Describe Shewhart's 'Basic Concept Of Six Sigma'

Assessment 1

For this assignment please answer the questions on this document which relates to Chapters 1 & 2 of the book by Summers. Please save this document as “Your Name 1”. This is due by 11:55pm Wednesday September 3rd. When completed please upload the renamed document to Blackboard. You are to work alone and you are required to answer the questions with more than one sentence.

1. Describe the concept of Six Sigma.
A. The basic concept of Six Sigma is to increase reliability and minimize the failure rates. The amount of defective products manufactured and services provided can be reduced, resulting in increased revenue and greater customer satisfaction. Ultimately, the goal is to reach 3-4 defects per million productions. Six sigma

- Quality is not a temporary or quick fix but demands a continuous process of improvement.
- It is the most cost effective method to increasing productivity.
- Also it is the least capital insensitive path to enhanced productivity.
- Implement quality by connecting suppliers and customers in the system.

7. Describe Shewhart’s two types of variation. Give an example of each.
A. As defined in the words of Walter A. Shewhart, Common causes and Special causes are two distinct origins of variation in a process. Common causes or natural patterns refer to the regular, historical variation in the system that can be expressed in quantifiable terms. On the other hand, special causes or assignable variations are unusual, not previously observed and non-quantifiable variation in a system.
Common Causes:
- Phenomena constantly active within the system
- Variation predictable probabilistically.
- Irregular variation within an historical experience base
- Lack of significance in individual high or low values.
Such as poor working condition (Lightening, noise, dirt, temperature, ventilation)
Special causes: This variation always arrives as a surprise and acts as the signal within the

It was developed with an aim to elaborate a phenomenon affecting the value of products produced by a company. It details the implications involved with poor quality and is largely credited for the increased focus on involved with poor quality and is largely credited for the increased focus on continuous improvement. It emphasizes on the idea that quality does not suddenly fall when, for example, machinist exceeds a rigid blueprint tolerance. On the other hand, “loss” in the value progressively increases as variation increases from the intended condition. This in turn had a major role in the development of the concept of lean manufacturing. The loss function helps in better understanding of the importance of designing for