Simulation-based Six-sigma Projects

Introduction:

Similar to six-sigma projects, the degree of 3S project success is often a function of correct selection, scoping, planning, and implementation. Simulation-based projects are selected according to specific requirements and are executed based on a specific procedure.

Simulation projects:

1.       Although several methods and tools can be followed to manage a 3S project in various applications, a generic framework for successful project management and development can be proposed based on experience.

2.       3S approaches are often applied to engineer the processes in systems of a transactional nature whose performance can be measured quantitatively using time-based critical-to quality characteristics (CTQ) performance metrics.

3.       These systems are data driven service and logically designed applications that can either be designed using the DFSS method or improved using the DMAIC and LSS methods.

4.       The first phase in the framework proposed is project definition, which consists of project selection, scoping, and chartering. The second phase is project execution, which includes data collection, model building, and six-sigma application.

5.       The final phase is project implementation and maintenance, which includes the implementation of 3S changes or design and measures for sustaining the performance achieved.

6.       This includes three software categories:

7.       Six-sigma software tools, simulation software tools, and simulation-six-sigma software tools.

8.       The main guidelines for successful 3S project development include:

a.       The characteristics of the 3S application for scoping

b.      Ingredients for a successful 3S Program

c.       Correct selection of the 3S project

d.      Developing a business case for the 3S project

e.      Developing a charter for the 3S project

Characteristics of a 3s application:

1.       A 3S project can be viewed as an integration element between quality and productivity measures.

2.       This is a key distinction of 3S projects where six-sigma quality is coupled with simulation-based productivity improvement methods.

3.       This extends traditional quality methods scope to cover a system-level design and improvement in both manufacturing and services: hence, six-sigma and design for six-sigma.

4.       Many quality and productivity methods and initiatives were introduced during the past few decades. This includes quality circles, statistical process control, total quality management, enterprise resource planning, and lean manufacturing. Although they have been sound in theory, practical applications of these initiatives have not always delivered their premises over the long term.

5.       Typical deployment failure modes include incorrect project selection, unclear definition of scope, and poor execution, culture, and impatience for long-run results.

6.       The 3S projects are applied to processes and systems whose structure and logic can be represented with discrete event simulation. If the logic is complicated beyond the capability of simulation modeling, the 3S approach may not be applicable. This applies to both manufacturing and service systems.