Javier Garcia - Verdugo Sanchez Six Sigma Training. Week 1. Thought Process Map.

1. Thought Process Map
Development of a
j t t tproject strategy
Week 1
Knorr-Bremse Group
Week 1
About this Module
This module will help you to sort your thoughts,p y y g ,
ideas, questions, answerers and tools to use.
To structure it we will use the technique we haveTo structure it we will use the technique we have
learned during process mapping.
This helps you to do the next steps and to ask the
right questions.
This approach is very helpful for the set up of a
time schedule.
This type of project strategy has helped many Black
Belts/Green Belts carry out project reviews.Belts/Green Belts carry out project reviews.
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 2/19

2. What is a Thought Process Map?
• A collection of questions
A hi l t ti f th ht• A graphical presentation of thoughts
• A tool for development of strategies
• A plan which shows the paths, how the project
will be executed
• A documentation of thoughts and process
knowledge which are applied for the solution ofg pp
problems and tasks
• Highlights threats and barriers, which endangerHighlights threats and barriers, which endanger
the realization of project
• A living document!A living document!
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 3/19
Creation of a Thought Process Map
• Identification of the project goals.
• Development of paths (similar to a• Development of paths (similar to a
process map) which guide
through questions, answers andthrough questions, answers and
tools.
• The paths can be serial and /orp
parallel.
• Direct questions about the process at the process
experts.
• There is no specific format recommended. Use
what ever presents the questions and ideas in a
logical way and supports the project work.
• The following examples are for reference.
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 4/19
e o o g e a p es a e o e e e ce

3. Useful “Tool”
Post-It
• Use rectangles for questions
• Rhombus will be used for alternatives or
decisions
• Review the final flow again and check for
plausibility
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 5/19
p y
Thought Map for a Cost Optimization Project
Objective HT-2 Product Cost Reduction:
LBM-costs of current HT-2-Design (E0-0) at 58.25DM. Target LBM is at 57DM (Market/competition).
Goal of the project is to reduce HT-2-Productcost <= Target-LBM.
Planed project completion: 05/00
Design E0-0:
- LBM=58.25DM verification
- create transparent calculation
Team charter: ht-2tc1.doc
Labor + burden burden material + burden
E00e00kalk xls
Fixed within product
E00e00kalk.xls
cell. --> no further
investigations
E00e00kalk.xls
Visualization of the
product costs
Cost flow within the Cost of single functionalProcess Map for PCB
Cost analysis of single
process steps
E00KALKGR_SK_ENGL.doc
Cost flow within the
process
E00e00kalk.xls
Cost of single functional
parts
E00e00kalk.xls
Process Map for PCB
assembly
E00pro_map.ppt
New calculation sheet with the
new knowledge
Optimization of the
E0-0 Design
new knowledge
E00HT-2E00_Kalk_neu.xls
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 6/19
A

4. Thought Map for a Cost Optimization Project
Antenna
As conductor path
on the PCB
Chin. Housing supplier
A
Design E2-0
Antenna
El. design
Power supply
All parts on the
Purchasing
Relay
Check for double tests
All parts on the
reflow side Test
In circuit
Test
Functional
Test
Product-
quality
Important parameter of
In circuit test
eliminated
Important parameter of
the manufacturing process
Radio-
reliabilityCause & Effect Matrix
c&e/c&e_1.xls
Functional test
will be extended
What can go wrong
with these parameters
DOE1:
- Process Map
- Factor Relationship Diagram
E20/DOE1/ht-2doe1.pptHow can the
RF-Performance
FMEA
fmea/fmea_1.doc Design P1-0
DOE2:
improved
Radio-
reliability
Benefit-
calculation
- Process Map
- Factor Relationship Diagram
P11/DOE2/ht-2doe2.ppt
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 7/19
HT-2Benefit.xls
A Strategy for Efficient Flows
Optimization
Raw material
Bottleneck
Mixaco
Raw material
Transfer to
other areas?Material flow
Define
Pigment-
t
Define
Selection of the start
area for the pilot phase 12
store
Major
Raw material
Store Rudi
BaselineBaseline
Bl k
S
Spaghetti
Analyze
Improve
Block-
diagram
5 S
7 wastes Efficiency
of the mixture
Kanban
Analyze Material flow
Control
5 S / Radar
Analyze Material flow
IT-List
ABC Handling
Visual Workplace
SOP
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 8/19
ABC Handling SOP

5. Work Sheet
What do we know?
What do we not
know?
Which questions
should be answered?
Which actions
actually lead to
answers?
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 9/19
A di f h Th hAppendix for the Thought
Process MapProcess Map
Further general and practicalg p
examples
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 10/19

6. Thought Process Map (example)
… after starting the project. A lot of critical questions and first activities
and approaches and additional questions.
It’s more a collection of critical thoughts regarding the target
Solve a Product problemSolve a Product problem
Q. Repair only
Supplier X or
l Y
It s more a collection of critical thoughts …regarding the target
Q. What is exactly Solve a Product problemSolve a Product problem
Q Do simulation Q Is there a shiftQ What are the Q What are theQ What are the Q Which forces Q Is function
also Y
products?
Q y
the problem?
Q. Do simulation
and praxis show
similar results
regarding
interference?
Q. Is there a shift
over time?
(´03 -> ´05)
Q. What are the
root causes
of the
defective parts?
Q. What are the
required settings
for the
repair idea?
Q. What are the
root causes for
the problem?
Q. Which forces
are necessary to
reproduce
the defect?
Q. Is function
with supplier Y
component
safe?
Create Probability
tables with Gauss
approximation to
Measure component
dimensions of initial
samples of ´02
Measure interference
of defective parts
Define max. tol.
chain for
functionality
Identify critical
components regarding
the problem approximation to
estimate severity
samples of 02
Measure
interference of
assembled initial
samples
Measure component
dimensions of
defective parts
functionality
Measure additional
dimension of support
for max. tol. chain
the problem
Short term capability
measure & analysis of
components
samples
Do Tolerance chain
calculation for
interference
Do Monte-Carlo
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 11/19
Do Monte Carlo
Simulation
Thought Process Map (example)Thought Process Map (example)
Confirmation
of root causes
C
Variance
high of one
component3
… at the end.
D efine
Examination
of products
in the field
Solve a Product problemSolve a Product problem
Components
measured;252
148 products
measured for
IF and CL
component
Gauge
capable to
distinct
0,05mm
1 2
3
A
D- efine
M- easure
A- nalyse
I- mprove
C- ontrol
in the field
since 2003
Which forces are necessary to
reach Abnormal position?
What is the
Problem?
Four
“Abnormal
position” MSA study,
GLM, Anova
I-charts,
Xbar/s-Charts
Average case:
nn prod. in the
1 2
D
4
Confirmation
of Monte
Carlo- results
Definition of
metrics and
measures
Product Map
Big Y´s:
Interference
Four
components
of product are
involved
Drawings
Simulation of driver
force in cabin Estimation
of µ,σ for
Basic
statistics
Sample size
considerations
p
field with high
risk
Worse case:
nnn prod. in
the field with
hi h i k
D A
A
Capa. Analysis
f CURRENT
Components
measured;960
Tolerance
Chain calc.
Interference
IF,
Clearance CL
Estimation of
problem
Dynamic force
tests with field
products
Regression
analysis
For max.
safety >= 40
Dyn. & stat.
tests show
similar results
µ,
Field
population
Probability
tables
Confidence
interval est.
high risk
MA
A
Field stability
allows safe
repair solution
instead
replacement
of CURRENT
process
Problem
Monte-Carlo
Simulation
problem
severity by
simulation
Root cause:
Component of
supplier X
Static force
tests with field
products
Regression
analysis
safety >= 40
daN required
Minimal
required IF is
0,5mm
Required clip
Basic
statistics Repair idea:
“insert a clip”
A
A
p
Capa Study of
confirmation &
identification
of root causes
Probability
tables
pp
outside
specification
High risk with
IF <= 0,2mm
Required clip
thickness?
Examination of
heat/cold &
DOE, GLM
Influence on
A
A
Introduction of
C
Factors are
stat. not
significant.
Design not
robust
regarding big
Y´s Design not
Capa. Study of
Clips
5
Examination of
defective parts
Confirmation
of root causes
Components
measured
humidity on
product
Repair of all
d t
IF/CL:
Heat: ~0,1 mm
Cold: ~0,1 mm
A
A
I
Introduction of
modified and
robust design
Improvement
and Control of
C
Multi-Vari
Charts
Y s Design not
robust
regarding
IF/CL
Variance high
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 12/19
Examination of
initial samples
Confirmation
of root causes
Components
measured
products
desired in
order to
maximize
repair safety
Insert ClipInsert Clip
withwith xxxxxx
mmmm..
A and Control of
component
capability /
replacement of
supplier
Worse estimation
of the field
Variance high
of one
component,
Cpk < 1
Results from force
tests

7. Improvement of a cost estimation process
Cost Estimate (CE)Cost Estimate (CE)
Process
Improvement
Cost Estimate (CE)
Process
Improvement
TAT
reduce 50 %
TAT
reduce 50 %
CE cost
CE cost
accuracyreduce 50 %
Deviation
CE / INVOICE
AS IS
Process Map
Part transfers
between R/Os!
accuracyaccuracy
Revenue
Inhouse
repair
Flat rate
accuracy
No normal
distribution?
Defect-
measurement
TAT
average
4,6 days
Reduce
by 10%!
Flat rate
missing
Repair cost
accuracy
improvement
Additional
material requests
$ 10 M(1999)
GB ydistribution?
FMEA Box Cox
Transformation
GB
projects
g
Analyze existing
flat rate
process
Mod. CE
program
Revenue
impact
Productivity
impact
GB
project
Analytical
OHE
SAP-ERP
readyness!
Distinguish
minor, heavy
repairs
Six Sigma
Tolerancing method
Quick
fixes
Improve
CE process &
interfaces
Quick
fixes
LRU-
sychronisation
1,5 days
o e a c g et od
for RCS
Standards for
Analytical &
OHE
Standard text
for “AMRs”
Verify
new method
at model
Reduce
NVA steps
Improvements
upstream
of CE process
Process flow
optimization
Align process with
other R&O sites
Establish system
for continuos
flat rate monitoring &
re-calculation
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 13/19
Implementation of new CE process, as standard
communicate, establish metrics for control Goal: TAT reduction & CE accuracy
Turbine cleaning
Setup Times
Optimize
Cleaning Involve people
Define Risks
Setup Times
Consider
Airworthiness Regulations g Involve people
Setup a TeamProcess
Knowledge
g
Interruption
Make go
forward plan
Measure Baseline
Data
of Process
Alignment to Pro-
duction Schedule
Inform/ Involve
Management
Practical
Consider Safety
Issues
Conducting
Make use of
Six Sigma Tools
Install Control
SystemsR
Measure Repeatability
of Process
Evaluate Experimental
Outcomes
Systems
Different kind
of dirtiness
Run
Experiments
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 14/19
Outcomes

8. A general example
What is the problem? Valve stays open when should be shut
Process Map
Why?
FMEA How can this process fail?
-Functional
-Trace airflow through
problem area
-Foundation for FMEA
FMEA
-Mode
-Effects
-Severity
-Causes
-Pr. of Occ.
How can this process fail?
Why does it fail?
How often will it occur?
How badly will it hurt?
What can we do to avoid the failure?
Now how badly will it hurt?
-Current controls
-Detectability
-RPN
-Actions to be taken
-Change to RPN
DOE #1:
-Factors from FMEA and
process map
Looking at these problems and their potential
fixes, which ones really have an impact and
h ld b i l t d? process map
-See planning sheet
should be implemented?
The valve sticks when assembled with a
diaphragm that has stuck in the past.
Measure features on diaphragms that stick and
diaphragms that don’t stick. Is there a feature/
features that when plotted, clearly isolates the
Could not get any diaphrams to
stick during DOE - Why?!
Are the diaphragms that were made for
the test different from the ones that
stick?
stickers from the non-stickers?
Diaphragms with thin Update process map - add more diaphragm geom. detailp g
cylindrical sections on OD
stick consistently, while
those with thicker
cylindrical sections do not.
Measure existing diaphragms from Palmer Shenard and old AlliedSignal and make whatever
diaphragms are necessary to have 5 diaphragms along a linear cylindrical-section thickness
continuum that straddle the predicted threshold value
ll l
2a
p p p p g g
What if, down the road, the
correlation of stickiness with
Measure other geometry features and also hardness of these 5 diaphragms
Parallel
activities
2b
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 15/19
cylinder thickness is not as
strong as it now seems?
Applying a TMAP to value creation
Is there a need/want? (volume?)
Is the Market Real? Can the customer buy?
Will the customer buy?
Is It Real?
Is there a product idea?
Is the Product Real? Can it be made?
Will it satisfy the market?Will it satisfy the market?
On Design/Performance features
Can our Product Be Competitive? On Promotion?
I th P i i ht?Is the Price right?
Business Decision Can We Win? Is the Timing right?
In Engineering/Production? (Cost)
Can our Company Be Competitive? In Sales/Distribution?
In Management?
In Other Considerations?
Can we Afford it? (Dev. & Cap. Cost)
Will it be Profitable? Is the Return Adequate?
Is the Risk Acceptable?
Is It Worth It?Is It Worth It?
Support Business Strategy?
Does it Satisfy Other Company Needs? Are External Relations Improved?
Is there an Overriding Factor?
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 16/19

9. Thought Map DOE Selection
Customer
Needs?
Sufficient bond
Other response
variable of interest?
Check factors with
operator if practical
and save
CERAMIC SPRAY
Bond Coating RemovalBC Removal
increases
TAT and costs
strength with used
Bond Coat
Use existing
Bond Coat
if acceptable
INVESTIGATE
PROCESS
PROCESS MAP
Factors?
if acceptable
NESTED
NO
How many P
Input
output?
Noise? Critical
Factors?
VOC
Measurement
PROCESS MAPDESIGN?
YES
SUBGROUPING
How many
and what kind
of levels?
Process
owner?
VOC
Max samples with
lowest costs!
System
capable?
NESTED DESIGN
STUDY
Shifts?
SOURCE OF
SAMPLING PLAN
Blocking ?
BOND COATING
How many
samples available ?
FIX MEASURMENT
SYSTEM IF NOT
CAPABLE
SOURCE OF
VARIATIONBond Coat
to
Bond Coat
Level
SELECT DOE DESIGN
Practical?
Level
Setting?
Costs?
Process
knowledge?
SetupPart to Part Level
variation?
FRACTIONAL
FACTORIAL
DESIGN
FULL FACTORIAL
DESIGN
How far
from target?
Setup
times?
Risks?
Part to Part
by
preparation
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 17/19
DESIGN
Thought Map DOE Run
DOE DESIGN
What noise
Standard Order
Design
MANAGEMENT
INFORMATION
ESTABLISH
MEASURMENT
All req.
people
EXECUTION
MAP
PROVIDE H/W
during
execution
Check OP time
on parts with
used BC
TABLE
INFORM AND
INSTRUCT
OPERATOR
Tracking
Level
setting
people
informed
PROVIDE
MEASUREMENT
SYSTEM
Check with
outside
facility
Start
DOE
Recording
Tooling for
bond strength
test
Practical?
NO REVIEW DOE
DESIGN AND
LEVEL SETTING
Yes
Watch first
Results
Make
observations
RUN DOE AND
MEASURE
BOND STRENGTH
observations
Take notes
of experiment
Track
Data
Any special
causes?
Knorr-Bremse Group 05 BB W1 Thought Map 06, D. Szemkus/H. Winkler Page 18/19

10. Thought Map DOE Analysis
DOE RESULTS
Pattern?
ANOGPRATICAL
Response values
close to
expectations?
RUN REVISED
DOE AGAIN
MEASUREMENTS
ANOGPRATICAL
INVESTIGATION Best-
Worse
expectations?
GRAPHICAL
INVESTIGATION
GEOGRAM
INTERACTION
EFFECT
PLOT
NORMAL
DOE
DESIGN
RIGHT? INVESTIGATIONINTERACTION
PLOT
PLOT
ANALYTICAL
INVESTIGATION
EFFECT
CALCULATION
ANOVA
FACTORS
RIGHT?
If
RUN FOLDOVER
INVESTIGATIONFACTORS
RIGHT?
Confounding?
yes Results
accaptable?
no
Right
direction?
ESTABLISH
Y=F(x)
yes
neccessary
SETTINGS
RIGHT? Main
Factor?
Inter-
action?
p
no Close
enough?
Y F(x)
DECISION FOR
IMPROVEMENTIMPROVEMENT
MANAGEMENT
PRESENTATION
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