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Six Sigma in Action: Six Sigma in Action:

Brainstorming the “Opportunity Matrix”Brainstorming the “Opportunity Matrix” (Presented at ASQ Pensacola Chapter Meeting 03/27/08)(Presented at ASQ Pensacola Chapter Meeting 03/27/08)

Richard W. MillerRichard W. Miller

Ph.D. in Physical Chemistry (small molecule X-Ray Crystallography) – Duke UniversityPh.D. in Physical Chemistry (small molecule X-Ray Crystallography) – Duke UniversityAttended PJC and UWF (Biology, Chemistry & Statistics)Attended PJC and UWF (Biology, Chemistry & Statistics)

Fellow with Monsanto/Solutia ~30 yearsFellow with Monsanto/Solutia ~30 years

Expertise: Fiber, Yarn and Carpet Morphology, Fiber Physics, Statistical MethodologyExpertise: Fiber, Yarn and Carpet Morphology, Fiber Physics, Statistical Methodology

Master 6-Sigma Black Belt Master 6-Sigma Black Belt Support a 6-Sigma Program (5 Black Belts and 2 Others in Training)Support a 6-Sigma Program (5 Black Belts and 2 Others in Training)

Current Job AssignmentCurrent Job Assignmentlead process improvement teams, lead process improvement teams,

mentor 6-sigma black belts, mentor 6-sigma black belts, provide statistical expertise for Solutia world wideprovide statistical expertise for Solutia world wide

Implement a quality improvement approach to Solutia’s nylon businessesImplement a quality improvement approach to Solutia’s nylon businesses

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Six Sigma in Action: Six Sigma in Action:

Brainstorming the “Opportunity Matrix”Brainstorming the “Opportunity Matrix” A manufacturing facility is often faced with major challenges when it comes to large-A manufacturing facility is often faced with major challenges when it comes to large-

scale process improvement.  For example, improving yields at a large manufacturing scale process improvement.  For example, improving yields at a large manufacturing plant (one that makes more than 100 million lbs of yarn and polymer chip plant (one that makes more than 100 million lbs of yarn and polymer chip annually) might very well involve every step in its process:  process equipment, annually) might very well involve every step in its process:  process equipment, maintenance strategies, operational personnel, process control strategies, analytical maintenance strategies, operational personnel, process control strategies, analytical support strategies, as well as its business strategy which decides what product is run support strategies, as well as its business strategy which decides what product is run and when. and when. 

Each part can contribute potential root causes that negatively impact plant Each part can contribute potential root causes that negatively impact plant performance. The "Opportunity Matrix" is a methodology that I've developed to performance. The "Opportunity Matrix" is a methodology that I've developed to identify and attack systematically those root causes which that process’ experts feel identify and attack systematically those root causes which that process’ experts feel have the greatest impact on performance.  have the greatest impact on performance. 

The particular examples I'll discuss saved Solutia ~$10 million dollars last year (and The particular examples I'll discuss saved Solutia ~$10 million dollars last year (and will generate a like saying each year going forward).  The approach, now refined from will generate a like saying each year going forward).  The approach, now refined from seven 6-sigma teams over the last two years, is an approach that has universal seven 6-sigma teams over the last two years, is an approach that has universal application for improving processes in a variety of businesses: manufacturing plants, application for improving processes in a variety of businesses: manufacturing plants, hospitals, banks or other business entities (like the Wendy's restaurant I sometimes hospitals, banks or other business entities (like the Wendy's restaurant I sometimes eat lunch at).eat lunch at).

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Six Sigma in Action: Six Sigma in Action:

Brainstorming the “Opportunity Matrix”Brainstorming the “Opportunity Matrix”

Before I describe the brainstorming process which I call the “Opportunity Before I describe the brainstorming process which I call the “Opportunity Matrix”, I’ll build some credibility for the approach, i.e., show evidence as Matrix”, I’ll build some credibility for the approach, i.e., show evidence as to why you should be interested for your own businesses.to why you should be interested for your own businesses.

Today, I’ll:Today, I’ll:

Introduce four teams, their respective goals and accomplishments,Introduce four teams, their respective goals and accomplishments,

Show some of findings and approaches taken by these teams,Show some of findings and approaches taken by these teams,

Then describe this team-based approach in some detailThen describe this team-based approach in some detail

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DMAIC: Heart of the 6-Sigma ApproachDMAIC: Heart of the 6-Sigma Approach

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Greenwood’s Fiber Stock Reduction Greenwood’s Fiber Stock Reduction TeamTeam

Greenwood's 2-Step BCF Fiber stock levels were 12.2% in 2004 and 10.7% in 2005 (a loss of $27 million). The Fiber Stock Reduction Team's 2006 goal was to reduce Fiber stock levels to 7.5%, a level that would have saved $9.2 million over the previous two years!

Information Presentation, OperatorPerformance Rankings, Equipment

Accountability, and Problem Response

- Blind testing story -

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Pensacola’s No-Shock Yield Improvement TeamPensacola’s No-Shock Yield Improvement Team

Goal:Goal: Identify and Establish Processes to Achieve 2% Identify and Establish Processes to Achieve 2% Above Standard or Yield Expected for Its Product Mix)Above Standard or Yield Expected for Its Product Mix)

30-min Performance DrivenMorning Meeting

(Operations, Maintenance, Support & Business Strategy)S O L U T I A

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Donya Charles

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Pensacola’s Polymer Yield Improvement Pensacola’s Polymer Yield Improvement TeamTeam

Formed Team

Polymer Clave Off-Grade Waste

Casting Floor Troubleshooting GuideOriginal Issue

September 27th , 2007

Team Goal: By the end of the year, the team should achieve the following:  1.  Clearly understand the amount of waste generated by product, by shift, and by transition;

2.  Define any training requirements for our operations, maintenance, and pack-out groups;  ( Identify new procedures as needed and have a plan in place to deliver training by late 2007/early 2008)

3.  Improve the established " A" grade goals (in 2008 by 1%)  4.  Understand the potential capacity which can be gained through optimizing our scheduling process;

Gary Arnold

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Greenwood’s BCF Quality Improvement Greenwood’s BCF Quality Improvement TeamTeam

Spin Pkg Inter-bobbin Study to Bulk (T05 pos 1)

18

18.5

19

19.5

20

20.5

21

21.5

Spun Pkg Location (81, doff 126)

Bu

lk

Bulk_1 Bulk_2 Bulk_Avg

Reduce the bulk sigma by 25% (bulk variance by 44%) for 1220 and 1360 products;

Reduce PDL sigma by 25% (PDL variance by 44%) for 1220 and 1360 products;

institute a control scheme for both that maintains these gains.

Process Audits, Information Visibility, Accountability & Run Performance Tracking

Greg Goff

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As You Might Imagine, Improvement As You Might Imagine, Improvement Projects ofProjects of

This Scale Provide Many Different Types of This Scale Provide Many Different Types of OpportunitiesOpportunities

Werner von Braun, the man largely responsible Werner von Braun, the man largely responsible for building the Apollo 11 rocket that put a man on the moon, for building the Apollo 11 rocket that put a man on the moon,

said: said:

“ “A difficult problem, maybe even and impossible one, A difficult problem, maybe even and impossible one, can often be broken down into a number of smaller, can often be broken down into a number of smaller,

more solvable problems.” more solvable problems.”

In the next few 6 slides, I’ll show results from a variety of these smaller problems. In the next few 6 slides, I’ll show results from a variety of these smaller problems.

-- Remember, the 6-sigma DMAIC process is data driven ---- Remember, the 6-sigma DMAIC process is data driven --

1010

Understanding Variation in Multi-Position Process

Bobbin Gradient Related

98.1% Variance Within Position (1.9% Between) and 60.9% of That Variance is Short Term,i.e., Between Consecutive Measures

“Stable Makes Us Able” …. Jonathon Wright, Solutia Integrated Nylon President

1111

Tension

140g

190gLight

Heavy

Coupling

“K” 28lb & Short Shaft

Sleeve & Long Shaft

Lubrication

Silicon Other

Lubrication

Silicon Other

Coupling

“K” 28lb & Short Shaft

Sleeve & Long Shaft

Guide

Light

Heavy

Tension

140g

190g

Tension

140g

190g

Guide

STS “C”

Light

Heavy

Coupling

“K” 28lb & Short Shaft

Sleeve & Long Shaft

Lubrication

Silicon Other

Tension

140g

190g

Guide

Light

Heavy

Coupling

“K” 28lb & Short Shaft

Sleeve & Long Shaft

Lubrication

Silicon Other

NylonSlide

FTS

STS

WinderSpeed

LowSpeed

HighSpeed

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

( 2 IV

6-2 )Draw Jet Efficiency Fractional Factorial

Traverse Mechanism Process Space

M-8 Pos 180 events

Traverse Guide EventsThrough 8/26/05

18 Events

M-5, Pos 90 events

M-9, Pos 180 events

M-10, Pos 61 event

M-3, Pos 78 events

P-3, Pos 92 events

P-8, Pos 200 events

P-3, Pos 11 0 events

P-3, Pos 50 events

P-16, Pos 70 events

M-6, Pos 152 events

P-12, Pos 30 events

M-8, Pos 11 event

M-5, Pos 18 0 events

M-6, Pos 124 events

P-9, Pos 7 0 events

11 7

11

7

15 3

11

7

7

11

3 15

Event Impacton Factors

updated 8/26/05

8 am 8/17 re-set tocondition 16

M-9, Pos 9 set to condition 13

Guide

STS “C”

Equipment Optimization

1212

1-Step BCFSpinning Cabling/Heat Setting Carpet Tufting Carpet Dyeing Pharr Pharr The Carpet Factory Chemtech

Greg/Ric/Craig Ric/Bart Rusty Rusty9/10-13/07 10/9-10/07 11/9/07 11/16/07

21 items/4 Bkgs4 bkgs x 21items x 2 replications

“168 triple-tuftline implants”

Understanding the Process and Its Control Requirements

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R2 = 0.92

Evaluating Capability of the Measurement Process

Proper Measurement Control depends on both the relationshipbetween the measurement and the process being controlled andthe measurement and the finalproduct properties.

Y = bo + b1X1 + b2X2 +…b12X1X2… Bulk Control is Related both to Carpet Appearance

and to the Process.

Instrument Instrument RecommendationRecommendation

InducedInducedCarpetCarpetStreaksStreaks

StoryStory

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Developing Strategies Developing Strategies forfor

Attacking VariationAttacking Variation

Ppk = Min (USL-μ, μ-LSL)

3σLT

where USL=Upper Specification Limit and LSL= Lower Specification Limit

Ppk=1 means 99.73% of yourpopulation is within specifications

A Strategy for Positional Troubleshooting

Specification Metric Imposed on Process

“Voice of Process”Ppk =

1515

Drawjet Off Standards

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20

06

Avg

1/8

/07

1/2

2/0

7

2/5

/07

2/1

9/0

7

3/5

/07

3/1

9/0

7

4/2

/07

4/1

6/0

7

4/3

0/0

7

5/1

4/0

7

5/2

8/0

7

6/1

1/0

7

6/2

5/0

7

7/9

/07

7/2

3/0

7

8/6

/07

8/2

0/0

7

9/3

/07

9/1

7/0

7

10

/1/0

7

10

/15

/07

10

/29

/07

11

/12

/07

11

/26

/07

12

/10

/07

12

/24

/07

Target

SU OS

Added Hot Pin threadline alignment

as an off-std

2006 Benchmark

DJ Off-Standards

wraps, 38%

tower height, 23%

leaf tensions, 8%

plug pressures,

11%

rubs, 9%

stringups, 6%

poor startups, 4%

guides, 1%

Process Auditing: A Strategy for Improving Outlier Positions

Machine and OperatorAccountability

Outlier Data Often Arise from Outlier Data Often Arise from Improper Setup of Process EquipmentImproper Setup of Process Equipment

Eddie Hardin

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The Team Building & BrainstormingThe Team Building & BrainstormingApproach to Finding Those ImportantApproach to Finding Those Important20% Root Causes That Drive Process20% Root Causes That Drive Process

Performance!Performance!

Desire of Top Management (Plant Manager or His Boss)Creates Business Goal and Supports the Team

Selects Team Leader from Outside Immediate Process

Team Leader Interviews Then Selects Team

Team Conducts Brainstorming Exercise to Assess Potential Root Causes

Then Develops the Team’s “Opportunity Matrix”

Team Members Champion a Select Few of These Root CausesAnd Lead the Effort in its Assessment (directing

Discussion in Regular Meetings)

Immediate FocusImmediate FocusAndAnd

Quick SolutionsQuick Solutions

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People(accountability, training & communication)

Equipment(accountability, improvement & communication)

Data Visibility(people/machine accountability)

Obvious Team Opportunities

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No-Shock Yield Improvement Team of Process Experts

Donya Charles Team Champion, Carpet/No-Shock Mfg. Team Leader Bobby Baker No-Shock TechnicianGary Cooper No Shock and Carpet Maintenance Coordinator Chad Fontenot No Shock Mechanic Murray Hamilton Carpet/No-Shock Team ResourceGregg Lowery No-Shock Business Specialist Stan McKinney No Shock Product Development & Translation SpecialistBryan Montford No Shock Process CoordinatorKenyato Murphy No-Shock OperatorBill Nipple No-Shock Trainer Jim Polk System Design EngineerBobbie Joe Sheppard No-Shock Shift Coordinator Ric Miller No-Shock F/S Reduction Team Leader

Ric Miller Clave Yield Improvement Team LeaderGary Arnold Polymer Processor / TrainerRussell Cassady Maintenance CoordinatorMimi Smith Polymer Engineer – in 6-sigma black belt trainingRobert Baker No-Shock Technician /IT ResourceAnnie Dodson Continuous Improvement Lead – 6 sigma black beltKeri Kelly Polymer SchedulerRichard Nguyen Control Room OperatorAlan Goodman Pack Out Resource OperatorMitch McCall Control Room OperatorMatt Freeman Casting Floor OperatorBen Hardy Vydyne EngineerAlice Skoufis Polymer Team Leader

Clave Polymer Yield Improvement Team of Process Experts

Team Composition

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Team Starts with a Directed Brainstorming SessionTeam Starts with a Directed Brainstorming Session

2020

Potential RootPotential RootCauses areCauses are

ChampionedChampionedByBy

Team MembersTeam Members

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A Six-Sigma, Data-Driven Approach to Attacking Multi-Faceted Manufacturing Problems

Increases Manufacturing Focus Systematically

• Experts from operations, maintenance, supervision, technical sales, planning brainstorm collectively to identify a list of potential problem root causes.

• These potential root causes are then ranked independently to develop the“Opportunity Matrix” 75 for No Shock, 123 for BCF quality and 60 for SDI Teams

• Team members champion 1-3 of the highest ranked root causes, attack their respective problems and report to the team in regularly held meetings.

The “80/20” rule carries the day!

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Team Project Managed Through a SharePoint SiteTeam Project Managed Through a SharePoint Site

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ROOT CAUSE : Improve Head Pressure ROOT CAUSE : Improve Head Pressure Variation on WindersVariation on Winders

Head pressures variation can cause imperfect Head pressures variation can cause imperfect packages, hence increase Fiberstockpackages, hence increase Fiberstock

Champion: Chad Fontenot - No Shock MechanicChampion: Chad Fontenot - No Shock Mechanic

Improvement PathImprovement Path

Check seals in contact cylinderCheck seals in contact cylinder Run a third air line in shop to check to see if pressures Run a third air line in shop to check to see if pressures

switch switch after the CPA timer engagesafter the CPA timer engages

Check the parallelism after the CPA timer gaugesCheck the parallelism after the CPA timer gauges Check clearances between the drive roll and spindleCheck clearances between the drive roll and spindle

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MeasuresMeasures

Need engineering to help with in field Need engineering to help with in field checking devicechecking device

Hook up air gauge in shop to check Hook up air gauge in shop to check the head pressure on the A linethe head pressure on the A line

Check parallelismCheck parallelism

2525

Progress so farProgress so far

Tied into line A and checked with pressure Tied into line A and checked with pressure gauge.gauge.

Retubed F & G blocks under the winders Retubed F & G blocks under the winders to eliminate any chance of pressure drop.to eliminate any chance of pressure drop.

Checking all head cylinder seals to be sure Checking all head cylinder seals to be sure there are no leaks in air pressure.there are no leaks in air pressure.

Checking all Parallelism to help pressuresChecking all Parallelism to help pressures

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In Closing, The “Opportunity Matrix” Approach

to Tackling Big OpportunitiesWithin Solutia

Continues to Save Solutia Over 10 Million Dollars Annually.

Presently, There are 7 Active Teams.

I Think It’s a Viable Approach for Many Other Industries as Well. If You

Would Like Some Free AdviceOn How You Might Use It, Send Me an

Email (rwmill@Solutia.com) or Call(850-968-8358)

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