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Green Belt Certification Chapter 4

Lean Six Sigma for Government Certification Series. Green Belt Certification Chapter 4. Introduction to Continuous Process Improvement (CPI) DMAIC (CONTINUED). DM AIC in CPI. ADMIN: CLASS TIMES: 0800 – 1600? LUNCH: ??? INTRODUCTIONS: NAME, JOB, EXPECTATION SCHEDULE:

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Green Belt Certification Chapter 4

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  1. Lean Six Sigma for Government Certification Series Green Belt Certification Chapter 4

  2. Introduction to Continuous Process Improvement (CPI)DMAIC (CONTINUED)

  3. DMAIC in CPI • ADMIN: • CLASS TIMES: 0800 – 1600? • LUNCH: ??? • INTRODUCTIONS: NAME, JOB, EXPECTATION • SCHEDULE: • MONDAY: Introduction to Analyze • TUESDAY: Analyze (Continued) • WEDNESDAY: Improve • THURSDAY: Improve (Continued) • FRIDAY: Control (CASE STUDY / EXAM ?)

  4. DMAIC in CPI • Objectives: • Understand the role of Analyze in the DMAIC process • Understand the role of Improve in the DMAIC process • Understand the role of Control in the DMAIC process • Apply the DMAIC problem solving methodology • Apply Value, Waste and Flow Analysis tools in a DMAIC CPI project • Appreciate the role of Decision Analysis, Constraint Analysis, Metrics and Statistics • Be aware of Risk Analysis and TPM/RCM

  5. DMAIC in CPI • Course Roadmap • Brief Review of Define and Measure • Introduction to Analyze • Analyze Tools and Techniques • Introduction to Improve • Lean Improvement Tools and Techniques • Introduction to Control • Standardization • Statistical Process Control (SPC) • Engineered Process Control (EPC) • The Road Ahead

  6. DMAIC in CPI • Review of Define • Establish the Project • Define Scope, Goals and Targets • Develop Project Charter • Collect Voice of the Customer (VOC) • Perform Stakeholder Analysis • Create Process Model/Map (SIPOC) • Identify Key Process Output Variables (KPOV) • Create Project Plan • Schedule of Events (Gantt Chart) • Communication • Risk and Barriers

  7. DMAIC in CPI • Review of Measure • Understand the Current (As-Is) Process • Create Value Stream Map • Identify Output, Input and Process Variables • Create a Data Collection and Analysis Plans • Validate the Measurement System • Gage R & R (Repeatability / Reproducibility) • Update VSM With Data • Determine Process Cycle Efficiency (PCE) • Determine Process Capability • Cp,CpK,Pp,PpK,CpM

  8. DMAIC in CPIAnalyze • Analyze Stage Objectives • Determine the steps in VSM that provide value for the customer • Determine sources of variation • Determine the process drivers that impact the process output • Purpose • To identify and validate the causes that affect the key input and output variables of the process defined by the projects scope • Find and Prioritize Root Causes!!

  9. DMAIC in CPIAnalyze • Analyze the Process • Update and Analyze Models and/or Maps • Perform Activity Analysis • Update / Analyze Process Models • Determine Critical Outputs (Ys), IDEF 0: (O) • Determine Critical Inputs (Xs), IDEF 0: (I,C,M) • Determine Critical Activities (As), IDEF 0: (A) • Update / Analyze Process Maps • Document Initial Process Analysis Findings • Graphic and Narrative Description of Process • Define Key Variables and Their Characteristics

  10. DMAIC in CPIAnalyze

  11. DMAIC in CPIAnalyze • IDEF 0 – Context Diagram

  12. DMAIC in CPIAnalyze IDEF 0 – Node Tree / Node List A0: PROVIDE DOUGHNUTS AND PASTRY A1: TAKE ORDER A11: RECEIVE ORDER A12: PROCESS ORDER A13: RECORD ORDER A2: OBTAIN MATERIAL A21: PLACE ORDER A22: STOCK MATERIAL A23: DISTRIBUTE MATERIAL A3: MAKE PRODUCT A31: MIX INGREDIENTS A32: COOK PRODUCT A33: FINISH PRODUCT A4: SELL PRODUCT A41: ADVERTISE A42: MAKE SALE A43: COLLECT $ A5: SUSTAIN BUSINESS

  13. DMAIC in CPIAnalyze IDEF 0 – Decomposition Diagram

  14. DMAIC in CPIAnalyze Cross-Functional Process Map

  15. DMAIC in CPIAnalyze • Process Analysis – Looking for Clues • Redundant Activities • Restrictive Controls (Constraints) • Many levels of Approval • Complex Feedback • Under Utilized Mechanisms • Outputs Without Value (VOC) • Activities Without Value (VOC) • Complex Process Paths • Rework Paths / Activities • High Cost Activities

  16. DMAIC in CPIAnalyze • Conduct Value Analysis • Create Value Stream Maps

  17. DMAIC in CPIAnalyze • Conduct Value Analysis • Create Value Stream Maps :Basic Process

  18. DMAIC in CPIAnalyze • Conduct Value Analysis • Create Value Stream Maps: Material Flow

  19. DMAIC in CPIAnalyze • Conduct Value Analysis • Create Value Stream Maps: Information Flow

  20. DMAIC in CPIAnalyze • Conduct Value Analysis • Create Value Stream Maps: Process Data

  21. DMAIC in CPIAnalyze • Value Stream Map Data • Cost of the Activity • Process Time (Value-Added / Non-Value-Added) • Setup Time • Queue (Waiting) Time • Defects and/or Rework • Demand Rate (TAKT Time) • Number of Products/Services • Uptime • Work-In-Process

  22. DMAIC in CPI Analyze Can eliminate without impacting customer? Non-value added Required by a Control? Can control be eliminated? Yes Yes Yes No No No Yes Customer request? Yes Eliminate if preceding activity done correctly? Yes No Impact internal customer? Yes No Value Added No Improving internal efficiency Necessary Yes No Non-value added Non-mandatory Value Added Analysis

  23. DMAIC in CPIAnalyze • Calculate Process Cycle Efficiency • PCE = Value Added Time / Total Lead-time • Total Lead-time (Little’s Law) • Total Lead-time = WIP / Average Completion Rate • Workstation Turnover Time • WTT = ∑[(Setup Timei)+(Process Timei *Batch Sizei)]

  24. DMAIC in CPIAnalyze • Document Findings • Process Models/Maps • The Value Stream • Process Cycle Efficiency • SIPOC • Rework / Defects • Walk the Process • Eyes on the Work • “Show Me”

  25. DMAIC in CPIAnalyze • Perform Data Analysis • Determine Process Capability • Determine Process Yield • Traditional Yield • First Time Yield • Rolled Throughput Yield • Identify Potential Problems/Opportunities

  26. DMAIC in CPIAnalyze • Two Basic Questions • Is the process under review and the overall enterprise processes providing optimal value to the customer? • Is the process operating at optimal performance?

  27. DMAIC in CPIAnalyze • Determine Process Capability and Drivers • Is the process capable of meeting customer requirements / specifications? • How does normal variation in the process compare with the expectations of the Customer? • Is the process characteristic centered within the specification limits set by the customer or other requirement? • What is causing the variation in the process? • Common Cause Variation • Special Cause Variation

  28. DMAIC in CPIAnalyze LSL USL 6 σ Cp = 1 LOWER SPECIFICATION LIMIT = LSL UPPER SPECIFICATION LIMIT = USL • Determine Process Capability and Drivers • Cp, CpK, Pp, PpK, CpM

  29. DMAIC in CPIAnalyze LSL USL 6 σ Cp < 1 LOWER SPECIFICATION LIMIT = LSL UPPER SPECIFICATION LIMIT = USL • Determine Process Capability and Drivers • Cp, CpK, Pp, PpK, CpM

  30. DMAIC in CPIAnalyze LSL USL 6 σ Cp > 1 LOWER SPECIFICATION LIMIT = LSL UPPER SPECIFICATION LIMIT = USL • Determine Process Capability and Drivers • Cp, CpK, Pp, PpK, CpM

  31. DMAIC in CPIAnalyze LSL USL _ X 3σ 3σ Cpk≥ 1, Cpk < 1 The capable process is not centered within specification limits. • Determine Process Capability and Drivers • Cp, CpK, Pp, PpK, CpM

  32. DMAIC in CPIAnalyze LSL USL _ X 3σ 3σ Cpk = 1, Cpk = 1 The capable process is centered within specification limits. • Determine Process Capability and Drivers • Cp, CpK, Pp, PpK, CpM

  33. DMAIC in CPIAnalyze • Determine the Yield of the Process • Traditional Yield • Yield = Output / Input • First Time Yield (FTY) • FTY = (Output – Rework) / Input • Rolled Throughput Yield (RTY) • Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn

  34. DMAIC in CPIAnalyze 100 Repairable Landing Gear Overhaul Landing Gear 98 Overhauled Landing Gear 2 Scrap • Traditional Yield • Yield = Output / Input Y = 98 / 100 = .98 =98%

  35. 100 Repairable Landing Gear Overhaul Landing Gear DMAIC in CPIAnalyze Inspect Pass 98 Overhauled Landing Gear 38 40 Fail Hidden Factory Rework Landing Gear 2 Scrap • First Time Yield (FTY) • FTY = (Output – Rework) / Input FTY = (98 – 38) / 100 = .60 = 60%

  36. DMAIC in CPIAnalyze Inspect Machine Plate Machine FTY1 = 0.75 FTY2 = 0.80 FTY3 = 0.75 FTY4 = 0.60 • Rolled Throughput Yield (RTY) • Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn Yrt= (0.75)(0.80)(0.75)(0.60) = .27 = 27%

  37. DMAIC in CPIAnalyze • Identify Potential Problems / Opportunities • Basic Process Knowledge • Process Understanding • Based on FACTS

  38. DMAIC in CPIAnalyze • Determine Potential Root Causes • Root Cause Analysis Tools • Idea Generation • Brainstorming • Five “Whys?” • Mental Imaging • Failure Mode and Effects Analysis (FMEA) • Cause and Effect Diagrams & Matrices • Fishbone / Ishikawa Diagrams • C/E Matrix

  39. DMAIC in CPIAnalyze • Idea Generation • Brainstorming • Define the problem being addressed • Clarify and provide information • Write down ideas • Gather ideas: Round Robin / Open • Consolidate and Correlate • Affinity Diagram (“KJ” Jiro Kawakita) • Five “Whys?” -- Taiichi Ohno in Japan • Mental Imaging

  40. DMAIC in CPIAnalyze Failure Mode and Effects Analysis (FMEA) • Failure Modes and Effects • Process Step/Input (X) • Possible Failure • Effects of Failure • Severity/Impact Rating (1-10 with 10 highest) • Causes and Controls • Potential Cause • Likelihood Rating (1-10 with 10 highest) • Existing Controls • Detection Rating (1-10 with 10 least likely) • Calculate Risk Priority Number (RPN) • RPN = (Severity Rating * Likelihood Rating * Detection Rating) • Action / Status (Cont.)

  41. DMAIC in CPIAnalyze Failure Mode and Effects Analysis (FMEA) • Action / Status • Suggested Action • Responsible Person • Status of Action • New Severity Rating • New Likelihood Rating • New Detection Rating • Calculate New RPN • Monitor Progress to Action Completion • Measure Results

  42. DMAIC in CPIAnalyze

  43. DMAIC in CPIAnalyze Fishbone / Ishikawa Diagrams 5/6 Ms or 4 Ps Policy Procedure Plant People

  44. DMAIC in CPIAnalyze

  45. DMAIC in CPIAnalyze • Prioritize Root Causes

  46. DMAIC in CPIAnalyze • Perform Root Cause Analysis • Identify Root Causes • Verify Root Causes • Conduct Hypothesis Test • Choose Statistical Test • Conduct Analysis of Variance • Conduct Correlation and Regression Analysis • Conduct Design of Experiments

  47. DMAIC in CPIAnalyze Identify Root Causes • Pareto Analysis and Diagramming – rank orders the potential causes enabling the team to focus on highest impact causes based on the criteria the team establishes. • Hypothesis Testing – enables the team to determine if a potential cause and effect relationship truly exists. • Multivoting – finds the important items on a list and avoids a “win-lose” situation for group members. • Nominal Group Technique – prioritizes items in a list makes decisions based on inputs from all members. • Pairwise Ranking – prioritizes items in a short list through the reaching of consensus. • Benchmarking – compares your process against others to help identify key areas for improvement.

  48. DMAIC in CPIAnalyze Verify Root Causes • Resolution : how finely the measurement system describes the characteristic being measured? • Accuracy : how well does the data we collect center itself about the true center of the process characteristic we are investigating? • Precision : how close the data points are grouped together? • Repeatability refers to the amount of variation in sets of data collected the same way with the same people around the same process performed the same way. • Reproducibility enters the picture when factors in the measurement or process are changed.

  49. DMAIC in CPIAnalyze Verify Root Causes • Graphical Techniques • Scatter diagrams • Box plots • Histograms • Run charts • Statistical Techniques • Hypothesis Testing • Analysis of Variance (ANOVA) • Regression Analysis • Correlation analysis

  50. DMAIC in CPIGraphical Techniques • Scatter diagrams • Box plots • Run charts • Histograms 9 7 5 3 1 0 1 2 3

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