Control Phase Welcome to Control Welcome to Control

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Control Phase Welcome to Control

Control Phase Welcome to Control

Welcome to Control Defect Controls Statistical Process Control (SPC) Six Sigma Control Plans Wrap

Welcome to Control Defect Controls Statistical Process Control (SPC) Six Sigma Control Plans Wrap Up & Action Items Green Belt Six Sigma 2 Fuente: OSSS

Champion/ Process Owner DMAIC Roadmap Identify Problem Area Define Determine Appropriate Project Focus Estimate

Champion/ Process Owner DMAIC Roadmap Identify Problem Area Define Determine Appropriate Project Focus Estimate COPQ Improve Analyze Measure Establish Team Assess Stability, Capability, and Measurement Systems Identify and Prioritize All X’s Prove/Disprove Impact X’s Have On Problem Identify, Prioritize, Select Solutions Control or Eliminate X ’s Causing Problems Control Implement Solutions to Control or Eliminate X ’s Causing Problems Implement Control Plan to Ensure Problem Doesn ’t Return Verify Financial Impact Green Belt Six Sigma 3 Fuente: OSSS

Control Phase Finality with Control Plans Improvement Selected Develop Training Plan Implement Training Plan

Control Phase Finality with Control Plans Improvement Selected Develop Training Plan Implement Training Plan Develop Documentation Plan Implement Documentation Plan Develop Monitoring Plan Implement Monitoring Plan Develop Response Plan Implement Response Plan Develop Plan to Align Systems and Structures Verify Financial Impact Go to Next Project Green Belt Six Sigma 4 Fuente: OSSS

Control Phase Defect Prevention

Control Phase Defect Prevention

Defect Controls Welcome to Control Realistic Tolerance and Six Sigma Design Defect Controls Process

Defect Controls Welcome to Control Realistic Tolerance and Six Sigma Design Defect Controls Process Automation or Interruption Statistical Process Control (SPC) Poka-Yoke Six Sigma Control Plans Wrap Up & Action Items Green Belt Six Sigma 6 Fuente: OSSS

Purpose of Defect Prevention in Control Phase Process improvement efforts often falter during implementation

Purpose of Defect Prevention in Control Phase Process improvement efforts often falter during implementation of new operating methods learned in the Analyze Phase. Sustainable improvements can not be achieved without control tactics to guarantee permanency. Defect Prevention seeks to gain permanency by eliminating or rigidly defining human intervention in a process. Yes sir, we are in CONTROL! Green Belt Six Sigma 7 Fuente: OSSS

s Level for Project Sustaining in Control 5 -6 : Six Sigma product and/or

s Level for Project Sustaining in Control 5 -6 : Six Sigma product and/or process design eliminates an error condition OR an automated system monitors the process and automatically adjust critical X’s to correct settings without human intervention to sustain process improvements BEST 4 -5 : Automated mechanism shuts down the process and prevents further operation until a required action is performed 3 -5 : Mistake proofing prevents a product/service from passing onto the next step 3 -4 : SPC on X’s with the special causes are identified and acted upon by fully trained operators and staff who adhere to the rules 2 -4 : SPC on Y’s 1 -3 : Development of SOPs and process audits 0 -1 : Training and awareness Green Belt Six Sigma WORST 8 Fuente: OSSS

6 Product/Process Design Specification on Y Designing products and processes such that the output

6 Product/Process Design Specification on Y Designing products and processes such that the output Y meets or exceeds the target capability. 24 22 Distribution of Y 21 19 Relationship Y = F(x) 17 10 11 12 13 14 15 16 17 18 19 20 Distribution of X When designing the part or process, specifications on X are set such that the target capability on Y is achieved. Both the target and tolerance of the X must be addressed in the spec limits. Green Belt Six Sigma 9 Fuente: OSSS

6 s Product/Process Design Upper Prediction Interval Specification on Y 24 22 Distribution of

6 s Product/Process Design Upper Prediction Interval Specification on Y 24 22 Distribution of Y Relationship Y = F(x) 21 19 17 10 11 12 13 14 15 16 17 18 19 20 Distribution of X Lower Prediction Interval If the relationship between X and Y is empirically developed through Regressions or DOE’s uncertainty exists. As a result, confidence intervals should be used when establishing the specifications for X. Green Belt Six Sigma 10 Fuente: OSSS

Product/Process Design Example Using 95% prediction bands within MINITABTM Stat > Regression>Fitted Lin Plot

Product/Process Design Example Using 95% prediction bands within MINITABTM Stat > Regression>Fitted Lin Plot …. . Options…Display Prediction Interval Regression Plot Y = 7. 75434 + 5. 81104 X Generate your own Data Set(s) and experiment with this MINITABTM function. R-Sq = 88. 0 % 90 80 70 Output 60 What are the spec limits for the output? 50 40 30 20 Regression 10 95% PI 0 0 5 10 Input What is the tolerance range for the input? If you want 6 performance, you will remember to tighten the output’s specification to select the tolerance range of the input. Green Belt Six Sigma 11 Fuente: OSSS

Product/Process Design Example Note: High output spec connects with top line in both cases.

Product/Process Design Example Note: High output spec connects with top line in both cases. Lower input spec Green Belt Six Sigma 12 Fuente: OSSS

Poor Regression Impacting Tolerancing Poor Correlation does not allow for tighter tolerancing. Green Belt

Poor Regression Impacting Tolerancing Poor Correlation does not allow for tighter tolerancing. Green Belt Six Sigma 13 Fuente: OSSS

5 – 6 Full Automation: Systems that monitor the process and automatically adjust Critical

5 – 6 Full Automation: Systems that monitor the process and automatically adjust Critical X’s to correct settings. • Automatic gauging and system adjustments • Automatic detection and system activation systems - landing gear extension based on aircraft speed and power setting • Systems that count cycles and automatically make adjustments based on an optimum number of cycles • Automated temperature controllers for controlling heating and cooling systems • Anti-Lock breaking systems • Automatic welder control units for volts, amps and distance traveled on each weld cycle Green Belt Six Sigma 14 Fuente: OSSS

Full Automation Example A Black Belt is working on controlling rust on machined surfaces

Full Automation Example A Black Belt is working on controlling rust on machined surfaces of brake rotors: – A rust inhibiter is applied during the wash cycle after final machining is completed – Concentration of the inhibiter in the wash tank is a Critical X that must be maintained – The previous system was a standard S. O. P. requiring a process technician to audit and add the inhibiter manually As part of the Control Phase, the team has implemented an automatic check and replenish system on the washer. Full Automation Don’t worry boss, it’s automated!! Green Belt Six Sigma 15 Fuente: OSSS

4 – 5 Process Interruption: Mechanism installed that shuts down the process and prevents

4 – 5 Process Interruption: Mechanism installed that shuts down the process and prevents further operation until a required action is preformed: • Ground fault circuit breakers • Child proof caps on medications • Software routines to prevent undesirable commands • Safety interlocks on equipment such as light curtains, dual palm buttons, ram blocks • Transfer system guides or fixtures that prevent over or undersized parts from proceeding • Temperature conveyor interlocks on ovens • Missing component detection that stops the process when triggered Green Belt Six Sigma 16 Fuente: OSSS

4 – 5 Process Interruption Example: • • A Black Belt is working on

4 – 5 Process Interruption Example: • • A Black Belt is working on launching a new electric drive unit on a transfer system – One common failure mode of the system is a bearing failure on the main motor shaft – It was determined that a high press fit at bearing installation was causing these failures – The root cause of the problem turned out to be undersized bearings from the supplier Until the supplier could be brought into control or replaced, the team implemented a press load monitor at the bearing press with a indicator – If the monitor detects a press load higher than the set point, it shuts down the press and will not allow the unit to be removed from press until an interlock key is turned and the ram reset in the manual mode – Only the line lead person and the supervisor have keys to the interlock – The non-conforming part is automatically marked with red dye Process Interruption Green Belt Six Sigma 17 Fuente: OSSS

3 – 5 Mistake Proofing is best defined as: – Using wisdom, ingenuity, or

3 – 5 Mistake Proofing is best defined as: – Using wisdom, ingenuity, or serendipity to create devices allowing a 100% defect free step 100% of the time Poka-Yoke is the Japanese term for mistake proofing or to avoid “yokeuro” inadvertent errors “poka”. See if you can find the Poka. Yokes! Green Belt Six Sigma 18 Fuente: OSSS

Traditional Quality vs. Mistake Proofing Traditional Inspection Result Worker or Machine Error Discover Error

Traditional Quality vs. Mistake Proofing Traditional Inspection Result Worker or Machine Error Discover Error Don’t Do Anything Take Action/ Feedback Defective No Defect Sort At Other Step Next Step Source Inspection “KEEP ERRORS FROM TURNING INTO DEFECTS” Green Belt Six Sigma 19 Fuente: OSSS

Styles of Mistake Proofing There are 2 states of a defect which are addressed

Styles of Mistake Proofing There are 2 states of a defect which are addressed with mistake proofing. ERROR ABOUT TO OCCUR ERROR HAS OCCURRED DEFECT ABOUT TO OCCUR (Prediction) DEFECT HAS OCCURRED (Detection) WARNING SIGNAL CONTROL / FEEDBACK SHUTDOWN (Stop Operation) Green Belt Six Sigma 20 Fuente: OSSS

Mistake Proofing Devices Design Hints to help design a mistake proofing device: – –

Mistake Proofing Devices Design Hints to help design a mistake proofing device: – – – BEST Simple Inexpensive Give prompt feedback Give prompt action (prevention) Focused application Have the right people’s input . . . makes it impossible for errors to occur BETTER ……allows for detection while error is being made GOOD . . . detects defect before it continues to the next operation Green Belt Six Sigma 21 Fuente: OSSS

Types of Mistake Proof Devices Contact Method – Physical or energy contact with product

Types of Mistake Proof Devices Contact Method – Physical or energy contact with product • Limit switches • Photo-electric beams Fixed Value Method – Number of parts to be attached/assembled etc. are constant – Number of steps done in operation • Limit switches Motion-step Method – Checks for correct sequencing – Checks for correct timing • Photo-electric switches and timers Green Belt Six Sigma 22 1 Guide Pins of Different Sizes 2 Error Detection and Alarms 3 Limit Switches 4 Counters 5 Checklists Fuente: OSSS

Mistake Proofing Examples • Everyday examples of mistake-proofing: • Home – – • Automated

Mistake Proofing Examples • Everyday examples of mistake-proofing: • Home – – • Automated shutoffs on electric coffee pots Ground fault circuit breakers for bathroom in or outside electric circuits – Pilotless gas ranges and hot water heaters – Child proof caps on medications – Butane lighters with safety button • • Computers – Mouse insertion – USB cable connection – Battery insertion – Power save feature Green Belt Six Sigma Automobile – Seat belts – Air bags – Car engine warning lights Office – Spell check in word processing software – Questioning “Do you want to delete” after depressing the “Delete” button on your computer Factory – • Retail – 23 Dual palm buttons and other guards on machinery Tamper proof packaging Fuente: OSSS

Advantages of Mistake Proofing as A Control Method Mistake Proofing advantages include: – Only

Advantages of Mistake Proofing as A Control Method Mistake Proofing advantages include: – Only simple training programs are required – Inspection operations are eliminated and the process is simplified – Relieves operators from repetitive tasks of typical visual inspection – Promotes creativity and value adding activities – Results in defect free work – Requires immediate action when problems arise – Provides 100% inspection internal to the operation The best resource for pictorial examples of Mistake Proofing is: Poka-Yoke: Improving Product Quality by Preventing Defects. Overview by Hiroyuki Hirano. Productivity Press, 1988. ) Green Belt Six Sigma 24 Fuente: OSSS

Defect Prevention Culture and Good Control Plans Involve everyone in Defect Prevention: – Establish

Defect Prevention Culture and Good Control Plans Involve everyone in Defect Prevention: – Establish Process Capability through SPC – Establish and adhere to standard procedures – Make daily improvements – Invent Mistake-proofing devices Make immediate feedback and action part of culture Don’t just stop at one mistake proofing device per product Defect Prevention is needed for all potential defects Defect Prevention implemented MUST be documented in your living FMEA for the process/product Green Belt Six Sigma 25 Fuente: OSSS

Class Exercise Take a look around your work area or office to see what

Class Exercise Take a look around your work area or office to see what things you can identify as mistake proofed. Talk with your fellow workers about: – How was the need for the control system identified? – If a Critical X is mistake proofed, how was it identified as being critical? – How are they maintained? – How are they verified as working properly? – Are they ever disabled? Look for other areas where such beneficial things could be applied. Green Belt Six Sigma 26 Fuente: OSSS

Class Exercise about Defect Prevention Prepare a probable Defect Prevention method to apply to

Class Exercise about Defect Prevention Prepare a probable Defect Prevention method to apply to your project. List any potential barriers to implementation. Green Belt Six Sigma 27 Fuente: OSSS

Summary At this point, you should be able to: • Describe some methods of

Summary At this point, you should be able to: • Describe some methods of Defect Prevention • Understand how these techniques can help with project sustainability: – Including reducing those outliers as seen in the Advanced Process Capability section – If the vital X was identified, prevent the cause of defective Y • Understand what tools must document the Defect Prevention created in the Control Phase Green Belt Six Sigma 28 Fuente: OSSS

Control Phase Statistical Process Control

Control Phase Statistical Process Control

Statistical Process Control Welcome to Control Elements and Purpose Defect Controls Methodology Statistical Process

Statistical Process Control Welcome to Control Elements and Purpose Defect Controls Methodology Statistical Process Control (SPC) Special Cause Tests Six Sigma Control Plans Examples Wrap Up & Action Items Green Belt Six Sigma 30 Fuente: OSSS

SPC Overview: Collecting Data Population: – An entire group of objects that have been

SPC Overview: Collecting Data Population: – An entire group of objects that have been made or will be made containing a characteristic of interest Sample: – A sample is a subset of the population of interest – The group of objects actually measured in a statistical study – Samples are used to estimate the true population parameters Population Sample Green Belt Six Sigma 31 Fuente: OSSS

SPC Overview: I-MR Chart • An I-MR chart combines a Control Chart of the

SPC Overview: I-MR Chart • An I-MR chart combines a Control Chart of the average moving range with the Individual’s Chart. • You can use individuals charts to track the process level and to detect the presence of Special Causes when the sample size is 1. • Seeing both charts together allows you to track both the process level and process variation at the same time, providing greater sensitivity that can help detect the presence of Special Causes. Green Belt Six Sigma 32 Fuente: OSSS

SPC Overview: Xbar-R Chart If each of your observations consists of a subgroup of

SPC Overview: Xbar-R Chart If each of your observations consists of a subgroup of data, rather than just individual measurements, an Xbar-R chart providers greater sensitivity. Failure to form rational subgroups correctly will make your Xbar-R charts dangerously wrong. Green Belt Six Sigma 33 Fuente: OSSS

SPC Overview: U Chart • C Charts and U Charts are for tracking defects.

SPC Overview: U Chart • C Charts and U Charts are for tracking defects. • A U Chart can do everything a C Chart can, so we’ll just learn how to do a U Chart. This chart counts flaws or errors (defects). One “search area” can have more than one flaw or error. • Search area (unit) can be practically anything we wish to define. We can look for typographical errors per page, the number of paint blemishes on a truck door or the number of bricks a mason drops in a workday. • You supply the number of defects on each unit inspected. Green Belt Six Sigma 34 Fuente: OSSS

SPC Overview: P Chart • NP Charts and P Charts are for tracking defectives.

SPC Overview: P Chart • NP Charts and P Charts are for tracking defectives. • A P Chart can do everything an NP Chart can, so we’ll just learn how to do a P Chart! • Used for tracking defectives – the item is either good or bad, pass or fail, accept or reject. • Center Line is the proportion of “rejects” and is also your Process Capability. • Input to the P Chart is a series of integers — number bad, number rejected. In addition, you must supply the sample size. Green Belt Six Sigma 35 Fuente: OSSS

SPC Overview: Control Methods/Effectiveness Type 1 Corrective Action = Countermeasure: improvement made to the

SPC Overview: Control Methods/Effectiveness Type 1 Corrective Action = Countermeasure: improvement made to the process which will eliminate the error condition from occurring. The defect will never be created. This is also referred to as a long-term corrective action in the form of mistake proofing or design changes. Type 2 Corrective Action = Flag: improvement made to the process which will detect when the error condition has occurred. This flag will shut down the equipment so that the defect will not move forward. SPC on X’s or Y’s with fully trained operators and staff who respect the rules. Once a chart signals a problem everyone understands the rules of SPC and agrees to shut down for Special Cause identification. (Cpk > certain level). Type 3 Corrective Action = Inspection: implementation of a short-term containment which is likely to detect the defect caused by the error condition. Containments are typically audits or 100% inspection. SPC on X’s or Y’s with fully trained operators. The operators have been trained and understand the rules of SPC, but management will not empower them to stop for investigation. S. O. P. is implemented to attempt to detect the defects. This action is not sustainable short-term or long-term. SPC on X’s or Y’s without proper usage = WALL PAPER. Green Belt Six Sigma 36 Fuente: OSSS

Purpose of Statistical Process Control Every process has Causes of Variation known as: –

Purpose of Statistical Process Control Every process has Causes of Variation known as: – Common Cause: Natural variability – Special Cause: Unnatural variability • Assignable: Reason for detected Variability • Pattern Change: Presence of trend or unusual pattern SPC is a basic tool to monitor and improve variation in a process. SPC is used to detect Special Cause variation telling us the process is “out of control” but does NOT tell us why. SPC gives a glimpse of ongoing process capability AND is a visual management tool. This is a special cause!! Green Belt Six Sigma 37 Fuente: OSSS

Elements of Control Charts Developed by Dr Walter A. Shewhart of Bell Laboratories from

Elements of Control Charts Developed by Dr Walter A. Shewhart of Bell Laboratories from 1924 Graphical and visual plot of changes in the data over time – This is necessary for visual management of your process. Control Charts were designed as a methodology for indicating change in performance, either variation or Mean/Median. Charts have a Central Line and Control Limits to detect Special Cause variation. Special Cause Variation Detected Process Center (usually the Mean) Control Limits Green Belt Six Sigma 38 Fuente: OSSS

Understanding the Power of SPC Control Charts indicate when a process is “out of

Understanding the Power of SPC Control Charts indicate when a process is “out of control” or exhibiting Special Cause variation but NOT why! SPC Charts incorporate upper and lower Control Limits. – The limits are typically +/- 3 from the Center Line. – These limits represent 99. 73% of natural variability for Normal Distributions. SPC Charts allow workers and supervision to maintain improved process performance from Six Sigma projects. Use of SPC Charts can be applied with all processes. – Services, manufacturing, and retail are just a few industries with SPC applications. – Caution must be taken with use of SPC for Non-normal processes. Control Limits describe the process variability and are unrelated to customer specifications. (Voice of the Process instead of Voice of the Customer) – An undesirable situation is having Control Limits wider than customer specification limits. This will exist for poorly performing processes with a Cp less than 1. 0 Many SPC Charts exist and selection must be appropriate for effectiveness. Green Belt Six Sigma 39 Fuente: OSSS

The Control Chart Cookbook General Steps for Constructing Control Charts 1. Select characteristic (critical

The Control Chart Cookbook General Steps for Constructing Control Charts 1. Select characteristic (critical “X” or CTQ) to be charted. 2. Determine the purpose of the chart. 3. Select data-collection points. 4. Establish the basis for sub-grouping (only for Y’s). 5. Select the type of Control Chart. 6. Determine the measurement method/criteria. 7. Establish the sampling interval/frequency. 8. Determine the sample size. 9. Establish the basis of calculating the Control Limits. 10. Set up the forms or software for charting data. Stirred or Shaken? 11. Set up the forms or software for collecting data. 12. Prepare written instructions for all phases. 13. Conduct the necessary training. Green Belt Six Sigma 40 Fuente: OSSS

Focus of Six Sigma and the Use of SPC Y=F(x) To get results, should

Focus of Six Sigma and the Use of SPC Y=F(x) To get results, should we focus our behavior on the Y or X? Y Dependent Output Effect Symptom Monitor X 1. . . X N Independent Input Cause Problem Control If we find the “vital few” X’s, first consider using SPC on the X’s to achieve a desired Y? Green Belt Six Sigma 41 Fuente: OSSS

Control Chart Anatomy Special Cause Variation Process is “Out of Control” Run Chart of

Control Chart Anatomy Special Cause Variation Process is “Out of Control” Run Chart of data points Upper Control Limit +/- 3 sigma Common Cause Variation Process is “In Control” Lower Control Limit Special Cause Variation Process is “Out of Control” Green Belt Six Sigma Mean Process Sequence/Time Scale 42 Fuente: OSSS

Control and Out of Control Outlier 3 2 1 -1 99. 7% 95% 68%

Control and Out of Control Outlier 3 2 1 -1 99. 7% 95% 68% -2 -3 Outlier Green Belt Six Sigma 43 Fuente: OSSS

Size of Subgroups Typical subgroup sizes are 3 -12 for variable data: – If

Size of Subgroups Typical subgroup sizes are 3 -12 for variable data: – If difficulty of gathering sample or expense of testing exists the size, n, is smaller – 3, 5, and 10 are the most common size of subgroups because of ease of calculations when SPC is done without computers. Lot 1 Lot 5 Lot 3 Lot 2 Lot 4 Short-term studies Long-term study Green Belt Six Sigma 44 Fuente: OSSS

The Impact of Variation Sources of Variation - Natural Process Variation as defined by

The Impact of Variation Sources of Variation - Natural Process Variation as defined by subgroup selection - Natural Process Variation - Different Operators - Supplier Source -UCL -LCL First select the spread that we will declare as the “Natural Process Variation”, so whenever any point lands outside these “Control Limits”, an alarm will sound So, when a second source of variation appears, we will know! And, of course, if two additional sources of variation arrive we will detect that too! If you base your limits on all three sources of variation, what will sound the alarm? Green Belt Six Sigma 45 Fuente: OSSS

Frequency of Sampling Frequency is a balance between cost of sampling and testing versus

Frequency of Sampling Frequency is a balance between cost of sampling and testing versus cost of not detecting shifts in Mean or variation. Process knowledge is an input to frequency of samples after the subgroup size has been decided. – If a process shifts but cannot be detected because of too infrequent sampling, the customer suffers – If choice is given of large subgroup samples infrequently or smaller subgroups more frequently, most choose to get information more frequently. – In some processes, with automated sampling and testing frequent sampling is easy. If undecided as to sample frequency, sample more frequently to confirm detection of process shifts and reduce frequency if process variation is still detectable. A rule of thumb also states “sample a process at least 10 X more frequent than the frequency of ‘out of control’ conditions”. Green Belt Six Sigma 46 Fuente: OSSS

Frequency of Sampling too little will not allow for sufficient detection of shifts in

Frequency of Sampling too little will not allow for sufficient detection of shifts in the process because of Special Causes. All possible samples Sample every half hour Sample 4 x per shift Sample every hour Green Belt Six Sigma 47 Fuente: OSSS

SPC Selection Process Choose Appropriate Control Chart type of data ATTRIBUTE type of attribute

SPC Selection Process Choose Appropriate Control Chart type of data ATTRIBUTE type of attribute data DEFECTS CONTINUOUS subgroup size DEFECTIVES Sample size 1 type of defect type of subgroups CONSTANT VARIABLE C Chart U Chart NP Chart Number of Incidences per Unit Number of Defectives Proportion Defectives 2 -5 10+ I – MR Chart X–S Chart Individuals & Moving Range Mean & Std. Dev. SPECIAL CASES Cum. Sum Chart Cumulative Sum Green Belt Six Sigma 48 EWMA Chart Exponentially Weighted Moving Average Fuente: OSSS

Recalculation of SPC Chart Limits • Step 9 of the methodology refers to recalculating

Recalculation of SPC Chart Limits • Step 9 of the methodology refers to recalculating SPC limits. • Processes should see improvement in variation after usage of SPC. • Reduction in variation or known process shift should result in Center Line and Control Limits recalculations. – Statistical confidence of the changes can be confirmed with Hypothesis Testing from the Analyze Phase. • Consider a periodic time frame for checking Control Limits and Center Lines. – 3, 6, 12 months are typical and dependent on resources and priorities – A set frequency allows for process changes to be captured. • Incentive to recalculate limits include avoiding false Special Cause detection with poorly monitored processes. • These recommendations are true for both Variable and Attribute Data. Green Belt Six Sigma 49 Fuente: OSSS

Summary At this point, you should be able to: • Describe the elements of

Summary At this point, you should be able to: • Describe the elements of an SPC Chart and the purposes of SPC • Understand how SPC ranks in Defect Prevention • Describe the 13 step route or methodology of implementing a chart • Understand the Control Chart selection methodology Green Belt Six Sigma 50 Fuente: OSSS

Control Phase Six Sigma Control Plans

Control Phase Six Sigma Control Plans

Six Sigma Control Plans Welcome to Control Defect Controls Statistical Process Control (SPC) Solution

Six Sigma Control Plans Welcome to Control Defect Controls Statistical Process Control (SPC) Solution Selection Six Sigma Control Plans Control Plan Elements Wrap Up & Action Items Green Belt Six Sigma 52 Fuente: OSSS

End of Control: Your Objectives You’ve already decided on the some defect reduction methodology.

End of Control: Your Objectives You’ve already decided on the some defect reduction methodology. Final decisions need to clarify which defect reduction tools to use. – Capital expenditures may be required. – Training hurdles to overcome. – Management buy-in not completed. This module will help select solutions with a familiar tool. The Control Phase allows the Belt and its team to tackle other processes in the future. – The elements of a Control Phase aid to document how to maintain the process. This module identifies the elements of strong Control Plans. Remember: The objective is to sustain the gains initially found in the D, M, A, I Phases. Green Belt Six Sigma 53 Fuente: OSSS

Selecting Solutions Selecting improvements to implement: – High-level objective evaluation of all potential improvements

Selecting Solutions Selecting improvements to implement: – High-level objective evaluation of all potential improvements • Impact of each improvement • Cost to implement each improvement • Time to implement each improvement What’s next? ? – Balance desire with quantifiable evaluation • Engineering always wants the gold standard • Sales always wants inventory • Production always wants more capacity The tool for selecting defect prevention methods is unnecessary for just a few changes to the process. – Many projects with smaller scopes have few, but vital control methods put into the process. Green Belt Six Sigma 54 Fuente: OSSS

Impact Considerations Impact of the improvement: – Time frame of improvements • Long-term vs.

Impact Considerations Impact of the improvement: – Time frame of improvements • Long-term vs. Short-term effectiveness – If a supplier will lose a major customer because of defects, the short term benefit will prevail first. – Effectiveness of the improvement types • Removing the Root Cause of the defect • Monitoring/flagging for the condition that produces a defect • Inspecting to determine if the defect occurred • Training people not to produce defects Now that’s IMPACT! Green Belt Six Sigma 55 Fuente: OSSS

Cost Considerations Cost to implement improvement: – Initial cost to implement improvement • Cost

Cost Considerations Cost to implement improvement: – Initial cost to implement improvement • Cost to train existing work force • Cost to purchase any new materials necessary for improvement • Cost of resources used to build improvement • Any capital investments required – On-going costs to sustain improvement • Future training, inspection, monitoring and material costs It’s all about the cash! Green Belt Six Sigma 56 Fuente: OSSS

Time Considerations Time to implement improvement: – Technical time constraints • What is the

Time Considerations Time to implement improvement: – Technical time constraints • What is the minimum time it would take to implement? – Time to build/create improvement, time to implement improvement – Political time constraints • What other priorities are competing for the technical time to build the improvement? – Cultural time constraints • How long will it take to gain support from necessary stakeholders? The clock’s ticking…… Green Belt Six Sigma 57 Fuente: OSSS

Improvement Selection Matrix Implementing this familiar tool to prioritize proposed improvements is based on

Improvement Selection Matrix Implementing this familiar tool to prioritize proposed improvements is based on the three selection criteria of time, cost and impact. – All the process outputs are rated in terms of their relative importance to the process • The outputs of interest will be the same as those in your X-Y Matrix. • The relative ranking of importance of the outputs are the same numbers from the updated X-Y Matrix. – Each potential improvement is rated against the three criteria of time, cost, and impact using a standardized rating scale – Highest overall rated improvements are best choices for implementation Green Belt Six Sigma 58 Fuente: OSSS

Improvement Selection Matrix Solution Matrix. xls Green Belt Six Sigma 59 Fuente: OSSS

Improvement Selection Matrix Solution Matrix. xls Green Belt Six Sigma 59 Fuente: OSSS

Improvement Selection Matrix Project Outputs Primary and Secondary Metrics of your Project. – List

Improvement Selection Matrix Project Outputs Primary and Secondary Metrics of your Project. – List each of the Y’s across the horizontal axis – Rate the importance of the process Y’s on a scale of 1 to 10 • 1 is not very important, 10 is critical • The Significance rankings must match your updated X-Y Matrix rankings All even at the start! Green Belt Six Sigma 60 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 61 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 61 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 62 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 62 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 63 Fuente: OSSS

Improvement Selection Matrix Green Belt Six Sigma 63 Fuente: OSSS

Example of Completed Solution Selection Matrix Improvement Selection Matrix Output Improvements with the higher

Example of Completed Solution Selection Matrix Improvement Selection Matrix Output Improvements with the higher overall rating should be given first priority. Keep in mind that long time frame capital investments, etc. should have parallel efforts to keep delays from further occurring. Green Belt Six Sigma 64 Fuente: OSSS

Implementing Solutions in Your Organization Implementation plans should emphasize the need to: – Organize

Implementing Solutions in Your Organization Implementation plans should emphasize the need to: – Organize the tasks and resources – Establish realistic time frames and deadlines – Identify actions necessary to ensure success Components of an implementation plan include: – Work breakdown structure – Influence strategy for priorities and resourcing – Risk management plan – Audit results for completion and risks. All solutions must be part of Control Plan Document. We have a plan don’t we? Green Belt Six Sigma 65 Fuente: OSSS

What is a Control Plan? A Control Plan is: • Written summary describing systems

What is a Control Plan? A Control Plan is: • Written summary describing systems used for monitoring/controlling process or product variation • Document allowing team to formally document all control methods used to meet project goal • Living document to be updated as new measurement systems and control methods are added for continuous improvement • Often used to create concise operator inspection sheet • NOT a replacement of information contained in detailed operating, maintenance, or design instructions • ESSENTIAL portion of final project report – Final projects are organizationally dependent • Informal or formal – Filed as part of project tracking mechanism for organization • Track benefits • Reference for unsustained results Green Belt Six Sigma 66 Fuente: OSSS

WHO Should Create a Control Plan The team working on the project!!!! ANYONE who

WHO Should Create a Control Plan The team working on the project!!!! ANYONE who has a role in defining, executing or changing the process: – Associates – Technical Experts – Supervisors – Managers – Site Manager – Human Resources We did it!! Green Belt Six Sigma 67 Fuente: OSSS

Why Do We Need a Control Plan? Project results need to be sustained. •

Why Do We Need a Control Plan? Project results need to be sustained. • Control Plan requires operators/engineers, managers, etc. to follow designated control methods to guarantee product quality throughout system • Allows a Belt to move onto other projects! • Prevents need for constant heroes in an organization who repeatedly solve the same problems • Control Plans are becoming more of a customer requirement Going for distance, not the sprint! Green Belt Six Sigma 68 Fuente: OSSS

Control Plan Elements Control Plan Documentation Plan Response Plan Aligning Systems Monitoring Plan Training

Control Plan Elements Control Plan Documentation Plan Response Plan Aligning Systems Monitoring Plan Training Plan Process owners accountable to maintain new level of process performance & Structures Implemented Improvements Green Belt Six Sigma Verified Financial Impact 69 Fuente: OSSS

Control Plan Information The team develops the Control Plan by utilizing all available information

Control Plan Information The team develops the Control Plan by utilizing all available information from the following: – – – Results from the Measure and Analyze Phases Lessons learned from similar products and processes Team’s knowledge of the process Design FMEAs Design reviews Defect Prevention Methods selected Documentation Plan Response Plan Aligning Systems Monitoring Plan Training Plan & Structures Green Belt Six Sigma 70 Fuente: OSSS

Training Plan Who/What organizations require training? – Those impacted by the improvements • People

Training Plan Who/What organizations require training? – Those impacted by the improvements • People who are involved in the process impacted by the improvement • People who support the process impacted by the improvement Training Plan – Those impacted by the Control Plan • Process owners/managers • People who support the processes involved in the Control Plan • People who will make changes to the process in the future Green Belt Six Sigma 71 Fuente: OSSS

Training Plan Who will complete the training? – Immediate training • The planning, development

Training Plan Who will complete the training? – Immediate training • The planning, development and execution is a Training Plan responsibility of the project team • Typically some of the training is conducted by the project team – Qualified trainers • Typically owned by a training department or process owner • Those who are responsible for conducting the on-going training must be identified Specific training materials need developing. – Power. Point, On the Job Checklist, Exercises, etc. Green Belt Six Sigma 72 Fuente: OSSS

Training Plan When will training be conducted? What is the timeline to train everyone

Training Plan When will training be conducted? What is the timeline to train everyone on the new process(es)? Training Plan What will trigger ongoing training? – New employee orientation? – Refresher training? – Part of the response plan when monitoring shows performance degrading? Green Belt Six Sigma 73 Fuente: OSSS

Training Plan Outline Training Plan Green Belt Six Sigma 74 Fuente: OSSS

Training Plan Outline Training Plan Green Belt Six Sigma 74 Fuente: OSSS

Documentation Plan Documentation is necessary to ensure that what has been learned from the

Documentation Plan Documentation is necessary to ensure that what has been learned from the project is shared and institutionalized: – Used to aid implementation of solutions – Used for on-going training Documentation Plan This is often the actual Final Report some organizations use. Documentation must be kept current to be useful. Green Belt Six Sigma 75 Fuente: OSSS

Documentation Plan Items to be included in the Documentation Plan: – Process documentation •

Documentation Plan Items to be included in the Documentation Plan: – Process documentation • Updated Process Maps/flowcharts • Procedures (SOP’s) • FMEA Documentation Plan – Control Plan documentation • Training manuals • Monitoring plan—process management charts, reports, sops • Response plan—FMEA • Systems and structures—job descriptions, performance management objectives Green Belt Six Sigma 76 Fuente: OSSS

Documentation Plan Assigning responsibility for Documentation Plan: – Responsibility at implementation • Black Belt

Documentation Plan Assigning responsibility for Documentation Plan: – Responsibility at implementation • Black Belt ensures all documents are current at hand off Documentation Plan • Black Belt ensures there is a process to modify documentation as the process changes in place • Black Belt ensures there is a process in place to review documentation on regular basis for currency/accuracy – Responsibility for ongoing process (organizationally based) • Plan must outline who is responsible for making updates/modifications to documentation as they occur • Plan must outline who is responsible to review documents— ensuring currency/accuracy of documentation Green Belt Six Sigma 77 Fuente: OSSS

Documentation Plan Outline Green Belt Six Sigma 78 Documentation Plan Fuente: OSSS

Documentation Plan Outline Green Belt Six Sigma 78 Documentation Plan Fuente: OSSS

Monitoring Plan Purpose of a Monitoring Plan: – Assures gains are achieved and sustained

Monitoring Plan Purpose of a Monitoring Plan: – Assures gains are achieved and sustained – Provides insight for future process improvement activities Monitoring Plan Development of a Monitoring Plan: – Belt is responsible for the development of the monitoring plan – Team members will help to develop the plan – Stakeholders must be consulted – Organizations with financial tracking would monitor results. Sustaining the Monitoring Plan: – Functional managers will be responsible for adherence to the monitoring plan • They must be trained on how to do this • They must be made accountable for adherence Green Belt Six Sigma 79 Fuente: OSSS

Monitoring Plan Knowledge Tests: – When to Sample • After training • Regular intervals

Monitoring Plan Knowledge Tests: – When to Sample • After training • Regular intervals • Random intervals (often in auditing sense) – How to Sample – How to Measure Monitoring Plan I knew I should have paid more attention! Green Belt Six Sigma 80 Fuente: OSSS

Monitoring Plan Statistical Process Control: – Control Charts • Posted in area where data

Monitoring Plan Statistical Process Control: – Control Charts • Posted in area where data collected Monitoring Plan • Plot data points real time – Act on Out of Control Response with guidelines from the Out of Control Action Plan (OCAP). – Record actions taken to achieve in-control results. • Notes impacting performance on chart should be encouraged – Establishing new limits • Based on signals that process performance has changed Green Belt Six Sigma 81 Fuente: OSSS

Response Plan FMEA is a great tool to use for the Monitoring Plan –

Response Plan FMEA is a great tool to use for the Monitoring Plan – Allows process manager and those involved in the process to see the entire process and how everyone contributes to a defect free product/service. – Provides the means to keep the document current—reassessing RPNs as the process changes Green Belt Six Sigma 82 Fuente: OSSS

Monitoring Plan Check Lists/Matrices – Key items to check – Decision criteria; decision road

Monitoring Plan Check Lists/Matrices – Key items to check – Decision criteria; decision road map – Multi-variable tables Monitoring Plan Visual Management – Alerts or signals to trigger action. • Empty bins being returned to when need stock replenished • Red/yellow/green reports to signal process performance – Can be audible also. – 5 S is necessary for Visual Management Green Belt Six Sigma 83 Fuente: OSSS

Response Plans — outline process(es) to follow when there is a defect or Out

Response Plans — outline process(es) to follow when there is a defect or Out of Control from monitoring: – Out of control point on Control Chart – Non random behavior within Control Limits in Control Chart – Condition/variable proven to produce defects present in process – Check sheet failure – Automation failure Response to poor process results are a must in training. Response Plans are living documents updated with new information as it becomes available. Green Belt Six Sigma 84 Fuente: OSSS

Response Plan Components of Response Plan: Response Plan – The triggers for a response

Response Plan Components of Response Plan: Response Plan – The triggers for a response • What are the Failure Modes to check for? • Usually monitor the highest risk X's in the process – The recommended response for the Failure Mode – The responsibilities for responding to the Failure Mode – Documentation of response plan being followed in a Failure Mode – Detailed information on the conditions surrounding the Failure Mode Green Belt Six Sigma 85 Fuente: OSSS

Response Plan – Abnormality Report • Detailed documentation when failure modes occur. • Provide

Response Plan – Abnormality Report • Detailed documentation when failure modes occur. • Provide a method for on-going continuous improvement. • Reinforce commitment to eliminating defects. • Fits with ISO 9000 standard of having a CAR or Corrective Action Request. • Method to collect frequency of corrective actions. Green Belt Six Sigma Response Plan 86 Fuente: OSSS

Aligning Systems and Structures Systems and structures are the basis for allowing people to

Aligning Systems and Structures Systems and structures are the basis for allowing people to change their behaviors permanently: – – – Performance goals/objectives Policies/procedures Job descriptions Incentive compensation Incentive programs, contests, etc Aligning Systems & Structures There are long- and short-term strategies for alignment of systems and structures. Green Belt Six Sigma 87 Fuente: OSSS

Aligning Systems and Structures • Get rid of measurements that do not align with

Aligning Systems and Structures • Get rid of measurements that do not align with desired behaviors Aligning Systems • Get rid of multiple measures for the same desired behaviors & Structures • Implement measures that align with desired behaviors currently not motivated by incentives • Change management must consider your process changes and how the process will respond? • Are the hourly incentives hurting your chance of success? Green Belt Six Sigma 88 Fuente: OSSS

Project Sign Off Best method to assure acceptance of Control Plan is having supervisors

Project Sign Off Best method to assure acceptance of Control Plan is having supervisors and management for the area involved. Aligning Systems & Structures – Meeting for a summary report – Specific changes to the process highlighted – Information where Control Plan is filed Now that’s a Control Plan! Green Belt Six Sigma 89 Fuente: OSSS

End of Six Sigma Methodology At this point, you should be able to: •

End of Six Sigma Methodology At this point, you should be able to: • Identify all 5 phases of the Six Sigma methodology • Identify at least 3 tools from each phase • Show progress on your ongoing project Green Belt Six Sigma 90 Fuente: OSSS

Control Phase Wrap Up and Action Items

Control Phase Wrap Up and Action Items

Control Phase Overview—The Goal The goal of the Control Phase is to: • Assess

Control Phase Overview—The Goal The goal of the Control Phase is to: • Assess the final Process Capability. • Revisit Lean with an eye for sustaining the project. • Evaluate methods for Defect Prevention. • Explore various methods to monitor process using SPC. • Implement a Control Plan. Gooooaaallllll!! Green Belt Six Sigma 92 Fuente: OSSS

Organizational Change Each “player” in the process has a role in SUSTAINING project success

Organizational Change Each “player” in the process has a role in SUSTAINING project success achieved. • Accept responsibility • Monitoring • Responding • Managing • Embracing change & continuous learning • Sharing best practices • Potential for horizontal replication or expansion of results Green Belt Six Sigma 93 Fuente: OSSS

Control Phase—The Roadblocks Look for the potential roadblocks and plan to address them before

Control Phase—The Roadblocks Look for the potential roadblocks and plan to address them before they become problems: – Lack of project sign off – Team members are not involved in Control Plan design – Management does not have knowledge on monitoring and reacting needs – Financial benefits are not tracked and integrated into business – Lack of buy in of process operators or staff Green Belt Six Sigma 94 Fuente: OSSS

Champion/ Process Owner DMAIC Roadmap Identify Problem Area Define Determine Appropriate Project Focus Estimate

Champion/ Process Owner DMAIC Roadmap Identify Problem Area Define Determine Appropriate Project Focus Estimate COPQ Improve Analyze Measure Establish Team Assess Stability, Capability, and Measurement Systems Identify and Prioritize All X’s Prove/Disprove Impact X’s Have On Problem Identify, Prioritize, Select Solutions Control or Eliminate X ’s Causing Problems Control Implement Solutions to Control or Eliminate X ’s Causing Problems Implement Control Plan to Ensure Problem Doesn ’t Return Verify Financial Impact Green Belt Six Sigma 95 Fuente: OSSS

Control Phase Improvement Selected Develop Training Plan Implement Training Plan Develop Documentation Plan Implement

Control Phase Improvement Selected Develop Training Plan Implement Training Plan Develop Documentation Plan Implement Documentation Plan Develop Monitoring Plan Implement Monitoring Plan Develop Response Plan Implement Response Plan Develop Plan to Align Systems and Structures Verify Financial Impact Go to Next Project Green Belt Six Sigma 96 Fuente: OSSS

Control Phase Checklist Control Questions Step One: Process Enhancement And Control Results · How

Control Phase Checklist Control Questions Step One: Process Enhancement And Control Results · How do the results of the improvement(s) match the requirements of the business case and improvement goals? · What are the vital few X’s? · How will you control or redesign these X’s? · Is there a process Control Plan in place? · Has the Control Plan been handed off to the process owner? Step Two: Capability Analysis for X and Y Process Capability · How are you monitoring the Y’s? · · · Step Three: Standardization And Continuous Improvement How are you going to ensure that this problem does not return? Is the learning transferable across the business? What is the action plan for spreading the best practice? Is there a project documentation file? How is this referenced in process procedures and product drawings? What is the mechanism to ensure this is not reinvented in the future? Step Four: Document what you have learned · Is there an updated FMEA? · Is the Control Plan fully documented and implemented? · What are the financial implications? · Are there any spin-off projects? · What lessons have you learned? General Questions · Are there any issues/barriers preventing the completion of the project? · Do the Champion, the Belt and Finance all agree that this project is complete? Green Belt Six Sigma 97 Fuente: OSSS

Planning for Action WHAT WHO WHEN WHY NOT HOW Test validation plan for a

Planning for Action WHAT WHO WHEN WHY NOT HOW Test validation plan for a specific time Calculate benefits for breakthrough Implement change across project team Process map of improved process Finalize Key Input Variables (KPIV) to meet goal Prioritize risks of output failure Control plan for output Control plan for inputs Chart a plan to accomplish the desired state of the culture Mistake proofing plan for inputs or outputs Implementation plan for effective procedures Knowledge transfer between Belt, PO and team members Knowledge sharing between businesses and divisions Lean project control plan Establish continuous or attribute metrics for Cpk Identify actual versus apparent Cpk Finalize problem solving strategy Complete RPN assessment with revised frequency and controls Show improvement in RPN through action items Repeat same process for secondary metrics Green Belt Six Sigma 98 Fuente: OSSS

Summary At this point, you should: • Have a clear understanding of the specific

Summary At this point, you should: • Have a clear understanding of the specific deliverables to complete your project • Have started to develop a Project Plan to meet the deliverables • Have identified ways to deal with potential roadblocks • Be ready to apply the Six Sigma method on your NEXT project Green Belt Six Sigma 99 Fuente: OSSS

It’s a Wrap Congratulations you have completed Six Sigma Green Belt Training!!! Green Belt

It’s a Wrap Congratulations you have completed Six Sigma Green Belt Training!!! Green Belt Six Sigma 100 Fuente: OSSS