Honeywell Businesses in Europe

Aerospace

Home & Building Control

Industrial Control

Specialty Chemicals

Performance Polymers

Electronic Materials

Turbocharging Systems

Consumer Products Group

Friction Materials

$6.4B sales 25,500 employees

Honeywell Turbocharging Systems

• The leading global supplier of turbochargers for diesel and petrol-driven passenger cars, commercial vehicles and heavy-duty trucks.

• One renowned brand: Garrett®.

• Europe accounts for two-thirds of TurbochargingSystems' worldwide production with 4.3 million turbos manufactured per year.

• 1999 Sales $706M.

• 1999 achieved 14.3% growth.

• 1999 achieved 7.1% productivity.

• 68 Black Belts trained.

5 manufacturing sites and one foundry.

3,060 employees

WHAT IS A SIX SIGMA PROCESSWHAT IS A SIX SIGMA PROCESS

OVERALL PERFORMANCE

LEANING

PRICE/ BENEFIT LEADTIME SIGMA / DPMO

DESIGNING

ELIMINATE DEFECTSELIMINATE DEFECTSREDUCE VARIABILITYREDUCE VARIABILITY

CREATING VALUECREATING VALUEFOR FOR

CUSTOMERCUSTOMER

ELIMINATE WASTEELIMINATE WASTEIMPROVE CYCLEIMPROVE CYCLE

TIMETIME

CapableValue Lean

SIX SIGMA PROCESSES

VALUE FOR CUSTOMERVALUE FOR CUSTOMER L E A NL E A N CAPABLECAPABLE• Predictability : Rate of Trust• Feasibility : DFM• Efficiency : RTY, Deliveries• Capability : PPM, CPK• Accuracy : % of Accuracy

• Idea Generation : VOC - QFD• Prod / Proc. Dvlp : DOE …• Benchmark :Customer Value Analysis• Assess Value : ABM - Price Attributes• Business Planning : Risk/Decision

Analysis

• Flow Mapping : Process Oriented• Waste Elimin. : Added Value • Cycle Time : Velocity• WIP Reduct. : Cash• Total Productive : Reliability

Maintenance

SalesProduct Develop.

HR Support

Supply ChainFinances

People Organized Around Processes : HPWO (High Performance Work Organization)

MASTERING

7

3. Analyze the Current Process

1

2

3

4

40302010

2

1

0

-1

-2

Index

4C

1101009080706050403020

100

50

0

Normal

USLLSL

MSE; Gauge R&R

IdentifyKeyVariables

EstablishProcess Baseline

Input Type Output

Wax grade SOP Prep timeAmt wax Contr Prepare Reactor Acid numberCharge rate Contr ViscosityAgit speed Contr Charge melted wax Reactor tempRxn temp Contr Bring to reaction temp Temp profilePressure Contr HT coeffAir flow Contr% O2 in air NoiseViscosity NoiseWax temp Noise

AN target SOP Oxid timeAgit speed * Contr Oxidize Acid numberTemperature * Contr ColorPressure * Contr Put in setpoints ViscosityAir flow * Contr Sample hourly Reactor temp% O2 in air Noise Monitor acid number Temp profileAir temp Contr Offgas flowAir humidity Noise Offgas comp

HT coeffResp time

Input Type Output

Agit speed Contr Stab time

Temperature Contr Stabilize Acid number

Pressure Contr Color

Air flow Contr Put in setpoints Viscosity

% O 2 in air Noise Slowly reduce press Reactor temp

Air temp Contr Monitor temp Temp profile

Offgas flow

Offgas comp

HT coeff

Map Product Flow

Product/ Process Flow Summary and AnalysisStep Type:

Operation ¶Decision uDelay ð

Cust.Rec.Val ue

Intri n-sic

Ri ghtFirstTime

Di stance T

QT C

6. Prioritize, Plan and Test Proposed Solutions

Solution Impact Time Cost 8 2 10 4 1 2 10 6 1

1. 3/10 Install Heater2. Regrind Blade

Basic DOE

Output

1 2 Shift

x

x

Machine 1

Machine 2

Decision Matrix

Pull System

PRIOROPERATION

NEXTOPERATION

GOAL

1.2.

Run Chart

Key Output Variables (Customer Requirements): How Measured When Measured

1

23

Uncontrolled Input Variables ("Noise"): How Measured When Measured Value

1234

5

Controlled Input Variables: How Measured When Measured Level 1 Level 2

12345

Overall Sampling Plan:

Data Collection Plan

8. Measure Progress and Hold Gains

0

100

200

300

400

500

600

700

800

N D J F M A M J J

N D J F M A M J J

Actual

Outlook

560 540 520

490490 440

Actual

Target

Benchmark

Outlook

FR&T

DPHM*10

TARGET = 385

BENCHMARK = 200

Low Flow

High Temp.

High Press.

Sludge

M T W H F S

140120100806040200

35

30

25

Observat i on

Indiv

idua

ls

76543210

Mov

ing

Rang

e

M U=29.85

UCL=34.21

LCL=25.49

R=1.639

UCL=5.356

LCL=0.000

I and MR Char t for: %PDP

Team Charter

2. Form Team and Scope the Project

InputSupplierReqmt.Measures

OutputsCustomersValueMeasures

QualityCostTime

Identify Customersand Requirements

Establsh ProcessPriorities

9. Acknowledge Team and Communicate Results

Project Report TEAM RESULTS

GOAL

1.2.

7. Refine and Implement Solutions

Process Step Output InputProcess

Specification (LSL, USL, Target)

Cpk /Date Measurement Technique

%R&R P/T

Sample Size

Sample Frequency

Control Method

Reaction Plan

Revised Control Plan

Task Who Earliest Start

4/16/28/3

Project Plan (Gantt Chart) Training & Procedures

1. Identify Opportunities

STRAP

Align Goals and Resources

Pareto Chart

Category

Select Critical Projects

Activity BasedManagement

Tim

e

Takt

N VA Time

A B C D E

Costs

A B C D E

NVA $ = Process Based COPQ

A B C D E

Quality Cost Time

Lean Enterprise

Sales

CSR

Mfg

QC

Ship

4. Define Desired OutcomesCritical Measures and Goals

16 8

14.718511.4481

Capability PlotProcess Tolerance

Specifications

StDev: 0.54507

III

III

141312

Capability Histogram

Process Capability

Establish Entitlement

GOAL Sales

CSR

Mfg

QC

Ship

λ

λ λ

λ λ

As Is

Should Be

CompetitiveAdvantage

($$$$)

5. Identify Root Causes &Proposed Solutions

Process or

Product Name:Prepared by: Page ____ of ____

Responsible: FMEA Date (Orig) ______________ (Rev) _____________

Process Step/Input Potential Failure Mode Potential Failure Effects

S

EV

Potential Causes

O

CC

Current Controls

D

ET

R

PN

Actions Recommended Resp. Actions Taken

S

EV

O

CC

D

ET

R

PN

What is the

process step/ Input under

investigation?

In what ways does the Key

Input go wrong?

What is the impact on the Key

Output Variables (Customer Requirements) or internal

requirements?

What causes the Key Input to go

wrong?

What are the existing controls and

procedures (inspection and test) that prevent eith the cause or the

Failure Mode? Should include an SOP number.

What are the actions for

reducing the occurrance of the Cause, or

improving detection? Should have actions

only on high RPN's or

easy fixes.

Whose

Responsible for the

recommended action?

What are the completed

actions taken with the recalculated RPN? Be

sure to include completion month/year

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

Process/Product Failure Modes and Effects Analysis

(FMEA)

Effect$ per Cost Driver

MEM

PROC

CHM

ELEV

OTHER

0 16 32 48 64

Prioritize Causes

ABM

Explore Process Data

FMEA

Brainstorm PotentialRoot Causes

TAKT Time

21

3.5

2.5

1.5

Shift1

1tuptuO

Box Plots

120110100908070605040

110

100

90

80

70

60

50

40

30

In put

Out

put

R-Squared = 0.876

Y = 9.77271 + 0.745022X

Strong Positi ve Correlat ion

Scatter Plots

FOCUSES PEOPLE TO IMPROVE BUSINESS CRITICAL PROCESSESFOCUSES PEOPLE TO IMPROVE BUSINESS CRITICAL PROCESSES

Define what’s important Measure how we’re doing

Analyze what’s wrong

Control to guarantee performance Improve by fixing what’s wrong

Nine Steps Approach to DMAIC

GrowthGrowth Green Belt Module Overview

• Developing a Project Strategy (Thought Process Map)

• e-Business and Growth• Understanding the Value Chain Using Process

Mapping• Managing Risks with Failure Mode and Effects

Analysis• Selecting Market Segments• Identifying Customer Needs• Creating Questions for a Quantitative Study• Importance of Customer Needs• Connecting Needs to Features (QFD)

Learn how to define your processLearn how to define your process

Learn how to measure your processLearn how to measure your process

• Analysis and Representation of Market, Customer, and Design Data

Deploying Six Sigma to Improve Our Growth ProcessDeploying Six Sigma to Improve Our GrowthGrowth Process

• Developing a Sampling Plan• Validating Market Segments (Cluster, ANOVA)• Evaluating Measurement Systems

(Questionnaire Design, Gage R&R)

Learn how to analyze your processLearn how to analyze your process

Learn how to improve your processLearn how to improve your process

• Optimizing the Offering (Price Sensitivity, Conjoint) and the Design (DOE)

Learn how to control your processLearn how to control your process

• Tracking Results in the Market Place (Brand Equity, Customer Satisfaction, Control Charts)

• Program Management Fundamentals (WBS)

Customer• VOC• Takt• QFD

JustIn

Time

BuiltIn

Quality• Automation• Mistake-proofing

People• Policy Deployment• HPWO

• values• HP Org design

• Steering Comm• Design Teams

• Kaizen• Multi-process

• Safety• process improvement• ergonomics

• Production Smoothing• Flow / Pull

• Line Design• Kanban• SMED• P-O-U

Stability• Six Sigma• 5S/Visual Controls• Standard Work• DFM• TPM

The Six Sigma Lean Enterprise Elements

2 308,5373 66,8074 6,2105 2336 3.4

σσσσ PPMPPM

Six Sigma as a Goal

Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error

(Distribution Shifted ± 1.5σ)

ProcessCapability

ProcessCapability

Defects per Million Opportunities

4321

The Nature of Process Variation

Accurate but not PreciseAccurate but not Precise

54321

Precise but not AccuratePrecise but not Accurate

Processes have a problem with accuracy or precision

T

Visualizing the Process Dynamics

LSL USL

Time 1

Time 2

Time 3

Need to recognise inherrent short term capability and longer term sources of variation.

Inherent Capability of the Process

. . . also called “short-term capability”

Time 4

Sustained Capability of the Process

. . . also called “long-term capability”

The Focus of Six Sigma

If we are so good at X, why do we constantly test and inspect Y?

To get results, should we focus our behavior on the Y or X ?

f (X)f (X)Y=Y=

n Y

n Dependent

n Output

n Effect

n Symptom

n Monitor

n X1 . . . XN

n Independent

n Input-Process

n Cause

n Problem

n Control

Primary Sources of Variation

InadequateDesignMargin

InsufficientProcess

Capability

UnstableParts andMaterial

Region of Six Sigma Synergy

USLT

µµ

LSL

230220210200190180

USLLSL

210 212 214 216 218

LSL USL

217 218 219 220 221 222 223

LSL USL

Historical Cap Study(>200% gage R+R)

Gage R+R improvedto <15%

Target mean of 220 achieved - 6 SIGMA Process

• Oil Carry Over, Free Air Deliver, Delivery Air temp & Noise all improved• New Measurement system now in operation• Tools used - cause/effect, FMEA, Capability, Gauge R&R, DOE.

Case Study Air Compressor Development

Manufacturing Capabilities-Sigma Analysis

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Assem

bly (p

artia

l)

Centre

Hsg

Cas

t

Disc Shro

ud

Dowel

Pin

Ext. C

rank

Oil inlet

adap

tor

Actuat

or B

rack

et

Vane A

rm

Unison R

ing

Bushing

Vane

Turbine H

sg C

ast

Inter

nal Cra

nk (par

tial)

Centre

Hou

sing

Tubine Cas

ting

Roller

Nozzle

/Inse

rt rin

g

Spacer

pin

Actuato

r Assy

Comp. W

. Cas

t

Speed Sen

sor

OVERALL

Sigm

a V

alue

Product Scorecard - Summary GT30V

Design Site: SkelmersdaleMfg Site: SkelmersdalePart Nb: 702990-4Description: GT30V Turbocharger

Total Opps Total ppm RTY Yield Sigma Completion

Assembly (partia l) 2 0 100.0% 7.00Centre Hsg Cast 4 13 100.0% 7.00Disc Shroud 4 0 100.0% 7.00Dowel Pin 3 0 100.0% 7.00Ext. Crank 6 233 100.0% 7.00Oil inlet adaptor 1 0 100.0% 7.00Actuator Bracket 6 0 100.0% 7.00Vane Arm 2 0 100.0% 7.00Unison Ring 36 0 100.0% 7.00Bushing 3 143 100.0% 5.40Vane 10 557 99.9% 5.36Turbine Hsg Cast 1 73 100.0% 5.30Internal Crank (partial) 2 233 100.0% 5.18Centre Housing 12 2,423 99.8% 5.04Tubine Casting 12 3,239 99.7% 4.96Rolle r 5 1,602 99.8% 4.91Nozzle/Insert ring 92 34,438 96.6% 4.87Spacer pin 5 23,799 97.6% 4.09Actuator Assy 26-Aug-95Comp. W. Cast 01-Sep-95Speed Sensor 19-Aug-95

OVERALL 206 66,752 93.5% 4.91

Locknut, rod end No critical fe a ture sRod End No critical fe a ture sRod end adjuster No critical fe a ture sVane Casting No critical fe a ture s

CD VN Turbo Scorecard at 5 Sigma.

Spacer Pin Sigma Levels

3.00

3.50

4.00

4.50

5.00

5.50

6.00

6.50

7.00

7.50

8.00

Length Rad Runout B Diam Parallelism A Diam

Turbocharger Compressor Performance

• Non dimensional parameters defined.

• Response surface DOE carried out.

• Main factors identified.

• Performance prediction model derived.

• Prediction model verified

• Design and test iterations can be reduced

• Potential to be much faster to market

0.52

5

0.54

7

0.56

9

0.59

2

0.61

4

0.63

6

0.65

8

0.68

1

0.70

3

0.72

5 1.04

1.10

1.16

1.23

1.29

0.770

0.772

0.774

0.776

0.778

0.780

0.782

0.784

0.786

0.788

EI

DE

Y-hat Surface Plot of (Peak Eff,PR 3.0) EI vs DE, Constants: A/R = 0.641 trim = 48

H b3

b2

d3

d2

d1s

d1h

Compressor Wheel

VSR & Laser Bench 1999/2000 reject rates

0,00%

5,00%

10,00%

15,00%

20,00%

25,00%

30,00%

35,00%

40,00%

45,00%

50,00%

55,00%

60,00%

W2

W4

W6

W8

W10

W12

W14

W16

W18

W20

W22

W24

W26

W28

W30

W32

W34

W36

W38

W40

W42

W44

W46

W48

W50

W52

W2

W4

W6

W8

W10

W12

W14

W16

W18

W20

W22

1999 2000

0

10000

20000

30000

40000

50000

60000

%VSR %Laser Bench Weekly Volume % VSR + Laser Bench

Ford GT12 CW nose turning

DW10 VSR program revision

Mean square program on all VSR

Controlled clamping pressure (Bar) on laser bench

Atessa maintenance & process control benchmarking

Management Decision forDedicatedFull Time Team

Vsr & BL signal interference audit

CHRA balancing reject rate 1999/2000

44,44%46,48%

37,69%

25,73%

22,03%19,40%

21,98%

17,20%19,22%17,83%

14,37%

9,37%9,37%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Janvie

r

Févrie

rMars Avri

lMai

Juin

Juille

tAoût

Septem

breOcto

bre

Novembre

Décem

bre

Janvie

r

Févrie

rMars Avri

lMai

Juin

Juille

tAoût

Septem

breOcto

bre

Novembre

Décem

bre

1999 2000

% VSR reject % Laser bench reject % VSR + Laser Bench reject Goal

Action Impact Status DateManagement Decision for Dedicated Full time team août-99Maintenance & process control benchmark in Atessa Done W40 99Maintenance manual revision On going W40 99Process control procedure revision On going W40 99Training material On going W40 99Mean square method on all VSR 8 to 3 % on VNT VSR Done W41 99Maintenance & process control benchmark in Atessa Done W40 99GT 12 Ford nose turning 8 to 2% _ 1,1 to 0,9 cuts Done W41GT 12 Ford 2 plan balancing 2 to 0% 80% 0 cut On going W50GT 12 MCC nose turning 1,3 to 0,9 cut On going W50DW10 VSR program revision (Measuring freq.) 8 to 1,5 % _ 1,4 to 1,1 cut Done W48Other GT VSR program revision (Measuring freq.) W48Tooling signature procedure On going W42Tooling dedication to machines On going W49Signal interference audit On going W50Laser Vs accel. For axial G measurement (GB project) On going W49

Controlled clamping pressure on Laser Bench (daN) End Q1 2000Controlled clamping pressure on VSR (daN) End Q1 2000Aluminium turbine on VSR and Laser bench Q1 & Q2 2000

HSB introduction Q3 2000

Balancing Reject Rate Improvement Project

0 1 2 3 4 5 6

LSLLSL

Process Capability Analysis for S/F 04 Finis

USL

Target

LSL

Mean

Sample N

StDev (ST)

StDev (LT)

Cp

CPU

CPL

Cpk

Cpm

Pp

PPU

PPL

Ppk

PPM < LSL

PPM > USL

PPM Total

PPM < LSL

PPM > USL

PPM Total

PPM < LSL

PPM > USL

PPM Total

*

*

1.00000

3.11111

108

0.859445

0.859445

*

*

0.82

0.82

*

*

*

0.82

0.82

0.00

*

0.00

7017.52

*

7017.52

7017.52

*

7017.52

Process Data

Potential (ST) Capability

Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance

STLT

Process Capability Before &

After DOE

0 2 4 6 8

LSLLSL

Process Capability Analysis for Spin

USL

Target

LSL

Mean

Sample N

StDev (ST)

StDev (LT)

Cp

CPU

CPL

Cpk

Cpm

Pp

PPU

PPL

Ppk

PPM < LSL

PPM > USL

PPM Total

PPM < LSL

PPM > USL

PPM Total

PPM < LSL

PPM > USL

PPM Total

*

*

1.00

4.06

100

1.16479

1.16479

*

*

0.88

0.88

*

*

*

0.88

0.88

0.00

*

0.00

0.00

*

0.00

0.00

*

0.00

Process Data

Potential (ST) Capability

Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance

ST

LT

Vertic

al

Angled

Spin No Spin

Slow Fast

20

30

40

20

30

40

20

30

40Out Of Pot

Spin Out Of

Drain Speed

Vertical

Angled

Spin

No Spin

Slow

Fast

Interaction Plot - Data Means for response, Good Surface

•Designed Experiment.•Variable measurement scale defined.•Secondary Stucco was changed from Fused Al2 O3 to Molochite.•New Gear Box Installed.

Automated Primary Dip Robot

0.00%

0.25%

0.50%

0.75%

1.00%

1.25%

1.50%

J M M J S N J

Automated Primary Dip RobotSurface Finish Scrap Reduction

Reduction In Past Dues;Since the introduction of the Automated System our Past Dues have dropped from:

35,000pc to 5,000pc

Reduction In Rework;As a direct consequence of the improved surface finish our Rework WIP has reduced from:

1500pc to 200pc

Reduction In Labor Costs;Since introducing the Automated Dipping System we have reallocated 3No. Operators from the Dipping Area and a further 3No. From the De-Burring Area, Total 6No.