Capability Assessment Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity.

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  • Capability AssessmentSix Sigma FoundationsContinuous Improvement TrainingSix Sigma Simplicity

  • Key Learning Points Define and describe capability

    Provide simple capability measures

  • The first responsibility of a leader is to define reality. The last one is to say thank you.In between the two, the leader must become servant and a debtor. That sums up the progress of an artful leader.Credibility, Kouzes & Posner

  • Definition of capabilityA measure of the chance of meeting specifications

  • Where we are.Are we capable of Meeting the customer specificationsDelivering an order in 6 weeksKeeping Warranty below 0.5M$Ordering the right paintGetting castings through hydro test before FridayCompleting the General Arrangement this week

  • Where we are going?Can we become capable of 1000 valves per week95% clean order entry Increasing sales by 3M$Answering the phone in 3 ringsKeeping WIP below 3x output 8 stock turns

  • CapabilityThe answer to each of these questions is it depends. Capability measures are designed to make the answers more believable and objective.Capability helps us predict failure rates, identify process changes and avoid failure modes.It starts with the definition of success which is the responsibility of leadership.

  • Capability

    When we look at our process and at our lack of ability to meet our target levels of performance, we must look at the nature of the difference (delta) between the target and the actual. Is our problem with centering (or mean) differences?Is our problem with spread (or variance) differences?Is our problem with a combination of the two? This understanding is critical to our ability to improve the process, and it forms the basis of our description of the problem.

  • Converting Attribute to VariableOn time/latePass / failClean /dirtyGood /badUnacceptable late paymentsLarge penaltiesEveryoneExpensiveFit for purpose% on timeWithin 20 days6S Audit level CCount of 1st time pass or % first time passProduction capacityDSO $450K$ penalties% of employeesAPI 610 datasheet

  • Converting Variables to Attribute DataAs a green belt you will pass or fail. Your project will succeed or fail.The combination of your projects primary metric will be acceptable or unacceptable.You use a measurement system and capability to identify what success will mean and record this in your charter.

  • Capability and Project ChartersYour projects progress and $ return on investment will be gradual.The variation of the Xs that drive the process your team is changing will also be capable of precise measurement.Who has a system that cant fail or can never succeed?Remember with 6 sigma capability, 3.4 parts per million fail. So design your charter so that when one of these 3 in a million circumstances happen, your project team can still succeed.

  • Examples95% on time each day for at least 2 weeksA 3 sigma process to achieve 95% on timeAn average of 95% on time for 5 weeksFor 5 weeks in a row the team produced at least 100 units with cycle time of less than 2 days

    95% on time

  • Simple capability measures% on time% passed% accurateThese are so weak that we ask you not to use them to analyse problems or make decisions. Weaknesses1) Sample size (>30 ideal)Ratios are poor predictors when based on small (less than 20) samples2) SpreadWithout information about spread you are lucky to make accurate predictions about no more than half of the process output3) ShapeWithout knowledge of the shape of capability you cannot diagnose the process

  • ExerciseThree casting suppliers offer 95% on time delivery which is more capable?

    Total number of deliveriesOn timeAverage deliveryLatest overdue deliveryDelivery date which 95% of products delivered10095%10 days10 weeks3 weeks11095%10 days20 weeks10 days2095%10 days20 weeks10 days

  • Graphical RepresentationGather dataDraw a histogramDraw in BoundariesDraw in Specification limits (upper and lower)Identify from the data how many parts per million fall outside the specification limitsIn this case 3/10 fall outside the limitsAnalyze process capabilityMeasureFrequencyxxxxxxxxxxLower specification LimitUpper specification Limit

  • PresentationThe basic analysis is often enough to begin with.Your Black Belt can assist with Minitab which provides more accurate predictive information.

  • Step 0 Identify baselineValidate Central Tendency and Spread

  • Step 1 Define LimitsLSL USLNote: Who decides the limits??

  • Step 2 PrecisionLSL

    USLNote: Often achieved by splitting into defined categories and working in each in turn

  • Step 3 AccuracyLSL

    USL

  • Step 4 ControlLSL

    USLNote: Team has left!

  • Special CasesLSL

    USLIs this two processes or one? If metric is time, is there an echo?

  • Special CasesLSL

    USLTypical shape for lead time or a process with rework

  • Non-graphical descriptions of capabilityParts per million defective PPMSigma level (related to PPM)Sigma levels can also be calculated based on: number of standard deviations between the center of the process and the nearest specificationNote: You may also see reference to long term capability and short term capability. This is a way of showing how a process under tight control today should be expected to perform with minor drift over time. (For processes less than 4 sigma - this effect is rarely significant.)

  • Capability AssessmentSix Sigma FoundationsContinuous Improvement Training

    Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Most important is yellow above to be able to measure the Xs. Also to Control them (S/C/N). Remember that your project charter has to be realistic.

    Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*How much data to use? As a guideline at least 20-30 points. Discuss this with a Black Belt if you think you have special circumstances.Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*Continuous Improvement - Capability Assessment*

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