Annual Presentation (via Six Sigma Techniques) for Problem Solving

“continual improvement”
This paper includes two segments: I will talk about Samuel’s Six Sigma Project in details before four professors share their conclusions of the night. First and Foremost, I regard Samuel’s Six Sigma Project as a great success because of its content, data collecting methods, and creativity. Samuel’s project contains traditional DMAIC techniques, while applying many innovative ideas to enhance its content. I will analyze his content in details in the next paragraph.

Samuel’s Six Sigma Project - Minimize DPPM for Stamping Products - is a project that focuses on the parts of connectors SFP and QSFP. Quoting from Samuel during the Presentation, “My main goal is to use minimum investment to create maximum outcome for LAYANA”. In other words, helping LAYANA’s ROI with shortest working time is his key to an efficient project. Samuel spent almost half hour to explain his project, which already is a great example for Six Sigma Green Belts.

Six Sigma Project

Starting with Samuel’s content, Samuel did a good job on organizing his PowerPoint slides. The colors he used, the geometric pictures, the flow of project were set at a high standard. Samuel displayed five phases in Six Sigma logically so the audience could understand with ease. I was quite impressed with the PowerPoint effects that he used, it showed me how much time Samuel had been devoting to this project.

Besides his usage of tradition content, Samuel’s project had a good flow. In Define phase, he discussed the correlation between COPQ and revenue. This could decide whether his project was successful or not. Samuel chose this product for three reasons: this product was the top 5 COPQ in production line, it had an exponential growth, and it had many family members.

For this particular Six Sigma Project, the family members of this product covers 1*2 dimensions, 1*4, 1*5, 1*6 and etc. Samuel wanted to concentrate on one family member, then he could apply the similar fashion to all. Samuel also talked about the progress of modern technology, from 3G internet to a faster speed, 4G or even greater. Connectors must have been undergoing a transition from SFP to a more precise QSFP. This project’s timeline was from March, 2014 to November, 2014.

In the Measure phase, Samuel found the bigger picture of this product via Pareto Chart and 80-20 principle, and he obtained a defective rate of 4.45%. He wanted to diminish at least 50% of this defected rate. In the Analyze phase, usage of five whys and 5M1E with C&E diagram gave him six vital few Xs. The Six Sigma Project team then executed DOE and MiniTab to find out the p-values, excluding values that were greater than 0.05 (ineffective to his project). Samuel draw three residual plots, which looked highly professional. In the Improve phase, Samuel proposed several improving plans for production Dept. For instance, initiative tooling design is vital, so is machine maintenance afterwards.

Moreover, the additional of punch-pin and exhausting air from the punch pad can both minimize the occurrence of defects. As a result of different life time of punches, Samuel gave every punch a measureable length. Thus, it’s easier to manage the timing to replace new punches. In Control phase, Samuel said the balance between IRR and investment had to be planned carefully in order to cost down for LAYANA.

Shifting gears to final speech of the night, where four professors gave their thoughts to six Six Sigma speakers.

Dr. Fu from NKFUST: There’re always room to improve. LAYANA could’ve shortened the content of each project and only highlighted the important aspects. Minimize the pages of PowerPoint and quantify the data will give audience a clearer idea of DMAIC. Dr. Fu also mentioned that LAYANA is a mature entity that is very keen to pursuit Quality. Everyone in LAYANA has great work ethic and is responsible for own tasks. Six Sigma projects let us to become a more united team. LAYANA needs to seek out for more technology, while establishing a data base and core values.

Professor Zhuang from DYU: No Measurement, No Management.

Professor Chen from NTU: Professor Chen is affirmative towards LAYANA’s technology and systematic teamwork. While working with LAYANA team, Professor Chen can feel the depth of leaders’ attitude to Six Sigma Projects. Each leader is well-prepared, and is willing to ensure the continuous improvement.

Professor Liao from CTU: Professor gave us some directions: modified Six Sigma Level, order of SOP and PFMEA in process mapping, and used the correct terminology for titles.

Six Sigma projects let us to become a more united team


  • Chris’ presentation definitely stands out in its own way, in a good way. No wonder he is a sales!
  • After the SOPs, Finance Dept is now capable of producing major financial reports within 3 days!
  • Cutlery Dept has a much better version of combined chopsticks, via Taguchi method!
  • Stratification of customers helps the Sales Dept to touch-down at least five cases!
  • QA Dept uses DOE experiment to reduce defective rates of plating issues!