six sigma training materials

Six Sigma Six SigmaTrainingMaterial WhatisSix Sigma KeyTerms SixSigmaAtermcoinedbyMotorolatoexpressprocesscapabilityinpartspermillion Asixsigmaprocessgeneratesadefectprobabilityof3 4partspermillion PPM ChampionAnupperlevelbusinessleaderwhofacilitatestheleadership implementation anddeploymentofsixsigmaphilosophies BlackBeltAprocessimprovementprojectteamleaderwhoistrainedandcertifiedinsix Sigmamethodologyandtoolsandwhoisresponsibleforprojectexecution MaterBlackBeltApersonwhoisan expert onSixSigmatechniquesandonprojectimplementation masterBlackBeltplayakeyroleintrainingandcoachingofBackandGreenBelts GreenBeltSixSigmarolesimilarinfunctiontoBlackBeltbutlengthoftrainingandprojectscopearereducedtotwoweeksoftraining KeyTerms YellowBeltHourlypersonneltrainedinthefundamentalsofsix sigmawhoassistandsupportinprojectexecution usualworkwithblackandGreenBelt ProcessMapAstep by steppictorialsequenceofaprocessshowingprocessinputs processoutputs cycletime reworkoperations andinspectionpoints KeyprocessInputsVariable KPIV Thevitalfewinputvariables call x sKeyprocessoutputsVariable KPOV Theoutputvariables call x sDFMADesignformanufactureandassemble Amethodologytoreduceproductcomplexityanddesignaroundmorecapablecomponents processesCostofpoorqualityCostassociatedwithProvidingpoorqualityproductsorservices Canbedivideintofourcostcategories Appraisal Scrap Rework andfieldComplaint WhatisSix Sigma WhatisSix SigmaVision Philosophy AggressiveGoalMetric Standardofmeasurement BenchmarkMethodToolsfor Customerfocus BreakthroughImprovement Continuesimprovement PeopleInvolvementSix Sigmaisaproblemsolvingprocessused toproduce Reducedvariationinourprocesses Products improvedRTY DPU DPPM Reducedcostofpoorquality COPQ improvedcapacityandproductivity s WhatisSix Sigma Six Sigmacanbeappliedtoeverybusinessfunction Six Sigma DESIGN PURCH MFG MAINT QA ADMIN SERVICE WhatisSix Sigma Six SigmaFocus DelightingtheCustomerThroughFlawlessExecution RapidBreakthroughImprovement AdvancedBreakthroughToolsthatwork PositiveandDeepCultureChange RealFinancialresults Passion Execution FastandLastingResultsWhoelseintheU ShasstartedSixSigma Motorola 1987 TexasInstruments 1988 IBM 1990 ABB 1993 Alliedsignal Koadk 1994 GE 1995 Whirlpool Bombardier Polaroid Siebe PACCAR 1996 98 WhatisSix Sigma ValueAnalysis ConceptEngineering KJmethodologyQFD ProcessMap Causeandeffectmatrix Measurementsystemanalysis capabilityanalysis Descriptivestatistics GraphicaltechniquesBoxPlots Histograms Scatterplots RunchartsParetocharts checksheets Timeseriesplots Statisticalprocesscontrolchart Correlation Simplemultipleregression Multi Varistudies TopTools WhatisSix Sigma InferentialstatisticsCentrallimittheoremConfidenceinterval FailuremodeandeffectanalysisDesign Process Fractionfactorialexperiments Fullfactorialexperiments Responsesurfacemethods Transformations Normaldistribution Samplesizedetermination Screeningstudies StatisticalTolerancing Designformanufacturability Designforquality Hypothesistesting F test Chi squaretest Testsfornormality AnalysisofVariance TopTools WhatisSix Sigma ISOandSix Sigma WhatisSix Sigma LeadingSix SigmaInOperations SelecttheRightproject ClarifyBigPictureusingStrategicPlan EstablishPlant productivitybaseline Prioritizeprojectsbaseonvalue resourcesreq dtiming Selectkeyprojectswithleadershipbuy in Checkaccountability businessandpersonal SelectandtraintheRightpeople Ensuretherightleadershipandownership Developatrainingplan Dedicatetimefortrainingandapplication Ensuretherightsupportresourcesareavailable WhatisSix Sigma LeadingSix SigmaInOperations PlanandImplementSixSigmaImprovementPlans Measureprocess AnalyzeProcess ImproveProcess Controlprocess ManageforExcellenceinoperation Stayfocused Frequentlyreviewprocessandremovebarriers Checkrealbusinessimpact Continuouslycommunicateprogress LinktoperformancemanagementandR R SustaintheGains Implementeffectivecontrolplans Conductregulartrainingfocusedontheprocess Reviewquarterlythesixsigmasystemeffectiveness Continuallyidentifyandlunchnewproject WhatisSix Sigma Phase0 Define ScopeandBoundary DefineDefects TeamCharterandChampion Estimated Impact Leadershipapproval Phase1 ProcessMeasurement MapprocessandIdentifyInputsandOutputs CauseandeffectsMatrix EstablishMeasurementSystemcapability EstablishProcessCapabilityBaseline Six SigmaProcessImprovementRoadmap WhatisSix Sigma Phase11 ProcessAnalysis CompleteFMEA PerformMulti VariAnalysis IdentityPotentialCriticalInputs DevelopPlanforNextPhase Phase111 ProcessImprovement VerifyCriticalInputs OptimizeCriticalInputs PhaseIV ProcessControl ImplementControlPlan VerifyLongTermCapability ContinuouslyImproveProcess Six SigmaProcessImprovementRoadmap WhatisSix Sigma DesignforSix SigmaRoadmap Step1 Define MeasureProduct Charter Stage GateCriteria Metrics DetermineCustomerneeds DevelopQFDMatrixStep2 AnalysisProduct CompleteFMEA ReviewDataandPrioritizeKeyInputVariables PerformGageStudiesonEssentialMeasurementSystems WhatisSix Sigma DesignforSix SigmaRoadmap Step3 OptimizeProduct DefineCriticalInputsusingDOE EvaluateImpactofScaleSensitiveVariablesusingDOE OptimizeProduct processusingStatisticalTolerancingandDesignforMFG DevelopProcessMapwithKeyInputandOutputVariablesStep4 ControlProduct DevelopControlPlan CompleteCapabilityAnalysis Prediction WhatisSix Sigma SuggestedProjectFilters SignificantlyImprovesDefects 1000 Scrap WarrantyClaims TimetoMarket 50 reductioninDefects 1000 50 reductioninscrap 50 reductioninWarrantyClaims 50 improvementinproductlunchcycletime Focusesonhighimpact highriskproduct Significantlyreducesfieldinquires ImprovesCustomerService WhatisSix Sigma ProjectStatusSheet WhatisSix Sigma ProjectChart WhatisSix Sigma ProcessImprovementPlan KeyTermsKPIVKeyprocessinputvariableorCriticaltoprocess CTP variableAssociatedwiththeX sKPOVKeyprocessoutputvariableorCriticaltoQuality CTQ AssociatedwiththeY s Y X1 X2 Xn TypicalforProcessImprovementControltheexistingsystemIdentifyInputsthatarenotincontrolandcontrolthemDeliverable goodProcesscontrolPlanOptimizetheexistingSystemProcessincontrolbutinputSpecificationarenotoptimumDoe sperformedtounderstandtherelationshipsbetweentheX sandtheY s TypicalforProcessImprovementRedesigntheexistingSystemProcessisoptimizedbutnotproducingcompetitiveproductcharacteristicsLink upbetweenmanufacturingandTechnologygroupsthekeytosuccessCreateanewSystemProcessisredesignbutstillnotproducingcompetitiveproductcharacteristicstobenumberoneinmarketTechnologylinkisstrongesthere ProcessImprovementPlan ImprovementStrategiesCharacterizationOptimizationTechnicalBreakthrough 2 StatisticalProblem 3 StatisticalSolution 4 PracticalSolution 1 PracticalProblem Y X1 X2 Xn OverallApproach ProcessImprovementPlan ProcessImprovementRoadmap Step1 ProcessMeasurement Planprojectandidentifykeyprocessinput outputvariablesPerformgagestudiesonessentialmeasurementsystemPerformShort termcapabilitystudiesandevaluatecontrolplanStep11 ProcessAnalysis CompleteFMEAandevaluatecontrolplan CompleteMulti Varistudiestoidentifypotentialkeyinputs ReviewDataandprioritizekeyinputvariables ProcessImprovementPlan ProcessImprovementRoadmap Step111 ProcessImprovement VerifycriticalinputsusingDOE DeterminetheoptimumoperatingwindowUpdatethecontrolplanStep1V Processcontrol Finalizetheprocesscontrolplan Ongoingverificationofthestabilityandcapabilityoftheprocess ProcessImprovementPlan FourPhasesand8keyTools Measure Analysis AdvancedToolsaccelerateResults Improve Control ProcessImprovementPlan Measure processMaps MeasurementSystems CapabilityAnalysis Histogram ControlChart Analyze CauseandEffectMatrix FMEA DesignofExperiments DOE Multi VariStudies DOE Evolutionaryoperations ControlPlan StatisticalprocessControlCharts ImproveandControl 3 6CriticalKPIVs 4 8CriticalKPIVs 8 10KPIVs 10 15KPIVs 30 50KPIVs AllX s 1st HitList ScreenedList FoundCriticalX s ControllingCriticalX s DynamicsofProcessImprovementPlan TheFunnelEffect ProcessImprovementPlan DefiningCTQsBusinesscase Describeswhytheprojectisimportanttodo ProblemandGoalStatement DescribeswhatProblemorissueis ClarifyingCustomerRequirements WhatdoyouProvideyourcustomers Services Delivery Orderinformation repair technicalsupport Products Equipment Invoices PackingSlips Canbetangibleorintangible ProjectDefinition Keypreparationphase DEFINE MEASURE ANALYZE IMPROVE CONTROL ProjectDefinition DefiningCTQs HowtofindoutwhattheCustomerwants Customersurveys Conceptengineering Focusgroups QualityFunctiondeployment CustomerneedsmappingOperationalDefinitionsProjectScoping ProjectDefinition Keypreparationphase DEFINE MEASURE ANALYZE IMPROVE CONTROL ProjectDefinition UseforProcessMap InputstoCauseandEffectsMatrix InputstoFMEA InputstoControlPlanSummary InputstoCapabilitySummary EvaluateexperimentalDesigns Tracksvariablesstudied Allowsevaluatedesign srobustnesstonoisevariables TwotypeofProcessMapping ProcessmappingforKPIVsandKPOVs useasfirststepinsixsigmaprocess criticalinordertosuccessfullyimproveprocessvariation Mapping TwotypeofProcessMapping Continue AsIs CanBe mapping excellentmethodforidentifyingnon valueaddedsteps necessaryfirststepincycle timereductionprojects excellentfordiscreteprocesses AwelldefinedKPIVprocessmapcanbeusedtodeveloptheAsIs Canbemap ProcessMappingSteps Identifytheprocessanditsexternalinputsandcustomeroutputsidentifyexternalinputs rawmaterial identifyendcustomeroutputs ifprocessisunderdevelopment thenuseproductdesignQFDtoidentifyfinalproductspecifications Mapping ProcessMappingSteps Continue Identifyallstepsintheprocessincludeallvalue addedandnon value addedsteps Listkeyoutputvariablesateachstepincludebothprocessandproductoutputvariables Listkeyinputvariablesandclassifyprocessinputsascontrollable noise orstandardoperatingprocedures Controllableinputs KPIV sthatcanbechangedtoseetheeffectonKPOV s sometimescall Knob variables Noiseinputs inputvariablesthatimpacttheKPOV sbutaredifficultorimpossibletocontrol Standardoperatingprocedures qualitativevariableswhicharespecifiedinthestandardprocedureforrunningtheprocess Criticalinputs KPIV sthathavebeenstatisticallyshowntohaveamajorimpactonthevariabilityoftheKPOV s Mapping PreparingtheprocessMap TeamEffortmanufacturingengineers lineoperators linesupervisors maintenancetechnicians InputstoMapping brainstorming operatormanuals engineeringspecifications operatorexperience 6M s man machine materials method environment OptionalMappingSymbols youcanusethesesymbolstohelptheseparatesteps onlygreenisvalueadded ProcessSteporOperation Storage queue QualityCheckorInspection Decision Transportormovement Mapping ExampleofDetailedMap AnotherFormat Mapping Mapping Mapping Mapping Non ValueAddedAnalysisAsIs CanBeMappingOftenduringthedesignoranalysisofaprocesswefindmanystepswhicharenotvalue added Definitionofvalue added Customerrecognizesthevalue Changestheproduct Donelightthefirsttime Requiredbylaw regulation orcontract orforHS Eorethicalconsiderations Mapping AsIs CanBeAnalysishowtoanalyzeaprocessmap step asis canbe Validatetheprocessmapwitha walkthrough bytheentireteam establishbaseline Identifyvalue addedandnecessarystep Identifyotherstreamliningactivitiestoimproveprocessflow Determineentitlementanddevelop canbe map considerbenchmarking best in class worldclass processes Validatecan bemap Developimplementation implementDefinitions Baseline theperformanceoftheexistingprocess Entitlement theperformanceoftheexistingprocess allowingforonlyvalueaddedandnecessarytasks activities Best in class thebestperformancefortheprocessanywherewithintheindustry Worldclass thebestperformancefortheprocessanywhere Mapping AsIs CanBe MappingViewsThereareusually3versionsofeach AsIs CanBe MapWhatyouWantittobe Whatyoubelieveitis Whatitactuallyis NecessaryStepsDefinitionAstepmaybenon value addedbutnecessaryif Itisrequiredbylaw regulation orcontractItisrequiredforhealth safety environmental orethicalconsiderations Mapping C EMatrix CauseandEffectsMatrix ThisisasimpleQFD QualityFunctionDeployment matrixtoemphasizetheImportanceofunderstandingthecustomerrequirements Relatesthekeyinputstothekeyoutputs customerrequirements usingtheprocessmapastheprimarysource Keyoutputsarescoredastoimportancetothecustomer Keyinputsarescoredastorelationshiptokeyoutputs Results ParetoofkeyinputstoevaluateintheFMEAandcontrolPlans Results Inputintothecapabilitystudystepinthemeasurementphase Results Inputintotheinitialevaluationoftheprocesscontrolplan Cause EffectMatrixStep IdentifyCustomerrequirements outputs fromProcessMap Rankorderandassignpriorityfactortoeachoutputs usuallyona1to10scale Identifyallprocessstepsandmaterials inputs fromtheprocessMap Evaluatecorrelationofeachinputtoeachoutput lowscale changesintheinputvariable amount quality etc havesmalleffectonoutputvariable Highscale changesintheinputvariablecangreatlyaffecttheoutputvariable Crossmultiplycorrelationvalueswithpriorityfactorsandaddacrossforeachinput C EMatrix C EMatrix Note ThistableprovidestheinitialinputtotheFMEA Wheneachoftheoutputvariables requirements arenotcorrect thatrepresentspotential EFFECTS Wheneachinputvariableisnotcorrect thatrepresents FailureModes 1 ListtheKeyProcessOutputVariables2 Rateeachvariableona1 to 10scaletoimportantancetothecustomer3 ListKeyProcessInputVariables4 Rateeachvariablesrelationshiptoeachoutputvariableona1 to 10scale5 SelectthetopinputvariablestostarttheFMEAprocess Determinehoweachselectedinputvarablecan gowrong andplacethatintheFailureModecolumnoftheFMEA C EMatrix LinkingtheC EMatrixtootherTools C EMatrix CapabilitySummary FMEA ControlPlanSummary Outputs Inputs TheKeyOutputsarelistedandevaluated KeyInputsareexplored TheKeyInputsareevaluated C EMatrix ThePurposeofthisworksheetistoguideactionsneededtogetstatisticalcapabilitydata TheformaddressesboththeMeasurementsystemsandtheprocesscapability anyblankspacesinthefromneedtobeaddressesbyactions C EMatrix ForeveryinputintheC EmatrixPareto aninitialassessmentofthecontrolplanisdone thishelpspicklowhangingfruitatthefrontendofaprocessimprovementproject C EMatrix FailureModeandEffectsAnalysis Definition FMEA Astructuredapproachto Identifyingthewaysinwhichaproductorprocesscanfail estimatingtheriskassociatedwithspecificcauses prioritizingtheactionsthatshouldbetakentoreducetherisk evaluatingthedesignvalidationplan Product orthecurrentcontrolplan Process PrimaryDirective Identifywaystheproductorprocesscanfailandeliminateorreducetheriskoffailure FailureModeandEffectsAnalysis History Firstusedinthe1960 sintheAerospaceindustryduringtheApollomissions In1974theNavydevelopedMIL STD 1629regardingtheuseofFMEA Inthelate1970 s automotiveapplicationsdrivenbyliabilitycosts Latertheautomotiveindustrysawtheadvantagesofusingthistooltoreducerisksrelatedtopoorquality Early80 s MicroElectronicIndustrystartedtoapplyFMEAtoassistinimprovingthe yieldofmemorydevices Mid80 s AutomotiveindustriesstartedtoapplyFMEAtothemanufacturingprocesses 90 s TQS9000recommendedadoptionofFMEA WheredoRiskComeFromCumulativeRisk RawMaterialVariation PoorlydevelopedSpecificationLimits MeasurementVariation OnlineandQC MachineReliability VagueWorkmanshipStandards UnclearcustomerExpectations PotentialSafetyHazards Poorcontrolplans SOP s PoorProcesscapability FailureModeandEffectsAnalysis TypeofFMIEA s System usedtoanalyzesystemsandsub systemsintheearlyconceptanddesignstages Focusesonpotentialfailuremodesassociatedwiththefunctionsofasystemcausedbythedesign Design usedtoanalyzeproductdesignsbeforetheyarereleasedtoproduction FocusesonProductFunction Process usedtoanalyzemanufacturingandassemblyprocesses FocusesonProcessInputs FailureModeandEffectsAnalysis RoleofProcessFMEA Keytoolofprocessteamtoimprovetheprocessinapreemptivemanner beforefailureoccur ThebestFMEAresultsareNEVERSEEN Usedtoprioritizeresourcestoinsureprocessimprovementeffortsarebeneficialtocustomer Usedtodocumentcompletionofprojects Shouldbeadynamicdocument continuallyreviewed amended updated FailureModeandEffectsAnalysis PurposesofProcessFMEA Analyzesnewmanufacturingprocesses IdentifiesdeficienciesintheProcessControlPlan Establishesthepriorityofactions Evaluatestheriskofprocesschanges IdentifiespotentialvariablestoconsiderinMulti variandDOEstudies GuidesthedevelopmentofnewmanufacturingprocessesHelpssetthestageforbreakthrough FMEATeam Teamapproachisnecessary ResponsibleManufacturingEngineerleadstheteam Recommendedrepresentatives Design Quality Reliability Materials Testing Supplier FailureModeandEffectsAnalysis FMEAInputsandOutputs Inputs ProcessMap C EMatrix ProcessHistory Processtechnicalprocedures Outputs ListofactionstopreventCausesortodetectFailureModes HistoryofActionsTaken FailureModeandEffectsAnalysis FMEA StepbyStep1 ForeachProcessInput determinethewaysinwhichtheinputcangowrong TheseareFailuremodes 2 ForeachFailuremodeassociatedwiththeinputs determineEffects 3 IdentifypotentialCausesofeachFailuremode4 ListtheCurrentControlsforeachCause5 AssignSeverity OccurrenceandDetectionratingstoeachCause6 CalculateRPN7 DetermineRecommendedActionstoreduceHighRPN8 TakeappropriateActionsandDocument9 RecalculateRPN s FailureModeandEffectsAnalysis Definitionofterms FailureMode FailureMode thewayinwhichaspecificprocessinputfails ifnotdetectedandeithercorrectedorremoved willcauseeffecttooccur Canbeassociatedwithadefect indiscretemanufacturing oraprocessinputvariablethatgoesOutSideofspecification Anythingthatanoperatorcanseethat swrongisconsideredaFailureMode Example Temperaturetoohigh IncorrectPOnumber Surfacecontamination Pitsonsubstrate Painttoothin FailureModeandEffectsAnalysis Foreachcritical highvalue processInputdeterminethewaysinwhichtheinputcangowrong FailureModes OneareaofhighriskinthemanufacturingprocessIsHeatStakingoftheLatchAssembly Wewillanalyzethe LooseWeld eventhoughtherearemanymorepotentialfailuremodes FailureModeandEffectsAnalysis DefinitionofTerms Effect Effect impactoncustomerrequirements Generallyexternalcustomerfocus butcanalsoincludedownstreamprocesses Examples Temperaturetoohigh damagecomponent IncorrectPOnumber Accountsreceivabletraceabilityerrors Surfacecontamination Pooradhesion Pits Internalopensonsubstrate Painttoothin Poorcoverage FailureModeandEffectsAnalysis ForeachFailur