timeContinue to reduce variation and eliminate defect, toward Six SigmaperformanceLink of ISO 13053 with other Quality Methodologies and TechniquesApart from Six Sigma, other management techniques, quality improvement and management methodsinclude: Lean Six Sigma Total Quality Management (TQM) Lean Kaizen Quality Circle Toyota Way Zero Defects Etc.ISO 13053 opposed to ISO 9001Six Sigma methods are powerful tools to assure top performance in the factual approach to decisionmaking. It uses a process approach to achieve quality and continuous improvement, which outlines thequality principles in ISO 9001.ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA7

What are the Business Benefits of Six Sigma?All organizations that have implemented Six Sigma correctly, have achieved significant benefits. Someexamples of these benefits include: Improved quality of product or process as perceived by the customer; Decrease in total defects; Improved process flows; Enhanced knowledge; Increased productivity; Reduction in process cycle times; Development of staff skills; Common language throughout the organization; Decreased time to market; etc. GE produces annual benefits of over 2.5 billion across the organization from Six Sigma Six Sigma reportedly saved Motorola 15 billion over the last 11 years Honeywell recorded more than 800 million in savingsSteps for obtaining a PECB CertificationFor organizations:For individuals:1. Implement the management system1. Participate in the training course2. Perform internal audit and reviews2. Register for the certification exam3. Select preferred certification body3. Sit for the certification exam4. Perform a pre-assessment audit (optional)4. Apply for the certification scheme upon successfulcompletion5. Perform the stage 1 audit5. Obtain certification6. Perform the stage 2 audit (on-site)7. Perform a follow-up audit (optional)8. Register the certification9. Assure continual improvement by conductingsurveillance audits8ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA

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ISO 13053 opposed to ISO 9001 Six Sigma methods are powerful tools to assure top performance in the factual approach to decision making. It uses a process approach to achieve quality and continuous improvement, which outlines the quality principles in ISO 9001. ISO 13053 // QUANTITATIVE METHODS IN PROCESS IMPROVEMENT - SIX SIGMA 7