Post on 26-May-2015
description
Design For Six Sigma
Travis Eck
SelectionConsideration DFSS GB Improvement GB LEAN GB
Complexity Very Complex Moderately Complex Moderately Complex Time Commitment Very High Moderately High Moderately High Training Entire Team – 2
weeks; 2nd week team trains together
One person – 2 weeks, Remaining team – recommended but not required.
One person – 2 weeks, Remaining team – recommended but not required
Certification Entire Team (max. 8) One person – GB One person – GB LEAN
Data Must be quantifiable to ensure new process meets critical to quality factors (CTQ) identified by voice of the customer (VOC)
Current data must be available to demonstrate current as well as improved process performance.
Focus is on streamlining the process; use data to demonstrate current as well as improved process performance.
VOC Extensive Moderate. Used to define CTQ's
Moderate. Used to define CTQ's
Outcome New process Requires business case for Champion support.
Improved process. Requires business case for Champion support.
Streamlined process Requires business case for Champion support.
Outline
Tools for Design
Design- Design failure mode- Effect analysis- Reliability Prediction
Design Development- The Taguchi loss function- Optimizing Reliability
Design Verification- Reliability testing- Measurement system evaluation- Process capability Evaluation
Tools for Process Improvement
Basic tools- Flow Charts- Run Charts- Control Charts- Check Sheets- Histograms- Pareto Diagrams- Cause and Effect Diagrams- Scatter DiagramsOther tools- Kaizen Blitz- Poka-Yoke - Process simulationEngaging the Workforce- Improvement- Skills for team leaders- Skills for team members
Tools for Design
Design failure Mode and effect analysis (DFMEA)
Design-FMEAs should be used throughout the design process - from the preliminary design to when the product goes into production. Design-FMEAs uncover potential failures associated with the product that could cause product malfunctions, shortened product life, and safety hazards to name a few.
Tools for Design
Reliability Prediction
• The ability to perform over time
• Numerical measurement between 0-1
• Functional failure• Reliability failure
Tools for Design Development
The Taguchi loss function
"a minimal loss at the nominal value, and an ever-increasing loss with departure either way from the nominal value." - W. Edwards Deming Out of the Crisis. p.141
• Measuring loss • Keeps focus • keep product and process as
close to the nominal value as possible
Tools for Design DevelopmentOptimizing Reliability
• Crucial Steps:Assess process capabilities to achieve critical design parameters and meet CTQ limits
• Optimize design to minimize sensitivity of CTQs to process parameters
• Design for robust performance and reliability
• Error proofing • Establish statistical tolerance • Optimize sigma and cost • Commission and startup
Tools for Design Verification
Reliability Testing
• Life testing• Accelerated life testing• Component Stress testing• Metrology• Accuracy• Precision• Repeatability
Tools for Design Verification
Tools for Design Verification
Process Capability Evaluation
• Where is the process centered?
• How much variability exists in the process?
• Is the performance relative to specifications acceptable?
• What proportion of output will be expected to meet expectations?
• What factors contribute to variability?
Tools for Process Improvement
Tools for Process Improvement
Flow and Run Charts
• Easy to use• Clear Communications• Identifies areas of
opportunities• Familiar in the business
world• Great for comparing data• Good for project
identifications
Basic Tools
Control Charts
Identify variationsPredict when process is out of
controlAnticipates changeTells a story
Check Sheets
Provide clarity of ideasUseful in keep discussions ideas
on targetQuickly createdEasily reorganized
Basic ToolsDaily Defect Rate (Past Due)
0
100
200
300
400
500
600
700
1/27
/06
1/30
/06
1/31
/06
2/1/
06
2/2/
06
2/3/
06
2/6/
06
2/7/
06
2/8/
06
2/9/
06
2/10
/06
2/13
/06
2/14
/06
2/15
/06
2/16
/06
2/17
/06
2/20
/06
2/21
/06
2/22
/06
2/23
/06
2/24
/06
2/27
/06
2/28
/06
3/1/
06
3/2/
06
3/3/
06
3/6/
06
3/7/
06
3/8/
06
3/9/
06
3/10
/06
3/13
/06
3/14
/06
3/15
/06
3/16
/06
3/17
/06
20-M
ar
21-M
ar
22-M
ar
23-M
ar
24-M
ar
27-M
ar
28-M
ar
29-M
ar
30-M
ar
31-M
ar
3-Apr
4-Apr
5-Apr
6-Apr
7-Apr
10-A
pr
11-A
pr
12-A
pr
13-A
pr
14-A
pr
17-A
pr
18-A
pr
19-A
pr
20-A
pr
21-A
pr
24-A
pr
25-A
pr
26-A
pr
27-A
pr
28-A
pr
5/1/
2006
5/2/
2006
5/3/
2006
5/4/
2006
5/5/
2006
5/8/
2006
5/9/
2006
5/10
/2006
5/11
/2006
5/12
/2006
5/15
/2006
5/16
/2006
0%
5%
10%
15%
20%
25%
30%
35%
40%
Project Annual Savings Probability Costs Time, Years PPI
Reduce Inspector calls by 40% $2,040.00 58.17% $10.00 1 118.32
Reduce form corrections by 25% $6,240.00 85.27% $530.00 2 50.19
Increase inspector online acceptence by 30% $21,610.00 61.72% $4,347.00 0.5 61.3
Decrease customer inquiry emails by 50% $36,000.00 54.41% $11,230.00 1.5 116.28
Decrease internal transfers by 60% $6,960.00 53.00% $500.00 0.5 47.2
Increase website performance by 50% $68,250.00 92.30% $14,880.00 0.33 127.87
Remove inspector phoned in results $10,800.00 94.00% $2,200.00 0.3 153.8
Histograms
• Prioritizes opportunities• Provides base for projects• Recognizable
Pareto Diagrams
• Prioritize work
Principle that 80% of deviations are caused by 20% of the process
Basic ToolsDaily Inspections
0100020003000400050006000700080009000
10000
0.00-0.72
0.72-1.44
1.44-2.17
2.17-2.89
2.89-3.61
3.61-4.33
4.33-5.05
5.05-5.77
5.77-6.50
6.50-7.22
Business Days
Cou
nts
Cause and Effect Diagrams
• Also known as the 5 whys• Root Cause Analysis• Structures thoughts• Keeps group on track• Directs improvements to the
right areas
Basic Tools
Author, Page Number, Date
Effect
Category
Category
Category Category Category
Category Category Category
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
Group Activity
Scatter Diagrams
• Help define the correlation between characteristics
• Indicate a cause and
effect relationship
Basic Tools
• Kaizen Blitz
• Poka-Yoke
"The causes of defects lie in worker errors, and defects are the results of neglecting those errors. It follows that mistakes will not turn into defects if worker errors are discovered and eliminated beforehand“ Shingo 1986, p.50
• Process Simulation
Other Tools
• Change the culture to an improvement focus group
• Develop programs that encourage and develop the right skills for team leaders
• Develop training and communication that provide additional skills to all team members
Engaging the workforce
Questions?