detailed process analysis six sigma foundations continuous improvement training six sigma...
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Detailed Process AnalysisDetailed Process Analysis
Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous 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.
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.
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
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.
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.
25 50100400810 1.8 3.6 7.228.958.5
100.0 98.2 94.6 87.4 58.5
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Defect
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Pe
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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
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Count
PercentCum %
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De f
ect C
oun t
for 1
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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.
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
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.”
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
(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.
(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
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
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
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:
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
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
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
Information In Information Out
Resources In Resources Out
Product In Product Out
Controls
Safety
Process Detailing Data FormatProcess Detailing Data Format
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
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
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.
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)
Detailed Process AnalysisDetailed Process Analysis
Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training