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A Statistical Measurement helps gage adequacy of product, process and services A Metric A Business Strategy A measuring system good quality reduces cost
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SIGMA RATING AND PPM ARE CORRELATED Sigma Rating Sigma Rating
2 2 3 3 4 4 5 5 6 6 Process Process Capability Capability SIGMA RATING
PPM PPM
308,537 308,537 66,807 66,807 6,210 6,210 233 233 3.4 3.4 Defects per Defects per Million Opportunities Million Opportunities
A PERFORMANCE MEASURE
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Y = f(X)
Y Dependent variable Output of the process Effect Symptom It is monitored X1, X2, .., Xn Independent variable Input to the process Cause Problem It is controlled
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APPROACH TO DEFINE
Develop Business Develop Business Case and Case and Team Charter Team Charter
Listen to the Listen to the Voice of the Voice of the Customer Customer
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GOALS
Understand the organizational context for process improvement projects. Understand how to select a DMAIC project and be able to apply the criteria to your own project. Know the basic elements of the project charter and be able to develop a charter for your own project. Understand the basics of estimating the business impact of a project and be able to relate them to your own project. Be able to identify key players and stakeholders and incorporate them into the communication plan for your own project.
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Coordinators
Team Members
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WORK AS A PROCESS
S U P P L I E R S C U S T O M E R S
Inputs
Process
Outputs
Applies to all kinds of work, whether repetitive in nature or one-of-a-kind. Having a high-level view of a process helps to:
define project boundaries (starting and ending points); describe where to collect data.
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SIPOC EXAMPLE
Suppliers
Manufacturer Office Supply Company
Inputs
Copier
Process
Outputs
Copies
Customers
You
Paper
File
Toner
Making a photocopy
Others
Yourself
Original
Power Company
Electricity
Process Steps
Remove Remove originals originals and copies and copies
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I want
CTQ
need
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Modification
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APPROACH TO MEASURE
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DATA GATHERING
What is Data ? Data is a numerical expression of an activity. Conclusions based on facts and data are necessary for any improvement. -K. Ishikawa If you are not able to express a phenomenon in numbers, you do not know about it adequately. -Lord Kelvin
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TYPES OF DATA
CONTINUOUS Measurable e.g. :Length, Temperature DISCRETE Subjective Assessment e.g. :Score in a beauty contest Countable e.g. :Number of defects
Data if properly collected Least influenced by individual biases Could be subject to critical analysis Generally beyond language barriers and therefore universal in expression.
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SS-MEASURE PHASE
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WHAT IS THE MEASURE WHAT IS THE MEASURE OF CENTRAL TENDENCY OF A SET OF OF CENTRAL TENDENCY OF A SET OF NUMBERS? NUMBERS?
There are three ways in which Central Tendency of Numbers can be measured. These are the 3 Ms
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WHAT IS VARIATION ?
No two things in nature are alike. This is also true for manufactured products. This dissimilarity between two products for the same characteristic is called variation. The variation may be or can be made to be so small so as to make the product SEEM similar. When we say that 2 things are similar we actually mean that it is not possible to measure the variation present within the accuracy of the existing measuring equipment. Variation between 2 products are compared for SIMILAR features or characteristics.
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TYPES OF VARIATION
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Assignable Variability
CASE III
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P P R R O O C C E E S S S S
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68.26
95.46
-3
-2
-1
+1
+2
+3
99.73
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-3
+3
Cp = =
Tolerance USL - LSL = 6s 6s This compares the requirement of the process output vis-a-vis the inherent variability of the process. Higher value than 1 implies that the process has got the capability to give the product within the set limits.
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USL - X Cpu = 3s This gives us the positioning of the mean vis-a-vis the USL and the relationship between the two. X LSL Cpl = 3s This gives us the positioning of the mean vis-a-vis the LSL and the relationship between the two.
+O -Y
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A FEW TERMINOLOGIES
Defect : Any non-conformity in a product or service
e.g. Late delivery or no. of tubes rejected
Units : The nos. checked or inspected 100 deliveries were monitored for being late, no. of units
are 100 1000 tubes were checked for oversize dia., no. of units are 1000
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DPMO Sigma 65522 3.26 64256 3.27 63008 3.28 61780 3.29 60571 3.30 59380 3.31 58208 3.32 57053 3.33 55917 3.34 54799 3.35 53699 3.36 52616 3.37 51551 3.38 50503 3.39 49471 3.40 48457 3.41 47460 3.42 46479 3.43 45514 3.44 44565 3.45 43633 3.46 42716 3.47 41815 3.48 40929 3.49 40059 3.50 DPMO Sigma 39204 3.51 38364 3.52 37538 3.53 36727 3.54 35930 3.55 35148 3.56 34379 3.57 33625 3.58 32884 3.59 32157 3.60 31443 3.61 30742 3.62 30054 3.63 29379 3.64 28716 3.65 28067 3.66 27429 3.67 26803 3.68 26190 3.69 25588 3.70 24998 3.71 24419 3.72 23852 3.73 23295 3.74 22750 3.75 DPMO Sigma 22216 3.76 21692 3.77 21178 3.78 20675 3.79 20182 3.80 19699 3.81 19226 3.82 18763 3.83 18309 3.84 17864 3.85 17429 3.86 17003 3.87 16586 3.88 16177 3.89 15778 3.90 15386 3.91 15003 3.92 14629 3.93 14262 3.94 13903 3.95 13553 3.96 13209 3.97 12874 3.98 12545 3.99 12224 4.00 DPMO 11911 11604 11304 11011 10724 10444 10170 9903 9642 9387 9137 8894 8656 8424 8198 7976 7760 7549 7344 7143 6947 6756 6569 6387 6210
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Y = f(X)
Y Dependent variable Output of the process Effect Symptom It is monitored X1, X2,.., Xn Independent variable Input to the process Cause Problem It is controlled
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Driver
Vehicle
Heavy Body Shape Inexperience High H.P Engine Cylinders Spark plugs Contacts Life Technical details Fuel mix Carburetor
High Petrol
Consumption
Impurities Incorrect Octane no.
Road
Frequent Petrol Faulty stops Negligence pressure Speed Breakers Additives Ignorance Potholes Irregular Incorrect viscosity Low pressure servicing Poor Clogged Oil condition filters False Steep Not changed economy Low level
Maintenance
Materials
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Cause(x) Type
Discrete in Two categories (Bearing-1 & 2) Discrete in two categories (Bearing-1& 2)
Question to Answer
Do bearing have any effect on Variation in Noise?
Type of Analysis
2 Variance test (F-test)
Do bearing have any effect on Noise level? Do machine have any effect on Cycle time? Do machine have any effect on variation in Cycle time?
2-sample t-test.
Single Discrete in more Continuous than two categories (Cycle time) (Machine-1,2& 3) Single Continuous (Cycle time) Single Discrete (defectives) Discrete in more than two categories (Machine-1,2& 3) Discrete in two categories (Month -1& 2)
Do time have any effect on defectives? Do type of jobs have any effect on error level?
2-proportions test
Single Discrete in more Discrete than two/more (Error/defect) categories (Type of jobs)
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Cause(x) Type
Single continuous (Time taken in Process step 1) Multiple continuous (Time taken in Process steps 1,2&3) Single continuous (machine speed).
Question to Answer
Do time taken in process step 1 Influence the cycle time? Which process steps Influence the cycle time maximum? Does the machine speed influence defectives?
Type of Analysis
Simple correlation and Regression analysis. Multiple Regression analysis.
Logistic Regression
Single Single continuous Does the machine speed Discrete (machine speed). influence defectives? (defectives) Discrete in two Single Does the machine speed categories Continuous influence noise level? (machine speed). On same Subject (Noise level at Two different speed)
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Type of Analysis
Wilcoxon signed rank test
Single Single discrete in Continuous two categories but non normal (Two supplier) (Cycle time) Single Continuous but non normal (Cycle time)
Single discrete in Do the supplier have different More than two cycle time? categories (Supplier 1,2 & 3)
Kruskal-wallis test
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The tool we will use for this is the Solution Prioritization Matrix.
Criteria and Weights
Easy Quick Tech Hi Impact Customers
Solution A B C D
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WHY PILOT?
Improve the solution Understand risks Validate expected results Smooth implementation Facilitate buy-in Identify previously unknown performance problems
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WHEN TO PILOT
Pilot when: You need to confirm the expected results and practicality of the solution. You want to reduce the risk of failure. The scope of the change is large, and reversing the change would be difficult. Implementing the change will be costly. Changes would have far-reaching, unforeseen consequences.
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Whom to Involve
Dept. staff, Maria Dept. staff
Budget/ Cost
Other Topics
1 2 3 4
Develop new wiring schematic Conduct Changes Revalidate System Update documentation
6/12
N/A
6/12
N/A
Maria Calvin
N/A N/A
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Step Number
Step
Deliverable
Budget/ Cost
Other Topics
1 2 3 4
Develop new wiring schematic Conduct Changes Revalidate System Update documentation
6/12
N/A
6/12
N/A
Maria Calvin
N/A N/A
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APPROACH TO CONTROL
Quality Control & Quality Control & Process Change Process Change Management Management
Standardize and Standardize and Document Document Effective Effective Methods Methods
Hand Off, Hand Off, Summarize Key Summarize Key Learnings and Learnings and Draft Future Plans Draft Future Plans
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CONTROL PHASE
Till now you may have
Described your Y and got the direction of action. Isolated your critical Xs. Optimized the process by deciding on the level of these Xs.
IN THE CONTROL PHASE YOU DEAL WITH HOLDING THE GAINS THROUGH CONTROL OF Xs.
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Hence different processes would require different controls which in turn would depend on that specific parameter to which it is sensitive
e.g.: Brazing may be welder dependent. Hence training would be an important control parameter. Thus leading to concept of brazer qualification.
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IN A NUT SHELL
Your Process may be:
AFFECTED BY Initial Setup Equipment/ machine settings Fixtures Tooling First approvals, monitor the assignable causes Tool approval, Fool-Proofing of mating parts, FPI, Audit checks M an M aterial M aintenance Environment Training and Fool-Proofing Certification before use PM schedules, FPI check after each maintenance Control environment and PM of environment controlling equipment
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CONTROL PLAN
PROTOTYPE PRE-LAUNCH PRODUCTION KEY CONTACT / PHONE : Head, Quality & C.S. DATE (ORI.) : 08.09.99 Page 01 of 02 DATE (REV.) : 27.06.00 CONTROL PLAN NUMBER : CP-M13-02 PART NUMBER / LATEST CHANGE LEVEL : ML PART NAME / DESCRIPTION : Generic CORE TEAM : BSK, HA, GVS, KSK SUPPLIER / PLANT APPROVAL / DATE : 01.10.99 CUSTOMER ENGG. APPROVAL / DATE (IF REQD.) : N.A. CUSTOMER QUALITY APPROVAL / DATE (IF REQD.) : N.A. OTHER APPROVAL / DATE (IF REQD.) : N.A. METHODS PRODUCT / EVALUATION / PROCESS MEASUREMENT SPEC. / TECHNIQUE TOLERANCE SAMPLE SIZE FREQ. CONTROL REACTION METHOD PLAN
SUPPLIER PLANT : Nanjangud SUPPLIER CODE : N.A. OTHER APPROVAL / DATE (IF REQD.) : N.A. PART / PROCESS NAME / PROCESS OPERATION NUMBER DESCRIPTION MACHINE, DEVICE, JIG, TOOLS FOR MFG. CHARACTERISTICS NO. PRODUCT PROCESS SPL. CHAR. CLASS
M13
Drilling
1 2
* *
+ 50 - X + 50 - Y As per SOP
Every spindle SPC chart Once / week All layer counts Hole quality chart / log book Bottom Every Visual panel lot Visual
3 4
Pin gauge
All 100% Log book Quarantine panels & adjust previous process
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However
As we get better at fool-proofing, we get better fools.
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STANDARDIZATION
Making sure that important elements of a process are performed consistently in the best possible way. Changes are made only when data shows that a new alternative is better. Documentation is key
Making sure documentation is up to date and used encourages ongoing use of standardized methods.
Discussion
What images come to mind when you think of process standardization?
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BENEFITS OF STANDARDIZATION Standardization helps us compete more successfully in the marketplace by providing:
Increased reliability Reduced costs Improved employee performance Increased safety Processes that remain in control Continuous improvement Flexible practices that allow response to customer needs
for
quick
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STANDARDIZATION = STANDARD PRACTICES AND PROCEDURES A standard practice is A definition of a work method wherein all variables of the method have been specified in detail. It is a written agreement between the worker and the company regarding how the job will be done.
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TRAINING
When you have completed the documentation, you need to make sure that everyone using a common process is trained in the new methods. Even experienced employees need to be trained in the new methods.
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To draw control charts, for a process we need to know the average and obtained from the process. standard deviation
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an or
Before
}Improvement
} Remaining Gap
Step 4 changes implemented Target
Prepare new Pareto charts for those you created in Step 2. Make scale and dimensions the same so you can more accurately judge degree of improvement. Draw new frequency plots on the same scale as the original plots.
After
}
A1 A2 A3 A4
Improvement
A2 A1 A3 A4
Before
After
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Yield
= 1
846 960
Yield
= 1