engineering management six sigma quality engineering week 4 chapters 5 (measure phase)

EngineeringManagement Six Sigma Quality

Engineering

Week 4

Chapters 5 (Measure Phase)

Chapter 5 Outline

Process Map Cause & Effect Matrix Fishbone Diagram Fayetteville Paint Line

Lean & Kaizen Reproducibility & Repeatability (Gage R&R) Capability Analysis Components of Variation Studies FMEA

What is a Process Map?

A process map is a graphical representation of the flow of a process

A detailed process map includes information that can be used to improve the process, such as:• Process Times• Quality• Costs• Inputs• Outputs

Types of Process Map

Basic process map Detailed process map Work-flow (spaghetti diagrams) Top-down flowchart Deployment flowchart Opportunity flowchart Current State / Future state maps

Uses of a Process Map

Identify areas for focus of improvement efforts Identify and eliminate non-value added steps Combine operations Assist root cause analysis Baseline for failure mode and effect analysis (FMEA) Identify potential controllable parameters for designed

experiments Determine needed data collection points Eliminate unnecessary data collection steps

Detailed Process Map Example

PICKLE RINSE

(Y's)Acid freeDebris removed

(Y's)Surface cleanliness- Removel of sand- Removal of rust- 'Defect free'

SHOTBLAST

(Y's)Surface cleanliness (dust / rust free)Surface roughness

HANG ON PENDANTS

STAND

UNCOATED FITTINGS

(x's)C TimeC Shot size / mix of sizesN HumidityS Type / Material / Original size of gritN Effectiveness of seperatorN Product geometryN Condition of machineN Dust arrestor conditionS Amount of work being shotblastC Time between pickle and shotblastN Operator

(x's)C TimeN Product geometryN OperatorS Rocked / Not rockedS Method of packing

(x's)C Make up of mix, Concentration and % of Hydrochloric Acid, Hydrofluoric Acid, Activol, WaterC Pickling timeS Age of mix / SGN Quality of work / containerN Containers / tankN Product geometryS Packing methodN OperatorS Shotblast prior to pickling

LYE BATH

(Y's)Uniformity of fluxNo excess flux (removed by Dry ing Oven)

DRYING TUNNEL

(Y's)Dry castingsWarm castings

DIP IN ZINC BATH / BUMP

(Y's)Coating Quality- Thickness of z inc / z inc alloy layers- Uniformity of coverage- Total coverage- Appearance- Roughness / tex ture- Composition of coating

WATER SPRAY KNOCK OFF

RUMBLE

(Y's)AppearanceSmooth Finish

(Y's)Zinc : Zinc Alloy thicknessAppearance (brightness)Removal of ash (c leanliness)Fitting temperature COATED

FITTINGS

(x 's)C Speed of chain / time in bathC Temperature of lye bathC Make up of lye bathS Cleanliness of lye bathN Geometry of partsS Pendant sty le / orientation of workS Amount per pendantS Weight of product per minute put through bath (Heat removal + heat pickup)S Time from shotblastN Humidity

(x 's)C Speed of chainS Temperature of tunnelN Geometry / Mass of fittingsN HumidityS Air velocity

(x 's)S Quality of supplier / materialsC Temperature of z incS Level of drossS Level of leadN Geometry / mass of fittingsN Operator (Skimming surface / agitation of pendants)S Quality of pendantsN Specifiacation (BS, ISO, EN)S Rate of withdrawalS Fluidity of z incN Power of bumper unit

(x 's)S Water volumeN Water temperatureC Speed of chainN Mass / Geometry of fittings (Rate of cooling)

(x 's)C TimeC Number of fittings per loadN Geometry of fittingsS Condition of rumbling barrel

Process Maps

Should include• Major activities and tasks• Sub-processes• Process boundaries• Inputs• Outputs

Documents reality, not how you think the process is supposed to be completed

Should identify opportunities for improvement

Steps for Process Mapping

Scope the process• Identify the start and end points of the process of interest

Document the top level process steps• Create a flow chart

Identify the inputs and outputs• What are the results of doing each process step? (Y’s)• What impacts the quality of each Y? (x’s)

Characterise the inputs

Characterising Inputs

Inputs can be classified as one of three types Controllable (C)

• Things you can adjust or control during the process• Speeds, feeds, temperatures, pressures….

Standard Operating Procedures (S)• Things you always do (in procedures or common sense things)

• Cleaning, safety….

Noise (N)• Things you cannot control or don not want to control

(too expensive or difficult)• Ambient temperature, humidity, operator...

Example

Machining a shaft on a lathe

Inputs (x’s)Rotation speedTraverse speedTool typeTool sharpnessShaft materialShaft lengthMaterial removal per cutPart cleanlinessCoolant flowOperatorMaterial variationAmbient temperatureCoolant age

Outputs (Y’s)DiameterTaperSurface finish

CCCCCCCSCNNNS

Suggested Elements

Process StepCycle Time

DPUInputs(x’s)

Outputs(Y’s)

Too little detail will not expose

the problem. Too much detail will

hide the problem.

BEFORE40 NVA STEPS

NOTE: FROM THE CUSTOMER’S VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED

Order Entry Process MapAs-Is

AFTER11 NVA STEPS

REMEMBER: FROM THE CUSTOMER’S VIEWPOINT ALL OF ORDER ENTRY IS NON-VALUE ADDED

We eliminated the steps that were NVA and

UNNECESSARY (WASTE)BEFORE

40 NVA STEPS

Order Entry Process MapNew

Types of Process Map

Basic process map Detailed process map Work-flow (spaghetti diagrams) Top-down flowchart Deployment flowchart Opportunity flowchart Current State / Future state maps

Work-flow or Spaghetti Diagram

A work flow diagram is a picture of the movements of people, materials, documents, or information in a process.

Start by tracing these movements onto a floor plan or map of the work space.

The purpose of the work-flow diagram is to illustrate the inefficiency in a clear picture.

How can you make the map look simpler? What lines can you eliminate?

56 Frame (Small Motor) Assy & Fabrication - Before

BEFORE KAIZEN:Area: 4640 sq ftOperator Travel: 3696 ftProduct Travel: 1115 ft

xxx x

x xxx

x

Cause & Effect

Objectives

• To understand the benefits of Cause & Effect Analysis

• To understand how to construct a C & E Diagram

Analysis

• A method a work group can use to identify the possible causes of a problem

• A tool to identify the factors that contribute to a quality characteristic

Uses of C & E Analysis

Visual means for tracing a problem to its causes

Identifies all the possible causes of a problem and how they relate before deciding which ones to investigate

C & E analysis is used as a starting point for investigating a problem

Fishbone Diagram

Effect

• The problem or quality characteristic

• The effect is the outcome of the factors that affect it

Effect

Causes

All the factors that could affect the problem or the quality characteristic

Five Major Categories

• Materials

• Methods

• People

• Machines

• Environment

Effect

PeopleMethodsMaterial

Machine Environment

The Eight Steps in Cause and Effect Analysis

Define the Effect

Identify the Major Categories

Generate Ideas

Evaluate Ideas

Vote for the Most Likely Causes

Rank the Causes

Verify the Results

Recommend Solutions

Fayetteville Paint Line Cause and Effect

Benefit• Gain new knowledge and perspectives by sharing

ideas with others• Helps us understand our processes• Provides a basis for action

• Whenever a problem is discovered, using C&E analysis forces us to take a proactive stance by seeking out causes

Fayetteville Paint Line

Instructions

This table provides the initial input to the FMEA and experimentation. When each of the output variables (requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that represents "Failure Modes".

1. List the process output variables 2. Rate each output on a 1-to-10 scale to importance to the customer3. List process input variables (from the process map)4. Rate each input's relationship to each output variable using a 0, 1, 3, 9 scale 5. Select the high ranking input variables to start the FMEA process; Determine how each selected input variable can "go wrong" and place that in the Failure Mode column of the FMEA.

This table provides the initial input to the FMEA and experimentation. When each of the output variables (requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that represents "Failure Modes".

1. List the process output variables 2. Rate each output on a 1-to-10 scale to importance to the customer3. List process input variables (from the process map)4. Rate each input's relationship to each output variable using a 0, 1, 3, 9 scale 5. Select the high ranking input variables to start the FMEA process; Determine how each selected input variable can "go wrong" and place that in the Failure Mode column of the FMEA.

Rating of Importance to

Customer

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Total

Process Step Process Input

1 02 03 04 05 06 07 08 09 0

10 011 012 013 014 015 016 017 018 019 020 0

0

Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Lower Spec

Target

Upper Spec

1

2

3

4

5&6

A Kaizen Blitz is a cross functional multi-level team of 5 to 10 members working intensely for 10 to 14 hours a day, to rapidly develop, test and refine solutions to problems and leave a new solution in place in just a few days. They don’t plan, they don’t propose, they do.

This focus on immediate change is what sets Kaizen activity apart from other improvement tools.

What is a Kaizen Blitz?

A Kaizen Blitz, used in conjunction with the Toyota Production System (TPS) and current Lean

Manufacturing principles, can serve as a catalyst for the initial implementation of a plant wide Lean

Manufacturing initiative.

HOW ?

Depending on the individual event, many of the Lean elements previously mentioned are

tackled during a Kaizen Blitz event.

How do you get started?

12 3

4

5

6

789

10

11

12

Our Way of Life

Recognize the Needfor Change

Schedule the Event

Select System / Process to Optimize

Develop the Objectives

Process Owner: Review& Explains Objectives

Learning the Tools• 5S, Process Flow• TAKT / Cycle Time

Capture the Details• Data Gathering• Detail Analysis

Set Goals,Make a

Plan

Make the Change

Process Owner:Accepts Change

Formalize the Change

Cycle of an Event

EngineeringManagement

The “How To” Guide

To Lean Implementation

Step One

Choose Your Project Well• High Probability For Success• Good Visibility• Short In Duration• Requires Several “Lean Tools”• Is Measurable

Step Two

Choose Your Team Well• Open Minded And Enthusiastic• Select People Who Work With The Product

• Operators

• Maintenance People

• Supervisors

• ME/IE

• Planners

Step Three

Train! Train! Train!• Overview Of Six Sigma • Continuous Improvement• Single Piece Build (Use The “Stockless Production” Video Made

By Hewlett Packard• Use Your Black Belts

Step Four

Calculate Takt Time• This Is The Customers Drum Beat• Takt Time = Units Purchased Per Day Divided Into Actual Time

Available In A Shift• Example: 27,000 Seconds / 20 Units = 1350 Seconds Per Unit Or

(1) Unit Every 22.5 Minutes

The time (pace) required to produce aproduct based on customer demand.

Often expressed as: TAKT TIME = Time AvailableCustomer Demand

Example: Elevator Manufacturer

-Customer Demand: 50 Hydraulic Elevators / Week-Daily Demand: 10 Hydraulic Elevators-Time Available: 435 Minutes / Day (480 min less cleanup, breaks)

435 / 10 = 43.5 Minutes per elevator = TAKT TIME

This pace must be maintained in order to satisfy customer demand!

Takt Time

The time for an operatorto do a prescribed taskand return to his/her

original stance.

Cycle Time

The amount of time it takesto convert raw materials into

finished goods (External Customer)or to move goods from one part

of the process to another(Internal Customer)

Lead Time

Task1

Task2

Task3

Task4

Task5

Lead Time

MOVE WAIT SET-UP RUN

Cycle Time

Cycle Time vs. Lead Time

Lead Time

PROCESS

WIP

>TAKT Time is a rate of demand>Lead Time is how long the whole process takes>They are NOT related!

1 Unit / MinuteTAKT Time

Can a process have a 1 hour TAKT Time and a 6 month Lead Time?

Takt Time vs. Lead Time

Step Five

Study The Project• Team Meetings To Discuss The Project • Set Objectives

• 25% Improvement In Through Put

• 50% Reduction In Floor Space

• 65% Reduction In Inventory

• Meeting The Takt Time

• Establish The Metrics

(Process oriented layout with Lot Size = 5)Processing Time = 1 Minute / Unit

Process Flow

TIME ELAPSED (MINUTES)0 5 10 15 20

NOTE: Typically, the distances between process is long in a process oriented layout, making difficult to transfer units one-by-one.

Manufacturing Lead Time

Batch vs. One-Piece Flow

(Process oriented layout with Lot Size = 1)Processing Time = 1 Minute / Unit

Process Flow

TIME ELAPSED (MINUTES)0 1 2 3 4

Manufacturing Lead Time

Add the Balance of Units (4 x

1’/Unit)8

Batch vs. One-Piece Flow

Questions? Comments?