ng bb 53 process control [compatibility mode]

UNCLASSIFIED / FOUO

National GuardBlack Belt TrainingBlack Belt Training

Module 53

Process Control

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

CPI Roadmap – Controlp

1 Validate 4. Determine3. Set 5. Develop 6. See 2. Identify 7. Confirm 8. Standardize

8-STEP PROCESS

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

TOOLS•KPIs/MetricsACTIVITIES

• Implement Mistake Proofing •Control Charts & SPC•Standard Operating Procedures (SOP’s)•Training Plan•Communication Plan•Implementation Plan

• Implement Mistake Proofing• Develop SOP’s, Training Plan, Process

Controls• Implement Solution• Establish Ongoing Process Measurements •Implementation Plan

•Process Control / Response Plans•Visual Process Control Tools•Project Replication•Project Commissioning

• Identify Project Replication Opportunities• Estimate Final Financial/Operational Benefits• Transition Project to Process Owner• Develop Audit/Response Plan• Create Final Storyboard

UNCLASSIFIED / FOUO2

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

•Storyboards•Team Feedback Session

Create Final Storyboard• Complete Control Tollgate

UNCLASSIFIED / FOUO

Learning ObjectivesLearning ObjectivesApply the concepts of Control Plans to process i t j timprovement projects

Apply the concepts of Standard Operating Procedures to process improvement processes


Process Control

UNCLASSIFIED / FOUO

Control Phase TasksAfter developing and implementing a pilot:

Control Phase Tasks

1. Validate the measurement system for theKPOV(s) and critical KPIV(s)

2. Implement the improvements We discussed these tools earlier2. Implement the improvements

3. Create a process control system to make sure that the improved process stays in control

D t th i t d f it i thDocument the appropriate procedures for monitoring the process, including how to react if it goes out of controlDevelopment of the process control system really gets started early in your project but is implemented in the Control Phasey p j p

4. Process Documentation and Standard Operating Procedures

5. Project closure and commissioning


Process Control

We will discuss this tool later

UNCLASSIFIED / FOUO

Measurement System AnalysisMeasurement System AnalysisWhen collecting data as part of our control system,

t if th t th i t iwe must verify that there is not excessive measurement system variation present.

h ll h ld h b d dThis really should have been done prior to conducting significant analysis but now is your absolute last chancechance

To validate the measurement system, you should use the same process that you learned in the MSAthe same process that you learned in the MSA modules in Measure


Process Control

UNCLASSIFIED / FOUO

Determine Process CapabilityDetermine Process CapabilityProcess capability is the measure for how a process is performingperforming

Verify that our process is doing better, we need to re-calculate that number nowcalculate that number now

Recalculate during the pilot phase to confirm the capability has improved, then calculate it again aftercapability has improved, then calculate it again after the improvement has gone live in the workplace

The second "real-world" calculation should only happen after enough time has passed to allow sufficientafter enough time has passed to allow sufficient sampling and the process is in controlFor the purpose of this training, that means after you


Process Control

have completed the Control tasks

UNCLASSIFIED / FOUO

Improvement ConfirmationImprovement ConfirmationConfirmation in Six Sigma means statistics that will b k d i iback up your decisions.

We will be using calculations that you have already l d b l d h hlearned in process capability and hypothesis testing

This means comparing the mean and standard deviation of the original data collected with data collected after the improvement


Process Control

UNCLASSIFIED / FOUO


Control Plans

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

Cultural Issues and ControlCultural Issues and ControlIf data has been used to develop the solution, if it fails, it is usually not due to technical issuesusually not due to technical issues

Acceptance by the people in the process (cultural issues) often determines success or failure

Force Field Analysis helps to identify and mitigate cultural risk

Driving forces are things that can or will drive the organization to implement the changeto implement the change

Restraining forces are things that can or will drive the organization to reject the change

Key: Strengthen driving forces and/or weaken restraining forces


Process Control

UNCLASSIFIED / FOUO

Exercise: Cultural IssuesExercise: Cultural IssuesFor your training project, complete a Force Field analysis for the implementation and control plansfor the implementation and control plans

__________________ Project Implementation and Control

Driving Forces Restraining Forces


Process Control

UNCLASSIFIED / FOUO

Maintaining the ImprovementMaintaining the ImprovementThere are the three approaches you can use to

i t i i tmaintain your process improvement.

They are not sequential, however there is somewhat f h hof a hierarchy:

Risk ManagementMi t k P fiMistake Proofing

Both should be considered before or in tandem with a control charting strategy, because they are strategies for avoiding potential problems altogether

Control Charts can only monitor for potential problems All th ee app oaches m st ha e


Process Control

problems All three approaches must have Control Plans to sustain the gains

UNCLASSIFIED / FOUO

Mistake ProofingMistake ProofingThe best approach to process control is Mistake Proofing Mistake Proofing is a method for avoidingProofing. Mistake Proofing is a method for avoiding errors in a process

The simplest definition of "Mistake Proofing” is that itThe simplest definition of Mistake Proofing is that it is a technique for eliminating errors by making it impossible to make mistakes in the process

Unfortunately, mistake proofing is not always possible or economically practical, therefore you must develop a plan with on-going monitoringa plan with on-going monitoring


Process Control

UNCLASSIFIED / FOUO

Control Charts Control Charts Control charts are essentially a feedback system

Generating control charts requires on-going data collection on a process to monitor how it performed b f d f hbefore and after the improvements


Process Control

UNCLASSIFIED / FOUO

Review of Control ChartsReview of Control Charts

Focuses attention on measuring and tracking g gprocess variation over time

Distinguishes between special and common g pcauses of variation

Used as a tool for process control (can monitor p (inputs and outputs over time)

Tracks process improvements in quality, cost p p q y,and/or throughput

Establishes a normative and uniform language


g gfor comparing performance among processes

UNCLASSIFIED / FOUO

Steps to Create Control ChartsSteps to Create Control Charts

Determine where to use control charts

Determine the control chart type, and then the sampling method

Collect data

Calculate statistics

Track data, remove causes for out-of-control points, and recalculate statistics. Repeat until stable.

Develop action plan for out-of-control conditions

Run the process over time


UNCLASSIFIED / FOUO

Creating Control Charts

typef

ATTRIBUTE CONTINUOUSof data

type ofattribute

data

subgroupsize

DEFECTS DEFECTIVES

I – MR Chart

X – R Chart

X – S Chart

sample size

sample size

1 2-7 8+subgroup size

Chart Chart Chart

C Chart U Chart NP P Chart

VARIABLECONSTANT CONSTANT VARIABLEIndividuals & Moving

Range

Mean & Range

Mean & Std. Dev.

Choose Appropriate Control Chart

C Chart U Chart Chart P Chart

Number of Incidences

Incidences per Unit

Number of Defectives

Proportion Defective


UNCLASSIFIED / FOUO

Input vs. Output MeasuresInput vs. Output MeasuresX Y


UNCLASSIFIED / FOUO

Control Chart AdvantagesControl Chart Advantages

Systematic and efficient method for turning data intoSystematic and efficient method for turning data into actionable information

Lets people make decisions from FACTSp p

Highlights special cause impacts to a process

Provides warning of degradation before making defect o des a g o deg ada o be o e a g de ecproducts / services

Establishes controls for continuous improvement and h id f i tshows evidence of improvements

Involves everyone and builds worker knowledge of the process


process

UNCLASSIFIED / FOUO

Show Control Chart Stagesg

P Chart of Bad by Stage

0.6

0.5

Before After

1

P Chart of Bad by Stage

0.4

0.3

0.2Prop

orti

on

UCL=0.30451

1715131197531

0.1

0.0

Sample

_P=0.1069

LCL=0

Tests performed with unequal sample sizes


Select stages under Options button in Minitab

UNCLASSIFIED / FOUO

Watch for PatternsWatch for Patterns

OUTLIERSWrong process settings, error in measurement, subgrouping or plotting, incomplete operation, machine and tool breakdowns, power surge.

SHIFTSIs the change sudden or gradual?

Introduction of a new material, machine, operator, inspector or test set, new process controls, maintenance, process changes, change in proportion of materials from different sources.

TRENDSTool or fixture wear, deterioration of materials, aging, changes in maintenance or calibration environmental factors human factors


maintenance or calibration, environmental factors, human factors, production schedules, gradual changes in materials or process, accumulation of waste products, machine warm-up.

UNCLASSIFIED / FOUO

Watch for PatternsWatch for PatternsCYCLES

Does the time period of the cycle suggest a cause?Does the time period of the cycle suggest a cause?

Environmental factors, worn locations on tools or fixtures, human factors, gage changes, voltage fluctuations, shift changes, systematic rotation of equipment or materials, merging of subassemblies or processes.

STRATIFICATIONCould each subgroup be a mixture of data from more than one source?

N d li i l l ti i t h t t ti lNon-random sampling, miscalculation, incorrect chart type, non-rational subgrouping, reduction in process variability, changes in inspection process.

MIXTURESCould subgroups be coming from two sources alternately?

Two or more different materials, operators, designs, or testers mixed in the process, over adjustments of the process, poor sampling procedures, control of two or more processes on the same chart


two or more processes on the same chart

UNCLASSIFIED / FOUO

Implementation NotesImplementation Notes

Use Control Charts where it will be of benefit

Design the improvements and monitor their impact over time

Train everyone on how to read control charts

Create a control plan to identify “triggers” to watchCreate a control plan to identify triggers to watch and “responses” to implement

Beware: Graphs can be misleading


UNCLASSIFIED / FOUO

What Is a Control Plan?What Is a Control Plan?Control plans provide a written summary description of the

t d i i i i i d i i tisystems used in minimizing process and service variation

Control plans do not replace information contained in detailed instructionsdetailed instructions

In a grand sense the control plan describes the actions that are required at each phase of the process includingare required at each phase of the process including receiving, in-process, outgoing, and periodic requirements to assure that all process outputs will be in a state of controlcontrol

Ultimately, the control plan is a living document reflecting current methods of control and measurement systems used


Process Control

current methods of control and measurement systems used

UNCLASSIFIED / FOUO

Control Plan Minimum RequirementsControl Plan Minimum Requirements1. Identify the process that is being controlled

2. Identify measures (numbers) to be monitored

3. Identify “trigger point” values for each measure where3. Identify trigger point values for each measure where action should be taken

4 Identify action to be taken when a “trigger point” is4. Identify action to be taken when a trigger point is reached

5 Identify who is responsible for taking action when a5. Identify who is responsible for taking action when a “trigger point” is reached


Process Control

UNCLASSIFIED / FOUO

Elements of Process Control PlansElements of Process Control PlansHolds the performance gains made

Assists in highlighting opportunities for further improvement activities

Is a living documentAdjusted as conditions change and further improvements madeHas formal provision for periodic review

Is interesting and easy to understand – use pictures and colors


Process Control

UNCLASSIFIED / FOUO

Why Is a Process Control Plan Necessary?Why Is a Process Control Plan Necessary?Processes have a tendency to degrade over time

Also, at this stage, the process is generally moving beyond the hands of the CPI team

Those who are responsible for continuing the process need a clear understanding of how to implement it consistently and steps to take if it gets out of controlconsistently and steps to take if it gets out of control

The improved process needs to be communicated to all involved parties through documentation and p gtraining

A data collection plan is also necessary to test the i d d fi h h l i


Process Control

improved process and confirm that the solutions are indeed having positive impact

UNCLASSIFIED / FOUO

Existing Control DocumentationExisting Control DocumentationMany processes already have in place what are called " lit l " t h i h t i ti b"quality plans" to ensure each service characteristic or sub-process stays in conformance with their overall process

You should take into consideration any existing qualityYou should take into consideration any existing quality plans as part of establishing a process control system for your project

The existing plan may include process procedures and tolerances, as well as items to be monitored for control and response plans in the event of a process breakdown. These p p pcan inform your own control planYour improved sub-process may have an impact on the quality plan so you need to include changes to it as part of


Process Control

quality plan, so you need to include changes to it as part of your documentation

UNCLASSIFIED / FOUO

Process Control Plan HeaderProcess Control Plan Header

Control Plan Number (for Doc. Control)

Date revised and effective date

Contact person who “owns” Control PlanContact person who owns Control Plan

Team personnel that created Plan

Service or Product numbers/processes that Plan applies to

Other identification notes


Process Control

UNCLASSIFIED / FOUO

Process Control Plan Body – 1Process Control Plan Body 1Following the layout of the new Process Map, list the

ti t d f hprocess operation steps and for each:Number of the step N f t ( ti ti t b d )Name of step (operation or action to be done)Tools and/or guides used to assist operationCharacteristics of the process step (KPIVs)Characteristics of the process step (KPIVs)Characteristics of the step outcomes (KPOVs)Any special notation for a characteristic ?Any special notation for a characteristic ? (Safety or environmental issue?)


Process Control

UNCLASSIFIED / FOUO

Process Control Plan Body – 2Process Control Plan Body 2Proposed specs for each KPIV and KPOV including the t ltolerances

Evaluation or measurement technique - how to monitor the variable meets the specification or tolerancevariable meets the specification or tolerance

For each characteristic called outAttribute or VariableHow measurement will be done (tool and SOP)Sample size and frequency

Control/monitoring method

Reaction plan for when KPIV/KPOV goes out of spec


Process Control

p g p

UNCLASSIFIED / FOUO

Control Plan StrategyControl Plan StrategyThe intent of an effective control plan strategy is to:

Operate our processes consistently on target with minimum variationMinimize process tampering (over adjustment)Minimize process tampering (over-adjustment)Assure that the process improvements that have been identified and implemented become institutionalizedpProvide for adequate training in all proceduresInclude required maintenance schedules

Revise Perodically


Process Control

Revise Perodically

UNCLASSIFIED / FOUO

Documenting the Control PlanProcess Process Step Input Output

Process Specification (LSL,

USL, Target)

Cpk /Date (Sample Size)

Measurement System

%R&R %P/T

Current Control Method

Sample Size

Sample Frequency Reaction Plan

Documenting the Control Plan

For Key Process Input and Key Process Output variables, the measurement system and measurement system capability should be identifiedy y p yTargets and specification limits for Key Process Input Variables and Key Process Output variables are recordedFor inputs and outputs, the process capability should be calculatedThe specifics of the sampling plan with associated reaction plan for out-of-spec conditions should be listedThis document is an extension of the Current Controls column of the FMEA


Process Control

UNCLASSIFIED / FOUO

FMEA In Control PlanningFMEA In Control PlanningThe FMEA should be a primary source for the identification of key variables to control and for an initial evaluation of current control plans

Process Step Key Process Input Potential Failure Mode Potential Failure Effects

SEV

Potential CausesOCC

Current Controls

variables to control and for an initial evaluation of current control plans

Process Process Step Input OutputProcess

Specification (LSL, USL, Target)


Measurement System

%R&R %P/T


Sample Size



Process Control

UNCLASSIFIED / FOUO

Control Plan DevelopmentControl Plan DevelopmentContinuous variables: determine optimal operatingdetermine optimal operating window (specifications)

Discrete/attribute variables: Process Process Step Input OutputProcess

Specification (LSL, US T )

Cpk /D(Sample/

determine optimal setting, procedure, material, etc.

U t ll bl i

USL, Target) (Sample

Uncontrollable noise variables: determine acceptable operating windows f i i blfor compensating variables


Process Control

UNCLASSIFIED / FOUO

Control Plan Development Control MethodsControl Plan Development Control MethodsFor Controllable Variables: St ti ti l P C t lVariables:

Inspection and Test MethodsStandard Operating Procedures

Statistical Process ControlChoice of control chart(s) and sampling planP o ed e fo identif ing(“SOPs”), Checklists

Mistake-proofing systems and devices

Procedures for identifying and responding to out-of-control points and undesirable trends

Color tagsSingle use devices

Procedures for preventing recurrence of special causes

Automated process controlon

L, Cpk /Date

(Sample Size) Measurement

Technique%R&R

P/TCurrent Control

MethodSam

S

p


Process Control

UNCLASSIFIED / FOUO

Control Plan Development Control MethodsControl Plan Development Control MethodsFor Noise (Uncontrollable Input) Variables:Input) Variables:

Compensate with changes to KPIVs (based on known relationships not tweaking or

on Cpk /Date Measurement %R&R Current Control Sam

relationships, not tweaking or opinion!)Define shutdown conditions

on L,


Measurement Technique

%R&R P/T


SamSUse alternative quality control

procedures (inspection, sorting, rework, etc.)


Process Control

UNCLASSIFIED / FOUO

Control Methods TakeawaysChanges in the process require changes to the control

th d

Control Methods Takeaways

method

Control methods identify person responsible for l f h l bl d d l b hcontrol of each critical variable and details about how

to react to out-of-control conditions (see next slide)

Control methods include a training plan and process auditing system

Complicated methods can be referenced by document number and location


Process Control

UNCLASSIFIED / FOUO

Reaction PlansReaction Plans

Holding the Gain

Monitor and respond to problems

Manage the process day-to-dayManage the process day to day

Practice continuous improvement

h dWhen you improve a process and hold the gain, it ensures your efforts

have not been in vain


Process Control

UNCLASSIFIED / FOUO

Reaction Plan and ProceduresReaction Plan and ProceduresActions should be the responsibility of peopleresponsibility of people closest to the process

The reaction plan can

R Current Control M th d

Sample Size


The reaction plan can simply refer to an SOP and identify the person responsible for the reaction Method q yresponsible for the reaction procedure

In all cases, suspect orIn all cases, suspect or nonconforming service must be clearly identified and quarantined


Process Control

quarantined

Can be built from the FMEA

UNCLASSIFIED / FOUO

Building a Reaction PlanBuilding a Reaction Plan1.Examine Each Key Step in the Process

Entire SIPOC

2.Apply Preventive PlanningWhat could go wrong?How would we respond – contingency?Who would be responsible?Who would be responsible?

3.Set “Trigger” MeasuresWh ld ?What would warrant response?

4.Document the Plan


Process Control

Key ingredient for Process Management

UNCLASSIFIED / FOUO

Examples of Reaction PlansExamples of Reaction PlansAdjust the machine and recheck

Separate service and quarantine

Return to supplier / previous process stepReturn to supplier / previous process step

Notify supervisor

Resource shift

NOTE: Area personnel will typically have a list of items toNOTE: Area personnel will typically have a list of items to check when a characteristic wanders out of control


Process Control

UNCLASSIFIED / FOUO

Reaction TypesReaction TypesCompensate

This type of control involves making a process adjustment to bring theThis type of control involves making a process adjustment to bring the variable back into control without identifying or correcting the factor which caused the situation

Correctoved

ache

s

CorrectIn this type of control action, the cause of the variation is identified and corrected temporarily. The problem may reappear soon.

Prevent

Impr

o

App

roa

PreventIn this type of action, the cause of the variation is identified and permanently corrected. The cause will not happen again or at least will not occur as often.

A

Typically, unsuccessful control programs utilize only compensating actions. Focus control plan response on preventative action. Examples

i l d t l i l t i i t ti


Process Control

include root cause analysis, personnel training, preventative maintenance, controller tuning and replacing defective equipment.

UNCLASSIFIED / FOUO

How to Take Preventative ActionHow to Take Preventative ActionWhen an undocumented out-of-control condition occurs, a cross-functional team consisting mainly of area personnel processfunctional team consisting mainly of area personnel, process engineers, and supervisors identify the variable to be controlled and follow these steps:1. Prepare or update a process flow diagram of the system2. A cause/effect (fishbone) diagram is prepared illustrating

possible causes of variation in the processpossible causes of variation in the processFour basic areas to center on are: manpower, materials, methods, and machinery

3 The team selects the most likely causes from the list3. The team selects the most likely causes from the list4. Starting with the most likely causes, root causes of the

variation are identified. Ask “WHY?” five times!


Process Control

Find root causes, not likely causes!

UNCLASSIFIED / FOUO

How to Take Preventative Action (Cont.)How to Take Preventative Action (Cont.)5. Prepare a Reaction Plan for each out-of-control condition

C l d i th d th t th h ld b h k d th t lik lCauses are placed in the order that they should be checked, the most likely or easiest to check firstThe team determines compensating actions to take should no cause be identifiedidentified

6. The Reaction Plan is reviewed by the team and the process experts for modifications. The team determines how the plan will be documented and how to train the work force

7. Corrective action (permanent ones!) assignments are made and followed up to prevent recurrence!followed up to prevent recurrence!

8.Define a plan to collect data on how often the reaction plan is used and how well it works. Review results quarterly


Process Control

q y

UNCLASSIFIED / FOUO

Trouble ShootingTrouble ShootingA control plan is a logical, systematic approach for fi di d ti t f t f t lfinding and correcting root causes of out-of-control conditions, and will be a valuable tool for process improvementimprovement

A key advantage of the reaction plan form is its use as a troubleshooting guide for area personnelas a troubleshooting guide for area personnel

A systematic guide of what to look for during upset conditions is valuable on its own


Process Control

UNCLASSIFIED / FOUO

R&R Leave Program ExamplePROJECT NAME DIVISION DIVISION CHIEF DATE

3/31/2007BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER

COL Donna Alberto

Stewart Goesch MONTHLY REPORT

USCENTCOM R&R Leave Program

LTC Frazlier Pope Army G-1, USCENTCOM, CFLCC, TRANSCOM

Human Relations Readiness Division, HRPD

R&R Leave Program Example

Freq. Process Step Target Value

Upper Control

Limit

Lower Control

LimitCurrent Reaction Plan

1 PAX ProjectionsLTC Rivera; LTC Coperhaven; LTC K

Daily/MonthlyProject PAX 90, 60, 30, 6 days and 48 h

100% Accurate 100% 85% 88% If pax projection accuracy drops below 85%, CFLCC will

automatically reduce PAX estimates by 5-10%

Applicable Control Charts and MetricsControl Action

NumberControl Action Responsible

Individual

Knott 48 hrs out Accurate automatically reduce PAX estimates by 5 10%

2 Aircraft/Seat Orders

Mike Phillips (with Dave Hamilton & LTC Knott)

Daily/Monthly Order Seats/Aircraft

100% Accurate 100% 85% 92%

If pax seat fill accuracy drops below 85% (e.g. over 15% excess seats continuously ordered), G-1 will automatically reduce PAX seat estimates forwarded to AMC by 5-10%

3 Fill Rate Stewart Goesch Daily/Monthly Monitor Fill Rate 80% 75% 65% 64% If Fill Rate drops below 65%, recommend switch to 2-1-2-1 for 17-30 days and then monitor for improvements

4 Unfilled Seats Stewart Goesch Daily/Monthly Monitor Unfilled Seats 2,500/Mo 4,000/Mo 0 3,811

If Number of Unfilled Seats reaches 3811, recommend switch to 2-1-2-1 for 17-30 days and then monitor for improvements

5 Average Cost Per PAX Stewart Goesch Daily/Monthly Monitor Cost Per PAX $1,894 $2,500 $1,515 $2,609

If Avg Cost Per PAX exceeds $2,500 and we are ordering 2 aircraft, switch to 2-1-2-1 for 17-30 days and then monitor for improvements; if we are ordering one aircraft, and the total numbers are less than 100, attempt to sell back mission and utilize commercial airattempt to sell back mission and utilize commercial air $1554/PAX

6 HoldoversMike Phillips (with Dave Hamilton & LTC Knott)

Daily/Monthly Monitor Holdovers 0 50 (24-48 hrs) 0 55

If holdover count exceeds 0, first utilize extra seats on aircraft $178/PAX, then consider utilization up to 100 seats commercial, then holdover for 24 hrs, and fly out FIFO on very next mission

7 Second Aircraft Orders Mike Phillips (with Dave Hamilton & LTC Knott)

Daily/Monthly Order Second Aircraft 355 370 330 222 If substained pax average projected over 370 PAX /day,

consider ordering second aircraft


Process Control

Knott) g

8 Aircraft Sell Backs Mike Phillips (with Dave Hamilton & LTC Knott)

Daily/Monthly Sell Back Aircraft 355 50 0 75 Attempt sell back-any msn with less than 50 PAX projected

9 PAX Flown LTC Knott Daily/Monthly PAX Flown N/A N/A N/A 10,300 N/A

UNCLASSIFIED / FOUO

Questions for Control Plan EvaluationQuestions for Control Plan EvaluationKey Process Input Variables (KPIVs):

H th it d?How are they monitored?How often are they verified?Are optimum target values and specifications known?How much variation is there around the target value?What causes the variation in the KPIV?How often is the KPIV out of control?Which KPIVs should have control charts?

Uncontrollable (Noise) InputsWhat are they?What are they?Are they impossible or impractical to control?Do we know how to compensate for changes in them?H b t i th t t N i ?


Process Control

How robust is the system to Noise?

UNCLASSIFIED / FOUO

Questions for Control Plan EvaluationQuestions for Control Plan EvaluationStandard Operating Procedures

D th i t?Do they exist?Are they simple and understood?Are they being followed?Are they current?Is personnel training performed and documented?Is there a process audit schedule?

Maintenance ProceduresHave critical components been identified?Does the schedule specify who what & when?Does the schedule specify who, what & when?Where are the manufacturer’s instructions?Do we have a trouble shooting guide?Wh t th t i i i t f i t ?


Process Control

What are the training requirements for maintenance?

UNCLASSIFIED / FOUO

Questions for Control Plan EvaluationWhat special equipment is needed for measurement? What is the measurement capability?

Questions for Control Plan Evaluation

the measurement capability?

Who does the measurement? How often is a measurement taken? How are routine data recorded?

Who plots the control chart (if one is used) and interprets the information?

What key procedures are required to maintain control?

What is done with a service or product that is off spec?

How is the process routinely audited?

Who makes the audit? How often? How is it recorded?


Process Control

UNCLASSIFIED / FOUO

Control Plan Check ListControl Plan Check ListProcess maps detail process steps, information flow and important variables

Sampling, inspection and testing plans include how often, where and to who results reportedvariables

Key service variables identified with importance to customer, desired target value and specification range defined

to who results reportedOperating procedures identify actions, responsibilities, maintenance schedules and service segregation requirementsdefined

Long and short term capability trend charts track variation reduction progress Key and critical input variables

requirementsTraining materials describe all aspects of process operationand responsibilitiesMil/spec documentationKey and critical input variables

identified with targets, statistically determined control limits & control strategies definedReaction plan in place for out of

Mil/spec documentationstandards met, if requiredProcess improvement efforts fully documented and available for referenceReaction plan in place for out-of-

spec processesMeasurement systems are capable with calibration requirements specified

referenceControl plan is reviewed and updated quarterly and resides in the operating area


Process Control

specified

UNCLASSIFIED / FOUO

Control Plan Roadmap ReviewControl Plan Roadmap Review1. Collect existing documentation for

process7. Pay particular attention to

adequacy of training, maintenance,process

2. Determine scope of process for current control plan

3 Fo m teams to pdate

adequacy of training, maintenance, operating and reaction plans

8. Assign tasks to team members to complete missing plan elements3. Form teams to update

documentation more than one quarter old

4 Short term capability studies should

p g p

9. Verify compliance with area documentation requirements

10 (Re)train personnel4. Short term capability studies should be replaced with long term capability results

5 Fill in Control Plan Summary based

10. (Re)train personnel

11. Collect sign-off signatures from safety & environmental, maintenance operations and5. Fill in Control Plan Summary based

on review of updated documentation

6 Identify missing or inadequate

maintenance, operations and process engineering

12. Verify control plan effectiveness in six months with long term


Process Control

6. Identify missing or inadequate components — gaps

six months with long term capability study

UNCLASSIFIED / FOUO

Exercise: Control Plan for GGA Budget Exercise: Control Plan for GGA Budget Draft a sample “Control” system, as follows:a.Select two measures to monitor the GGA budget

process; note if Input, Process or Output measuresb For each measure define a “trigger” pointb.For each measure, define a trigger pointc. Identify short-term responses to problems; note

responsibilityp yd.Describe response to serious, persistent problems

Prepare to share ideas with the groupp g p

20 Minutes


Process Control

UNCLASSIFIED / FOUO

Process Control Plan TemplateProcess Control Plan Template

PROJECT NAME DIVISION DIVISION CHIEF DATE12/18/2007

BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER

Freq. Process Step Target Value

Upper Control

Limit

Lower Control

LimitCurrent Reaction Plan

LTC Garrett Heath

Applicable Control Charts and MetricsControl Action

NumberControl Action Responsible

Individual

LD09014 Improve Tollgate Templates LSS PMO

Limit Limit

1 Process Cycle Time Green Belt Quarterly Updating Tollgates 4 Min 5 Min N/A4 Min, 40

SecIf process cycle time for updating templates rises above 8 minutes, PMO will re-examine process to identify constraints.

2Conduct VOC Survey to address issues in FMEA (Improve Phase)

Green Belt QuarterlyTollgate Templates

100% Satisfaction 100% 85% N/A PMO willl adjust tollgate templates to address issues

raised by VOC.

3Conduct VOC Survey to

dd i i FMEA G B lt Q t lAccess to Tools 100%

100% 85% N/A PMO will adjust tools and references access to 3 address issues in FMEA

(Improve Phase)Green Belt Quarterly and References Satisfaction 100% 85% N/A j

issues raised by VOC.

-- Example Example --

UNCLASSIFIED / FOUO53Required Deliverable

UNCLASSIFIED / FOUO


SOP and Documentation

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

Selecting What to DocumentSelecting What to DocumentActivities critical to customer satisfaction

Processes/tasks that involve many peopleEspecially changing team players, multiple functions

Comple acti itiesComplex activities

Areas where “history” is importantWill we need to refer to what we’ve done or how we did this later?Will we need to refer to what we ve done or how we did this later? (Examples: DMAIC project tracking and documentation)

Legal and audit requirementsl f l dExamples: Hiring process; financial procedures

Where flexibility is essential


Process Control

UNCLASSIFIED / FOUO

Documentation HintsDocumentation HintsLanguage

Write at a level appropriate to the userWrite at a level appropriate to the userWatch for jargon or techno-eseSpell out acronyms, abbreviations and symbols the first time they are usedare usedBe aware of multi-cultural influencesBe clear, concise, and specific

Make sure to quantify

Include process standardsKey measures customer requirementsKey measures, customer requirements

Provide reference sourcesA name and phone number, e-mail address, etc.


Process Control

p , ,Add cross references when/where applicable

UNCLASSIFIED / FOUO

Documentation Hints (Cont.)Documentation Hints (Cont.)Use graphics when/where applicable

I t l f fIncorporate process maps or examples of forms

Test and validate documentationYou may want to ask an objective partyYou may want to ask an objective party

Make it accessible and flexibleOn-line, hard copy or bothOn line, hard copy or bothSomeone should “own” documentationHave an update and improvement mechanismB f dit id tiBe aware of audit considerations

Use documentation to train others

S h d b d h !


Process Control

Say what you do, but do what you say!

UNCLASSIFIED / FOUO

Documentation Exercise – What Went Wrong?Documentation Exercise What Went Wrong?Three children are told by their parents they can play after dinner outside Their only instructions were “Beafter dinner outside. Their only instructions were Be home before dark.” One returns at 7:15, one returns at 8:15 and the third returns at 9:15. Why did the

d d h d h d?second and third get punished?

Three new employees are hired to three “Cookie” stores same company different locations One isstores, same company, different locations. One is told to follow the instructions to mix dough based on the instructions in the drawer under the counter, one is told to follow the instructions posted on the wall, the third is instructed to follow directions on the box. Only one batch came out correctly. What happened?


Process Control

O y o e batc ca e out co ect y at appe ed

UNCLASSIFIED / FOUO

Project Documentation PackageProject Documentation PackageTrouble Shooting Guides Process Maps

Reaction Plans

Training

FMEAs

Measurement Systems

Maintenance Schedules

SOPs

Analysis

Project ScopeSOPs

Capability Analysis Customers

Project Summaryj y


Process Control

UNCLASSIFIED / FOUO

CNX Variables of Cause and EffectCNX Variables of Cause and EffectDivide Cause and Effect Inputs into three groups:

C (Controllable) -Is this something you can control? Examples may be a staffing, new hires, telemarketing scripts speed of delivery vehicle or delivery routesscripts, speed of delivery vehicle or delivery routesN (Noise) -Contributors to the problem that we cannot control (examples may be weather effects, time a customer calls in an order, traffic problems, X-A variable we may have experimented with already

For Standard Operating Procedures (SOPs), focus on the “C” variables


Process Control

UNCLASSIFIED / FOUO

Do We Have SOPs?Do We Have SOPs?List “C” variables and prioritize

Determine if a procedure is in place for each. If yes, then get a copy for the team and include with the Control Plan

If none in place, the team needs to develop thisIf none in place, the team needs to develop this


Process Control

UNCLASSIFIED / FOUO

What Is an SOP???What Is an SOP???An SOP is specific instructions that detail the task or

ti it th t d t t k l h ti th tiactivity that needs to take place each time the action in performed. This is to ensure the task is done the same way each timesame way each time

It details activities so that a person new to the position will perform the task the same way asposition will perform the task the same way as someone whose been in the job for a longer time

It ensures that task is performed the same way on anIt ensures that task is performed the same way on an ongoing basis


Process Control

UNCLASSIFIED / FOUO

Steps to Write an SOPSteps to Write an SOPBrainstorm with team to identify all of the steps required to

t t k ti it I l d i di id l th tcarry out a task or activity. Include individuals that may not be on team, but are expected to carry out this task after project is completed. Remember, this helps with buy-in later

Organize these activities into the proper time sequence and f h d dconfirm with team and outside group

Write the SOP to include additional requirements that needed to be explained to get a uniform output each timeneeded to be explained to get a uniform output each time

Review draft with team/group


Process Control

Meet with Process Owners and secure necessary approvals

UNCLASSIFIED / FOUO

Documentation/SOP ExerciseDocumentation/SOP ExerciseObjective: Understand the purpose and application of d t ti b d ti b t h li tdocumentation by documenting your best helicopter design

“Design” and build the helicopter (done)Design and build the helicopter (done)Document how to build the helicopter (15 minutes)Exchange instructions with another group and buildExchange instructions with another group and build their helicopter (5 minutes)Compare the actual helicoptersBe prepared to discuss your findings with the class


Process Control

UNCLASSIFIED / FOUO

Revision PlanningRevision PlanningIdentify criteria for revision

Unde hat ci c mstances is e ision likel to be needed?Under what circumstances is revision likely to be needed?

Determine who is responsibleProcess owner should oversee (at least)ocess o e s ou d o e see (at east)Responsible person(s) should have process knowledge

Plan the changesImpacts on the process, customers, team players, materials, systems (Tool: “future-focused” cause and effect analysis)Actions needed to accommodate change: New documents, measures, training, etc.

Implement the changesResponsibility and timing!


Process Control

Responsibility and timing!Validate SOP and Process Map align.

UNCLASSIFIED / FOUO

Revising DocumentationRevising DocumentationEstablish identification and revision codes

Examples: 5.0, 5.1, 5.15, 5.2 etc.

Decide what to replaceWhole items (all of a training manual, an entire document of procedures, etc.)O iOr, one page at a time

Establish a system for distributionWho needs to know?What media will inform them?


Process Control

UNCLASSIFIED / FOUO

InstitutionalizationInstitutionalizationCultural attitudes and beliefs

Systems and structures HR policiesManagement Information SystemsTraining, etc.

Fundamental changes in daily behavior, attitude and practice make the change “permanent”


Process Control

UNCLASSIFIED / FOUO

Standard Operating Procedures TipsStandard Operating Procedures TipsEstablish in conjunction with the control plan

Use illustrations

Use flow diagrams

Use work instructions that really work

Use reaction plans that really work

Focus on the quality of documentation, not the quantity

Use workers to help with the instruction

Clearly lay out authorities, roles, and responsibilities


Process Control

UNCLASSIFIED / FOUO

Continuous ImprovementContinuous Improvement

Putting the new process inPutting the new process inplace is not a “one time” activity

Achieving – and sustaining – our vision requires evaluating and i iimproving our processes on an

ongoing basis

MOTTO:We can always do better!


Process Control

e ca a ays do bette

UNCLASSIFIED / FOUO

SOP and Training Plan TemplateSOP and Training Plan Template

SOPs Requiring Revision -- Example Example --SOPs Requiring Revision Responsible Status

FY09 SOP Update1 Oct 08 – 28 Feb 09

Lead: Branch Chief, AO: Team Lead

Completed

Next SOP Update schedule1 Sep 09 – 30 Sep 10

Lead: TSC Chief, AO: Team Lead

Complete before FY10 NSPS Cycle

Next SOP Update schedule1 Sep 09 30 Sep 10

Lead: TSC Chief, AO: Team Lead

Complete before FY11 NSPS Cycle1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle

Required Training Responsible Status

Required Trainingq g p

Office Professional Development

Each Team Members are encouraged to provide OPD

OPD Training Schedule plan is asked to be updated to team members.

I di id l P f i l B h Chi f d T S D t B h Chi f d


Individual Professional Development Plan

Branch Chief and Team members

Susp Date: Branch Chief and Team member discuss and finalize by 1 May 09

Required Deliverable

UNCLASSIFIED / FOUO

Visual Process Control Tools TemplateVisual Process Control Tools Template

• SOP is posted computer desktop for easy reference access.• Mistake proofing system in place copy of DD214 w/checklist is • Mistake proofing system in place - copy of DD214 w/checklist is posted on the counselor’s desk -- Example Example --

Sample DD 214 w/ checklist

UNCLASSIFIED / FOUO71Recommended

UNCLASSIFIED / FOUO

Mistake Proofing (Poke Yoke) TemplateMistake Proofing (Poke Yoke) Template


Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving functionmistake proof receiving function.

Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0)Purchase RF (wireless) bar coding equipment and software ($100/gun * 20Purchase RF (wireless) bar coding equipment and software ($100/gun 20 guns)Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)Install error metrics for error tracking ($100)


Install error metrics for error tracking ($100)Recommended

UNCLASSIFIED / FOUO

Future State Process Map Template“As Is” Process

Future State Process Map Template

To Be Process



Required Deliverable

UNCLASSIFIED / FOUO

Control Chart Exercise

Did the Process Improve?


UNCLASSIFIED / FOUO

Exercise: What Does the Data Say?

• Each of the following 10 examples containEach of the following 10 examples contain presentations of data “before” and “after” an improvement project was conducted

• For each example, answer the question: Did the process improve?p p

• You may answer …YES NO CAN’T TELLYES, NO or CAN’T TELL


UNCLASSIFIED / FOUO

Example 1

M thl R j t d U it

Example 1: Monthly rejects before and after an improvement project

p

Monthly Rejected Units

1800

2000Before After

1000

1200

1400

1600

ejec

ted

Uni

ts

400

600

800

1000

Num

ber o

f Re

0

200

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB

Month


Month

UNCLASSIFIED / FOUO

Example 2Example 2: Adhesion strength in Newtons before and

after an improvement project

p

(Larger values are better.)

140.6

165.8

125

150

175

75

100

125

New

tons

0

25

50


0Before After

UNCLASSIFIED / FOUO

Example 3

Example 3: Defects before and after an improvement project

p

Before After

p Chart - Defect B900

800

700

OtherEACDB

Pareto Chart Before and After Project

Before After

opor

tion

0.10

0.09

0.08

0.07

0.06

0 05

Freq

uenc

y

700

600

500

400

300

200

S l

Pro

24222018161412108642

0.05

0.04

0.03

0.02

0.01

_P=0.03028

UCL=0.04694

LCL=0.01362

Defect TypeOtherEACDB

100

0


Sample

UNCLASSIFIED / FOUO

Example 4

Example 4: Labor Cost before and after an improvement project

Frin

ges

6500Before After

Average Salary & Fringes per Employee – Technical Group

Ave

rage

Sal a

ry& 6000

5500

5000

_X=5206

UCL=5601

LCL=4812

Month

A

Dec-03Oct-03Aug-03Jun-03Apr-03Feb-03Dec-02Oct-02Aug-02Jun-02Apr-02Feb-02

e

800

600

Before After

Mo v

i ng

Ra n

g e 600

400

200

0

__MR=148.4

UCL=484.7

LCL=0


MonthDec-03Oct-03Aug-03Jun-03Apr-03Feb-03Dec-02Oct-02Aug-02Jun-02Apr-02Feb-02

UNCLASSIFIED / FOUO

Example 5Example 5: Contract Preparation Time –D i ti f T tg

et

(Min

ute

s)

100

50

UC L=83.6

Contract Preparation Time - Deviation from Target

Before After

p

Deviation from Target

Same data, with control limits computed separately for

Contract Number

De

via

tio

n f

rom

Ta

r

5045403530252015105

0

-50

_X=13.7

LC L=-56.1

nu

tes)

100

Before A fter


computed separately for “Before” and “After” data.

Mo

vin

g R

an

ge

80

60

40

20

0

__MR=26.27

UC L=85.82

LC L=0

Contracts are rated according to complexity.

A contract rated “A” is the least complex, “B” is moderately complex and “C” is most complex.

Contract NumberDe

via

tio

n f

rom

Ta

rge

t (M

in5045403530252015105

100

50

0

-50

_X=-1.0

UC L=59.5

LC L=-61.4

Contract Number5045403530252015105

A target preparation time is established for each type of contract. The deviation from the target is measured and charted in these graphs.

The first 26 points show baseline (contract preparation time before the improvement project was conducted).

Contract NumberM

ov

ing

Ra

ng

e

100

75

50

25__MR=22.7

UC L=74.3

Before A fter



0 LC L=0

UNCLASSIFIED / FOUO

Example 6Example 6: Rejected Units before and after an improvement project

p

0.027 UCL=0.027143

P chart: No. of Rejected Units per No. shipped

Before After

ejec

ted 0.026

0 025 _

e

P ro p

o rti

onR

e 0.025

0.024

P=0.024905

P

0.023

0.022

LCL=0.022667


MonthFebJanDecNovOctSepAugJulJunMayAprMarFebJan

UNCLASSIFIED / FOUO

Example 7Example 7: Bond Strength before and after an improvement project

B d St th i N t

pV

alu

e(N

) 300

200_X=147 2

UCL=294.6

Before After

Bond Strength in Newtons

I nd

i vi d

ual

1413121110987654321

100

0

X=147.2

LCL=-0.3

Sample Number

ge

(N)

200

150

UCL=181.2

Mo

vin

gR

an 100

50

0

__MR=55.4

LCL=0


Sample Number1413121110987654321

UNCLASSIFIED / FOUO

Example 8Example 8: Defects per Unit before and after an improvement project

p

0.16

UCL=0 15252

U Chart of Defects - Before and After Project

Before After

Unit

0.15

0.14

0.13

UCL=0.15252

Def

ects

Per

U 0.13

0.12

0.11

_U=0.11898

D

0.10

0.09LCL=0.08544


Sample24222018161412108642

0.08

UNCLASSIFIED / FOUO

Example 9Example 9: Total Cost before and after an improvement project

pV

alu

e

700000UC L=686558

Total Monthly Cost - Product DevelopmentBefore After

Ind

ivid

ua

l V 650000

600000

_X=632876

LC L=579195

MonthDec-03O ct-03A ug-03Jun-03A pr-03Feb-03Dec-02O ct-02A ug-02Jun-02A pr-02Feb-02

C 5 9 95

60000UC L=65948

Before After

Mo

vin

g R

an

ge

45000

30000

15000

__MR=20184



0 LC L=0

UNCLASSIFIED / FOUO

Example 10Example 10: Cycle Time

ue (

Min

utes

)

700

650

600_X=607 3

UCL=724.9Before After

ndiv

idua

l Val

u

5045403530252015105

600

550

500

X=607.3

LCL=489.6

Item NumberIan

ge

160

120UCL=144.6

Mov

ing

Ra

80

40

0

__MR=44.2

LCL=0


Item Number5045403530252015105

UNCLASSIFIED / FOUO

Solutions


UNCLASSIFIED / FOUO

Example 1 SolutionExample 1: Monthly rejects before and after an improvement project

p


1800

2000Before After

1200

1400

1600

1800

ted

Uni

ts

600

800

1000

umbe

r of R

ejec

t

0

200

400


N



Month

UNCLASSIFIED / FOUO

Example 1 and 6 Solution


1800

2000

Uni

ts Before After

Example 1:Monthly rejects before

800

1000

1200

1400

1600

1800

ber o

f Rej

ecte

d U

and after an improvement project

0

200

400

600


Month

Num

b

E l 6

Same data!te

d

0.027

0.026

UCL=0.027143

P chart: No. of Rejected Units per No. shipped

Before After

Example 6:Rejected Units before and after an improvement

Prop

ort i

onR

ejec

t

0.025

0.024

0.023

_P=0.024905

LCL=0 022667

an improvement project


MonthFebJanDecNovOctSepAugJulJunMayAprMarFebJan

0.022

LCL=0.022667

UNCLASSIFIED / FOUO

Example 2 SolutionExample 2: Adhesion strength before and after an improvement project

(Larger values are better.)

165.8175

140.6

100

125

150

50

75

100

New

tons

0

25

Before After


UNCLASSIFIED / FOUO

Example 2 and 7 SolutionAdhesion Strength in Newtons

140.6

165.8

125

150

175

ons

Example 2: Headliner fabric adhesion b f d ft

p

25

50

75

100

125

New

tobefore and after an improvement project (Larger values are better).

0Before After

) 300 UCL 294 6

Same data! Bond Strength in Newtons

Indi

vid

ualV

a lue

( N) 300

200

100

0

_X=147.2

UCL=294.6

LCL=-0.3

Before AfterExample 7: Bond Strength before and after an

Sample Number1413121110987654321

gR

a nge

( N) 200

150

100

UCL=181.2

improvement project.


Sample Number

Mov

ing

1413121110987654321

50

0

__MR=55.4

LCL=0

UNCLASSIFIED / FOUO

Example 3 Solution

OtherEACDB

Pareto Chart Before and After Project Example 3: Defects before and after an improvement project

uenc

y

900

800

700

600

500

OtherEACDB

Before After

after an improvement project

Freq

u

O hEACDB

500

400

300

200

100

0

0.10

0.09

0.08

Before After

p Chart - Defect B

Defect TypeOtherEACDB

Prop

orti

on

0.07

0.06

0.05

0.04

0.03

0 02

_P=0.03028

UCL=0.04694

Sample24222018161412108642

0.02

0.01LCL=0.01362


UNCLASSIFIED / FOUO


9 0 0

8 0 0

O th e rEACDB

P a r e to C h a r t B e f o r e a n d A f te r P r o je c t

Be fo r e A fte r

Example 3:

p

D e fe c t Ty p eFr

eque

ncy

O th e rEACDB

8 0 0

7 0 0

6 0 0

5 0 0

4 0 0

3 0 0

2 0 0

1 0 0

0

Defects before and after an improvement

j t

Prop

ortion

0.10

0.09

0.08

0.07

0.06

0.05

0.04

0.03

0.02

_P=0.03028

UCL=0.04694

Before After

p Chart - Defect Bproject

Same data!Sample

242220181614121086420.01

LCL=0.01362

0.16

0.15

0.14

UCL=0.15252

U Chart of Defects - Before and After Project

Before After

Example 8:Defects per Unit before and after

Def

ects

Per

Uni

t

0.14

0.13

0.12

0.11

0.10

_U=0.11898

before and after an improvement project


Sample24222018161412108642

0.09

0.08LCL=0.08544

UNCLASSIFIED / FOUO

Example 4 Solution

Average Labor Cost per Employee – Technical Group

Example 4: Labor Cost before and after an improvement project

pa r

y&

F rin

ges

6500

6000

UCL=5601

Before After

g p p y p

Month

Ave

rage

Sal


5500

5000

_X=5206

UCL=5601

LCL=4812

gR

ange

800

600

400UCL=484.7

Before After

Month

Mov

ing


400

200

0

__MR=148.4

LCL=0


UNCLASSIFIED / FOUO


a ry

&Fr

inge

s

6500

6000

Before After

Average Labor Cost per Employee – Technical GroupExample 4: Labor Cost before and after

p

Month

Ave

rage

Sala


5500

5000

_X=5206

UCL=5601

LCL=4812

nge

800

600

Before After

Cost before and after an improvement project

Month

Mov

i ng

Ran


600

400

200

0

__MR=148.4

UCL=484.7

LCL=0

Total Monthly Cost - Product Development

Same Process! (Data set #4 is subset

Ind

ivid

ua

l V

alu

e

700000

650000

600000

_X=632876

UC L=686558

Total Monthly Cost Product DevelopmentBefore After

Example 9: Total Cost b f d f

of data set #9).


LC L=579195

ng

Ra

ng

e

60000

45000

30000

UC L=65948Before After

before and after an improvement project


Month

Mo

vin

Dec-03O ct-03A ug-03Jun-03A pr-03Feb-03Dec-02O ct-02A ug-02Jun-02A pr-02Feb-02

30000

15000

0

__MR=20184

LC L=0

UNCLASSIFIED / FOUO

Example 5 Solution

Example 5: Contract Preparation Timeg

et

(Min

ute

s)

100

50

UC L=83.6


Before After

p

Preparation Time –Deviation from Target

Same data, with control limits computed separately for

Contract Number

De

via

tio

n f

rom

Ta

r

5045403530252015105

0

-50

_X=13.7

LC L=-56.1

Min

ute

s)

100

Before A fter


computed separately for “Before” and “After” data.

Mo

vin

g R

an

ge

80

60

40

20

0

__MR=26.27

UC L=85.82

LC L=0

Contracts are rated according to complexity.

A contract rated “A” is the least complex, “B” is moderately complex and “C” is most complex. Contract NumberD

ev

iati

on

fro

m T

arg

et

(M

5045403530252015105

50

0

-50

_X=-1.0

UC L=59.5

LC L=-61.4


A target preparation time is established for each type of contract. The deviation from the target is measured and charted in these graphs.

The first 26 points show baseline (contract preparation time before the improvement project was conducted). M

ov

ing

Ra

ng

e

100

75

50

25

0

__MR=22.7

UC L=74.3

LC L=0

Before A fter



0 LC L=0

UNCLASSIFIED / FOUO


rom

Ta

rge

t (M

inu

tes)

100

50

0

_X=13.7

UC L=83.6


Before After

p

Example 5:Contract Preparation Time

on

fro

m T

arg

et

(Min

ute

s)

100

50

0

50

_X=-1.0

UC L=59.5

Before A fter


Contract Number

De

via

tio

n f

5045403530252015105

-50 LC L=-56.1

Mo

vin

g R

an

ge

5045403530252015105

80

60

40

20

0

__MR=26.27

UC L=85.82

LC L=0

es)

– Deviation from Target

Contract NumberDe

via

tio

5045403530252015105

-50LC L=-61.4

Contract Number

Mo

vin

g R

an

ge

5045403530252015105

100

75

50

25

0

__MR=22.7

UC L=74.3

LC L=0

Before A fter


vidu

al V

alue

(M

inut

e

700

650

600

550500

_X=607.3

UCL=724.9

Before After

E l 10

Same data!

Item NumberIndi

v

5045403530252015105500 LCL=489.6

ovin

gRa

nge

160

120

80

UCL=144.6

Example 10:Cycle Time


Item Number

Mo

5045403530252015105

40

0

__MR=44.2

LCL=0

UNCLASSIFIED / FOUO

Control Chart tipspBinomial data needs to be reported and charted with sample size.

Example: Number of rejects out of number shippedExample: Number of rejects out of number shipped

Items cannot be compared to each other by merely looking at bar graphs of averages (bar graph = bad; control chart = good).

To measure process improvement, look at impact on the process in total (total number of defects, total cost, etc.). Some process changes merely move defect type or cost into

another form.

Measure and chart the “actual thing”!To measure process improvement,To measure process improvement,

Avoid ratios and other computed values such as “average cost per employee”. What matters is impact on total actual cost.

Avoid charting deviation from nominal forecast budget etc


Avoid charting deviation from nominal, forecast, budget, etc.

UNCLASSIFIED / FOUO

The only thing worse than noThe only thing worse than no data is misleading data.


UNCLASSIFIED / FOUO

TakeawaysTakeawaysNow you should be able to

Explain the importance of Control Plans to a CPI project

Explain the importance of Control Plans to process management

Gi d l t l l f th tGiven a process, develop a control plan for that process

Explain the impact of SOPs on the processExplain the impact of SOPs on the process improvement

Describe how to develop an SOP in a project


Process Control

Describe how to develop an SOP in a project

UNCLASSIFIED / FOUO

What other comments or questions qdo you have?


UNCLASSIFIED / FOUO

ReferencesReferencesAdvanced Product Quality Planning from the A t ti I d t A ti G (AIAG)Automotive Industry Action Group (AIAG), www.aiag.org

d k h h C l G d S SPyzdek, Thomas, The Complete Guide to Six Sigma, Quality Publishing, Tucson, Arizona, 1999


Process Control

ng bb 53 process control [compatibility mode]

Education

process control system

theimproved process

step process

process documentation

process isperformingverify

unclassified fouo exercise

control phasep

concepts of control