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. Example Machining a shaft on a lathe Outputs (Y’s) Diameter Taper
Surface finish
Machining a shaft
on a lathe C S N
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. Suggested Elements
Too little detail will not expose the problem. Too much detail will hide the problem.
Process Step
Cycle Time
DPU
Inputs
(x’s)
Outputs
(Y’s)

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

13. Order Entry Process Map New
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 - Beforex x x x
BEFORE KAIZEN:
Area: 4640 sq ft
Operator Travel: ft
Product Travel: 1115 ft x x x x x

17. Cause & Effect Objectives Analysis
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. Effect 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 Kaizen Blitz, used in conjunction with the Toyota Production System (TPS) and current Lean Manufacturing principles, can serve as a catalyst for the initial implementation 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 3 2 4 1 5 12 6 11 7 10 8 9 Schedule the Event
Recognize the Need for 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
Process Owner:
Accepts Change 11 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. The time (pace) required to produce a
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. The time for an operator
Cycle Time
The time for an operator
to do a prescribed task
and return to his/her
original stance.

36. The amount of time it takes to convert raw materials into
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. Lead Time Cycle Time Cycle Time vs. Lead Time Task 1 Task 2 Task 34
Task 5
MOVE
WAIT
SET-UP
RUN
Cycle Time

38. Can a process have a 1 hour TAKT Time and a 6 month Lead Time?
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 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 1 2 3 4
TIME ELAPSED (MINUTES)
Add the Balance of Units (4 x 1’/Unit) 8
Manufacturing Lead Time

42. Questions? Comments?