6 sigma - process mapping
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6 Sigma - Process MappingTRANSCRIPT
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Six SigmaSix Sigma
Process Mapping
6
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Six Sigma Methodology and Roadmap for Common Tool Usage
Define Measure Analyze Improve ControlProject Charter
Process Map
Potential Failure Mode and Effect AnalysisData Collection & Sampling
Components of Variation
Design of Experiments
Rolled Throughput YieldQuality Function Deployment
Cause & Effect Matrix
Statistical Process Control
Value Stream Map
Measurement System Analysis
CelebrateControl Plan
Hypothesis Testing/Confidence Intervals
Capability Study
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Define
Measure
Analyze
Improve
Control
Six Sigma Mining for Key Process Input Variables x’s
Found Critical X’s
Controlling Critical X’s
All X’s
1st “Hit List”
Screened List
Found in Process Map
Reduced in Cause & Effect Analysis
Filtered in Failure Modes & Effects Analysis
Validated with DOE, Hypothesis Tests, Confidence Intervals
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ObjectivesObjectives
• Provide overview of types of maps
• Link Process Mapping with process improvement
• Explain how to create a process map
• Show examples
• Do an exercise
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Types of MapsTypes of Maps
• Process Map–One of the first steps in the Six Sigma
process–Critical for process improvement to
reduce/remove variation• Project Finder
–Project selection• Value Stream Map
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Project WorkProject Work Common Characteristics Common Characteristics
• More questions than answers• Dynamic• Parallel activities, rather than sequenced• Communication necessary• Documentation necessary• May be difficult to know where to start• You may not be the expert
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These are some questions we will These are some questions we will need to answer! need to answer!
Remember, we are trying to learnRemember, we are trying to learn How will we identify the x’s?
)x,...,x,x,f(x=Y k321
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A Process Map IsA Process Map Is
• Used to begin EVERY project!
• A graphical tool to illustrate the way a process is currently working
• Dynamic
• A team effort done by “walking the process”
• A tool to GAIN PROCESS KNOWLEDGE!
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Uses of Process MapsUses of Process Maps
• Learn about a process through questioning–Data collection
• Determine details of a project–What factors to investigate or omit–Where and how to sample– Identify process owners
• Evaluate ALL types of processes–Management, Administrative, Financial, Service, Design,
Manufacturing
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Process Maps DescribeProcess Maps Describe
• Major activities/tasks
• Value added and non-value added steps
• Process boundaries
• Inputs (x’s)
• Outputs (y’s or Y’s) being measured or in need of measurement systems
• Where data is (or should be) collected
• Current operating parameters
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Process Map = Process Flow ChartProcess Map = Process Flow Chart
Process MapProcess Map• Shows inputs and outputs• Shows the steps of the flow
of the process • May or may not show
decisions • Shows the steps of how the
process actually works• Helps streamline flow• Helps make process
improvements by understanding, and controlling inputs to eliminate variation
• Does not show inputs and outputs• Shows the flow of the process
• Shows decisions and alternate pathways
• May not show the process steps as-is. Rather, it may reflect the process as it should be (for your ISO procedure, for example)
• Helps streamline flow• Does not focus on reducing
variation
(Process) Flow Chart
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Process Maps and Flow ChartsProcess Maps and Flow Charts
Process mapsDrive reduction
in variation
Value Stream Flow charts
Reduce Waste
Our primary focus will be on Process Mapping
FEED
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Process Mapping TermsProcess Mapping Terms
• Input variables may influence process steps –x’s or factors
• Output variables or customer requirements – “Big Y’s” when referring to final output– “Little y’s” when referring to measurements
taken upstream)x,...,x,x(fY k21
Understand and control the x’s to control the Y’s
Process Mapping StepsProcess Mapping Steps 1. Identify the process and its primary inputs and outputs (50,000 ft. view)
2. Identify all steps in the process (5,000 ft. view)
3. List output variables at each step
4. List input variables (and operating parameters) at each step
5. Classify each input variable as Controllable, Noise or a Standard operating procedure
A Belt should have the Process Map complete within the first meeting with the team
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Step 1: (High Level) Identify the Process Step 1: (High Level) Identify the Process and Inputs/Outputsand Inputs/Outputs
• Identify external inputs–Raw materials–Energy requirements– Incoming information
• Identify end customer requirements (outputs, or Y’s)–on-time–correct quantity–perfect quality–CTQ
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Examples - Step 1Examples - Step 1
MoldingStamping CPrep CSolvent CNozzle S .
CoverageThicknessHardnessColorLeak Test .
Inputs Outputs
Manufacturing
Order EntryEDIFAXEmail . .
Price & availabilityConfirmation of orderPromise dateOrder number . .
Inputs OutputsNon- Manufacturing
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Step 2: Identify All Steps in the ProcessStep 2: Identify All Steps in the Process • Identify the process flow steps
– Tips – Try to show in 3 – 8 Steps– Start with the end and the beginning. Then, fill in the middle.
• Include all value-added and non value-added steps– Process steps, inspection/test, rework, scrap points
• WALK THE PROCESS!– A Process Map isn’t done on the computer!– While you walk the process you will also be identifying x’s and y’s (next steps)
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Manufacturing Example - Step 2Manufacturing Example - Step 2
534818-60 Process Map
Process Design Supplier Phosphate Cement Extrusion
Steps
Process Mold Press Trim CNC Turn
Steps
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Non-Manufacturing Example - Step 2Non-Manufacturing Example - Step 2
STEP 1Answer Phone / Greet Customer
STEP 2Determine
Part Number / price / need date
STEP 3Get PO #
STEP 4Identify
ship to address, method of shipment
STEP 8Verify plant receipt
of order
STEP 7Verify order info - fax to customer / transmit to plant
STEP 6Input order on computer
STEP 5Complete order
worksheet
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Step 3: List Output VariablesStep 3: List Output Variables • Include all output variables (the y’s).– Defines the scope and objectives of the process– Indicates where measurements are taken during the process– Labels and differentiates between what is and what is not currently measured– Defines “In-Process” parameters (y’s) which are measured UPSTREAM from the final output (Y)
Tip: May be easier to list the outputs and inputs (Steps 3 and 4) by step before moving on to the next step
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Manufacturing Example - Step 3Manufacturing Example - Step 3
534818-60 Process Map
Process Design Supplier Phosphate Cement Extrusion
Steps
Outputs Manufacturability Good stampings Even application Even application Correct weight
Good bond Correct cement Correct appearance
Process Mold Press Trim CNC Turn
Steps
Outputs Runout in tolerance Clean lip Runout in tolerance
No tears
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STEP 1Answer Phone / Greet Customer
STEP 2Determine
Part Number / price / need date
STEP 3Get PO #
STEP 4Identify
ship to address, method of shipment
OUTPUTS
•Prompt answer
•Live body
•Customer info
•Pricing
•Availability
•Customer PO
•Ship to address
•Method of shipment
Non-Manufacturing Example - Step 3Non-Manufacturing Example - Step 3
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STEP 8Verify plant receipt
of order
STEP 7Verify order info - fax to customer /transmit to plant
STEP 6Input order on computer
STEP 5Complete order
worksheet
•Complete order info from customer
•Order in computer
•All fields completed
•Promise date
•Printed confirmation
•Correct info
•Confirmation to customer
•Order sent to plant
•Completed order entry
OUTPUTS
Non-Manufacturing Example - Step 3 Non-Manufacturing Example - Step 3 (Continued)(Continued)
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Step 4: List Input VariablesStep 4: List Input Variables
• List all input variables (x’s or factors)
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Step 5 - Classify Input VariablesStep 5 - Classify Input Variables
• Classify the input variables
–CONTROLLABLE INPUTS (C)CONTROLLABLE INPUTS (C)–NOISE INPUTS (N)NOISE INPUTS (N)–STANDARD OPERATING PROCEDURES (S)STANDARD OPERATING PROCEDURES (S)
NOTE: Further experimentation confirms the estimated classification! THESE CAN CHANGE!
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CONTROLLABLE INPUT variables (C)CONTROLLABLE INPUT variables (C)
Input variables (x’s or factors) that can be changed to see the effect on output variables. These are sometimes called Independent Variables
– x’s that are critical (Key Process Input Variables)– x’s that have no effect
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NOISE (N)NOISE (N)Inputs that impact the outputs but are:1. Uncontrollable2. Too costly to control3. Preferably not controlled
Example - An environmental variable such as humidity
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STANDARD OPERATING PROCEDURE (S)STANDARD OPERATING PROCEDURE (S)
Inputs that are defined by operating procedures that may be considered “common sense activities”
Examples: Training, Cleaning, Preventive Maintenance
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Process Map Example Steps 4&5Process Map Example Steps 4&5
534818-60 Process MapInputs TBD by Engineers TBD w/ Supplier Bath temp C Viscosity C Prep weight C
Contamination N Part temp C Concentricity C
Time in bath C Gun position S Height C
Micro or macro C Gun Pressure C Diameters C
Spray duration C Parallelism C
Process Design Supplier Phosphate Cement Extrusion
Steps
Outputs Manufacturability Good stampings Even application Even application Correct weight
Good bond Correct cement Correct appearance
Inputs Temp C Blade condition C RPM C
Correct press loading C Blade position C Blade condition C
Tool design N RPM C Jaw pressure C
bumps C Misload by operator C
Pressure C
Press parallelism C
Process Mold Press Trim CNC Turn
Steps
Outputs Runout in tolerance Clean lip Runout in tolerance
No tears
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STEP 8Verify plant receipt
of order
STEP 7Verify order info - fax to customer /transmit to plant
STEP 6Input order on computer
STEP 5Complete order
worksheet
•Complete order info from customer
•Order worksheet form C
•Customer supplied info N
•Order in computer
•All fields completed
•Promise date
•Printed confirmation
•Order worksheet C
•Computer entry screens C
•Lead time info from mfrg. N
•Correct info
•Confirmation to customer
•Order sent to plant
•Printed confirmation sheet C
•Customer contact info N
•Confirmation procedure C
•Completed order entry•Correct info in computer C
•Mfrg plant contact C
OUTPUTSINPUTS
Non-Manufacturing Example - Steps 4&5Non-Manufacturing Example - Steps 4&5
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Preparing the Process MapPreparing the Process Map• Team Effort
– Manufacturing engineers– Line operators– Line supervisors– Maintenance technicians
• Possible Inputs to Mapping– Brainstorming– Operator manuals– Engineering specifications– Operator experience– 6M’s
• Man, Machine (Equipment), Method (Procedures), Measurement, Materials, Mother Nature (Environment)
• Keep it Simple – Use Excel to allow copying into next tool (Cause and Effect matrix)
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Process Map SummaryProcess Map Summary
• Process Mapping Provides Inputs to –Cause and Effect Matrix
–Potential Failure Mode Effect Analysis
–Control Plan
–Capability Studies
–ExperimentationProcess Mapping helps us gain process
knowledge!
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Your First Process Map AssignmentYour First Process Map Assignment
1. Study the flowchart of the Order Pickers Company
2. Create a Process Map individually
3. Compare and discuss your process map with partners
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The The Order Pickers CompanyOrder Pickers Company “Flow Chart” “Flow Chart”
RECEIVE
Products
Put Away
Order Rec’v
Pick
Consolidate
PACK/SHIP
KEY:
Process Step
Inspection/Test
Rework
Inventory
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SKFExample
A Champion Calls You, the Six A Champion Calls You, the Six Sigma Green Belt, to Help the Sigma Green Belt, to Help the
TeamTeam• She needs quality improved to land a big customer –The customer is a national distributor• Currently, the quality of our product line is only 2 Sigma• The customer will buy all lines if each line meets quality levels• Best-In-Class among competitors is 4 Sigma• 6 Sigma capability on the CTQ’s will guarantee the business – if able to ship-on-time• Potential sales > $1,000,000 annually• Scrap, rework, inspection costs exceed $250,000 annually• The product family includes several molded products. One product line quality is world-
class already and exceeds the expectations of this potential customer
Process Mapping Exercise 2Process Mapping Exercise 2
• View the process as a team, one step at a time• Observe the operator demonstrating his/her operation based on the written
procedures at the station• Ask questions of the operator to gain process knowledge about the inputs and
outputs at the given step• You have 5 minutes to view and question the entire process.• After viewing/questioning the process, return with the team to the room to begin
constructing the process map and answering Part II of the assignment.
FOCUS ON THE PROCESS, NOT THE PEOPLE!
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Exercise to Apply LearningExercise to Apply Learning
• Observe the factory with your team• Create a Process Map• Be sure to include all elements of good Process Maps• Draw on flipchart• Presentations and “Advice”
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Assignment (Part II)Assignment (Part II)
• Describe the similarities and differences between “Process Mapping” and “Flowcharting”• If the labeling of the inputs is correct, what behaviors
and disciplines will be required of the operators? of the line supervision? of the senior management?
• Who should prepare, complete and assess the maps? What are you looking for? How and when should maps be updated?
Review Questions - True or False?Review Questions - True or False? Use YES/NO CardsUse YES/NO Cards
1. For constructing a process map, inputs should be determined while walking and questioning the process with the team
2. Outputs listed on your process map are always measured3. Process inputs are classified as Controllable or Noise or SOP4. A process map should reflect the best way a process should
operate5. To make an accurate process map, it is best to do it alone so
that you are not distracted by others6. It is OK for a Belt to draft a Map for the Team to start from7. Once a process map is constructed, it is never changed
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Process Map QuestionsProcess Map Questionsto Verify Quality of Mapto Verify Quality of Map
• Does it cover the project scope?• Who helped develop the map? Did I get the operators input?• Does it reflect current state or the desired process?• Are all non value-added steps included?• Are all inputs and outputs listed?• Were any quick-hits found from this effort?• What process steps does the team feel can be eliminated?• What characterizes controlled and noise variables?• What measurements are taken within the process? What
measurements SHOULD be taken throughout the process?• Did you and your team “walk the process?” How often?• What is the next step and what is the timeline?• Is there a lot of waste to warrant a Value Stream Map first?
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Update Tool Knowledge HistogramUpdate Tool Knowledge Histogram