DELL6SIGMAGBTRAINING7-5.ppt

Copyright2002DellComputerCorporationRevision052802,111,BPILevelIModule5-Improve,Define,Measure,Improve,Analyze,Control,Report,BPIModel,Copyright2002DellComputerCorporationRevision052802,112,ModuleObjectives:Improve,ProcessBenchmarkingEvaluatingProcessImprovementIdeasGenerationReductionEvaluationSelectionShould-BeProcessFailureModesEffectsAnalysis(FMEA)Should-BeProcessPilotStudyProjectManagement(ImplementingtheShould-BeProcess,Copyright2002DellComputerCorporationRevision052802,113,Benchmarking,Theprocessofcontinuouslycomparingandmeasuringanorganizationagainstotherbusinessestolearnstandardsofperformanceexcellenceforproducts,services,orprocessesHeightenawarenessofhowothercompaniesachievestandardsyoumaywishtoemulateShouldbeintegratedintoon-goingbusinessneedsMustbecustomizedinordertoconsiderculturalfactorswithinacompany,Copyright2002DellComputerCorporationRevision052802,114,BenchmarkingExamples,Copyright2002DellComputerCorporationRevision052802,115,ChoosingtheRightFormofBenchmarking,Copyright2002DellComputerCorporationRevision052802,116,Methodology,Plan,Collect,Analyze,Adapt,IdentifyteamDeterminescopeIdentifyboundariesofstudyDeterminecriteriaDeterminewhotoresearch,Collectdata,AnalyzedataSummarizeinformationthatmayimpactdesign,Documentforfuturestudies,Copyright2002DellComputerCorporationRevision052802,117,ClassExercise:Benchmarking,Questions:Whosoutthere?Whosgood?Whosbest?Whatdotheydodifferently?Howdotheymakeitwork?Discussion:WhenshouldyouconsiderusingBenchmarking?IsBenchmarkingapplicabletoyourproject?Whyorwhynot?WhatissuesorconcernsdoyouhaveaboutBenchmarking?,Copyright2002DellComputerCorporationRevision052802,118,WhatistheSolution?,Whileapotentialsolutionmay“jumpout”atyou,itmaynotbethebestoneavailableYouneedtoshiftyourthinkingawayfromconventionalmethodsandmovetothetrulycreativetoshiftyourperspectiveThisapproachtakesyoufromknowingtherootcausetobrainstormingpossiblesolutions,VerifiedRootCauses,CreativeTools,PossibleSolutions,Copyright2002DellComputerCorporationRevision052802,119,IncrementalVersusBreakthroughImprovements,Areyoutryingtomakeincrementalimprovementstoyourprocessormajorbreakthroughimprovements?,Incremental,QuantumorBreakthrough,Copyright2002DellComputerCorporationRevision052802,120,CreativeToolsforGeneratingSolutions,BrainstormingAssumptionBusting,Copyright2002DellComputerCorporationRevision052802,121,Brainstorming,GenerateasmanyideasasyoucaninashortperiodoftimeCanbestructuredorunstructuredWhataretheadvantagesofstructuredversusunstructuredbrainstorming?*MemoryJoggerpage19liststherulesforbrainstorming,Copyright2002DellComputerCorporationRevision052802,122,AffinityDiagram,OrganizesorgroupsmanyideasorsolutionsintocategoriesProcess:GatherideasorsolutionsTransferverbatimtopost-itnotesGroupnotestofind“affinity”LabelgroupsofnotesGroupclustersifneededDrawdiagram,Copyright2002DellComputerCorporationRevision052802,123,ClassExercise:AffinityDiagram,Ideasorsolutionsarewrittenonnotes,Notesareclusteredandthemesgenerated,Itsokaytohaveclustersof1,Therecanbeseverallayersofclustering,Copyright2002DellComputerCorporationRevision052802,124,AssumptionBusting,MuchofourthinkingseemstobelimitedbytheunwrittenrulesaroundhowthingswereandaredoneWhataresomefamousassumptionsthatprovedincorrect?,Copyright2002DellComputerCorporationRevision052802,125,AssumptionBusting,ThesunandplanetsrevolvearoundtheearthTheearthisflatThecustomerdoesntcareThecustomerwontpayforitToavoidmistakes,weneedtocheckeachothersworkvery,verycarefullyOurcustomershavetohaveitthisway,Copyright2002DellComputerCorporationRevision052802,126,AssumptionBusting(continued),IdentifytheoldprocessproblemIdentifytherulesoroperatingprinciplesresponsiblefortheproblemTraceeachrulebacktoanassumptionTesttobreaktheassumptionIsitwrongfromthestart?Canitbemadeuntrue?AskWhy,Why,Why?,Copyright2002DellComputerCorporationRevision052802,127,SolutionSelectionTools,Onceyougenerateideasofpotentialsolutions,youmustdecidewhichone(s)arethebestonesTechniquesfordecisionmaking:NominalGroupTechnique/multivotingForceFieldAnalysisCriteriaMatrix,testing,Copyright2002DellComputerCorporationRevision052802,128,NominalGroupTechnique,RecordalistoffinalsolutionsAssignalettertoeachsolutionEachteammemberranksinorderwiththehighestnumberthemostimportant,thelowestnumbertheleastimportantTallytheresultsandthen,andonlythen,discusstherankingsofeachsolution*SeeMemoryJoggerpage91forstepsinvolvedinmultivoting,Copyright2002DellComputerCorporationRevision052802,129,ForceFieldAnalysis,Presentsthepositivesandnegativesofasituation-oftenshowsasdrivingandrestrainingforcesDrivingforcessupportmeetingcustomerneeds,restrainingforcesholdbackmeetingcustomerneedsForcustomerrequirementstobemet,thebalancebetweencompellingandrestrainingforcesmustchangeinoneoftwoways:DrivechangeDecreaseconstraints*SeeMemoryJoggerpage63,Copyright2002DellComputerCorporationRevision052802,130,ForceFieldSteps,UseatemplatesimilartotheoneintheMemoryJogger.Agreeonasimplestatementtodescribethechangeyouwanttomake,e.g.reduceCNDonmotherboardsbyX%.Brainstormtheforces,internalandexternal,drivingyoutothechange.Brainstormtheforcesrestrainingmovementtowardstheidealstate.Identify,drive,andfollow-uponactions.Thegreatestbenefitisachievedthroughactionstakentoremoveorreducetherestrainingforces.,Copyright2002DellComputerCorporationRevision052802,131,ForceFieldExampleBuyaNewCar?,Copyright2002DellComputerCorporationRevision052802,132,CustomerCriteria:MustsandWants,WeneedtoseparatecustomerneedsfromtheirwantsOursolutionsmusthaveananswerforallofthemustbesIfasolutiondoesnotcoverallofthemusts,itisnotanacceptablesolutionWeightthewantsinorderofimportancetoourcustomersDontaddtoomanywantstothesolution.Remember,overtimewantsoftenbecomemustsWhatisthecostofthesewants?,Copyright2002DellComputerCorporationRevision052802,133,CriteriaTesting,OursolutionshouldmeetallthecriteriaofthecustomerACriteriaMatrixcanhelpselectthesolutionthatmostelegantlymeetsallthecustomercriteriaStartwithalistoffinalsolutionsCreatealistofcriteriaWeightthelistofcriteriaComparethelistofsolutionstotheweightedcriteriaTallyanddiscussthetotalscoresforeachsolution,Copyright2002DellComputerCorporationRevision052802,134,CriteriaTestingREMEMBER!,CustomermeanssomeorallofEnduserofDellproductsBusinessneedsoftheorganizationDownstreamprocessesNextprocessinlineProcessownerMybossInfactanystakeholder,Copyright2002DellComputerCorporationRevision052802,135,CriteriaMatrixSimplifiedExample,ProposedSolutionBdoesnotmeetalloftheMust-BecriteriaProposedSolutionAscoreshighestacrossalloftheprioritizedWantcriteriaProposedSolutionAisthealternativetobeimplemented,Copyright2002DellComputerCorporationRevision052802,136,Exercise/PracticeonTools,FollowyourinstructorsdirectionsforasituationtoanalyzeandresolveBrainstormpossiblesolutionstotheproblemMultivotethelistdownto4or5optionsGroupideasusinganAffinityDiagramBustanyassumptionsaroundthesolution/problemCreateaForceFieldAnalysisofdrivingandrestrainingforcesCreatecriteriaforsolutions-thenratesolutionsversusthecriteriausingaCriteriaMatrix,Copyright2002DellComputerCorporationRevision052802,137,FailureModesEffectsAnalysis,AmethodformanagingandquantifyingriskAsystematicprocessthatappliesatabularmethodandotherproblemsolvingtoolstoidentify,prioritize,andreducepotentialfailuremodesRigorousandorganizedbrainstormingAframeworkforcontinuousimprovementRankorderpotentialdesignandprocessdeficienciesReduceproductorserviceconcernsSelf-managementtoolCustomercomplaintresponsesystemMilitaryAerospaceChemicalAutoIndustries,Copyright2002DellComputerCorporationRevision052802,138,FMEAStepbyStep,DefinethescopeandapproachCharacterizetheprocessDetailprocessfunction,failuremodes,effects,causes,andcurrentcontrolsAssignratingsforseverity,occurrence,anddetectionCalculateandprioritizerisk(Sev*Occ*Det=RPN)DeveloprecommendedactionsImprove,control,validate,andreport,Copyright2002DellComputerCorporationRevision052802,139,MeasuresofRisk,SeverityAfireorinjurySeverity*Occurrence,S*OLotsoffiresMultipleinjuriesSeverity*Occurrence*Detection=RiskPriorityNumber(RPN)LotsoffiresandwecantfindthemWhatinjuries?,Copyright2002DellComputerCorporationRevision052802,140,FMEA:ASuiteofTools,ParetoSeverityS*ORPN,Cause&EffectDiagrams,ProjectManagement,ReactionPlansReduceoreliminatecausesImprovecontrols,FMEA,Copyright2002DellComputerCorporationRevision052802,141,TypesofFMEAs,ProductFocusonaproductpriortoreleasePrioritizepreventativeactionDesignFocusondesigndeficienciesIncreasedesignrobustness,Process/ServiceFocusonaseriesofproductionoradministrativestepsIdentifyhighriskfailurestepsandpotentialpointsofcontrolPrioritizecontainment,corrective,andpreventativeactions,Copyright2002DellComputerCorporationRevision052802,142,FMEASimplifiedExample,Copyright2002DellComputerCorporationRevision052802,143,OutputsofFMEA,FailuremodesrankedbymeasuresofriskPotentialactionstoreduceRPN:ReduceseverityEliminatecausesReducetheeffectofcausesReducetherateofoccurrenceImprovecontrols,Copyright2002DellComputerCorporationRevision052802,144,SeverityDescriptions,PFQT=Productivity,Financial,Quality,Timeliness,SeverityisdirectlyrelatedtoFailureMode,Copyright2002DellComputerCorporationRevision052802,145,OccurrenceDescriptions,Occurrenceisdirectlyrelatedtocause,Copyright2002DellComputerCorporationRevision052802,146,DetectionExamples,Detectionisdirectlyrelatedtocontrol,Copyright2002DellComputerCorporationRevision052802,147,ProjectExercise,BeginanFMEAonyourprocess.Useyouras-isprocessmap(itsallyouhaverightnow).FocusononeormoreofyouridentifiedDisconnects.Askyourself“WhatareallthepossiblecausesofthisDisconnect?”CarryoutyourFMEAascompletelyaspossible.,Copyright2002DellComputerCorporationRevision052802,148,ImprovedProcessPilotStudy,AtestofapotentialsolutionCompletedonasmallscaletobetterunderstandhowthesolutionaffectstheprocessIncreasedopportunityforfeedbackMayincreasetheprobabilityofsuccessandbuy-infromparticipants,Copyright2002DellComputerCorporationRevision052802,149,PilotStudyDiscussionQuestions,Haveyouseensuccessfulpilotstudies?Whatmadethemsuccessful?Haveyouseenbadpilotstudies?Whatmadethemunsuccessful?Willasuccessfulpilotstudyensureasuccessfulimplementationfullscale?,Copyright2002DellComputerCorporationRevision052802,150,ProjectManagement,Setofconcepts,principles,andskillsbywhichprojectsaredefined,planned,andcontrolled,toachieveprojectgoalsActionplansWorkbreakdownschedulesResourcesWaytogetworkdoneDefineitAssignitTrackit,Copyright2002DellComputerCorporationRevision052802,CharacteristicsofProjects,LimiteddurationTemporaryprojectteamConstrainedresourcesUnevenworkloadPMlacksformalauthorityComplexsequencingofrequirementsUncertaintyregardingworkactivities,methods,durations,andcosts,Potentialfor:ChangingprioritiesMiscommunicationConfusionConflict,Copyright2002DellComputerCorporationRevision052802,PurposeofProjectManagement,Toshiftthe“WorryCurve”,ProjectDeadline,Time,Worry,UninformedOptimism,VagueConcern,PANIC,Copyright2002DellComputerCorporationRevision052802,DimensionsofProjectManagement,ActionPlanActivitiesSequenceWorkBreakdownStructureDurationCriticalPathMethodBudgetResources,Riskanalysis(FMEA)AuditingProcessesControlAreyoudoneornot?Ontimeornot?Onbudgetornot?Incontrolornot?,Copyright2002DellComputerCorporationRevision052802,ActionPlan,CouldsequenceprojectmilestonesbyDMAICRDefineMeasureAnalyzeImproveControlReportList3to5activitiespereachphaseDeterminetheresourcesrequiredforeachactivityResources(People,Dataandinformation,$,Rawmaterials)Time,Copyright2002DellComputerCorporationRevision052802,155,WorkBreakdownStructure,Copyright2002DellComputerCorporationRevision052802,Scheduling(CriticalPathMethod),TakeactivitiesfromWorkBreakdownScheduleAssignresponsibilityEstimatedurationConnectpredecessorsandsuccessorsCPM=pathoflongestduration,Copyright2002DellComputerCorporationRevisi