DMAIC Projects - dfx.nl Consultancy... · DMAIC Methodology and Tools to locate and eliminate Root...

22 april 2012

DMAIC Projects

22 april 2012© 2012 Design for eXcellence BV | www.dfx.nl

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Six Sigma Basics

Six Sigma is a Business Philosophy and aManagement Style.

Scope is to reduce Product Failure Rate. Data Collection, Root Cause Analysis and

Reduction of Variation. Performance Target of 3.4 DPMO.


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Examples of 1% Failure Rate

20,000 lost Articles of Mail every Hour. 15 Minutes each Day of unsafe drinking Water. 5,000 incorrect surgical Procedures / Week. 4 or more Airport Accidents / Day. 200,000 wrong Drug Prescriptions each Year. 7 hours each Month without Electricity.

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DMAIC

Methodology and Tools to locate and eliminateRoot Causes of Product- or Process Failures.

Define technical problems. Measure process/product performance. Analyze process/product data. Improve processes and design methodologies. Control process/product variations.


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Define

Develop Business Case. Agree on Project Scope and Boundaries. Define Project Goals and Success Factors. Write Project Plan, incl. Work Breakdown,

Resource Plan, Configuration Plan, ProductionStrategy and Timeline.


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Measure

Describe CTQ Parameters (a.k.a. FunctionalRequirement Specification)

Define Traceability Plan. Describe the as-is Process Flow. Design of Experiments (DOE) Collect Statistical Data of CTQ Parameters. Perform R&R Study on critical Steps.


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A1 A2

D1=D2

B1B2

C1C2

Design of Experiments (DOE)

DOE can make a distinction between Factorswhich shift the Average.

DOE can identify Factors which affect Variation.

DOE can identify Factors which shift theAverage and affect Variation.

DOE can find Factors which have no Effect atall.


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Analyze

Determine root causes for the Problem. Statistical analysis on Pareto Loss Items. Brainstorming, 5 Why’s, Cause and Effect

Diagram, Correlations, ANOVA, Chi-Square. Separate Special and Common causes.


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Common Causes

Random variation (usual), no pattern. Adjusting the process increases variation. Have small effect on the process.

Are inherent to the process because of: The nature of the system. The way the system is managed. The way the process is organized and operated.

Can only be eliminated by: Modifications to the process. Changing the process.


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Special Causes

Non-random variation, may show a pattern. Adjusting the process decreases its variation.

Special Causes are Assignable, explainable,controllable.

Relate to Operator, Machine or Batch of Material. Removal of Special Causes is key to process

improvement.


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Improve

QFD, Pugh Matrix (Impact/Effort Analysis)Brainstorming and Affinity Diagrams to prioritizeimprovements.

FMEA for new Product Design / Process. Document adjustements in Specification and

Control Limits.


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Failure Mode Effect Analysis (FMEA)

��Identifies the ways in which a product or processcan fail.

Estimates the risk of specific causes with regard tothese failures.

Prioritizes the actions that should be taken toreduce the impact on Cost, Schedule and Qualityin case of a Product Failure.


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Control

Control the process with Control Plan and Out ofControl Plan (OCAP).

Poke Yoke (fool proofing) to minimize root cause ofprocess variation.

Establish Process Monitors, Control Charts,Checks Sheets and Standardization of Procedures.

Training of Operators and Product Designers.


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Shewhart Control Charts

Allow real-time monitoring of all relevant statisticsof a process.

Assumptions about the statistic: independent (not influenced by its past or future value) it is normally distributed.

Basics of the procedure: Sample the process at regular interval. Plot, e.g. mean, range, variable, number of defects etc. Check (graphically) if the process is under statistical control.


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Shewhart Chart Limits

Warning Limits Typically at ± 2 sigma around the mean. 2,5% chance Statistic is outside the limits

Control Limits Typically at ± 3 sigma around the mean. 0,1% chance Statistic is outside the limits


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Shewhart Charts Run Rules

Run Rules indicate out-of-control situations. Examples of Rules:

a point lying beyond the control limits (CL) 2 consecutive points lying beyond the warning limits (WL)

(0.06% chance of occurring) 7 or more consecutive points lying on one side of the mean

(0.8% chance, shift in the mean) 5 or 6 consecutive points going in the same direction (indicates

a trend).

If the process is not under statistical control, takeaction.

DMAIC Projects - dfx.nl Consultancy... · DMAIC Methodology and Tools to locate and eliminate Root...

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