process improvement, the six sigma way

8/3/2019 Process Improvement, The Six Sigma Way

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Copyright 2008Copyright 2008

Process Improvement: The Six Sigma WayProcess Improvement: The Six Sigma Way

Ragy Isaac

40th Annual Metro Users Conference 2008


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Overview of the DMAIC MethodOverview of the DMAIC Method

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL

Used with permission from Stephen Villaescusa, Senior Consultant / Director of Business Development Oriel Incorporated


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66 = DMAIC= DMAIC

In God wetrust, all othersbring DATA!

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL

Adopted with permission from Stephen Villaescusa, Senior Consultant / Director of Business Development Oriel Incorporated


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When you always do what you have alwaysdone - you always get what you have alwaysgotten. Socrates 469-399 B.C.


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It is not the strongest of thespecies that survive, nor themost intelligent, but the onemost responsive to change.

Charles Darwin


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What is Six SigmaWhat is Six Sigma (6(6 )?)? is

CountingDefects?


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Waste Erodes ProfitTransport

Repairing

Defects

Over

Processing

MotionWaiting

Over

Producing

WasteInventory

Resource

consuming activitythat deliversNO

value to the

customer

HumanTalent


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Six SigmaSix Sigma Goals & BenefitsGoals & Benefits

Customersatisfaction

Improvesoperation

Financialbottom Line


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Six Sigma LingoSix Sigma Lingo

Critical ToQuality (CTQ)

Defect

Stable

Process

Voice of the

CustomerVOC

ProcessCapability

Variation


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DEFINE: Define the ProjectDEFINE: Define the Project

Business Case

Goal Statement

Project Plan

Opportunity Statement

Project Scope

Team Selection

Team Charter

T AS K S A CT I VI T IE S R E SP . S T AR T D UE S T AT US & A CT IO NS

T A SK S A CT IV IT IE S R ES P. S TA RT D UE S TA T US & A CT I ON S

Action Plan

Sigma Goal (CCR)

Gap

Project Focus

$$

CCRs

T AS KS A CT IV IT I ES R ES P. S T AR T D UE S T AT US & A CT I ON S

T AS K S A CT IV IT IE S R ES P. S T AR T D UE S TA T US & A CT I ON S

Project Tracking

T A SK S A CT IV IT IE S R ES P. S T AR T D UE S T AT US & A CT IO NS

T AS K S A CT I VI T IE S R ES P. S T AR T D UE S TA T US & A CT IO NS

BRM Checklist

Quality Functional Deployment

QFD

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL



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Define:Understand Voice of the CustomerDevelop charterMap the process


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Understand Voice of the CustomerVOCVOCVOC


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Discussions of quality have revolved around thetwo aspects of subjectivity and objectivity since thetime of Aristotle.Embedded in this objective-subjective split is theidea that objective quality pertains to theconformance to requirements while subjectivequality pertains to the satisfaction of users. Dr.Noriaki Kano

Dr. Noriaki Kano, Tokyo Science University


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Gather Voice of the CustomerGather Voice of the Customer


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Affinity DiagramAffinity Diagram

Put on Cards

Group

Similar Affinity

Iwant


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Develop charter


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Importance of Team ChartersImportance of Team Charters

A living document of expectation:

Between management & team. Provides clear & concise answers about project:

Problem statement

Initial estimate of defect rate

Defect reduction goal Benefits estimate

Where to focus the improvement efforts

Metrics

Team responsible for the success


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Map (Describe) the processS

UP

P

L

I

ER

S

C

US

T

O

M

ER

S

OutputsInputs Process



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Process Output 1

Yes

No

Step 1

Decision

Supplier End

Process Input 1

Priority:----

Process Output 2

Step 2

Process Input 2

Priority:----

Indicate Critical To

Quality CTQ for

each step

Priority Level:

X: CriticalN: Noise

S:SOP

C: Controllable

More than one priority level can be posted

More Steps

More Outputs

More Inputs

Activity FlowchartActivity Flowchart

Step 1 CTQ

Elapsed time

Processing time

Quality Aspect

Step 2 CTQ

Elapsed time

Processing time

Quality Aspect


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MEASURE: Measure the Current SituationMEASURE: Measure the Current Situation

I nput P ro ces s Out put CCR

Process Indicator

ProcessIndicator

Output Indicator

InputIndicator

A B

A1

D1

D2

A2

A B

A1

D1

D2A2

A B

A1

D1

D2

A2

Checksheets

CCR

Gap

Sigma=

X

UCL

LCL

Sigma=

X

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL



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VariationVariation

Special CauseSpecial Cause

VariationVariation

Normal (Natural,Normal (Natural,

Common Cause)Common Cause)

VariationVariation


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Stable ProcessStable Process


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Stable ProcessStable Process

11/989/987/985/983/981/9811/979/977/975/973/971/97

10

8

6

4

2

0

Date

IndividualValue

_X=3.98

UCL=7.10

LCL=0.85

1

1

Production Data



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Tampering Normal Variation (Common Cause)Tampering Normal Variation (Common Cause)

Over-adjustment, or, tampering with the process increasesvariation:

If your printing system has a natural variation of 0.05 and youtry to change it by adjusting the ink keys

You are guarantee to fail On-line color control example


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Special Cause VariationSpecial Cause Variation


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Treatment to reduce variation

Common Causes Special Causes

Common

Causes

Special

Causes

Mistake 1

Tampering

(increases variation)

Focus on fundamental

process change

Mistake 2

Underreacting

(missed prevention)

Focus on investigating

special causes

How do we Treat VariabilityHow do we Treat Variability

Whatthe

variation

really

is...


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Validate the Measurement SystemValidate the Measurement System


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Collect Baseline Data on DefectsCollect Baseline Data on Defects

The following is a survey of room costs in Land of ComfortCity.

How can you get information out of the data?

7362697910579101988262

74676971688368889785

10980657710597686274104

76727579756689726971

62978099527557937891

Credible Data


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Plot Defect Data Over TimePlot Defect Data Over Time

1501351201059075604530151

400

300

200

100

0

Index

Dens

ity

FriMon

Thu

Tue

Wed

Day_o_Wk

Stratified Time Series Plot



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Create & Stratify Frequency PlotsCreate & Stratify Frequency Plots

630540450360270180900

Each symbol represents up to 2 observations.

Create & stratify frequency plots


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Pareto AnalysisPareto Analysis

OtherPeopleSettingInkRegisterWater

400

300

200

100

0

100

80

60

40

20

0

Counts

Percen

t

Pareto Chart of Defects


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ANALYZEANALYZE

Indicators &

Problem

Statement(effect)

ProblemStatement

Quantified Root Causes

25%

50%

1 2 3

35

45

55

65

Customer Typ

AvgdaysOrd

Consumer

Manufacturer

Shanin ToolsProduct Type

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL



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Develop a Focused Problem StatementDevelop a Focused Problem Statement What is a Problem:

Inconsistency between what is expected & what is observed.

Expecting Observed


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Cause & Effect Diagram (Fishbone Diagram)Cause & Effect Diagram (Fishbone Diagram)

Most helpful after:

Define problem first

Problem

Method Machine

MeasurementMaterial

People

Environment

Causes Effect


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Quantify Cause-effect Relationships

36

33

14001200 Dampening

Curve

Inking

No

Yes

210-1-2

99

90

50

10

1

Standardized Residual

Percen

t

25201510

2

1

0

-1

-2

Fitted Value

Stan

dard

ized

Res

idual

210-1-2

4

3

2

1

0

Standardized Residual

Frequency

16151413121110987654321

2

1

0

-1

-2

Observation Order

Stan

dar

dized

Res

idual

Normal Probability Plot Versus Fits

Histogram Versus Order

Residual Plots for Bends

Root-CauseAnaly

sis



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IMPROVEIMPROVE

S ol ut io n S ig ma

Imp act

2

T ime

Imp act

1

C ost-

B en efitImp act

1

Oth er

Imp acts

1

T otal Ra n kGantt Chart (Pilot)

T as k J an F eb M ar Ap r M ay R es po ns ib il it y

A Jim

B Sue

C Lynn

D Bill/Jim

What When Who

CostsEnergy-saver light bulbs $9,000Installation by employee 500Cost of lost production 1,500Total cost $11,000

Benefits -Year 1Reduce electric bill by 8% $5,000Warranty for 5 years 1,800Total benefits $6,800

Cost Benefit

ForcefieldAnalysisForces Workingfor

Idea

Forces WorkingagainstIdea

Quality Functional Deployment

QFD

T AS K S A CT I VI T IE S R E SP . S T AR T D UE S T AT U S &A CT IO NS

T A SK S A CT IV IT IE S R ES P. S T AR T D UE ST A TU S & AC TI ON S

BRM Checklist

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL



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Evaluate Solution

3/203/133/62/282/212/142/71/311/241/171/101/3

600

450

300

150

0

Date

Individual

Va

lue

_X=192.8

U C L=281.7

LC L=103.8

std new

3/203/133/62/282/212/142/71/311/241/171/101/3

400

300

200

100

0

Date

Moving

Range

__MR=33.4

U C L=109.3

LC L=0

std new

Variation Before & After Improvement



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OptimizerOptimizer

Sodium

Potassium

654

2.0

1.5

1.0

0.5

0.0Water 50

Hold Values

>

< 20

20 40

40 60

60 80

80 100

100 120

120

degrees

days @100

Sodium

Water

654

60

54

48

42

Potassium 1

Hold Values

>

< 0

0 2525 50

50 75

75 100

100

degrees

@100

days

Potassium

Water

210

60

54

48

42So dium 5

Hold Values

>

< 0

0 2020 40

40 60

60 80

80

degrees

@100

days

2

0 1

40

80

4

120

5 0

6

days @100degre es

Po ta ssium

Sodium

Water 50

Hold Values

600

50

40

80

4

120

5 40

6

days @100degree s

Wa ter

Sodium

Potassium 1

Hold Values

600

50

50

0

100

1 402

days @100degre es

Wa ter

Po ta ssium

So dium 5

Hold Values

Contour Plot of days @100 degrees vs Potassium, Sodium Contour Plot of days @100 degrees vs Water, Sodium Contour Plot of days @100 degrees vs Water, Potassium

Surface Plot of days @100 degrees vs Potassium, Sodium Surface Plot of days @100 degrees vs Water, Sodium Surface Plot of days @100 degrees vs Water, Potassium



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Before Waste ReductionBefore Waste Reduction

Raw MaterialRaw MaterialVariabilityVariability

Increased ToleranceIncreased Tolerance

NoNoMaintenanceMaintenance

No TrainingNo Training

Adopted from: http://mgtclass.mgt.unm.edu/MIDS/Kraye/Mgt%20520/Quality%20Slides.ppt


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After Waste ReductionAfter Waste Reduction

Optimizing parameters reveals problems that must be solved.Optimizing parameters reveals problems that must be solved.

Raw MaterialRaw Material

VariabilityVariability

NoNo

MaintenanceMaintenance No TrainingNo Training

Adopted from: http://mgtclass.mgt.unm.edu/MIDS/Kraye/Mgt%20520/Quality%20Slides.ppt


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Implement: The 5 SImplement: The 5 S

1. SORT

2. SET in order

3. SHINE

4. STANDARDISE

5. SUSTAIN

FMEA Analysis Date (original)


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FMEA Analysis

Project: _____________________ Team: _____________________

Date ___________ (original)___________ (revised)

Item orProcess

Step

PotentialFailureMode

PotentialEffect (s)of Failure

PotentialCause(s)

CurrentControls

RPN Recommended

Action

Responsibilityand

Target Date Action TakenSeverity

Occurrence

Detection

RPN

After

Severity

Occurrence

Detection

Total Risk Priority Number = After Risk Priority Number =



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CONTROLCONTROL

Error Modes and Effects Analysis

Erro r M o de Ef fect Ana ly sis(EM EA)

Description:

Degree of Effect

Step# Process

StepE rr or C au se E ffe ct

Frequency

Severity

Detection

Total

Occurrence Prevention

(Countermeasure)

4.2.1

Assem b le all

outbound

containers in

staging area

Back in ju ry

during lift

Fo o t an d to e

injury from

dropped

cont.

Car ry -all

not available

Lif tin g

guidelines

not followed

B a c k

injuries,

lost time,

insurance

expense

0

+

2

2 4 3 9

Pu rch ase two n ew car ry -alls fo r

mailroom

In clu d e to p ic in n ew safety f ilm

4.2.2

Determ in ecorrect

pallet size

No n -stan d ard

pallet used

Ven d o r

pallets kept

Co n tain er

stack over

end of

pallet and

fall when

being lifted

2+

24 1 1 6

Inspect for non-standard pallets and

return to vendors

4.2.3

Po sitio n

empty pallet

in marked

area of

loading dock

Fu ll p alle ts

are rotated

90 by hand

Palle t set 9 0

off when

positioned -

lift truck

cant access

Back an d

hand injuries,

lost time,

insurance

expense and

rework

2

+

35 4 1 1 0

Update and clarify pallet placement

procedures

Include topic in new safety film

4.2.4

Stack

outbound

containers on

pallet not to

ex ceed two

high

Fir st lay er

not

co m p leted

before

starting

second layer

Stack guidelines

not used

Co n tain er s

fall while

being lifted

0

+1

1 1 1 3

Update and clarify loading guidelines

4.2.5

Load pallets inv eh icle with

lift truck and

secure

Tie d o wn

lin esdamage bulk

m ail wh en

tightened

Tie d o wnguidelines

not clear

In ju red

fingers,

damaged

outbound

mail

0

+

11 2 1 4

Update and clarify loading guidelines

Error Modes & Effects Analysis

Sigma Goal (CCR)

Gap

Implemented Solution

CCR

Gap

X

Process ControlSystem

Project Workplan

CCR

T AS K S A CT IV IT IE S R ES P. S TA RT D UE S T AT U S &A CT IO NS

T A SK S A CT IV IT IE S R ES P. S TA RT D UE S TA TU S & AC TI ON S

BRM Checklist

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL



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Control ChartsControl Charts

11/989/987/985/983/981/9811/979/977/975/973/971/97

10

8

6

4

2

0

Date

IndividualValue

_X=3.98

UCL=7.10

LCL=0.85

1

1

Production Data



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Overview of the DMAIC MethodOverview of the DMAIC Method

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL


process improvement, the six sigma way

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