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LEAN/MANUFACTURINGPRINCIPLES

STUDENTBOOKLET

Lean/ManufacturingPrinciples

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AcknowledgementsAerospaceJointApprenticeshipCommittee(AJAC),AmericanSocietyofMetals(ASM),TheBoeingCompany,NationalSTEMConsortium(NSC),Skills,Inc.,WMATI

AboutTheseMaterialsCopyright©2015byWashingtonManufacturingAdvancedTrainingInstitute(WMATI)TheCorePlus:ManufacturingSkillsCurriculumisacollaborationamongBoeing,WMATI,andSkills,Inc.

License

AttributionandCitationToattributethiscoursereferenceWashingtonManufacturingAdvancedTrainingInstitute(WMATI).

Someoftheslidedeck,activities,andlabprojectsarederivativeworksusedunderCC-BY4.0.NationalSTEMConsortium.(2015).Mechatronics.ProgramoftheNationalSTEMConsortium.Retrievedfromhttp://oli.cmu.edu.

DisclaimerThisworkforcesolutionwasbuiltfromopenlicensematerialsfrommanysources.Therearenoguarantees,warrantees,orassurancesofanykind,expressorimplied,withrespecttosuchinformation,includinganyinformationonlinkedsitesandincluding,butnotlimitedto,accuracyoftheinformationoritscompleteness,timeliness,usefulness,adequacy,continuedavailability,orownership.


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TABLEOFCONTENTSLEAN...................................................................................1

THEEIGHTTYPESOFWASTE...................................................1WHATDOYOUKNOWABOUTLEAN?......................................6THELEANTIMELINE..............................................................7THEVALUEOFTIMESECTION...................................................7QUESTIONS..........................................................................9KANBANPULLSYSTEM.........................................................10TEAMEVOLUTION................................................................11LEANGLOSSARY.................................................................13

SIXSIGMA.........................................................................16

WHYISITIMPORTANTTOCOLLECTACCURATEDATA?..................16SOLVINGPROBLEMSUSINGDMAIC.......................................17MEASUREPHASE.................................................................19ANALYSISPHASE..................................................................23IMPROVEPHASE..................................................................271SIXSIGMAACTIVITY:GUMMYBEARSINSPACE........................33SIXSIGMAGLOSSARY...........................................................39

THEORYOFCONSTRAINTS.................................................47

BOTTLENECKACTIVITY:‘I’MNOTABOTTLENECK,I’MAFREEMAN!’...............................................................47

BOTTLENECKACTIVITYQUESTIONS..........................................49


1

LEAN

THEEIGHTTYPES OFWASTEDefects

Overproduction

Waiting

Non-utilizedtalent

Transportation

Inventory

Motion

Extraprocessing

DEFECTS :

Anythingnotmadetocustomerspecificationsthefirsttime.

Whatcausesdefects?

! Lackofprocesscontrols! Poorqualitymaterials! Lackoftraining! Poorworkinstructions


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OVERPRODUCTION:

Partsproducedbeforetheyareneeded.

Whatcanleadtooverproduction?

! Workingtoofast! Buildingforinventory

WAIT ING:

Timespentidleduringaprocess.

Whatcancausewaiting?

! Breakdowns! Longsetuptimes! Waitingfordecisionsorinformation! Unbalancedworkload

NON-UTIL IZED TALENT:

Notconsultingemployeeswhoareexpertsintheirparticulararea.

Reasonsfornotconsultingallavailabletalent:

! Businessculture! Lackoftrust! “Know-it-all”managers


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TRANSPORTATION:

Movingmaterialsaroundthefacility.

Reasonsforexcessivetransportation:

! Poorfacilitylayout! Largebatchesandstorageareas! Notorganizedintocells

Tip:Addwheelstosmallerpiecesofequipmentsoitbecomesmobile.Cellscanbebuilttoaccommodatetheworkbeingdone.

INVENTORY:

Anymaterialinexcessofwhat’srequiredforthenextstepintheprocess.

Whatcausescompaniestokeepinventory?

! Inefficientprocesses! Poorschedulingjustincase! Poorsuppliers! Fact:Inventoryincludesrawmaterials,

finishedproductandworkinprogress (WIP)

MOTION:

Movementofpeople,toolsormachinesthatdon’taddvalue.

Whatcancauseexcessivemotion?

! Poorworkstationlayout! Poorhousekeepingororganization! Havingtosearchforthings


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EXTRA PROCESS ING:

Doingmorethantheminimumrequestedbythecustomer.

EXAMPLE:POLISHINGPARTSTOAHIGHSHEENEVENTHOUGHTHECUSTOMERDIDNOTREQUESTIT.WHILETHEPARTSLOOKNICE,THECUSTOMERISNOTWILLINGTOPAYEXTRAFORIT.

Reasonsforextraprocessing:

! Incorrectperceptionofcustomerneeds! Redundantapprovalsandreports! Overinspecting! Engineeringchanges

Whatcanyoudoinyourareatoreducewaste?

! Makegoodparts! Onlymakeasmanypartsasneeded! Adjustprocessestominimizeidletime! Makesmallcontinuousimprovements! Organizeyourareaintocells! Makeyourprocessesasefficientaspossible! Keepyourworkstationorganized! Gettoknowcustomerrequirements

MarkthestatementsbelowastrueorfalsewitheitheraToranF:

LEANmanufacturingismostlyusedinautomobilemanufacturing.

Largebatchesaremanufacturedtoincreaseefficiency.

AlotofworkinprogressisOKifitisscheduledtobecompletedinlessthana month.

Timeiswastedintraditionalcompaniesbecausethemanufacturingstepsarefar apart.

Ittakeslongerfortraditionalcompaniestodeliverproductsbecausethereisalot ofwastedtime.

Smallerequipmentonwheelscanbeorganizedintocellstomakeworkmore efficient.


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TOOLS TO HELP IDENTIFY WASTE

Wastewalks:Aformalprocesswheretrainedteamsmovethroughthefacilityandidentifywastethendocumentitonstandardizedworksheets.

TIP:YOUCANINFORMALLYWASTEWALKYOURAREAANDMAKESMALLIMPROVEMENTSDAILY!

WhenadoptingLEANinyourcompany,findabigprocesswithalotofwasteandtargetthatprocessfirst.Thisstrategywillallbutensureanearlybigwin!

Spaghettidiagrams:Usedtoidentifythepathaproducttakesasitmovesthroughthemanufacturingprocess.

TIP:PRETENDYOUARETHEPARTANDMEASURETHEDISTANCEYOUTRAVELTHROUGHTHEFACILITY.


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WHATDOYOUKNOWABOUTLEAN?Directions:Markeachstatementastrueorfalse.

CompaniesthatpracticeLEANoperatedifferentlythantraditionalcompanies.

LEANcompaniesvaluetheiremployee’sinputs.

ThemainideaofLEANistoworkharder.

Reworkorfixingapartuntilthecustomerishappyisconsideredvalueadded.

TeamworkisextremelyimportantinaLEANenvironment.

Inspectingpartsisconsideredavalueaddedfunction.

Makinglargebatchesofproductisthemostefficientwaytomanufacture goods.

LEANonlyworksinmanufacturing.

LEANprinciplesallowemployerstocuttheworkforce.


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THELEANTIMELINE

THEVALUEOF TIMESECTION

CYCLE T IME:

! Howoftenapartorproductiscompletedafterrunningthroughtheentireprocess.! Amountoftimeanoperatortakestocompleteallworkelementsbeforerepeating

them.

Operatorcycletimeisthetimeittakesforapersontocompleteasequenceofoperationswithoutwaiting

Machinecycletimeincludestheloadingandunloadingofthepartintothemachine

Machineautomatictimeisthetimerequiredforthemachinetoproduceoneunit


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LEAD T IME:

Leadtimeisthetimeittakestomoveonepieceallthewaythroughtheprocessfromordertooutthedoor.

TAKTTIME:

! TAKTtimeiscustomerdemandexpressedintimeperunit.! TAKTtimeisconsideredthedrumbeattowhichproductionissetto.

CalculatingTAKTTime:

! Customerorders200unitsperday.

! Companyrunsone8hourshiftwith(2)tenminutebreaks,(1)tenminutecleanup.

! Converttimetosecondsanddividebydemandrate.


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QUESTIONSDirections:ReadtheexamplebelowanddeterminetheTAKTtimerequiredtoproducetocustomerdemand.

1. CompanyXreceivedanorderfromtheirlargestcustomerwhichrequiresthemtoproduce500unitsaday.Thecompanycurrentlyrunsone8hourshiftadayandemployeesareallotteda15minutebreakinthemorninganda15minutebreakintheafternoon.Employeesalsogeta30minutelunchbreak.Doyourcalculationsinthespaceprovidedbelow.

2. Whatwouldhappenifoneofthemachinesinyourprocesshadacycletimeofjustover1minute?

3. Istheprocesscapableofmeetingcustomerdemand?

4. Listacoupleofideasyoucouldtrytomatchproductiontocustomerdemand


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KANBANPULLSYSTEMInthisactivity,groupsof6studentswillbeaskedtocomparepushvs.pullmanufacturingprocesses.

Attheend,aclassdiscussionwillbeheldtoseetheadvantagesanddisadvantagestobothprocesses.

Reference:THECUPSGAME(Jackson,P.,TheCupsGameNSFProductRealizationConsortiumModuleDescription,Cornell,NY:CornellUniversity,1996)

EquipmentandSupplies

! Papercups,4dozen! Lids,4dozen! Straws,4dozen! Stickers,4dozenblueand1dozenred! CupHolders,1dozen

ThisactivitywasdesignedbyPeterJackson.Itillustratesthedifferencebetweenpushandpullproduction.Itisalsoeffectiveindemonstratingtheadvantagesofsmalllotmanufacturing.Thisactivitymakesaveryconvincingargumentforjust-in-timeproductionandhasconvertedmanyskeptics.

PartI

Theunitproductforthecupsgameconsistsofafour-cupholder,containingfourcups.Thecupshavelidsandstrawsandaremarkedwithanadhesivebluedot(seeFigure1).Thegamerequiressixparticipantswhiletherestoftheclassisinterestedspectators.

Agroupof6studentswillbeaskedtocompletetheproduct.

Figure1.Cupsgameunitproduct.

Thefirstparticipantisthesupplierandsuppliesallrawmaterialstotheworkstations.

Thenextfourparticipantseachworkataworkstation.Atthefirstworkstationfourcupsareplacedinthecupholder.Atthenextstationdotsareplacedonthecups.Atthethirdlidsareplacedonthecupsandatthefourthstationstrawsareunwrappedandinsertedintothelids.


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Thelastparticipantistheshipping/qualitycontrolstation.

PartII

Inourseconditerationwedemonstrateapullsystems.Kanbanspace(adequateforfourunits)isdefinedonthetablesusingtapeforeachworkstation.

WorkersareinstructedtoworkanewlotonlywhentheirKanbanisempty.

TEAMEVOLUTIONAllteamswillgothroughaseriesofstagesfromtheinitialassemblyoftheteamuntiltheybecomeacohesiveandhighlyproductiveunit.

FORMING:

Theteammeetsandlearnsabouttheopportunitiesandchallenges,andthenagreesongoalsandbeginstotacklethetasks.Teammemberstendtobehavequiteindependently.Theymaybemotivatedbutareusuallyrelativelyuninformedoftheissuesandobjectivesoftheteam.Teammembersareusuallyontheirbestbehaviorbutveryfocusedonthemselves.

Storming:

Toleranceofeachteammemberandtheirdifferencesshouldbeemphasized;withouttoleranceandpatiencetheteamwillfail.Thisphasecanbecomedestructivetotheteamandwilllowermotivationifallowedtogetoutofcontrol.Someteamswillneverdeveloppastthisstage;however,disagreementswithintheteamcanmakemembersstronger,moreversatile,andabletoworkmoreeffectivelyasateam.

Norming:

Inthisstage,allteammemberstaketheresponsibilityandhavetheambitiontoworkforthesuccessoftheteam’sgoals.Thedangerhereisthatmembersmaybesofocusedonpreventingconflictthattheyarereluctanttosharecontroversialideas

Performing:

Bythistime,theyaremotivatedandknowledgeable.Theteammembersarenowcompetent,autonomousandabletohandlethedecision-makingprocesswithoutsupervision.Dissentisexpectedandallowedaslongasitischanneledthroughmeansacceptabletotheteam.


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MatchingExercise

Directions:Matchthebehaviorbelowwiththecorrectstageofteamevolution,bywritingA,B,C,orDontheline.

Stages:

A.Forming B.Storming C.Norming D.Performing

1. Teammembersarecapableofmakingtheirowndecisions

2. Teammembersaremotivatedyetmaybeuninformed

3. Canbedestructiveifallowedtogetoutofcontrol

4. Teammemberstakeresponsibilityandworktowardteamgoals


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LEANGLOSSARYBatchandqueue:Themassproductionprocessofmakinglargelotsofapartandthensendingthebatchtowaitinthequeueuntilthenextoperationintheproductionprocessbegins.Contrastwithonepieceflow.

Bottleneck:Anypartofaproductionlinethatadverselyaffectsthroughput.Seealsoconstraint.

Cell:Anarrangementofmachinery,tools,andpersonneldesignedtomostlogicallyandefficientlycompleteaproductionsequence.Cellshelpenableone-pieceflow.

CellularManufacturing:Anapproachinwheremanufacturingworkcenters(cells)havethetotalcapabilitiesneededtoproduceanitemorgroupofsimilaritems;contraststosettingupworkcentersonthebasisofsimilarequipmentorcapabilities,inwhichcaseitemsmustmoveamongmultipleworkcentersbeforetheyarecompleted.

Chaku-Chaku:Amethodofconductingone-pieceflow,wheretheoperatorproceedsfrommachinetomachine,takingthepartfromonemachineandloadingitintothenext.

ChangeoverTime:Thetimethatelapsesbetweenthecompletionofoneproductionrunandthebeginningofanotherproductionrun.

Constraint:Anythingthatlimitsasystemfromachievinghigherperformance,orthroughput.

CycleTime:Theamountoftimetoaccomplishthestandardworksequenceforoneproduct,excludingqueue(wait)time.IfthecycletimeforeveryoperationinacompleteprocesscanbereducedtoequalTAKTtime,productscanbemadeinone-pieceflow.

Inventory:Themoneythesystemhasinvestedinpurchasingthingsitintendstosell.

Just-in-Time:Aproductionschedulingconceptthatcallsforanyitemneededataproductionoperationwhetherrawmaterial,finisheditem,oranythinginbetween,tobeproducedandavailablepreciselywhenneeded.

Kaikaku:Japanesefor“radicalimprovementofanactivity,”designedtoeliminatewaste.

Kaizen:Theincrementalandcontinualimprovementofproductionactivitiesaimedatreducingwaste,anddesignedaroundplanned,structuredworker-orientedevents.Japanesefor“totakeapartandmakegood.”

Kanban:Acardorsheetusedtoauthorizeproductionormovementofanitem.SeealsoKanbanSystem.

KanbanSystem:Asystemthatcontrolsproductioninventoryandmovementthroughthevisualcontrolofoperations.SeealsoKanban.


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LEANGLOSSARY, CONTINUEDLargeLotProduction:Themanufactureofthesameproductinlargequantitiesduringasingle,designatedperiodoftime.

LeadTime:Thetotalamountoftimeittakestocompleteanorderforacustomer.

LeanSupplierNetwork:Abuyer-supplierrelationshipwheredesignatedleanproductionprotocols,supportingsustainedinteractionsbetweenmembers,helpsproduceanetwork-basedcompetitiveadvantage.

MistakeProofing:Technologyandproceduresdesignedtopreventdefectsandequipmentmalfunctionduringmanufacturingprocesses.AlsoknowninJapaneseasPoka-Yoke.

Monument:Aproductionmachineortoolthatisdifficultand/orcostlytomove(e.g.,intoone-pieceflow)duetoitssizeorotherphysicalconstraint.Often,materialsmustinsteadbebroughttothemonumentinbatches.

Muda:TheJapanesetermforanyhumanactivitywhichabsorbsresources,butcreatesnorealvalue,i.e.,“waste”;activitiesandresultstobeeliminated.Withinmanufacturing,categoriesofwasteinclude:excessandearlyproduction;delays,movementandtransport;poorprocessdesign;inventory;inefficientperformanceofaprocess;anddefectiveitems.

Non-Value-Added:Activitiesoractionstakenthataddnorealvaluetotheproductorservice,makingsuchactivitiesoractionsaformofwaste.

One-PieceFlow:Asituationinwhichproductsproceed,onecompleteproductatatime,throughvariousoperationsindesign,order-taking,andproduction,withoutinterruptions,backflows,orscrap.Alsoknownassingle-pieceflow.

Point-of-Use:Asysteminwhichallnecessarysupplies,chemicals,etc.arewithinarm’sreachoftheworker,andpositionedinalogicalsequenceofuse.

Poka-Yoke:SeeMistakeProofing

Pre-ProductionPlanning(3P):Aleanmethodforproductand/orprocessdesign.3Pdesignsandimplementsproductionprocesses,tools,andequipmentthatsupportone-pieceflow,aredesignedformanufacturability,andachieveappropriatecost,quality,andleadtime.AlsoknownasProductionPreparationProcess.

PullProductionSystem:Aproductionsysteminwhichnothingisproducedbytheupstreamsupplieruntilaneedissignaledbythedownstreamcustomer.SeealsoKanban.

Right-sized:Thematchingofproductiontoolingandequipmentinascalethatenablesitsuseinthedirectflowofproductssuchthatnounnecessarytransportorwaitingisrequired.

QueueTime:Thetimeamaterialspendswaitinginlineforuseintheproductionprocess.


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LEANGLOSSARY, CONTINUEDSupplyChain:Agroupofallsuppliersinvolvedinthemanufactureofaproduct,beginningwiththesimplestpartandendingwiththeproductionofthefinalproduct.

TAKTTime:Theavailableproductiontimedividedbytherateofcustomerdemand.TAKTtimesetsthepaceofproductiontomatchtherateofcustomerdemandandbecomestheheartbeatofanyleansystem.

ValueStream:Thesetofspecificactionsrequiredtobringaspecificproductthroughthreecriticalmanagementtasksofanybusiness:problemsolving,informationmanagement,andphysicaltransformation.

ValueStreamMapping:Aprocessmappingmethodusedtodocumentthecurrentandfuturestatesoftheinformationandmaterialflowsinavaluestreamfromcustomertosupplier.SeeValueStream.

VisualControls:Displayingthestatusofanactivitysoeveryemployeecanseeitandtakeappropriateaction.

WorkInProgress(WIP):Productionmaterialintheprocessofbeingconvertedintoasaleableproduct.


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SIXSIGMA

WHYIS IT IMPORTANTTOCOLLECTACCURATEDATA?Companiesshouldalignimprovementeffortswithbusinessmetrics-especiallybottom-linebenefits.Samplemetrics:

! Customerperceptionofproductandservicequality! Customerperceptionofon-timedelivery! Customersatisfactionrating! Customerreturns! Productorservicedevelopmenttime

tomarket! Manufacturingorserviceleadtime! Inventoryturns! Productivity! Employeeretention! Safety! First-passyieldordefectrate! Costofscrapandrework!

LEADING AND LAGGING INDICATORS:

Laggingindicatorsaretypically“output”oriented,easytomeasurebuthardtoimproveorinfluencewhileleadingindicatorsaretypicallyinputoriented,hardtomeasureandeasytoinfluence.

Example:

Formanyofusapersonalgoalisweightloss.Aclearlaggingindicatorthatiseasytomeasure.Yousteponascaleandyouhaveyouranswer.Buthowdoyouactuallyreachyourgoal?Forweightlosstherearetwo“leading”indicators:

1. Caloriestakeninand

2. Caloriesburned.

These2indicatorsareeasytoinfluencebutveryhardtomeasure.


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SOLVINGPROBLEMSUSINGDMAIC! Define! Measure! Analyze! Improve! Control

DEFINE PHASE

Thepurposeofthisstepistoclearlyarticulatethebusinessproblem,goal,potentialresources,projectscopeandhigh-levelprojecttimeline.Thisinformationistypicallycapturedwithinprojectcharterdocument.

Definethefollowing:

! Aproblem! Thecustomer(s)! VoiceoftheCustomer(VOC)andCriticaltoQuality(CTQs)—whatarethecritical

processoutputs?! ThetargetprocesssubjecttoDMAICandotherrelatedbusinessprocesses! Projecttargetsorgoal! Projectboundariesorscope

VOCisatermusedforcapturingacustomer’sexpectations,preferencesandaversions.

ProjectCharter

Aprojectcharterisoftencreatedandagreeduponduringthedefinestepandshouldinclude:

! Compellingbusinesscase! Whytheprojectisimportantandwhataretheconsequencesofnotdoingthe

projectnow! Problemstatement! Specificandmeasurable! Defineshowlongtheproblemhasexistedandtheimpacttotheorganization! Projectscope! • Definestheboundariesoftheproject,becautiousofscopecreep


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! Goalsandobjectives! Sincenodatahasbeencollectedyet,setareasonablegoal! Milestones! Clearlydefinedrolesandresponsibilities! Projectchampionselectstheteamandensuresadequaterecoursesareavailable.

Theprojectchampionalsoisresponsibleforremovingroadblocksfortheteam.! AGreenBeltoraBlackBeltwillserveasteamleader! Acrossfunctionalteamfromallaffectedareas

Toolstodefinecustomerneedsandrequirements

Therearemanydifferentwaystocollectinformationfrompeople,severalarelistedbelow.Whataresomeoftheadvantagesanddisadvantageswitheachmethodlistedbelow.

Tool Advantage Disadvantage

Interviews

FocusGroups

MarketResearch

Surveys

CustomerObservations

Complaints


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MEASUREPHASEThepurposeofthisstepistoobjectivelyestablishcurrentbaselinesasthebasisforimprovement.Thisisadatacollectionstep,thepurposeofwhichistoestablishprocessperformancebaselines.Theperformancemetricbaseline(s)fromthemeasurephasewillbecomparedtotheperformancemetricattheconclusionoftheprojecttodetermineobjectivelywhethersignificantimprovementhasbeenmade.

THE DATA COLLECTION PLAN

TheDataCollectionPlandefineswhattypeofdatawillbecollectedduringaSixSigmaproject.Thistemplateprovidesaframeworkfordocumentingthewhat,whereandhowmuchofyourdatacollectionefforts.

DataCollectionExample:

Source:VillanovaUniversityLeanSixSigmaCourse,2014


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CHECK SHEETS

Thechecksheetisaform(document)usedtocollectdatainrealtimeatthelocationwherethedataisgenerated.

Example:

PARETO CHART

ThepurposeoftheParetochartistohighlightthemostimportantamonga(typicallylarge)setoffactors.Fromaqualityperspectiveitoftenrepresentsthemostcommonsourcesofdefects,thehighestoccurringtypeofdefect,orthemostfrequentreasonsforcustomercomplaints.

Example:


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Anyreasonforvariationinaprocesscanbeidentifiedandplacedintooneofsixcategories,collectivelyknownastheFiveM’sandOneP.

1. Machines:Typeofequipment,ageofequipment,wornparts,lackoforimproperservicing

2. Materials:Poorquality,somematerialsmoredifficulttoworkwith

3. MotherNature:Temperature,humidity,rain

4. Methods:Poorprocesses,lackoforpoorworkinstructions

5. Measurement:Poortraining,inadequateequipment

6. People:Poortraining,lackofcommunication,willfulviolations

Variationfallsintoeitheroneoftwocategories,commoncauseorspecialcause.

Commoncausevariation:Thereisnoinfluencefromanyofthe5M’sand1Pandthevariationisexpected,normalandrandom.

Specialcausevariation:Thereisundueinfluencefromatleastoneofthe5M’sand1Pandthevariationisunexpected,abnormalandnotrandom.

Answerthefollowingquestions.

1. Ifamachineproducespartswithincustomerspecificationswithveryfewdefectsduringdayshiftbuthashigherdefectsonthesecondshift,whatisthemostlikelycauseforthevariation?

2. Iftwosimilarmachinesbeingoperatedbythesamepersonwithinafacilityareproducingpartsandoneofthemismeetingspecificationsandtheotherisnot,whatisthemostlikelyreasonforthevariation?

3. Arebothanexampleofcommoncauseorspecialcausevariation?


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MEASURES OF CENTRAL TENDENCY

Meanistheaverageofasetofnumbers.

Medianisthemiddlenumberwhenthenumbersareplacedinorder.Modeisthenumberthatappearsmostfrequentlyinasetofnumbers.

Themeanhasonemaindisadvantage:itisparticularlysusceptibletotheinfluenceofoutliers.

Inanormaldistributionwhenthedataisperfectlynormal,themean,medianandmodeareidentical.

Youcansometimesconsiderthemodeasbeingthemostpopularoption.

Asetofnumberscanhavemorethanonemode.Asetofnumberswithtwomodesiscalledbimodal.



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ANALYSIS PHASEThepurposeofthisstepistoidentify,validateandselectrootcauseforeliminationbyexaminingthedataandwatchingtheprocess.

ProcessmappingisavaluabletoolthatcanbeusedintheanalyzephaseofDMAIC.

PieCharts:Atypeofgraphinwhichacircleisdividedintosectorsthateachrepresentaproportionofthewhole.

Histogram:Ahistogramisagraphicalrepresentationofthedistributionofnumericaldata.

Histogramstellyouhowdenseorspreadoutthedatais.


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Examplesofhistogramsandwhattheycantellus:


Whatcharacteristicofthedatasetsabovemakethembothcommoncausevariation?

a. Shape

b. Color

c. Numberofdatapoints

d. Withinspecificationlimits


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Althoughtheprocessshowninthehistogramabovemeetscustomerspecifications,wouldacustomerbehappywiththevariationinthisprocess?Why?

Thethrowbackeffectoccurswhenpartsthatmeasureoutsideofthespecificationlimitsaredeemedtobe“closeenough”andaredocumentedasbeingjustinsidetheupperorlowerspecificationlimit.

Thisspecialcausevariationisattributabletowhichofthe5M’sand1P?

a. Measure

b. People

c. Materials

d. Methods



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Runchart:Agraphthatdisplaysobserveddatainatimesequence.Often,thedatadisplayedrepresentsomeaspectoftheoutputorperformanceofamanufacturingorotherbusinessprocess.

CauseandEffect(Fishbone)Diagram:ACause-and-EffectDiagramisatoolthathelpsidentify,sort,anddisplaypossiblecausesofaspecificproblemorqualitycharacteristic.Itgraphicallyillustratestherelationshipbetweenagivenoutcomeandallthefactorsthatinfluencetheoutcome.

Fishbonediagramshelpdeterminetherootcausesofaproblemorqualitycharacteristicusingastructuredapproach.Theyalsoidentifyareaswhereadditionaldatashouldbecollectedforfurtherstudy.



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IMPROVEPHASEThepurposeofthisstepistoidentify,testandimplementasolutiontotheproblem;inpartorinwhole.Thisdependsonthesituation.Identifycreativesolutionstoeliminatethekeyrootcausesinordertofixandpreventprocessproblems.Usebrainstormingortechniquesanddon’toverlooktheobvioussolutionsiftheseareapparent.

OPEN PHASE:

! Generateasmanysolutionsaspossiblethatwillimproveperformance! Everyoneparticipates! Brainstorm! Don’tcriticizeideas

NARROWPHASE:

! Clarifysolutions! Eliminateduplicatesolutions! Breaksolutionsintosmallerbuckets! Vote

CLOSE PHASE:

! Identifymusthavecriteria.Anysolutionthatdoesnotmeetthiscriteriaisnotaviablesolution.

! Identifywantcriteriawhichcanbeusedtoprioritizesolutionsthatmeetthemustcriteria.


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CONTROL PHASE:

Thepurposeofthisstepistosustainthegains.Monitortheimprovementstoensurecontinuedandsustainablesuccess.Createacontrolplan.Updatedocuments,businessprocessandtrainingrecordsasrequired.

Whatgetsmeasuredgetsdone!Metricsarethefeedbackmechanismtotellwhetherorprocessesareworkingrightandreducingwaste.Measurethewrongthingandtheorganizationmovesinthewrongdirection.

MethodsofControl

StandardizationThroughputMatrix

HighStandardization

LowThroughput

Sales

RealEstate

HeartSurgery

Pilot

HighStandardization

HighThroughput

Manufacturing

LowStandardization

LowThroughput

Cooking

Craftsman

LowStandardization

HighThroughput

Short-orderCook

Lowstandardization/Lowthroughput:Useself-inspectionorperiodicreports

Lowstandardization/Highthroughput:Usebarcharts,piecharts,Paretochartsandbaseactionbasedonhistoricalperformance

Highstandardization/Lowthroughput:Usechecklistsandschedulestocontrolperformance

Highstandardization/Highthroughput:Usecontrolchartsandappliestoabout70%-80%ofallprojects


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ControlCharts

Agraphusedtostudyhowaprocesschangesovertime.Dataareplottedintimeorder.Acontrolchartalwayshasacentrallinefortheaverage,anupperlinefortheuppercontrollimitandalowerlineforthelowercontrollimit.Theselinesaredeterminedfromhistoricaldata.

Trendsshowageneraldirectioninwhichsomethingisdevelopingorchanging.


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UpwardTrend

AnupwardordownwardtrendisidentifiedbySixormoreconsecutivepointsincreasingordecreasing.

ProcessinControlTooLittleVariation

Aprocessincontrolwithtoolittlevariationisnotideal.Whilethecustomerissuretobehappy,youmaybeoverprocessingtheproductorusingthewrongequipment.

PointsOutofControl


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EightorMoreConsecutivePointsonOneSideofCenterline

Aprocesswithcommoncausevariationshouldproducedatapointsthatalternateoneithersideofthecenterline.

Whywouldmanyconsecutivedatapointsononesideofthecenterlineofacontrolchartbeacauseofconcern?

QualityControlDo’s:

! Definethelevelofquality! Useappropriatetoolsandtechniques! Standardizequalitycontrolpractices! Calculatecontrollimitsusingyourownprocessdata


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UsingControlChartstoIdentifyProblems

It’salwaysbeenaproblem

Itwasneveraproblembefore

Theproblemcomesandgoes


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SIX SIGMAACTIVITY: GUMMYBEARS IN SPACEActivityReference:http://www.leansimulations.org/2012/04/six-sigma-training-game-gummy-bear-doe.html

Postedby:MartinBoersema

OriginalAuthors:GeorgeW.Cobb,Mt.HolyokeCollege,WeiwenMiao,ColbyCollege

Description:Inthisactivity,studentswillbuildeasy-to-constructcatapultsandlaunchgummybearsmeasuringthedistancetheyfly.Thegoalistomeasurethedistancethatyourgummybeartravels,the“y”output(dependentvariable),anddeterminewhich“x”value(independentvariable)contributesthemost.

Inadditiontoallthevariabilitycausedbyjoiningthetwostickstogether,thecatapultitselfisplacedonanincline.Thepositionontheinclinecanbemeasuredandadjusted.

Video(2:29)GummyBearsinSpace:https://www.youtube.com/watch?v=iVjrYPcoITU

LearningTarget(Math):HowdoestheuseoffunctionsandmodelinghelpmaximizethelaunchingofgummybearsusingaSix-Sigmaapproach?

EquipmentandSupplies

! Gummybears,redandgreen! 2Popsiclesticks™foreachgroup! 2Rubberbandsforeachgroup! Pencilorpentoactasafulcrum! Ameasuringdevice(measuringtape)foreachgroup! Ananglemeasuringdevice(protractor)foreachgroup! Astackofbooksandaflatboardtoactasaramp

Directions:

1. Preparethelauncher:WraparubberbandtightlyaroundoneendofaPopsiclestick™.Theotherstickisplacedontopofthefirstandthesecondrubberbandwrapsthetwostickstightlytogetherattheotherend.Apencilorpenisslidinbetweenthetwosticktocreateafulcrum.Ifattachedproperly,itshouldbeaspringloadedcatapult.Youwillbeplacingagummybearandlaunchingit.

GummyBearImagePublicDomain:https://pixabay.com/en/gummy-bear-candy-bear-jelly-sweets-151400/


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2. Launch3greengummybearsoffthefloorandrecordthetrialnumberandlaunchdistanceonthegraphbelow.Labeleverythingclearly.

3. Launch3redgummybearsoffthefloorandrecordthetrialnumberandlaunchdistanceonthesamegraphbelow.Labeleverythingclearly.

4. Whichcolorlaunchedfarther?Whatcouldbethereasonwhyonecolorlaunchedfartherthantheother?


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5. InclineAngles:Withoutchangingtheset-up,launch5moregummybearsusing5differentinclineangles(addbooksandaramp),usingabiggerinclineangleeverytime.Measureandrecordtheinclineangles(usingtheprotractor)andthedistancelaunched.Usethegraphbelow.Makesuretolabelyouraxiscorrectly.(Identifytheindependentanddependentvariables.)

6. Isthisanexampleofalinearfunction?Ifnot,whatbestdescribesitsshapeandwhydothinkthatis?Whatisthemaximumpoint(x,y)?


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7. Designamodelthatmaximizesthelaunchingdistance.Thevariablesyoucannotchangearethecatapulthastobetwosticks,tworubberbands,andyouhavetolaunchagummybear.Testoutyourdesign,modifyasneeded.Whatwasyourmaximumdistance?

8. Identifywhichvariablesprovidedyourgroup’smaximumresult(inclineplane,movingthefulcrum,etc.).Whatworked?Whatdidn’t?

9. Compareyourgroup’sresultstotheothergroupsintheclassroom.Whatvariablesprovidedthemaximumresult?


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10. UsingtheEXACTvariables(orascloseaspossible)thatprovidedthemaximumresultsintheclassroom,trytoduplicatetheresults.Didyoursgoasfar?Ifyourswasthegroupthathadthemaximumdistance,seeifyoucanduplicatetheresults.Explainanypossibledifferences.

11. UsingtheSixSigmaterminology,explainwhatyourgroupdidinyourprocesstomaximizethelaunchdistance:

Design:

Measure:

Analyze:


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Improve:

Control:

Andremember,don’teatanygummybearsofftheshopfloor☺


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SIX SIGMAGLOSSARYAffinityDiagram:Atechniquefororganizingindividualpiecesofinformationintogroupsorbroadercategories.

ANOVA-AnalysisofVariance:Astatisticaltestforidentifyingsignificantdifferencesbetweenprocessorsystemtreatmentsorconditions.Itisdonebycomparingthevariancesaroundthemeansoftheconditionsbeingcompared.

AttributeData:Datawhichononeofasetofdiscretevaluessuchaspassorfail,yesorno.

Average:AlsocalledtheMean,itisthearithmeticaverageofallofthesamplevalues.Itiscalculatedbyaddingallofthesamplevaluestogetheranddividingbythenumberofelements(n)inthesample.

BarChart:Agraphicalmethodwhichdepictshowdatafallsintodifferentcategories.

BlackBelt:ApersonwhoreceivesapproximatelyfourweekstraininginDMAIC,analyticalproblemsolvingandchangemanagementmethods.ABlackBeltisafulltimeSixSigmateamleadersolvingproblemsunderthedirectionofaChampion.

BreakthroughImprovement:Arateofimprovementatornear70%overbaselineperformanceoftheas-isprocesscharacteristic.

Capability:Acomparisonoftherequiredoperationwidthofaprocessorsystemtoitsactualperformancewidth.Expressedasapercentage(yield),adefectrate(dpm,dpmo,),anindex(Cp,Cpk,Pp,Ppk),orasasigmascore(Z).

CauseandEffectDiagram:Apictorialdiagramintheshapeofafishboneshowingallpossiblevariablesthatcouldaffectagivenprocessoutputmeasure.

CentralTendency:Ameasureofthepointaboutwhichagroupofvaluesisclustered;twomeasuresofcentraltendencyaretheMeanandtheMedian.

Champion:AChampionrecognizes,defines,assignsandsupportsthesuccessfulcompletionofSixSigmaprojects;theyareaccountablefortheresultsoftheprojectandthebusinessroadmaptoachieveSixSigmaperformancewithintheirspanofcontrol.

Characteristic:Aprocessinputoroutputwhichcanbemeasuredandmonitored.

CommonCausesofVariation:Thosesourcesofvariabilityinaprocesswhicharetrulyrandom,i.e.,inherentintheprocessitself.

Complexity:Thelevelofdifficultytobuild,solveorunderstandsomethingbasedonthenumberofinputs,interactionsanduncertaintyinvolved.

ControlChart:ThemostpowerfultoolofStatisticalProcessControl.ItconsistsofaRunChart,togetherwithstatisticallydeterminedUpperandLowerControlLimitsandaCenterLine.


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SIX SIGMAGLOSSARY, CONTINUEDControlLimits:UpperandlowerboundsinaControlChartthataredeterminedbytheprocessitself.TheycanbeusedtodetectSpecialorCommonCausesofvariation.Theyareusuallysetat±3StandardDeviationsfromthecentraltendency.

CorrelationCoefficient:Ameasureofthelinearrelationshipbetweentwovariables.

CostofPoorQuality(COPQ):Thecostsassociatedwithanyactivitythatisnotdoingtherightthingrightthefirsttime.Itisthefinancialqualificationanywastethatisnotintegraltotheproductorservice.

Cp:Acapabilitymeasuredefinedastheratioofthespecificationwidthtoshort-termprocessperformancewidth.

CPk:Anadjustedshort-termcapabilityindexthatreducesthecapabilityscoreinproportiontotheoffsetoftheprocesscenterfromthespecificationtarget.

CriticaltoQuality:Anycharacteristicthatiscriticaltotheperceivedqualityoftheproduct,processorsystem.SeeSignificantY.

CriticalX:Aninputtoaprocessorsystemthatexertsasignificantinfluenceonanyoneorallofthekeyoutputsofaprocess.

Customer:Anyonewhousesorconsumesaproductorservice,whetherinternalorexternaltotheprovidingorganizationorprovider.

CycleTime:Thetotalamountofelapsedtimeexpendedfromthetimeatask,productorserviceisstarteduntilitiscompleted.-

Defect:Anoutputofaprocessthatdoesnotmeetadefinedspecification,requirementordesiresuchastime,length,color,finish,quantity,temperatureetc.

Defective:Aunitofproductorservicethatcontainsatleastonedefect.

Deployment(SixSigma):Theplanning,launch,trainingandimplementationmanagementofaLeanSixSigmainitiativewithinacompany.

DesignofExperiments:Generally,itisthedisciplineofusinganefficient,structured,andprovenapproachtointerrogatingaprocessorsystemforthepurposeofmaximizingthegaininprocessorsystemknowledge.

DesignforSixSigma(DFSS):TheuseofLeanSixSigmathinking,toolsandmethodsappliedtothedesignofproductsandservicestoimprovetheinitialreleaseperformance,ongoingreliability,andlife-cyclecost.

DMAIC:TheacronymforcorephasesoftheLeanSixSigmamethodologyusedtosolveprocessandbusinessproblemsthroughdataandanalyticalmethods.SeeDefine,Measure,Analyze,ImproveandControl.


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SIX SIGMAGLOSSARY, CONTINUEDDPMO:DefectsperMillionOpportunities.Thetotalnumberofdefectsobserveddividedbythetotalnumberofopportunities,expressedinpartspermillion.SometimescalledDefectsperMillion(DPM).

DPU:Thetotalnumberofdefectsdetectedinsomenumberofunitsdividedbythetotalnumberofthoseunits.

Entitlement:Thebestdemonstratedperformanceforanexistingconfigurationofaprocessorsystem.Itisanempiricaldemonstrationofwhatlevelofimprovementcanpotentiallybereached.

EpsilonЄ:Greeksymbolusedtorepresentresidualerror.

ExperimentalDesign:SeeDesignofExperiments.

FailureModeandEffectsAnalysis(FMEA):Aprocedureusedtoidentify,assessandmitigaterisksassociatedwithpotentialproduct,systemorprocessFailureModes.

FinanceRepresentative:ApersonwhoprovidesanindependentevaluationofaLeanSixSigmaprojectintermsofhardand/orsoftsavings.TheyareaprojectsupportresourcetobothChampionsandProjectLeaders.

FishboneDiagram:SeeCauseandEffectDiagram.

Flowchart:Agraphicmodeloftheflowofactivities,materialand/orinformationthatoccursduringaprocess.

GageR&R:Quantitativeassessmentofhowmuchvariation(repeatabilityandreproducibility)isinameasurementsystemcomparedtothetotalvariationoftheprocessorsystem.

GreenBelt:AGreenBeltisaparttimeLeanSixSigmapositionthatappliesLeanSixSigmatotheirlocalarea,doingsmaller-scopedprojectsandprovidingsupporttoBlackBeltprojects.

HiddenFactoryorOperation:Correctiveandnon-value-addedworkrequiredtoproduceaunitofoutputthatisgenerallynotrecognizedasanunnecessarygeneratorofwasteinformofresources,materialsandcost.

Histogram:Abarchartthatdepictsthefrequencies(bytheheightoftheplottedbars)ofnumericalormeasurementcategories.

ImplementationTeam:Across-functionalexecutiveteamrepresentingvariousareasofthecompany.ItscharteristodrivetheimplementationofLeanSixSigmabydefininganddocumentingpractices,methodsandoperatingpolicies.

Input:Aresourceconsumed,utilizedoraddedtoaprocessorsystem.SynonymouswithX,characteristic,andinputvariable.


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SIX SIGMAGLOSSARY, CONTINUEDInput-Process-Output(IPO)Diagram:Avisualrepresentationofaprocessorsystemwhereinputsarerepresentedbyinputarrowstoabox(representingtheprocessorsystem)andoutputsareshownusingarrowsemanatingoutofthebox.

IsikawaDiagram:SeeCauseandEffectDiagramandFishboneDiagram.

LeastSquares:Amethodofcurve-fittingthatdefinesthebestfitastheonethatminimizesthesumofthesquareddeviationsofthedatapointsfromthefittedcurve.

Long-TermVariation:Theobservedvariationofaninputoroutputcharacteristicwhichhashadtheopportunitytoexperiencethemajorityofthevariationeffectsthatinfluenceit.

LowerControlLimit(LCL):UsedwithControlCharts:thelimitabovewhichthesubgroupstatisticsmustremainfortheprocesstobeincontrol.Typically,3StandardDeviationsbelowthecentraltendency.

LowerSpecificationLimit:Thelowestvalueofacharacteristicwhichisacceptable.

MasterBlackBelt:ApersonwhohasreceivedtrainingbeyondaBlackBelt.Thetechnical,go-toexpertregardingtechnicalandprojectissuesinLeanSixSigma.MasterBlackBeltsteachandmentorotherBelts,theirprojectsandsupportChampions.

Mean:SeeAverage.

Measurement:Theactofobtainingknowledgeaboutaneventorcharacteristicthroughmeasuredquantificationorassignmenttocategories.

MeasurementAccuracy:Forarepeatedmeasurement,itisacomparisonoftheaverageofthemeasurementscomparetosomeknownstandard.

MeasurementPrecision:Forarepeatedmeasurement,itistheamountofvariationthatexistsinthemeasuredvalues.

MeasurementSystemsAnalysis(MSA):Anassessmentoftheaccuracyandprecisionofamethodofobtainingmeasurements.SeealsoGageR&R.

Median:Themiddlevalueofadatasetwhenthevaluesarearrangedineitherascendingordescendingorder.

Metric:Ameasurethatisconsideredtobeakeyindicatorofperformance.Itshouldbelinkedtogoalsorobjectivesandcarefullymonitored.

NaturalTolerancesofaProcess:SeeControlLimits.

NominalGroupTechnique:Astructuredmethodthatateamcanusetogenerateandrankalistofideasoritems.


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SIX SIGMAGLOSSARY, CONTINUEDNon-ValueAdded(NVA):Anyactivityperformedinproducingaproductordeliveringaservicethatdoesnotaddvalue,wherevalueisdefinedaschangingtheform,fitorfunctionoftheproductorserviceandissomethingforwhichthecustomeriswillingtopay.

NormalDistribution:Thedistributioncharacterizedbythesmooth,bell-shapedcurve.SynonymouswithGaussiandistribution.

ObjectiveStatement:Asuccinctstatementofthegoals,timingandexpectationsofaLeanSixSigmaimprovementproject.

Opportunities:Thenumberofcharacteristics,parametersorfeaturesofaproductorservicethatcanbeclassifiedasacceptableorunacceptable.

OutofControl:AprocessissaidtobeoutofcontrolifitexhibitsvariationslargerthanitsControlLimitsorshowsapatternofvariation.

Output:Aresourceoritemorcharacteristicthatistheproductofaprocessorsystem.SeealsoY,CTQ.

ParetoChart:ABarChartforAttribute(orcategorical)Datacategoriespresentedindescendingorderoffrequency.

ParetoPrinciple:ThegeneralprincipleoriginallyproposedbyVilfredoPareto(1848-1923)thatthemajorityofinfluenceonanoutcomeisexertedbyaminorityofinputfactors.

Poka-Yoke:AtranslationofaJapanesetermmeaningtomistake-proof.

Probability:Thelikelihoodofaneventorcircumstanceoccurring.

ProblemStatement:AsuccinctstatementofabusinesssituationwhichisusedtoboundanddescribetheproblemtheLeanSixSigmaprojectisattemptingtosolve.

Process:Asetofactivitiesandmaterialand/orinformationflowwhichtransformsasetofinputsintooutputsforthepurposeofproducingaproduct,providingaserviceorperformingatask.

ProcessCharacterization:Theactofthoroughlyunderstandingaprocess,includingthespecificrelationship(s)betweenitsoutputsandtheinputs,anditsperformanceandcapability.

ProcessCertification:Establishingdocumentedevidencethataprocesswillconsistentlyproducerequiredoutcomeormeetrequiredspecifications.

ProcessFlowDiagram:SeeFlowchart.

ProcessMember:Apersonwhoperformsactivitieswithinaprocesstodeliveraprocessoutput,aproductoraservicetoacustomer.


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SIX SIGMAGLOSSARY, CONTINUEDProcessOwner:ProcessOwnershaveresponsibilityforprocessperformanceandresources.Theyprovidesupport,resourcesandfunctionalexpertisetoLeanSixSigmaprojects.TheyareaccountableforimplementingdevelopedLeanSixSigmasolutionsintotheirprocess.

QualityFunctionDeployment(QFD):Asystematicprocessusedtointegratecustomerrequirementsintoeveryaspectofthedesignanddeliveryofproductsandservices.

Range:Ameasureofthevariabilityinadataset.Itisthedifferencebetweenthelargestandsmallestvaluesinadataset.

RegressionAnalysis:Astatisticaltechniquefordeterminingthemathematicalrelationbetweenameasuredquantityandthevariablesitdependson.IncludesSimpleandMultipleLinearRegression.

Repeatability:Theextenttowhichrepeatedmeasurementsofaparticularobjectwithaparticularinstrumentproducethesamevalue.SeealsoGageR&R.

Reproducibility:Theextenttowhichrepeatedmeasurementsofaparticularobjectwithaparticularindividualproducethesamevalue.SeealsoGageR&R.

Rework:Activityrequiredtocorrectdefectsproducedbyaprocess.

RiskPriorityNumber:Theaggregatescoreofafailuremodeincludingitsseverity,frequencyofoccurrenceandabilitytobedetected.

RolledThroughputYield:Theprobabilityofaunitgoingthroughallprocessstepsorsystemcharacteristicswithzerodefects.

R.U.M.B.A.:Anacronymusedtodescribeamethodtodeterminethevalidityofcustomerrequirements.ItstandsforReasonable,Understandable,Measurable,BelievableandAchievable.

RunChart:Abasicgraphicaltoolthatchartsacharacteristicsperformanceovertime.

ScatterPlot:Achartinwhichonevariableisplottedagainstanothertodeterminetherelationship,ifany,betweenthetwo.

ScreeningExperiment:Atypeofexperimenttoidentifythesubsetofsignificantfactorsfromamongalargegroupofpotentialfactors.

ShortTermVariation:Theamountofvariationobservedinacharacteristicwhichhasnothadtheopportunitytoexperienceallthesourcesofvariationfromtheinputsactingonit.

SigmaScore(Z):Acommonlyusedmeasureofprocesscapabilitythatrepresentsthenumberofshort-termStandardDeviationsbetweentheCenterofaprocessandtheclosestspecificationlimit.Sometimesreferredtoassigmalevel,orsimplySigma.


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SIX SIGMAGLOSSARY, CONTINUEDSignificantY:Anoutputofaprocessthatexertsasignificantinfluenceonthesuccessoftheprocessorthecustomer.

SixSigmaLeader:ApersonwholeadstheimplementationofLeanSixSigma;coordinatesallofthenecessaryactivities,assuresoptimalresultsareobtainedandkeepseveryoneinformedofprogressmade.

SixSigmaProject:Awell-definedeffortthatstatesabusinessprobleminquantifiabletermsandwithknownimprovementexpectations.

SixSigma(System):Aprovensetofanalyticaltools,projectmanagementtechniques,reportingmethodsandmanagementtechniquescombinedtoformapowerfulproblemsolvingandbusinessimprovementmethodology.

SpecialCauseVariation:Thosenon-randomcausesofvariationthatcanbedetectedbytheuseofControlChartsandgoodprocessdocumentation.

SpecificationLimits:Theboundsofacceptableperformanceforacharacteristic.

Stability(ofaprocess):AprocessissaidtobestableifitshowsnorecognizablepatternofchangeandnoSpecialCausesofvariationarepresent.

StandardDeviation:Oneofthemostcommonmeasuresofvariabilityinadatasetorinapopulation.Itisthesquarerootofthevariance.

StatisticalProblem:Aproblemthatisaddressedwithfactsanddataanalysismethods.

StatisticalProcessControl(SPC):Theuseofbasicgraphicalandstatisticalmethodsformeasuring,analyzingandcontrollingthevariationofaprocessforthepurposeofcontinuouslyimprovingtheprocess.Aprocessissaidtobeinastateofstatisticalcontrolwhenitexhibitsonlyrandomvariation.

StatisticalSolution:Adatadrivensolutionwithknownconfidence/risklevels,asopposedtoaqualitative,“Ithink”solution.

Supplier:Apersonorentityresponsibleforprovidinganinputtoaprocessintheformofresourcesorinformation.

Trend:Agradual,systematicchangeovertimeorsomeothervariable.

TSSW:ThinkingtheSixSigmaWay.AmentalmodelforimprovementwhichperceivesoutcomesthroughacauseandeffectrelationshipcombinedwithLeanSixSigmaconceptstosolveeverydayandbusinessproblems.

Two-LevelDesign:Anexperimentwhereallfactorsaresetatoneoftwolevels,denotedaslowandhigh(-1and1).


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SIX SIGMAGLOSSARY, CONTINUEDUpperControlLimit(UCL)forControlCharts:TheUpperLimitbelowwhichaprocessstatisticmustremaintobeinControl.Typicallythisvalueis3Standarddeviationsabovethecentraltendency.

UpperSpecificationLimit(USL):Thehighestvalueofacharacteristicwhichisacceptable.

Variability:Agenerictermthatreferstothepropertyofacharacteristic,processorsystemtotakeondifferentvalueswhenitisrepeated.

Variables:Quantitieswhicharesubjecttochangeorvariability.

VariableData:Datawhichiscontinuous,whichcanbemeaningfullysubdivided,i.e.canhavedecimalsubdivisions.

Variance:Aspecificallydefinedmathematicalmeasureofvariabilityinadatasetorpopulation.ItisthesquareoftheStandardDeviation.

Variation:SeeVariability.

VOB:VoiceoftheBusiness.Representstheneedsofthebusinessandthekeystakeholdersofthebusiness.Itisusuallyitemssuchasprofitability,revenue,growth,marketshare,etc.

VOC:VoiceoftheCustomer.Representstheexpressedandnon-expressedneeds,wantsanddesiresoftherecipientofaprocessoutput,aproductoraservice.Itisusuallyexpressedasspecifications,requirementsorexpectations.

VOP:VoiceoftheProcess.Representstheperformanceandcapabilityofaprocesstoachievebothbusinessandcustomerneeds.Itisusuallyexpressedinsomeformofanefficiencyand/oreffectivenessmetric.

X:Aninputcharacteristictoaprocessorsystem.InLeanSixSigmaitisusuallyusedintheexpressionofY=f(X),wheretheoutput(Y)isafunctionoftheinputs(X).

YellowBelt:Apersonwhoreceivesapproximatelyoneweekoftraininginproblemsolvingandprocessoptimizationmethods.YellowBeltsparticipateinProcessManagementactivates,participateonGreenandBlackBeltprojectsandapplyconceptstotheirworkareaandtheirjob.

Z–Score:SeeSigmaScore.


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THEORYOFCONSTRAINTSTheTheoryofConstraintsisatooltohelp“connectthedots”inthesystematicapproachofproblem-solving.

BOTTLENECKACTIVITY: ‘I ’M NOTA BOTTLENECK, I ’M A FREEMAN!’ References:http://www.agilecoach.net/coach-tools/bottleneck-game/

CCBYSA:[email protected]@portiatung.org

Inthischapter,yourinstructorwillbehandingoutasimulationactivity.7volunteersareneededforthesimulation.Theactivitywillbecompletedfourtimes.Aftereachtime,adebriefingwilltakeplace.Theclasswilldecidewho(where)thebottleneckisandhowtomakeimprovementstotheprocess.

Afteranimprovementprocesshasbeenagreedtoamongtheclass,gothroughtheactivityagain,repeatingtheprocessuntilithasbeencompletedfourtimes.

Instructions:

! 7membersarerequiredtoplaythe7rolesoftheteaminthesimulation.! Thesimulationrunsfor4roundsof5minuteseach,eachfollowedbyadebriefing.! Aplayermaystepoutofthesimulationwhenevertheywant.! Anothervolunteermaystepintotaketheirplace.! NoSpecialSkillsarerequired–directionswillbegiven.

EquipmentandSupplies:

! Pen! Paper! Coloredmarkersfordesigningthehatorboat

Goal:

! Tocreateasmanyboatsandhatsaspossiblefulfillingcustomerrequirements! Useasfewsheetsofpaperaspossible(minimizewaste)

Yourinstructorwill:

! Explainthetask.! Demonstratetheworktobeperformed(foldingahatandboatonetime).

The7rolesare(decidewhoisineachrole):

1. CustomerRequirement:Tellstheteamwhatthecustomerneedsare;providesthefoldingpapertotheteam;countshowmuchpaperwasused.

2. Analyst:Communicatesifmakingaboatorhat.Performstheinitialfolding.


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3. Designer:Continuesfolding.

4. Programmer:Finishesfolding.Ifthecustomerwantsahat,thereislittletodo.Ifthecustomerwantsaboat,thenfirstmakeahat,thenperformtheextrastepsrequiredtofoldaboat.Note:Theprogrammerjobsheetis2pageslong.

5. UserinterfaceDesigner:Decoratesahatwithexactlyonefloweroneachside.Decoratesaboatwithexactlythreeportholesoneachsideandexactlyoneanchorononeside.(Willneedcoloredmarkers.)

6. Tester:Verifiestheproductoftheteamagainsttheacceptancecriteria.Ifitdoesn’tpass,thenreturntothepersonresponsibleforthefault.

7. CustomerAcceptance:Performfinalacceptancecheckagainstthewrittencriteria.Countthenumberoffinishedboatsandhats.

Performthejobaswrittenthefirsttime.Youhave5minutes.

Debrief:

Lookingattheresults(completedbytheCustomerAcceptancerole),discussasaclass:

1. Who(where)wasthebottleneck?

2. Wherewastheproductpilingup?

3. Waseveryonebusyallthetime?

4. Wastheprocessofreturningafaultyhatorboattothepersonresponsibleefficient?

5. Howmuchwastewasthere?(time,paper,etc.)

6. Howdidtheworkersfeel?Howdoyouthinkthebottleneckfelt?

7. Whatimprovementscouldbemade?Decideasaclass.

Repeattheprocessuntilithasbeencompletedfourtimes.Improvingtheprocesseachstep.

1. Identifythebottleneck.

2. Exploitthebottleneck–reworkhis/herjob.

3. Subordinateeverydecisiontothebottleneck(theyarethemostimportantpartofthesystem).

4. Elevatethebottleneck–investtime/money/resourcesintothebottleneck.

5. Repeatprocess,untilitworks!


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BOTTLENECKACTIVITY QUESTIONSDirections:Answerthefollowingquestions.

1. Wherewasthebiggestbottleneck?Werethereothersmallerbottlenecks?Explain.

2. Nameatleastthreedifferentimprovementsthegrouptried.Didtheywork?Howwastheimprovementmeasured?

3. Didanybodydropoutandhavetobereplaced?Howdidthisaffecttheprocess?Issomeonedroppingoutrealistic?


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4. Canyounamesomethingthatwouldhelptheprocess,beforeitevenbegan?

5. Diagramtheoriginalprocessandpointoutwhereitneededimprovement.Thendiagramthefinal,improvedprocess.

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