Six Sigma Quality Engineering

1. Six Sigma Quality Engineering Week 4 Chapters 5 (Measure Phase)

2. Chapter 5 Outline • Process Map • Cause & Effect Matrix • Fishbone Diagram • Fayetteville Paint Line • Lean & Kaizen • Reproducibility & Repeatability (Gage R&R) • Capability Analysis • Components of Variation Studies • FMEA

3. What is a Process Map? • A process map is a graphical representation of the flow of a process • A detailed process map includes information that can be used to improve the process, such as: • Process Times • Quality • Costs • Inputs • Outputs

4. Types of Process Map • Basic process map • Detailed process map • Work-flow (spaghetti diagrams) • Top-down flowchart • Deployment flowchart • Opportunity flowchart • Current State / Future state maps

5. Uses of a Process Map • Identify areas for focus of improvement efforts • Identify and eliminate non-value added steps • Combine operations • Assist root cause analysis • Baseline for failure mode and effect analysis (FMEA) • Identify potential controllable parameters for designed experiments • Determine needed data collection points • Eliminate unnecessary data collection steps

6. Detailed Process Map Example

7. Process Maps • Should include • Major activities and tasks • Sub-processes • Process boundaries • Inputs • Outputs • Documents reality, not how you think the process is supposed to be completed • Should identify opportunities for improvement

8. Steps for Process Mapping • Scope the process • Identify the start and end points of the process of interest • Document the top level process steps • Create a flow chart • Identify the inputs and outputs • What are the results of doing each process step? (Y’s) • What impacts the quality of each Y? (x’s) • Characterise the inputs

9. Characterising Inputs • Inputs can be classified as one of three types • Controllable (C) • Things you can adjust or control during the process • Speeds, feeds, temperatures, pressures…. • Standard Operating Procedures (S) • Things you always do (in procedures or common sense things) • Cleaning, safety…. • Noise (N) • Things you cannot control or don not want to control(too expensive or difficult) • Ambient temperature, humidity, operator...

10. Machining a shaft on a lathe Example Outputs (Y’s) Diameter Taper Surface finish C C C C C C C S C N N N S Inputs (x’s) Rotation speed Traverse speed Tool type Tool sharpness Shaft material Shaft length Material removal per cut Part cleanliness Coolant flow Operator Material variation Ambient temperature Coolant age

11. Outputs (Y’s) Process Step Cycle Time DPU Inputs (x’s) Suggested Elements Too little detail will not expose the problem. Too much detail will hide the problem.

12. Order Entry Process MapAs-Is BEFORE 40 NVA STEPS NOTE: FROM THE CUSTOMER’S VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED

13. Order Entry Process MapNew REMEMBER: FROM THE CUSTOMER’S VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED We eliminated the steps that were NVA and UNNECESSARY (WASTE) BEFORE 40 NVA STEPS AFTER 11 NVA STEPS

14. Types of Process Map • Basic process map • Detailed process map • Work-flow (spaghetti diagrams) • Top-down flowchart • Deployment flowchart • Opportunity flowchart • Current State / Future state maps

15. Work-flow or Spaghetti Diagram • A work flow diagram is a picture of the movements of people, materials, documents, or information in a process. • Start by tracing these movements onto a floor plan or map of the work space. • The purpose of the work-flow diagram is to illustrate the inefficiency in a clear picture. • How can you make the map look simpler? What lines can you eliminate?

16. 56 Frame (Small Motor) Assy & Fabrication - Before x x x x BEFORE KAIZEN: Area: 4640 sq ft Operator Travel: 3696 ft Product Travel: 1115 ft x x x x x

17. Cause & Effect • Objectives • To understand the benefits of Cause & Effect Analysis • To understand how to construct a C & E Diagram • Analysis • A method a work group can use to identify the possible causes of a problem • A tool to identify the factors that contribute to a quality characteristic

18. Uses of C & E Analysis • Visual means for tracing a problem to its causes • Identifies all the possible causes of a problem and how they relate before deciding which ones to investigate • C & E analysis is used as a starting point for investigating a problem

19. Fishbone Diagram • Effect • The problem or quality characteristic • The effect is the outcome of the factors that affect it Effect

20. Causes • All the factors that could affect the problem or the quality characteristic • Five Major Categories • Materials • Methods • People • Machines • Environment

21. Machine Environment Effect Material Methods People

22. The Eight Steps in Cause and Effect Analysis • Define the Effect • Identify the Major Categories • Generate Ideas • Evaluate Ideas • Vote for the Most Likely Causes • Rank the Causes • Verify the Results • Recommend Solutions

23. Fayetteville Paint Line Cause and Effect • Benefit • Gain new knowledge and perspectives by sharing ideas with others • Helps us understand our processes • Provides a basis for action • Whenever a problem is discovered, using C&E analysis forces us to take a proactive stance by seeking out causes

24. Fayetteville Paint Line • Instructions This table provides the initial input to the FMEA and experimentation. When each of the output variables (requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that represents "Failure Modes". 1. List the process output variables 2. Rate each output on a 1-to-10 scale to importance to the customer 3. List process input variables (from the process map) 4. Rate each input's relationship to each output variable using a 0, 1, 3, 9 scale 5. Select the high ranking input variables to start the FMEA process; Determine how each selected input variable can "go wrong" and place that in the Failure Mode column of the FMEA.

25. 2 1 5&6 3 4

26. What is a Kaizen Blitz? A Kaizen Blitz is a cross functional multi-level team of 5 to 10 members working intensely for 10 to 14 hours a day, to rapidly develop, test and refine solutions to problems and leave a new solution in place in just a few days. They don’t plan, they don’t propose, they do. This focus on immediate change is what sets Kaizen activity apart from other improvement tools.

27. How do you get started? A KaizenBlitz, used in conjunction with the Toyota Production System (TPS) and current Lean Manufacturing principles, can serve as acatalyst for the initialimplementation of a plant wide Lean Manufacturing initiative. HOW ? Depending on the individual event, many of the Lean elements previously mentioned are tackled during a Kaizen Blitz event.

28. Cycle of an Event Schedule the Event Recognize the Needfor Change Select System / Process to Optimize 3 2 4 Our Way of Life 1 5 Develop the Objectives Formalize the Change 12 Process Owner: Review& Explains Objectives 6 11 Process Owner: Accepts Change 7 • Learning the Tools • 5S, Process Flow • TAKT / Cycle Time 10 8 9 Make the Change • Capture the Details • Data Gathering • Detail Analysis Set Goals, Make a Plan

29. The “How To” Guide To Lean Implementation

30. Step One • Choose Your Project Well • High Probability For Success • Good Visibility • Short In Duration • Requires Several “Lean Tools” • Is Measurable

31. Step Two • Choose Your Team Well • Open Minded And Enthusiastic • Select People Who Work With The Product • Operators • Maintenance People • Supervisors • ME/IE • Planners

32. Step Three • Train! Train! Train! • Overview Of Six Sigma • Continuous Improvement • Single Piece Build (Use The “Stockless Production” Video Made By Hewlett Packard • Use Your Black Belts

33. Step Four • Calculate Takt Time • This Is The Customers Drum Beat • Takt Time = Units Purchased Per Day Divided Into Actual Time Available In A Shift • Example: 27,000 Seconds / 20 Units = 1350 Seconds Per Unit Or (1) Unit Every 22.5 Minutes

34. Takt Time The time (pace) required to produce a product based on customer demand. Time Available Customer Demand Often expressed as: TAKT TIME = Example: Elevator Manufacturer -Customer Demand: 50 Hydraulic Elevators / Week -Daily Demand: 10 Hydraulic Elevators -Time Available: 435 Minutes / Day (480 min less cleanup, breaks) 435 / 10 = 43.5 Minutes per elevator = TAKT TIME This pace must be maintained in order to satisfy customer demand!

35. Cycle Time The time for an operator to do a prescribed task and return to his/her original stance.

36. Lead Time The amount of time it takes to convert raw materials into finished goods (External Customer) or to move goods from one part of the process to another (Internal Customer)

37. Cycle Time vs. Lead Time Lead Time Task 1 Task 2 Task 3 Task 4 Task 5 MOVE WAIT SET-UP RUN Cycle Time

38. Takt Time vs. Lead Time >TAKT Time is a rate of demand >Lead Time is how long the whole process takes >They are NOT related! Lead Time 1 Unit / Minute TAKT Time PROCESS WIP Can a process have a 1 hour TAKT Time and a 6 month Lead Time?

39. Step Five • Study The Project • Team Meetings To Discuss The Project • Set Objectives • 25% Improvement In Through Put • 50% Reduction In Floor Space • 65% Reduction In Inventory • Meeting The Takt Time • Establish The Metrics

40. Batch vs. One-Piece Flow (Process oriented layout with Lot Size = 5) Processing Time = 1 Minute / Unit Process Flow A B C D 0 5 10 15 20 TIME ELAPSED (MINUTES) Manufacturing Lead Time NOTE: Typically, the distances between process is long in a process oriented layout, making difficult to transfer units one-by-one.

41. Batch vs. One-Piece Flow (Process oriented layout with Lot Size = 1) Processing Time = 1 Minute / Unit Process Flow A B C D 0 1 2 3 4 TIME ELAPSED (MINUTES) Add the Balance of Units (4 x 1’/Unit) 8 Manufacturing Lead Time

42. Questions? Comments?