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Description of the Implementation Strategy for Process Certification (Six Sigma) at Hamilton Sundstrand, United Technologies Corporation

Mark Milward & Pete Teti, IIE Annual Conference & Expo 2009Hamilton Sundstrand, UTC May 30 – June 3rd

Windsor Locks, Connecticut Doral Golf Resort & SpaMiami Florida

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Speaker Bio

Mark D. Milward, CSSMBBSix Sigma Master Black BeltFmr. Manager, Process CertificationHamilton Sundstrand,Windsor Locks, ConnecticutUnited Technologies CorporationEMAIL:mdmilward@aol.com

Mark Milward has nineteen (19) years experience in Manufacturing and Quality Engineering. He was a pioneer in the introduction, development and application of Surface Mount Technology principles and practices. His experience covers work within the Aerospace, Electronics, and Medical Devices industries. Mark received his Principal Black Belt in Lean manufacturing in 2001. He is a ASQ certified Six Sigma Black Belt (2003) and an IIE certified Six Sigma Master Black Belt (2009). Mark joined Pratt & Whitney, UTC in 2004 where he led cross-functional teams implementing Process Certification in the Supply Base at domestic and international locations. At Hamilton, Mark was responsible for implementing Process Certification at the Windsor Locks manufacturing facility for internal operations. His responsibilities included training, coaching, mentoring Black Belts/Green Belts, project and standard work development, infrastructure design, and implementation of the Statistical Process Control (SPC) system for data collection, SPC Proficy 5.5 ; GE Fanuc.

Mark has a B.S. in Manufacturing Engineering Technology from Barry University, Miami Fl, and an MBA from Nova Southeastern University, where he is on leave from Doctoral studies in Business Administration.

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Process Certification is a primary element of UTC’s Operating System, ACE(Achieving Competitive Excellence). It isan application that enables us to delivervalue to our Customers and Investors. It isthe highest state of process maturity inACE.

The objective of Process Certification is toestablish process capability of 1.33 Cpk orbetter on those key part characteristics(KPCs) that have been defined by Design and Mfg Review teams. It seeks tocontrol variation so that processes alwaysachieve acceptable results. The aim is toestablish robust processes with controlplans and reaction plans to out-of-controlconditions.

Levels of Competitive Excellence:

ACE BronzeACE SilverACE Gold

Process Certification and the ACE Operating System

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Process Certification Milestones Model vs DMAIC Model

• Create problem statement.• Identify CTQs.• Define Performance standards.• Identify Customers• CT trees• Financial analysis• Define project objectives.• Project Charter

• Collect data• Evaluate measurement system.• Determine process capability.• Graphical techniques• Identify process inputs/outputs.• Control charts on process y’s• Fishbone diagram

• Hypothesis tests• Multi-Vari analysis• Correlation• Regression• SPC• Brainstorming• Identify sources of variation.• MSA on x’s

• Design exp.• Cost/benefit analysis.• ANOVA• Process maps• Corrective actions.• Control Charts• Determine new process capability.

• Implement process control• Mistake proofing• Financial validation• Lessons learned communicated.• Control plan SPC• System changes to establish improvements.• Standard procedures• Final deliverables• Communicated project success.

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* The Black Belt Memory Jogger – Six Sigma Academy

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October 2006 – Process Certification Kaizen Event

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Process Certification Steering CommitteesProcess Certification Executive Sponsors and Steering Teams

Executive SponsorsJoe Adams - VP EngineeringDon McDonald - VP QualityDave Galuska - VP Operations

Steering CommitteeDir Engineering Roger StammDir Electronic Op’s Rocky LaporteDir Mechanical Eng. Gregg AbbottDir Supply Base Ron SepeTech. Fellow Pete Teti

Process Certification CouncilAMS Dean HalterES Dana RagallerPS Matt KeoghFlight Paul CarvalhoKidde Terry SimpsonElectronic Op’s Roland HadeMechanical Ops (RKFD) Dave MoserTech. Consultant Pete TetiASE Walt ScottJSF Luke WissmanMechanical Ops (WLOX) Mark MilwardSupplier Dev John GaughanEngineering Carl HoukProcCert Standard Work Dave SladewskiQuality Technologies Mark VoislowP&WA Fellow Eric Taylor

HS Working Together Team (WTT) Chairman: Bob Leduc, President, Flight SystemsCo-Chairman: Joe Triompo, President, Engine SystemsCo-Chairman: Tim Morris, President, Aerospace SystemsCo-Chairman: Mike Dumais, VP & GM Customer Service

WTT Meeting Weekly to Drive Quality Strategy

Standard Work Process CertificationHigh Impact ACE Teams Mfg Process ReviewsCorrective Action Boards Certified Quality Clinics

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Outlining the Challenge – Multiple Plant sites

York, NEPlant site

HSunpac BedokPlant site

RockfordMFG

Plant site

HSunpac ChangiPlant site

RockfordAssemblyPlant site

WLOXMFG

Plant site

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• 3P Formula (Production, Planning, Preparation)– Standard Work and Procedures Team– Engineering Classification of Characteristics Team– Process Certification Systems Team

• UTCQR-09.1 (Process Certification Requirements)– Pratt & Whitney

– Hamilton Sundstrand

– Sikorsky Aircraft

– Otis Elevator

– Carrier

– UTC Power

– UTC Research Center

Outlining the Challenge – Team Approach

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Key System Components & Infrastructure Design

Procedures

Standard Work

Data Collection & Reporting Systems

Training

INTERNAL HS SUPPLIERS

Process Certification

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Process Certification Training Status

Mechanical Operations, Bldgs I &II (WLOX) 7/18/07

Training Levels

Total

Total Comp.

%

Complete

Target Population

PC

100/101

755

755

100%

Required for all

associates in the organization

PC 201

55

55

100%

All Manufacturing/ Quality Engineers;

Selected Supervisors

PC 301

3

3

100%

Selected

Manufacturing/Quality Engineers

PC 100/101 – 1 hr. Orientation PC 201 – 24 hrs training – UTC Green Belt Certification PC 301 – 96 hrs training – UTC Black Belt Certification

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Standard Work and Procedures – HT0985/HT0990/PR9103

How to do a Gage R&R Study in SPC Proficy 5.5 How to do a Gage R&R Study in MinitabHow to perform a Gage Repeatability Study on a Test Rig

Six Sigma Green Belt Project Template

How to Create an Xbar-R Control Chart in Minitab

How to Read SPC Control Charts

How to Perform a Normality Test in Minitab

How to Create a Capability Sixpack in Minitab

How to Call Up a Data Report List Part no. in SPC Proficy 5.5

QC0911 Form RRCACause & Effect Diagram5 Why AnalysisGreen Belt Project TemplateFault Tree Analysis*

How to Perform a Box CoxTransformation in Minitab

How to Fill Out the KPI/KPO Form

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• “How do we select what’s important”– HSC16199

Engineering Classification of Characteristics

Engineering Discretion

HSC Designed Items

CTQ PARTSFlight/Industrial Safety Parts

Benefit from Variation

Management?

KPC1Characteristic

FSC(Frozen Process)

Could Characteristic Create an Unsafe

Condition?

No Yes

Does the

Characteristic Affect CTQ Elements?

KPC2Characteristic

Yes

No Minor Characteristic

No

Decision at Part/Assembly Level

Does the Part/Assembly Impact

CTQ Elements?

Safety Part/Assembly?

No

Non CTQ Part

No

Box 2

Benefit to Increased

Inspection?

Box 0

YES

YES

NO

Yes

All Parts/Assemblies

CTQ Elements

Analysis & VOC

Customer Turnback Data

Customer Complaints/MFA

Customer Requirements

Benefit from Variation

Management?

Yes

No

Source Control/Vendor Item DrawingsCTSC CTQC

YesYes

• Overlap between HSC16199, HS15000 & QC13.01-03.

– Confusion exists regarding proper selection and classification of characteristics.

– Confusion with regards to minor characteristics.

• No standardized identification of FSC/KPC among the various engineering groups.

– Lack of standard work and robust design guidelines creates confusion.

• Perceived vagueness concerning KPC2 designation.

– Current definition too broad and all encompassing.

• No process for manufacturing characteristics.

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• “Tools & logistics supporting execution of what’s important”

• KPC Database– Primary Control Plan– Milestone activity status– Key Characteristics (KPC1, KPC2)– Internal/Supplier CTQs/KPCs– Customer Program Status CTQ/KPC (i.e. Boeing, Northrop, etc.)

• Process Certification Database– Training Status– Black Belt/Green Belt Project status– Standard Work– SPC Data Collection/Low Cpk Reports– Stop Light Charts

• SPC Data Collection System– SPC Proficy 5.5 (GE Fanuc)– Monitor– 50 Licenses 5 Administration

Process Certification Systems

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Process Certification Database – HS Internal Operations

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Supplier Quality & Development

OVERVIEW OF SYSTEM FUNCTIONALITY

Primary Control Plan- KPC gets loaded- Email notification

to Supplier- Milestone tracking

Site Specific Plan- Supplier fills in Control- KPIs, Gage Study

and Initial ProcessCapability resultsrecorded

Provides real-time SPC analysis

Visu

al S

PC S

yste

m

Real-Time SPC- Supplier collects

data at machine

KPC Entry Web-Page- Supplier accesses KPC

Webpage to select P/N(s)from pick-list they are authorizedto report on

Supplier Upload Tool- Supplier enters ProCert

data into Upload Tool- Alerts will be generated

depending on Cpk performance

ABC CompanyABC Company

12345 ABC Company12345 ABC Company

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• Leadership of Top Management 6.29– WTT

• Statistical/Analytical tool Usage 6.10– SPC Proficy 5.5

• Managerial Process 5.76

• Six Sigma (ProCert) training programs 5.54– PC100, PC201, PC301

• Black Belt’s background– Career path in quality 3.30– Education background (engineering/business) 3.50– Education level ND– Quality organization affiliation ND– Personality 5.74– Managerial capability 5.69– Personnel with experience 4.89

• Previous quality programs adoption 4.33

• Full-time and part-time Black Belt ND

*Critical Success Factors

* Critical Success Factors of Six Sigma Implementation (Lee, 2002)

Propositional Factors Likert scale (1-7)

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Process Certification Training Center

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Implementation Results

Pro Cert Black Belts

Pro Cert Green Belts

COPQ/SRR Reduction

Variation Reduction

ProCert Standard Work

Customer Satisfaction

Boeing AS9103 GOLDVariation Management

ACE SILVER

Black Belt Projects

Green Belt Projects

Supplier Quality & Development Program

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Phase II - Manufacturing to ProCert Business Applications