Lean Six Sigma DMAIC Workshop Green Belt Part 6 6 σ Green Belt 8/18/20151Green Belt Training.

Lean Six Sigma DMAIC WorkshopGreen Belt Part 6

6 σ Green Belt

04/19/23 1Green Belt Training

04/19/23 Green Belt Training 2

Control

Control


Control Process Flow

Develop Control strategy

Develop control

plan

Update SOP’s and training plans


Key Concepts

Prevention vs detection

Visual Factory

Control Plan

Reaction Plan


Control Phase

Control is a means of sustaining improvements by eliminating the opportunity for defects to occur, or monitoring the process using a feedback system

Sustaining the gains is key!

We move from detection of defects to prevention of defects


Error Proofing

The avoidance of an error before it occurs

Error-proofed processes are designed to require extensive operator training while allowing the operation to be performed the correct way EVERY time.

Automation

Fixtures

Jigs


Visual Factory

Visual Displays

Communicate important information, but do not what people or machines do

Visual Controls

Communicate information and/or build controls into the process so that activities are performed according to standards


Control Charts

Control Charts


Variation

Variation means that a process does not produce exactly the same result every time the product or service is delivered

Variation exists in all processes

Measuring and understanding variation in our business processes helps identify specifically what the current level of performance is and what needs to change in order to reduce the variability and therefore reduce the defects delivered to customers


What Causes Variation?

SuppliersProcess Inputs

Business Processes

Process Outputs

Critical Customer

Requirement

Defects

Variation in the output of processes causes defects

Root cause analysis of variation leads to permanent defect

reduction


Control Charts - Basics

Control Charts

Have the ability to indicate the presence of special causes that upset our processes

Help us to detect, diagnose, and correct production problems in a timely fashion

Provide an easy to understand visual indicator of process performance


Control Charts - Basics

Steps to building an appropriate control chart

1. Determine the type of data

2. Collect data consistently

3. Select the appropriate control chart

4. Build the control chart

5. Analyze process performance

6. Take corrective action


Common Cause Variation

There are always inherent chance causes responsible for natural variation in all processes due to “normal” variation in materials, environments, methods, etc. (common cause)

Variation within a stable pattern is inevitable


Special Cause Variation

Once we have an indication of a shift outside a stable pattern of variation, we must discover the reason for the shift (special cause)

We want to remove the influence of a special cause if it is adversely affecting product-process quality

If the special cause influence is improving product-process quality (e.g., 6 Sigma projects), we want to permanently capture its effect


Eliminate Special Causes

In Control Variation Out of Control Variation

Days Time


Issues on Control Charts

It is critical to understand that:

Control charts do not tell us whether or not we are meeting tolerance specifications consistently

They neither explicitly identify nor remove special causes

Control charts are statistical based devices for addressing process stability

We need to develop meaningful process logs to account for and document physical characteristics, action items, and results obtained


Charting Variation – Control Charts

Days


Benefits of a Well-Defined Control Plan

Improves overall quality by reducing chances of deviation

Reduces defects by keeping processes centered

Aid in timely troubleshooting of the process

Serve as a communication tool for changes in CCR‘s

Sustain improvements


Control Plan Contents

Characteristic/Parameter

CCR

Specification/Requirement

Measurement Method

Sample Size

Frequency

Who measures

Where recorded

Decision Rule/Corrective Action


Reaction Plan

Actions to be taken when an out of control condition occurs

When do we react?

Who needs to be involved?

What other information do we need to have?


Procedures and Standards

Procedures and standards are the details behind the activities documented on the business process map

They serve as a vehicle for every employee -from senior executives to hourly workers -to gain an understanding of the improvement

Procedures are both a training aid and a means to ensure successful implementation


Procedures and Standards

Contents They should be at such a level that the job can be

performed well by employees who are not fully trained They should be specific. Tell precisely what actions to

take and when and where to take them. Make it clear where people‘s responsibilities lie

They should describe how to prevent product and service variation

They must be able to be followed. No contradictory or unrealistic instructions.

Priorities must be considered. Focus on the root causes

Formats– Procedures – Checklists– Flowcharts – Metrics


Communication Planning

Research has shown that one of the most significant variables in successful implementation is the quality of communications supporting a change. Teams must be very careful to develop the right communications for the right people and deliver them at the right time

Channels: There are numerous communication channels such as:

One-on-one meetings Electronic mail Posters Bulletin boards Small discussion groups or workshops Videos Teleconferencing or video teleconferencing Memorandums or personalized letters Voice mail


Presentation Checklist

Do your research and preparation:

Understand audience

Include stakeholders

Anticipate questions

Presentation Opening:

Set the expectations

Share the burning platform

Establish a sense of urgency



Deliver Body:

Present “As Is” and “To Be”

Use facts and data

Show how stages of DMAIC tools were used

Sell Your Solution:

Be Specific

Provide Examples to prove point

Link Benefit/results to actions



Closing:

Make recommendations

Include How-By

Present resource requirements

Ask for approval

Follow-up:

Post presentation debrief

Publish meeting minutes

Thank participants


Appendix

Appendix


Statistical Tools Summary

Tool What Type of Data When to Use How to Apply this Tool in my

Work

Histogram Visual display of one variableshowing data center, spread,shape and outliers

Continuous ordiscrete

1. Summarize large amounts of data2. To get a “feel for the data‟3. To compare actual description tocustomer specs

MultivariCharts

Bar chart comparison of subgroupson one variable.

Continuous ordiscrete

To visually compare sub-groups byindividual data points and the mean.In MINITAB 12 only. To identifymajor source of variation.

Box Plots Visual display of thesummary of Y data groupedby category of X

Y=continuousX=discrete orcategorical

Summary display to visualizedifferences in data center, spread andshape across categories.

Run Charts

Plots observation in timesequence

Y=continuous ordiscrete

To view process performance overtime for trends, shifts or cycles.

Control Charts

Plots observations in timesequence against a mean andcontrol limits

Y=continuous ordiscrete

To monitor the process in order tocontrol and improve processperformance over time for trends,shifts or cycles. To identify specialcauses.

ScatterDiagram (Plot)

Plots a response Y versus apredictor X

Y=continuousX=continuous

To understand the possiblerelationships between two variables.To identify possible root causeswhich are related to Y. Do not usewith special causes.




Work

Behaviorally Anchored Scales

A response scale on which specific points are named or described to clarify the differences between points.

Discrete / Categorical: Nominal(name)Ordinal(order)Continuous: Interval

To translate subjective or qualitative issues into data (discrete or continuous). To reduce variation in the response measured.

t-Test Determine if there is a difference between two groups.

Y=continuous X=discrete or categorical

1. Test if sample average = specified value

2. Test if 2 sample means are equal

3. Paired t: to reduce variation when comparing two sample averages Analysis

Analysis of Variance

Determine if there is a difference among many groups.

Y=continuous X=discrete or categorical(2 or more Xs)

Determine of there is a statistically significant difference among the groups.

Discrete Data: Chi Square Determine

Determine if there is a difference for observed frequencies of 2 discrete variables.

Y=discrete or categorical X=discrete or categorical

Determine if there are relationships between two discrete variables.




Work

Regression(Linear &Multiple)

Summarizes, describes, predicts and quantifies relationships.

Y=continuous X=continuous or discrete

1. Determine if there is evidence of a relationship between Xs and Ys.

2. Model data to develop a mathematical equation to quantify the relationship.

3. Identify root causes.4. Make predictions using the

model.

Logistic Regression

Summarizes, describes, predicts and quantifies relationships.

Y=discrete X=continuous or discrete

1. Determine if there is evidence of a relationship between Xs and Ys.

2. Model data to develop a mathematical equation to quantify the relationship.

3. Identify root causes.4. Make predictions using the

model.

Design of Experiments(DOE)

Systematic and efficient proactive approach to testing relationships.

Y=continuous or discrete X=continuous or discrete

To establish cause and effect relationship between Ys and Xs. To identify “vital few” Xs.


Control

Websites:

•www.isixsigma.com

•www.asq.org/sixsigma/

•www.minitab.com/

http://www.isixsigma.com/

http://www.asq.org/sixsigma/

http://www.minitab.com/

Lean Six Sigma DMAIC Workshop Green Belt Part 6 6 σ Green Belt 8/18/20151Green Belt Training.

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