BB Improve Study Material R11 Sep 2010.pdf

Benchmark Six Sigma Black Belt TrainingBlack Belt Training

Supplementary Study Material

Improve Phase

© Benchmark 6ix Sigma. All Rights Reserved© Benchmark 6ix Sigma. All Rights Reserved 11Version: 11

Tools for ImproveTools for Improve

Solution GenerationSolution Generation Design of ExperimentsDesign of Experimentsoo BrainstormingBrainstormingoo Creative ThinkingCreative Thinking

B h kiB h ki

oo Full Factorial Full Factorial oo Fractional Factorial Fractional Factorial

L T lL T loo BenchmarkingBenchmarking

Solution SelectionSolution SelectionPugh MatricesPugh Matrices

Lean ToolsLean Toolso Techniques for Waste

Eliminationoo Pugh MatricesPugh Matricesoo MultiMulti--VotingVotingoo Delphi TechniqueDelphi Technique

Eliminationo Mistake Proofing (Poka-

Yoke)oo Delphi TechniqueDelphi Technique

Risk AnalysisRisk Analysisoo PESTPEST

o Cycle Time Reductiono Kaizen and Kaizen Blitz

oo PESTPESToo FMEAFMEA

© Benchmark 6ix Sigma. All Rights Reserved© Benchmark 6ix Sigma. All Rights Reserved 22

BrainstormingBrainstorming

Brainstorming is a Proven Group Brainstorming is a Proven Group T h i f G ti N IdT h i f G ti N IdTechnique for Generating New Ideas on Technique for Generating New Ideas on

a Particular Topica Particular Topic


Brainstorming: PlanningBrainstorming: Planning

Selection of the right team - people should be process

experts/ stakeholders or those who carry interest in the

issue.issue.

o Avoid people who may strongly influence the thinking of others!

o Avoid groupthink

Assembling the team with no work interferences.g

To be able to present the issue correctly and lead the

team through the meeting.

Expertise to explain and use supporting tools- Cause


Expertise to explain and use supporting tools Cause

and Effect diagram, Affinity diagram etc.

Brainstorming: Sequence of ActivitiesBrainstorming: Sequence of Activities

Sequence of ActivitiesSequence of ActivitiesPhrase the issuePhrase the issue

Broad and clear statementInclude no cause

Deliver the issue

Guidelines for Team Leader

Participants should be informed preferably before meeting# Members = 6 to 8

Arrange surfaces for listiing of ideas

I t d th i

No criticismNo evaluation

No explanation of ideasIntroduce the session

Warm- upDiscuss a neutral subject for 5-10 min

No explanation of ideasWelcome all kinds of

ideasGi ffi i t ti t

BrainstormingExplain and write the issue

All contributions must be wriiten and visible to all to create synergyA i t ti i 30 t 45 i t

Give sufficient time to each member

Contribution may be Appropriate time is 30 to 45 minutes

Process the ideasClarify each idea

Group them

made one idea per turn with passes sometimes (Round Robin Method)


Group themDiscuss and decide evaluation criteria

Develop barriers and aids chart

BenchmarkingBenchmarking

Identifying, Understanding, and Adapting Identifying, Understanding, and Adapting O t t di P tiO t t di P tiOutstanding PracticesOutstanding Practices

Baseline is the current level of performance. Z short term is the achievable level of performance with the Z short term is the achievable level of performance with the

already existing resources Benchmark is the ultimate goal. It is generally the best existing

f f diff t i ti


performance of same or different organization.

Benchmarking: SourcesBenchmarking: Sources

Internal : Comparison within the organization Functional : Comparison with top performers of the function Functional : Comparison with top performers of the function

irrespective of the industry Competitive : Comparison with the Industry leaders. They are

the top performers with the same operating environment. Synthesize Lessons Learnt and Determine how to Apply

InternalInternal FunctionalFunctional

CompetitiveCompetitiveBest Best PracticesPractices


Pugh Matrix Pugh Matrix –– Selection of SolutionSelection of Solution

A multiple step process that seeks to combine the strongest attributes and eliminate or improve the g pweakest attributes from all of the initial concepts.

The weakest concepts that don’t have any strengths are p y geliminated. The remaining concepts are combined to develop an even better solution.

Steps:o Determine evaluation criteria for the solutions

D t i l ti i t f th l ti it io Determine relative importance of the evaluation criteriao Select one solution as the DATUMo Evaluate other concepts with respect to this datum.o Evaluate other concepts with respect to this datum.

• If the solution is better than datum (+), worse (-), same (S)

o Develop the sums at the bottomA k k & d l


o Attack weaknesses & develop newer concepts

Pugh Matrix Pugh Matrix -- ExampleExample Hotel Check-in Process

Evaluation Criteria Imp A B C D

Ease of guests finding the lobby for check-in 3 S S S -

Minimum weight times for the check-in process 5 S - - +

Minimum errors in room assignment 5 S - S S

Appearance of the lobby area – cleanliness 4 S - - -

Sum of Same 4 1 2 1Sum of Same 4 1 2 1

Sum of Positives 0 0 0 1

Sum of Negatives 0 3 2 2g

Weighted Sum of Positives 0 0 0 5

Weighted Sum of Negatives 0 14 9 7

Final Score 0 -14 -9 -2

* A i th D t (* A i th D t (L lL l Pl ) B (Pl ) B (T jT j G t ) C (Th P id t) D (C t R )G t ) C (Th P id t) D (C t R )


* A is the Datum (* A is the Datum (LeelaLeela Place), B (Place), B (TajTaj Gateway), C (The President), D (Corporate Regency)Gateway), C (The President), D (Corporate Regency)

EXERCISE: Pugh MatrixEXERCISE: Pugh Matrix

Develop concepts for Hair Removal System – using brainstormingg

Determine evaluation criteria Use Pugh Matrix to develop a best concept Use Pugh Matrix to develop a best concept Present the best concept to class.


Creative ThinkingCreative Thinking

Is An Ability to imagine or invent something new, to generate new ideas by combining, changing, or reapplying existing ideas.ideas by combining, changing, or reapplying existing ideas.

Is An Attitude to accept change and newness, a willingness to play with ideas and possibilities, a flexibility of outlook, the habit of enjoying th d hil l ki f t i itthe good, while looking for ways to improve it.

Is A Process. Creative people work hard and continually to improve ideas and solutions, by making gradual alterations and refinements to y g gtheir works.

The creative person knows that there is always room for improvement.

"Progress is made "Progress is made only by those who only by those who are strong enough are strong enough to endure being to endure being


laughed at." laughed at."

Creative Thinking: Common Myths Creative Thinking: Common Myths

Every problem has only one solution (or one right answer).)

The best answer/solution/method has already been The best answer/solution/method has already been found.

Creative answers are complex technologically.

Ideas either come or they don't. Nothing will help.


EXERCISE: Creative ThinkingEXERCISE: Creative Thinking

You are a salesman and sell an aerated soft drink. You get incentives based on the number of bottles you sell. g yConsidering that your company does not believe in marketing, think of low cost ideas to promote the product at your end to maximize your incentives. (Hint: Push strategy of selling) E d t th ti f ffi l b i Everyday at the time of office closure, your boss gives you additional task which takes 2-3 hours to complete. The result is that you reach home late Think of ideas toThe result is that you reach home late. Think of ideas to minimize overstays without upsetting your boss.


Benchmarking: TypesBenchmarking: Types

Parameter

Process Strategy

Bench-markinProduct Practicemarkin

gProduct Practice


Benchmarking: Sequence of ActivitiesBenchmarking: Sequence of Activities

Identify the Process to Benchmarko Select the processo Fully understand the process and identify non-value adding areas/ scope

of improvementso Find defects opportunities and sigma level (preferably long term shorto Find defects, opportunities and sigma level (preferably long term, short

term, and entitlement) Select Organization(s) to Benchmark

o Find out industries/ functions which perform the processo Identify the best performer (different industry or same industry and

different unit)) Research the process to be benchmarked Develop a questionnaire based on your requirements Exchange ideas - Conduct Visit, if necessary Discuss the comparison with the team D i ti l d i l t b t ti


Devise an action plan and implement best practices

Alternate Selection MatrixAlternate Selection Matrix

Selecting the best alternate for reducing component failure due to static chargesSelecting the best alternate for reducing component failure due to static charges

Vital Few Alternate Assess Risk Selected/ Rejected

ESD grounding through 1Mohm No individual grounding SelectedAntistatic band Not controlled SelectedX1: High Electrostatic

charge generation

Antistatic band Not controlled SelectedAntistatic (black) bins Not available SelectedAntistatic Gloves Not available SelectedAntistatic floor Not available Rejected

Criteria for Selection of a particular alternateCriteria for Selection of a particular alternate

Criteria Weight

Alternate 1 Alternate 2 Alternate 3 Alternate 4 Alternate 5

Score Weighted Score Score Weighted

Score Score Weighted Score Score Weighted

Score Score Weighted Score

ImplementatioImplementation 10 10 100 9 90 9 90 9 90 5 50Control 9 7 63 9 81 8 72 6 54 9 81Efficiency 5 4 20 8 40 8 40 7 35 4 20Cost effective 8 8 64 7 56 5 40 4 32 2 16


Cost effective 8 8 64 7 56 5 40 4 32 2 16Total 247 267 242 211 167

Randomized Block ExampleRandomized Block Example

Suppose we are interested in painting of cars. We want to try out four nozzles with three cars at each nozzle Thetry out four nozzles with three cars at each nozzle. The nuisance factor is the batch of paint that is mixed. We feel that the paint batch may impact the results.

Nozzle Paint BatchNozzle Paint Batch

1 1

2 1oo The best way to run this experiment is to use the same The best way to run this experiment is to use the same batch of paint and try out the four nozzles on three cars batch of paint and try out the four nozzles on three cars

hh 3 1

4 1

1 2

each.each.

oo A nonA non--blocked way to run the experiment is to blocked way to run the experiment is to randomize the runs across all paint batches This is okayrandomize the runs across all paint batches This is okay 2 2

3 2

4 2

randomize the runs across all paint batches. This is okay randomize the runs across all paint batches. This is okay but will increase experimental error and mask any true but will increase experimental error and mask any true differences between the nozzles.differences between the nozzles.

1 3

2 3

3 3

oo However, if this is not possible, say due to paint However, if this is not possible, say due to paint availability, then we can still block the effect of the paint availability, then we can still block the effect of the paint if we can run the four nozzles with one batch of paintif we can run the four nozzles with one batch of paint


4 3

if we can run the four nozzles with one batch of paint if we can run the four nozzles with one batch of paint and repeat this three times.and repeat this three times.

Latin Square DesignsLatin Square Designs

A Latin Square design is a special type of comparative design where there is one treatment factor and twodesign where there is one treatment factor and two nuisance factors. Latin Square designs are a subset of special case of Fractional Factorial Designs.

The rows of a Latin Square can be assigned to one nuisance factor and the columns to another nuisance factor.

Advantages of Latin Square DesignsH dl i h l i f h bo Handle cases with several nuisance factors that cannot be combined

o Can get results with few number of experiments.g p

Disadvantages of Latin Squareo Number of levels of blocking factor is same as number of


treatment levelso Assumes no interaction between blocking & treatment factors

These results are highly confounded so only look at main effects

Latin Square DesignsLatin Square Designs

Block 1Block 1

Block 2Block 2

Block 1Block 1

Block 2Block 2 Block 2Block 2

3 Level Factors3 Level Factors 4 Level Factors4 Level Factors5 L l F t5 L l F t

Block 1Block 1Block 1Block 1

The 3-level Factor Design can be re-written as:5 Level Factors5 Level Factors

Block 1 Block 2 Treatmen OutputBlock 1 Block 2 Treatment

Output

1 1 A

1 2 B

1 3 C

2 1 C

2 2 A This can be analyzed using General Least This can be analyzed using General Least

2 3 B

3 1 B

3 2 C

Squares in Minitab.Squares in Minitab.Stat > ANOVA > General Linear ModelStat > ANOVA > General Linear Model

Visually the Main effects plot can be Visually the Main effects plot can be


3 2 C

3 3 Aobtained byobtained byStat > ANOVA > Main Effects PlotStat > ANOVA > Main Effects Plot

Risk Analysis: SWOTRisk Analysis: SWOT

Strengths – Weaknesses – Opportunities – Threats (SWOT)o List 5 strengths weaknesses opportunities & threatso List 5 strengths, weaknesses, opportunities & threats

• Strength is a resource an org can use to achieve its objectives• Weakness is limitation or fault that keeps an org from achieving objectives

Opportunity is a favorable situation the org can exploit• Opportunity is a favorable situation the org can exploit• Threat is an unfavorable situation that may damage the org ability

o Identified areas of greatest concern & hence develop action plans to address risk

Strengths1

Weaknesses11.

2.3.4.5.

1.2.3.4.5.

What does the solution What does the solution do well?do well?

What could the solution What could the solution be improved?be improved?

Opportunities1.2.3.4

Threats1.2.3.4

Any interesting trends Any interesting trends that arise due to the that arise due to the

Could an external factor Could an external factor seriously threaten seriously threaten

l i i l il i i l i


4.5.

4.5.

new solution?new solution? solution implementationsolution implementation

Risk Analysis: PESTRisk Analysis: PEST

PEST analysis is a strategic method to analyze the macro-environment in which the company has to operate:environment in which the company has to operate:

Political Political stability, Economic policies, Trading t T ti P li iagreements, Taxation Policies

Economic Interest rates, Employment levels, Economic trends

Social Religion, Demographic factors, Cultural factors

Technological Innovation, Quality, Technology,Internet

If any of the above factors contribute to increase risk for the solution then deploy actions to mitigate risk


solution, then deploy actions to mitigate risk.

Failure Mode and Effect AnalysisFailure Mode and Effect Analysis

Failure Modes & Effects Analysis (FMEA) is a powerful tool that is a structured team approach to:tool that is a structured team approach to:o Identify the ways in which a process can fail to meet critical

t i tcustomer requirements

o Estimate the risk of occurrence of causes with regard to these

failures

o Evaluate the current control measures for preventing these failures g

from occurring

o Prioritize the causes and develop actions that should be taken too Prioritize the causes and develop actions that should be taken to

improve the process


Types of FMEATypes of FMEA

System FMEA: o Used to analyze systems and subsystems in the early concept ando Used to analyze systems and subsystems in the early concept and

design stages. o Focuses on potential failure modes associated with the functions

of a system caused by design.

Design FMEA: o Used to analyze products before they are released to production.

Process FMEA: o Used to analyze manufacturing, assembly and transactional

processes.


When to Use FMEA?When to Use FMEA?

When designing new systems, products, and

processes.

When changing existing designs or processes or their When changing existing designs or processes or their

environment

To prevent recurrence of problem

FMEA i f l f l ti h d f S t FMEA is useful for selecting hardware for new System

functions.

For a Design FMEA, releasing the design to FMEA after

d t f ti d fi d


product functions are defined

For a Process FMEA, when preliminary drawings of the

FMEAFMEA

FMEA is done after the detailed process map has been made for the process. p

FMEA involves team work of representatives from all FMEA involves team work of representatives from all affected activities like purchasing, supplier, design, manufacturing, quality, service, and other process experts as demanded by the FMEA objective.

FMEA must be updated by the process/ product owner, if there is a change in the process or design under study, until the process is removed or the design is successfuluntil the process is removed or the design is successful in production.


FMEA Process FMEA Process

PreparationPreparation FMEA ProcessFMEA Process ImprovementImprovementPreparationPreparation FMEA ProcessFMEA Process ImprovementImprovement

1.1. Select process teamSelect process team 1.1. List ways process inputs can List ways process inputs can 1.1. Determine recommended Determine recommended 2.2. Develop process map and Develop process map and

identify process stepsidentify process steps3.3. List key process outputs to List key process outputs to

ti f i t l d t lti f i t l d t l

vary (causes) and identify vary (causes) and identify associated failure modes and associated failure modes and effectseffects

22 List other causes (sources ofList other causes (sources of

actions to reduce RPN’sactions to reduce RPN’s2.2. Establish timeframes for Establish timeframes for

corrective actionscorrective actions33 T k i t tiT k i t tisatisfy internal and external satisfy internal and external

customer requirementscustomer requirements4.4. List key process inputs for List key process inputs for

each process stepeach process step

2.2. List other causes (sources of List other causes (sources of variability) and associated variability) and associated failure modes and effects failure modes and effects

3.3. Assign severity, occurrence Assign severity, occurrence

3.3. Take appropriate actions Take appropriate actions 4.4. ReRe--calculate all RPN’scalculate all RPN’s5.5. Put controls into placePut controls into place

each process stepeach process step5.5. Define matrix relating Define matrix relating

product outputs to process product outputs to process variablesvariables

g yg yand detection ratings to each and detection ratings to each cause cause

4.4. Calculate Risk Priority Calculate Risk Priority N b (RPN) f hN b (RPN) f h6.6. Rank inputs according to Rank inputs according to

importanceimportance

Number (RPN) for each Number (RPN) for each potential failure mode potential failure mode scenarioscenario


FMEA ExampleFMEA Example


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BB Improve Study Material R11 Sep 2010.pdf

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