Javier Garcia - Verdugo Sanchez Six Sigma Training. Week 2. Control Plan.

1. St t i fStrategies for
Control
Six Sigma Kontrollplan
Control
Prozeßschritt
Ergebnis ( Output)
Spezifikation
Erstellt durch:
Abteilung:
Bereich
Formular Nr:
Datum
Produkt
Prozess ( Top Level)
Spezifikation
OSG
Ziel
USG
Fahigkeit
Cp
Cpk
Muster
Anzahl
Häüfigkeit
Faktor ( Input)
Spezifikation
OSG
Ziel
USG
Fahigkeit
Cp
Cpkg
Messmittel
% R & R
% P/T
Cpk
Muster
Anzahl
Häüfigkeit
Messmittel
% R & R
% P/T
Maßnahmen
W as
Verantwrtlich
Abgeschlossen
W irksamkeit
Datum
Bewertet durch
Week 2
Knorr-Bremse Group
About this Module
With implementing an effective control mechanism weWith implementing an effective control mechanism we
finished the first revolution of the DMAIC cycle. This
module gives step wise advise how to create meaningfulmodule gives step wise advise how to create meaningful
controls and includes a form sheet “control plan”.
Content
• Control strategies
• Control plans
• Appendix: Tolerances• Appendix: Tolerances
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 2/21

2. The DMAIC Cycle
Control
Maintain
Define
Maintain
Improvements
SPC
Project charter (SMART)
Business Score Card
QFD + VOC
S i G l
D
Control Plans
Documentation
Strategic Goals
Project strategyC M
Measure
B li A l iImprove
AI
Baseline Analysis
Process Map
C + E Matrix
M t S t
Analyze
Improve
Adjustment to the
Optimum
FMEA Measurement System
Process Capability
Definition of critical
Inputs
FMEA
S
FMEA
Statistical Tests
Simulation
Tolerancing Statistical Tests
Multi-Vari Studies
Regression
Tolerancing
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 3/21
The Control Strategy
Quality Function Deployment
Customer
Requirements
House of
Functional
Requirements
mer
s
Product Design
Specifications
s
Process
SpecificationsHouse of
Quality 1
Custom
Need
House of
Quality 2
Functional
Requirements
House of
Quality 3
p
uctDesign
cifications
House of
Process Control
ss
ations
Product Design
Quality 3
Prod
Spec
House of
Quality 4
Proce
Specifica
Requirements
Process
Requirements Process Control
Requirements
Process control ensures that customerProcess control ensures that customer
requirements will be fulfilled. But it will also
reduce our cost when wisely conducted
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3. Development of a Control Strategy
Control
Maintain Improvements
SPC
C t l Pl
Define
Project charter (SMART)
Business Score Card
QFD + VOC
C
AI
M
D
C
AI
M
D
Measure
Control Plans
Documentation
Strategic Goals
Project strategy
Improve
Analyze
Definition of critical Inputs
AI AI Baseline Analysis
Process Map
C + E Matrix
Measurement System
Process Capability
Improve
Adjustment to the Optimum
FMEA
Statistical Tests
Simulation
Tolerancing
Definition of critical Inputs
FMEA
Statistical Tests
Multi-Vari Studies
Regression
The control strategy will begy
developed based on all
available information. That
includes:includes:
• Documentation before the
project work
Control
project work
• Findings due to the DMAIC
project
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 5/21
project
Criteria of a Control Strategy
• Fulfillment of customer requirements
Li k f ll i t t t i t (O t t ) ith thLinkage of all important customer requirements (Outputs) with the
significant factors (Inputs). We create an extract out of the project
phases: Measurement, Analysis and Improvement.phases: Measurement, Analysis and Improvement.
• Meaningful metrics
What are the metrics which will quantify the outputs and inputs?
Which deviation do we accept (Tolerances)? Establishment and
review of sample plans. Combination of the metrics with the
scorecard and frequent reviews.
• Realization and acceptable cost
Whi h l d i t ?Which resources, personal and equipment, are necessary?
Definition of review cycles to control the effectiveness and the
expenditures.
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p

4. Review / Control Possibilities
Improvements in different processes require different controls. But
the metrics and cost are always in the focus of our control efforts.y
The control plan, described on the following page, has been proved in
production processes.
In many cases the process maps in administrative areas are not complete.
Completion of these maps, establishing of a metric and training of personal
are often the main items of the control strategyare often the main items of the control strategy.
In the area product and process development the reviews (control plans) are
tl l d fi d d d ib d Th l h t b h k d fmostly clear defined and described. These plans have to be checked for
gaps. It has to be clarified, if these reviews include checks for measurement,
process and product capability and if a realistic risk description is available.
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 7/21
The Control Plan
The details for the
Control
Maintain
Improvements
Define
Project charter
(SMART)
Business Score Card
QFD + VOC
Measure
B li A l i
The details for the
formulation of a
control plan
C M
D
C M
D
SPC
Control Plans
Documentation
QFD + VOC
Strategic Goals
Project strategy
Baseline Analysis
Process Map
C + E Matrix
Measurement
System
Process Capability
Analyze
Definition of critical
Six Sigma control plan
control planAI AIImprove
Adjustment to the
Optimum
FMEA
Statistical Tests p yDefinition of critical
Inputs
FMEA
Statistical Tests
Multi-Vari Studies
Regression Six Sigma Kontrollplan
Six Sigma control planStatistical Tests
Simulation
Tolerancing
Prozeßschritt
Ergebnis ( Output)
Spezifikation
OSG
Erstellt durch:
Abteilung:
Bereich
Formular Nr:
Datum
Produkt
Prozess ( Top Level)
OSG
Ziel
USG
Fahigkeit
Cp
Cpk
Muster
Anzahl
Häüfigkeit
Messmittel
% R & R
Faktor ( Input)
Spezifikation
OSG
Ziel
USG
Fahigkeit
Cp
Cpk
Maßnahmen% R & R
% P/T
Muster
Anzahl
Häüfigkeit
Messmittel
% R & R
% P/T
Maßnahmen
W as
Verantwrtlich
Abgeschlossen
W irksamkeit
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 8/21
Datum
Bewertet durch

5. The Control Plan
Prepared by:
Six Sigma Controll Plan
Department:
Area
Product
File: Control
plan xls
Process Step
Result (Output)
p
Sheet Nr:
DateProcess ( Top Level)
1. The description of process steps and
plan.xls
Result (Output)
Specification
LSL
Goal
Factor (Input)
critical outputs.
USL
Capability
Cp
Cpk
Sample
Specification
LSL
Goal
USL
Capability
2. The description of
critical inputs
p
Quantity
Frequence
Measurement Syst.
% R & R
% P/T
Capability
Cp
Cpk
Sample
Quantity
F
Actions
What
% P/T Frequence
Measurement Syst.
% R & R
% P/T
Responsible
Completed
Effectiveness
Date
Reviewed by
3. The description of actions
including time schedule and
effectiveness review.
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 9/21
Reviewed by
The Control Plan – what to do?
1. Summarize available documentations of the process
2. Define process scope for the final control plan
3. Build teams which are responsible for the update of the documentation
4. Short term studies should be replaced by long term investigationsS p y g g
5. Create a control plan form sheet based on the updated documentation
6 Identify missing parts and gaps in existing plans6. Identify missing parts and gaps in existing plans
7. Make sure that plans for training, maintenance, actions and process
instructions are availableinstructions are available.
8. Address all team members to complete their work
9 Check the effecti eness of all action9. Check the effectiveness of all action
10.Train operator and maintenance personal frequently.
11.Involve other departments (Safety & Environment, Maintenance, Operation and
Process Engineering)
12 P f th ff ti f th t l l ith l t t d ft 6 th
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12.Proof the effectiveness of the control plan with a long term study after 6 month

6. Elements of a Control Plan
• Process maps and flow charts
• Variable results (Output), their goals & specifications
• Significant and critical factors (Inputs) with appropriate operating
tolerances and control limits
I t t i f t ( t ll d i t )• Important noise factors (uncontrolled inputs)
• Results of short and long term investigations for outputs and
inputs as well sample plansinputs as well sample plans
• Information about measurement systems
E isting control methods tools and s stems like• Existing control methods, tools and systems like:
– SPC
A t t d t l– Automated process control
– Check lists
P d f i ti lib ti ti– Procedures for inspection, calibration, operation
– Trainings material
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 11/21
– Maintenance plans
Control Plan and FMEA
In many cases the FMEA is the basis for a control plan. At this point
latest you have to update the actionslatest you have to update the actions.
R
P
N
Actions
Recommended
Resp. Actions Taken
S
E
V
O
C
C
D
E
T
R
P
N
What are the actions
for reducing the
occurrance of the
Cause or improving
Whose
Responsible
for the
recommende
What are the completed
actions taken with the
recalculated RPN? Be
sure to includeCause, or improving
detection? Should
have actions only on
high RPN's or easy
fixes
recommende
d action?
sure to include
completion
month/year Actions
What
fixes.
Responsible
Completed
Effectiveness
The review of gaps in the control
plan will be done with the FMEA
technique. Date
Reviewed by
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 12/21
q Reviewed by

7. Documentation Package
Summary
Training
Maintenance
Reaction
Competence
BB / GB
SOP’s
gReaction
Plans
SPC
Measurement
Systems
FMEA’s
Competence
Control
Pl
Content
Customer
Plan
Documentation
X Y – Process example
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 13/21
Effective Controls
The result of effective controls will be:
A consequent and goal oriented process operation with a• A consequent and goal oriented process operation with a
minimum of changes.
• Minimize process influences.
• Make sure that the identified and implemented processp p
improvements will be institutionalized. ISO 9000 can help here.
• Take care of adequate trainingTake care of adequate training.
• Follow maintenance plans.
• Follow safety rules.
Review and update frequently
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8. Appendix:
Control strategies
Realistic tolerances
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Optimal Production Window
Optimal settings and limits of the significant inputOptimal settings and limits of the significant input
variables (X) with respect to optimal output variables (Y)
– Use experimental optimization studies like Response Surface
Methods (RSM) or Evolutionary Operations (EVOP)
– Use Regression analysis
– These techniques are well established and powerful
The optimal settings may not relate to optimized
manufacturability
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9. Optimal Production Window
If k th l ti b t th t t i bl d i i t
“Realistic Tolerances”
• If we know the relation between the output variable and a given input
variable than it is relative simple to determine the optimal production
window.
• The following pages will guide us through an example how we can
establish the tolerances for the manufacturing of epoxy resin prepregs in
the laminate manufacturing.
– The degree of curing in the b-stadium is an important characteristic
of the product (response) to fulfill customer satisfaction.
– The treater speed is the input variable, which influences the curingp p g
degree (%) significantly.
– We want to define the optimal setting and the specification limits forp g p
the treater speed in order to assure a curing degree of about 30% ±
3%.
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 17/21
Example for a Production Window
% Curing and treater speed
353025
Web Speed, fpm
35
ure
30
%Cu
25
Presentation of the results of the experiments
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Presentation of the results of the experiments

10. Step 1: Target Value Y Determines Target Value X
Web Speed, fpm
353025
35
ure
30
%Cu
Target Y
25
Target X
Knorr-Bremse Group 12 BB W2 Control plans 08, D. Szemkus/H. Winkler Page 19/21
Step 2: Limits of Y Determine Limits of X
353025
Web Speed, fpm
t
35
spec.limi
30
Cure
Upperst
30
%C
spec.limit
25
Lowers
TargetLSL USL
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11. Step 3: Production Window X
The production window X ( LCL and UCL) results into the expected
distribution of Y for curing
353025
Web Speed, fpm
35
Production
window
USL
30
%Cure
window
%
LSL
25
Realistic
Tolerances
LSL USL
LCL UCL
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TargetLSL USL