Proyecto X Roja PDF

Statistical Engineering Apprentice Training
CTIS # 20306
Version Date: 07-20-07
Statistical Engineering
Introduction
Introduction
1-1
CTIS # 20306
Learning Objectives
At the end of this course the participant will
understand:
Red X Terms
The Importance of Strategic Thinking
How to Use Apprentice Level Red X Tools
1-2
CTIS # 20306
History Overview
Dorian Shainin (1940s)
Shainin Consulting (1970s)
GM & Shainin Relationship (1980s)
GMs Red X Strategies (2000)
Statistical Engineering (2003)
1-3
CTIS # 20306
Red X Strategies vs. Traditional Problem Solving
Quality Network
5 Whys
Fishbone
DFSS
Advanced Reliability
Methods
Brainstorming
Go Fast
Taguchi
Others
Red X Strategies
1-4
CTIS # 20306
Red X Strategies IS NOT FINDING WAYS TO FIX
PROBLEMS!
Any competent repairman can do that.
Red X Strategies IS GAINING AN
UNDERSTANDING OF HOW PROBLEMS REALLY
WORK!
With this level of understanding the fix becomes an
economic decision.
1-5
CTIS # 20306
What Can Red X Do for Me?
Interpreting the Response
If its not simple, its wrong.
Albert Einstein
1-6
CTIS # 20306
Red X Strategy Overview
The Guiding Principles of Red X Strategies Are:
Understand the physical world Learn how
the world is organized to develop efficient
strategies
Talk to the system Look for contrast and
leverage
Progressive search Start with an open mind
and throw out those things which do not fit
the clues
Keep it simple
1-7
CTIS # 20306
What Can Red X Do for Me?
Discipline fact based
Logic progressive convergence
Focused Pareto driven
Small Sample Size knowledge from extremes
Confidence statistically based
Always make good decisions!
Simple Understanding!
1-8
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What Red X Is Not?
Red X Strategies is not a new way of thinking
Red X is NOT for the obvious
1-9
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Where does Red X Strategies Fit in GM?
Seven Diamonds Process
Is the correct PRODUCTION PROCESS being
followed?
Are the correct PRODUCTION TOOLS being
used?
Are the correct PARTS being used?
Are the PARTS TO SPECIFICATION?
Is there VARIATION?
Is a DESIGN CHANGE required?
Is this an EXTREMELY COMPLEX
PROBLEM?
1
2
3
4
5
6
7
Red X
Strategies
(Design change not required)
(Mean shift)
Check
the
Obvious
1-10
CTIS # 20306
The Importance of Understanding the
Physical World
Lawn Mower Example
Situation Description:
Saturday morning
Beautiful weather
Must mow the lawn
Take lawnmower out of garage
Pull the cord the lawnmower will not start
Now what?
1-11
CTIS # 20306
Thanks for coming over everyone. I have my
lapt op and flipchart so t hat we can jump right
int o t his issue of why my lawnmower wont
st art .
Id like t o brainst orm as many causes as we can
t hink of. Then we can choose t he most likely
reason and work on t hat first .
Whod like t o be t he scribe?
Would You Do This At Home?
1-12
CTIS # 20306
Where Do You Start? With a Best Guess?
Lawnmower
Won't Start
SPARK COMPRESS
FUEL
POWER
TRANSMISSION
STARTER
SYSTEM
Fuel valve
OFF
Throttle lever
in wrong
position
Fuel Controls
Out of fuel
Bad fuel
Plug fouled
Plug
improperly
gapped.
Plug's
insulator
cracked
Engine flooded
Fuel filter
clogged
Fuel line clogged
or pinched
Carburetor
malfunction
Ignition
malfunction
(magneto)
AIR
Valves stuck
Mower deck clogged
Air filter clogged
Blades loose, bent, damaged
Bent crankshaft
Rings Worn
Cracked block
Water in
ignition system
Head Leak
Valves stuck
Mower too low
Pull cord
damaged/
snagged
Bearings damaged
No oil in
crankcase
Cracked
wire
A Cause-Effect Diagram for Faulty
Lawnmowers
1-13
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How Do We Typically Fix Problems?
Try Something and Wait
Do What Has Been Done in the Past
Do What the Experts Say
Brainstorm
Develop a Fishbone Diagram
Have a Meeting and Vote
Change the Design
Attribute It to Normal Variation
Assign a Task Force
Do a Deep Dive
Dont Tell Anyone
Blame the Supplier
Just Do Something
1-14
CTIS # 20306
?Fuel/Air
?Compression
?Spark
The Lawnmower Wont Start
How can you start to fix a lawnmower if you do
not understand how it works?
1-15
CTIS # 20306
Key Concepts and Definitions
Lawnmower Example Asking the Right Questions
Lawnmower
Won't Start
SPARK COMPRESS
FUEL
POWER
TRANSMISSION
STARTER
SYSTEM
Fuel valve
OFF
Throttle lever
in wrong
position
Fuel Controls
Out of fuel
Bad fuel
Plug fouled
Plug
improperly
gapped.
Plug's
insulator
cracked
Engine flooded
Fuel filter
clogged
Fuel line clogged
or pinched
Carburetor
malfunction
Ignition
malfunction
(magneto)
AIR
Valves stuck
Mower deck clogged
Air filter clogged
Blades loose, bent, damaged
Bent crankshaft
Rings Worn
Cracked block
Water in
ignition system
Head Leak
Valves stuck
Mower too low
Pull cord
damaged/
snagged
Bearings damaged
No oil in
crankcase
Cracked
wire
Does the blade turn when pulling on pull cord? YES!
Does the engine start with the air filter off? NO!
Do you feel air pressure with your finger on the
spark plug hole? YES!
Did the spark plug terminal arc when attached to its
wire? YES!
Is there gasoline in the fuel tank? YES!
1-16
CTIS # 20306
Red X Process
Simple Understanding
1. Listen to the customer
2. Observe the failure
3. Measure the contrast
4. Converge to the major influence
5. Confirmthe major influence
6. Implement control
1-17
CTIS # 20306
1. Air
2. Flame
3. Propane
1. Air
2. Propane
3. Flame
We Must Understand
The physical world requires you to understand
how it is organized if you are to work with it
Thinking about the world in terms of physics
helps one understand that various combinations
of the same inputs can have quite different
results:
1-18
CTIS # 20306
The greatest obstacle to discovery
is not ignorance
- it is the illusion of knowledge
Daniel Boorstin
Former Librarian of Congress
1-19
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Notes
1-20
CTIS # 20306
Red X Terminology
Red X Terminology
2-1
CTIS # 20306
Red X Terminology
Pareto
Green Y
BOB and WOW
Red X
Defect
Event
Feature
Contrast
Leverage
2-2
CTIS # 20306
Vilfredo Pareto
1848 - 1923
The Pareto Principle
20% of our problems account for 80% of the
cost
20% of our problems account for 80% of
customer complaints
Separates the vital few from the trivial many
Even if we have many problems, we must first
focus on the vital few that will provide the best
return on investment
2-3
CTIS # 20306
Lotus Notes Pareto
You cannot send e-mail messages because your
inbox exceeds its storage limit. Which messages
do you delete to free up space?
2-4
CTIS # 20306
Pareto of Lotus Notes Inbox Message Sizes
0
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Lotus Notes Pareto
2-5
CTIS # 20306
Pareto
JD Power for GMNA
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2-6
CTIS # 20306
Pareto
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Should we assign resources to
Cassette eats tapes?
2-7
CTIS # 20306
The Green
The Green Y is the Y axis from Pareto
The Green Y is what you are trying to improve
2-8
CTIS # 20306
Two-Sided One-Sided
Failures
Failures
Customer
Enthusiasm
CE
The Green Y
The Green Y can be an accounting metric (i.e.
PPH, PPM) or an engineering metric (i.e. mm,
dB)
The Green Y should focus on customer
enthusiasm instead of engineering specification
The Green Y distribution can be one- or two-
sided
2-9
CTIS # 20306
Eliminate this part of
the distribution
Green Y
CE
WOW BOB
Best of Best (BOB) & Worst of Worst (WOW)
BOBs and WOWs are NOT just good and bad
parts they are the opposite tails of the
distribution
Practically speaking, both BOB and WOW
represent a window from which the problem
solver should select parts
BOBs and WOWs are alike in every way except
for the Green Y difference
2-10
CTIS # 20306
The Red
The Red X is the largest contributor to the
observed variation (Green Y)
There can be other causes, but there is always
only one Red X
Nothing else matters until the Red X is
controlled
2-11
CTIS # 20306
Lo Hi
Chamfer Depth
F
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Y
Example of a non Red X
Lo Hi
Orifice Diameter
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Example of a Red X
How the Definitions Fit Together
What separates the single most significant cause
apart from all of the others?
2-12
CTIS # 20306
Typical Y to X Relationship
Vehicle
WOW
BOB
Customer walks home (initial problem)
Engine Assembly Failure
WOW BOB
Assembly
WOW
BOB
Engine Assembly Failure
Sub-Assembly Failure: Broken Connecting Rod
WOW BOB
Component
WOW
BOB
Sub-Assembly Failure: Broken Connecting Rod
Hard Iron Crack Initiation
WOW BOB
Defect
WOW
BOB
Hard Iron Crack Initiation
Mechanical Impact (Red X)
WOW BOB
2-13
CTIS # 20306
What Types of Problems Do We Experience?
Gap
Flush
Holes
Chips
Scratches
Noisy Axle
Door Closing
Engine Wont Start
Geometry
Strategy
Physics
Feature
(Doesnt Fit)
Defect
(Damaged)
Event
(Doesnt Work Right)
2-14
CTIS # 20306
Defect
Defects:
Evidence left behind after an undesirable
event
One time non-repeatable events
Can be quantified as attributes (good/bad)
Examples:
Cracks
Dents
Scratches
Torn
Burned
Dirt in Paint
Rust
2-15
CTIS # 20306
Event
Events:
Require an input of energy to experience the
event
Events happen over time (i.e. beginning,
middle, end)
Can be measured with either attribute or
variable (number) measurement systems
Examples:
Closing efforts
Noise
Vibration
Electrical function
Vehicle pulls
Harsh shift
2-16
CTIS # 20306
Feature
Features:
Physical characteristics that create customer
complaints
Measured with variable measurement
systems
Examples:
Gaps
Flushness
Diameter
Height
2-17
CTIS # 20306
Failure Connectivity Example cont.
FEATURE - Holes misaligned
EVENT Tightening breaks bolt
DEFECT Broken bolt
2-18
CTIS # 20306
Failure Exercise
Example
Dirt in the paint
Vehicles pull to right during braking
Clicking noise during cold engine start
Burned bearings
High effort to close glove box
Brake pulsation
Gas lid fit
Porosity in aluminum
Splits in sheet metal
Stripped screws
Gap between console and IP
Intermittent operation of power door
lock
Defect Event Feature
2-19
CTIS # 20306
Failure Exercise
Example
Dirt in the paint
Vehicles pull to right during braking
Clicking noise during cold engine start
Burned bearings
High effort to close glove box
Brake pulsation
Gas lid fit
Porosity in aluminum
Splits in sheet metal
Stripped screws
Gap between console and IP
Intermittent operation of power door
lock
2-20
CTIS # 20306
Contrast and Leverage
Definition of Contrast
The difference, or degree of difference,
between things having similar or comparable
natures
Definition of Leverage
Strategic advantage, or the power to act
effectively
A contrast you can take advantage of
2-21
CTIS # 20306
Using Red X Strategy
to Find the Cure for Smallpox
In the late 19th century, Edward Jenner decided
he was going to find a cure for smallpox...
The first thing he needed to understand is who
gets smallpox and who does not. He needed to
find a contrast...
After hearing everyone gets it for a long time, he
finally found the contrast he was looking for...
MILKMAIDS DID NOT GET SMALLPOX...
2-22
CTIS # 20306
In the 19th century, did Edward Jenner
understand immunity, white blood-cells, viruses,
and vaccines?
NO!
He understood he had a problem to fix and
accepted that he would never be able to
understand everything.
He also understood that he needed to find a
contrast.
2-23
CTIS # 20306
What can we learn from Edward Jenner?
Stay focused on defining the problem
Look for contrast
Question existing facts
Do not try to understand everything; you only
need to find out what drives the contrast
Understand that there is always going to be
noise
2-24
CTIS # 20306
How Do Problem-Solvers Document
Convergence and Contrast?
Problem solvers convey this information using
three types of Trees
Problem Definition Tree
Input: Problem
Output: Project Statement
Project Definition Tree
Input: Project Statement
Output: Red X (if an attribute
measurement system is used)
Output: Green Y Distribution (if a
variable measurement system is
used)
Solution Tree
Input: Green Y Distribution
Output: Red X
2-25
CTIS # 20306
Notes
2-26
CTIS # 20306
Based on customer feedback, what
project should I be working on?
3-1
LISTEN to the Customer Problem Definition
OBSERVE the Failure Project Definition
MEASURE the Contrast Solution Tree
(Isoplot)
CONVERGE to the Solution Tree
Major Influence (Clue Generation)
CONFIRM the Major Solution Tree
Influence (Red X) (Confirmation)
IMPLEMENT: Control the Solution Tree
Major Influence (Red X) (Implementation)
(Isoplot)
CTIS # 20306
What is a Problem Definition Tree?
It is a tool to assist in clearly defining projects
It utilizes OPINIONS in the form of
complaints, failures, down time, cost, etc., to
identify which project is most important.
It starts off very broad and ends with a clearly
defined project that ties into the things
management cares about.
3-2
CTIS # 20306
Problem Definition Tree Example
Use the following data to identify the JD Power
technical project with the highest leverage.
3-3
CTIS # 20306
Version Date: 07-20-07 3-4
CTIS # 20306
J.D. Power Tracking Study
Fort Wayne -- Plant Total Total PPH 101
3 Month-of-Build Rolling Average: Sep - Nov, 2003 Sample Size
P P H
Wind noise 6 . 6
Poor/uncomfortable lumbar support 3 . 7
Brake pedal feels mushy/soft 3 . 2
Hard to open/close 3 . 1
Excessive fuel consumption 2 . 6
Automatic shifts roughly 2 . 6
Speakers vibrate/rattle 2 . 4
Paint chip/scratch at delivery 2 . 3
Unusual transmission noises 2 . 0
Windshield wipers 1. 9
Tot al 3 0 . 3
% of Tot al P robl ems # # #
Driver's Side P assenger's Si de
Rear Front Rear Rear Front Rear
Front Side of of Front Side of of Trunk/
Door Door Vehicle Vehicle Door Door Vehicle Vehicle Hatch Hood Roof Sunroof
6 . 6 Wind noise 46% 14% 27% 13% 34% 12% 13% 8% 1% 0%
0 . 5 Water leaks 47% 11% 0% 0% 53% 0% 11% 0% 0% 23% 0%
0 . 7 Molding loose 32% 24% 32% 22% 9% 17% 23% 9% 18% 0%
1. 4 Gaps/poor fit 32% 0% 33% 11% 10% 0% 4% 0% 7% 10% 0%
3 . 1 Hard to open/close 55% 7% 53% 4% 7% 2% 0%
2 . 3 Paint chip/scratch at delivery 36% 3% 21% 19% 10% 3% 5% 23% 6% 8% 4% 0%
1. 7 Paint blemish at delivery 17% 15% 10% 25% 14% 9% 6% 5% 0% 22% 6% 0%
0 . 6 Dents/dings at delivery 32% 0% 10% 24% 0% 0% 10% 8% 17% 8% 0% 0%
0 . 5 Fog/condensation in lenses 90% 0% 0% 10% 0%
0 . 5 Fuel door problem 0. 8 Headlights not aimed properly 0 . 3 Cracked windshield 0 . 0 Spare tire rattles
2 . 4 Other exterior problems
Damaged/ Defect/
Squeak Gap/ Dirty at Blemish in
or Rattle Poor Fit Delivery Materials
1. 8 Instrument panel/dashboard 75% 8% 3% 14%
0 . 5 Glove box 78% 0% 11% 11%
0 . 0 Airbag cover 0% 0% 0% 0%
1. 3 Door panel 64% 24% 19% 8%
0 . 5 Headliner 48% 0% 20% 11%
0 . 5 Carpet 89% 11% 0%
0 . 5 Center console 29% 30% 30% 10%
0 . 1 Overhead console 100% 0% 0% 0%
0 . 0 Rear parcel shelf/cargo cover 0% 0% 0% 0%
0 . 0 Rear compartment floor cover 0% 0% 0% 0%
0 . 3 Fuel gauge inaccurate/doesn't work properly 0 . 7 Distortion/blemish in windshield
0 . 5 Other gauges/instruments don't work properly 0 . 1 Distortion/blemish in rear window
0 . 3 Instrument panel lights don't work properly
2 . 0 Other interior problems
Automati c or Auto/Manual Hybrid M anual
2 . 6 Shifts roughly 0. 4 Clutch chatter
1. 2 Slips/shifts erratically 0 . 1 Gears grind when shifting
0 . 5 Shifts up/down too of t en 0 . 1 Clutch pedal problem
0 . 4 Gearshift hard to operate 0 . 5 Gearshift hard to operate
0 . 9 Difficult to shift in/out of 4WD 2 . 0 Unusual transmission noises 0 . 3 Transmission fluid leaks
1. 3 Other transmission problems
When? Where?
Steady
Engine Engine Stop/Go Highway
Hot Cold Driving Driving
0 . 1 Hard to start 0% 100%
0 . 2 Won't start at all 0% 100%
0 . 7 Stumbles/hesitates/dies 17% 84% 40% 16%
0 . 1 "Check Engine Light" indicated a problem 100% 0% 0% 0%
1. 0 Idles rough/too fast 44% 91%
1. 7 Unusual engine noises 68% 56% 53% 44%
0 . 6 Engine lacks power 59% 33% 43% 25%
0 . 0 Excessive oil consumption 0 . 0 Oil leaks
0 . 6 Exhaust system problems 2 . 6 Excessive fuel consumption
Engine required unscheduled repairs for. . . 0 . 0 Emissions 0 . 3 Computer 0 . 6 Other
0 . 6 Other engine problems
Bold numbers indicate PP100 for the 135 possible problems. Published 2/18/2004 v 1.0
1211
Vehicle
Interior
Transmissio
n
Engine
Vehicle
Exterior
Top 10
Problems
Symptoms
3-5
CTIS # 20306
Problem Definition Tree (Example)
J. D. Power
Reduce JD Power 3 month average score for
GMT 800 trucks built @ Ft. Wayne Assy.
Other Buckets
< 10.2 PPH
Transmission
10.2 PPH
Ride, Handling
and Braking
20.5 PPH
Vehicle
Exterior
21.5
Other
Categories
< 2.3 PPH
Paint chip and
scratches
2.3 PPH
Hard to Open /
Close
3.1 PPH
Wind Noise
6.6 PPH
Other areas
Passengers
front door 34%
(2 PPH)
Drivers side
front door 46%
(3 PPH)
Eliminate the source of windnoise on the drivers side
front door worth 3 PPH on GMT 800 at Ft. Wayne Asy.
Pareto:
Bucket with
highest PPH
in JDP
Pareto:
Windnoise has
highest PPH in
Vehicle Exterior
Identified
project to reduce
JDP @ Ft. Wayne
Current JDP = 101 PPH
Goal JDP = < 90 PPH
3-6
Pareto:
Area with
highest PPH
for windnoise
CTIS # 20306
Example - Missing Headliner Retainer
At a quality gate review a problem has been
identified. Here is what was presented at that
meeting:
Total failures at the quality gate were 385 failures
for the week.
The plant builds 50 jobs per hour on 2 shifts (4000
vehicles per week).
159 vehicles were written up this week for missing
headliner retainers.
A supervisor from trim says his guys are installing
retainers on all vehicles and someone must be
pulling them out.
Another person suggests that the headliner
supplier made a change and now the headliners
seem too stiff.
2 other plants build the same product and have no
failures for missing headliner retainers.
The quality gate leader states that the next biggest
issue is an interior console latch problem with 40
failures last week.
The plant manager looks at you and directs you to
eliminate the failures from this gate so he can stop
working overtime in repair.
What would your Problem Definition Tree look like?
3-7
CTIS # 20306
Feedback from Quality Gate
Feedback from other Plants
Eliminate the source of Missing Headliner Retainers on
Vehicle 1 at Plant A
Plant A Vehicle 1 To reduce failures at Quality Gate -
Current 385 failures/4000 vehicles
All other failures
< 40/4000
Plant A 159/4000
Other Plants 0
failures
Interior Console
Latch 40/4000
Missing
Headliners
Retainers
159/4000
Pareto:
Missing H/Liner Retainers
is highest frequency
problem in Quality Gate
Pareto:
Missing H/Liner Retainers
problem only occurs at
Plant A
Assigned project to
reduce Quality Gate
failures @ Plant A
CTIS # 20306
Based on my observations, what causes the
failure and how am I going to quantify it?
4-1
(Isoplot)
(Isoplot)
CTIS # 20306
What is a Project Definition Tree?
It is a tool that converts the assigned project
into a Red X candidate or a Green Y variable
measurement
Every project has a Project Definition Tree
It is owned by the problem solver and is
based on their observations
4-2
CTIS # 20306
...a Fishbone diagram
of all the potential root
causes
carried over to a
solution tree until a
variable Green Y
distribution is defined
generated to
document everything
that was done
employ Pareto and
prioritization to converge
on a Red X or Green Y
leverage attribute data
for creative splits to find a
Red X or define a Green Y
represents a living
document generated at the
beginning of a project and
updated accordingly as
knowledge is gained
4-3
CTIS # 20306
Anatomy of a Project Definition Tree
Rationale
1. What will be improved
and by how much?
2. What type failure
is this project?
Project Identified in a
3. With the failure type identified,
ask a question to eliminate a
portion of this new topic.
Continue
Until
Identify a
candidate for
the Red X.
or
Identify a variable
measurement of the event
or feature driving the failure.
4-4
4. How many have you
observed of each?
CTIS # 20306
4-5
CTIS # 20306
Retainer
interference
Retainer
installation
depth
Installation
process variation
Retainer variation
Other Strategy
Choices
Location to
Location
Feature
Installed and fell
out 24/25
Never installed
1/25
Event
Continued
Location 5 14/25
See Process Flow Diagram observations
for Headliner install
See Defect analysis. Location 5 = 3 rib
depth. Location 2 & 8 = 6 rib depth.
Concentration Diagram
Joint variation
Plant A - Vehicle 1
Eliminate the source of missing Headliner Retainers on our
GM Vehicle at our GM Plant
21 vehicles observed with missing
retainers
See Strategy Diagram
Of 25 missing retainers, 24 were found
on floor or seat of vehicle.
Location 6 6/25 Location 4 3/25
Other locations
< 2/25
Defect
4-6
CTIS # 20306
F
r
e
q
u
e
n
c
y
Eliminate the source of varying relationship of headliner to
body at retainer locations on Vehicle 1 at Plant A
Continued
Measure number
of ribs on retainer
Measure
relationship of
Headliner to
body
Better resolution with variable
measurement of headliner to body.
0
1
2
3
4
0 10 20 30 40
Green Y
Current
Required
Customer Enthusiasm
( mm )
4-7
CTIS # 20306
Notes
4-8
CTIS # 20306
An important step in the dictionary game is
documenting the type of split used on the Problem
Definition, Project Definition, and Solution Trees.
Some commonly used splits are listed below:
Dictionary Split
A dictionary split eliminates part of the physical world of
the problem in order to get to the smallest dictionary that
contains the full range of variation. Part of the physical
world is thrown way. This split can be used on the
project definition or solution tree.
Focus Split
A focus split is used to concentrate on the most important
problem in order to make the search go faster. This split
can be used on the Problem and Project Definition Trees
in combination with Pareto and Concentration Diagrams.
A focus split implies read-across potential.
An important step in the dictionary game is
documenting the type of split used on the Problem
Definition, Project Definition, and Solution Trees.
Some commonly used splits are listed below:
Dictionary Split
A dictionary split eliminates part of the physical world of
the problem in order to get to the smallest dictionary that
contains the full range of variation. Part of the physical
world is thrown way. This split can be used on the
project definition or solution tree.
Focus Split
A focus split is used to concentrate on the most important
problem in order to make the search go faster. This split
can be used on the Problem and Project Definition Trees
in combination with Pareto and Concentration Diagrams.
A focus split implies read-across potential.
Focus Split:
Based on Pareto
Fix left, read
across to right
Focus Split:
Based on Pareto
Fix left, read
across to right
Decision Splits
Left Side Door
(10 PPH)
Right Side Door
(8 PPH)
Body Shop Paint Shop
Dictionary Split:
Defect found in
Body Shop
Dictionary Split:
Defect found in
Body Shop
4-9
CTIS # 20306
Strategy Split
A strategy split is used when choosing between 2 or more
approaches to finding a Red X. This split is used in
conjunction with the strategy diagram and is shown on the
Project Definition or Solution Tree.
Aggravation Split
An aggravation split increases the ability to see the
differences between the BOB and WOW.
Connectivity Split
Used when the customers Green Y is connected to another
Green Y which is easier to work on or provides better
contrast.
Strategy Split
A strategy split is used when choosing between 2 or more
approaches to finding a Red X. This split is used in
conjunction with the strategy diagram and is shown on the
Project Definition or Solution Tree.
Aggravation Split
An aggravation split increases the ability to see the
differences between the BOB and WOW.
Connectivity Split
Used when the customers Green Y is connected to another
Green Y which is easier to work on or provides better
contrast.
Aggravation Split:
BOB doesnt rattle
on rough road
profile; WOW
rattles entire cycle
Aggravation Split:
BOB doesnt rattle
on rough road
profile; WOW
rattles entire cycle
Connectivity Split:
All parts that rattle
contact at surface A;
measure clearance (mm)
Connectivity Split:
All parts that rattle
contact at surface A;
measure clearance (mm)
Decision Splits (continued)
Clearance
(variable)
Rattle
(attribute)
Road simulator:
rough road profile #5
Regular roads
Side to Side
Same Car
Other
Strategies
Strategy Split:
Provides most
contrast and best
leverage
Strategy Split:
Provides most
contrast and best
leverage
4-10
CTIS # 20306
Decision Splits (exercise)
Which Decision Split best describes each of the following?
1
2
3
4
5
GMT 900 Vortec
5300 V-8
Other Engines
Pareto shows highest noise
frequency occurs on GMT
900 Vortec 5300 V-8. Will
read across to other engines
Split
Cracked
Case
Other Possible
Causes
All blocks that leak
have a cracked wall
Split
Operation 50
Other Operations
Burrs are found on pistons
after Operation 50
Split
Induce 100 thermal
cycles on dyno
Drive Vehicle
Quickly recreate
failure environment
Split
Part to Part
Other Strategies
Provides best
contrast and leverage
Split
4-11
CTIS # 20306
Decision Splits (exercise)
Which Decision Split best describes each of the following?
1
2
3
4
5
GMT 900 Vortec
5300 V-8
Other Engines
Pareto shows highest noise
frequency occurs on GMT
900 Vortec 5300 V-8. Will
read across to other engines
Focus Split
Cracked
Case
Other Possible
Causes
All blocks that leak
have a cracked wall
Connectivity Split
Operation 50
Other Operations
Burrs are found on
pistons after Operation 50
Dictionary Split
Induce 100 thermal
cycles on dyno
Drive Vehicle
Quickly recreate
failure environment
Aggravation Split
Part to Part
Other Strategies
Provides best
contrast and leverage
Strategy Split
4-12
CTIS # 20306
Solution Tree
Solution Tree
Based on my measurements, what is
the largest source of contrast (? P)?
5-1
(Isoplot)
(Isoplot)
CTIS # 20306
Solution Tree
What is a Solution Tree?
It documents convergence to the Red X
utilizing the variable measurement system
It always starts with a distribution of the
Green Y
The first split on the Solution Tree always
questions the measurement system
A Solution Tree ends with a proven Red X, a
corrective action, and proof that the corrective
action was effective
5-2
CTIS # 20306
Solution Tree
...a Fishbone diagram of all
the potential root causes
generated to document
everything that was done
require a variable
measurement of the Green Y
start with the Green Y as
defined by the Project
Definition Tree and ends with
the identification and
elimination of the Red X
typically show the first split
as product variation versus
measurement variation
5-3
CTIS # 20306
Anatomy of a Solution Tree
Rational
1. Green Y Distribution
identified from Project
Definition Tree
2. How much variation is in my
process and measurement system?
? P = 70 ? M = 5 3. Is my measurement
system good enough?
(DR > 6)
4. Which strategy shows the most
contrast?
5. Strategy Diagram
identifies ? P = ?
for each strategy
Continue
Until
Identify a
candidate for
the Red X.
6. All questions are
answered with ? P
CONFIRMED RED X
5-4
CTIS # 20306
Solution Tree
5-5
CTIS # 20306
To Project Definition Tree
Regular Wheel Base
Extended Wheel
Base
Highest problem frequency
occurs on extended wheel base.
Find and eliminate the Red X causing high effort to tilt the second row seat
assembly in U-vans built at Doraville
Project assigned by
management at the end of the
Problem Definition Tree.
First Row
(0/25)
Third Row
(0/25)
Second Row
(25/25)
The second row is the only seat
location with this complaint
Function
18 PPH
Appearance
3 PPH
Highest failure for the seat
assembly.
Tilt Seat Assembly
(25/30)
Tilt Seat Back
(1/30)
Comfort Adjustments
(4/30)
Verbatims state complaints are
for high effort when tilting the
seat to gain access.
Seat Assembly
21 PPH
Seat Belts
11 PPH
Highest complaint type.
PROBLEM DEFINITION TREE
Exterior
22 PPH
Seats
32 PPH
Reduce J.D. Power customer complaints on U-vans built at Doraville
The current J.D. Power rate is
180 PPH while the J.D. Power
goal is 140 PPH.
Other Categories
Less than 15 PPH
Highest complaint category.
How the Trees Relate
5-6
CTIS # 20306
From Problem
Definition Tree
To Solution Tree
5-7
CTIS # 20306
From Project
Definition Tree
Are we done?
5-8
CTIS # 20306
Problem Project Solution Strategy
General Statement,
i.e., improve JDP,
Warranty, etc.
Focused Project
Statement
Problem
A
20 pph
Other
Issues
<20 pph
Focused Project
Statement
Management tool
based on Pareto to
tell you what
project to work on.
USE
PARETO
Feature Event Defect
OBSERVE
THE
FAI LURE
Green Y Distribution
Establish a
measurable Green Y
or find the Red X
(attribute).
Delta
P
Delta
M
Part to
Part
Other
Strategies
Find and confirm
the Red X and
implement
corrective action.
Understand the
contrast in all the
families of
variation.
To
Same A
A
To
A
Same B
B
To
B
Same C
Time
To
Time
80 90 100 110 120 130 140
Green Y(units)
Current
Required
CEL
80 90 100 110 120 130 140
Green Y(units)
Current
Required
CEL
Problem Project Solution Strategy
General Statement,
i.e., improve JDP,
Warranty, etc.
Focused Project
Statement
Problem
A
20 pph
Other
Issues
<20 pph
Focused Project
Statement
Management tool
based on Pareto to
tell you what
project to work on.
USE
PARETO
Feature Event Defect
OBSERVE
THE
FAI LURE
Establish a
measurable Green Y
or find the Red X
(attribute).
Delta
P
Delta
M
Part to
Part
Other
Strategies
Find and confirm
the Red X and
implement
corrective action.
Understand the
contrast in all the
families of
variation.
To
Same A
A
To
A
Same B
B
To
B
Same C
Time
To
Time
80 90 100 110 120 130 140
Green Y(units)
Current
Required
CEL
80 90 100 110 120 130 140
Green Y(units)
Current
Required
CEL
Problem, Project, & Solution Tree Flow Chart
5-9
CTIS # 20306
What is wrong with this Tree?
BEWARE: When Trees Become Fishbones
5-10
CTIS # 20306
Process Flow Diagrams
Process Flow Diagrams
What is the current
manufacturing process?
6-1
(Isoplot)
(Isoplot)
CTIS # 20306
Process Flow Diagram
Guidelines
WALK THE PROCESS
This cannot be done at your desk
Show the input and output of each operation
Diagram all possible product flow paths
Show all the relevant potential families of
variation
i.e.Orientation, fixturing, raw materials
A process flow diagram can be much more than
a list of words with arrows between them
6-2
CTIS # 20306
Input Process Function
Rough machined Op. 20 Rough bore, 2 spindles
block Bore Bore on one head
1 3
Same
Bore Bore
2 4
Mill the half rounds
Mill the bulkheads
Mill slivers
Left Right
Finish bore the
Bore Bore counterbore geometry
1 3
Same
Bore Bore
2 4
Clean, leak free Op. 60 Install 4 cold liners
block and randomly into the
purchased bore block
liners
Rap liners
Bore Bore
1 3
Rap liners
Bore Bore
2 4
Machined block Op. 130 Op. 130 Finish mill the head
with liner and B-side A-side deck
bedplate. Rough bore, chamfer and
Bore Bore Bore Bore finish hole
1 3 1 3
Same
Bore Bore Bore Bore
2 4 2 4
Gage all bores
1 2 3 4 1 2 3 4 automatically
10
8L
L850 Block Process Flow Diagram
Note: Only operations which relate to the bore are listed.
11
12
Operation
2R
6L
4R
2R
1
14
12R
7R
8R
9R
5R
11R
12R
13R
6-3
CTIS # 20306
Process Flow Diagram
Missing Headliner Retainers
1
8 7
6
5 4
3
2
1
8 7
6
5 4
3
2
1
8 7
6
5 4
3
2
10 job lengths
Headliner Install
Common Headliner Retainer used
at all locations on both sides.
Same installation process used at
all locations on both sides.
Side Trim Install
Windshield/Sunroof/Trim Install
Other Operations
Quality Gate Inspection
First observation of missing
retainers.
1
8 7
6
5 4
3
2
6-4
CTIS # 20306
The Essence of Strategy
The Essence of Strategy
How can I efficiently eliminate
what is not causing the failure?
7-1
(Isoplot)
(Isoplot)
CTIS # 20306
Rules: Using a dictionary as an aid
Ask any question with Yes or No as the
only response
Objective: Determine the correct previously chosen
word with the fewest number of
questions
Hints: 1. What do I know about a dictionary?
2. How can I use this to ask strategic
questions?

The Dictionary Game
7-2
CTIS # 20306
Notes
7-3
CTIS # 20306
The Game
Good Questions
A good question has no emotion tied to the
response
A good question leads you to the next question
Poor Questions
A poor question leads to a dead end
Examples include:
Noun Verb
Animal Vegetable Mineral
Vowel Consonant
Be willing to change your strategy
Always question your measurement system
7-4
CTIS # 20306
Eliminate all other factors, and the one
which remains must be the truth. How
often have I said to you that when you
have eliminated the impossible,
whatever remains, however improbable,
must be the truth?
It is a capital mistake to theorize before
one has data. Insensibly, one begins to
twist facts to suit theories, instead.
Sherlock Holmes
Sir Arthur Conan Doyle
Strategy in Literature
7-5
CTIS # 20306
Heres my strategy on the Cold War -
We win, they lose.
Ronald Wilson Reagan
Strategy in Politics
7-6
CTIS # 20306
X to Y Thinking
Scientific Method
Strategy: Change one or more causes (X) to
determine whether they create a change in
effect (Y)
Assumption: I know the relationship between
cause and effect
7-7
CTIS # 20306
Y to X Thinking
Red X Strategies
Strategy: Look for differences in various causes
(X) at the extremes of the effect (Y) to
progressively narrow in on the one cause (X)
driving the variation
Assumption: I can understand the physics by
observing the extremes
7-8
CTIS # 20306
Remember.
Statistical Engineer = Technical Detective
1. Identification of CONTRAST
2. Asking questions that ELIMINATE primary contributors to
that contrast
3. Factual data to identify the PARETO to support the
elimination decision
All 3 must be present for each decision made in a
Problem Definition, Project Definition or Solution Tree.
7-9
CTIS # 20306
Notes
7-10
CTIS # 20306
Strategy Diagram
Strategy Diagram
Where can I observe the most contrast?
8-1
(Isoplot)
(Isoplot)
CTIS # 20306
Strategy Diagrams
What is a Strategy Diagram?
Strategy diagrams are a way to document
possible contrasts for the Green Y that you
can leverage during your project
A Strategy Diagram should be developed
prior to observing the failure
First contrast family always questions the
repeatability of a Green Y measurement
8-2
CTIS # 20306
Defect Strategy Diagram
Where can I observe the most contrast
when I have a defect type failure?
9-1
(Isoplot)
(Isoplot)
CTIS # 20306
Strategy Diagram Development
1. What is the failure?
Windshields are breaking at a high rate
2. Does anyone know why?
Lots of theories, but problem will not go away
Develop a Strategy Diagram
9-2
CTIS # 20306
What type failure do we have?
There are three types of failures:
Defect, Event, and Feature
Cracked windshields are a defect
9-3
CTIS # 20306
Defect
to Defect
Same Location
Is there repeatability in the observation
of cracks in the windshield?
C
r
a
c
k

o
r

N
o

C
r
a
c
k
9-4
CTIS # 20306
Location
to Location
Same Edge
Are there locations that do not
have cracks along the same edge?
C
r
a
c
k
N
o

C
r
a
c
k
9-5
CTIS # 20306
Edge
to Edge
Same Vehicle
Are there edges that do not have
cracks on the same vehicle?
Crack
N
o

C
r
a
c
k
No Crack
N
o

C
r
a
c
k
9-6
CTIS # 20306
Vehicle
to Vehicle
Same Time
Are there vehicles that do not have
cracks at the same time?
Crack
No Crack
9-7
CTIS # 20306
Time to
Time
Are there times that have
lower failure rates?
Cracked Windshields
0
10
20
30
40
50
J
a
n
F
e
b
M
a
r
A
p
r
M
a
y
J
u
n
e
J
u
l
y
A
u
g
S
e
p
t
O
c
t
N
o
v
D
e
c
Time
#

o
f

F
a
i
l
u
r
e
s
Low Failure Rate
for Cracked
Windshields
High Failure Rate
for Cracked
Windshields
9-8
CTIS # 20306
Is there repeatability in the
observation of cracks in the
windshield?
Strategy Question
Are there locations that do not have
cracks along the same edge?
Are there edges that do not have
cracks on the same vehicle?
Are there vehicles that do not have
cracks at the same time?
Are there times that have lower
failure rates?
Time to
Time
Defect
to Defect
Same Location
Vehicle
to Vehicle
Same Time
Edge
to Edge
Same Vehicle
Location
to Location
Same Edge
Defect Strategy Diagram Example
Cracked Windshield
9-9
CTIS # 20306
Defect
to
Defect
Is observation of Headliner
Retainer present or not
repeatable?
Same Location
Location
to
Location
Are the Headliner
Retainers missing from the
same location?
Same Side
Side
to
Side
Are the Headliner
Retainers missing from the
same side?
Same Vehicle
Vehicle
to
Vehicle
Are the Headliner
Retainers missing from all
vehicles?
Same Model
Model
to
Model
Are the Headliner
Retainers missing on all
models?
Same Shift
Shift
to
Shift
Are the Headliner
Retainers missing on both
shifts?
Same Plant
Plant
to
Plant
Are the Headliner
Retainers missing at all
Plants?
Same Time
Continuation of the Missing Headliner Retainers Project
9-10
CTIS # 20306
Notes
9-11
CTIS # 20306
Defect Strategy Diagram Exercise
Problem Description:
Engine beauty covers are found with one or
more of the four retaining tabs broken resulting
in a loose cover.
Each car has only one beauty cover and either a
6.0 liter or a V8 engine.
Layout the Strategy Diagram
6.0L
V8
Beauty Cover
Broken Tab
9-12
CTIS # 20306
Broken Tabs on Beauty Cover
9-13
CTIS # 20306
Defect Strategy Diagram Exercise Answer
Do multiple
observations of the
same part give the
same result?
Which location broke
and which locations did
not break?
Which side of the
part are the broken
tabs found?
What is the current
failure rate of the
broken tabs?
Are there times when
the failure rate for
broken tabs has been
less?
Time to
Time
Defect
to Defect
Same Location
Vehicle
to Vehicle
Same Model
Side
to Side
Same Vehicle
Location
to Location
Same Side
Model
to Model
Same Time
Do other models have
a lower failure rate for
broken tabs?
Repeatable Response
of broken or not broken
Broken
Not Broken
Broken
Not Broken
Not Broken Broken
0% Broken
5.3L
5% Broken
6.0L
0
1
2
3
4
5
Time
%

B
r
o
k
e
n
Good Time
Bad Time
Observation
9-14
CTIS # 20306
Event Strategy Diagram
How can I observe contrast
with an Event type failure?
10-1
(Isoplot)
(Isoplot)
CTIS # 20306
Event Measurement Systems
Events can be quantified with attribute or variable
measurement systems.
Attribute Measurements Variable Measurements
Rattle in the dash Door Closing Efforts
Waterleak Vehicle Pulls and Leads
Tail Lamp Doesnt Work Loose Fasteners
Windnoise Voltage Drain
Both require:
1. Experiencing the same event the customer
complains about
2. Definition of the test required to reproduce the
event
Attribute Measurement Requires:
Ability to rate each test event as good or bad
Variable Measurement Requires:
Ability to measure the results of each test with a
number (measurement)
10-2
CTIS # 20306
Event Strategy Diagram Example
(Variable Measurement System)
Non Conformity Code (NCC) 736: Excessive
Time to Shift from Neutral to Reverse
The 4T40 transmission has two lines and ten
test stands
The test stand measures the amount of time,
in milliseconds, that it takes the transmission
to shift from neutral to reverse
The plant makes two different models
10-3
CTIS # 20306
Non Conformity Code (NCC) 736 Flow Diagram
The diagrams below show the importance of getting
out to the floor to view the process. Two lines and ten
test stands can be interpreted two ways, as follows:
Line 2
Line 1
T.S. #1
T.S. #10
Test Stand to
Test Stand
Same Line
In this case, each test stand can run parts from only
one line. Thus the line contains the test stands.
1
Line 1
Line 2
T.S. #1
T.S. #10
Line to Line
Same Test Stand
In this case, each test stand can run parts from either
line. Thus the test stand contains the lines.
2
10-4
CTIS # 20306
Repeatability of time measured in milli-
seconds
Do any shift correctly?
Is one model better then the rest?
Are all test stands rejecting transmissions?
Have we always had this problem?
Time to
Time
Event
to Event
Same Transmission
Stand
to Stand
Same Line
Model
to Model
Same Test Stand
Trans.
to Trans.
Same Model
NCC 736: Excessive Time to shift from Neutral to Reverse
Event Strategy Diagram Exercise Answer
Are the failures unique to one line?
Line
to Line
Same Time
10-5
CTIS # 20306
Event Strategy Diagram Exercise
(Attribute Measurement System)
Clicking noise in an engine compartment with
a hot engine at idle on GMT800 5300 V-8
5 V-8 engine options available on GMT800
Several plants produce GMT800 products
Product has been in production for multiple
years
10-6
Layout a Strategy Diagram
CTIS # 20306
Event
to Event
Same Location
Location
to Location
Same Side
Side
to Side
Same RPM
RPM
to RPM
Same Temperature
Temperature
to Temperature
Same Vehicle
Engine Type
to Engine Type
Same Plant
Vehicle
to Vehicle
Same Engine
Type
Plant
to Plant
Same Time
Time
to Time
Is the clicking noise
coming from a
specific location?
Can we repeat the
clicking noise event in
an engine compartment
with a hot engine at idle
on GMT800 5300 V-8?
Is the clicking
noise coming from
a specific side?
coming at a specific
RPM?
coming at a specific
temperature?
coming from a
specific vehicle?
coming from a
specific engine type?
Is the clicking
noise coming from
a specific plant?
Is the clicking
noise coming from
a specific time?
10-7
CTIS # 20306
Event Strategy Diagram Exercise
Customers are complaining about power seat
position controls not working.
The power seat position control moves the lower
seat fore-aft, up-down, and angle (combination).
You do not know which direction failures are
found.
The same controls are found on passenger and
driver seats, as well as other similar model
vehicles.
Your measurement system is moves or does
not move when the switch is activated.
What does your Event Strategy Diagram
look like for this project?
up - down
fore - aft
Power seat position control
10-8
CTIS # 20306
(Power Seat Position Control)
10-9
CTIS # 20306
Time to
Time
Event
to Event
Same Direction
Side
to Side
Same Vehicle
Function
to Function
Same Side
Direction
to Direction
Same Function
Vehicle
to Vehicle
Same Model
Model
to Model
Same Time
Repeatability of seat moves or seat does
not move when switch is activated
up
down
up - down
fore - aft
LH RH
Veh # 1 Veh # 2
Model A Model B
0
1
2
3
4
5
Time
#

S
e
a
t

F
a
i
l
u
r
e
s
10-10
CTIS # 20306
Feature Strategy Diagrams
How can I observe contrast
with a Feature type failure?
11-1
(Isoplot)
(Isoplot)
CTIS # 20306
Similar to Defect and Event Strategy Diagrams.
Starts with Feature to Feature Strategy
(Does my measurement of this feature repeat?)
Only variable measurement systems can be
used for features.
11-2
CTIS # 20306
Feature Strategy Diagram Exercise
Large gap between door and front fender at
bottom location on SSR
1 Plant produces product
Vehicle has been in production for 2 months
Only 1 model of SSR
11-3
CTIS # 20306
Feature
to Feature
Same location
Can we repeat the feature measurement of gap
between the door and fender at the bottom location?
Big
gap
11-4
CTIS # 20306
Location
to Location
Same Side
Does the gap vary along one side of the vehicle?
Big
gap
Small
gap
11-5
CTIS # 20306
Side
To Side
Same Vehicle
Is the gap bigger on one side than the other?
Small
gap
Big
gap
11-6
CTIS # 20306
Vehicle
to Vehicle
Same Time
Is the gap bigger on some vehicles than others?
Big
gap
Small
gap
11-7
CTIS # 20306
Time
To Time
Did the gap problem occur at a specific time?
Gap at Left Hand Lower Door to
Fender
0
1
2
3
4
5
6
7
8
9
10
V
I
N

0
0
1
V
I
N

0
0
2
V
I
N

0
1
5
V
I
N

0
1
8
V
I
N

0
2
4
V
I
N

0
5
9
V
I
N

0
6
6
V
I
N

0
7
0
V
I
N

0
7
9

V
I
N

0
9
0
V
I
N

1
1
2
V
I
N

1
1
5
Build Order
G
a
p
Small Gap Large Gap
11-8
CTIS # 20306
Can we repeat the feature
measurement of gap between
the door and fender at the
bottom location?
Feature
to Feature
Same Location
Location
to Location
Same Side
Side
to Side
Same Vehicle
Vehicle
to Vehicle
Same Time
Time to
Time
Does the gap vary along one side of
the vehicle?
Did the gap problem occur at a
specific time?
Is the gap bigger on some vehicles
than others?
Is the gap bigger on one side than
the other?
11-9
CTIS # 20306
A plant was experiencing a 5% reject rate at the end-
of-line gage for flange height too low on the drive
sprocket support.
The plant has two machines with two spindles per
machine.
The plant runs two shifts with one job-setter per shift.
Feature Strategy Diagram - Exercise
Drive Sprocket Support Flange Height
11-10
CTIS # 20306
The Drive Sprocket Support (as machined through Operation 20)
Flange Height is the
dimension studied
Drive Sprocket Support
Flange Height Exercise
11-11
CTIS # 20306
How do you complete the Strategy Diagram?
X
X
O
O
Outer Circle
Inner Circle
X
O
Construct a Strategy Diagram
Measurement -
Measurement
Measurement to measurement is
the starting point for the Strategy
Diagram. Same Point
11-12
CTIS # 20306
Strategy Diagram Exercise Worksheet
11-13
CTIS # 20306
Is there repeatability for the measurement
of Drive Sprocket Support Flange Height?
Are there points with different heights?
Is the flange tapered in or out?
Are there parts with flange height at the
high end?
Does flange height vary over time?
Time to
Time
Meas. to
Meas.
Same Point
Part
to Part
Same Spindle
Circle
to Circle
Same Part
Point
to Point
Same Circle
Spindle
to Spindle
Same Machine
Machine
to Machine
Same Time
Does one spindle produce more
variation then the other?
Does one machine produce more
variation than the other?
Strategy Diagram Exercise Answer
Drive Sprocket Support Flange Height Example
11-14
CTIS # 20306
Where are the highest and lowest
concentration of defects?
12-1
(Isoplot)
(Isoplot)
CTIS # 20306
What is a Concentration Diagram?
12-2
A Concentration Diagram is an attribute
measurement of the location of a defect or some
other undesirable characteristic.
It is used to monitor the location of an attribute
defect with respect to some region or configuration
of a process or product in order to find associated
non-random patterns.
If a non-random pattern is discovered, you are
getting closer to naming the Red X.
A Concentration Diagram is always blind to
changes in magnitude.
A Concentration Diagram is an attribute
measurement of the location of a defect or some
other undesirable characteristic.
It is used to monitor the location of an attribute
defect with respect to some region or configuration
of a process or product in order to find associated
non-random patterns.
If a non-random pattern is discovered, you are
getting closer to naming the Red X.
A Concentration Diagram is always blind to
changes in magnitude.
CTIS # 20306
Rules to Construct a Concentration Diagram
Develop a Strategy Diagram.
Make a sketch of the part or process to be
studied.
Choose the sample size take as many
samples as necessary to identify a random or
non-random pattern with respect to something
in the part or process.
Examine the parts as they are selected and
mark on the sketch where the defect occurs.
When all samples are examined, decide if the
pattern is random or non-random.
Update the Strategy Diagram and Project
Definition Tree with the knowledge gained.
12-3
CTIS # 20306
James Snow
Londons Soho District
Cholera Epidemic of 1854
600 die within a mile over a few days in 1854
James Snow identified the cause of cholera
which had been unknown up to that point in time
Snow gathered his clues progressively in the
Soho slums throughout the outbreak not from
his office
Like Jenner with Smallpox, Snow followed his
clues - - not conventional wisdom
12-4
CTIS # 20306
Snows Clue List
Cholera cannot be airborne via miasma [as
thought by medical experts] since Snow
treated many patients without ever catching it
Patients felt pain in the gut so the affliction
must be ingested, not inhaled
Given the speed and severity of the outbreak
the culprit must live in something commonly
used by most residents
Most deaths occurred around one water
pump on Broad Street with the following
exceptions:
The Work House and Brewery had only
five deaths but they had their own
sources of water or other liquids
Two ladies living five miles away died
but they drank water that had been taken
from the Broad Street Pump
12-5
CTIS # 20306
W
O
R
K
H
O
U
S
E
B
R
E
W
E
R
Y
-Cholera
Case
-Cholera
Case
1854 London Cholera Epidemic
12-6
Is this pattern random
or non-random?
CTIS # 20306
Most deaths occurred around one water pump on Broad Street
with the following exceptions:
The Work House and Brewery had only five deaths, but
they had their own sources of water or other liquids
Two ladies living five miles away died, but they drank
water that had been taken from the Broad Street Pump
12-7
W
O
R
K
H
O
U
S
E
B
R
E
W
E
R
Y
Cholera
Case
Public
Water
Pump
CTIS # 20306
W
O
R
K
H
O
U
S
E
B
R
E
W
E
R
Y
Brewery employs 70 people
Work House has 535 inmates.
-Public
Water
Pump
-Public
Water
Pump
-Public
Water
Pump
-Cholera
Case
-Cholera
Case
Pump Depth = 28 Feet
Sewer Depth = 22 Feet
12-8
CTIS # 20306
Concentration Diagram Exercise
HVAC Climate Mode Shift Failures
Just after the launch of a model year change-over at
a plant, a spike occurred in the number of HVAC
failures at the final-line inspection gate. A Pareto of
discrepancies revealed that the #1 HVAC failure is
HVAC climate mode fails to shift. Since this is a
major potential JD Power customer complaint, the
plant management ceases production until the
problem is resolved. A problem solving team was
assigned to solve this problem fast. The repair lot
has 60 vehicles with rejected HVAC failures. The
team decided to complete a Concentration Diagram
to determine if a non-random pattern exists for the
climate mode shift failures. The following mode
fails to shift strategy options were noted:
Just after the launch of a model year change-over at
a plant, a spike occurred in the number of HVAC
failures at the final-line inspection gate. A Pareto of
discrepancies revealed that the #1 HVAC failure is
HVAC climate mode fails to shift. Since this is a
major potential JD Power customer complaint, the
plant management ceases production until the
problem is resolved. A problem solving team was
assigned to solve this problem fast. The repair lot
has 60 vehicles with rejected HVAC failures. The
team decided to complete a Concentration Diagram
to determine if a non-random pattern exists for the
climate mode shift failures. The following mode
fails to shift strategy options were noted:
Event to Event, Same Mode
Mode to Mode, Same Direction
Direction to Direction, Same Vehicle
Vehicle to Vehicle, Same Time
Time to Time
Event to Event, Same Mode
Mode to Mode, Same Direction
Direction to Direction, Same Vehicle
Vehicle to Vehicle, Same Time
Time to Time
What do you suppose the
Concentration Diagram will look like?
What do you suppose the
Concentration Diagram will look like?
12-9
CTIS # 20306
Front HVAC Climate Mode Shift Failures
Number of failures that occurred for each mode
2
HVAC Mode Switch HVAC Mode Switch
Direction
of Travel
Direction
of Travel
0
0
1
0
0
0
29
Concentration Diagram Exercise
Is there a random or non-random
pattern for climate mode shift failures?
12-10
CTIS # 20306
Conclusion: A clear non-random pattern is exhibited,
with most failures occurring in the clock-wise travel
direction between vent/heater blend and heater modes.
Conclusion: A clear non-random pattern is exhibited,
with most failures occurring in the clock-wise travel
direction between vent/heater blend and heater modes.
Front HVAC Climate Mode Shift Failures
Number of failures that occurred for each mode
2
HVAC Mode Switch HVAC Mode Switch
Direction
of Travel
Direction
of Travel
0
0
1
0
0
0
29
12-11
CTIS # 20306
Notes
12-12
CTIS # 20306
Variable Measurement Systems
Isoplot
Isoplot
How much error is included in
each measurement?
13-1
(Isoplot)
(Isoplot)
CTIS # 20306
What is an Isoplot?
An Isoplot is a tool used to determine if your
measurement system can discriminate between
BOBs and WOWs.
An Isoplot answers the question: When I
take a measurement, how much error is
included in that measurement?
The Isoplot is used on feature and event
projects because they utilize a variable
measurement system.
13-2
CTIS # 20306
CONTRAST
Best of Best
(Extreme opposite of WOW)
Worst of Worst
2 10
Contrast = BOB - WOW
= 10 - 2
Contrast = 8
13-3
CTIS # 20306
A Good Measurement System ...
Has adequate Resolution
Measurement accuracy is limited by the
measurement device
Is Repeatable
Get the same answer from repeated
measurements
Provides Discrimination
Ability to tell the difference between BOB and
WOW extremes
How much error is included in
each measurement?
Do an Isoplot
13-4
CTIS # 20306
Isoplot Rules
1. Layout a Strategy Diagram.
2. Using your Strategy Diagram identify 30 unique
measurement locations (not necessarily parts.)
3. Label each measurement location.
4. Select an appropriate measurement device and
identify the gauge resolution of that device.
5. Measure each of the 30 measurement locations
once. Record these as measurement #1.
6. Measure each of the 30 measurement locations
again, but in a random order. Record these as
measurement #2.
7. Scale your graph paper using the same scale
for each axis.
8. Plot (measurement #1, measurement #2) for
each of the 30 measurement locations. There
should be 30 points on your graph.
9. Draw the best fit line. Approximately half of
the points should be on either side of the line.
(Ideally, this is a 45 degree line).
10. Find the second furthest point from the best fit
line. Draw a line through this point and parallel
to the best fit line.
13-5
CTIS # 20306
Isoplot Rules (Continued)
11. Draw a parallel line on the opposite side of the
best fit line. It should be same distance from the
best fit line as the line in step 10.
12. Close the end of the Isoplot using semi-circles.
The semi-circles should be centered on the best fit
line and positioned so that the extreme points
along the length of the Isoplot are just inside the
semi-circles.
13. Using the intersection of the semi-circle and the
best fit line, drop a line down to the X axis at both
ends of the distribution. The distance between the
two points is an estimate for the process variation,
? P.
14. Measure the width of the Isoplot. Translate this
width down to the horizontal axis to determine the
measurement variation, ? M.
15. If the ratio of process variation to measurement
variation, called the Discrimination Ratio (DR),
is greater than or equal to 6 or
? P / ? M ? 6
and
? P / gauge resolution ? 10
then the measurement system is good enough to
discriminate between BOB and WOW extremes.
13-6
CTIS # 20306
Measurement #1
M
e
a
s
u
r
e
m
e
n
t

#

2
1. Plot (measurement #1 &

measurement #2) for each
of the 30 measurement
locations. There should be
30 points on your graph.
1. Plot (measurement #1 &
measurement #2) for each
of the 30 measurement
locations. There should be
30 points on your graph.
2. Draw the best fit line.
Approximately half of the
points should be on either
side of the line. (Ideally
this is a 45 degree line).
2. Draw the best fit line.
Approximately half of the
points should be on either
side of the line. (Ideally
this is a 45 degree line).
3. Eliminate the furthest point
from the best fit line. Draw in
the limit line parallel to the
best fit line and passing
through the second furthest
point from the line. Draw in the
opposite limit line parallel to,
yet opposite the best fit line.
3. Eliminate the furthest point
from the best fit line. Draw in
the limit line parallel to the
best fit line and passing
through the second furthest
point from the line. Draw in the
opposite limit line parallel to,
yet opposite the best fit line.
Building an Isoplot
Measurement # 1
M
e
a
s
u
r
e
m
e
n
t

#

2
Measurement # 1
Second furthest point

from best fit line
Equidistant from
best fit line
M
e
a
s
u
r
e
m
e
n
t

#

2
13-7
CTIS # 20306
Building an Isoplot (continued)
4. Close the end of the Isoplot
using semi-circles. The
semi-circles should be
centered on the best fit line
and positioned so that the
extreme points along the
length of the Isoplot are just
inside the semi-circles.
4. Close the end of the Isoplot
using semi-circles. The
semi-circles should be
centered on the best fit line
and positioned so that the
extreme points along the
length of the Isoplot are just
inside the semi-circles.
5. Using the intersection of the
semi-circle and the best fit
line, drop a line down to the
X axis at both ends of the
distribution. The distance
between the two points is an
estimate for the process
variation, ? P.
5. Using the intersection of the
semi-circle and the best fit
line, drop a line down to the
X axis at both ends of the
distribution. The distance
between the two points is an
estimate for the process
variation, ? P.
Measurement # 1
Second furthest point
from best fit line
M
e
a
s
u
r
e
m
e
n
t

#

2
Diameter of the
semi-circle
? P
6. Measure the width of the
Isoplot. Translate this width
down to the horizontal axis to
determine the measurement
variation, ? M.
6. Measure the width of the
Isoplot. Translate this width
down to the horizontal axis to
determine the measurement
variation, ? M.
Measurement # 1
M
e
a
s
u
r
e
m
e
n
t

#

2
? M
Diameter of the
semi-circle
7. DR = ? P / ? M ; DR > 6 is ok
7. DR = ? P / ? M ; DR > 6 is ok
13-8
Measurement # 1
M
e
a
s
u
r
e
m
e
n
t

#

2
CTIS # 20306
Notes
13-9
CTIS # 20306
Measurement Measurement Measurement Measurement
#1 #2 #1 #2
1 43 44 16 63 67
2 55 53 17 50 51
3 54 56 18 45 38
4 28 29 19 93 *High 90
5 56 52 20 35 37
6 48 44 21 67 63
7 25 25 22 13 *Low 16
8 74 78 23 38 39
9 52 56 24 35 30
10 39 36 25 61 65
11 32 29 26 79 65
12 19 17 27 48 46
13 56 59 28 85 89
14 63 58 29 43 52
15 30 34 30 41 46
Isoplot Example
U-Van Seat Release Effort
For a seat release effort project, the force (in
pounds) required to unlatch the seats was
measured. The data listed was collected to check
the effectiveness of the force gage as the
measurement tool. The first 25 points have been
plotted for you. Plot the last five points and
complete the Isoplot.
Is this a good measurement system ?
What is ? M?
P
l
o
t
13-10
CTIS # 20306
Isoplot Class Example
13-11
CTIS # 20306
U-van Isoplot Answer
? P = 78
? M = 12
Discrimination Ratio = 6.5
13-12
CTIS # 20306
Isoplot Class Exercise
Identify ? P and ? M
13-13
CTIS # 20306
? P
? M
? P=22
? ? =8
? P / ? ? =2.75
Isoplot Class Exercise
Answer
13-14
CTIS # 20306
Multi-Vari
Multi-Vari
Using multiple variable measurements,
how can I identify contrast?
14-1
(Isoplot)
(Isoplot)
CTIS # 20306
Multi-Vari
What is a Multi-Vari?
It is a graphical tool that organizes variable
data to help identify contrast.
When should I use it?
After a variable measurement system has
been Isoplotted and contrast cannot be easily
identified.
How do you set up a Multi-Vari?
Multi-Varies are created based on the different
families observed in the STRATEGY DIAGRAM
Point-to-Point Side-to-Side
Vehicle-to-Vehicle Operator-to-Operator
Shift-to-Shift Day-to-Day
14-2
CTIS # 20306
Creating a Multi-Vari
Layout your Strategy Diagram.
Title the Multi-Vari with the description of the failure.
Identify your Green Y (variable measurement).
Scale the Yaxis based upon the Green Y range
experienced in Isoplot (? P).
Using your strategy diagram as a guide, select the contrast
opportunities which you want to include in your Multi-Vari.
Write each contrast opportunity below the X-axis (each will
be a row on the X-axis).
Identify the number of available measurements for each
contrast opportunity and number accordingly.
Multi-Vari
"Description of Failure"
(Headliner Retainers Falling Out)
2 3 5 8 1 4 6 7 2 3 5 8 1 4 6 7
"
G
r
e
e
n

Y
"

(
D
i
s
t
a
n
c
e

b
e
t
w
e
e
n

H
e
a
d
l
i
n
e
r

a
n
d

B
o
d
y
)
LH RH
Location
Side
Vehicle
Repeat for
Vehicle #3, 4,
B
O
B
W
O
W
#1
LH RH
#2
14-3
CTIS # 20306
Multi-Vari
Rules of Multi-Vari sampling:
1. Take samples consecutively, if possible.
Note: with proper planning, data from Isoplot
can be used to start a Multi-Vari.
2. Take a minimum of three samples per family.
(Recommendation)
3. Use a minimum of three families.
(Recommendation)
4. Multi-Vari should show Green Y variation of at
least 6 times ? M to be relevant.
14-4
CTIS # 20306
Multi-Vari Sampling Size
Sampling size is determined by
your ability to identify CONTRAST.
In some cases, a small sample
may show large contrast.
Remember that you should observe
contrast (? P) that is at least 6 times
? M or else your measurement
system wont discriminate.
14-5
CTIS # 20306
Multi-Vari Exercise
A feature problem of flushness was identified
and measured at one location on each vehicle.
Full ? P range was observed at the RH rear
corner location.
Analyze the following Multi-Vari results.
F
l
u
s
h
n
e
s
s
14-6
CTIS # 20306
Feature Strategy Diagram
? M for sunroof flushness;
Isoplot answers this question
Feature
to Feature
Same Vehicle
14-7
Day to
Day
Time to
Time
Same Day
Line to
Line
Same Time
Vehicle
to Vehicle
Same Line
What is ? P for this family?
CTIS # 20306
What is the Strategy Choice?
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
TIME 6am 6am 6am 1pm 1pm 1pm
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
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s
s
CEL
CEL
14-8
CTIS # 20306
Notes
14-9
CTIS # 20306
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
u
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h
n
e
s
s
CEL
CEL
Line-to-Line
Car-to-Car Time-to-Time
14-10
CTIS # 20306
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
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h
n
e
s
s
CEL
CEL
14-11
CTIS # 20306
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
u
s
h
n
e
s
s
CEL
CEL
Car-to-Car
Line-to-Line
Time-to-Time
14-12
CTIS # 20306
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
u
s
h
n
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s
s
CEL
CEL
14-13
CTIS # 20306
Multi-Vari
CAR 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
LINE 1 2 3 1 2 3
DAY 1 1 1 1 1 1
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
u
s
h
n
e
s
s
CEL
CEL
Line-to-Line
Time-to-Time
Car-to-Car
14-14
CTIS # 20306
Multi-Vari
CAR 123 123 123 123 123 123 123 123 123 123 123 123
LINE 1 2 3 1 2 3 1 2 3 1 2 3
TIME 6a 6a 6a 11p 11p 11p 6a 6a 6a 11p 11p 11p
DAY 1 1 1 1 1 1 2 2 2 2 2 2
CEL
CEL
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
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h
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s
s
14-15
CTIS # 20306
Multi-Vari
CAR 123 123 123 123 123 123 123 123 123 123 123 123
LINE 1 2 3 1 2 3 1 2 3 1 2 3
TIME 6a 6a 6a 11p 11p 11p 6a 6a 6a 11p 11p 11p
DAY 1 1 1 1 1 1 2 2 2 2 2 2
CEL
CEL
Multi-Vari
-6
-4
-2
0
2
4
6
m
m

o
f

F
l
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h
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s
sCar-to-Car
Line-to-Line
Day-to-Day
Time to Time
14-16
CTIS # 20306
Multi-Vari Example
The plant audit has identified low tire pressure
as a continuing problem. After some emotional
discussion, direction is given to raise the setting
at tire and wheel by 3PSI. You request one week
to identify the source of the problem before the
change is made and are given approval to do so.
Here is what you know:
1 common tire-wheel mounter/inflator
2 shifts production
4 different style wheels (A,B,C,D)
2 different wheel suppliers (X & Y)
4 wheel/tires for vehicle
Current failure rate (<25 PSI) is 5/100
(1/week in audit)
Now what?
14-17
CTIS # 20306
Low Tire Pressure
Mounter/
Inflator
Tire
Supplier X
Tire
Supplier Y
Delivery
Conveyor
LH Front
Install
RH Rear
Install
Completed
Assembly
Material delivery
from supplier X & Y
Sequence:
LH Front
RH Front
LH Rear
RH Rear
Same sequence
as mounter
Each side installs
front then rear
assembly
Original problem
found on completed
assemblies in audit
First, lets walk out on the floor and lay out our
Process Flow Diagram.
14-18
LH Rear
Install
RH Front
Install
Wheel
Style A
Wheel
Style D
Wheel
Style B
Wheel
Style C
Tire married with
wheel
CTIS # 20306
Mounter/
Inflator
Tire
Supplier Y
Tire
Supplier X
Delivery
Conveyor
LH Side
Install
RH Side
Install
Completed
Assembly
Invert the Process Flow Diagram to help you
develop your Strategy Diagram.
14-19
LH Side
Install
RH Side
Install
Wheel
Style A
Wheel
Style D
Wheel
Style B
Wheel
Style C
None
None
Tire Supplier
Wheel Style
Family of Variation
Assembly
Vehicle
Event
CTIS # 20306
Vehicle
Wheel Style
Tire Supplier
Shift
Assembly
Time
Family of Variation
Assembly to
Assembly
Same Vehicle
Vehicle to
Vehicle
Same Wheel Style
Wheel Style to
Wheel Style
Same Tire Supplier
Tire Supplier to
Tire Supplier
Same Shift
Shift to Shift
Same Time
Time to Time
Complete Strategy Diagram (dont forget time at the end)
Event Event to Event
Same Assembly
14-20
CTIS # 20306
? M for tire pressure.
Time to
Time
Event
to Event
Same Assembly
Wheel Style
to Wheel Style
Same Supplier
Vehicle
to Vehicle
Same Wheel Style
Assembly
to Assembly
Same Vehicle
Tire Supplier to
Tire Supplier
Same Shift
Step 1 Layout the Strategy Diagram
14-21
Shift
to Shift
Same Time
CTIS # 20306
Step 2 Isoplot the measurement system while keeping
track of the Strategy Diagram contrast opportunities.
14-22
Step 3 Once you have passed your Isoplot, collect
the data points for your Multi-Vari.
Veh
VIN
LF LR RF RR Wheel Style
Tire
Supplier
Shift Day
0162 28 28 33 29 A X 1st Monday
0196 35 22 27 36 B X 1st Monday
0216 29 27 35 30 C X 1st Monday
0296 35 26 27 34 D X 1st Monday
0321 33 32 33 35 A Y 1st Monday
0416 32 34 34 33 B Y 1st Monday
0511 35 34 35 36 C Y 1st Monday
0617 33 32 33 35 D Y 1st Monday
0623 33 25 36 28 A X 2nd Monday
0713 36 20 25 34 B X 2nd Monday
0781 30 29 29 35 C X 2nd Monday
0837 32 28 35 30 D X 2nd Monday
0928 33 35 34 33 A Y 2nd Monday
0957 32 32 34 36 B Y 2nd Monday
1046 33 34 35 34 C Y 2nd Monday
1098 32 32 34 33 D Y 2nd Monday
2462 32 33 23 34 A X 1st Wednesday
2501 34 31 27 33 B X 1st Wednesday
2546 29 28 24 34 C X 1st Wednesday
2598 35 35 29 30 D X 1st Wednesday
2639 33 32 33 32 A Y 1st Wednesday
2732 31 32 35 33 B Y 1st Wednesday
2754 35 33 24 35 C Y 1st Wednesday
2804 34 36 30 33 D Y 1st Wednesday
3145 28 29 24 35 A X 2nd Wednesday
3210 35 30 29 33 B X 2nd Wednesday
3256 33 36 28 34 C X 2nd Wednesday
3308 32 33 29 35 D X 2nd Wednesday
3405 30 32 33 32 A Y 2nd Wednesday
3456 31 32 35 33 B Y 2nd Wednesday
3501 35 33 29 35 C Y 2nd Wednesday
3576 31 32 32 33 D Y 2nd Wednesday
Readings
CTIS # 20306
Low Tire Pressure
Now, plot the data from Isoplot in the Multi-Vari.
14-23
Multi-Vari
A B C D A B C D A B C D A B C D
X Y X Y
1 2 Shift
Tire Size
Wheel Style
LH Front
RH Front
LH Rear
RH Rear
20
24
28
32
36
40
44
Conclusion: Where is the largest Contrast?
L
o
w

T
i
r
e

P
r
e
s
s
u
r
e

(
P
S
I
)
Tire Supplier
CTIS # 20306
The Drive Sprocket Support (as machined through Operation 20)
Flange Height is the
dimension studied
Remember the Drive Sprocket Support Flange. Set up
a Multi-Vari to analyze this feature problem.
Drive Sprocket Support
Flange Height Exercise
14-24
CTIS # 20306
Is there repeatability for the measurement
of Drive Sprocket Support Flange Height?
Are there points with different heights?
Is the flange tapered in or out?
Are there parts with flange height at the
high end?
Does flange height very over time?
Time to
Time
Meas. to
Meas.
Same Point
Part
to Part
Same Spindle
Circle
to Circle
Same Part
Point
to Point
Same Circle
Spindle
to Spindle
Same Machine
Machine
to Machine
Same Time
Does one spindle produce more
Does one machine produce more
Strategy Diagram
Drive Sprocket Support Flange Height Exercise
14-25
CTIS # 20306
Use this data to construct a Multi-Vari.
Point #1 Point #2 Point #3
Inner 23.04 23.10 23.13
Outer 23.03 23.10 23.13
Inner 23.02 23.08 23.12
Outer 23.02 23.09 23.13
Inner 23.01 23.09 23.12
Outer 23.01 23.09 23.12
Point #1 Point #2 Point #3
Inner 23.05 23.06 23.09
Outer 23.06 23.07 23.10
Inner 23.06 23.06 23.09
Outer 23.06 23.06 23.10
Inner 23.05 23.05 23.07
Outer 23.06 23.07 23.08
Part #1
Part #2
Part #3
Left Spindle
Right Spindle
Part #1
Part #2
Part #3
Multi-Vari
14-26
CTIS # 20306
Machine # M-14436 Dearborn
Left Spindle
23.00
23.01
23.02
23.03
23.04
23.05
23.06
23.07
23.08
23.09
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
G
r
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n

Y

=

F
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M
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t
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s
LSL
USL
Multi-Vari
14-27
CTIS # 20306
Left Spindle
23.00
23.01
23.02
23.03
23.04
23.05
23.06
23.07
23.08
23.09
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
G
r
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n

Y

=

F
l
a
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H
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M
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s
LSL
USL
Point 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Circle Inner Outer Inner Outer Inner Outer
Part Part #1 Part #2 Part #3
Strategy Choice: Point-Point, Same Circle
Multi-Vari
Drive Sprocket Support Flange Height Answer
14-28
CTIS # 20306
Right Spindle
23.00
23.01
23.02
23.03
23.04
23.05
23.06
23.07
23.08
23.09
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
G
r
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n

Y

=

F
l
a
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g
e

H
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M
i
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t
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s
LSL
USL
Multi-Vari
14-29
CTIS # 20306
Right Spindle
23.00
23.01
23.02
23.03
23.04
23.05
23.06
23.07
23.08
23.09
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
G
r
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n

Y

=

F
l
a
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H
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M
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s
LSL
USL
Point 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Multi-Vari
14-30
CTIS # 20306
The Multi-Vari study showed that the three locators were not in the
same plane. The locators were removed from all chucks and ground
in sets to 0.001" and reinstalled. All 12 chucks were aligned to their
respective spindles within 0.003" of the total indicator reading (TIR).
OP. 20 Multi-Varis
showed locators not
in the same plane.
Multi-Vari
14-31
CTIS # 20306
Left Spindle After Corrective Actions
23.00
23.01
23.02
23.03
23.04
23.05
23.06
23.07
23.08
23.09
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
G
r
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n

Y

=

F
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a
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H
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M
i
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s
LSL
USL
Point 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Multi-Vari
14-32
CTIS # 20306
Component Search
Component Search
Is the largest source of variation in the
assembly process or the parts?
15-1
(Isoplot)
(Isoplot)
CTIS # 20306
Component Search
What is a Component Search?
It is a clue generation tool that identifies if the
largest source of variation is a result of the
components or the way they are assembled.
When is a Component Search used?
It is used only on assemblies that can be
disassembled and reassembled.
15-2
CTIS # 20306
Component Search Stages
Stage 1
Stage 1 seeks to understand the assembly
influence. The unit is disassembled and
reassembled.
Input
BOB and WOW unit
Output
Does the Red X live in the way the
unit is built?
Does the Red X live in the
components used to build the unit?
Is the Measurement system good
enough?
Stage 2
Stage 2 seeks to understand which part or
component contains the Red X feature or
defect. This is done by swapping BOB
and WOW components in a disciplined
manner.
15-3
CTIS # 20306
Component Search Example
Excessive Time When Shifting from
Neutral to Reverse
Customers are complaining about the delay
when they shift their transmission from neutral
to reverse.
A measurement system has been developed to
measure this delay in milliseconds.
Multiple transmissions have been measured
with the following results
15-4
CTIS # 20306
Green Y = Neutral to Reverse Shift
Delay in Milliseconds
Eliminate this
part of the
distribution
LSL = 190
USL = 240
170 310
A B C D E
Neutral to Reverse
Rules for Component Search
Select a BOB and a WOW at the extremes
of the Isoplot (as far apart as possible.)
The farther apart they are, the more
leverage you have to expose the Red X.
Which point is the WOW?
Which point is the BOB?
15-5
CTIS # 20306
Component Search
Rules for Component Search
Stage I:
Tear down and rebuild each unit 3 times and check
both passing rules:
Rule 1: Complete separation between the BOB
and WOW values
Rule 2: The difference between BOB and WOW
must be significantly larger then the process
variation
Dont forget to label your parts BOB & WOW
Make sure you include all the parts you intend
to swap in the Stage I
Important Points
When you take the unit apart the first time, make sure to mark the
components with enough detail that it can be reassembled into its
original position
- For example, a spline has 30 teeth; mark which teeth go up
When the unit is taken apart the first time, make sure to label all
components as BOB and WOW
- Use an etcher; tags can fall off and pen marks wear off
Use the actual assembly process as close as possible
Remember to swap assemblies, not every nut, bolt, and spring
15-6
CTIS # 20306
Neutral to Reverse
Listed below is the Stage 1 data for the
Component Search.
Original
Disassembly / Reassembly #1
Original
310
307
WOW Transmission
Green Y
Neutral to Reverse
Shift Delay (ms)
319
309
199
202
Green Y
Neutral to Reverse
Shift Delay (ms)
BOB Transmission
196
199
What does the Component Search look like?
15-7
CTIS # 20306
NCC 736 Component Search (Model 9WHR)
160
170
180
190
200
210
220
230
240
250
260
270
280
290
300
310
320
330
340
350
360
Original
Disassembly /
Reassembly #1
Disassembly /
Reassembly #2
Disassembly /
Reassembly #3
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(
m
s
)
Stage 1
Neutral to Reverse
How do you interpret this data?
Plot the Component Search Stage 1 data.
15-8
CTIS # 20306
Passing Rules
(Prior to swapping parts)
Rule 1: Complete separation must exist between
BOB and WOW values (no touching/overlap)
Rule 2: The difference between the medians ( )
must be greater than the average range ( ) times a
risk factor ( )
R
BOB
and R
WOW
must be small
? Y~ must be big
Y
~
?
R V Y I ? ?
~
Y
~
?
R
I V
15-9
CTIS # 20306
Component Search
MEAN (average) vs. MEDIAN (middle)
Both are methods of estimating the middle of a
distribution of data
MEDIAN is used when the sample is 7 or less
Median is robust to a single extreme data point
when the sample is small
MEAN is used when the sample is 8 or more
The average is the best approximation when the
sample size is large.
Y
= middle point of 7 or less
Green Y measurements
Y
= average of 8 or more
Green Y measurements
15-10
CTIS # 20306
The larger the group size, the lower the risk.
The recommended group size is 4, 4.
(Including original)
V
I
is for rule 2 in Stage I. V
II
is for establishing
decision limits for Stage 2.
Component Search
Stage 1 Group
Size (Includes
original)
V
I
V
II
3, 3 1.49 1.89
4, 4 0.89 1.31
5, 5 0.74 1.10

Search Algorithm Factors
Risk Factor
I
Risk Factor
II
Rules for Component Search (continued)
Stage I:
If Stage I passes, proceed to Stage II. If
Stage I fails, the problem is in the way the
parts are assembled.
15-11
CTIS # 20306
Rule 1
Complete separation exists between BOB and WOW values. (Largest BOB = 202,
smallest WOW = 307) Pass Rule 1
Rule 2
R V Y ?I ?
~
BOB 199 6
WOW 309.5 12
Stage 1 Data
Median
(Y)
Range
(R)
Computing the Passing Rules
Green Y
BOB Transmission Neutral to Reverse
Shift Delay (ms)
Original 196
Disassembly/Reassembly #1 199
Disassembly/Reassembly # 3 202
WOW Transmission
Original 319
5 . 110 5 . 309 199
~ ~ ~
? ? ? ? ? ? WOW BOB Y Y Y
9
2
12 6
2
?
?
?
?
?
WOW BOB R R
R
01 . 8 5 . 110
9 89 . 0 5 . 110
~
?
? ?
? ? R V Y I
8
9
. ? I V
(From table: Group size = 4,4)
Pass Rule 2
15-12
CTIS # 20306
Computing the Decision Limits
After passing Stage 1, rule 1 and rule 2, proceed to
Stage 2.
Stage II:
Calculate Decision Limits for each unit using the
values obtained for and computed during
Stage 1 analysis.
R Y
~
R V Y DL II WOW BOB WOW BOB ? ? / /
~
BOB 199 6
WOW 309.5 12
Stage 1 Data
Median
(Y)
Range
(R)
Plot the Decision Limits on the
Component Search Graph.
15-13
From our example:
31 . 1
9
5 . 309
~
199
~
?
?
?
?
II
WOW
BOB
V
R
Y
Y
3
2
1
a
n
d
2
9
8
(
1
.
3
1
)
(
9
)
3
0
9
.
5
2
1
1
a
n
d
1
8
7
(
1
.
3
1
)
(
9
)
1
9
9
?
? ?
?
? ?
WOW
WOW
BOB
BOB
DL
DL
DL
DL
(From chart)
X
X
CTIS # 20306
Now we can start swapping parts!
NCC 736 Component Search (Model 9WHR)
160
170
180
190
200
210
220
230
240
250
260
270
280
290
300
310
320
330
340
350
360
Original Disassembly / Reassembly #1 Disassembly / Reassembly #2 Disassembly / Reassembly #3
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(
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Stage 1
Upper DL BOB
Upper DL WOW
Lower DL BOB
Lower DL WOW
15-14
CTIS # 20306
15-15
How will we know when a part contributes the Red X magnitude
of the ? P?
We can draw in a 50% line or half-way point to indicate when a
part is contributing at least half of the ? P. We will use the
average of the BOB and WOW medians to estimate this line:
Half-way Point Line = ( + ) / 2
= (199 + 309.5 ) / 2 = 254
Y
~
WOW
Y
~
BOB
CTIS # 20306
Component Search Rules
Stage II (continued):
Swap parts in their expected order of
importance. Always do the mirror image.
Consider swapping subassemblies.
Any swap that results in a point outside a
home decision limit means that the component
is contributing to the difference between the
two units.
Whenever two or more significant components
have been found, perform a capping run. This
is done by swapping the suspected
components together. A capping run passes
when we get a complete reversal between the
units.
15-16
CTIS # 20306
Component Search Example, Stage I & II Data
BOB Transmission Green Y
Neutral to Reverse
Shift Delay (ms)
Original 196
Stage 1 Disassembly/Reassembly #1 199
Stage 2 Swap Pump, Valve Body, & Channel Plate Only 208
Swap Driven Sprocket Support Only (return pump, VB, CP) 205
Swap Reverse Clutch Housing Only (return DSS) 308
Return Parts to Original 203
WOW Transmission Green Y
Neutral to Reverse
Shift Delay (ms)
Original 319
Stage 2 Swap Pump, Valve Body, & Channel Plate Only 308
Swap Driven Sprocket Support Only (return pump, VB, CP) 310
Swap Reverse Clutch Housing Only (return DSS) 200
Plot these Results on your
Component Search graph.
15-17
CTIS # 20306
Where does the Red X live?
Component Search Stage I & II Data
15-18
CTIS # 20306
Update the Solution Tree according to the results.
15-19
CTIS # 20306
Problem Description: The Warren plant was experiencing
excessive test stand rejects for transmissions that shifted
from 1
st
gear to 2
nd
gear too quickly. Listed below is the
Stage 1 and Stage 2 data for a Component Search.
What does the Component Search look like?
Component Search Classroom Exercise
Time to shift from 1
st
to 2nd Gear Too Fast
BOB Transmission Green Y
1-2 Shift Delay
(ms)
Original 57
Stage 2 Swap 2
nd
Clutch Fiber Plates 36
WOW Transmission Green Y
1-2 Shift Delay
(ms)
Original 25
Stage 2 Swap 2
nd
Clutch Fiber Plates 57
15-20
CTIS # 20306
15-21
CTIS # 20306
Stage I Passing Rules:
Rule 1 passes: There is complete separation in
Stage 1 between BOB and WOW Green Y values
Rule 2 passes: R V Y I ? ?
~
32 25 57
~ ~ ~
? ? ? ? ? ? WOW BOB Y Y Y
2
2
3 1
2
?
?
?
?
?
WOW BOB R R
R
98 . 2 32
2 49 . 1 32
~
?
? ?
? ? R V Y I
Stage II Decision Limits:
R V Y DL II WOW BOB WOW BOB ? ? / /
~
89 . 1
2
25
~
57
~
?
?
?
?
II
WOW
BOB
V
R
Y
Y
8 . 28 , 2 . 21
) 2 )( 89 . 1 ( 25
8 . 60 , 2 . 53
) 2 )( 89 . 1 ( 57
?
? ?
?
? ?
WOW
WOW
BOB
BOB
DL
DL
DL
DL
Answer
15-22
CTIS # 20306
What happens when there isnt complete reversal?
Answer
15-23
CTIS # 20306
Notes
15-24
CTIS # 20306
Paired Comparison
Paired Comparison
Which component feature is
driving the Green Y failure?
16-1
(Isoplot)
(Isoplot)
CTIS # 20306
Paired Comparison
What is a Paired Comparison?
It is a clue generation tool that uses logical pairs
of BOB and WOW components to identify
potential Red X feature candidates.
It is typically used after a Component Search,
though it can also be used in conjunction with a
Multi-Vari.
A typical logical pair, as determined by a
Component Search, is one in which the BOB
component makes the WOW assembly behave
like a BOB and vice-versa. That is, they are the
components that cause a complete reversal on
the Component Search.
A logical pair, as determined by a Multi-Vari, is
one in which the components represent the BOB
and WOW extremes, based on the Green Y
Distribution.
16-2
CTIS # 20306
Paired Comparison Rules
16-3
1. Select a minimum of 5 BOB and 5 WOW
pairs.
2. Measure features/characteristics that are
related to the physics of the failure.
3. Compare the characteristic values only
within the pairs and not across all pairs. A
consistent direction of change (or pattern)
indicates that this characteristic is a Red X
candidate.
4. Provide illustration of features measured.
5. Be aware of measurement variation when
checking different dimensions.
6. Update solution tree with the appropriate
split and identify the Red X candidate.
Proceed with the Confirmation phase.
1. Select a minimum of 5 BOB and 5 WOW
pairs.
2. Measure features/characteristics that are
related to the physics of the failure.
3. Compare the characteristic values only
within the pairs and not across all pairs. A
consistent direction of change (or pattern)
indicates that this characteristic is a Red X
candidate.
6. Update solution tree with the appropriate
split and identify the Red X candidate.
Proceed with the Confirmation phase.
CTIS # 20306
Look for consistent patterns across each pair:
higher lower the same
Pair 2 Pair 1 Pair 3 Pair 4 Pair 5
BOB BOB BOB BOB BOB WOW WOW WOW WOW WOW
Green Y
Feature 1
Feature 2
Feature 3
Feature 4
Etc.
The feature that exhibits a consistent pattern
across all pairs is the Red X candidate!
Worksheet for Paired Comparison
16-4
CTIS # 20306
2nd Row Seat Release Efforts
Paired Comparison
The Red X candidate is the rear outboard seat wire up/down gap!
The Red X candidate is the rear outboard seat wire up/down gap!
Paired Comparison: Example #1
Red X candidate:
5mm feeler
gauge indicates
seat wire is low
Red X candidate:
5mm feeler
gauge indicates
seat wire is low
PT A, B
PT C, D
Gauge to measure plane of floor pan attachment points:
Gauge to measure plane of floor pan attachment points:
BOB 1 WOW 1 BOB 2 WOW 2 BOB 3 WOW 3 BOB 4 WOW 4 BOB 5 WOW 5
Green Y (lbs) 14 92 20 95 17 89 20 92 15 90
PT Feature
A Seat Wire U/D (RR OB) 0.5 4.5 1 6 0 5 1.5 5.5 1 5
B Seat Wire F/A (RR OB) 4.1 3.6 4 3.9 4.1 4.1 4.1 3.7 4 3.9
C Seat Wire U/D (RR IB) 0 0 0 0 0 0 0 0 0 0
D Seat Wire F/A (RR IB) 3.9 4.3 3.8 4.2 4.1 4 3.8 3.9 3.9 3.9
16-5
CTIS # 20306
Paired Comparison Example #2
Understanding the Physics
Time to shift from 1
st
to 2nd Gear Too Fast
16-6
CTIS # 20306
Understanding the Physics
Buckets of Physics
Distance traveled by piston
Does the WOW piston travel a shorter distance
then the BOB piston?
Frictional characteristics, or ?, of the clutch plates
Do the WOW clutch plates engage faster then
the BOB clutch plates?
Force on the piston
Is the WOW piston pushed harder then the
BOB piston? No, swapping the pump had no
effect.
Resistance on the piston
Is there more interference between the piston
and the housing on the WOW? No, the Red X
followed the plates, not the piston.
16-7
CTIS # 20306
BOB WOW BOB WOW BOB WOW BOB WOW BOB WOW
Green Y = Shift Delay in Seconds
x 100 (Median of 6 Test Stand
Readings) (Original Data Point)
57 25 62 40 54 14 68 17 58 13
Plate Measurements
Single Thickness Readings,
average of thickest reading on
each plate, mm (spec 1.67-1.82)
1.72 1.77 1.69 1.77 1.81 1.79 1.80 1.78 1.81 1.78
Stack Height Under Zero Load,
mm 10.59 10.76 10.47 10.77 11.02 10.94 11.00 10.94 10.98 10.98
Stack Height Under 20 Pound
Load, mm 10.37 10.59 10.19 10.60 11.06 10.74 10.85 10.71 10.92 10.84
Pack Travel, mm 2.84 2.65 2.96 2.57 2.42 2.47 2.46 2.55 2.40 2.48
Average Plate Flatness (Average
of Max and Min) 166.4 100.9 203.3 109.5 134.9 131.1 141.1 129.4 122.50 139.5
Fiber Material Analysis
Presence of Ceramic Fiber
Knots (Attribute) Great Minimal Great Minimal Great Minimal Great Minimal Great Minimal
Percent Reflective Area (Under
microscope using coaxial
illumination; Area = 0.66 cm
2
) 5.7 9.9 8.5 21.4 9.7 20.6 4.9 19.4 7.8 10.0
Surface Roughness (Ra),
microns 6.42 4.89 5.91 4.94 7.28 4.59 7.44 6.18 7.00 5.68
Coefficient of Friction 0.11 0.13 0.11 0.13 0.11 0.12 0.11 0.13 0.11 0.13
X-Ray Diffraction (XRD)
X-Ray Fluorescence (XRF)
Did not measure
Did not measure
PAIR 5
PAIRED COMPARISON
Distance Related Physics
? Related Physics
PAIR 1 PAIR 2 PAIR 3 PAIR 4
16-8
Conclusion: The Red X feature candidate is the coefficient of
friction, and other features associated with the friction-related
physics. Based on the data above, it is apparent that these
features are all inter-related. The Red X does NOT live in the
distance-related physics. .
CTIS # 20306
1
st
Pair
Sets the trend
Arrow is either up or down
2
nd
Pair
1 / 2 chance the arrow will be in the same direction
as Pair #1
3
rd
Pair
as Pair #1
4
th
Pair
as Pair #1
5
th
Pair
as Pair #1
Chance that Pairs 2-5 will have arrows in the same
direction as Pair #1: x x x = 1/16 (approx. 6%)
? Error = The chance of saying the trend is a function of
science when it is actually a function of chance
Logic of the Paired Comparison
16-9
CTIS # 20306
Notes
16-10
CTIS # 20306
Group Comparison
Group Comparison
Which component feature is
driving the Green Y failure?
(Isoplot)
(Isoplot)
17-1
CTIS # 20306
Group Comparison
What is a Group Comparison?
It is a clue generation tool that compares groups
of BOB and WOW components or assemblies to
identify potential Red X feature candidates.
It is a clue generation tool that can be leveraged
when a strategy choice does not allow usage of a
Component Search.
If you dont have logical pairs generated from a
Component Search or Multi-Vari, you must use a
Group Comparison to identify potential Red X
candidates.
17-2
CTIS # 20306
Group Comparison Rules
1. Select a minimum of 5 BOBs and 5 WOWs.
2. Measure any pertinent characteristic. Dont be
too restrictive, but remember the physics!
5. Determine the end count for each feature
following the guidelines of Rank Order ANOVA.
Use Group Comparison Table to determine the
minimum end count requirements for
identifying Red X candidates.
6. Update solution tree with the appropriate split
and identify the Red X candidate. Proceed
with the Confirmation phase.
1. Select a minimum of 5 BOBs and 5 WOWs.
2. Measure any pertinent characteristic. Dont be
too restrictive, but remember the physics!
5. Determine the end count for each feature
following the guidelines of Rank Order ANOVA.
Use Group Comparison Table to determine the
minimum end count requirements for
identifying Red X candidates.
6. Update solution tree with the appropriate split
and identify the Red X candidate. Proceed
with the Confirmation phase.
17-3
CTIS # 20306
It is recommended to include an illustration of
the features and dimensions you are measuring.
It is recommended to include an illustration of
the features and dimensions you are measuring.
It is recommended to include the original Green Y
measurements for the BOB and WOW groups.
It is recommended to include the original Green Y
measurements for the BOB and WOW groups.
Determine the features or dimensions to be
measured between the BOBs and WOWs.
Determine the features or dimensions to be
measured between the BOBs and WOWs.
Worksheet for Group Comparison
Steps . . . .
Green Y
BOB
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
Dimension
#1
Dimension
#3
Dimension
#2
Dimension
#4
17-4
CTIS # 20306
Group Comparison
B B B B B W W W W W
BOB Distribution WOW Distribution
B B B B B W W W W W
B B B B B W W W WW
Concept of End Count
End Count = 10
End Count = 6
End Count = 0
17-5
CTIS # 20306
Determine the end count for each
measured dimension.
Determine the end count for each
measured dimension.
Rank order each dimension and indicate if
the measurement is from a BOB or WOW.
Rank order each dimension and indicate if
the measurement is from a BOB or WOW.
Any dimension that meets the minimum end count
requirement is a Red X candidate!
Any dimension that meets the minimum end count
requirement is a Red X candidate!
Worksheet for Group Comparison (continued)
BOB /
WOW
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
Dimension
#1
Dimension
#3
Dimension
#2
Dimension
#4
BOB /
WOW
BOB /
WOW
BOB /
WOW
BOB
Rank
order
or sort
data
Rank
order
or sort
data
Rank
order
or sort
data
Rank
order
or sort
data
BOB
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
BOB
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
WOW
WOW
WOW
WOW
WOW
BOB
BOB
BOB
BOB
BOB
End Count = 4
End Count = 0 End Count = 2 End Count = 8
17-6
CTIS # 20306
Group Comparison Table
Required End Count
Number of
samples in
each group
Number of
features
tested
0.95 0.90 0.85 0.80
1 7 6 5 5
2 8 7 6 6
3 8 7 7 6
4 9 8 7 7
5 9 8 7 7
1 7 6 5 5
2 8 7 6 6
3 9 8 7 6
4 9 8 7 7
5 9 8 8 7
1 7 6 5 5
2 8 7 6 6
3 9 8 7 7
4 9 8 7 7
5 9 8 8 7
1 7 6 6 5
2 8 7 7 6
3 9 8 7 7
4 9 8 7 7
5 9 8 8 7
8
*Confidence level per feature
5
6
7
*This is not a statistical confirmation test
17-7
CTIS # 20306
Number of Features Measured: 3
Required Confidence: 95%
Required End Count (from Table) = 8
Therefore, the Red X candidate is
feature 2!
Number of Features Measured: 3
Required End Count (from Table) = 8
Therefore, the Red X candidate is
feature 2!
U-Van W/House Inner to Outer Mismatch
Regular vs. Extended Wheel Base Group Comparison
Feature 2 Feature 3 Feature 1
BOB/WOW
Rank
Feature 3
W/Hse Distance
BOB
WOW
WOW
BOB
BOB
BOB
WOW
BOB
WOW
WOW
49.5
50.0
50.5
51.0
51.5
51.5
52.0
52.5
53.0
53.0
end count: 3
Mismatch
FON
BOB / WOW
"Green Y" Rank
Feature 1
RR Gage Hole
6.0
6.5
6.5
7.0
7.0
12.5
13.5
13.5
14.0
15.5
149325
149304
149312
149305
149316
149301
149432
149429
149434
149315
BOB
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
end count: 4
9.5
10.0
10.3
10.5
10.5
10.8
11.0
11.2
11.5
12.0
BOB
WOW
BOB
BOB
BOB
WOW
BOB
WOW
WOW
WOW
BOB/WOW
Rank
end count: 10
Feature 2
W/Hse Gap
BOB/WOW
Rank
11.5
11.0
11.0
10.0
10.0
2.0
2.0
1.5
1.5
1.5
BOB
BOB
BOB
BOB
BOB
WOW
WOW
WOW
WOW
WOW
end count: 10
Group Comparison Example
17-8
CTIS # 20306
Notes
17-9
CTIS # 20306
Group Comparison Classroom Exercise
17-10
A hood fit project identified that the Red X lived in the hood assembly.
Hoods were removed from 5 BOB and 5 WOW vehicles. A Group
Comparison was conducted using measurements from a CMM.
Below is the results:
Vehicle Dim A Dim B Dim C Dim D
BOB 2.1 240 14.2 1255
BOB 2.5 272 12.0 1251
BOB 1.2 224 13.1 1252
BOB 2.0 230 8.9 1261
BOB 2.6 261 13.6 1250
WOW 1.7 273 9.8 1270
WOW 1.8 271 6.5 1269
WOW 2.4 223 8.7 1271
WOW 3.0 233 8.8 1276
WOW 3.2 231 7.6 1273
What is the required end count for 95% confidence?
What is the end count for each feature?
Are there any Red X candidates?
CTIS # 20306
Group Comparison Classroom Exercise Worksheet
17-11
Dim A B / W Dim B B / W Dim C B / W Dim D B / W
End Count
CTIS # 20306
Group Comparison Classroom Exercise Answer
17-12
Dim A B / W Dim B B / W Dim C B / W Dim D B / W
1.2 BOB 223 WOW 14.2 BOB 1250 BOB
1.7 WOW 224 BOB 13.6 BOB 1251 BOB
1.8 WOW 230 BOB 13.1 BOB 1252 BOB
2.0 BOB 231 WOW 12.0 BOB 1255 BOB
2.1 BOB 233 WOW 9.8 WOW 1261 BOB
2.4 WOW 240 BOB 8.9 BOB 1269 WOW
2.5 BOB 261 BOB 8.8 WOW 1270 WOW
2.6 BOB 271 WOW 8.7 WOW 1271 WOW
3.0 WOW 272 BOB 7.6 WOW 1273 WOW
3.2 WOW 273 WOW 6.5 WOW 1276 WOW
End
Count
3 0 8 10
What is the required end count for 95% confidence? 9
What is the end count for each feature? (above)
Are there any Red X candidates? Dim D
CTIS # 20306
Statistical Confirmation
B vs. C Tests
B vs. C Tests
(Isoplot)
(Isoplot)
18-1
How do I prove that I have
identified the Red X?
CTIS # 20306
After the Red X candidate has been identified
through the use of effective clue generation
techniques, the next step is to statistically
prove with a predetermined confidence that the
Red X candidate is truly the Red X.
Clue generation is Y to X; confirmation is
X to Y.
This statistical confirmation is called a B vs. C
test. There is an entire family of B vs. C tests.
In the Apprentice class, we will discuss the
Tukey and the Six-Pack B vs. C tests.
Bill, Are you sure this rope will
hold us?
Ted, I hope so!
18-2
CTIS # 20306
Clue Generation: Y to X
0
10
20
30
40
50
60
70
80
0 5 10 15 20 25
Red X
G
r
e
e
n

Y
BOBs
WOWs
C
l
u
e

G
e
n
e
r
a
t
i
o
n
Clue Generation:
Leverage BOB and
WOW contrast to
expose the Red X
and to reveal its
distribution through
the use of effective
clue generation.
Confirmation: X to Y
0
10
20
30
40
50
60
70
80
0 5 10 15 20 25
Red X
G
r
e
e
n

Y
Bs
C
o
n
f
i
r
m
a
t
i
o
n
Cs
Confirmation:
Utilize Bs and Cs to
prove that you can
manipulate the Green Y
by only controlling the
Red X.
B: Red X magnitude
used to predict a BOB
C: Red X magnitude
used to predict a WOW
18-3
CTIS # 20306
Red X
The root cause or variable that is causing the
greatest amount of variation in the Green Y. The
Red X causes non-random patterns in the data. It
is red to alert danger of excess variation in the
process or product.
Green Y
The response the customer cares about. It is
either a failure mode or a performance distribution
and is typically a technical specification. It is
green because that is the color of money - the
more enthusiastic the customer is about the
product, the more money the company makes.
BOB
The Best Of the Best represents the feature or
characteristic as determined by the Green Y.
BOB represents one extreme of the distribution
that is opposite the WOW extreme. Typically, this
is not the nominal value.
WOW
The Worst Of the Worst represents the feature or
WOW represents one extreme of the distribution
that is opposite the BOB extreme.
B
BOB level of the Red X candidate or better part
design/process.
C
WOW level of the Red X candidate or current part
design/process.
Red X
The root cause or variable that is causing the
greatest amount of variation in the Green Y. The
Red X causes non-random patterns in the data. It
is red to alert danger of excess variation in the
process or product.
Green Y
The response the customer cares about. It is
either a failure mode or a performance distribution
and is typically a technical specification. It is
green because that is the color of money - the
more enthusiastic the customer is about the
product, the more money the company makes.
BOB
The Best Of the Best represents the feature or
BOB represents one extreme of the distribution
that is opposite the WOW extreme. Typically, this
is not the nominal value.
WOW
The Worst Of the Worst represents the feature or
WOW represents one extreme of the distribution
that is opposite the BOB extreme.
B
BOB level of the Red X candidate or better part
design/process.
C
WOW level of the Red X candidate or current part
design/process.
Definitions
Definitions
18-4
CTIS # 20306
What is confidence?
Webster says
the quality or state of being certain
Juran says
the proportion of times in the long run that an assertion
about the value of a population parameter is correct.
How much confidence is required?
Higher confidence levels force sample sizes to grow
extremely large with only a little more gain in confidence.
Dimensional lumber mills typically run 75% confidence.
The lower grade lumber can be sorted out and sold at a
lower price.
Surgical instruments typically run at 99% confidence.
Complex surgery may not.
The auto industry typically employs 95% confidence due to
assumed risk associated with automotive products.
If special situations arise, confidence levels are raised. See
your coach and consult with management to pick a
confidence level that provides the protection required.
What is confidence?
Webster says
the quality or state of being certain
Juran says
the proportion of times in the long run that an assertion
about the value of a population parameter is correct.
How much confidence is required?
Higher confidence levels force sample sizes to grow
extremely large with only a little more gain in confidence.
Dimensional lumber mills typically run 75% confidence.
The lower grade lumber can be sorted out and sold at a
lower price.
Surgical instruments typically run at 99% confidence.
Complex surgery may not.
The auto industry typically employs 95% confidence due to
assumed risk associated with automotive products.
If special situations arise, confidence levels are raised. See
your coach and consult with management to pick a
confidence level that provides the protection required.
Confidence
Confidence
18-5
CTIS # 20306
Random Order is Always REQUIRED!
Avoid
Cycles
B
1
B
2
B
3
C
1
C
2
C
3
Shifts
B
1
B
3
B
2
C
2
C
1
C
3
Trends
B
1
B
2
B
3
C
1
C
2
C
3
18-6
Randomization
Randomization
CTIS # 20306
Tukey B Vs. C Test
Tukey B Vs. C Test
(Isoplot)
(Isoplot)
19-1
What confirmation test do I use when
I have one Red X candidate?
CTIS # 20306
What is a Tukey B vs. C Test?
This test is performed when clue generation
has identified a single Red X candidate, and
a potential Pink X candidate is present. This
test only confirms the Red X candidate.
The Pink X candidate could be another
variable, measurement variation, or an
unknown source.
The Tukey B vs. C test confirms whether or
not the Red X candidate is strong enough to
overcome any of the other candidates.
What is a Tukey B vs. C Test?
has identified a single Red X candidate, and
a potential Pink X candidate is present. This
test only confirms the Red X candidate.
The Pink X candidate could be another
variable, measurement variation, or an
unknown source.
The Tukey B vs. C test confirms whether or
not the Red X candidate is strong enough to
overcome any of the other candidates.
Tukey B vs. C Test
Tukey B vs. C Test
19-2
CTIS # 20306
Steps:
1. Choose a confidence level (typically, 95%).
2. Identify B and C samples based upon previous clue
generation.
3. Determine sample size, n. Refer to the Tukey end
count table for minimum sample size.
4. Identify the random order for the test.
5. Perform the test in that random order.
6. Rank results based on Green Y from best to worst
and determine end count - end count is the number
of Bs better than the best C plus the number of Cs
worse than the worst B.
7. If the end count is equal to or greater than the
required end count from Tukey end count table,
then the B method is the better method at the
predetermined confidence level.
Tukey B vs. C Test
Tukey B vs. C Test
19-3
CTIS # 20306
Group Comparison and Paired Comparison reveal the Red X
Distribution, which defines the B and C values for Confirmation.
Green Y B/W Dim A B/W Dim B B/W Dim C B/W
6 B1 9.5 B1 1.5 W3 49.5 B1
6.5 B2 10 W1 1.5 W4 51.5 W1
6.5 B3 10 B2 1.5 W5 51.5 W2
7 B4 10.5 W2 2 W1 51.5 B2
7 B5 10.5 W3 2 W2 51.5 W3
12.5 W1 10.5 B3 10 B4 51.5 B3
13.5 W2 10.5 B4 10 B5 51.5 B4
13.5 W3 10.5 B5 11 B2 52 W5
14 W4 11.5 W4 11 B3 52 B5
15.5 W5 12 W5 11.5 B1 53 W4
E.C. = 3 E.C. = 10 E.C. = 2
Conclusion: Dimension B is the Red X Candidate!
Group Comparison
Smallest observed
Red X magnitude
Largest observed
Red X Magnitude
19-4
Green Y 30 42 30 42 31 40 32 39 32 40
Feature A 310 322 309 324 313 320 311 326 306 318
Feature B 11.2 11 10.9 11 10.8 11.2 11.1 10.9 10.7 11
Feature C 0.82 0.8 0.84 0.8 0.82 0.84 0.8 0.8 0.8 0.82
Conclusion: Feature A is the Red X Candidate!
Paired Comparison
Smallest observed
Red X magnitude
Largest observed
Red X magnitude
Tukey B vs. C Test
Tukey B vs. C Test
CTIS # 20306
WOW's BOB's
-2 0 2 4 6 8 10 12
WOW's BOB's
-2 0 2 4 6 8 10 12
WOW's BOB's
-2 0 2 4 6 8 10 12
Weak
Red X
Candidate
Strong
Red X
Candidate
Determining Sample Sizes
19-5
WOW's BOB's
-2 0 2 4 6 8 10 12
Six Pack B vs. C
Tukey B vs. C
Small sample size
Tukey B vs. C
Larger sample size
CTIS # 20306
Complete Reversal
between BOB and WOW
when Red X Candidate is
Swapped.
Suspect Red X controls
all ? P; use sample size 3
Bs and 3 Cs.
BOB
WOW
-5
0
5
10
15
20

S
t
a
g
e

I
O
r
ig
in
a
l
D
/R

#
1
D
/R

#
2
D
/R

#
3
S
ta
g
e

II
S
w
a
p
A
O
r
ig
in
a
l
G
r
e
e
n

Y

(
m
m
)
Strong Red X Candidate Small Sample Size
Determine Sample Size, n
19-6
CTIS # 20306
Confidence
Minimum Sample
Size, n, for B & C*
Required End
Count
Super Critical
0.999, (? = 0.001)
6 12
Critical
0.99, (? = 0.01)
5 9
Important
0.95, (? = 0.05)
3 6
Moderate
0.90, (? = 0.10)
3 5
* Ratio of B:C or C:B is no worse than 3:4
Required End Count for a Tukey B vs. C
Tukey B vs. C End Count Table
Strong Red X Candidate from clue generation =
Small sample size.
Weak Red X Candidate from clue generation =
Large sample size
Tukey B vs. C Test
Tukey B vs. C Test
CTIS # 20306
B - BOB test group C - WOW test group
B B B C C C B C B C B C C B
Green Y Measurement
Better Worse
What is the end count?
Tukey B vs. C Test
Tukey B vs. C Test
19-8
CTIS # 20306
Parts used in Group/Paired Comparison define
Red X distributions. However, these parts can
not be used for the B vs. C test.
B & Cs are new parts that have never been
assembled before.
The only thing that you know about the Bs and
Cs is the Red X magnitude.
Always rank test results based on the Green Y
from BOB to WOW.
Use normal production process.
Requirements to pass:
The first ranked sample must be a B
The last ranked sample must be a C
Must meet or exceed the required minimum
end count
Must have full range of variation
Update the Solution Tree with your results!
19-9
Additional notes to remember when performing a
Tukey B vs. C test
CTIS # 20306
B = Fuel Return Pipe Length: 306 - 309.3 mm
C = Fuel Return Pipe Length: 322.7 - 326 mm
Response = Fuel Sender Noise (dB)
n = 5 ( 5 B's and 5 C's )
Confidence Level = 0.95
Minimum End Count = 6
Tukey B vs C
19-10
Run Results
28 B 308.0
34 C 326.0
42 C 324.1
35 C 325.7
33 B 307.1
43 C 324.7
30 B 307.6
37 C 323.7
36 B 306.0
28 B 306.3
Green Y B/C Red X
Tukey B vs. C Test Example
CTIS # 20306
Version Date: 07-20-07 19-11
Tukey B vs C
Fuel Sender Noise
B = Fuel return pipe length 306 - 309.3 mm
C = Fuel return pipe length 322.7 - 326 mm
Response = Fuel sender noise (dB)
n = 5 ( 5 B's and 5 C's )
Confidence Level = 0.95
Minimum End Count = 6
Run Order Rank Order
Red X Green Y B/C Red X Green Y B/C
306.3 28 B 306.3 28 B
306 36 B 308 28 B
323.7 37 C 307.6 30 B
307.6 30 B 307.1 33 B
324.7 43 C 326 34 C
307.1 33 B 325.7 35 C
325.7 35 C 306 36 B
324.1 42 C 323.7 37 C
326 34 C 324.1 42 C
308 28 B 324.7 43 C
End Count = 7
95% confident that the shorter return pipe length reduces fuel sender noise
B C C B B B C C C B
0 10 20 30 40 50
Must have full range
of variation. Compare
output range to Delta
P from Isoplot.
Fuel Sender Noise
Fuel Sender Noise
CTIS # 20306
Update Solution Tree:
The Red X that causes the
Green Y variation is
Rationale:
Tukey B vs. C
Red X Confirmed at
95% Confidence
When B vs. Cs Fail:
That does not mean that the Red X Candidate is
not the Red X.
You simply Failed to Confirm Red X Candidate.
Using the results of the B vs. C test, return to Clue
Generation and evaluate what other Xs matter.
19-12
CTIS # 20306
Six-Pack B vs. C Test
(Isoplot)
(Isoplot)
20-1
What confirmation test do I use when
I have one strong Red X candidate?
CTIS # 20306
What is a Six-Pack B vs. C Test?
has identified a strong Red X candidate, and
there is no evidence that other candidates are
present.
This test is a form of Tukey B vs. C test with a
sample size of 3 Bs and 3 Cs.
What is a Six-Pack B vs. C Test?
has identified a strong Red X candidate, and
there is no evidence that other candidates are
present.
This test is a form of Tukey B vs. C test with a
sample size of 3 Bs and 3 Cs.
20-2
CTIS # 20306
Steps:
1. Choose a confidence level.
generation.
3. Identify the random order for the test (3 Bs and 3 Cs).
4. Perform each test in that random order.
5. Rank results based on the Green Y from best to worst.
6. If 3 Bs rank above the 3 Cs, then you can conclude
with 95% confidence the better method, B, is
significantly better than the C. There must be
complete separation between the Bs and Cs.
7. Results from B vs. C must show the full range of
variation from your isoplot data.
Steps:
1. Choose a confidence level.
generation.
3. Identify the random order for the test (3 Bs and 3 Cs).
4. Perform each test in that random order.
5. Rank results based on the Green Y from best to worst.
6. If 3 Bs rank above the 3 Cs, then you can conclude
with 95% confidence the better method, B, is
significantly better than the C. There must be
complete separation between the Bs and Cs.
7. Results from B vs. C must show the full range of
variation from your isoplot data.
20-3
CTIS # 20306
Group Comparison and Paired Comparison reveal the Red X
Distribution, which defines the B and C values for Confirmation.
Green Y B/W Dim A B/W Dim B B/W Dim C B/W
6 B1 9.5 B1 1.5 W3 49.5 B1
6.5 B2 10 W1 1.5 W4 51.5 W1
6.5 B3 10 B2 1.5 W5 51.5 W2
7 B4 10.5 W2 2 W1 51.5 B2
7 B5 10.5 W3 2 W2 51.5 W3
12.5 W1 10.5 B3 10 B4 51.5 B3
13.5 W2 10.5 B4 10 B5 51.5 B4
13.5 W3 10.5 B5 11 B2 52 W5
14 W4 11.5 W4 11 B3 52 B5
15.5 W5 12 W5 11.5 B1 53 W4
E.C. = 3 E.C. = 10 E.C. = 2
Conclusion: Dimension B is the Red X Candidate!
Group Comparison
Smallest observed
Red X magnitude
Largest observed
Red X Magnitude
20-4
Green Y 30 42 30 42 31 40 32 39 32 40
Feature A 310 322 309 324 313 320 311 326 306 318
Feature B 11.2 11 10.9 11 10.8 11.2 11.1 10.9 10.7 11
Feature C 0.82 0.8 0.84 0.8 0.82 0.84 0.8 0.8 0.8 0.82
Conclusion: Feature A is the Red X Candidate!
Paired Comparison
Smallest observed
Red X magnitude
Largest observed
Red X magnitude
CTIS # 20306
Random Order is Always REQUIRED!
Avoid
Cycles
B
1
B
2
B
3
C
1
C
2
C
3
Shifts
B
1
B
3
B
2
C
2
C
1
C
3
Trends
B
1
B
2
B
3
C
1
C
2
C
3
B's C's
305 310 315 320 325 330
B
1
B
2
B
3
C
1
C
2
C
3
Red X Distribution
20-5
CTIS # 20306
Six-Pack B vs. C test
Six-Pack B vs. C test
20-6
20 Equally likely outcomes when B = C
If the distributions are identical, there is only 1 chance in
20 that the 3 better units will rank above the 3 current
units (arrangement number 1 above.) This is the hoped
for result.
20 Equally likely outcomes when B = C
If the distributions are identical, there is only 1 chance in
20 that the 3 better units will rank above the 3 current
units (arrangement number 1 above.) This is the hoped
for result.
1 2 3 4 5 6 7 8 9 10
Best 1
st
B B B B B B B B B B
2
nd
B B B B C C C C C C
3
rd
B C C C B B B C C C
4
th
C B C C B C C B B C
5
th
C C B C C B C B C B
Worst 6
th
C C C B C C B C B B
11 12 13 14 15 16 17 18 19 20
Best 1
st
C C C C C C C C C C
2
nd
B B B B B B C C C C
3
rd
B B B C C C B B B C
4
th
B C C B B C B B C B
5
th
C B C B C B B C B B
Worst 6
th
C C B C B B C B B B
CTIS # 20306
Six Pack B vs. C Test
20-7
Avoiding Trends, Shifts & Cycles
Avoiding Trends, Shifts & Cycles
1 2 3 4 5 6 7 8 9 10
Best 1
st
B B B B B
2
nd
B B C C C
3
rd
C C B B C
4
th
B C B C B
5
th
C B C C C
Worst 6
th
C C C B B
11 12 13 14 15 16 17 18 19 20
Best 1
st
C C C C C
2
nd
B B B C C
3
rd
B C C B B
4
th
C B C B C
5
th
B B B C B
Worst 6
th
C C B B B
Randomly select one of these corresponding
patterns to run your experiment.
CTIS # 20306
Parts used in Group/Paired Comparison define
Red X distributions. However, these parts can
not be used for the B vs. C test.
B & Cs are new parts that have never been
assembled before.
The only thing that you know about the Bs and
Cs is the Red X magnitude.
Always rank test results based on the Green Y
from BOB to WOW.
Use normal production process.
Requirements to pass:
The first ranked sample must be a B
The last ranked sample must be a C
Must meet or exceed the required minimum
end count
Must have full range of variation
Update the Solution Tree with your results!
20-8
Additional notes to remember when performing a
CTIS # 20306
B = seat wire gap (0-1mm)
C = seat wire gap (5-6mm)
Response: Rear Tab Release Effort
Customer Enthusiasm: 20-45 pounds
B = seat wire gap (0-1mm)
C = seat wire gap (5-6mm)
Response: Rear Tab Release Effort
Customer Enthusiasm: 20-45 pounds
Build Wire Ranked
Order Gap Effort Order Gap Effort
C
B
C
C
B
B
6
0
5.5
5
0.5
1
80
16
95
89
20
25
Red X
Candidate
Green Y
U-Van 2
nd
Row Seat Release Efforts Project
Red X Candidate = Rear Outboard Seat Wire Gap
(from Paired Comparison)
U-Van 2
nd
Row Seat Release Efforts Project
Red X Candidate = Rear Outboard Seat Wire Gap
(from Paired Comparison)
Six Pack B vs. C Test Example
20-9
CTIS # 20306
B = Seat wire gap (0-1mm)
C = Seat wire gap (5-6mm)
Response = Release effort
Requi red End Count: 6
B or C Red X Green Y B or C Red X Green Y
C 6 80 B 0 16
B 0 16 B 0.5 20
C 5.5 95 B 1 25
C 5 89 C 6 80
B 0.5 20 C 5 89
B 1 25 C 5.5 95
E.C. = 6
Six Pack B vs C
Conclusion: 95% confident that the rear outboard seat wire gap
height relative to floor pan is the Red X.
Rank Order Run Order
U-Van Rear Seat Effort
B C B B C C
0 20 40 60 80 100 120
20-10
CTIS # 20306
Reasons you fail your test
Some of the more common reasons B vs. C tests fail.
1. Did not identify the Red X.
2. Not picking true BOBs and WOWs from the tails
of the Isoplot during clue generation.
3. Not selecting true BOBs and WOWs for the
B vs. C test.
4. Possible Pink X present (second unknown
variable).
5. Interaction present that was missed during clue
generation.
Reasons you fail your test
Some of the more common reasons B vs. C tests fail.
1. Did not identify the Red X.
2. Not picking true BOBs and WOWs from the tails
of the Isoplot during clue generation.
3. Not selecting true BOBs and WOWs for the
B vs. C test.
4. Possible Pink X present (second unknown
variable).
5. Interaction present that was missed during clue
generation.
20-11
CTIS # 20306
Notes
20-12
CTIS # 20306
Run Charts
Run Charts
Do I have control of the failure?
21-1
(Isoplot)
(Isoplot)
CTIS # 20306
Explanation of Run Charts
Green Y Run Chart - The long term monitoring
of the variable measurement of the customer
complaint from initiation through implementation
of control on the Red X. (N, mm, dB, lbs, etc.)
P Chart (Proportion defective chart) The long
term monitoring of the number of failures from
initiation through implementation of control on the
Red X. (PPH, IPTV, ppm, DPTV, EPTV, etc.)
21-2
CTIS # 20306
Run Charts
Green Y Run Chart
Definitions
Green Y Run Chart:
The long term monitoring of the variable
measurement of the customer complaint from
initiation through implementation of control on
the Red X.
Customer Enthusiasm limit:
This is a tolerance or limit set at the beginning
of the project where the Green Y needs to be
controlled to assure enthusiastic customers.
The Green Y is monitored throughout the
project. It should start as soon as a variable
measurement system passes Isoplot (first 30
data points). It should be monitored after the
project is complete to assure that the Red X is
in control.
21-3
CTIS # 20306
Run Charts
Green Y Run Chart
The Green Y run chart should contain the following:
1. Clear Title
2. Y axis Variable measurement of the failure
3. X axis - appropriate dates, VINs, etc.
4. Customer enthusiasm limit or tolerance
5. Notes explaining any significant dates or
movement in data
A successful Green Y run chart will show the data
falling within the customer enthusiasm limits when
irreversible corrective action is applied to the Red X.
Some Green Y run charts may not have all data
points falling within the customer enthusiasm limits.
The amount of acceptability for a failure must be
picked at the beginning of a project.
21-4
CTIS # 20306
Conclusion: The corrective actions work!
Customer Enthusiasm
Limit
ICA
Implementation
Sample size?
21-5
CTIS # 20306
Green Y Run Chart
9.4
11.4
13.4
15.4
17.4
19.4
21.4
23.4
25.4
27.4
2
1
5
2
6
2
1
6
0
4
2
1
6
5
0
2
1
6
8
0
2
2
0
2
6
2
2
0
6
5
2
2
1
1
5
2
2
1
5
6
2
2
1
9
9
2
2
2
1
4
2
2
2
8
0
2
2
2
8
9
2
2
4
1
6
2
2
4
2
1
2
2
4
3
0
2
2
4
3
3
Before Irreversible Corrective Action
After ICA
Customer Enthusiasm Upper Limit
Customer Enthusiasm Lower Limit
G
r
e
e
n

Y

(
m
m
)
Feb. 2 I.C.A. Date:
Original Variation
Clamp changed
at Weld Station
Resulting Variation
Vehicle Sequence #
P
a
s
s
e
n
g
e
r

S
i
d
e

P
o
s
i
t
i
o
n

o
f

R
o
o
f

B
o
w

(
m
m
)
21-6
Missing Headliner Retainer Project
Conclusion: Adjusting the Roof Bow weld station clamp has reduced the
variation of the Roof Bow position. The corrective action was successful.
CTIS # 20306
Run Charts
P Chart
Definitions
P Chart:
The long term monitoring of the attribute
measurement of the customer complaint from
initiation through implementation of control on
the Red X. PPH and IPTV are the most
common metrics for P Charts.
Customer Enthusiasm limit:
This is an allowable failure rate set at the
beginning of the project to assure enthusiastic
customers.
The failure rate is monitored through the project
and can start with identification of the failure. It
should be monitored after the project is
complete to assure that the Red X is in control.
21-7
CTIS # 20306
P Chart
0
1
2
3
4
5
6
0
1
/
1
2
/
0
4
0
1
/
1
3
/
0
4
0
1
/
1
4
/
0
4
0
1
/
1
5
/
0
4
0
1
/
1
6
/
0
4
0
1
/
1
9
/
0
4
0
1
/
2
0
/
0
4
0
1
/
2
1
/
0
4
0
1
/
2
2
/
0
4
0
1
/
2
3
/
0
4
0
1
/
2
6
/
0
4
0
1
/
2
7
/
0
4
0
1
/
2
8
/
0
4
0
1
/
2
9
/
0
4
0
1
/
3
0
/
0
4
I
r
r
e
v
e
r
s
i
b
l
e

C
o
r
r
e
c
t
i
v
e

A
c
t
i
o
n
0
2
/
0
2
/
0
4
0
2
/
0
3
/
0
4
0
2
/
0
4
/
0
4
0
2
/
0
5
/
0
4
0
2
/
0
6
/
0
4
0
2
/
0
9
/
0
4
0
2
/
1
0
/
0
4
0
2
/
1
1
/
0
4
0
2
/
1
2
/
0
4
0
2
/
1
3
/
0
4
Before Irreversible Corrective Action
After ICA
Customer Enthusiasm Limit
N
u
m
b
e
r

o
f

R
e
t
a
i
n
e
r
s

t
h
a
t

f
a
l
l

o
u
t

p
e
r

d
a
y

(
p
p
h
)
Feb. 2 I.C.A. Date:
Conclusion: Adjusting the Roof Bow weld station clamp has successfully
eliminated the instances of headliner retainers falling out at Quality Gate.
Missing Headliner Retainer Project
CTIS # 20306
Appendix
Appendix
A-1
CTIS # 20306
This chart shows how the various
Red X Tools relate to one another
Feature
Start Project Tree
Strategy Diagram
Measurement System
Validation
Start Solution Tree
Multi-Vari
B vs. C Test
Problem Tree
Note: No solution tree is
used due to the attribute
measuring system.
Start Project Tree
Strategy Diagram
B vs. C Test
Problem Tree
Defect
Red X Process Flow Chart
Measurement System
Validation
Paired Comparison
B vs. C Test
Event
Start Project Tree
Strategy Diagram
Start Solution Tree
Component Search
Problem Tree
A-2
CTIS # 20306
Certification Process
How can I get certified in
Statistical Engineering?
A-3
CTIS # 20306
(outline)
Statistical Engineering Introduction (Course #22786)
Overview of Statistical Engineering
Web based training
1-2 hours
Statistical Engineering Apprentice Training (Course #20306)
Recommended, but not required: Course # 22786
3 Day class with test
Complete a project Certified Apprentice
Statistical Engineering Journeyman Seminar (Course #20481)
Pre-requisite: Course # 20306 and completed first project
Complete a 2
nd
project
Pass an interview Certified Journeyman
Statistical Engineering Master Seminar (Course #20892)
Pre-requisite: Certified Journeyman plus 3 additional
completed projects
Coach 4 projects
Pass 2 interviews Certified Master
A-4
CTIS # 20306
Certification Standards
for
Apprentice
As an Apprentice, you will be able to use basic Red X tools
and execute strategy with the help of a coach.
A certified Apprentice should be able to:
Develop a strategy diagram
Develop and verify a measurement system
Demonstrate convergence from a Green Y to the Red X
Write a technical report that shows logical thinking and give a thorough
explanation of the engineering lessons learned by explaining the relationship
between the Red X and Green Y.
Minimum Requirements for Apprentice Certification:
To be certified as an apprentice, you must be able to use the following
tools with the assistance of a coach:
? Isoplot
? Multi-Vari
? Concentration Diagram
? Component Search stage I & II
? Paired Comparison
? Group Comparison
? B v.s. C Six Pack Test
? Tukey B v.s.C Test
? Green Y Run Chart
? P Chart
Note: Only two people can be certified on a single project.
?Attend the 3 day apprentice class.
?Pass the pass/fail quiz given at the end of class.
?Submit a minimum of one written project(s)
that demonstrates logical thinking, a thorough
understanding of the physics, and application of
the tools (on the left) with the help of a coach.
?You can either lead or be a team member on
this project.
?Prerequisite: None
A-5
CTIS # 20306
for
J ourneyman
As a J ourneyman, you will be able to lead a project, develop and
execute strategy, identify and eliminate interactions.
A certified Journeyman should be able to:
Develop Strategy for defects,
features, and events
Solve a problem with attribute or
variable measurement system
Develop realistic tolerances
Test for multiple Xs
? Write a technical report that shows
logical thinking and give a thorough
explanation of the engineering lessons
learned by explaining the relationship
between the Red X and Green Y, and
identify other options to solve the problem.
Minimum Requirements for Journeyman Certification:
To be certified as a Journeyman, you must have the ability to use these
additional tools with the assistance of a coach:
?Isoplot Quickcheck
?Component Search Stage 0 & III
?Operations Search
?Full Factorial
?Tolerance Parallelogram
?Attribute Tolerancing
?Attend and pass a 3 day Journeyman
class
?A pass/fail quiz will be given at the end
Of class.
Note: Only two people can be certified on a single project.
?Submit a minimum of one additional
project that demonstrates logical thinking, a
thorough understanding of the physics, and
application of the tools (on the left) with the
help of a coach.
?If you were a member on your apprentice
project, you must lead this project.
?Pass an interview with a:
Regional Master (Vehicle Group)
Program Lead (MFD)
Sector Manager (Powertrain)
?Prerequisite: Apprentice Certification
A-6
CTIS # 20306
for
Master
As a Master, you will be able to lead a project, develop and execute
strategy, identify and eliminate interactions, teach others.
A certified Master should be able to:
Develop strategy for complex
low failure rate problems
Use concept diagrams to
effectively identify options for fixes
Identify spike interactions and
their magnitude
Solve difficult problems faster by
being more efficient through
contrast identification and
recognizing when it is okay to take
higher levels of risk
Minimum Requirements for Master Certification:
To be certified as a Master, you must be able to use the following
additional tools:
?Five Penny Test
?Binomial Probability
?Active Multi-Vari
?Attend a 4 day masters class.
?2 days for masters material
?2 days for coaching material
?Submit a minimum of three additional
written projects that demonstrate
logical thinking, a thorough
understanding of the physics, shows
correct usage of the tools above, and
proof of implementation. You must
lead all three projects.
Note: Team members are permissible for Apprentice and Journeyman
candidates on Master projects. Only two people can participate on a single
project.
?Coach a minimum of 4 Apprentice or
Journeyman projects.
?Pass an interview with two:
Regional Masters (Vehicle Group)
Program Leads (MFD)
Sector Managers (Powertrain)
?Prerequisite: Journeyman Certification
A-7
CTIS # 20306
Project Write Up and Other
Useful Information
Project Write Up and Other
Useful Information
A-8
CTIS # 20306
Project Write-up Requirements
One file PowerPoint or Word
Title Page
Project Title
Project Leader & Certification Sought
Team Member (if appropriate) & Certification Sought
Sponsor
Coach
Project Duration (date project started and corrective action
implemented)
Location & Vehicle Line
Executive Summary (includes these sections)
Subject (Problem Definition)
Identify (Project Definition)
Analyze (Solution Tree)
Plan (Irreversible Corrective Action Options)
Implement (Selected Control)
Evaluate (Run Chart)
Trees and Supporting Data (minimum Requirements)
Strategy Diagram
Clue Generation Tools used
Confirmation Test
Description of the Physics
Green Y Run Chart
Cost Worksheet (Powertrain only)
A-9
CTIS # 20306
Title Page
Project Title Name of the Project
Team Leader Name of person who lead the project
(leader is responsible for Write-up)
Certification Sought Level of project for leader and
member (apprentice, journeyman,
Master 1, etc.)
Team Member Name of team member (only one +
Leader can get certification credit; a
master or master candidate cannot be
a team member)
Sponsor Name of manager who sponsored
project and removed road blocks
Coach Master or Master Candidate who
coached the project
Project Duration Date project started and corrective
action was implemented
Location Location where project was worked
Product Vehicle line that project impacts
A-10
CTIS # 20306
Executive Summary
Subject (Problem Definition)
A brief summary of the business metric impacted and/or a
summary of the decision splits from the Problem Definition
Tree. If no Problem Definition Tree is provided, then
provide a statement of why you are working on this project.
Identify (Project Definition)
A summary of the decision splits from the Project Definition
Tree. This will include a description of the Green Y
measurement.
Analyze (Solution Tree)
A brief summary of the decision splits from the Solution
Tree. This includes the identification of the Red X
candidate and confirmation test that was conducted.
Plan (ICA Options)
A brief description of the options for corrective action.
Implement (Selected Control)
A brief description of the corrective action that was chosen
and why (cost, risk, timing, etc.)
Evaluate (Run Chart)
A brief summary of the Green Y Run Chart or P-Chart
results.
Attach Cost Savings Worksheet (if appropriate)
A-11
CTIS # 20306
Executive Summary should be written so that it could stand
alone without the Trees and Supporting Data. It is best
written after the Trees are completed.
Trees and Supporting Data should be written so that they
could stand alone without the Executive Summary.
Generally, the Executive summary is easier for managers to
read and understand; the Trees and Supporting Data is
easier for problem solvers to understand.
Executive Summary Template can be found with the other
Red X Tools at the VEQRD web site
(http://gmna1.gm.com/veqrd/se/index.html)
What A Project Write Up Is Not:
A history of every step or action taken.
Do not include information that is not pertinent to the
journey to the Red X (raw data, failed tests, etc.).
A book or thesis.
A place to describe the rules for applying different
techniques (this belongs in the training manual).
Time consuming - Engineer needs to be solving
problems, not writing reports.
A Project Write Up IS a roadmap that documents the
sequential convergence to the Red X and corrective action.
Dont let the reader get lost!
A-12
CTIS # 20306
First Time Quality Standards for
Statistical Problem Solving Project Submittals (Powertrain)
1. Must have cost worksheet attached. If no actual savings shown, must still
attach worksheet with explanation of why project was done.
2. Correctly formatted tools Follow Write-up guidelines or text book example.
3. All supporting data MUST have conclusions (graphs, charts, diagrams, and
tables). Explain what the data means and how it helped you make splits.
4. Minimum of two tools excludes Strategy Diagram, Project Definition Tree,
Green Y Run Chart and Solution Tree. A tool is defined by any of the
recognizable tools. Additionally, a tool can be any testthat leverages the
BOB/WOW contrastas long as it is clearly defined as such.
5. Must have clearly defined strategy in both executive summary and trees.
Make sure that a strategy chosen in the Strategy Diagram correlates with a
split in the trees.
6. Tree must end with clearly defined Red X feature or characteristic . There
may be additional splits depending on where the Red X characteristic
originates. Additionally, include the Irreversible Corrective Action at the end
of the tree.
7. Must have statistical confirmation test to prove Red X (or very clear
explanation if omitted).
8. Green Y run chart should be clearly labeled with start of project and
implementation of corrective action and have sufficient data points.
9. All projects must include start date of projectand date of confirmationof
Red X, either through B vs C test or Green Y Run chart.
10. Include in the report a page titled Description of Physics. Answer the
question, How did the problem manifest itself?. This is not a description of
what was supposed to happen. It is a description of the physics that were
proven, by the project, to be functioning that led to the current problem.
A-13
CTIS # 20306
Common mistakes
Red-X Not clearly defined in trees
Irreversible corrective action not clearly defined
at the end of the tree
Attachments without conclusions
A reference to a tool is made on the tree, but no
evidence of the tool is included in project
No explanation of spikes on Green Y Run Chart
No Cost Savings Worksheet attached
No clearly defined strategy choice
Other missing items from First Time Quality
Standards.
A-14
CTIS # 20306
106
Physi cs of the Problem
batter
y
Battery
TCC
M
Prop shaft speed
sensor
Normal system operation
Resistor (embedded i n TCCM)
batter
y
Battery
TCC
M
Prop shaft
speed
sensor
?
Unknown
energy source
WOW Event
Resistor (embedded in TCCM)
TCCM Ferrite Bead Failures
Duri ng normal operati on current travels from the battery to the TCCM.
Through a resi stor that protects the ferri te beads. To the prop shaft
speed sensor and back to the TCCM.
Duri ng normal operati on current travels from the battery to the TCCM.
Through a resi stor that protects the ferri te beads. To the prop shaft
speed sensor and back to the TCCM.
Duri ng a WOW event an energy spi ke f rom an unknown source t ravels
backwards through the ci rcui t and enters the TCCM through an
unprotected si de. It then delivers its full energy to the ferri te bead
causi ng it to burn. The spi ke i s unrelated to the function of the
component s and onl y uses the ci rcui t as a pathway to the TCCM.
Duri ng a WOW event an energy spi ke f rom an unknown source t ravels
backwards through the ci rcui t and enters the TCCM through an
unprotected si de. It then delivers its full energy to the ferrite bead
causi ng it to burn. The spi ke i s unrelated to the function of t he
component s and only uses the ci rcui t as a pathway to the TCCM.
Physics of Problem - Example
A-15
CTIS # 20306
123
Cl utch Energy @ Activat i on
Energy
Accounting
Di agram shows cl utch i nput energy and arrows showi ng expected
acti on of button. Opposi ng arrows show fi rst resi stance to i nput force
@ whi te area. Tear i ni ti ates @ whi t e area. Changes t o remove
energy from neck (chamfer) and i ncrease resi stance at button hole
si dewal l s (hol e si ze) both created changes to energy di stri buti on
resulting i n zero button fai l ure duri ng aggravated testi ng.
Tear initiated @ j uncti on
bet ween head of but t on and
stem
Event To Energy Transform
EV Fan Clutch Armature Button Fai l ures
Physics of Problem - Example
A-16
CTIS # 20306
Project Write-up Requirements (Powertrain only)
Cost Savings Worksheet can be found at:
http://powertrain.gm.com/portal/docs/quality_systems/
ds/AUTOAA000005/
Cos t Savi ngs Works heet

Sect i on A Proj ect Sel ect i on Phase:

Pr obl em / Pr oj ect Des cr i pt i on: __________________________________________________________________________

Pl ant / Pr oduct Li ne: ________________Spons or : __________________________ Team Leader : ____________________

Co mme n t s : _________________________________________________________________________________________

___________________________________________________________________________________________________

Pot ent i al Cost Savi ngs:

Annual i zed Scr ap/ Rewor k Cos t Savi ngs : $___________ ( pi ece cost x #of scr apped par t s - annual i zed)

Annual i zed War r ant y Savi ngs ( 02/ 03MY): $ ( based on war r ant y i nf or ma tion f r om 1st , 2nd, & 3r d year )

Ot her Cos t Savi ngs: $ ___________ ( Speci f y - e. g. t ool i ng, overt i me r ed. , i nspect i on: __________)

To t al Pot ent i al Cost Savi ngs: $ ___________

Requi r ed Appr oval s:

_______________________ _________________________ ______________________
Spons or Fi nance Mgr . / Pr ogr am Qua l i t y Mgr . Team Leader

Sect i on B Proj ect Co mpl eti on Phas e:

Proj ect ed Cos t Savi ngs ( Bas ed on i mpact of Red X di s cover ed) :

Proj ect St art Da t e: _______________Pr oj ect Compl et i on Dat e______________ I mpl ement at i on Da t e: _______________

Annual i zed Scr ap/ Rewor k Cost Savi ngs: $___________ ( pi ece cost x #of scr apped par t s r educed - annual i zed)

Li f e Ti me War r ant y Savi ngs: $___________ 1
st
year war r ant y ( 0 -365 days )

$___________ 2
nd
year war r ant y ( 366-730 days )

$___________ 3
rd
year war r ant y ( 731-1095 days )

Ot her Cos t Savi ngs: $ ___________ ( Speci f y - e. g. t ool i ng, overt i me r ed. , i nspect i on: __________)

To t al Pr oj ect ed Cost Savi ngs: $ ___________

PRTS # ( i f appl i cabl e) _______________

Co mme n t s : _________________________________________________________________________________________

___________________________________________________________________________________________________
Requi r ed Appr oval s:

_______________________ _________________________ ______________________
Spons or Fi nance Mgr . / Pr ogr am Qual i t y Mgr . Team Leader

A-17
CTIS # 20306
Resources
Resources
A-18
Link to GM Statistical Engineering web site:
http://gmna1.gm.com/veqrd/se/index.html
OR select Statistical Engineering from Socrates A-Z List
Link to Red X Application (formerly People/Project Tracker):
https://pd.naeng.gm.com/jpqms/pqms/portal.do
OR select Red X Application from Socrates A-Z List
Link to Red X Tools (software for project documentation):
The link to the Red X Application and the Red X Tools can
also be found at the Statistical Engineering web site.
(***Note: GM edsnet ID and internet password required for
access to Red X Application and Red X Tools through SSPR***)
CTIS # 20306
Statistical Engineering Website
OR Statistical Engineering from the Socrates A-Z List
A-19
1. Link to Red X Application (formerly People/Project Tracker)
2. Link to Red X Tools SSPR
3. Link to Red X Tools Zip file (for non-SSPR users)
4. Link to Red X Tools and other info for Powertrain group
1
2
3
4
CTIS # 20306
Red X Application Access Requirements
A-20
To gain access to the Red-X Application, you must
meet the following requirements:
? GM edsnet ID
? GM internet e-mail address
? PDD User Flag set to Yes in People
Finder (this is done by your manager
through Org Manager in People Finder)
CTIS # 20306
Red X Application Home Page
A-21
Click here for
People searches
Click here for
Project searches
Click here for
People searches
Click here for
Project searches
CTIS # 20306
Red X Application People Search Page
A-22
There are numerous criteria that can be used to
search for People information, including
certification level, plant location, or by an
individuals name. When searching for a plant
listing, the Region must be selected first to
bring up the appropriate location drop-down list.
CTIS # 20306
Red X Application Project Search Page
A-23
There are numerous criteria that can be used to
search for Project information, including approved
projects, plant location, project leader, coach, JD
Power category, or by any text from the project
title. Again, when searching for projects from a
specific plant, the Region must be selected first to
bring up the appropriate location drop-down list.
CTIS # 20306
It is best to detach and save the specific Red X
tool onto your computer before altering it.
It is best to create a separate file for each tool with
the project name. (You may want to create a
project folder for all of the project tools and
documents for a specific project.)
After you have created a document using a Red X
tool template, copy and paste the results into the
Powerpoint or Word document you are creating
for your project write-up (using Paste Special
Picture (Enhanced Metafile)).
The completed project write-up file will then be
submitted to the Plant Master at your location for
approval by the appropriate Regional Master.
A-24
How to use the Red X Tools
from the Statistical
Engineering Website
How to use the Red X Tools
from the Statistical
Engineering Website
CTIS # 20306
Plant Name
Vehicle Type
GM Business Objective
Reason Comments
X Feedback from Quality Gate
Sub divide again? yes
X Feedback from other Plants
Sub divide again? no
Problem Definition: Eliminate the source of
on Vehicle 1 at Plant A
Problem Definition - Data Input
Plant A
Vehicle 1
To reduce failures at Quality Gate - Current 385 failures/4000 vehicles
( Enter catagories then select focus )
Missing Headliners Retainers 159/4000
Interior Console Latch 40/4000
All other failures < 40/4000
Missing Headliners Retainers 159/4000
Plant A 159/4000
Other Plants 0 failures
Complete problem definition -- Go to top of page -- Press ' CreateTree' button
Create Problem Definition Tree Print Tree
A-25
Sample Red X Tool Data Input
CTIS # 20306
Measurement Method? Variable Data
no no
Lower Upper
Current Range?
21.00 36.00
Skewed?
Yes
Median?
25.00
Required Range?
21.00 27.00
Skewed?
No
Customer Limit?
Yes Yes Units?
Plant Name
Vehicle Type
Defined Problem
Reason Comments
X 21 vehicles observed with missing retainers
Sub divide again? Yes
X Of 25 missing retainers, 24 were found on f loor or seat of vehicle.
Sub divide again? Yes
X Concentration Diagram
mm
Defect
Event
Feature
Plant A
Vehicle 1
Eliminate the source of missing Headliner Retainers on our GM Vehicle at our GM Plant
( Enter catagories then select focus )
Defect
Installed and fell out 24/25
Project Definition - Data Input
Location 5 14/25
Installed and fell out 24/25
Never installed 1/25
Create Project Definition Tree Print Tree
A-26
CTIS # 20306
Select Type of Strategy Diagram Defect
Leave Room to Paste Pictures No
Add Text Explainations Yes
Add BOB/WOW Nomenclature
No
Select Contrast Defect Defect
to
Defect
Same Location
Select Contrast Not Listed Location
Enter Contrast Location to
Location
Same Side
Select Contrast Side Side
to
Side
Same Vehicle
Select Contrast Vehicle Vehicle
to
Vehicle
Same Model
Select Contrast Model Model
to
Are the Headliner
Retainers missing from
the same side?
Are the Headliner
Retainers missing from all
vehicles?
Are the Headliner
Retainers missing on all
Strategy Diagram - Data Input
Is observation of Headliner
Retainer present or not
repeatable?
Are the Headliner
Retainers missing from
the same location?
Select Strategy Choice (after all
contrasts have been identified)
Create/Update
Strategy Diagram
Output Sheet
A-27
CTIS # 20306
1st 2nd
Measurement Measurement
None 0 1 Vehicle 1 22 21
Vehicle 1 1 2 Vehicle 1 22 21
5 6 Vehicle 1 30 29
6 7 Vehicle 1 24 25
8 Vehicle 1 24 25
9 Vehicle 2 21 21
Measurement System 10 Vehicle 2 22 23
Units: 11 Vehicle 2 24 25
mm 12 Vehicle 2 23 23
13 Vehicle 2 22 22
14 Vehicle 2 25 26
15 Vehicle 2 23 24
16 Vehicle 2 22 22
17 Vehicle 3 23 24
18 Vehicle 3 23 22
19 Vehicle 3 29 28
20 Vehicle 3 31 31
21 Vehicle 3 35 36
22 Vehicle 3 31 31
23 Vehicle 3 23 23
24 Vehicle 3 23 24
25 Vehicle 4 22 22
26 Vehicle 4 22 21
27 Vehicle 4 24 24
28 Vehicle 4 26 25
29 Vehicle 4 24 25
30 Vehicle 4 22 23
Assign Contrast
from List:
Isoplot - Data Input
Enter Contrast
Choices:
Create Isoplot
Output
A-28
CTIS # 20306
Stage I - Sample Size
Original + 3 D/R's (recommended)
Define Components
A Headliner Distance between headliner and body Green Y
B mm Units
C C.E. Upper Limit
D C.E. Lower Limit
Stage I BOB WOW
Original 22 35
D/R #1 23 34
D/R #2 21 33
D/R #3 22 34
Stage I Passed - Stage II BOB WOW
Swap Headliner 25 30
Original 23 35
Component Search - Variable Data Input
Create/Update
Output Sheet(s)
- press after all
data has been
entered.
Change to
Attribute Green Y
Input Sheet
A-29

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