Professional Documents
Culture Documents
Sigma Level 1 1 1 1 1 1
1 PANEL = 45 TILES
2
To be able to explain the meaning of Six Sigma as a measure of a products ability to meet customer requirements To be able to explain the meaning of Six Sigma as a change initiative in a business
a good project definition to assist your candidates to have a clearly defined project before attending Week 1 training.
1 To ensure a common understanding of basic tools and
management to foster this cultural change in using these tools in our day to day business.
business?
1 Have 5 to 10% of its clients dissatisfied with the product, the
(continued)
6
products?
1 Have an increasing number of competitors? 1 Spend a high % of sales dollars on repairing or
1Have a magician in
your organization?
Eliminate defects Reduce production and development costs Reduce cycle times and inventory levels Increase profit margin Improve customer satisfaction
Traditional Approach
Fixing (symptoms) Reactive Experience-based Tweaking Cost (piece price) Short-term Performance If time permits Hierarchy Seat-of-pants Cost
The number of standard deviations that fit between the mean and the nearest specification limit
2
LSL USL
OR
1
12
Five lost e-mail messages per month No cable television for 3.5 hours each month 15,000 overnight carrier packages lost per week 25 incorrect car rental reservations per company per day
Automotive Standard 4 Capability 99.379 % Long-Term Yield
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111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 1
1 111 . 1 1 11 111 . 1 1 11 1 1 1 11 11. 111 . 1 1 11
Sigma Level 1 1 1 1 1 1
Short-Term PPM
1 11. 1 11 1 1 11 11.
1 11 . 1 11 1.
1 11 . 11 .
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Benchmarking Standards
Process Capability (Sigma Level)
3 Sigma 93.319% 50.086% 0.396% 0.099% 0.003% 0.000% 0.000% 0.000% 0.000% 4 Sigma 99.379% 93.961% 60.755% 53.638% 39.284% 15.432% 0.057% 0.000% 0.000% 5 Sigma 99.977% 99.768% 98.156% 97.700% 96.570% 93.257% 75.636% 49.753% 0.000%
(Distribution Shifted 1.5)
6 Sigma 100.000% 99.997% 99.973% 99.966% 99.949% 99.898% 99.593% 98.985% 60.042%
4 toothpick manufacturer (assume one opportunity for a defect): Has an RTY of 0.99379 (1) = 99.379% 4 mechanical pencil manufacturer (assume 10 opportunities for a defect): Has an RTY of 0.99379 (10) = 93.961%
The cost of finding and fixing defects Failing to meet customer expectations the first time A missed opportunity for increased efficiency The potential for higher profits Loss in market share Increase in cycle time Labor associated with ordering replacement material Costs associated with disposing of defects
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COPQ
COPQ
$100,000 $90,000 $80,000 $70,000 $60,000 0.825 0.85 0.875 0.9 0.925 0.95 0.975 1
$100,000 $90,000 $80,000 $70,000 $60,000 80.0% 82.5% 85.0% 87.5% 90.0% 92.5%
Equipment Utilization
Test Yield
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COPQ
COPQ
$300,000 $225,000 $150,000 $75,000 $1.00 1.75 2.50 3.25 4.00 4.75 5.50
Sigma Level
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25%
of total sales!
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The cost of finding and fixing defects Failing to meet customer expectations the first time A missed opportunity for increased efficiency The potential for higher profits Loss in market share Increase in cycle time Labor associated with ordering replacement material Costs associated with disposing of defects
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(PPM) Incoming Product Quality Problems Unpredictable Quality Poor Process Capability (Cp, Cpk) Measured System Error High Past Due to Customer High Maintenance Costs Low Machine Utilization
Process Downtime High Operating Costs High Scrap/Rework Costs High Inventories (WIP) Long Cycle Times Unpredictable Product Performance Capacity Constrained High Product Volume Internal Perceived Poor Quality External Perceived Poor Quality
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(PPM) Incoming Product Quality Problems Unpredictable Quality Poor Process Capability (Cp, Cpk) Measured System Error High Past Due to Customer High Maintenance Costs Low Machine Utilization
Process Downtime High Operating Costs High Scrap/Rework Costs High Inventories (WIP) Long Cycle Times Unpredictable Product Performance Capacity Constrained High Product Volume Internal Perceived Poor Quality External Perceived Poor Quality
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To know the components and importance of the implementation strategy To know the components and importance of the application strategy
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Application Strategy
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Need for quality improvement is recognized. Top management buys in to quality improvement. Implementation responsibility is turned over to the Quality VP or leader. The CEO makes a statement of support and expectations. All employees are trained in basic quality tools. Improvement is expected.
1 1
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TACTICAL LEVEL
1 Six Sigma Project Teams 1 Champions 1 Black Belts 1 Team Members 1 Stakeholders
OPERATIONAL LEVEL
1 Operational Work 1 Operators 1 Support Staff 1 Six Sigma Institutionalization 1 Green Belts 1 Yellow Belts
Business analysis based on strategic objectives Analysis/revision of existing business performance metrics Establishes targets for deployment throughout the organization
1 1
Reviews Six Sigma projects Reviews and revises strategic objectives and business performance metrics
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31
32
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Application Strategy
1 Measure 1 Analyze 1 Improve 1 Control
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Tools:
Design for manufacturability Design for Six Sigma, 6 tolerancing, product scorecard
Tools:
Process characterization (mapping, MSA, etc) Process optimization (DOE, etc)
Tools:
Seven basic tools (paretos, fishbones, check sheets, histogram, flowcharts, brainstorming, control charts)
Tools:
Common sense Tribal knowledge
Demonstrate knowledge and apply tools Achieve the project objectives Shows financially measurable impact
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Measure
Analyze
Bimodal? Skewed? Is the problem with m or s2? 1 Use graphical analysis, multi-vari, hypothesis testing, and basic statistical tools to identify the likely families of variability
1
Improve
the critical few Xs 1 Move the distribution (shift m) 1 Shrink the spread (decrease s2) 1 Confirm the results
Control
1 Mistake-proof the process 1 Tolerance the process 1 Measure the final capability 1 Place appropriate process controls on the critical Xs 1 Document the effort and results
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If the tool is not appropriate, please make sure you clearly understand and can demonstrate its usage. We are here to help you with both the application and the underlying concept.
Present only the tools that are pertinent or of interest to the audience during your reports. Your presentation should take no longer than 15 minutes.
1
Please allow 10 minutes for the presentation itself and five minutes for a brief question/answer session. Your presentation should consist of approximately 8 to 10 slides.
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YTP X1, , XN
Operation Verify
Y1, , YN
S am ple Mean
1 .1 1 .1 1 .1 1 .1 1 .1 1 .1 1 .1 1 .1 1 .1
Operator*Part Interaction
Operator
1 1 1
Av erage
1 1 1 1 1
1 1 1 1 1
11 .1 11 .1 11 .1 11 .1 1 11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 SL=1 11 .1 .11
1
Short-Term Capability Cp CPU CPL Cpk Cpm 11 .1 11 .1 11 .1 11 .1 * Targ USL LSL k n * 1.11 11 11 .11 11 .11 11 1 1.11
1 1
1 1
1 1
1 1
1 1
1 .1 1 .1 1 .1 1 .1 1 .1 1 .1 1 .1 1 .1
By Operator
By Part
1.1 11 1.1 11 11 .1 11 .1
Perc ent
Gage R&R
Repeat
Reprod
Part-to-Part
Part ID
1 1 1 1 1 1 1 1 1 1 1
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*Problem statement and project status *Project assessment chart (Metric.doc) Process flow diagram XY matrix, PFMEA, fishbones Data collection system Attribute/Variable gauge studies Capability (Cpk, level, DPU, RTY) Graphical tools (histograms, , ) *Conclusion(s) *Issues and barriers *Next steps
Regardless of the tools used, you should address Regardless of the tools used, you should address each of these questions during your Session 11 each of these questions during your Session Review: Review: 1) What is your practical problem statement 1) What is your practical problem statement what are you trying to fix or avoid? what are you trying to fix or avoid? 2) What is the business impact? 2) What is the business impact? 3) Who is the customer (internal/external)? 3) Who is the customer (internal/external)? 4) What are the Ys? 4) What are the Ys?
How did you determine them? How did you determine them? How are you measuring them? How are you measuring them? How good is the measurement system? How good is the measurement system? Have you done a Gage R&R? Have you done a Gage R&R?
1 Process Exploration
1 1 1
1 Progress Summary
1 1 1
5) Does this project have applications in other 5) Does this project have applications in other areas? (tree of opportunity) areas? (tree of opportunity) 6) Is this aatechnology or control problem? 6) Is this technology or control problem? 7) Did you develop aaprocess flow chart? 7) Did you develop process flow chart? 8) Do you have adequate resources to complete 8) Do you have adequate resources to complete the project? the project?
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Capability Indices
ST Mean StDev Z.USL Z.LSL Z.Bench Z.Shift P.USL P.LSL P.Total Yield PPM Cp Cpk Pp Ppk 1 11 1 1. 1 1111 . 1111 . 1111 . 1111 . LT 1 11 1 1. 1 1111 . 1111 . 1111 . 1111 .
11 .111 11 .111
1 11 1 1. 1
I I
1 11 1 1. 1
I
11 1
11 1
11 1
11 1
Specifications
Specifications
Impurity
11 .1 11 .1 11 .1 11 .1 1 1
l Al
le ib s X1 os P
Xs
X2 X5 X6 X4
Xs
X3
Piece
e bl a X1 ob r P
X5
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Regardless of the tools used, you should address Regardless of the tools used, you should address each of these questions during your Session 22 each of these questions during your Session Review: Review: 1) What is the statement of the statistical 1) What is the statement of the statistical problem? problem? 2) Is the response discrete or continuous? 2) Is the response discrete or continuous?
What does the distribution look like? What does the distribution look like? Has this helped you reduce the potential Xs? Has this helped you reduce the potential Xs?
Boxplots/scatterplots/other graphs
1 Identification of high-priority Xs
1 1
3) How much of the problem, as described in the 3) How much of the problem, as described in the measure phase, are you going after? measure phase, are you going after? 4) Have you reduced the likely Xs to aanumber that 4) Have you reduced the likely Xs to number that can be experimented with? can be experimented with? 5) What are your next steps? 5) What are your next steps? 6) Do you have adequate resources to complete 6) Do you have adequate resources to complete the project? the project?
1 Progress Summary
1 1 1
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Run Factor A No. Feed Rate 1 2 3 4 5 6 7 8 .015IPR RAPID .015IPR RAPID .015IPR RAPID .015IPR RAPID
Factor B Direction RIGHT RIGHT LEFT LEFT RIGHT RIGHT LEFT LEFT
Factor C Location HEADSTOCK HEADSTOCK HEADSTOCK HEADSTOCK TAILSTOCK TAILSTOCK TAILSTOCK TAILSTOCK
Response 1 Location
170 A B
240
Mean
2 4
Fa c to E
RESPONSE
18 Factor G
14
B 43
Regardless of the tools used, you should address each of these questions during your Session 3 Review:
1) Were all the potential Xs measurable and controllable for an experiment? 2) Are the vital few Xs statistically significant? 3) Are the effects of practical significance? 4) How much of the problem have you explained with these Xs? 5) How much unexplained error exists? 6) Are any new improvements transferable across the business? 7) Is an action plan for spreading the best practice in place and appropriate? 8) Do you have adequate resources to complete the project? 9) What are the next steps?
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10 9 8 7 6 5
i =1
(X i ) 2 N
High Spec Low Spec
-1
MHz
Statistics
Standards
Realistic Tolerance on X
E W M A C h a r t fo r L e n g th
U C L = 6 0 1.2 U C L = 6 0 1.2
6 0 0 .5
EWMA
X = 6 0 0 .1 X = 6 0 0 .1 5 9 9 .5
L C L = 5 9 8 .9 5 9 8 .5 0 50 10 0 L C L = 5 9 8 .9
Sample Number
45
A final report A copy of all presentations All application tools used throughout the project Supporting data files used throughout the project
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Basic Concepts
Objectives
1 To understand the fundamental equation that drives
Six Sigma
1 To know how the difference between First Time
Yield (FTY) and Rolled Throughput Yield (RTY) in measuring process performance
1 To know the DPU Concept and how is related to
RTY.
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Fundamental Equation
Y = f(x)
The Output Is A Function Of The Inputs And The Process.
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Fundamental Equation
The Fundamental Equation
Y= f(x)
What is Y?
Output Dependent Effect Symptom Monitor
What are X . . . X ?
1 N
s s s s s
Fundamental Equation
Output Variation Y = f(x)
Sources of Variability Incoming Parts and Materials Process characterization and optimization Logic and intuition
1
Design
1
Process Capability Process characterization and optimization Logic and intuition Seven basic tools (paretos, fishbones, maps, etc.)
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1 1
Seven basic tools Design for Six Sigma (paretos, fishbones, maps, etc.)
Product
Rolled throughput yield, RTY
Yield
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Understanding Yield
1 First Time Yield (FTY) is a common output metric
FTY =
P U
* 100%
Where: FTY = First Time Yield (test yield) P= Number of units that pass the test U= Number of units tested
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Understanding Yield
1 FTY is not a good predictor for improving profits
Test Yield
Scrap
Profit
Test Yield
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Understanding Yield
1 Hidden costs in the Real Factory 1 More manpower 1 Extra floor space 1 Longer cycle time 1 More raw material 1 More $$$$
Understanding Yield
1 Hidden costs in the Real Factory H 1 More manpower id d 1 Extra floor space e 1 Longer cycle time n 1 More raw material F 1 More $$$$ a
ReWork or Scrap ct o ry
ReWork or Scrap
FTY Te st Product
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Failure Analysi s Te st
Failure Analysi s Te st
Operation 1
Operation 2
Countable failures associated with a single unit. A single unit can be found to be defective, but it may have more than one defect. Completed units that are classified as bad. The whole unit is said to be defective regardless of the number of defects it has.
1 Defectives:
1
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Example of DPU
1
Pedal assemblies arrive at our plant weekly to support production needs. The following defect data is collected on a sample basis. It was collected over the previous 12- month period for 500 total samples (n = 500).
1 1 1 1
25 15 10 50
(continued)
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DPUs of sub-assemblies can be summed to obtain the total number of defects found in the finished unit.
Here are defect rates for four sub-assemblies that make up the final product:
1 1 1 1
A B C D Product
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of obtaining a
distribution model. It is a valid approximation for defect rates of 10% or lower. It shows there is a relationship between DPU and RTY.
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or RTY = 11 11 11 11 11 . 1 . 1 . 1 . 1 . 1 = 1% 1
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*** Good for DPU < 0.1 , otherwise use product of step yields
Bad
processes of differing complexities. We would expect products/processes of higher complexity to have a lower RTY (and sigma value).
=e
DPU process ( i )
i =1
1 The higher n (the complexity) is, the lower the RTY. 1 DPMO is for Benchmarking and project selection and DPU for
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The Calculation
1 To compare products/processes of differing complexity, we
must start with a measure of complexity. We call this measure an opportunity. product, or the number of process steps needed to assemble a product. Both would be indicators of overall product/process complexity. measure of complexity is used uniformly.
DPMO =
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Understanding Opportunities
1 Which product is performing better, the pencil or the
blender?
Pentel Pencil
Defects per Unit (DPU) Rolled Throughput Yield (RTY)
Blender
0.030 97.04 %
0.189 82.78 %
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Understanding Opportunities
1 Which product is performing better, the pencil or the
blender?
Pentel Pencil
Defects per Unit (DPU) Rolled Throughput Yield (RTY) Opportunities DPU/Opp DPMO Product Sigma Level
Blender
Measurement Systems Analysis (MSA) Attribute Gage Repeatability and Reproducibility (Attribute Gage R&R)
Task: You have 60 seconds to document the number of times the 6th letter of the alphabet appears in the following text.
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Inspection Exercise
Task: You have 60 seconds to document the number of times the 6th letter of the alphabet appears in the following text.
The necessity of training farmhands for first-class The necessity of training farmhands for first-class farms in the fatherly handling of farm livestock is farms in the fatherly handling of farm livestock is foremost in the eyes of farm owners. Since the foremost in the eyes of farm owners. Since the forefathers of the farm owners trained the farmhands forefathers of the farm owners trained the farmhands for first-class farms in the fatherly handling of farm for first-class farms in the fatherly handling of farm livestock, the farm owners feel they should carry on livestock, the farm owners feel they should carry on with the family tradition of training farmhands of first with the family tradition of training farmhands of first class farmers in the fatherly handling of farm class farmers in the fatherly handling of farm livestock because they believe it is the basis of good livestock because they believe it is the basis of good fundamental farm management. fundamental farm management.
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Attribute R&R
1
Determine if operators across all shifts, all machines, etc., use the same criteria to determine good from bad Assess your inspection or workmanship standards against your customers requirements Identify how well these operators are conforming to themselves Identify how well these operators are conforming to a known master, which includes:
1 1
1 1
How often operators decide to ship truly defective product How often operators do not ship truly acceptable product Training is needed Procedures are lacking Standards are not defined
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DPUescaping
1% 1 1% 1 1% 1 1% 1 1% 1 1% 1 1% 1
Inspection Efficiency
Number of consecutive inspectors required to achieve an escaping defect rate of 3.4 ppm (6, short term)
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50% of the parts in your study should have defects. 50% of the parts should be defect free. If possible, select borderline (or marginal) good and bad samples.
1 1
Step 2: Identify the operators who should be qualified. Step 3: Have each operator independently and in random order assess these parts and (continued) determine whether or not they pass or fail (judgment of good or bad).
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Example
Attribute Gage R&R Effectiveness
Enter Pass/Fail, 0/1, etc.
5
Title Block
Operator #1 Try #1 Try #2 pass pass pass pass fail fail fail fail fail fail pass pass fail fail pass pass pass pass pass pass
Operator #3 Try #1 Try #2 fail fail fail fail Operator fail fail fail fail Results fail fail pass pass fail fail pass pass pass pass fail fail
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Data Entry
% Appraiser %Score vs Attribute Source Operator #1 Operator #1 Operator #1 Operator #1 Operator #1 Operator #1 Total Inspected 1 1 1 1 1 1 1 1 1 1 1 1 # Matched 1 1 1 1 1 1 1 1 False Negative (operator rejected good product) 1 1 1 False Positive (operator accepted bad product) 1 1 1 Mixed 1 1 1 1 % UCL 1 1 11 1. % 1. % 11 1 11 1. % 1. % 11 1. % 11 1. % 11 Calculated Score 1 11 1. % 1. % 11 1 11 1. % 1. % 11 1. % 11 1. % 11 1 % LCL 1 1. % 11 1. % 11 1. % 11 1. % 11 1. % 11 1. % 11
Statistical Report
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Summary
1 An attribute Gage R&R must be performed to
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(MSA)
Variable Gage Repeatability and Reproducibility
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must validate the integrity of the data we are going to use in the decision-making process.
1 The study of measurement systems will provide information as
to the % of variation in your process data that comes from error in the measurement.
1 It is also a great tool for comparing two or more measurement
criteria required to accept and release a new piece of measurement equipment to manufacturing.
1 It should be the basis for evaluating a measurement system
Measurement variation Due to measurement device (Gage) Repeatability Linearity Due to operators Reproducibility
2 total =
product +
measurement
Stability Accuracy
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Repeatability Defined
Repeatability of the instrument is a measure of the variation obtained when one operator uses the same device to repeatedly measure the identical characteristic on the same part. When no operator is present, repeatability part accounts for repeat measurements taken on an automated piece of test equipment.
True value for one part
A variable R&R study will quantify the repeatability of the measurement system.
2 total = 2 total =
2
product +
2
measurement system
2
product +
repeatability +
reproducibility
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Reproducibility Defined
Reproducibility is the variation in the averages of measurements made by different operators using the same device when measuring identical characteristics of the same parts. Reproducibility may also be used to quantify differences caused by different measuring devices (substitute measuring device for operator)
Reproducibility Operator B Device B Operator A Device A
Performance Characteristic
A variable R&R study will quantify the reproducibility of the measurement system.
2 total = 2 total =
2
product +
2
measurement system
2
product +
repeatability +
reproducibility
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The Methodology
Step 1: Collect 10 samples that represent the full range of longterm process variation. In addition, identify the operators who perform measurements on these parts daily. Step 2: Calibrate the Gage or verify that the last calibration date is valid. Step 3: Set up the Minitab data-collection sheet for the R&R study. Step 4: Ask the first operator to measure all the samples once in random order. Blind sampling, in which the operator does not know the identity of each part, should be used to reduce human bias. Step 5: Have the second and then the third operators measure all the samples once in random order. All operators have now measured the samples once (this is Trial 1).
(continued)
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82
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Example
1
Step 1: Collect 10 samples that represent the full range of long-term process variation. In addition, identify the operators who use this instrument daily.
To determine the full range, lets look at the capability analysis for these parts. Process Capability Analysis for Bikebar Length The parts have a mean of LSL USL 44.1" and a standard USL 44.25 deviation of 0.10, so we LSL 43.75 would expect 95% of the Mean 44.10 parts produced to be StDev 0.10 between 43.9" and 44.3" ( 2). We should use parts in this range for the 43.8 43.9 44.0 44.1 44.2 44.3 44.4 study. Mary, Pat, and Joe are the operators who measure this parameter and so should be selected as part of the measurement study.
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Step 2: Calibrate the Gage or verify that the last calibration date is valid. In this case, we could measure some standard lengths to ensure that the steel rule is not biased.
Step 3: Set up the Minitab data-collection sheet for the R&R study. Create the R&R data-collection sheet for 10 parts, each measured two times by three operators. Column Headings: Column 1: PartID (1 to 10) Column 2: Operator (1 to 3) Column 3: Operator Name Column 4: Trial (1 to 2) Column 5: Measure
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Step 4: Ask the first operator to measure all the samples once in random order. The operator should not know the identity of each part, to reduce human bias. Mary measures all of the parts in random order. Step 5: Have the second and then the third operator measure all the samples once in random order. All operators have now measured the samples once (this is Trial 1). Pat and then Joe measure all of the parts in random order. Step 6: Repeat Steps 4 and 5 for the required number of trials. Mary then Pat and then Joe measure the parts a second time in random order.
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Minitab Worksheet
1 Step 7: Enter the data into Minitab.
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1 1
1 1
5.15 standard deviations 5.15 standard deviations represent 99% of the represent 99% of the normal curve. normal curve. Enter 5.15 and 0.5 comes from 0.25 0.5 comes from 0.25 the process tolerance 0.5. the process tolerance
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By Part ID
1 1
1 1 1
R Chart by Nam e
Sample Range 11 . 1 11 . 1 11 . 1 11 . 1 11 . 1 1 R= 111111 . LCL= 1 1. 1 11 1. 1 11 Name Joe
Joe Mar y P at
By Nam e
UCL= 111111 . 1. 1 11 1. 1 11
Mary
Pat
Sample Mean
1. 11 1. 11 1. 11 1. 11 1
Graphs! But what do they mean? Lets investigate each section one at a time.
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90
91
92
Operator Bias
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A Part-by-Part Look
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It allows us to visualize repeatability and reproducibility within and between operator and part The center line is the overall average of the parts.
Runchart of Measure by Part ID, Name
Gage name: Date of study: Reported by: Tolerance: Misc:
1. 1 11
Measure
1. 1 11
1. 1 11
1. 1 11
Part ID
1. 1 11
Measure
1. 1 11
1. 1 11
1. 1 11
Part ID
1 1
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Source Total Gage R&R Repeatability Reproducibility Name Part-To-Part Total Variation
This is the number of distinct categories this measurement system can distinguish. The number of groups within your process data that your measurement system can discern. Source VarComp Total Gage R&R 1.90E-04 Repeatability 8.73E-05 Reproducibility 1.02E-04 Name 1.02E-04 Part-To-Part 6.45E-03 Total Variation 6.64E-03
If a dominant source of variation is repeatability (equipment), you need to replace, repair, or otherwise adjust the equipment. If, in consultation with the equipment vendor or upon searches of industry literature you find that the Gage technology you are using is state of the art and it is performing to its specifications, you should still fix the Gage. If a dominant source of variation is operator (reproducibility), you must address this via training and definition of the standard operating procedure. You should look for differences among operators to give you some indication as to whether it is a training, skill, and/or procedure problem. Evaluate the specifications. Are they reasonable? If the Gage capability is marginal (as high as 30% of study variation) and the process is operating at a high capability (Ppk greater than 2), then the Gage is probably not hindering you and you can continue to use it.
1 1
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Summary
1 Before you spend time and effort in a Green Belt project,
we must validate the integrity of the data we are going to use in the decision-making process.
1 Measurement error is included with the process
product +
repeatability +
reproducibility
Project Selection I
Objectives
1 To understand the importance of project selection to
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101
Increase the number of sales Reduce OT in one department Reduce the cost of one operation Improve on-time delivery Reduce the cycle time in one sub-process
1 1 1 1
Create a new Reporting System Reduce the number of nonexpensable expenses Paid Increase total revenue Install new equipment, hardware/software
(continued)
102
Decreasing cycle time in a non-bottleneck process Reducing the cost in one area by increasing the cost of another Automating a bad process nets producing defects quicker Increasing the number of products/features sold but not generating additional revenue from sales Reducing the total paid out in expenses by implementing an audit process that costs more than the overage in expenses paid (continued)
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many insignificant things are distracting the attention of the team enough attention is being focused on things with the most impact
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case
1 1
Avoids scope problems Identifies the most significant areas to impact the business case
1 Defining a project 1 Quantifies the problem and objectives, and outlines the metrics used to determine project success
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project
1
1 Narrowing the project focus based on a business case 1 Avoids scope problems 1 Identifies the most significant areas to impact the business case 1 Defining a project
1
Quantifies the problem and objectives, and outlines the metrics used to determine project success
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The output unit (product/service) for external customer The primary business measure of the output unit for the project The baseline performance of the primary business measure A gap in the baseline performance of the primary business measure from the business objective
(continued)
107
Reduce the cost/unit of a product Decrease defects of a product Increase product yield Decrease the total cycle time of a product
(continued)
108
will provide the largest impact to the problem outlined in the business case
1 To be able to evaluate several potential projects
109
important that we look for high-leverage projects where the return justifies the investment in time and effort, and where the need for improvement is substantial.
1 Please keep in mind that decisions based on factual
data are always better than those based upon intuition, hearsay, or folklore.
(continued)
110
focus:
1
Narrows projects focused on reducing cost/unit Narrows projects focused on increasing quality or yield Narrows projects focused on decreasing cycle time
OUTPUT
Cost
Cost
Cost
Cost
Cost to Produce
Identify the re-work and scrap throughout the process. Attach the cost to business for each re-work and scrap point in the process. VALIDATE THESE COSTS WITH THE (continued) 112
75 5.8 82.8
60 4.6 87.4
55 4.2 91.7
20 1.5 93.2
15 1.2 94.4
Defect
113
Percent
OUTPUT
+ X
Defects RTY
+ X
Defects RTY
+ X
Defects RTY
= Defects = RTY
The volume of re-worked units within sub process, rejected at start of next process The volume of scrapped units within sub process, (continued) 114 rejected at start of next process
Defects for each model Type of defect Defects by shift Defects by production line Defects by plant
Count n=1298
1000
75 5.8 82.8
60 4.6 87.4
55 4.2 91.7
20 1.5 93.2
15 1.2 94.4
Defect
(continued)
115
Percent
Defects by machine
How much raw material is scrapped due to defects? Re-worked? Re-cycled? What is the cost of the time in labor, machinery, and raw materials for the scrapped materials due to defects? What is the cost of the time and labor spent re-working defects? What is the cost of the time and labor lost on recycled defects? How do recycled materials impact the final product? VALIDATE THESE COSTS WITH THE COMPTROLLER.
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Time
Time
Time
Time
Sub process input and output rates Time spent in delay Time spent in re-work sub processes Time spent in test/inspection sub processes
(continued)
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Total non-value-added time after the last bottleneck Time spent in each re-work step Time spent in each test/ inspection step
75 5.8 82.8
60 4.6 87.4
55 4.2 91.7
20 1.5 93.2
15 1.2 94.4
Defect
(continued)
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Percent
What is the inventory cost of the time in delay? How much do re-work steps cost in terms of labor? Equipment? How much do test/inspection steps cost in terms of labor? Equipment? What will be the impact on units sold as a result of the lower cycle time? VALIDATE THESE COSTS WITH THE COMPTROLLER.
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Business constraints on capital investment in the project Business constraints on resource investment in the project
IT MUST BE FEASIBLE TO COMPLETE THIS PROJECT WITHIN FOUR MONTHS. The project should offer the opportunity to use as many tools as possible.
120
A problem statement describes in specific, concrete terms what the data have revealed. It describes the present undesirable situation with clarity and objectivity while avoiding hidden solutions. To focus the team on a process deficiency To communicate the significance to others
121
It states what is wrong, not why it is wrong. Avoid lack of and due to statements. These always imply solutions. It states how often, how much, and when. It avoids broad and ambiguous categories such as morale, productivity, communication, and training.
122
It is measurable.
1
It is specific.
1
The gap may be a change or deviation from the norm, standard, or the customers valid requirement or expectation. It is not stated as a question, which may tend to imply a solution. It does not imply blame on any person or department. The problem statement highlights how customers are affected and the areas of discomfort, hurt, or annoyance.
You should analyze and discuss all data collected through narrowing the project focus. A problem statement should be concise and answer these questions:
1 1 1 1 1
Who is impacted by this problem? What is the impact of this problem? When has the problem occurred? How do you know the problem occurs? How many times does the problem occur?
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Project statement:
Fill In the Blanks For Your Project: Fill In the Blanks For Your Project: During ________________________ , ,the ____________________ for During ________________________ the ____________________ for
(Period of time for Baseline Performance) (Period of time for Baseline Performance) (Primary Business Measure) (Primary Business Measure)
_____________ was _____________ . . This gap of ________________ _____________ was _____________ This gap of ________________
(Output Unit) (Output Unit) (Baseline Performance) (Baseline Performance) (Bus Obj Target vs. Baseline) (Bus Obj Target vs. Baseline)
from ___________ represents ____________ of cost savings. This from ___________ represents ____________ of cost savings. This
(Business Objective) (Business Objective) (Cost Impact of Gap) (Cost Impact of Gap)
project will _______________________________________________. project will _______________________________________________. (Projects Expected Impact on Performance of Primary Business Measure)
(Projects Expected Impact on Performance of Primary Business Measure)
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It must:
1 1 1
Address the issue in the problem statement Quantify the expected performance improvement Identify the expected timing
126
Objectives are set to give the team, as well as others, a measure of the effectiveness of performance, To see whether improvement efforts are successful in addressing the problem and, therefore, having an impact on the problem stated in the business case.
127
Objectives should be set to be challenging but achievable during a reasonable amount of time. They should be based on logic, not just pulled out of the air.
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success:
1
Must be consistent with the problem statement and objective Must be plotted on a time series graph with the following lines:
1 1 1
Baseline performance (average over the past 12 months, if possible) Actual performance Target performance
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the business impact, less effort is required, and youll have a higher probability of success than others.
1 Good problem statements and objectives clearly
This project will be focused in the ___Harrisburg_________________ Facility, ____at the 11 line____________________ M (Product Name, Line or Processes etc.) Project Objective: _The objective of this project is to reduce the 11 Gas Valve noise test PPM by 11 by Jul 11 M % . This reduction would yield a cost savings of $11 . _______________________________________________________________ ,111 (Project expected impact on performance of project primary business metric, dollars & completion date)
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Candidate Selection
Black Belt / Green Belt Selection Criteria
1 Desire to Drive Change
Someone who is not afraid to take data that might not tell people what they want to hear
1 Effective Communication Skills
Roles: 1 Leads the teams as they implement the 6 methodology on projects 1 Introduces the methodology and tools to Team Members and the broader organization Reporting Lines: 1 Can report directly to the Champion or to the function 1 Must feel a part of the functional organization Responsibilities: 1 Applies the methodology completely to the project 1 Acts as both a technical and cultural change agent for quality 1 Spreads the methodology to the project teams 1 Supports the efforts of the function by spreading the use of the methodology when called on to assist on other business issues 1 Has dual membership: in the functional and 6 teams 1 Must have technical competencies required to effectively execute the Six Sigma tools Time Commitment: 1 Must be substantially dedicated (25% 100%) Min. Training Requirement: 1 Attend Six Sigma training class 1 Complete all project-related requirements
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Mentoring
136
Mentoring
Candidate: Tel / e-mail: Project Title: Date of this report: Problem Statement: Enter your problem Mr or Ms Candidate Candidate@client.com To significantly improve my process 1 / 11 1 11 / 1 1 Champion: Tel / e-mail: Mr or Ms Champion Location: Training Phase: Support Person: Anywhere USA Measure Mr or Ms SSQI Support Champion@client.com
Weighting
Score (11 - )
Weighted score
A 1rating indicates No action has been taken 1 1 1 Complete - does not have all elements Vague - No dollars or no goal. Estimate Contains 1elements; Baseline, Goal & Actual Complete Perfectly clear Goals set Signed Off up to date
1 1 1
1 1 1
1 1 1 1 1 1
Metric Chart Primary ~ Defects - DPU, PPM, RTY, etc. Secondary ~ Potential negatives - COPQ, etc. Project Time Line (Projplan.XLS) Team Meetings Project Notebook Project Complexity % Time dedicated to Six Sigma since last review 1 1 1 1 1 Information Only Information Only 1 1 1 1 1 Very 1 % to 1 % 1 1 1 1 1 1 1 1 1 1 1 1
not up to date < 1per week not up to date Very Complex < 11 % Poor. Having difficult time understanding how tools are selected and applied to the project
Complex 1 % to 1 % 1 1
Information Only
Good
Fair. Somewhat Good. Leader, understand the aggressive, tools and their easily gets application, tasks getting by with accomplished help from SSQ.
1 1
1 1
1 1 1 1
Per Project
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Measure Phase Deliverables Process Map Multi Level Pareto Charts Fishbone/1 -Why XY Matrix (XYMatrix.XLS) FMEA (pfmea_cp.XLS) Gage R&R Process Capability Demonstrated appropriate tool use in completing the Measure Phase List of possible x's Identification of Critical X's Multi-Vari Analysis t - Tests / Non-parametric hypothesis Test of Equal Variance Proportions Tests / Chi - Square ANOVA Correlation and Regression Improve Phase Deliverables Demonstrated appropriate tool use in completing the Analyze Phase DOE Sample Size Selection Second Project (Measure Phase) Control Phase Deliverables Demonstrated appropriate tool use in completing the Improve Phase Second Project (Analyze Phase) Control Plan Lean Fundamentals One Page Summary Report Final Report 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Weighting 1 1 1 1 1 1 1 Score (11 - ) 1 1 1 1 1 1 1
Weighted score 1 1 1 1 1 1 1
Mentoring
A 1rating indicates No action has been taken 1 1 1 1 Started First Pass Being Revised Completed Data being collected One Level Two Level Three Level Planned In process Completed Analyzed Decision(s) Data being collected In Process Completed made Action plan Started Completed RPN's Ranked developed Scheduled / Planned In Process Completed Analyzed Scheduled / Planned Tool use not appropriate In Process Appropriate tool use Data collection completed Capability established Exceptional Application
1 1 1 1 1 1 1 1
Being Compiled Being Finalized Completed <=11 Complete <=11 Complete Completed % % Understands how Has applied tool Has applied
Tool use not appropriate 1 1 1 1 1 1 1 1 1 Scheduled / Planned Scheduled / Planned Started Tool use not appropriate Started Scheduled / Planned 1S's Draft
Analysis of simulation
1 1 1 1 1
1 1 1 1 1
1 1 1 1 1
Appropriate tool Exceptional use Application <=11 Complete <=11 Complete Completed % % In Process Completed Revised Mistake Proofing Both In Control Plan 1 pass st Draft Completed submitted
Measure Phase
Tool Knowledge
green
Total Score
#
Appropriateness of Tool Use N/A
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Change Management
Objectives
1 To know how a team leader can set up a team for
139
THE TARGET
MEASURE
ANALYZE
IMPROVE
CONTROL
TIME
140
committed leadership throughout the entire project lifecycle. The leadership offers:
1 1
Visible, active, and public commitment and support A willingness to take personal initiative and to challenge the status quo A high-level of attention to the project
1
Giving time to the team 1 Talking about the project to others 1 Establishing priorities for the project against other demands in the organization
141
A shared recognition by the team and the stakeholders for the need and logic for the change Appealing to the unhappiness with the current situation The ability to take perceived threats of the change and turn them into opportunities for the future
142
A view of what the future will look like with this change Appeals to logic and intuition while explaining why the change is needed Can help to establish milestones to mark the progress of the change
143
Create an alliance of committed supporters. Identify the potential sources of resistance. Convert all key influencers.
144
Having consistent, visible, and tangible reinforcement of the changed behavior is needed. Integrating change into on-going work behaviors is needed. Aligning systems and structures helps make the change a part of individual and team behavior.
145
What are the metrics that will be used to determine the teams success in making a sustained change? Tracking these metrics and sharing them across all those impacted by the team Winning support of doubters through results
146
Identifying critical system and structure areas that must be addressed Assessing the risk of slipping back into old habits Aligning systems and structures with desired behaviors
1 1
147
1. List the behavioral changes. 2. Evaluate the organizations likely reaction to displaying behaviors that are desired to move to and behaviors desired to move from:
1 1 1 1
Wrap-Up
150
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152
153
154
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