Six Sigma Tools Template

Action Items

Who? Assign
only to a Team
Member
Date What? present When Done? Where?

1. Action items. Action items are to-do's assigned to attendees at the meeting
How? Decision or Open?

2. Decisions. All decisions that may affect future choices of the group should
3. Open issues. New issues raised at the meeting but not resolved there shou

d to attendees at the meeting. Record the task, the person responsible and the date agreed upon to complete the task.

choices of the group should be recorded.
g but not resolved there should be recorded so they can be carried over to a future meeting.

DEFINE OPPORTUNITIES
What is Important?
revised 8/28Charter Worksheet
Team 6 Sigma Terms

Team Charter Worksheet
Define Phase Cost Savings Site
Team Charter Title:
Problem
Statement Major Milestones for this project Result/Date due

Business Case for Action (Current Situation) Vision (Opportunities)
Why have you selected this project over others? Opportunities -

Processes Affected: What pain are you currently experiencing

Value-added Proposition -

AS-IS Process - Stretch Goals and Key Benefits -

TO-BE Process -
High Level Business Requirements -
How Vision supports Business, Customers, Actors -
Consequences of No Change -

Competitive Analysis - How Vision supports SM Stategy and Scorecard -

How much is this project worth (estimate)? Scope -

Goal Statement Project Scope

11:42:1111/27/2008SIXSigmaToolstemplate-122781483509-phpapp03.xls

Smart Goals Lower acceptable limit
Specific (What?)
What authority does team have?
Measurable (Where are targets?)

Attainable (How?)
Upper acceptable limit
Relevant (Why?)

Time Bound (When?)

ProjectTime-Line - Month 1 Month 1 Month 1 Month 1 Month 1 Month 1 Month 1

Actors (Alignment of Key People) Mechanisms Metrics
Team Selection


Stakeholders- Trigger Points Link to SM Scorecard-

Sponsor - Affect on Cash Flow and Margin-
Champion-
Key Business Partners - System Resources- ROI - Benefit - Investment

Team Leader (Owner) - What can we measure, how often, and by whom -
Training needed-
Team Members (cross functional Deliverables-
experts)-
Quick Wins-
Finance Expert-
Key Process Indicators affected -
IT Resources -
Other Resources Need Measureable Results -

Best Communication Methods -

Best Training Methods -

DMAIC deals mostly with root causes
DMADV what design features (opportunities) we have under our control that we can work on that will impact the ccrs
DMADDD Design Digitize Drawdown


1) Why are you working on this project rather than others? Explain quantitatively.
BUSINESS CASE & OPPORTUNITY
2) Show from schematic how vital (result)? to big Y; Analyze numbers. BUSINESS CASE
3) What are you trying to achieve X relates GOAL
STATEMENT
4) What are the critical Customer Requirements and how were they determined?
5) What are the risks of this project and is there a plan to minimize them?

6) What is our communication plan going forward (who is setting up meetings and
communicating)?


DMADV


DMADD


What is Important?
Voice of the Customer

VOB CBR's CTQ's
Voice of the Business Critical to Quality
Critical Business
Price/Unit
Requirements
Delivery time
What do comustomers
Spec Reqs
want? Quality? Cost?
Service level
Delivery? Service &
Safety?
Business Issues

Who Receives an
Output to the
Process?

External Customers -
Who pays money for
your product?

Vendors

End Customers

Internal - Depts
who receive
outputs from your
process

Buyers

Commodity Mgrs

Factory/Reqers

Design

Receiving

E OPPORTUNITIES What complaints do you get from your
at is Important? customers about the outputs of your process?
ce of the Customer Write them in the Voice of the Business
Identify them as CBR's CTQ's or CTP's
From these identify CCR's
Identify how to measure the current status of the C
If possible, Dollarize the Cost Currently Incurred

CTP's CCR's VOC
Critical to Process Critical Customer Voice of the Customer Key measures
Cost/Unit Requirements How does this effect the
Productivity
Must have - Must be ultimate customer? What and How
Regulation Compliance
Key issues Would the Customer Pay
Rework
for it?
Safety
Training hours

ints do you get from your
out the outputs of your process?
the Voice of the Business
s CBR's CTQ's or CTP's
entify CCR's
measure the current status of the CCR's
llarize the Cost Currently Incurred

Opportunity Dollarized
Sort

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$-

DEFINE
OPPORTUNITIES
What is Important?
Kano Analysis

What's Important?

Supplier Input Using a Survey

12 Steps to creating a Survey
Step 1 - Objective : Describe the Objective of your survey in a few bullet points.
Avoid accumulating objectives. 2 or 3 main points are a limit to
a good survey. Although it may sound restrictive, it is very
unlikely that your interviewees will be able to stomach more
than this (with the exception of highly specialized business to
business surveys focussed on professionals)

Failing to describe your objective will make you lose sight of the
overall purpose of the survey and will have serious
consequences on the length, the accuracy and the sequencing
of your questions.

Step 2 - Population : Define the total population concerned with your survey
Match this definition with the objective stated in Step 1, i.e.
neither too wide or too narrow
Step 3 - Pre-study : A Pre-study (caution, a pre-study is NOT a pre-test) should
never be overlooked
Carry out the study on a few individuals concerned with your
study
Avoid prejudices (yours or more likely, your customer's !)
which could make you jump to conclusions even before the
beginning of the survey

Step 4 - Assumptions : State clearly the points (in accordance with Step 1), that you
wish to clarify or verify, or even contradict

Do not filter these assumptions according to your own
prejudices, i.e. avoid attitudes such as quot;I don't need to check
that point because I feel that ... quot; unless you already have
evidence of the phenomenon in the first place.

Step 5 - Writing the Questions : Check the wording of your questions so that they are ...

1. Understandable
2. Unbiased
3. Non suggestive
4. Not built in a way that interviewees react defensively

5. Not long-winded and repetitive so as to avoid weariness
factor

Step 6 - Contact Methods : Pre test your questionnaire on a representative sample of the
given population
If cards have to be shown to the interviewees, then add to pre
test
Choose Contact mode
1. Mail Questionnaire
2. Personal interviewing (arranged or quot;interceptquot;)
3. Phone interviewing
(New methods may include fax, Email, or even Html forms, but
one may wish to stress the difficulty in using these new media.
In a sense, they bear a strong resemblance with the phone in so
far as the interviewee is invisible and difficult to identify. These
media can only be used for short questions aimed at checking
precise assumptions. As for the population involved, it goes
without saying that Web usage is not pervasive enough - even
in the USA - in order to use this medium to survey wide
populations of interviewees. At the moment, the web is best
suited for Internet survey, but things might change in the near
future)
Modify questions in accordance with Pre test results
Modify sequencing of questions in accordance with Pre test
results
Suppress redundant questions (this is often a sore point)

Insert missing questions

If cards have to be shown to the interviewees, ensure that
contents match questionnaire.
Step 7 - Sampling : Define the representative sample
Give a sufficient size to the sample (methods of appraisal of
error margins can be used)
Step 8 - Administration : Administer Questionnaire in a neutral fashion (i.e. preventing
interviewers from introducing personal biases while asking the
questions. This may imply that these interviewers must be
either trained or skilled professionals, and that a clear, thorough
and comprehensive debriefing session takes place).
Step 9 - Non responses : Response rate is an important factor. Do not just overlook
them. They are a good indicator the quality of your
questionnaire (amongst other things, namely if a gift is sent to
all respondents)

Step 10 - Interpretation : Interpretation should be distinct from the opinion of the collector
of the data
Step 11 - Analysis : Analyse ALL the responses (avoid partial analysis)

Step 11 - Analysis :

Do not extend results that are valid for the given sample to the
entire population without taking the necessary precautions

Note: A famous example of a bad survey analysis that is given
by the focus groups that led Coca Cola to change their flagship
product at the end of the 1980's. The analysts of the focus
groups were adamant that traditional Coke had to be changed,
but the assumption was wrong, the methodology too, and
eventually, the decision that arose from these groups almost led
the Atlanta giant to a disaster.
Step 12 - Report : Write a report that will describe the results comprehensively
Avoid biased conclusions
Minimise prejudices
Avoid quot;politically correctquot; conclusions
Mention numbers and percentages (both are necessary)

Use Compass Polls example

Survey

What's Important?
revised 4/8

Supplier Input Process Output to Customers (SI
Starting Date
Ending Date
Suppliers Suppliers Inputs to Process

External Inputs Requirement supplied to SM

Internal Inputs Requirement supplied to SM

What's Important? revised uploaded

upplier Input Process Output to Customers (SIPOC)
SIPOC Diagram

AS-IS PROCESS FLOW Outputs from Process Customers

(see Functional Deployment Process Map) Results of Process External to SM

Results of Process Internal to SM

SIPOC stands for suppliers, inputs, process, output, and
customers. You obtain inputs from suppliers, add value
through your process, and provide an output that meets or
exceeds your customer's requirements.
Supplier-Input-Process-Output-Customer: Method that
helps you not to forget something when mapping
help processes.

What's Important?
Supplier Input Process Output to Customers

Financially Valuating Key Meas

(Total Investment + Cost of Capital) / Benefit per month= Paybac

Key measures Hard Dollar Soft Dollar Operating Non Capital Financing
Benefits Benefits Activities Investing Activities
Costs (qual) Activities
Costs
Example $1,000,000.00 $50,000.00 $1,000.00 $-

Payback Pareto
$120,000.00

$100,000.00

$80,000.00

$60,000.00

$40,000.00

$20,000.00

$-
Example

E OPPORTUNITIES
hat's Important?
ocess Output to Customers (SIPOC)

ancially Valuating Key Measures
Cost Benefit Analysis
pital) / Benefit per month= Payback Months

Team Costs Capital Costs Cost to Train Payback $ Payback 5 years NPV of
$1000n & Implement Months Benefit? Future
$1000n Funds

$50,000.00 $100,000.00 $10,000.00 $949,000.00 2.54 $4,745,000.00 4%
$- #DIV/0! $-
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$- #DIV/0! $-
$- #DIV/0! $-
$- #DIV/0! $-
$- #DIV/0! $-
$- #DIV/0! $-
$- #DIV/0! $-
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$- #DIV/0! $-
$- #DIV/0! $-
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0

0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0
0 #DIV/0! 0

Payback Pareto

Column Q

Total 5 year How long Savings this Where can Estimated
Benefit will it take to year Benefit be Parallel
achieve applied Benefit
Benefit? elsewhere?
$4,934,800.00 6mo ###
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0
0
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0
0
0
0
0
0

0
0
0
0
0
0
0
0
0

Column Q

What's Important?
Process Mapping

PURCHASE ORDER PROCESS
CONTROLS

Rules, Regulations, Standards,
Polices, Procedures, Work Instructions, Goals,
Metrics, & People (Process Owner)
QPL/QSL: Vendor Master; Material Master;

SOP 8-4; SIC 3.2

314W checklist GVM Profile

↓

SUPPLIER INPUT (Requisitioner, PROCUREMENT PROCESS
Customer, Planner, Commodity
Team)

Materials or Information consumed Work done (by the Buyer) to the Inputs to
or transformed by the Process to Transform Inputs into Output (PO)
produce output
Master Data

Vendor, Info Record, Source List, QPL
Requisition/Demand Create and Transmit PO from Inputs.

(Schedule Sharing)
Review & Approval

MECHANISM

People, Equipment, Tools, Software that perform the Process
SAP
Buyer
Commodity Team

WWCM
PO Type
TIGERS

ROCESS

OUTPUT TO CUSTOMER (Receiving, AP,

Requisitioner or Planner

and the Supplier)

Information or Product created by the
Process

Good PO that can be performed to by the
Supplier, received, and paid.

What is Important?
revised 4/8

Functional Deployment Process Map
AS_IS Process Flow
Process Mapping help

Department

Sub-Process
Start boundary

ss Map

What costs are
associatied with
each step
Qualitative Review (Value Added Analysis)
Would anyone pay for this?
Low
Hanging
Customer? Operations? Other fruit

DEFINE
OPPORTUNITIES
What's Important?
Supplier Input Process
Output to Customers
(SIPOC)

Using Science to Influence to Reduce Uncertain

Compliance
force, have to, coersion, rules and regulations,

Conformity
do it cuz you want to, ought to, peer pressure, ethics

Internalization
Willing total and deliberate, do it cuz you want to,

Contrast Phenomenon
Contrast something or some other process with yours as a competing activity

Illustration
how it will be used-illustrate aspects of use

Context established before making a requrest
Selling something as something it is not - Humbie - Military/status symbol
Pet Rock, Chia Pet

Concensus Jim wants it
Amplifier - number of people behaving a certain way Stock goes up
Bandwagon effect = everyone is doing it Management supports
Product endorsements IBM and Intels secret too
Similar groups of people do it 6 sigma is above the ben
Like people do like things
Uncertainty

Consistancy
Phone service ads that mention once you can get someone to take a stand on something…the bigger a commitment they will b
Moto phones need to say more Value system appeal -
Get commitment to become active - even a one word commitment
Have people write down your own ideas…then share with the team
Make their commitments public - issue minutes after meeting, have instrumental member issu
Make goals public
Want voluntary commitments - easist done when you know their values then to talk someone i
Ask your friends for a commitment - people play golf together - build relationships

Reciprocity - doing someone a favor and getting a return-

Scarcity
People perceive things to be more valuable if they think it is scarce or in limited accessability
Phrasing scarcity in terms of a loss is 2 - 4 times more effective than possitive
Make it Unique
Competition for something scarce
Exclusive Information is more persuasive - Limited number - only supplier
Limited run - Collectables market

Limited edition cell phone - combines several different features
Have a one of a kind cell phone - with unique personalized addons
Have a cell phone contest that cell phones have a unique phone number in them to call and may win vaca

What is the market segment? Who should we target?
Why should we target them? What's the benefit to the customer?

What are the features

duce Uncertainty

Jim wants it
Stock goes up
Management supports
IBM and Intels secret tool revealed
6 sigma is above the bench

r a commitment they will begin to make

nstrumental member issue minutes, presentation sharing

es then to talk someone into something they don’t believe in
relationships

r in limited accessability

to call and may win vacation to ?

OPPORTUNITIES
What is Important?
Kansei

Emotional/Subjective Aspects of the Customer Requirements
Measuring Perceptions

Touch and Feel
Stylish Functional
Simple Complex
Powerful Weak
Easy to Use Hard to Use
Usability
Stylish Functional
Simple Complex
Powerful Weak

Visual Stylish Functional
Simple Complex
Powerful Weak

Stylish Functional
Simple Complex
Powerful Weak

Stylish Functional
Simple Complex
Powerful Weak

Kansei
Definition
Kansei Engineering

means psychological feeling or image of a product. Kansei
engineering refers to the translation of consumers' psychological
feeling about a product into perceptual design elements. Kansei
engineering is also sometimes referred to as quot;sensory engineeringquot; or
quot;emotional usability.quot;
Random Sample of Market Segment
Know audience so words have meaning
Use a Factor analysis to compute 2-5 major customer drivers

Hard to Use

source
more...

DEFINE OPPORTUN
What is Importan
Quic
Goals:
Elilminate
Change
Rearrange
Combine
Simplify
Imagine

Potential
Quick Win Easy to Implement Fast to
Opportunity (ü) Implement (ü)

Kill a Defect WEFEC
defect 1
Within sphere of influence
Easy to implement
Fast to implement
Easily reversible
Cheap to implement

What is Important?
Quick Win Diagram

Benefits will be
gained
Within the
Implement Implemented by:
Cheap to Team’s
Implement (ü) Control (ü) (Yes/No)
(ü)

Kill a Defect WEFEC
defect2 defect3 defect4

What is Important?
QFD = House of Quality
QFD
QFD is a good tool to employ in all phases

1. Derive top-level product requirements or technical characteristics from customer needs (Product Planning Matrix
2. Develop product concepts to satisfy these requirements.
3. Evaluate product concepts to select most optimum (Concept Selection Matrix).
4. Partition system concept or architecture into subsystems or assemblies and flow-down higher- level requirement
5. Derive lower-level product requirements (assembly or part characteristics) and specifications from subsystem/as
6. For critical assemblies or parts, flow-down lower-level product requirements (assembly or part characteristics) to
7. Determine manufacturing process steps to meet these assembly or part characteristics.
8. Based in these process steps, determine set-up requirements, process controls and quality controls to assure ac

PPORTUNITIES
is Important?
ouse of Quality
http://www.qualisoft.com/
tool to employ in all phases

om customer needs (Product Planning Matrix).

lies and flow-down higher- level requirements or technical characteristics to these subsystems or assemblies.
ristics) and specifications from subsystem/assembly requirements (Assembly/Part Deployment Matrix).
irements (assembly or part characteristics) to process planning.
part characteristics.
ess controls and quality controls to assure achievement of these critical assembly or part characteristics.

What is Important?
revised 4/8
Documentation Related to this Process

Doc. Number Title Creation date Last Revised
Related Specifications
Policies

Procedures

Work Instructions

Guidelines

Forms

Websites

Training Materials

Key Terms Term Definition

RTUNITIES
ortant?
d to this Process
Req to Pay Reference Guide

Approvers URL Audit Results Changes needed

Definition

y=f(x1..x2..x3…)
What knobs when turned will improve y CTQ Flowdown -variance allocation
Capability Flowup
Transfer functions - predict the Y and X influence

y= y=

x=
x knobs (inputs) x knobs
what drives the Y? what drives the Y?

y= y=

x=
x knobs x knobs
what drives the Y? what drives the Y?

nd X influence

x=

what drives the Y?

x=

what drives the Y?

Average high - Average low = effect

Plot Y data

Capability analysis

IMR chart

one way anova

revised 4/8

What can we meas
Represen
MiniTab

MEASUREMENT WO
6 Sigma Terms
Search Minitab Website X Factors

Quantitative Verifiable Predictive Process
Predictive Input Indicators Measurement Indicators
Scrap

Rework

Cycle Time

Random Selection will eliminate bias
Surveys are often biased, must sample the Non-Resp

Is population finite or infinate?

Risks in Decisions Defendant's True Status
Inocent
Not Guilty Correct Decision
Guilty Alph Error

Patientt's True Status
Inocent
Healthy Correct Decision
Ill Alph Error

Test Statistics Drive the P Value

Observed value of Population Parameter
Subtract the standard value
Divided by measure of dispersion

Assuming that Null Hypothesis is true
Risk and Circumstance always go in the oposite direction
construct a reference distribution for the test statistic
how reliable is the sample in representing the populat

Determine what to MEASURE
How are we doing?
What can we measure that shows our current status?
Representative Samples are a must

Top Level quot;Yquot; is observable
at the Business Unit level
and often verified with the Strong
MEASUREMENT WORKSHEET End Customer Relationship
Y Factors

Output Performance
Quantiative Verifiable Indicators Quantitative Verifiable
Measurement CTQ's CTP's Measurement Priority

ten biased, must sample the Non-Responders

nite or infinate?

Defendant's True Status
Guilty
Beta Error
Correct Decsion 1 compared to a sample
1 compared to 1
x Multiple
Patientt's True Status
Guilty
Beta Error
Correct Decsion

Don’t have to worry about normality
Drive the P Value

e of Population Parameter
andard value
sure of dispersion expected variability in the y

Null Hypothesis is true
oposite direction
rence distribution for the test statistic
the sample in representing the population?

Medium Week No
Relationship Relationship Relationship

Sampling Plan
function of the risk of being
wrong; variability of the
population; difference to be
Factor Factor Factor detected

1 compared to a sample 1 sample 1
1 compared to 1 F test
Bartlett or Lavine

Don’t have to worry about normality if you are working with averages - Central Limits Theorum

How are we doing?
revised 4/8
Search Minitab Website From SIPOC Gather Input and Output Indicators

X FACTORS Y FACTOR
Input Indicators Process Indicators Steps Output Indicators

What measures evaluate the degree to What measures evaluate dimen
which the inputs to a process provided by What are the steps and the output - may focus on the
suppliers are consistent with what the What measure evaluates the activities used to convert performance of the business as
process needs to effectively and efficiently effectiveness, efficiency and quality of the the inputs into customer that associated with the deliver
convert into customer satisfying outputs transforation processes satisfying outputs? services and products to custom

Ex. Number of Receipts Ex. Number of defective Receipts Ex. Backup Receipt Ex. Payment issues

ent status?
MiniTab

Y FACTOR Most
Output Indicators important

What measures evaluate dimensions of
the output - may focus on the
performance of the business as well as
that associated with the delivery of the
services and products to customers

Ex. Payment issues

Determine what to MEASUR
How are we doing?
revised 4/8
Data Collection
Search Minitab Website
What can we measure that shows our curre
Performance Data Source that Strongly affects
Measurement Operational Definition Output Display
Describe Defect Continuous Discrete Analysis Tool
Or Metric Ordinal Nominal

How will data be used?
ID Largest Contributors
Is Data Normally Distributed?
Sigma Level and Variation
Root Cause Analysis?
Correlation Analysis?

Is Comparision of 1 sample or two or many

What is NULL Hypothesis= 0= no relationship= Start with this assumption is TRUE

Want to accept the Alternative Hypothesis

Sometimes we do not want to look for an alternative

ne what to MEASURE
w are we doing?
ta Collection MiniTab
sure that shows our current status? Charts
Sample Size When will How will Other Data
Who will collect Data be Data be collected at
Cost? collected collected same time
Practical? Frequency? Random?

How will Data be Displayed?

Pareto Chart
Histogram
Control Chart
Scatter Diagram

Determine wha
How are w
What can we measu
Measurement Sy
MSA help

Search Minitab Website Where are sources of Variation in

Process Procedure Transaction Source of Data Report Used

Measurement system analysis (MSA) is an experimental and mathematical method of determining
There are five parameters to investigate in an MSA: bias, linearity, stability, repeatability and repro
According to AIAG (2002), a general rule of thumb for measurement system acceptability is:
Under 10 percent error is acceptable.

How are we doing?
Measurement Systems Analysis
Definitions

re sources of Variation in Measurement System?

Physical Verification Bias to Standard Repeatable? Accurate? Precise?

al method of determining how much the variation within the measurement process contributes to overall process variability.
ity, repeatability and reproducibility.
tem acceptability is:

How can Variation be eliminated

overall process variability.

How are we doing?
revised 4/8

Search Minitab Website
Display and Evaluate
Understanding Variation, Stability, and Capablity

Use MiniTab

Evaluate Measurement System

How much error could be in the tool being used to gather da

ASURE
g?

ur current status? MiniTab

and Capablity
Normality Test
Look at Pvalue if lower than .05 Null must go
Compare line with dots - same shows Normal
If not normal use Box-Cox
Control Chart
IM chart with reference data

Gage R&R
Nested if did not use the same thing to test
R&R by Operator - Precision
Total Gage R&R must be less than 10 - 30%

Capability

Cpk potential capability

g used to gather data?

How are we doing?
revised 4/14

Determine Process Performance

What is the Cost of Poor Quality
COPQ help

AS-IS Process

Items from A
Item Item
Prevention MTD YTD MTD
Quality Management
Preventative Maintenance
Factory Training
Supply Chain Process Improvement

Appraisal
Inspection
Material Inspection
Engineering Maintenance

Internal Failure
Scrap
Excess Inventory
Obsolete Inventory
Rework
External Failure
Warranty Costs
Call Centers

Totals 0 0 0

TO-BE Process

Items from Cause
Item Item
Prevention MTD YTD MTD
Quality Management
Preventative Maintenance
Factory Training
Supply Chain Process Improvement

Appraisal
Factory Inspection
Material Inspection
Engineering Maintenance

Internal Failure
Scrap
Excess Inventory
Obsolete Inventory
Rework
External Failure
Warranty Costs
Call Centers

Totals 0 0 0

t to MEASURE
e doing?
hows our current status?
ss Performance Help

of Poor Quality Characterize Costs in AS-IS Process
Estimate costs fitting the 4 Categories
In TO-BE Process Try to eliminate costs of Appraisal, Internal Failure and External Failure.

Items from AS-IS Process
Item Item Item Item
YTD MTD YTD MTD YTD MTD YTD
COPQ – Suppliers
Cost of Poor Quality from Supplier

Suppliers can generally affect our c
a) Producing defective material.
b) Damaging material during delive

Our COPQ will generally cover the
1) Cost of labor to fix the problem.
2) Cost of extra material used.
3) Cost of extra utilities .
4) Cost of lost opportunity
a) Loss of sales/revenue (profit ma
b) Potential loss of market share
c) Lower service level to customers

0 0 0 0 0 0 0

Items from Cause and Effect Diagram
Item Item Item Item
YTD MTD YTD MTD YTD MTD YTD

rnal Failure and External Failure.

COPQ – Suppliers
Cost of Poor Quality from Suppliers

Suppliers can generally affect our cost due to:
a) Producing defective material.
b) Damaging material during delivery.

Our COPQ will generally cover the followings:
1) Cost of labor to fix the problem.
2) Cost of extra material used.
3) Cost of extra utilities .
4) Cost of lost opportunity
a) Loss of sales/revenue (profit margin)
b) Potential loss of market share
c) Lower service level to customers/consumers

ANALYZE THE OPPORTUNITY
What is Wrong?
revised 4/8

IDENTIFY ROOT CAUSE
Help

PROBLEM STATEMENT
What is the REAL Problem that needs to be solved?

What is the root cause that is resulting in the effect?

5 WHY'S
Ask WHY 5 TIMES to arrive at root cause

Problem:
Why?

Why?

Why?

Why?

Why?

REAL PROBLEM:

PPORTUNITY
rong?

OT CAUSE

SOURCES OF VARIATION OR DEFECTS:

INPUT DEFECTS:
what inputs were defective?

t cause PROCESS DEFECTS:

look at fdpm and find process defects

DOCUMENTATION/MATERIALS
what documents need to be changed

DMADV

Identify, prioritize, and quantify impact of key factors affecting
product process performance

Derive transfer functions which capture key relationships

Select high level desing alternatives
paradigm busting most often occurs here

Track CTQ Flow Down, assess attainment of goals
document assumptions
Revise business case if necessary
KISS or KILL

What is Wrong?

Transfer Functions - Finding
Relationships in Data

Transfer Function = Regression Model
Y= the function (x1,x2,x3…) indicator functions 0= no affect; n for affect
Pancakes
Taste =

Assembly - bottlenecks make this difficult
Productivity = F(Layout, WIP, capacities, changeover times
Use Process simulation instead

Relationship based on scientific principles
physics
etchrate
thermodynamics

Empirical data
ANOVA, Multiple Regressions
Designed experimentation or existing data

Financial relationships
Income COGS
Direct Costs
Indirect Costs

Business Models

Simulation as transfer functions
Simulation software

Physical simulations (experiment)

What if some of the Xs are things outside of my control
Measure
Interaction between these and other variables
Calculate the if the affect on the Big Y

Transfer function

Fitted Line Plot Is there a relationship between X and Y?

acities, changeover times)

tion or existing data

Red Band is 95% confidence of existing residuals
Blue Band is 95% predictive of future residuals
Process Model

Alph Risk reject the null lhypothesis when it is true
Beta Risk accept the null hypothesis when it is false

What is Wrong?

IDENTIFY ROOT CAUSE
How does the variablity in X drive the Y
Hierarchical Transfer Fuctions and how Variability in the X's

At Risk Program is being looked at by one team

Quantifying how capability of Y drives limits on X's

Monte Carlo Simutation
Low cost test
Insurance policy for system performance
Random number generation
Transfer Functions use Random numbers as Inputs

Select Input Values Transfer Function Calculated Output values

Research time + Review Time = Total Cycle Time

Indicator variable split worksheet

Definitions

umbers as Inputs

Output values

What is Wrong?
revised 4/8
FISHBONE

Help

PROCESS TITLE

The 4 M's
Methods, Machines, Materials, Manpower
The 4 P’s
Place, Procedure, People, Policies
The 4 S’s
Surroundings, Suppliers, Systems, Skills

S TITLE

ople, Policies

iers, Systems, Skills

What is Wrong?
revised 4/8

Pareto
Stratification

USE MINITAB

Data
16
14
12
10
Data
8
6
4
2
0
Column E Column F Column G Column H Column I

Data 15 10 9 5 3

ANALYZ
W
revised 4/8 Process steps
1 List process step and input
Process/Product 2 List potential failure modes Failure
3 List potential effects
4 Assign severity rating
5 List potential causes
6 Assign occurrence Rating
7 List current controls
8 Assign detection rating
9 Calculate Risk Priority number 1-10
10 Use RPNs to help decide on high priority failure modes
11 Plan to reduce or eliminate the risk associated with high priority failure modes
12 Re-computing RPN to reflect impact of action taken on failure mode
Process
Potential
Item Potential Potential Cause(s)
Process Process Failure Effects of of the Current Risk
Steps inputs Mode the Failure Severity Failure Occurance Controls Detection Priority

Failure Modes & Effects Analysis

Process/Product:
FMEA Team:
Black Belt:

Process
Item Process Steps

Potential Effects of Failure

Occurrence
inputs

Severity
Potential Failure Mode

Potential Cause(s) of Failure

Current Controls
Text Text Text Number Text Number Text

5 Correct 7 Stock checked twice
Stock Stock in Unable to locate
location is a year
inventory wrong stock
full
location
Damage Insufficient
d product

What is Wrong?
Help FMEA Meeting schedule
Failure Mode Effects Analysis 1 Review/create process flow diagr
RISK ANALYSIS 2 Review information/begin FMEA
3 - 4 Finish FMEA/assign actions

ailure modes
How can the process go wrong?
Actions Results

Target
Completion
Recommended Action Responsibility Date Action Taken Severity Occurance

10
Detection

Number
Risk Priority Number

Calculation

0
0
0
0
350
Recommended Action
Text
Actions

Responsibility and Target Completion Date
Text
Page:
(Revised)
FMEA Date: (original)

Review/create process flow diagram and review FMEA procedures
Review information/begin FMEA
Finish FMEA/assign actions

s

Risk
Detection Priority

Responsibility and Target Completion Date

Text
Action Taken

Text
Severity

Number
of

Results

Occurrence

Number

Detection
n

Risk Priority Number
Number Calculatio

0
0
0
0
0

What is Wrong?
revised 4/8

Sources of Variation

Show Correlation between Defect and
Problem
When preparing to numerically analyze sources of variation in Minitab, ALWAYS do a tree diagram and multivari chart

to assess the data
Process Variation

Source 1 Where in the process?

Measurement Variation
Source 2 Where in the Measurement Tool?

Total Variation

σ 2
Process
Variation
=
σ2

Factor is an input to your process Time
Crossed or Nested
Highest level of sampling T1 T2

Crossed are controlable factors
Temporature, flow rate

Sub level of sampling P1,P2,P3 P4,P5,P6
Nested factors are parts, locations

Sub-Sub level of sampling L1,L2,L3 L1,L2,L3

component veriation = day/dow/

SOV

Behavior of the process is observed in production
mode.

Data is collected of a long enough period of time to
capture a high percentage of the historical
variation

Graphs are used to illustrate and identify major
causes of total variation
multivari chart Statistical methods are used

Minitab can be used to model data between
Multiple X factors and Y with General Linear Model

MultiVari Study- graphical tool to assess
factors

Construct Tree Diagram

Box Plot
Understand the data:
Nested - Random
Crossed - Fixed

ANOVA

+ Measurement
system
variation

σ2

T3

P7,P8,P9

What is Wrong?
Analysis of Variance
Use Averages Analysis of Variation

One Way ANOVA - one factor
Multi Way ANOVA -
Two way ANOVA - two fixed variables MiniTab

Analysis of Variance Table

Degress of Freedom
Sum of the Squares
Mean of Sigma
P-Value

ANOVA
Is Sample size, sample rate and sample structure good?
Tree Diagram
Input a MODEL into MiniTab
Model = representation of a relationship of items

MiniTab
Response= factor1+factor2+factor3
Response= Mean+factor1+factor2+factor3
Expect factors to be 0 variation

Balanced ANOVA
Nested ANOVA
General Linear ANOVA (mix fixed and random)

Measurement System
%R to R, % P to T

Excellent if MSA is 10%

Random effect puts a variance on the X - tells you how big the proble is
Fixed descrete effects estimates the differences or contrast between the categories
Fixed continuous effects give you an equation describing the effect

If you treat a variable (X) as random, estimating the effect on Y

If you treat a variable (X) as continuous, you will attach an equation on it

mean square error is the estimate of the unexplained residual variability

contrasts are generally measured from the mean

What is Wrong?

Regression - Curve Fitting
Find what is important
by estimating the relationship of X and Y

Matrix Plot - identifies where there is no data in your test - wrong decisions may be made introducing bias

Fit is the relationship between X and Y

Minimize the Residual Variance

Sigma is the estimate of residual values

Red and Blue lines are bands estimated events
be made introducing bias

Appliying regression techniques to passive data extablish Correlation not Causation

Use simple linear regression when you only have one continuous Y against one continuous X

Graphical tool for evaluationg correlation is a scatter plot or a matrix plot

One of the dangers in using Multiple Regression Analysis is confounded data

To compare coefficients in the model, code the data on a -1 and +1 then all are on an equal scaled and can be comp

On a fitted line plot a prediction interval tells us the interval around the fitted line where the next point will occur

scaled and can be compared

ext point will occur

What is Wrong?

Residuals - What is Left Over

Residual = Observed Valu - Predicted Value

Assumptions Tested
Residuals Equal Independe
Plot Variance Normality nce Random Lack of Fit
Vs Run Order
Vs. X
Vs. Predicted Y
Normal Prob.

OK not enough data
straight line normal distribution

OFAT= one factor at a time

you can see a lot by looking yogi

Collect Data from the Process Passively

Confounded Data - Lack of interdependance of data
Are we seeing a variable change due to another variable affecting it
Care should be taken to draw conclusions - ie. Infomercial claims

Outliers
Find FIT and Residuals
time series Assumptions: residuals are independent look for trends
nomality plot residuals are normally distriubed
control chart From a stable population
Equal population variance

Is there some systematic reaction going on?
Are there Outliers - can seriously affect the results

R sq is the amount of variation that is explained
R sq over 100% indicates that data is not dependent

Slop is the residual value on the Regression Plot
for every unit of response, slop up or down value of unit

Control Chart slop = 13.1387
In Control

Prediction (Fit) against Residuals
scatter

What is Wrong?

Regression - Curve Fitting
Find what is important
by estimating the relationship of X and Y
How can we evaluate a response due to multiple factors
Have I caught the important causes?

R sqd adjusted begins to be significant
want R sq and R sq adjusted to close to one another

Slopes are in different units
No simple graph in 2 dimensions
Correlation between X factors can dramactically affect results

Graph
Time Series on
Matrix Plot
Dotplot
Correlation coefficient
measure of the strenghth of correlation
P value shows if hypothese is good

SE Standard Error Coefficient
Remaining error variation
T = Signal to Noise ratio

Model Lack of Fit
Approximation
Replication error - If you run the same test several times, you wont get the same measurement error
Input error
error of observation

Bucketize Error
Tot Error=Model error, lack of fit error (missing variations), observation error, Measurement (X's) error (p v
Care most about: Lack of Fit error (all the right X's with measurements)
Measurement error depends on how big it is
Observation error is important to know how much is affecting LOF

measurement error

asurement (X's) error (p value)

What is Wrong?

Theory of Solving Problems Inventively

Classify solutions that come out of invention
Most problems have been solved in other fields

State problem as contradiction

There are 40 Inovative Principles which can be viewed here

Segmentation
Divide an object or system into independent parts
Make an object easy to disassemble
Separation
Separate the only necessary part (or property) or an interfering part of property from an object or system
Symmetry Change

The Collaborative Innovation (CI) Process

Additional Resources:

Inventive Problem Solving (IPS) -- A powerful method for eliminating technological roadblocks related to the developm

Anticipatory Failure Determination (AFD) -- an efficient and effective method for analyzing, predicting and eliminating

Directed Evolution (DE) -- A method for developing a comprehensive set of scenarios describing future generations o

http://www.ideationtriz.com/
http://inp.nsk.su/~dolgash/triz
http://ideaconnections.com
http://triz-journal.com

I-TRIZ began evolving in the mid-1980s
when TRIZ, in its classical form, ceased
development. The research and
development of I-TRIZ has continued
unabated since its inception. As a result, I-
TRIZ not only contains enhanced versions of
classical TRIZ tools, but includes an
expanded knowledge base, new tools for
applying this knowledge and for analyzing
problems more effectively, and the following
comprehensive applications:

rom an object or system

ks related to the development and use of products and processes. Applicable to all engineering disciplines, IPS can be used to solve problem

redicting and eliminating failures in systems, products, and processes.

ibing future generations of a system. DE is based on an extensive set of patterns that reveal the evolutionary tendencies of technological sys

IMPROVE PERFORMANCE
What needs to be done?
revised 4/7

GENERATE SOLUTIONS

PROBLEM STATEMENT:

USE BRAINSTORM TOOLS TO IDENTIFY POSSIBLE SOLUTIONS

FROM ROOT CAUSE ANALYSIS
FROM PARETO CHARTS

FROM FMEA

FROM 2B PROCESS FLOW

FROM AFFINITY DIAGRAM

FROM 6 HATS

FROM SOLUTION MAP

LE SOLUTIONS

Then
Remove showstoppers

Remove items that do not fit the
organization
Narrow list to best 4 - 7 using
CDAM: combine, delete, add or
modify

Solution Matrix based on Sigma
impact, Timeing, Cost and
Benefits
Weight ideas by performance
factor

Prioritize Solutions based on data

IMPROVE PERFORMANCE
revised 4/8

AFFINITY DIAGRAM

PROBLEM STATEMENT:

GROUP LIKE (AFFINITY) SOLUTIONS TOGETHER
BRAINSTORM SOLUTIONS AFFINITY SETS

HELP

1. Rapidly group ideas that seem to belong
together.
2. It isn't important to define why they belong
together.
3. Clarify any ideas in question.
IONS TOGETHER 4. Copy an idea into in more than one affinity
set if appropriate.
5. Look for small sets. Should they belong in
a larger group?
6. Do large sets need to be broken down
more precisely? the ideas have been sorted,
7. When most of
you can start to enter titles for each affinity
set

IMPROVE PERFORMANCE
revised 4/8
revised uploaded

Nominal Group
Technique

List Team Members

List Causes
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18

To find the priority of a list of causes according to the team:

1 List Team and Causes

2 Count the number of Causes (n)
3 Team Members individually assign a value to each cause.
The highest priority should be noted as n.
The least important cause should be noted as 1
4 Each team member continues to choose the next most important and the next least important until all cau
5 Record each members scoring
3 Total all scores for each cause.
4 Sort total scores decending
5 Pareto the results.

Priority
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

ast important until all causes are assigned a value.

IMPROVE PERFORMANCE
revised 4/8

Solution Map

CORE PREMISE:

Start with core premise (goal you
want to achieve), root cause, or
problem statement. Brainstorm
related clusters of potential
solutions in the boxes.
Brainstorm solutions from around
the core premise
When one person offers and idea,
have other team mebers try to
expand it or turn it into another
idea.

revised 4/8

IMPROVE
PERFORMANCE

FORCE FIELD ANALYSIS

SOLUTION:
DRIVING FORCES RESTRAINING FORCES

IMPROVE PERFORMANCE
revised 4/8

Functional Deployment Process Map
TO - BE Process Flow
Process Steps
Department

Sub-Process
Start boundary

DMADDD
Design - If this is a new
ss Map
process the 2B will be
the new Design which
will be Verified by the
Pilot

Qualitative Review (Value Added Analysis)

Low Hanging

IMPROVE PERFORMANCE
revised 4/8

Evaluate your new Process
Process Steps
Department

What is
Sub-Process
What is the Cost
Fits Impact on the Time Benefit Other
Show Stopper? Organization? Sigma? Impact? Impact? Impacts?
Start boundary

cess

Can this
step be
Combined Don't need Need to This Step
with this step - Add this has been
another? Delete Step Modified Qualitative Review (Value Added Analysis)
Low
Hanging

revised 4/8

IMPROVE PERFORMANCE

PILOT THE PROJECT

Implementation checklist

Pilot Team Detailed Implementation
Training Plan Communication Plan Event
Select Small Group

Design
DOE

RSM Validated/Refined Model
Identified sigma x's
Variance Allocation Optimized design parameters
Reduced variation
sensitivity Analysis
Monte Carlo Simulation

Product
Requirements
Design
Features
1
How well are
Customer wants
Expectations satisfied?
Product
Requirements 3

Measurements

Measurements

Take part of a process (where you have the
RMANCE least confidence, and pilot or simulate the
e done? process

Controls Measures Verify Results

Verify

Capability Flow-up
Set Xs according to design parameters
Flow-up to CCRs thruough transfer function
Determine whether Ys hit targets

Mfg
Processes
Process
Operation
Design
features 3
Mfg
Processes 4

Measureme
nts
Measurem
ents

IMPROVE PERFORMANCE
revised 4/8

Verify Results
End Product:

Customer:

Process Tested:

Desired Results:

Process Steps tested:

ERFORMANCE
s to be done?

Pilot Observations:

GAP Analysis/Root
Cause:

Follow-up Actions:

Questions:

Control Performance
revised 4/8 How do we guarantee performance?

Implementation Plan

Potential Problems (RISK) of Recommended Internal
implementing Solution (FMEA) Controls quot;Hardwired Controlsquot;

What Data is to be
Process Control System collected Who will collect this Data

Documented Procedures Documented Guidelines
Training Plan Changed Changed

Method of
Communication Plan Leadership support Communication

Business Case from
Budget and Benefits Case quot;Definequot; Solution Benefits

Detailed Implementation Event Objectives Milestones

trol Performance
e guarantee performance?

Implementation Plan

Check Lists

How will this Data be When will it be What is the Out of
Shown Regularly Reviewed? Control Plan?

Documented
Documented Forms Training Materials
Changed Changed Audience

When? Who is responsible

Benefits to Other Non-Financial
Cost to Implement Customers Benefits

Roles and Dates/Time/Room/M
Respnsibilities Resource Planning aterials

Control Performance
Documentation Related to this New
Process

Review Documentation and
Change to reflect New Process
Doc. Number Title Creation date Last Revised
Related Specifications
Policies
Procedures
Work Instructions
Forms
Websites
Training Materials

Key Terms Term Definition

rmance
performance?
ted to this New
s

Approvers URL Audit Results Changes needed

Definition

Control Performance

Poka-Yoke Mistake Proofing

Example: You leave your Gas Cap with your
keys on top of your hood to avoid forgetting
to put it back on.

Review 2Be Process. Where
can possible Errors be made
Where does Error Occur that if undectected, will cause a defect that your custom
that will cause a Defect?

What can be done to order the process so that the Error is Self Evident before it

What can be done to quot;hardcodequot; the Process so that the Error will not be passe

What can be done using a Checklist to identify the Error before it is pass on?

What Does Digitization Add to Six Sigma ?….

E-Training - Ability to Train & Test Thousands of people in Mont
E-Processes – Digitized Improvement Actions Stay in Control
E-Tools – e-Surveys, Simulators, and Modeling Tools Improve
phases of Six Sigma Projects
E-Tracking - Ability to Monitor All Vital Xs and the improvement
E-Visibility - Ability to Monitor All Business Ys and The Sectors
the Results (good and bad)

Six Sigma Tools Template

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