Six Sigma A Methodology and Process

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Six Sigma-A Methodology and Process

• Presented by Angela Fang
• April 25, 2005

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Outline

• Six Sigma process improvement methodology DMAIC
• Six Sigma process design methodology DFSS
• Six Sigma CMM?/CMMI? integration
• References

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Six Sigma Methodologies

• Six Sigma is divided into methodologies
• DMAIC (Define-Measure-Analyze-Improve-Control)
• Improvement methodology for existing processes
  and performance. 1,2
• DFSS (Design For Six Sigma)
• A methodology of the design of new products or
  services, with a six sigma capability and
  performance. 3

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DMAIC-1

• Define 4 (What is important?)
• Baselining and benchmarking processes
• Decomposing processes into sub-processes
• Specifying customer satisfaction goals/sub-goals
  (requirements)
• Support tools (SW related) for Define step
• Benchmarking
• Baseline
• Voice of Customer (Win Win)
• Voice of Business (Win Win)
• Quality Function Deployment etc.

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Quality Function Deployment (TCS)
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DMAIC-2

• Measure (How are we doing?)
• Identifying relevant metrics based on engineering
  principles and models 4
• Performance measurement throughput, quality
  (statistically, mean and variation) 6
• Cost (currency, time, and resource) 6
• Other example of measurement response times,
  cycle times, transaction rates, access
  frequencies, and user defined thresholds 5
• Support tools 4 for Measure step
• 7 Basic tools 1 Flow chart, Check Sheets,
  Pareto diagrams, Cause/Effect diagrams,
  Histograms, and Statistical Process Control
  (SPC).
• Defect Metrics
• Data Collection Forms, Plan, Logistics

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DMAIC-3

• Analyze (Whats wrong?)
• Evaluate the data/information for trends,
  patterns, causal relationships and root cause
  4
• Example Defect analysis, and Analysis of
  variance 6
• Determine candidate improvements 6
• Support tools 4 for Analyze step
• Cause/Effect diagram
• Failure Modes Effects Analysis
• Decision Risk Analysis
• Statistical Inference
• Control Charts
• Capability Analysis and etc.

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Failure mode effects analysis (TCS)
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Capability Analysis (TCS)
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DMAIC-4

• Improve (What needs to be done?)
• Making prototype or initial improvement 6
• Measure and compare the results with the
  simulation results 6
• Iterations taken between Measure-Analyze-Improve
  steps to achieve the target level of performance
  4
• Support tools for Improve step
• Design of Experiments
• Modeling
• Tolerancing
• Robust Design

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DMAIC-5

• Control (How do we guarantee performance?)
• Ensuring measurements are put into place to
  maintain improvements 1
• Support tools 4 for Control step
• Statistical Controls Control Charts, Time Series
  methods
• Non-Statistical Controls Procedural adherence,
  Performance Mgmt., Preventive activities

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Control Chart (TCS)
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DFSS

• Design For Six Sigma (DFSS) 3
• A rigorous approach to the design of a new
  product or service
• The goals
• Reduce delivery time and development cost and
• Increase the effectiveness of the product or
  service and hence customer satisfaction.
• Key elements
• A customer focus and the ability to measure
  quality using the six sigma metric and philosophy
• Appropriate design that delivers excitement
  without failure, and does so to budget and
  expectation
• An overarching business strategy and management
  that brings out the very best for organic growth,
  through the repeated and regular launch and
  successful development of new products and
  services

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DFSS-2
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DMAIC vs. DFSS in timeline
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Six Sigma vs. CMM?/CMMI?

• Common goalsDefect prevention, quality
  management, process improvement, process control
• Unique characteristics
• Six Sigma
• Not domain specific
• Not include any process mode
• Data-driven / measurement-drive
• Customer-centric
• SW-CMM/CMMI
• Model based approach
• Defined basic process infrastructure
• Organization level in level 4 and 5
• Lack of standard metrics

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Integration of Six Sigma and CMM?/CMMI?-1 4

• Level 1 2 Not applicable, no way to achieve
  defect free at these levels
• Level 3 might be able to start applying Six
  Sigma
• Organizational Process Definition, Organizational
  Process Focus, Requirements Development, Risk
  Management, Validation, Verification
• Level 4 5 Organization maturity level, which
  implies an ability to leverage established
  measurement practices accomplishment of true
  Six Sigma performance becomes a relevant goal.
• Organizational Process Performance
• Organizational Innovation and Deployment

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Integration of Six Sigma and CMM?/CMMI?-2 4

• Successful examples 6,7,8 of using Six Sigma
  and CMM?/CMMI?
• Motorola, IBM, Tata Consultancy Services (TCS),
  Honeywell, and PSJ Software Six Sigma

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References

• 1 Ferrin, David M., Martin J. Miller, and David
  Muthler, Six Sigma and Simulation, So Whats the
  Correlation? Proceedings of the 2002 Winter
  Simulation Conference, December 2002, ACM
• 2 PSJ Software Six Sigma, Six Sigma, the CMM,
  and the CMMI. http//www.softwaresixsigma.com/CMM
  _A_SixSigma.htm
• 3 Tennant, Geoff, Design for Six Sigma
  Launching New Products and Services without
  Failure, Gower Publishing Limited, 2002
• 4 Sivly, Jeannine, SEI, Six Sigma, Software
  Technology Roadmap. http//www.sei.cum.edu/str/de
  scriptions/sigma6_body.html
• 5 Biehl, Richard E., Six Sigma for Software.
  IEEE Software, March/April 2004
• 6 Shere, Kenneth D., The Aerospace Corporation,
  Comapring Lean Six Sigma to the Capability
  Maturity Model. CrossTalk, The Journal of
  Defense Software Engineering, Sep. 2003.
  http//www.stsc.hill.af.mil/crosstalk/2003/09/0309
  shere.html
• 7 Anthes, Gary H., Quality Model Mania.
  Computerworld, March 2004
• 8 Keeni, Gargi, and Mala Murugappan, Blending
  CMM and Six Sigma to Meet Business Goals. IEEE
  Software, March/April 2003