Six Sigma Midterms

Improve

Objetives: Find Solutions

Tasks: Identify and evaluate possible improvement solutions, Plan improvement actions

Brainstorming

Creativity Technique

Effectiveness and Practicality Matrix

Solutions Evaluation Checklist

Paired Choice Matrix

Tools commonly applied in the Improve phase

Analogy

Anti-solution

Chain Letter

Billboard

Creativity Technique Methods

Analogy

identify another but similar (analogous) situation and generating ideas from there first

Anti-solution

brainstorm the opposite of what is to be accomplished

Chain Letter

instead of a meeting, generate and pass ideas around via memo or email

Billboard

Instead of meeting, gather ideas from the public.

Mind mapping

is a brainstorming technique used to visually organize information to hierarchy. They feature one main idea as the central point of the diagram, with subtopics branching out and connecting to supporting ideas.

Tree Diagram Solutions Formulation

A technique for searching the measures to solve a problem by arranging the relations among objectives and their measures of a problem in a form of a tree, and by examining them systematically.

Impact Effort Matrix

A tool used to help assess the potential impact and effort required for each task in a project.

Threats and Opportunities Matrix

is a simple 2 x 2 grid that captures the threats of not implementing a proposed solution and, conversely, the potential opportunities if the solution is accepted.

Potential risk assessment

helps the project to anticipate potential risks as a result of the process change.

Pilot checklist

is a limited implementation of the solution to allow you to learn and make improvements to the solution and implementation.

Cross Training Matrix

is training different employees to perform different tasks outside of their original role.

Communication plan

guides the meeting process, messaging, method, frequency, and target. It is the best tool to use to ensure acceptance.

Poka yoke

was coined in Japan during the 1960s by Shigeo Shingo who was one of the industrial engineers at Toyota.

Shingeo Shingo

credited with creating and formalizing Zero Quality Control (poka-yoke techniques to correct possible defects + source inspection to prevent defects equals zero quality control).

Poka yoke

helps people and processes work right the first time. it refers to techniques that make it impossible to make mistakes.

Processing Error

Set-up Error

Missing Part

Improper Part

Types of Error

Processing error

Process operation missed or not performed per the standard operating procedure.

Set-up error

Using the wrong tooling or setting machine adjustments incorrectly.

Missing part

Not all parts included in the assembly, welding, or other processes.

Improper part

Wrong part used in the process.

Error

cause of defect

Defect

result of error

Traditional Inspection

Informative Inspection

Source Inspection

Inspection Methods

Traditional Inspection

Sorts process outputs into „good‟ or „bad‟.

Informative Inspection

Use process output data as feedback to correct the process.

Source Inspection

Inspect for error producing conditions (red flags) in the process.

Level 1

Prevent errors from happening

Level 2

Detect the error after it has occurred

Level 3

Detect the defect as soon as it is made

Standard Work

is a precise explanation of the current

best practices for carrying out the steps of a process.

Analyze

Objectives: Investigate causes

Tasks: Brainstorm all possible causes, Shortlist major suspected causes, Verify actual causes

Root cause

highest level cause of a problem; core issue that sets in motion the entire cause and effect reaction that ultimately leads to the problem

symptom

“pain points”

underlying causes

“root cause”

Root Cause Analysis

A problem-solving process which describes a wide range of tools, and techniques to uncover real cause/s of the problem

5 Whys

A technique developed by Sakichi Toyoda, founder of Toyota Industrie; Understand the cause and effect relationships of a problem; Determine the relationship among different root causes of the problem

Cause and Effect

Fishbone Diagram

A graphical display of potential causes of a problem and it’s relationship to the effect; A visual tool used to identify, explore and graphically display all the possible causes related to a problem to discover root causes.

Dr. Kaoru Ishikawa

formalized Fishbone Diagram; a Quality statistician and one of the pioneers of Japan’s quality revolution in 1940s.

Correlation

describes linear relationships between quantitative variables. x is explanatory and y is response variable

ANOVA

Analysis of Variance

is a statistical method used to analyze the variation present in an experiment. It is used for examining the differences in the mean values of the dependent variables (should be continuous) associated with the effect of independent variables.

One way ANOVA

a type of statistical test that compares the variance in the group means within a sample while considering only one independent variable or factor.

Two way ANOVA

examines the effect of two factors on a dependent variable, and also examines whether the two factors affect each other to influence the continuous dependent variable.

Failure Modes and Effect Analysis

A systematic design of evaluation procedure with the purpose of: Recognize and evaluate potential failure modes and causes associated with designing a new product or changing an existing product; Identify actions which could eliminate change of failure

Failure Mode

Any design flaw, out-of-spec, condition or change in product that prevents it from functioning properly

System FMEA

Design FMEA

Process FMEA

Types of FMEA

System FMEA

is used to analyze systems and subsystems in the early concept anddesign stages

Design FMEA

is used to analyze products before they are released to production

Process FMEA

is used to analyze manufacturing, assembly and administrative processes

Severity

Occurrence

Detection

Risk Priority Number

scored to measure the FMEA

Severity

This implies to the magnitudeof the impact of the failure mode to either customer or downstream process; As applies to the Effects on the local system, next level, andenduser.

Occurrence

Refers to the frequency of the failure mode/ causeto occur; based on the actual performance data or historical references; Likelihood that a specific Cause will occur and result in a specific failure mode.

Detection

Refers to the capability of the process to detect based on the probability of being able to prevent the defects from shippedout; Ability of the current/proposed control mechanism to detect and identify the failure mode

Risk Priority Number

Product of the scores derived from Severity, Occurrence and Detection

Accuracy

Problem of Mean (Centering)

Precision

Problem of Dispersion (Variation)

Gage R&R

involves evaluating the repeatability and reproducibility of a measurement system

Repeatability

refers to the inherent variability of the measurement system. It is the variation that occurs when successive measurements are made under the same conditions

Reproducibility

is the variation in the average of the measurements made by different operators using the same instrument and technique when measuring the identical characteristic on the same part or same process.

Failure Mode

Failure Effect

Severity

Causes

Occurrence

Current Controls

Effectiveness

Elements of FMEA

Failure Mode

Mannerin which a processcould fail to meet some measurable expectation

Failure Effect

Assuming a failure does occur, describe the effects. It is the effect on both a downstreamoperation andthe end user.

Severity

Using a scale, it describes rate the seriousnessof the effect. 10 representsthe worst caseand1representsthe least severe

Causes

Whatis / arethe causesof the failure modes

Occurrence

This is the likelihood of the failure to occur. 10 represents near uncertainty; 1 represents 6 sigma.

Current Controls

Means of detecting the failure mode before it reaches the down stream processor even the customer

Effectiveness

The effectiveness if each current control methodology. 10 implies no control/detection and 1 suggests detection is nearly certain.