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Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

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Page 1: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Detailed Process AnalysisDetailed Process Analysis

Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training

Six Sigma Simplicity

Page 2: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

NotesNotes

s If you do not find the answer with a high-level process Map (SIPOC), you can find which steps and inputs to focus on in complex problems using a systematic record of Defects per unit or cycle time.

s If you do not find the answer with a high-level process Map (SIPOC), you can find which steps and inputs to focus on in complex problems using a systematic record of Defects per unit or cycle time.

Page 3: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

The Basic ElementsThe Basic Elements

s Process maps (s,c,n analysis) should include:s Major activities and/or taskss Sub-processess Process boundariess Inputss Outputss Customers and supplierss Process owner(s)

s They must be reviewed and updated frequently. Process maps are never “complete.”

s The maps document the process as it is actually performed, not necessarily as it is supposed to be performed.

s Process maps (s,c,n analysis) should include:s Major activities and/or taskss Sub-processess Process boundariess Inputss Outputss Customers and supplierss Process owner(s)

s They must be reviewed and updated frequently. Process maps are never “complete.”

s The maps document the process as it is actually performed, not necessarily as it is supposed to be performed.

Page 4: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

s The basic foundation of process improvement:

s Ys are the results of completing the process step. s Xs are the inputs that impact the ability to achieve the Ys

of that process step.s A “Y” from one process can be an “X” for a later process.

Note: The DPUs of each process step are the defects per unit introduced by the materials added or the processes performed at that step.

s The basic foundation of process improvement:

s Ys are the results of completing the process step. s Xs are the inputs that impact the ability to achieve the Ys

of that process step.s A “Y” from one process can be an “X” for a later process.

Note: The DPUs of each process step are the defects per unit introduced by the materials added or the processes performed at that step.

The Basic ElementsThe Basic Elements

Goal: Y = f (X1, … , XN)

Inputs

(Xs)

Outputs

(Ys)

Inputs Outputs

X1

X2

X3

...

Y1

Y2

Y3

...

OR

Process Step

* DPUCycle Time

Process Step

* DPUCycle Time

Page 5: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Creating a Useful Process MapCreating a Useful Process Map

Step 1: Define the scope of the process you need to work on (actionable level). Step 2: Identify all operations needed in the production of a product or service (include cycle time and quality levels at each step).Step 3: Identify each operation above as value-added or non-value-added. A value-added operation “transforms the product in a way meaningful to the customer” and done right first time, customer willing to pay for it …Step 4: List both internal and external Ys at each process step.Step 5: List both internal and external Xs at each process step.

Step 1: Define the scope of the process you need to work on (actionable level). Step 2: Identify all operations needed in the production of a product or service (include cycle time and quality levels at each step).Step 3: Identify each operation above as value-added or non-value-added. A value-added operation “transforms the product in a way meaningful to the customer” and done right first time, customer willing to pay for it …Step 4: List both internal and external Ys at each process step.Step 5: List both internal and external Xs at each process step.

Page 6: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Creating a Useful Process Map - continued Creating a Useful Process Map - continuedStep 6: Classify all Xs as one or more of the following (S,C,N):s Standard Operating Procedures (S.O.P.s): These are common sense items

and things that you always do just because they make sense. Note: Just because it’s in a procedure doesn’t mean it’s an S.O.P. Procedures are often used to specify set-points of controllable parameters. s Examples: Cleaning, safety, loading components, setup

s Controllable (C): These are inputs that you can adjust or control while the process is running. s Examples: Speed, feed rate, temperature, pressure

s Noise (N): These are things are you cannot control or don’t want to control (too expensive or too difficult). s Examples: Ambient temperature, humidity, operator

Step 7: Document any known operating specification for each input and output.Step 8: Clearly identify all process data-collection points.

Step 6: Classify all Xs as one or more of the following (S,C,N):s Standard Operating Procedures (S.O.P.s): These are common sense items

and things that you always do just because they make sense. Note: Just because it’s in a procedure doesn’t mean it’s an S.O.P. Procedures are often used to specify set-points of controllable parameters. s Examples: Cleaning, safety, loading components, setup

s Controllable (C): These are inputs that you can adjust or control while the process is running. s Examples: Speed, feed rate, temperature, pressure

s Noise (N): These are things are you cannot control or don’t want to control (too expensive or too difficult). s Examples: Ambient temperature, humidity, operator

Step 7: Document any known operating specification for each input and output.Step 8: Clearly identify all process data-collection points.

Page 7: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

25 50100400810 1.8 3.6 7.228.958.5

100.0 98.2 94.6 87.4 58.5

1400

1200

1000

800

600

400

200

0

100

80

60

40

20

0

Defect

CountPercentCum %

Pe

rce

nt

Def

ect C

ount

s

Pareto Chart by Product

MaterialRaw

ErrorAssySlicer

Transp

ort

Machining

50 60100200450

5.8 7.011.623.352.3100.0 94.2 87.2 75.6 52.3

900800700600500400300200100

0

100

80

60

40

20

0

Defect

Count

PercentCum %

Per

cent

De f

ect C

oun t

for 1

2_m

m S

hafts

12mm Shaft Defects a t Final Insp

The Methodology — An ExampleThe Methodology — An ExampleStep 1: Define the scope of the

process:s The machine improvement team

has identified, through structured Pareto analyses, the products that contribute the highest defect counts to the shaft department.

s By product, the Pareto for the shaft production area is shown to the right.

s QUESTION: s Which product(s) and defect(s)

should the team focus on first?s ANSWER:

s ____________________

Important Note: Your process map must document the process of interest at an ACTIONABLE level.

Step 1: Define the scope of the process:s The machine improvement team

has identified, through structured Pareto analyses, the products that contribute the highest defect counts to the shaft department.

s By product, the Pareto for the shaft production area is shown to the right.

s QUESTION: s Which product(s) and defect(s)

should the team focus on first?s ANSWER:

s ____________________

Important Note: Your process map must document the process of interest at an ACTIONABLE level.

Page 8: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

An ExampleAn Example

Step 2: Identify all operations required in the production of a product or service (include cycle times and quality levels at each step).

Step 2: Identify all operations required in the production of a product or service (include cycle times and quality levels at each step).

Machining a shafton a lathe.

Cycle Time = 5 mins DPU = 0.056

Inspection.Cycle Time = 2 mins

DPU = 0.00

Re-work: Detailed cutting.

Cycle Time = 40 mins DPU = 0.00

Page 9: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

An Example - continuedAn Example - continuedStep 3: Identify each operation as either value-added or non-value-added.Step 3: Identify each operation as either value-added or non-value-added.

Machining a shafton a lathe.

Cycle Time = 5 mins DPU = 0.056

Inspection.Cycle Time = 2 mins

DPU = 0.00

Re-work: Detailed cutting.

Cycle Time = 40 mins DPU = 0.00

VA

NVA

NVA

Recall: A value-added operation “transforms the product in a way meaningful to the customer.”

Page 10: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

u S = S.O.P.u C = Controllableu N = Noise

An Example - continuedAn Example - continuedSteps 4 to 6: List the inputs (Xs) and output (Ys) at each process step. Classify the inputs.Steps 4 to 6: List the inputs (Xs) and output (Ys) at each process step. Classify the inputs.

Machining a shafton a lathe.

Cycle Time = 5 mins DPU = 0.056

Inspection.Cycle Time = 2 mins

DPU = 0.00

Re-work: Detailed cutting.

Cycle Time = 40 mins DPU = 0.00

VA

NVA

NVA

(Xs)C Rotational SpeedC Traverse SpeedC Tool TypeC Tool SharpnessC Shaft Material CharacteristicsC Shaft LengthC Amount of Material Removed per CutS Part CleanlinessC Coolant FlowN Operator ProceduresN Material VariationN Ambient TemperatureS Coolant Age (X,Y): Shafts needing

detailed cutting(under-machined)(Ys)

Diameter TaperSurface Finish

Page 11: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

(Ys) SpecificationDiameter 12 +/- 0.04 mmTaper (currently subjective)Surface Finish (currently subjective) (Xs) SpecificationC Rotational Speed 100 rpm +/- 10 RPMC Traverse Speed Not currently documentedC Tool Type TitaniumC Tool Sharpness (not currently known)C Shaft Characteristics ?C Shaft Length 120 mm +/- 1.5 mmC Amount of Material Removed Not applicableS Part Cleanliness Free of contaminationC Coolant Flow (not currently known)N Operator Procedures Process procedure XYZ123N Material Variation ?N Ambient Temperature 71 degrees F +/-?S Coolant Age Three days +/- 1/2 day

An Example - continuedAn Example - continuedStep 7: Document any known operating specification for each input and output.Step 7: Document any known operating specification for each input and output.

Page 12: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

(Xs)C Rotational SpeedC Traverse SpeedC Tool TypeC Tool SharpnessC Shaft Material CharacteristicsC Shaft LengthC Amount of Material Removed per CutS Part CleanlinessC Coolant FlowN Operator ProceduresN Material VariationN Ambient TemperatureS Coolant Age

Hint: RTY = e-dpu

(Ys)Diameter TaperSurface Finish

(X,Y): Shafts needing detailed cutting

(under-machined)

Machining a shafton a lathe.

Cycle Time = 5 mins DPU = 0.056

Inspection.Cycle Time = 2 mins

DPU = 0.00

Re-work: Detailed cutting.

Cycle Time = 40 mins DPU = 0.00

VA

NVA

NVA

1-RTY = 5.5%

u S = S.O.P.u C = Controllableu N = Noise

RTY = 94.5%

The Hidden FactoryThe Hidden FactoryStep 8: Clearly identify all process data-collection points.

s Machining process—modeling the hidden factory

Step 8: Clearly identify all process data-collection points.s Machining process—modeling the hidden factory

Page 13: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

ProcessName

Cycle TimeDPU

A Process Icontm/sm

Process Icon is a trademark and service mark of Improvement Initiatives.

Process DetailingProcess Detailings Information management tool for organizational

infrastructuress Process detailing: Identifying, at various dimensions,

the inputs and outputs of any process steps The goal: To obtain a comprehensive view of any

process steps The building block for process detailing is called the

Process ICON

s Information management tool for organizational infrastructures

s Process detailing: Identifying, at various dimensions, the inputs and outputs of any process step

s The goal: To obtain a comprehensive view of any process step

s The building block for process detailing is called the Process ICON

Page 14: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

The Product Flow LineThe Product Flow Line

Product InAssembly (From Previous Step)New Parts

Product OutAssembly to Next Process

Process Owner:Rev:

Date:

ProcessName

Cycle TimeDPU

Page 15: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Adding Resources to the FlowAdding Resources to the Flow

Product InAssembly (From Previous Step)New Parts

Product OutAssembly to Next Process

ProcessName

Cycle TimeDPU

Resources InToolsFixturesEquipmentPeopleTest Sets

Resources OutToolsFixturesEquipmentPeopleTest Sets

Process Owner:Rev:

Date:

Page 16: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Information FlowInformation Flow

Resources InToolsFixturesEquipmentPeopleTest Sets

Resources OutToolsFixturesEquipmentPeopleTest Sets

ProcessName

Cycle TimeDPU

Product InAssembly (From Previous Step)New Parts

Product OutAssembly to Next Process

Process Owner:Rev:

Date:

Information InDataInstructionsDrawingsPrograms

Information OutDataInstructionsDrawingsPrograms

Page 17: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Information InDataInstructionsDrawingsPrograms

Information OutDataInstructionsDrawingsPrograms

Resources InToolsFixturesEquipmentPeopleTest Sets

Resources OutToolsFixturesEquipmentPeopleTest Sets

ProcessName

Cycle TimeDPU

Product InAssembly (From Previous Step)New Parts

Product OutAssembly to Next Process

Process Owner:Rev:

Date:Safety and ControlsSafety and Controls

Safety FacilityOSHAEnvironmental

ControlsPolicyProcedures

Page 18: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Information InOil Change HistoryUser’s Manual

Oil VolumeOil TypeFilter TypePlug Gasket Type

Information OutUpdated History CardUser’s Manual

Oil VolumeOil TypeFilter TypePlug Gasket Type

Resources OutPerson Drain PanFunnel Trouble LampHand CleanerRamp/JackWrench/Plug Wrench

Product InCarNew OilNew Oil FilterNew Plug Gasket

Product OutCarUsed OilUsed FilterUsed Plug Gasket

OilChangeCycle Time

45 min.DPU 3

ControlsTime of YearMileage

SafetyOil DisposalCommon SenseSet BrakeBlock TiresLevel SurfaceRedundant Supports

Resources InPerson Drain PanFunnel Trouble LampHand CleanerRamp/JackWrench/Plug Wrench

An ExampleAn Example

Page 19: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Information In Information Out

Resources In Resources Out

Product In Product Out

Controls

Safety

Process Detailing Data FormatProcess Detailing Data Format

Page 20: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Escaping DPU

DPU Removed

Rolled YieldTest Efficiency

DPU Added(Due to Raw Parts)

DPU In

DPU Added(Due to Process)

DPU Out

AssemblyTest

or Inspection

The Defect ModelThe Defect Model

Page 21: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Raw Parts DPU = 0.0020

DPU In0.00

Raw PartsDPU = 0.0027

DPU0.0060Receive

ChassisInstall Cables

Test

DPU0.0023 Install

Mother-board

Receiving ProcessDPU = 0.0003

Process Induced DPU = 0.0010

Raw Parts DPU = 0.0040

Process InducedDPU = 0.0020

Re-Work/ScrapDPU = 0.0080

Shipped Yield = 99.6%

Test Eff = 67%

Escaping DPU = 0.0040

DPU0.0120

Cycle Time0.50 hours

Cycle Time0.0 hours

Cycle Time1.5 hours

C.T.2.0 hrsReceive

ChassisInstall Cables

Test

C.T.0.50 hrs Install

Mother-board

Cycle Time2.0 hours

Total CycleTime = 8.0

C.T.4.0 hrs

DPU Modeling:

Cycle Time Modeling:Cycle Time4.0 hours

Ultimate Goal: Model Your Whole Factoryu Predict product cycle timesu Predict product defect levels

Ultimate Goal: Model Your Whole Factoryu Predict product cycle timesu Predict product defect levels

Total DPU:DPU = 0.012

Observed RTY = 98.8

An ExampleAn Example

Page 22: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

In-Class ExerciseIn-Class Exercises Break into your designated groups.s Choose no more than three focused steps of a real

process (from one team member’s project).s Using the eight-step methodology you have learned;

or, using process detailing, create a map for the chosen process steps.

s Document the (estimated) DPU and cycle time for each process step. What are the overall RTY and cycle time?

s Be prepared to report your results. s You have 40 minutes for this exercise.

s Break into your designated groups.s Choose no more than three focused steps of a real

process (from one team member’s project).s Using the eight-step methodology you have learned;

or, using process detailing, create a map for the chosen process steps.

s Document the (estimated) DPU and cycle time for each process step. What are the overall RTY and cycle time?

s Be prepared to report your results. s You have 40 minutes for this exercise.

Page 23: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Attach CrankAssembly

.100.0027

Attach Pedals

.200.0027

Attach Fork

.200.0027

AttachHandle Bar

.200.0027

AlignmentTightnessConcentricityScratches

N OperatorC Gap dimC MaterialsS Grease

AlignmentPerpendicularity

N OperatorC Gap dimS Grease

AlignmentTightnessDentsScratches

N OperatorC Fork slot dimN Slot damage

AlignmentTightnessScratchesRotation

N OperatorC Gap dimC TorqueS Grease

AttachRear Wheel

.200.0027

AttachChain.150

.0027

TensionScratches

N OperatorC Chain packageC Chain lengthS Grease

LocationSpokes straightScratches

N OperatorC Fork slot dimC MaterialS GreaseN Shaft straight

Attach RearBrake.100

.0027

Attach TrainingWheels

.200.0027

LocationTightnessScratches

N OperatorC Gap dimC Wheel sizeS Grease

AlignmentGapScratches

N OperatorC Gap dimC Brake thicknessC Cable tension

AttachFront Wheel

.100.0027

Attach FrontBrake.250

.0027

AttachSeat.150

.0027

Touch-UpPaint3.3

.0027

LocationSpokes straightScratches

N OperatorC Fork slot dimC MaterialS GreaseN Shaft straight

AlignmentGapScratches

N OperatorC Gap dimC Brake thicknessC Cable tension

AlignmentTightnessAngle

N OperatorC Gap dimC Shaft lengthN Shaft diameterS Grease

UniformityDripsThickness

N OperatorC ViscosityC ColorS CleanlinessC Brush size

Inspect

.250.00005

Box

.250.0027

Ship

.250.0027

Addressed

N Operator

Packed in box

N OperatorC Packing material

All fasteners tightNo paint chips

N OperatorN Lighting

LEGEND:

Process NameCycle Time

DPU

Outputs

Inputs

Bicycle Example (s,c,n analysis)Bicycle Example (s,c,n analysis)

Page 24: Detailed Process Analysis Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Detailed Process AnalysisDetailed Process Analysis

Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training