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3 AUTHORS, INCLUDING:
Tarek Sadraoui
Jallouli Fayza
University of Sfax
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Int. J. Six Sigma and Competitive Advantage, Vol. 6, Nos. 1/2, 2010
53
54
T. Sadraoui et al.
Ayadi Afef is a Student Researcher at Higher Institute of Industrial
Management of Sfax and she is now pursuing her study at the Economic and
Management University Sfax Tunisia. Her studies are concentrated in statistics
and statistical process control and application with Eviews and Minitab
software.
Jallouli Fayza is a Student Researcher at Higher Institute of Industrial
Management of Sfax and she is now pursuing her study at the Economic and
Management University Sfax Tunisia. Her studies are concentrated in statistics
and statistical process control and application with Eviews and Minitab
software.
Introduction
This study proposes the define, measure, analyse, improve/implement and control
(DMAIC) Six Sigma methodology (Breyfogle, 1999) to improve the design process in an
engineering design organisation in the SFBT Society. The Coca-Cola firms still rely
heavily on the international firms to shoulder complex design projects while they play a
supporting role and therefore, lose the opportunity to attain a competitive standing and
attain a real market share. This negative status can be rectified and the situation would be
alleviated if best practices are adopted and implemented by these firms. Therefore, the
DMAIC Six Sigma approach is adopted in this study in a meaningful, practical, insightful
and balanced way for reducing water loss. The study illustrates a wide application of such
a model and how engineering organisations can achieve competitive advantages, efficient
decision-making and problem solving.
According to Klefsjo et al (2001), Six Sigma is a broadly accepted methodology that
focuses on improving an organisations operational performance, business practices and
systems by identifying and preventing defects in manufacturing and service-related
processes.
A careful study on Six Sigma indicates that its success in organisations depends on
the intensive and rapid exchange of knowledge among the stakeholders to reduce the
defects, and also effective usage of efficient statistical process control (SPC) and
scientific tools. Moreover, if the organisation is too large, it is very difficult to facilitate
the meeting of Six Sigma members to exchange and pool knowledge. Conversely, if the
organisation is small, adequate expertise may be lacking to practice the Six Sigma
technique. Furthermore, in the modern work environment, people are finding less time to
meet, discuss and function as a team. It is proposed here that these deficiencies can be
overcome by integrating Six Sigma with IT. This is because IT is very efficient in
exchanging data, information and knowledge within and outside the boundaries of the
organisation (Andersen, 2001; Hedelin and Allwood, 2002), and also because IT can
facilitate teamwork (Dewhurst et al., 2003).
The paper is organised into four sections to tackle these objectives. In Section 2, a
literature review of Six Sigma, quality sustainability and the possible link is provided.
In Section 3, a background description of the case study organisation with a provision
for the methodology is presented. Section 4 draws conclusions on the Design DMAIC
model.
55
Six Sigma is a philosophy of quality turned towards the customer satisfaction. First of all,
one includes/understands well that a greater customers satisfaction will at the same time
allow all to preserve our customers and to conquer the new ones. This increase in the
losses of market will be concretised by an improvement of profitability. Six Sigma can
reduce variability which is the enemy of quality (Dewhurst et al., 1999; Finster, 2001;
De Mast et al., 2006). When an engineer has just manufactured a product which gives
whole satisfaction, its dream would be of being able the cloner to identical so that each
product preserves same qualities. But it is not unfortunately possible, there will be always
a small respect centre the products considered identical, and these are the small respect
which lead to non-quality. For more details see Figure 1.
Figure 1
Customer satisfaction
Enchanted
More is better
Resigned to reality
Delighters
Neutral
Content
Dissatisfied
Must be
Goes away
Level of presence of the characteristic
Historically, Six Sigma is a direct descendant of Deming and Jurans systems for quality
improvement. As in biological evolution, Six Sigma represents the survival of the fittest
in terms of the methods and approaches. It relies on a highly developed management
system for its deployment. The improvements are carried out through carefully managed
improvement projects. The project selection is typically based on a translation of the
company strategy into operational goals (Snee and Hoerl, 2003). The project teams are
deployed to solve problems of strategic importance. Six Sigma provides an organisational
structure of project leaders and project owners.
The success of the Six Sigma concept in business has motivated many European
companies such as Volvo, Nokia and Siemens to adopt and implement it (Pfeifer et al.,
2004). Six Sigma is a disciplined process which helps companies to focus on developing
and delivering nearly defect free products and services. It is an organised and systematic
56
T. Sadraoui et al.
Sigma level
Sigma level
DPMO
DPMO
86.26894
317.311
30.2328
697.672
95.44998
45.500
69.1230
308.770
99.73002
2.700
93.3189
66.811
99.99366
63.4
99.3790
6.210
99.9999943
0.57
99.97674
233
99.9999998
0.002
99.99966
3.4
The application of Six Sigma has the ability to reduce the variation of the characteristics
of the product or service from the target by using either continuous improvement or a
design/redesign approach. The first approach follows the phases: define, measure,
analyse, improve and control. This approach is known as DMAIC methodology. The
second approach progresses through the phases: define measure, analyses, design and
verify. This is known as the DMADV methodology (Banuelas and Antony, 2003).
DMAIC is used for improving an existing process, whereas DMADV is employed for the
design of products (Snee, 2004; Banuelas and Antony, 2003). For designing the
framework of the WSS model, the DMAIC methodology is chosen.
The conventional DMAIC concept is explained in a few words below.
Define phase
Through this phase, Six Sigma project is drafted and the process to be improved is
identified. After identifying the process by using suitable techniques, the process is
documented. One such technique that is often used is the flow-charting technique.
Finally, the customers requirements are identified, analysed and prioritised. This phase
can be presented as below.
To identify
opportunities or
variations
To identify
CTQs
customer
To border
the project
To identify
indicator to
improve
To develop
preliminary
entry of the
problem
To develop
planning
project
Measure phase
During this phase, data are collected to evaluate the level performance of the process and
provide information for the subsequent phases. The Six Sigma team decides the
57
To collect data on
defects and
process
To develop final
declaration of problem
Analyse phase
In this phase, Six Sigma team analyses the data collected to find the key variables which
cause process variation, and discovers the causes for defects. Alternative ways of
improving the process are also evaluated during this phase. The various tools used in this
phase are root cause analysis, cause and effect diagram, Pareto charts, failure mode and
effects analysis and design of experiments. We can represent this phase by diagram
below.
To identify the
potential major
causes
To collect the
data to check
major causes
To organise the
potential major
causes
Improve phase
Here, the Six Sigma team modifies the process to stay within the maximum permissible
range of the performance of the key variables. The process performance has to be
monitored and measured. If it is satisfactory, it can be institutionalised. Solutions for
process improvement are obtained through process simplification, parallel processing and
bottleneck elimination. To improve is a very important phase which can be presented as it
is indicated in diagram.
To identify
potential
solutions
To select
solutions
To analyse
AMDEC
To plan
and form
To evaluate
the results
Control phase
This phase has the purpose of sustain the improvements established through the previous
phases. By using control charts, the critical variables related to the performance are
controlled in order to keep an eye on the process performance after improvement. It can
be represented as below.
To develop and
document the
standardised
practices
58
T. Sadraoui et al.
The benefits of Six Sigma in business organisations are: defect reduction, cycle time
reduction, manufacturing cost reduction, market share growth, productivity improvement,
product/service development, customer retention and culture change (McAdam and
Evans, 2004; McAdam and Lafferty, 2004). These benefits can be achieved through the
successful implementation of Six Sigma. The successful implementation depends upon
the training given to individuals of the organisation in the fundamental concepts and tools
involved in the application of Six Sigma. The levels of training given to individuals in
organisations during the execution of Six Sigma projects are categorised into Green belt,
Black belt and Master Black belt (Ingle and Roe, 2001).
59
increase the performance of the company by the improvement of the quality of its
processes
provides methods tested to measure precisely and increases the return on investment
to imply all the personnel in real activities with the strategic objectives
improve comprehension, the control and the performance of the key processes.
2.3
All the processes, whatever is their degree of accuracy, are unable to produce the same
product always exactly. There will be always a small variation between the products
considered identical, and these are the variabilitys which lead to non quality. Whatever
the studied machine and the characteristic observed, one always notes dispersion in the
distribution of the characteristic (Goh and Xie, 2004; Harry and Schroeder, 2000).
60
T. Sadraoui et al.
These variations come from the whole of the process of production. The analysis of
these processes makes it possible to dissociate five elements source of this dispersion,
one generally indicates them by the 5M (Liker, 2004).
Then the goal of Six Sigma is to improve quickly, continuously and significant the
processes by eliminating these variabilitys. This methodology is used to improve the
processes, the products and the services, to reduce the costs of all kinds and to improve
quality. The objective is simple: to satisfy the customer by having processes without
defect with advanced tools of progress and to reduce variability.
Moreover, Six Sigma is a change of positive and major culture with real financial
results. To have a process Six Sigma means that the difference between the limit of low
specification and the limit of high specification of the customer can contain six times the
standard deviation (or Sigma) of the production curve of the process. Thus, the variations
of a characteristic generally follow a bell-shaped curve: law of Gauss or normal law
(central limit theorem). If the average of the production is centred on the target, it is thus
natural to find values lain between 3 standard deviations, if values leave these limits,
one has a strong probability that the process is not centred any more on the target, it is
then necessary to identify the causes of variability in order to centre the process.
All the processes have variability, which have causes very few, (20% causes = 80%
of the effects). If one knows these causes one should be able to control them, then, the
designs must give robust processes to the remaining variations that is true for the
processes, the products, the transfers and the services.
SFBT Sfax
SFBT Mahdia
SFBT Charguia.
a line for the family production (1 L) with a capacity of 60,000 bottles per hour (HK)
a line for the standard production (small size) with a capacity surroundings 24,000
bottles per hour (SIG)
a line for the production of bottles out of with a capacity of 70,000 bottles per hour
(PET).
61
demonstrates that not only can the customer benefit, but the organisation may also
improve its business processes by making a performance commitment to Six Sigma
quality.
A review of the customer complaints records determines that too much time has been
spent taking the development of the design deliverables out of engineering. Four problem
areas have been recognised in which the DMAIC Six Sigma approach could effect
improvements if applied to engineering design. The four problems are defined in the
following subsection. A description of the production phases can be indicated by the next
figure.
Figure 2
The city water will not be directly used, it will undergo treatments. After this treatment,
one obtains the water of softened production and water. In Figure 3 and Figure 4, we
indicated both process of water treatment and the water company circuit.
62
Figure 3
T. Sadraoui et al.
Water process treatment
Reception
water
SONEDE
Basin storage 200 m3
Softening (1 and/or 2)
VHV < 10F
Softened water
VHV < 10F
Figure 4
63
as the deficiencies should have been detected and rectified during the design review
cycle. The quality department investigates the recurrence level of the different categories
of customer complaints each quarter. The analyses of the collected data reveal that the
rework factor was excessive due to the violation of the standards, miscommunication
with the customers and delays due to the shortage of manpower. This unhealthy state has
cost money, tied up the resources and has given the customers the wrong message. The
quality teams first objective, therefore, was to find a way to increase design reliability
and accuracy (see Figure 5 below).
Figure 5
Evolution of the consumption water ratio between 2005 and 2007 (see online version
for colours)
Rvision
PET
8
Ratio (L/LBF)
7
6
2005
2006
2007
Objectif 2008
5
4
3
2
1
0
N
JA
V
FE
S
AR
IL
R
AV
AI
M
IN
JU
L
IL
JU
T
U
AO
PT
SE
T
C
O
V
O
N
EC
D
64
T. Sadraoui et al.
In this project, it is significant to include/understand where and when the process best
starts, where it finishes and its bond with other processes. The suppliers of the congestion
process are the utilities, stocks empties, store MP, direction (production planning) and its
principal customer is Store BG.
Table 2
Xi
Points of consumption
X1
X2
X3
X4
Siropery
X5
CIP
X6
X8
Washerwoman HK
X9
Washerwoman SIG
X10
Rinceuse FART
X11
Boiler room
X12
Turns of cooling
65
Consumed quantities
Production
3554.74
Cleaning
3225.53
Lav HK
2099.00
905.60
Lav SIG
793.00
Siroperie
591.00
Nett F, charbon1/2
380.58
CIP
289.50
Nett F, sable
256.05
Chaudire
256.00
Rina PET
245.00
Tour 2
124.00
Tour 1
104.00
Pareto diagram of centre water consumption (see online version for colours)
diagramme Pareto mois Dcembre par Centre
14000
10000
80
8000
60
6000
40
4000
20
2000
C1
0
uc
od
pr
Count
Percent
Cum %
4
2
e
G
P
T
le
re
ri e
r 2 ur 1
3/
HK
1/
SI
ag
ie
CI ,sab
pe
PE
n
ou
o
v
v
on
oy
ud
T
T
tt
La arbo
iro arb
La
n
tt F cha
s
i
e
h
n
R
e
ch
,c
N
,
F
F
tt
tt
Ne
Ne
3555 3226 2099 906 793 591 381 290 256 256 245 124 104
28 25 16
7
6
5
3
2
2
2
2
1
1
28 53 69 76 82 87 90 92 94 96 98
99 100
n
ti o
3
M
Percentage
100
12000
Quantites consommes
Figure 8
66
T. Sadraoui et al.
3.3.1 Define
This is the first step in the DMAIC cycle and it maps to the requirements and initiation
(see Figure 9). In this stage, the organisation should define its improvement activity goals
to improve the design process. Improving the customers satisfaction should be the
organisations strategic objective at the top level. At the operational (engineering) level,
the goal might be to improve the design process and reduce the delivery delays, while at
the human resources level; it is to reduce the turnover rate. Moreover, at the project level,
the organisations goal should include reducing the design errors and increasing the
productivity level.
If a project is accepted by the management and launched by the engineering
department, the executive buy-in must be strong. A project manager will be selected as
the project leader and a Six Sigma Quality team with an engineering background shall be
assigned to the project. The project team may consist of individuals who exhibit an
understanding of the scope and enjoy the relevant expertise to take the project to its
successful completion. Once the team is identified, the roles and responsibilities matrix
shall be started. An initial agreement shall be reached on the project parameters, surveys
shall be conducted and information shall be correlated against the customer requirements
and the internal processes that affect the customer.
Does the process clearly map to the business strategic goals/customer requirements?
Is this the best project to work on at this time and is it supported by the business
leaders?
Was a problem statement, which focuses on symptoms and not solutions, completed?
67
Was a gap analysis of what the customer of the design process needs versus what the
process is delivering completed?
Was a drill down from a high-level process map to the focus area for the process
completed?
Figure 9
DMAIC cycle
3.3.2 Measure
In this phase, one will begin the measurement of our process with one followed by water
consumption of which the goal to identify the points of consumption which are
characterised by a very high consumed quantity.
With this reason, one installed missing metres on the level of the siropery, room CIP,
turns of cooling 1 and 2 and one changed the metre of washerwoman HK. These actions
require the creation of S forms of followed metres for each service, the survey of the
parameters of consumption of water of the washerwomen (pressure, flow) and of cycle of
operation of the coal filters 1 and 2 and of the sand filter and the measurement of the
68
T. Sadraoui et al.
Ratio (L/B)
2,5
_
X=1,980
2,0
1,5
1,0
LC L=1,308
1
07
20
2/
/1
4
0
07
20
2/
/1
7
0
07
20
2/
/1
3
1
07
20
2/
/1
6
1
07
20
2/
/1
1
2
date
07
20
2/
/1
6
2
08
20
1/
/0
3
0
20
1/
/0
07
08
20
1/
/0
11
08
Ratio (L/B)
1,2
0,9
UC L=0,826
0,6
__
MR=0,253
0,3
0,0
LC L=0
07
20
2/
1
/
04
07
20
2/
1
/
07
07
20
2/
1
/
13
07
20
2/
1
/
16
07
20
2/
1
/
21
date
07
20
2/
1
6/
08
20
1/
0
3/
08
20
1/
0
7/
08
20
1/
0
1/
69
4,44
3,73
3,4
3,15
3,24
S1
S2
S3
S4
S5
Les semaines
Ratio ( L/bouteille)
2,4
2,2
2,0
1,8
1,6
1,4
1,2
04
07
20
2/
1
/
07
07
20
2/
1
/
13
07
20
2/
1
/
16
07
20
2/
1
/
21
07
20
2/
1
/
07
08
08
08
20
20
20
20
2/
1/
1/
1/
1
0
0
0
/
/
/
/
26
03
07
11
Date
This curve shows us that the water consumption of washerwoman HK by bottle is high.
For this, we go identified as a point in our problem which requires a search for the
solutions.
70
T. Sadraoui et al.
Ratio (L/bouteille)
0,70
0,65
0,60
0,55
0,50
0,45
0,40
07
07
07
07
07
07
07
07
07
07
20
20
20
20
20
20
20
20
20
20
2/
2/
2/
2/
2/
2/
2/
2/
2/
2/
1
1
1
1
1
1
1
1
1
1
/
/
/
/
/
/
/
/
/
/
10
16
17
24
25
26
27
28
29
30
Date
This curve shows us that the water consumption is constant for the month December
from 29/01/2008 plus the following weeks, the values of followed are estimated. And
even after this estimate the ratio is of value very significant, one can identify the
washerwoman as centre consumption which requires improvements.
Figure 14 HK, washer curve (see online version for colours)
Courbe de laveuse HK (Cm/H)
13
Ratio (Cm/H)
12
11
10
9
8
7
07
00
20
/2
2/
12
/
/4 1
07
0
8
08
08
07
07
07
07
00
20
20
20
20
20
20
/2
1/
1/
2/
2/
2/
2/
01
/
/3 0
/7 0
/6 1
/1 1
/6 1
/3 1
11
0
0
2
1
2
1
Date
71
3.3.2.4 Brainstorming
To apply the brainstorming method, one used the method by turn which best characterises
by an idea which advances by turn until everyone passes. And the end of the meeting
there is noted these differentials problems which can beings the causes of the problems
for the two Washerwomen (SIG and HK):
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T. Sadraoui et al.
A common error that people make when they discuss the DMAIC Six Sigma process is
that they think the process takes too long to accomplish improvements. Kwak and Anbari
(2006) stated that this is far from the truth; often, quick hits are established early in the
project and are frequently already implemented by the time the team reaches the
analyse phase. If the team has not already identified the major improvements, then the
breakthrough often results from the careful process analysis of the data.
Figure 15 The cause-and-effect diagram (see online version for colours)
3.3.3 Improve
The aim of a standardised review and verification process is to eliminate defects while
sharing the best practices among the designers. As more experience is gained, the amount
of time required for thorough review and verification is reduced.
As part of an integration plan, an engineering design development team might set up
the scope document and receive a signoff from all stakeholders. SIPOC is one of the tools
that can be used during the measure stage. Standardised review and verification
processes may provide better familiarity for designers with the design they are
developing, solid guidelines for the new team members to refer to for quality standards,
73
3.3.4 Control
This is the fifth step in the DMAIC cycle and it maps to contract review and closeout (see
Figure 1). The previous four stages shall conclude to the new EDDM system that must
lead to the intended improvements. The organisation should set control measures for this
new system through modified design and development procedures, the necessary training
to secure the skills required to implement new policies and by allocating budgets to
deploy the necessary resources. The design team shall ensure that the improvements,
once implemented, hold value and will not revert to the error-riddled baseline. The team
shall maintain a log to allow an effective review for the customers and the design team
and should seek feedback from the stakeholders. If the feedback is negative, corrections
should be taken immediately.
The design team may benefit the following due to these control measures: an increase
in reliability and accuracy, a reduction in customer complaints, cycle time reduction and
a reduction in rework. Graphical charts showing the planned versus the actual project
cost, the expended man hours and the physical work progress can be used as tools during
the control stage.
Conclusions
For engineering design to stand the test of time and have sponsor support, the engineering
organisation must supply the customers with sound designs and cost-effective packages.
Those basic elements of business survival cannot be present without the right approach to
engineering design quality. The EDDM has been proposed and reviewed in this paper. It
is proposed that by following the steps outlined in this study, it shall result in a greater
advantage for the stakeholders and customers. Furthermore, the implications of this paper
could foster more and better implementations of the structured improvement perspectives
using the DMAIC Six Sigma roadmap for engineering organisations in the Middle East
and for other similar countries.
The effectiveness and efficiency are two paramount factors for a company which
makes it possible to arrive at excellence. These two factors which react on the process by
carrying out the improvement continues require the placement of the various tools of the
quality of which the goal to minimise the wasting and to reduce the cost of non-quality.
In our case, the improvement of our process requests the tools of quality like Pareto, the
histogram, curve, Ishikawa and the control charts to solve our problem which is the
reduction and optimisation of water consumption by applying method DMAIC.
Practically, our work is based on five essential phases which bring us to a good result
according to effective solutions. This improvement specifically enabled us to achieve our
goal which is to reduce the water consumption to a level equalises 3 L/LPF by preserving
same quality.
Six Sigma is a method of management of particularly effective progress. Exit of a
strongly connoted step quality in the beginning, it is relatively simple in the field of the
principle. Six Sigma is founded on an eternal rule which is checked since the night of
74
T. Sadraoui et al.
times in any C have since the man trades. To satisfy the customers, it is necessary to
deliver products of quality.
The drastic reduction in the rejects and the constant satisfaction of the customers are
indeed the best means of improving its profitability. The company is concerned, Six
Sigma thus exceeds the simple step of improvement continues expensive with the
traditional approaches quality. Six Sigma is a true method of management of progress
being registered in the heart even strategic step. The investment can be consequent, in
conformity with the awaited potential results. Six Sigma is in oneself a true
organisational revolution and managerial.
After these presentations of the basic principles, it is by experiment, that the whole of
the processes varies from one day to another and never repeat same manner. What one
notes in the everyday life is true also for the industrial and administrative processes. Until
now, the methods of analysis and the traditional tools used make it possible to reach only
results, in term of availability, quality, about 95% to 98% according to mediums. To
arrive at a level of result measured in percent, can satisfy some but to progress of a point
does not represent the whole of the efforts to make to arrive at the desired results.
It becomes essential to change vision in order to be interested in the variability of the
processes and their control in order to progress in a notable way towards excellence.
The power of Six Sigma lies in its empirical approach, controlled by the data (and
the use of quantitative measurements to check the manner whose system behaves) to
achieve the objective of improvement of the process and the reduction of dispersion. This
takes place by the application of projects known as of improvement Six Sigma which,
in their turn follow the series of stages DMAIC of Six Sigma, to define (which is the
defect, to identify the projects according to the key characteristic), to measure (to
determine which measurement associated with the defect observed), to define an action
plan which helps to identify the sources and the potential causes of the defects, to analyse
(to determine which are the potential causes of the problem which affect the key
characteristics), to improve (to improve the process or the product, to eliminate or control
the sources of variation which affect the key characteristic) and to control (to control the
process the stability and of capability).
These indices enable us to obtain good interpretation and to make the adequate
decisions in the companies and specifically within the company SFBT Sfax, of which the
goal to improve the process by reducing the quantity of water consumption and to
minimise the wasting and the loss of water. This improvement is effective since the same
quality of water was kept and to achieve the goal. To apply this step and to check the
results obtained, we used the tools of quality like Pareto, the histogram, the curves and
the control charts using the software like Sigma XL, Minitab 14 and AMDEC. The
excellent results of this project applied to the reduction of the water consumption led
Coca Cola to apply Six Sigma to other projects such as the reduction of the consumption
of electricity, the improvement of the outputs the lines of production and the reduction in
the raw material losses.
The application of Six Sigma proves the industry is a small step towards an energy
economy. Once Six Sigma finds its rightful place in the energy-intensive process
industry, enormous gains can always be expected from its application. It is found that the
Six Sigma methodology is highly beneficial to improve the performance of any thermal
power plant. A higher consumption of DM water is found to be a big problem in a
thermal power plant. The causes for more DM water consumption are SWAS, problem of
valve passing, vacuum pump overflow, etc. SWAS makes a big impact, having a 33%
75
Acknowledgements
The authors are heartily thankful to Ahmed Ghorbel, whose encouragement, guidance
and support from the initial to the final level enabled the authors to develop the subject of
statistical control process. The authors would like to express their sincere gratitude to
Jeng Nepomuceno-Silo for her supervision and guidance.
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