PE Playbook - Process Excellence

Copyright2016Gisoco 13/10/2016 1

SIPOC

Affinity Diagram

Cause-and-Effect Diagram

Control ChartCTQ Tree

Design of Experiments (DoE)

VOCTRIZ

Stratification

Stakeholder AnalysisQuality Control Process Chart

Pugh Matrix

Prototyping

Project Charter

Process Sigma

Prioritization Matrix

Pareto Chart

MGP

Mind Map

Lessons LearnedKano Model

In-and-Out-of-Scope Tool

HOQ

Gage R&R study

FTA

Frequency Plot

FMEA

Flow Diagram

Five Whys

Design Scorecards

PEPLAYBOOK

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WhoamI?

• Enterprisearchitect• Mypassion,give toyourbusinessvalue, efficiencyand vision• Previousworkexperience:CEOoutdoorsportseventscompany,SAPconsultant,16yearsJohnson&Johnson

• PEblackbeltsixsigmacertified• PMP• Ilovetocombinesportsandthesunrise

• https://twitter.com/Sgielen1• https://fr.linkedin.com/in/sonjagielen• http://www.gisoco.com

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SIPOC

Affinity Diagram

Cause-and-Effect Diagram

Control ChartCTQ Tree

Design of Experiments (DoE)

VOCTRIZ

Stratification

Stakeholder AnalysisQuality Control Process Chart

Pugh Matrix

Prototyping

Project Charter

Process Sigma

Prioritization Matrix

Pareto Chart

MGP

Mind MapLessons Learned

Kano Model

In-and-Out-of-Scope Tool

HOQ

Gage R&R study

FTA

Frequency Plot

FMEA

Flow Diagram

Five Whys

Design Scorecards


Lean✔ ️

✔ ️

Agree what customer really wants

Understand your process

✔ ️ Smooth the flow

✔ ️ Shift from push to pull

✔ ️ Continue to attack waste

Measure

Process Exists?Define

Measure

Analyze

Analyze

Design

Innovative Improvement

Verify Validate

ControlYes

No

PEisastructuredapproachconsistingof5phasestoimprovecurrentprocess(DMAI2C)ortodesignnewprocess(DMADV2)inacontrolledefficientway.

ProcessExcellence(PE)

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• PEoProjectChartero StakeholderAnalysiso SIPOCoVOC

§ AffinityDiagram§ KanoModel§ CTQTree

• DEXoProjectCharteroMulti-GenerationPlan(MGP)o In-and-Out-of-ScopeToolo StakeholderAnalysis

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Phase1- DefineMeasure

Process

Exists?Define

Measure

Analyze

Analyze

Design


Verify Validate

ControlYes

No

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• PEoPrioritizationmatrixo FMEAo StratificationoGageR&RstudyoPlots

§ FrequencyPlot§ ParetoChart§ ControlChart

oProcesssigma

• DEXoVOC

§ AffinityDiagram§ KanoModel

oHouseofQuality(HOQ)oDesignScorecards

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Phase2- MeasureMeasure

Process

Exists?Define

Measure

Analyze

Analyze

Design


Verify Validate

ControlYes

No

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• PEoAffinityDiagramo FiveWhysoCause-and-EffectDiagramo FlowDiagramoPlots


oDesignofExperiments(DoE)

• DEXoConcept

§ MindMap§ TRIZ§ FlowDiagram

o Feasibility§ Pughmatrix§ FMEA§ FTA

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Phase3- AnalyzeMeasure

Process

Exists?Define

Measure

Analyze

Analyze

Design


Verify Validate

ControlYes

No

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• PEInnovativeImprovementoGenerateSolutions

§ PrioritizatonmatrixoPilotSolutionbasedondatafrom

§ DesignofExperiments§ FlowDiagrams§ FMEA§ StakeholderAnalysis

• DEXDesignoPrototypingoDetailedDesignElements

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Phase4Measure

Process

Exists?Define

Measure

Analyze

Analyze

Design


Verify Validate

ControlYes

No

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• PEControloQualityControlProcessChartoControlCharto LessonsLearned

• DEXVerifyValidateoHardware/SoftwareValidationo SoftwareTestingoDesignScorecardsoPlots


§ Processsigma

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Phase5Measure

Process

Exists?Define

Measure

Analyze

Analyze

Design


Verify Validate

ControlYes

No


AffinityDiagram

AffinityDiagramorganizesdata

Cluster/group thedataincapabilities/needs

Need

Capability

Capability

Capability

DMAI2C- DMADV2

CausesCausesCauses


Cause-and-EffectDiagramDMAI2C- DMADV2

“fishbone”TofocusalargenumberofcausesSetprioritiesbymarking themostlikelycauses

MainProblem(Effect)

CauseCauseCause

PotentialCauses


ControlChartDMAI2C- DMADV2

UCL

LCL

Meanplusorminus 1.5σ

0

10

20

30

40

50

60

70

80

90

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

ChartTitle

32.34

32.34

Mean=44

Mean=44σ=21.56153983


CTQTree

Need

Capability

Capability

Capability

URSURSURSURS

URSURSURS

URSURS

HighLeveltoDetaileduserSpecificationsHardtomeasuretoEasytomeasure

DMAI2C- DMADV2

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DesignofExperiments(DoE)

Toanalyzecause-and-effectToexperimentchangesintheprocess

“TrialandError”• Identifythevitalfewcausesorprocessbottleneckstoinvestigate• Modifyvariables• Plotthedataandanalyzetheeffect

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DMAI2C- DMADV2


DesignScorecardDMAI2C- DMADV2

Totrackprogressuntiltargetspecificationsaremet

Targeta Targetb ….CTQ x

TargetSpecifications (HOQroom6)

CTQs(HOQroom3)

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DetailedDesignElements

• Service/Product• Valuetothecustomer

• Process• SIPOC,ActivityFlowDiagrams,FocusonVA,Minimizefailures

• Informationsystems• ITdata,integration,applicationandinfrastruture architectures

• Organization• DeploymentFlowDiagram

• Facilities• Equipment/Materials• Environment

• Regulatory• Publicopinion• Community• Environmentalrisks

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DMAI2C- DMADV2

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FiveWhys

ComposefiveWhyquestionstoidentifythecausesofaproblem

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DMAI2C- DMADV2

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FlowDiagram• Basicflowdiagram(seeSIPOC)

• Toidentifymajorprocesssteps

• Activityflowdiagram• Toidentifyloops,complexity

• Deploymentflowdiagram• Toidentifyorganizationalinefficiencies

• Opportunityflowdiagram• ToidentifyValueAdded– NonValueAddedprocesssteps(VA– NVA)

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DMAI2C- DMADV2

Start/End

Decision

Activity

Groups/Departments/PeopleStart/End

Decision

Activity

VA NVA


FMEADMAI2C- DMADV2

Processstep

PotentialFailure

PotentialEffect

SeverityofEffect

PotentialCause

CauseOccurrence

Currentcontrols

CauseDetection

RPN Action

x x.1

x.2

y y.1

FailureModeandEffectAnalysis

RPNRiskPriorityNumber(RPN)Multiply the3rates

RateSeverity– Occurrence– Detection:1 Good10 Bad


FrequencyPlotDMAI2C- DMADV2

Howoftendifferentvaluesoccur

0

10

20

30

40

50

60

70

80

90

1 2 3 4 5 6 7 8

Histogram DotPlot


FaultTreeAnalysis(FTA)DMAI2C- DMADV2

Undesiredevent

Failure

Toidentify theweakpoints inadesignconcept

Failure Failure

Basicfailure,nolowerlevel

Failurewithlackofinformation, nolowerlevel

OR

AND

FailureFailure Failure Failure

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GageR&Rstudy

Assessbymeasuringasameitemmultiplenumberoftimes:

RepeatabilitySamepersongetsameresultonsameitem

ReproducibilityDifferentpersonsgetsameresultonsameitem

à Analyzeresult,variation:determineshowmuchcomesfromdifferencesinthepersons ortechniques

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DMAI2C- DMADV2


HouseofQuality(HOQ)DMAI2C- DMADV2

Room7Correlation

CustomerNeeds(WHAT)

Room1

MeasuresHOWRoom3

Howimportant Score

Room6

Room5

Target/Specifications

TechnicalEvaluation

Relationships

StrongModerateWeak Room4 Room2

Importance

CustomerRating


In-and-Out-of-ScopeTool

INSCOPE

OUTSCOPE

DMAI2C- DMADV2


KanoModel

KanoModel(JapaneseexpertNoriaki Kano)3categoriesofcustomerneeds:Mustbe– MoreIsBetter- Delighters

Presence

Custom

erSatisfactio

n

Absent Fulfilled

Dissatisfied

Delighted

Neutral

Delighters MoreIsBetter

Mustbe

DMAI2C- DMADV2

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LessonsLearned

• Whatworkedwell?• Whatdidn’tworkedwell?• Plan– Actualcomparison

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DMAI2C- DMADV2


MindMapDMAI2C- DMADV2

Mainidea

Idea

Idea

IdeaIdea

IdeaIdea

Idea


Multi-GenerationPlan(MGP)DMAI2C- DMADV2

Product/Services

Technologies

0– 2Years 2– 4Years 4+Years

Product/Services

Technologies Product/Services

Technologies

Vision


ParetoChartDMAI2C- DMADV2

Frequencyorimpactofdatadividedintocategories

0 10 20 30 40 50 60 70 80 90

Productlook

Delivery

Productfunction

Invoice

Customerservice

Complaints - Paretochart

Occurence

Categories


Prioritization/PughmatrixDMAI2C- DMADV2

Toprioritize,Tohelptofocus

Priority a b c ..1.Process

2.URS

1.Outputoftheprocess/2.Potentialsolutions

1Delighted3Neutral5Mustbe

1Notacceptable3Acceptable5Satisfactory


ProcesssigmaDMAI2C- DMADV2

AccuracyRate(Yield)

DPMO ProcessSigma

69% 308,537 2

93% 66,807 3

99% 6,210 4

99,977% 233 5

99,9997% 3.4 6

DataOpportunities for defects 20Defects 4

ResultsFailure Rate 0,2000Accuracy Rate 0,8000Sigma Level 0,8416Long Term Sigma Level 2,3416

ExamplewithDatafromcontrolchart:

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ProjectCharterDMAI2C- DMADV2

Status Elements

Scope Has the scope of the project increased or decreased?

Timing Is the project currently scheduled to be completed on-time?

Resources Is the project staffed with the appropriate resources?

Issues Are the project issues being properly managed and resolved?

Status Levels

No significant issues/risks exist that could impact scope, schedule, or budget

Issues/risks exists that could/may impact scope, schedule, or budget

Milestones have/will be missed; risks/issues exist that will likely impact scope, schedule, or budget

Stakeholders StatusScope Timing Resources Issues

ProblemStatement ProjectGoal&Scope

KPIsTeamLeadMembers

Milestones&Deliverables KeyAccomplishments

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Prototyping

• Toreceivecustomerfeedbackearlyinthedevelopment

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DMAI2C- DMADV2


QualityControlProcessChart

Plan/Do

“PlanDoCheckAct”(PDCA)Toensurequalityandeveryoneusesthenewprocessproperly

Check Act

ProcessSteps

IndicatorsWhattocheck

CorrectiveActions

DMAI2C- DMADV2


SIPOC

SUPPLIERS INPUTS PROCESSES OUTPUTS CUSTOMERS

start stop

DMAI2C- DMADV2


StakeholderAnalysis

Influenceisbubblesize

Involvement

Resistance

MIN

MAX

MAX

TheStakeholdersAnalysisisatoolusedtoidentify thestakeholdersimpactedtodefine theattitudestoencourageandanalyzethestakeholders'communication needs

Identifystakeholdergroup/individualIdentifylevelofInvolvement,Resistance,InfluenceMaininterests/concernsObjectivesCommunicationneeds

Usetheprioritization graphtoidentify thestakeholdersthatarekeyforsuccess

DMAI2C- DMADV2

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Stratification

Stratification

• Dividedataintogroups

• Typicalgroupsare:• Who:persons,departments,organizations• What:machines,supplies,services,products• Where:physicallocations• When:time,day,week

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DMAI2C- DMADV2


TRIZDMAI2C- DMADV2

A“knowledgebase”modelforgenerating innovativesolutions

Yourknowledge

Teamknowledge

Companyknowledge

Competitorsindustriesknowledge

Non-Competitorsindustriesknowledge

Allotherinformation

GartnerForrester…

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VOC

VoiceOftheCustomer(VOC)isusedtodescribecustomersneedsandtheirperceptionsofyourproductorservice.

• Identifyyourcustomer• Collectinformation• Analyzeinformation(AffinityDiagram,KanoModel)• TranslateintoCriticaltoQuality(CTQtree)• SetspecificationsforCTQs

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DMAI2C- DMADV2

PE Playbook - Process Excellence

Design

Transcript of PE Playbook - Process Excellence