six sigma presentation

DMAIC

The One Methodology for Improvement Projects/Problem

Solving Within NCE

Introduction to DMAIC

2

MH'97

Target 2004+

OperationEXCELLENCE

2007

CI

Time

Performance

2008200520011997

Consumer and customer focus

Business and operations goal alignment

Excellence in leadership and competence development

One model for improving performance

Using world-class tools and best practices

Engaging everybody’s heart and mind

... to sustain ongoing savings to support business growth

NCE, Our Way Forward to Improve Performance


3

Leadership DevelopmentNestlé management & leadership principles, business principles, Nestlé on the move ...

Nestlé Integrated Management System (NIMS)Quality, safety, environment, standards, business excellence ...

Goal AlignmentExamples: mission-directed work teams, mini business units, DMAIC problem solving ...

... Measure, Monitor, Organize

Customer Distribution Packaging Raw Material

LEAN Supply Chain

Manufacturing

TotalPerformanceManagement

TPM

Consumer

Audits, Self-Assessment Tools ...

The “One Model”: A Common Language and Way of Doing Things


4

DMAIC Introduction in the Foundation Modules

Nestlé Operating Model (NOM):Nestlé Operating Model (NOM):

Operational master planning

and three foundationmodules…

…are part of the goal alignment

dimension

Operational master planning

and three foundationmodules…

…are part of the goal alignment

dimension

Three Foundation Modules:Three Foundation Modules:

MeasuresOperationReviews

ProblemSolving

TPM Pillars:TPM Pillars:

The TPMN problemsolving model and tools are aligned

with the foundations problemsolving module

The TPMN problemsolving model and tools are aligned

with the foundations problemsolving module

Operational Master Planning


5

Typical DMAIC Project Goals

• Reduce costs, reduce consumer complaints• Improve productivity• Increase capacity, utilization, availability, flexibility • Inventory—lower costs, faster delivery, reduced scrap• Scheduling, forecast accuracy, availability• Supply chain—cost, inventory, cycle time, quality, availability• Speed—new products to market, service, approvals, delivery • Facilities—design, layout, space utilization, flow • Order processing—improve accuracy, customer satisfaction• Improve quality of services• HR—staffing, benefit administration, employee services• Data management, accuracy, timeliness, access, cost• Transactions—reduce errors and handoffs, increase accountability• Billing—speed of collections, reduce errors and delinquencies


6

Ongoing Projects Within Nestlé

Business Product Title

Confectionary Smarties Reduce consumer complaints related to insufficient amount of orange and blue smarties in selling unit

Coffee and beverages

Nescafé Reduce rework due to visual quality deviation ("bubble" or black particle)

Roasted and ground coffee

Nespresso Reduce downtime due to sleeve maker machine from 70 min to 25 min

Roasted and ground coffee

Nespresso Increase the service level in Italy from 95% to 99%

GLOBE Fitgap Increase service level of Fitgap (Fitgap approved within the agreed delay) from 80% to 90%

Nutrition Infant formula Increase line efficiency of optima lines from 50% to the targeted value of 70%

Nutrition Infant formula Reduce the turnaround time from 10 days to 5 days

Purina Dry dog food Increase the average moisture content from 8% to 9% while reducing the variability from 0.8% to 0.5%

Purina Dry cat food Increase the blending quality delivered by automated blending machine

Chilled culinary Liquid batter Reduce overfilling from 0.5% to 0.2%

Purina Wet dog food Reduce the variability of the ratio chunk/gravy

DMAIC ProjectsSAR Projects


7

DMAIC: Methodology to Tackle Problems Identified by the Operation

Feedback

Inputs

Outputs

Measures

Ideas

Problems

Information

Request for Support

Issue/Action

Go See Think Do

Increasi n

gly D

if ficult to

So

lve

Formal Problem Solving

DMAIC Success Factors


9

Key Success Factors

• Top management actively participates and leads

• The portfolio of projects is balanced

• DMAIC leadership is not left solely to Green Belts

• The finance department is involved in measuring and validating the financial benefits

• Do not use DMAIC to cut jobs

• Remember that it takes time to implement DMAIC on an organizationwide basis

• Break down existing barriers in the organization


10

Key Success Factors, cont.

• There is a careful selection of:• Projects• Project sponsors• Green Belts and Yellow Belts

• The project scope is well defined and feasible• Able to be accomplished in a reasonable time• Appropriate for Belt level

• A good “project review” process is employed on a:• Plant basis• Regional basis• Global basis

DMAIC Roles


12

DMAIC Roles

Role Description Nestlé

Executive steering committee

Sets direction NCE steering committee

Champions Prioritize and deploy teams

TM, market IP manager, factory manager

Sponsors Assist teams on an ongoing basis

Factory management (factory manager, then dept. heads)

Master Black Belts Serve as experts/ consultants/coaches

Market expert coordinating improvement projects

Green/Black Belts Run medium/big project/serve as coaches of White and Yellow Belts

Can be factory IP manager

White/Yellow Belts Run small projects Line supervisor/shift leader

Improvement teams Deliver and implement results

Factory employee

Notes: • "Belts" are the DMAIC practitioners


13

DMAIC Structure Within a Factory

1 Focused Improvement Leader • Either Black or Green Belt• Works on DMAIC full time • Oversees up to 15–20 Belts

3 Green Belts• Serve as project leader and coach• Devote ~25% time to DMAIC

1–7 Yellow Belts/White Belts• Serve as team members or project leaders• Devote ~10–20% time to DMAIC

Notes: • "Belts" are the DMAIC practitioners.• Factories are the first targeted community; the supply chain

can have a similar structure.

Example: Average factory of 300 employees

Factory Manager

Focused Improvement

leader

Green Belt Green Belt Green Belt

Yellow/White Belt

Yellow/White Belt

Yellow/White Belt Yellow/White Belt

Yellow/White Belt

Functional Report

HierarchicalReport

Factory Manager

Focused Improvement

leader

Green Belt Green Belt Green Belt

Yellow/White Belt

Yellow/White Belt

Yellow/White Belt Yellow/White Belt

Yellow/White Belt

Functional Report

HierarchicalReport

Area

Area 1

Area 2

Area n


14

Competence Alignment with Project Scope and Complexity of Causes

Scope of Project Complexity of Causes

Competence Dedicated Time (recommended)

Focus in chain High Black BeltAdvanced DMAIC

50% – 100%

Focus in factory Medium Green BeltIntermediate DMAIC

30% – 40%

Focus in area Medium Yellow BeltBasic 2 DMAIC

20% – 30%

Focus in line Low White BeltBasic 1 DMAIC

10% – 20%


15

Different Levels of DMAIC Application Within a Factory

TopManagement

TopManagement

Middle Management —

Functional Specialists

Workforce – Front

Line and Staff

Scope

Big

Pro

ject

sB

ig P

roje

cts

Sm

all

Pro

ject

sS

ma

ll P

roje

cts

Day

to

Day

Day

to

Day

MethodsProject Responsibility# of Concurrent

ProjectsDuration

Problem- Solving Module

More Formal

Basic

Green/Black Belt

Mind-set

Less Formal

Go-See-Think-Do

8

3

100

0–1 month

2 weeks–3 months

2–6 months

DMAIC Building Strategy


17

Coaching Models

• Green Belts will be coached through the DMAIC phases • Two models of coaching: remote coaching and joint coaching• Goal of coaching is to enable Green Belts to succeed with

their projects and earn a financial gain of at least €20,000 for their project sponsors

Remote Coaching Joint Coaching

How it works • There is a predetermined time for each phase of the training

• The coach and Green Belt are connected by electronic means; they need to be physically together in the same place

• Other Green Belts do not assist in the coaching sessions

• There is a predetermined time for each phase of the training

• The coach and Green Belt conduct their training sessions together in the same place

• Another Green Belt can assist the coaching session, if feasible

When appropriate

• When the Green Belt and his/her coach cannot meet at the same site because they are working at geographically separate locations

• When several Green Belts can meet at one site at the same time

• When a project requires the coach’s physical presence


18

Coaching Model

10-12w

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Green Belt coaching should take approximately 14 hours per project:• Three hours for the project setup and DEFINE phase• Three hours for the MEASURE phase• Two hours for the ANALYZE phase• Two hours for the IMPROVE phase• Two hours for the CONTROL phase• Two hours for project presentation, wrap-up, and project

certification (part of the total certification process)

Note: With joint coaching, another Green Belt can help out with the coaching sessions as well as the sponsor.

3h 3h 2h 2h 2h 2h

DMAIC Schedule


20

Summary

• DMAIC will be the one improvement method used within NCE

• DMAIC will be used across the value chain, first focusing on manufacturing (focused improvement pillar)

• DMAIC brings benefits to the whole organization

• DMAIC requires a variety of new roles across the organization (from practitioners to sponsors)

• Nestlé will progressively build DMAIC capability before becoming self-sufficient


21

The essence of

Six Sigma


22

Brief History of DMAIC

1979 - Motorola quality imperative “roots of Six Sigma”

1981 - Motorola challenge to improve 10 fold in 5 years

1988 - Motorola wins Malcolm Baldrige Quality Award

1991 - Motorola Six Sigma Research Institute established

1992 - Motorola, Texas Instruments, IBM, Kodak, and others initiated efforts to develop the 6σ Black Belt program

1995 - GE mandates Six Sigma rollout; estimates current performance at 3.0 Sigma

1997 - GE invests $250M to train 4,000 Black Belts and 60,000

Green Belts out of workforce of 222,000; recoups $300M same year

1998 - GE calculates Six Sigma payoff at $1.25B

• Mikel J. Harry is called the father of Six Sigma


23

Who uses DMAIC - Six Sigma...in India

• Whirlpool• LG Electronics• Samsung• GE Group• Samtel• Phillips• Maruti• TVS Group• Delphi• TATA Steel

• Wipro• Escotel• Crompton Greaves• Motorola• DHL• Asian Paints• Honeywell• VIP Industries• Escorts Hospital• Jubliant• Agilent Tech

• Citibank• AMEX• ICICI• Hindustan Times• Accenture• HCL• Daksh• Vertex• Patni• Infosys• Airtel

…. Now it is Nestle too !!

Module 1.3: Identifying the Customers

What You Can Learn: The Kano Model

DelightersM

ore Is

Bet

ter

Must Be

Delight

Neutral

Dissatisfaction

Cu

sto

mer

Sat

isfa

ctio

n

Degree ofAchievement

FulfilledAbsent

ΤΙΜΕ

“Hygiene Factors”Taken for granted

Basic

SpokenMeasurableRange of Fulfillment

UnexpectedUnknown

Module 1.3: Identifying the Customers

The Kano Model and VOC

• Must Be characteristics: • Generally taken for granted

• Unless they are absent; fix these first

• More Is Better:• Additional features customers

would appreciate

• Delighters:• Generally not mentioned, since

customers are not dissatisfied with their absence

• The primary objective of the Kano model is to capture the most important customer requirements from the customer’s perspective

• By working on the critical requirements, you will keep your project focused and increase your chances of success

• Anything below customer specification is defect and above is quality

Delighters Mor

e Is

Bette

r

Must Be

Delight

Neutral

Dissatisfaction

Cu

sto

mer

Sat

isfa

ctio

n

Degree ofAchievement

FulfilledAbsent

Resignedto Reality

Pleased

NotPleased

Taken forGranted


26

What is Quality?

Non conformance to customer specification

“ …conformance to the agreed customer specifications and requirements...”

Quality & Defect

What is Defect?


27

Would you use this cannon to shoot a fly?

We need to use the most cost effective tool to make the a sustainable impact….

No…

http://www.exploratorium.edu/exhibits/mutant_flies/orange-eyes.gif


28

What is DMAIC?

• A Measurement SystemA Measurement System

• A Problem-Solving ApproachA Problem-Solving Approach

• A Disciplined Change ProcessA Disciplined Change Process

““THE SIX SIGMA BREAKTHROUGH STRATEGY”THE SIX SIGMA BREAKTHROUGH STRATEGY”

MMeasureeasure AAnalyzenalyze IImprovemprove CControlontrolDDefineefine


29

Why 99.7% is Not Good Enough?

3 Sigma Process3 Sigma Process

Less than 38 newborn babies accidentally

dropped by doctors and nurses each year

No electricity for 9 minutes in 5 years

One short or long landing every two years

2 railway accidents per year

1.4 minutes of unsafe water every 5 years

3.4 Defects per Million Products

Less than 38 newborn babies accidentally

dropped by doctors and nurses each year

No electricity for 9 minutes in 5 years

One short or long landing every two years

2 railway accidents per year

1.4 minutes of unsafe water every 5 years

3.4 Defects per Million Products

6 Sigma Process6 Sigma Process

More than 110,000 newborn babies

accidentally dropped by doctors and nurses

each year

No electricity for 85 hours each year

Four short or long landings per day

16 railway accidents per day

16 minutes per week of unsafe water supply

66807 Defects per Million Products

More than 110,000 newborn babies

accidentally dropped by doctors and nurses

each year

No electricity for 85 hours each year

Four short or long landings per day

16 railway accidents per day

16 minutes per week of unsafe water supply

66807 Defects per Million Products


30

What's Six Sigma?


31

Average River

Depth - 5ft

Focus on Average can turn any business “Red”Focus on Average can turn any business “Red”

Mean

12 Feet

6 Feet

What causes Defects?What causes Defects?

VVaarriiaattionion


33

Count the number of times the 6th letter of the alphabet appears in the following text:

The necessity of training farm hands for the first class farms in the fatherly handling of farm live stock is foremost in the eyes of the farm owners. Since the forefathers of the farm owners trained the farm hands for first class farms in the fatherly handling of farm live stock, the farm owners felt they should carry on with the family tradition of training farm hands of the first class farmers in the fatherly handling of farm live stock because they believe it is the basis of good fundamental farm management.

How Variation Occurs


34

What Does “Sigma” Tell Us?

Process Sigma (or σ) is a statistical term that represents how much variation there is in a process relative to customer specifications

Sony Automation – Paper Blow


36

TargetWeight

X XXX X XX XXXX

XX

XXXXX

XX

XX

XX

X

XXX

XX

XX XXX

XXXX X

X

X

X

Every Human Activity Has Variability...Customer

Specification

defectsdefects

Understanding Variability & Customer specification Is The Essence of Six Sigma

Concept of Variability

USL

CustomerSpecification

LSL


37

Mean

Customer

Specification

Mean CustomerSpecification

1σ

2σ

3 σ

A 3σ process because 3 standard deviationsfit between target and spec

3σ

6.6% Defects

Before

1σ2σ

3σ4σ

5σ6σ

After

6σ !No Defects!

Reducing Variability Is The Key To Six Sigma

What is Six Sigma


38

Area under the curve


39

DPMO – Know your Sigma

• A product has five areas where defect can occur we produced 30 Products with a total of 15 defects. What is the DPMO?

Sigma DPMO YIELD Sigma DPMO YIELD

6 3.4 99.99966% 2.9 80,757 91.9%

5.9 5.4 99.99946% 2.8 96,801 90.3%

5.8 8.5 99.99915% 2.7 115,070 88.5%

5.7 13 99.99866% 2.6 135,666 86.4%

5.6 21 99.9979% 2.5 158,655 84.1%

5.5 32 99.9968% 2.4 184,060 81.6%

5.4 48 99.9952% 2.3 211,855 78.8%

5.3 72 99.9928% 2.2 241,964 75.8%

5.2 108 99.9892% 2.1 274,253 72.6%

5.1 159 99.984% 2 308,538 69.1%

5 233 99.977% 1.9 344,578 65.5%

4.9 337 99.966% 1.8 382,089 61.8%

4.8 483 99.952% 1.7 420,740 57.9%

4.7 687 99.931% 1.6 460,172 54.0%

4.6 968 99.90% 1.5 500,000 50.0%

4.5 1,350 99.87% 1.4 539,828 46.0%

4.4 1,866 99.81% 1.3 579,260 42.1%

4.3 2,555 99.74% 1.2 617,911 38.2%

4.2 3,467 99.65% 1.1 655,422 34.5%

4.1 4,661 99.53% 1 691,462 30.9%

4 6,210 99.38% 0.9 725,747 27.4%

3.9 8,198 99.18% 0.8 758,036 24.2%

3.8 10,724 98.9% 0.7 788,145 21.2%

3.7 13,903 98.6% 0.6 815,940 18.4%

3.6 17,864 98.2% 0.5 841,345 15.9%

3.5 22,750 97.7% 0.4 864,334 13.6%

3.4 28,716 97.1% 0.3 884,930 11.5%

3.3 35,930 96.4% 0.2 903,199 9.7%

3.2 44,565 95.5% 0.1 919,243 8.1%

3.1 54,799 94.5%

3 66,807 93.3%

• DPU = 15/(30*5) = 0.1

• DPMO = 0.1*1000000 = 100000

• Sigma from table = 2.75

• Also Yield = 90.0%


40

Consider the example of Delivery Time of two Supplier.

• Delta Services has a mean of 5.2 Days

• Omega has a mean of 5.7 Days

• Target Mean is 5.5 days

S.No Delta Services Omega Services1 2 42 9 63 2 34 9 65 2 66 4 87 11 58 3 79 2 5

10 8 7Average 5.2 5.7

Delivery time of two supplier in days

Which one is Better ????

and Why ????

SD 3.61 1.49

Six Sigma focuses on reducing Variations in Processes

Customer Feels the Variation and Omega is Consistent.

Variation


4141

μ

USLUSL

T

μ

USLUSL

T

USLUSL

T

μ

Precise but not Accurate

Accurate but not Precise

Accurate and PreciseShift towardsTarget

ReduceVariation

• Shift towards Target

• Reduce variation

6 3.4 5 233

4 6,210

3 66,807

2 308,537

σ PPM

DMAIC Objective

Objective of DMAIC


42

Overview of DMAIC

1

2

3

4

5

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL

43


43

DEFINE

MEASURE

ANALYZE

CONTROL

DEFINE: • Problem• SIPOC• VOC

• Root-cause investigation• Test (verify) causes• Analyze map

• Standardize process• Train personnel • Monitor performance

Solutions:• Set criteria• Develop• Select • Anticipate failure mode

IMPROVEData:• Collect• Plot • Analyze• Map process

Implementation:• Plan• Implement• Human side

The DMAIC Process


DEFINE Road Map

NeedCustomerdrivers CTQs

Who What When


45

SIPOC

S I

P

O CSuppliers Inputs

Process

Outputs Customers

Process Boundary

33

44

5511 22S I

P

O CSuppliers Inputs

Process

Outputs Customers

Process Boundary

33

44

5511 22

High Level Process map from Customer Perspective


46

ScrapScrap

90% 90% Customer QualityCustomer Quality

ReworkReworkHidden Factory

NOTOK

Yield After Inspection or Test

OperationOperationInputsInputs InspectInspect First TimeFirst TimeYieldYield =

OK

RTY is 66%RTY is 66%

Process1 2 3

Rolled Yield 81 % 73 %

4

66 %

Final Test

=90%90%YieldYield

90%90%YieldYield

90%90%YieldYield

90%90%YieldYield

90%90%YieldYield

Rolled Yield Versus First Time Yield


47

Why Measure?

Is it advisable to attack a problem without measuring it?

Thus it’s advisable to:

• Develop Data Collection plan

• Validate Measurement System

• Data Collection

What gets measured gets done …


MEASURE Road Map


49

Operational Definition

An operational definition is a precise description that

tells you how to get A value for the characteristic you

are trying to measure. It includes what something is and

how to measure it.

To remove ambiguity• Everyone has the same understanding

To provide a clear way to measure the characteristics

• Identifies what to measure

• Identifies how to measure

• Makes sure that no matter who does the measuring, the results are essentially the same

Definition

Purpose


50

Sampling


51

Types of Sampling


52

Sampling

• Develop data collection plan and collect data…


53

Example: On-Time Delivery

• This company was having trouble delivering products due to delays in receiving materials from their suppliers

• Data from the past 40 weeks on delivery dates from their two main suppliers is on the right

• Based on this frequency plot, which supplier would you recommend?

Note: A negative number indicates that the delivery was early

Supplier A40 Deliveries

0.5

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5 Supplier B40 Deliveries

Days fromTarget


54

• Now look at the time plot of the same data shown previously on the frequency plots

• What is your interpretation now that you’ve seen time and frequency plots? Which supplier would you recommend using?

Time Plot of Suppliers A and B — Late Deliveries(40 weekly deliveries each)

0.5

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39

= Supplier A

= Supplier B

Example: On-Time Delivery, cont.


55

Analyze – with proper tools

Support different situations by specific tools


ANALYZE Road Map


57

Identify Causes of Variation

Tools for Identification of causes of Variation :

• Process Map Process Map

• Fish Bone AnalysisFish Bone Analysis

• ParetoPareto

• 5 Why5 Why

• Control/ImpactControl/Impact


58

Focus of Six Sigma

x


59

Process Map Analysis

• Steps That Are Essential Because They Physically Change The Product/Service.

• The Customer Is Willing To Pay For Them And Are Done Right The First Time.

• Steps That Are Considered Non-Essential To Produce And Deliver The Product Or Service To Meet The Customer’s Needs And Requirements.

• Customer Is Not Willing To Pay For Step.

VA

NVA

Stage 1 Stage 2

Stage 3 Stage 4

Stage 5 Stage 6 Stage 7

Reduce or Eliminate

Analyzing Process Map helps in identification of steps

Value Adding

Non-Value adding


60

Fish Bone Analysis

• Also called Cause & Effect Diagram or Ishikawa Diagram

• Used to identify Possible Causes

• Uses the concept of Brainstorming to generate ideas E

ffectMachineMan

Material Method

Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time

The Pareto Principle

• The Pareto principle is often described by the “80/20 rule,” which says that, in many situations, roughly 80% of the problems are caused by only 20% of the contributors

• The Pareto principle implies thatwe can frequently solve a problemby identifying and attacking its“vital few” sources

Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time

Examples of Pareto Charts

0

10

20

30

40

50

60

70

Sch

ed M

ntn

c

Har

dwar

e F

ailu

re

Upg

rade

s

Sof

twar

e B

ugs

Pow

er O

uta

ges

Un

expl

ain

ed

Reason

Computer DowntimeAugust 1–31

0

10

20

30

40

50

60

70

80

90

100

Pe

rce

nt o

f To

tal

Coun

t

Perc

ent

Reasons

Count32.8 17.1 13.0 12.9 10.7 10.3 3.1

Cum % 32.8 49.9

76.10

62.9 75.8 86.6 96.9 100.0

39.70 30.20 30.00 24.90 24.00 7.18Percent

Other

SPLIC

E MISSING

M/C S

TART &

STOP

DE LA

MINAT

E

PHOTOCEL

L AUTO

TUNE

OVERLA

P

ROLL

CHANGI

NG

250

200

150

100

50

0

100

80

60

40

20

0

Pareto Char t For Laminate Losses

Laminate loss reduction on TOPACK line

Y= f(x1,x2,x3…)


IMPROVE Road Map


64

Once the Root Causes have been identified, it becomes easy to build solutions around these causes. The project team should get together to build self sustaining solutions.

Improve

• Automations – Elimination of Human intervention

• Mistake Proofing – Prevent Errors from happening

HomeAutomated thermostat controlsIron shutoff switchesGround fault circuit breakers in bathroomTamper proof packaging on consumer productsPlastic covers for the electrical outlets

OfficeLock-out / tag-out maintenance proceduresBarcoding-Dual palm button machinery


65

Mistake Proofing

The Problem: Automobiles are crossing thetrain tracks and getting hit by a train.

The “ C ” Fix: Place flashing cross signs at the crossing to alert vehicles.

Dilemma: Vehicles are alertedof oncoming trains but can still cross. Problem not solved.


66

The “ B ” Fix: Place cross gates at crossing tofurther deter crossing of vehicles.

Dilemma: Vehicles are alerted and have limited crossing ability; however does not prevent those whoarbitrarily want to cross. Problem detered but not solved.

The “ A ” Fix: Build overpass for vehicles to crosstrain tracks without incident.

Dilemma: None. Problem solved.

Mistake Proofing


67

Fail-safing Connection to the FMEA

Process Step/Input

Potential Failure Mode Potential Failure EffectsSEV

Potential CausesOCC

Current ControlsDET

RPN

Actions Recommended

What is the process step/ Input under

investigation?

In what ways does the Key Input go wrong?

What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?

How

Se

vere

is t

he

eff

ect

to

the

cu

sotm

er? What causes the Key Input to

go wrong?

How

oft

en

does

ca

use

o

r F

M o

ccu

r? What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.

Ho

w w

ell

can

you

d

ete

ct c

ause

or

FM

? What are the actions for reducing the

occurrance of the Cause, or improving detection? Should

have actions only on high RPN's or easy

fixes.

0

0

0

Good Failsafing devices drive down

occurrence and detection rankings


68

Fail-safing Connection to the FMEA

FunctionPart/Process

Failure Mode

Effects

Causes

Controls

Severity(1-10)

Occurrence(1-10)

Detectability(1-10)

RPNRisk Priority Number

RPN = S x O x D = 1 to 1000

RPNRisk Priority Number

RPN = S x O x D = 1 to 1000

How it Works


CONTROL Road Map


70

Control Phase

0.20

0.25

0.30

0.35

0.40

0.45

0.50

0.55

0.60

Average

Lower Control Limit (LCL)

Upper Control Limit (UCL)

Da

y 1

Da

y 2

Da

y 3

Da

y 4

Da

y 5

Da

y 6

Da

y 7

Da

y 9

Da

y 1

0

Da

y 1

1

Da

y 8

Measurement,# of Defectives,etc..

A Control Chart is simply a Run Chart with a statistically determined upper control limit (UCL) and lower control limit (LCL) drawn on either side of the process average. The normal variation in the process is used to calculate the control limits.

Process Noise (Common Cause)

Process Signal (Special Cause)

Process Noise (Common Cause)

Process Signal (Special Cause)

A process is said to be in statistical control when only common causes of variation are present.

Control Charts


71

Now count the number of times the 6th letter of the alphabet appears in the following text:

The necessity in training hired hands in the strange handling of valuable live stock in premier operations is a priority in the eyes of the operations owners. Since the ancestors of the owners trained the hired hands in premier operations in the strange handling of valuable live stock, the operations owners thought they should carry on with the happy tradition of training hired hands in the premier operations in the strange handling of valuable live stock because they believe it is the basis of good basic operations management.

The Inspection Exercise

Thank You!!!DMAIC is a journey

Not a destination….


73


74

Mistake Proofing

PREDICTION/PREVENTIONSome cameras willnot function when

there is not enoughlight to take a picture.

DETECTIONSome laundry dryers have a device

that shuts them down when overheating is detected.

six sigma presentation

Engineering

dmaic introduction

blending quality

janmeasuretarget date

ongoing projects

delinquencies introduction

problem statementtgt

model nom

customer focus business