Prepared by Dr. Leonard R. Hepp All Rights Reserved Basic Tools & Techniques (graphical, tabular &...

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Basic Tools & Techniques(graphical, tabular & statistical)

Segmentation Tools

Distribution Charts

Process Mapping

Trend Charts

Check Sheets

FMEA/EMEA (Risk Tools)

Process Control Charts

1. Segmentation Tools…Fishbone/Affinity Diagram2. Distribution Charts…Histogram/Pareto3. Process Mapping…Flowchart4. Trend Charts…Scatter Plot/Run Chart5. Data & Process Development…Check Sheets6. Risk Reviews…FMEA/EMEA7. Process Controls…Control Chart/Dashboards

“Seven Quality Tools”


1. Segmentation Tools

Pareto Charts

Affinity Diagram: Loan Approval

Low InterestRate

Variable Terms

Pay BackWhen I Want

NoPrepaymentPenalties/Charges

Pre-ApprovedCredit

FlexibleProduct

All ChargesClearly Stated

EasyApplication

Easy AccessTo Capital

Quick LoanDecision

Know StatusOf Loan (Post-

Approval)

Know StatusOf Loan During

Application

Preference IfBank Customer

Can ApplyOver Phone

EasyProcess

Will Come ToMy Facility

AvailableOutsideNormal

BusinessHours

AvailableWhen I Need

To Talk

ResponsiveTo My Calls

Talk ToOne Person

Availability

KnowledgeableReps

Professional

Make Me FeelComfortable

Patient DuringProcess

Friendly

PersonalInterface

Knows AboutMy Finances

Knows AboutMy Business

Makes FinanceSuggestions

Cares AboutMy Business

Has Access ToExperts

ProvidesAnswers ToQuestions

Calls IfProblems Arise

Advice/Consulting

May Jun Jul Aug

0%

20%

40%

60%

80%

100%

% O

TD

May Jun Jul Aug

OTD to Dynacircuits (Direct)

Hisco

Coshocton

Manpower

Material

Measurement Machine

MethodEnvironment

Raw GlassInventoryErrors

• Lack of audit trail- non-lot specific at work centers

• Barcode not working

• Computer Availability•Wrong input QTY based on measure

• Supervision (audit)

• ownership of defect material• PD/BOM ownership

• Data entry procedures• material movement procedures

• operators do not input• input errors

• Supervision (knowledge)

• tie from error to cause• top-down communication

• Report total transactions• Scrap report

• BOM incorrect• Large workstation size (DOCK)

• Operator timely input• Metering of Acetone

• QC/Obsolete Material in inventory• Large W/O size

• Supervision (routine)• UOM (phantoms)

Fishbone Diagram


2. Distribution Charts

100959085807570656055

10

5

0

Test Grades

# of S

tude

nts

StamfordAtlantaDenverChicago

0.14

0.12

0.10

0.08

0.06

0.04

0.02

0.00

Location

% d

efec

tiveHistograms

Box Plots

Probability PlotsLSL USL

20100

100

50

0

Bi-modalFre

quenc

y

706050403020100

150

100

50

0

Exponential

Fre

quenc

y

*

*

*

*

1

1

2

2

.

.

5

5

0

0

1

1

.

.

3

3

6

6

*

*

*

*

O

O

b

b

s

sP

P

P

P

M

M

<

<

L

L

S

S

L

L

E

E

x

x

p

p

O

O

b

b

s

sP

P

P

P

M

M

>

>

U

U

S

S

L

L

E

E

x

x

p

p

O

O

b

b

s

s

%

%

<

<

L

L

S

S

L

L

E

E

x

x

p

p

O

O

b

b

s

s

%

%

>

>

U

U

S

S

L

L

E

E

x

x

p

p

0

0

.

.

0

0

4

4

9

9

4

4

8

8

2

20

0

.

.

4

4

6

6

0

0

7

7

8

8

3

30

0

.

.

7

7

5

5

7

7

6

6

7

7

6

60

0

.

.

6

6

0

0

9

9

2

2

2

2

9

9

1

1

6

6

.

.

0

0

*

*

0

0

.

.

5

5

*

*

0

0

.

.

9

9

*

*0

0

.

.

7

7

4

40

0

.

.

7

7

4

4

*

*

*

*

LL

ii

nn

ee

77

CC

pp

kk

0.750.700.650.600.550.500.450.400.35

Lower SpecLower Spec

s

Mean-3s

Mean+3s

Mean

n

k

LSL

USL

Targ

Cpm

Cpk

CPL

CPU

Cp

Short-Term Capability

125000

13641

Cp Cpk Ppk, Zst, Zlt, Zshift

40353025

Cycle Time

Dotplot for Cycle Time

Loan Type

Large

Medium

Small

Dot Plots


3. Process Mapping

Detailed Process …Bottlenecks and Rework

…Representing a Costly “Hidden Factory”

Compare System to Paper

Place Phone Call to Branch

Finalize Decision to

Suspend

Enter Decision

into System

Enter Special Feature

Code into System

Pre-Sub or Resub of Presub

Review & Make Loan

Recommendation

Underwriter Places Phone Call for “Don’t

Process” & Then Faxes

Track & Deliver to

Team Leader

Team Leader Places Phone Call for “Don’t

Process” & Fax

Re-Call Branch at

5-Day Point

Reject File Due to Non-Action on Suspense

Retain For Add’l

Time Period

Receive F/U From

Fax or Mail

Central

Closing

Branch Closing

Track Location to Fax Room

Place File in Central Closing

Bin

Underwriter Track

Location to Mail Room

Mail Room Person Track

Location to Branch

Prep File for Return to Branch

File Out to Branch

If Credit/Prop Only

Will Be Returned by Branch

as a Rescue

Track Location to Mail Room


File Out to Branch

Review by Team Leader

(2nd

Review)

Possible Review by Reg.

V.P.

Reject the loan

1

1

Fed-Ex Receipt

Received at Front Desk

Enters Mail

Room

If Courier

Identify Subm. Type

Log Incoming

Files (Manual)

ID Submissio

n File

Log In-Coming

Files (Manual)

Register File at Mail

Room

Track Location

Delivered to

Underwriter

Separate Files by

Reg. Sub. Type

Track Location (MI:

Re-Sub)

Delivered to File Bin (Non-MI

New Submissio

n)

Calculate Distributio

n

Delivered to MI Desk

MI Underwriter Process

Manually Count/Track Deliver

Files

Presub

ID Submissio

n Type

Follow Up

Await Pick Up

Track & Deliver to Central Closing

Print Loan Decision Sheet, as Applicable

Track Location to

Team Leader and Deliver

(SUS) Retain at Underwriter

Desk for 5 Days for F/U

Place Phone

Call by 2nd

Reviewer

Track Location to Branch

Team Leader Review & Make

Loan Recommendation

Fax Comments

on “Continue

to Process”

Register File at Front Desk

(Pre-Sub to File Bin.)

ID Delivery

Point

If High

Volume

Receive &

Distribute Fax

Enter Condition

s into System

Update System to Match Loan

Decision, if Appl.

Review & Make Loan

Decisions

Mail

Compare System to Paper

Place Phone Call to Branch

Finalize Decision to

Suspend

Enter Decision

into System

Enter Special Feature

Code into System

Pre-Sub or Resub of Presub

Review & Make Loan

Recommendation

Underwriter Places Phone Call for “Don’t

Process” & Then Faxes

Track & Deliver to

Team Leader

Team Leader Places Phone Call for “Don’t

Process” & Fax

Re-Call Branch at

5-Day Point

Reject File Due to Non-Action on Suspense

Retain For Add’l

Time Period

Receive F/U From

Fax or Mail

Central

Closing

Branch Closing

Track Location to Fax Room

Place File in Central Closing

Bin

Underwriter Track

Location to Mail Room

Mail Room Person Track

Location to Branch


File Out to Branch

If Credit/Prop Only

Will Be Returned by Branch

as a Rescue

Track Location to Mail Room


File Out to Branch

Review by Team Leader

(2nd

Review)

Possible Review by Reg.

V.P.

Reject the loan

1

1

Fed-Ex Receipt

Received at Front Desk

Enters Mail

Room

If Courier

Identify Subm. Type

Log Incoming

Files (Manual)

ID Submissio

n File

Log In-Coming

Files (Manual)

Register File at Mail

Room

Track Location

Delivered to

Underwriter

Separate Files by

Reg. Sub. Type

Track Location (MI:

Re-Sub)

Delivered to File Bin (Non-MI

New Submissio

n)

Calculate Distributio

n

Delivered to MI Desk

MI Underwriter Process

Manually Count/Track Deliver

Files

Presub

ID Submissio

n Type

Follow Up

Await Pick Up

Track & Deliver to Central Closing

Print Loan Decision Sheet, as Applicable

Track Location to

Team Leader and Deliver

(SUS) Retain at Underwriter

Desk for 5 Days for F/U

Place Phone

Call by 2nd

Reviewer

Track Location to Branch

Team Leader Review & Make

Loan Recommendation

Fax Comments

on “Continue

to Process”

Register File at Front Desk

(Pre-Sub to File Bin.)

ID Delivery

Point

If High

Volume

Receive &

Distribute Fax

Enter Condition

s into System

Update System to Match Loan

Decision, if Appl.

Review & Make Loan

Decisions

Mail

Streamlined Process…With Metrics and Accountability

Receptionist

Underwriting Assistant

Processor

Underwriter

Closer

Update System

File in Updated Drawer

Receive Conditions via Fax & From

Receptionist

File in U/W

“Clear to

Close”Bin

Deliver to

Appropriate U/W

Match Condit

ion with Orig. File

Clear Conditions

Pull U/W

“CTC”From Bin

Copy File to

Processor to

Update

Receive Mailed

Conditions

Log Conditions

on Log Sheet &

Deliver to U/W Asst.

Log on

Log Sheet

Roles ProcessVS.VS.

Measures

PS I O C

ProcessMap

Suppliers Inputs Process Outputs Customers

CTQs CTQsCTQs CTQs

Measures


4. Trend Charts

ProcessPerformance

(Y)

Process Variable (X)

ProcessPerformance

(Y)

Process Variable (X)

Scatter Diagrams

Run Charts

Time Series Charts

Volume (00)

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

14013012011010090807060

Weeks

VolumeVolume (# Units)

908070605040302010

40

35

30

25

Observation

Cyc

le T

ime

0.0890

0.9110 4.0000

59.6667

65.0000

0.1982

0.8018 4.0000

46.0000

50.0000

Approx P-Value for Oscillation:

Approx P-Value for Trends:Longest run up or down:

Expected number of runs:

Number of runs up or down:

Approx P-Value for Mixtures:

Approx P-Value for Clustering:Longest run about median:

Expected number of runs:

Number of runs about median:

Run Chart for Cycle Time


5. Check Sheets

ReceiveOrder

Cut @Service

Center

Yes

No

Cut @Service

Center

Cut FromDrop-off

Yes

No

Cut from

Drop-off

PerfectYield

Yes

No

Cut on FAB

Line

100%

Pattern

Yes

No

Cut on FAB

Line

YieldLoss Paid

for

Yes

No

Yield

Loss

< 1%No

Yes

Cut on FAB

Line

Cut on FAB

Line: Notify

Finance/Spreadsheet

Mfg Mgr

Approval

Yes

Cut on FAB

Line

No

Notify

Customer

Service

Cut fromQC-40

Yes

Cut on FABLine: Ensure

Coded for

Scrap Loss

No

Cut on FAB

Line

Usable

Drop

No

Yes

Send Drop to

ServiceCenter/

Prime Mat'l

Inventory

Salvage

g GE Electromaterials FABRICATION YIELDStep 12: Implement Process Controls

Controls Implemented to Maintain Level

1) Business decision to be made by the Champion (Manufacturing Manager) for any order which CPV will be greater than 1%

2) All loads that have a QC-40 (Dispositioned) are coded at scheduling toensure appropriate financial category for loss

3) All orders that customer is known to pay for the yield loss are removed from the CPV equation (GETEK is biggest pay-off)

4) All orders are tested for patterning regardless of cutting history

5) Implemented weekly Manufacturing Dashboard to ensure process maintains in control.

A IM C

Final CPV Process

Set up Clear Process Checks Process Process

Step Input Output Process

Specification (LSL,USL, Target)

Cpk / Date

(SampleSize)

Measurement

Technique

%R&R

P/T

SampleSize

Sample

Frequency

ReactionPlan

CurrentControlMethod


6. Risk Tools (FMEA/EMEA) FMEA Output

FunctionPart/Process

FailureMode

Effects+ Severity

(1-10)

Causes+ Occurrence

(1-10)

Controls+ Detectability

(1-10)

RPNContinuous

Improvement

Risk Priority Number (RPN)RPN=SxOxD = 1 to 1000

707051 H 22 BBSAW - 3

Potential Failure Modes And Effects Analysis

Worksheet

AppealApplication

Appeal

Committee

Incomplete

Missing

Members

Incorrect

Biased

Delay

Bad Decision

Bad Decision

Delay

Bad Decision

Bad Decision

5

8

8

5

8

8

• Sales Rep

• Sales Rep

Entry Error,

Business Travel,

CompetitionBudget Pressure

Rushed

Untrained

Research Error

Illness, vacation

8

8

5

10

10

3

1

1

9

1

1

5

40

64

360

50

80

120

• Clerk Checks

• Sign-Off By

Review By

Schedule M,F

Peer Review

Upon Receipt

Territory Mgr.

Territory Mgr.Create A List

Of CriticalChecks For

Territory Mgr.

JRK 2/16/97

Process/Product:FMEA Team:

Black Belt:

FMEA Date: (Original)(Revised)

Page: of

714

FMEA Process Action Results

Item/ProcessStep

PotentialFailure Mode

PotentialEffect(s) Of

Failure Sev

erity Potential

Cause(s) OfFailure

Occ

urre

nce

Det

ectio

n

RP

N RecommendedAction

ResponsibilityAnd TargetCompletion

Date

Total Risk Priority Number Resulting Risk Priority Number

ActionTaken

Sev

erity

Occ

urre

nce

Det

ectio

n

RP

NCurrentControls

Appeal Process 1/23/97

1 1

X1 X2 X3Process In-Line Measures

Outcome Measures

Y1

Y2

Customer Needs•••

Roles Process

X1 X2 X3

1

2 3 4

# Error Points

5

F.M.E.A. Roadmap

Function 1Function 1

Function 2Function 2

Function N..Function N..

PROCESSPROCESS

CompletelyFail

CompletelyFail

PartiallyFail

PartiallyFail

Failure Mode 1+ SEVere EffectFailure Mode 1+ SEVere Effect

Failure Mode 2+ SEVere EffectFailure Mode 2+ SEVere Effect

Failure Mode N..+ SEVere EffectFailure Mode N..+ SEVere Effect

IntermittantIntermittant

OverperformanceOverperformance

DegradationDegradation

Cause 1 +OCCuranceCause 1 +

OCCurance

Cause 2Cause 2

Cause N..Cause N..

Current ProcessControls &

DETectability

Current ProcessControls &

DETectability

ContinuousImprovementContinuous

Improvement

Error Opportunities at Key Steps

Linking Failure Modes to Effects

The relationship between the Failure Mode and the Effect is not always 1-to-1

The relationship between the Failure Mode and the Effect is not always 1-to-1

Failure Mode 1Failure Mode 1Effect 1Effect 1

Effect 2Effect 2

One Failure Mode can result in multiple effectsFailure Mode 1Failure Mode 1

Effect 1Effect 1

Effect 2Effect 2Failure Mode 1Failure Mode 1

Effect 1Effect 1

Effect 2Effect 2

One Failure Mode can result in multiple effects

Failure Mode 1Failure Mode 1


Multiple Failure Modes can result in the same effect


Failure Mode 2Failure Mode 2Effect 1Effect 1Failure Mode 1Failure Mode 1


Multiple Failure Modes can result in the same effect


Failure Mode 2Failure Mode 2 Effect 1Effect 1

Multiple Failure Modes occurring together can result in a single effect


Failure Mode 2Failure Mode 2 Effect 1Effect 1Failure Mode 1Failure Mode 1

Failure Mode 2Failure Mode 2 Effect 1Effect 1

Multiple Failure Modes occurring together can result in a single effect

Error Points


7. Process Control Charts Variable orAttribute Data?

Defects or % Defective

Constant Lot Size?

uu pp

NoNo YesYes

Defects or Defective

cc npnp

High or Low Volume

Individuals &MovingRange

X-Bar &Range

Variable/Continuous

Variable/Continuous

Attribute/DiscreteAttribute/Discrete

LowLow HighHigh

Upper Control Limit (average +3)

Lower Control Limit (average -3)

Centerline (process average or average variability)

Upper Control Limit (average +3)

Lower Control Limit (average -3)

Centerline (process average or average variability)

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Data Trending Downward or UpwardSix or More Data Points in a Row

A Run of Nine or More Data Points in a RowOn Either Side of the Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

One or More Data PointsAbove The UCL or Below the LCL

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Centerline

Upper Control Limit

Lower Control Limit

Process Out of Control … Assignable Cause Events

0 10 20

0

1

2

3

Sample Number

Sa

mp

le C

ou

nt

U=1.189

3.0SL=2.345

-3.0SL=0.03241

0 10 20

0

1

2

3

Sample Number

Sa

mp

le C

ou

nt

U=1.189

3.0SL=2.345

-3.0SL=0.03241

Continuous Data Discrete Data

Product Quality vs Goal

100% 100.00%

93.00%

88%

90%

92%

94%

96%

98%

100%

June July Aug Sep

Pro

d Q

ual

% Prod Qual

Goal

0

25

60 75

90

On-Time Shipment

100

Now

Goal

Communications

0

25

60 75

90

Product Quality

100NowGoal

g GE Electromaterials Altron Dashboard

0

25

60 75

90

Documentation

100

Now

Goal

0

25

60 75

90

Packaging

100Now

Goal

On-Time Shipment Trend Documentation Trend Packaging Trend Product Quality Trend

Fail

Pass

Key

On-time( +5,0)

GETEK®

Pre-preg

GETEK®

M/L

Vacuum

Quantity

Meet Spec

Prepeg Test Dates

Color

Consistency

• Thickness• Copper

• Stamping• Diametric

Correct Mat’l

Certs (CSC)

Labels

Customer

Service

• Response Time

• Confirmation by 3:00pm

• Responsiveness

39%

Aug 1997

36 59

19 24

17 35

59

59

59

1

0

0

59

59

0

0

59

59

0

0

59

59

0

4

98.5%

100%

Issue Resolution

Corrective Actions (CAR)

Process Owner Status

1. On-Time Delivery 2. Labels

NoonanFerguson

In Process

In Process

Tech

Service

93%

OTS vs Goal

29%33.00%

39.00%

0%

20%

40%

60%

80%

100%

June July Aug Sep

OT

S % OTS

Goal

Documentation vs Goal

100%

92.00%

98.50%

88%

90%

92%

94%

96%

98%

100%

June July Aug Sep

Do

cum

enta

tio

n % Document

Goal

Packaging vs Goal

100%

92.00%

100.00%

88%

90%

92%

94%

96%

98%

100%

June July Aug Sep

Pac

kag

ing

%

Packaging

Goal

Customer Dashboards

Prepared by Dr. Leonard R. Hepp All Rights Reserved Basic Tools & Techniques (graphical, tabular &...

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Transcript of Prepared by Dr. Leonard R. Hepp All Rights Reserved Basic Tools & Techniques (graphical, tabular &...