Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and the DMAIC framework (Define, Measure, Analyze, Improve, Control) to identify and address root causes of defects. The document provides an overview of Six Sigma, including its goals of reducing costs and improving customer experience. It also describes the five steps of DMAIC and some of the tools used in each step, such as process mapping in Define and data collection/analysis in Measure and Analyze to identify problems and root causes.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
This is an introduction for six sigma green belt program , it briefly describes the its history, adoption , and various component and tools . This presentation also include the current ASQ examination pattern .
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
This is an introduction for six sigma green belt program , it briefly describes the its history, adoption , and various component and tools . This presentation also include the current ASQ examination pattern .
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
More https://quality.eqms.co.uk/blog/introduction-to-apqp
New to the advanced product quality planning framework?
Don't despair. In this article, Mike Bendall, Business Mentor at Qualsys, explains APQP, provides a checklist for each APQP phase, and there is a link to download his APQP training course for beginners.
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
More https://quality.eqms.co.uk/blog/introduction-to-apqp
New to the advanced product quality planning framework?
Don't despair. In this article, Mike Bendall, Business Mentor at Qualsys, explains APQP, provides a checklist for each APQP phase, and there is a link to download his APQP training course for beginners.
PDCA Cycle
PDCA is an iterative four-step management method used in business for the control and continual improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA.
Six sigma kavramlari: Gelistirme (DMAIC) ve Dizayn (IDDOV)Mustafa Said YILDIZ
Six Sigma'nin surec gelistirme-iyilestirme metodu DMAIC ve gelistirilmeye imkani olmayan surecler veya mevcut olmayan sureclerin dizayni metodu IDDOV'un anlatildigi ve bu kapsamda kullanilan araclara yer verildigi sunum cevirisi.
...
Web'den erisilebilir bir Ingilizce sunumun Turkcelestirilmesinden ibarettir.
....
Six sigma process improvement method DMAIC, Six Sigma design method IDDOV and tools which is used for these methods are reported in presentation. (for generating open source Turkish quality and six sigma library - an openly accessible PPT is used)
....
ACIK KAYNAK TURKCE KALITE MATERYALI OLUSTURMA PROJESI kapsaminda uretildi 11 Nisan 2014
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
1. OVERVIEW
OF SIX SIGMA (6σ) FOR
PROCESS IMPROVEMENT
Presented by:
Larry Bartkus of
Biosense Webster
and
Matthew Thompson of
FCI Management Solutions
2. Goals
Introduction to Six Sigma
– Description
– Philosophies
– Benefits
– Origin
– Myths
Identify the five steps of DMAIC, the core of Six Sigma, and
the logical flow from step to step.
List tools and concepts useful in each step.
Brief introduction to DMADV
3. Six Sigma
Description
– “… Six Sigma is a quality program that, when all is
said and done , improves your customer’s
experience, lowers your costs, and builds better
leaders.” Jack Welch CEO GE
– Six Sigma is a proven set of tools and tactics used
for process improvement, reduction of defects, and
improved quality
– Six Sigma uses data and statistical analysis to
zero in on root causes
– Six Sigma can be applied to any process
5. 99.99966% Good (6 Sigma)
•20,000 lost articles of mail per hour
•5,000 incorrect surgical operations
per week
•Two short or long landings at most
major airports each day
•200,000 wrong drug prescriptions
each year
•Seven articles lost per hour
•1.7 incorrect operations per week
•One short or long landing every
five years
•68 wrong prescriptions per year
99% Good (3.8 Sigma)
Six Sigma Performance
Most Businesses Operate at about 3.5 Sigma
6. Six Sigma
Philosophies
– When defects occur look to the process for the cause.
– Excellent processes will allow average people to consistently
generate superior results.
Benefits
– More loyal and satisfied customers (internal and external)
– Financial savings through improved efficiency and effectiveness
– Resolution of chronic problems
Origin
– The late Bill Smith, a reliability engineer at Motorola, is widely
credited with originating Six Sigma and selling it to Motorola's
legendary CEO, Robert Galvin.
Myths
8. Overview of the DMAIC Method
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1
9. Phase 1: Define
Goal
Define the project’s purpose
and scope and get
background on the process
and customer
Output
A clear statement of the
intended improvement
and how it is to be
measured
A high-level map of the
process
A list of what is important to
the customer
IMPROVE
CONTROL
MEASURE
ANALYZE
5 1
2
3
4
DEFINE
11. Define Measure Analyze
Improve/
Innovate
Control
Product Flow
SIPOC
Process OutputInput CustomerSupplier
Planning Level Build Plan Doctors
Quality
Engineering
JCIT
Capacity
Requirements
Line Design
Compliance
Issues
Consulting
Improved Cycle
Times /WIP
Reductions
Reduced QNC’s
Improved Efficiency/
Improved Compliance
Shareholders
Quality
Regulatory
Receive
Finished Goods
Trigger
Cut Work Order
to Line
Sequence WO's
Through
Single Prod.
Line
Marketing
Forecast
Sterilize
Release
Product to
Finished Goods
EXISTING PROCESS FLOW
12. Define Measure Analyze
Improve/
Innovate
Control
VOICE OF THE CUSTOMER
Input from floor associates
Why Not
Campaign
Identify “hidden” non-compliance issues
Floor associate “buy-in” to improving the process
Ease of use
Documentation “mirrors” process
Operations
Rapid
Improvement
Improved
Product Build
Documentation
Consistency between documents
Compliance to procedures
Reduce QNC’s
Eliminate product mix-ups
Simplified
Product Flow
Mitigate opportunity for “near miss” events
Create simplified process flow.
Reduce process related
QNC’s by 50%
Reduce near miss events
from 14 in 2004 to 4
(1 per quarter) in 2005
Reduce near miss events
from 14 in 2004 to 4
(1 per quarter) in 2005
13. Phase 2: Measure
Goal
Focus the improvement
effort by gathering
information on the
current situation
Output
Data that pinpoints
problem location or
occurrence
Baseline data on current
process sigma
A more focused problem
statement
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1
14. D M A I C
• The system to collect information is already
established.
• 100% of Scrap forms from Work Orders for all
products are captured into a Yield Database.
• Scrap form (FORM633) has information as Lot
Number, Date, Shift, Product Number, Defect
Code, Defect Description, Potential Cause, Work
Station ID, Catheter Number, Scrap Quantity, and
is signed by operator and supervisor / engineer.
• Yield Database has information as Product
Number, Date, Lot Number, Description, Lot
Quantity, Reworks, Scrap in Line, and Scrap in QA.
15. Documentation Time Study
Analyze
Minutes per Work Order
Maximum = 26.5 min per W/O
8
3
2.5 2.5 2.5
2 2 2 2
0
1
2
3
4
5
6
7
8
9
Form
046
Form
335
Form
618
Form
621
Form
617
Form
615
Form
633
Form
616
Form
051
Form
LenthoftimeinMinutes
16. Burst Tester Gage R&R
AnalyzeMeasure Improve ControlDefine
Percent
Part-to-PartReprodRepeatGage R&R
100
50
0
% Contribution
% Study Var
SampleStDev
6
4
2
_
S=3.447
UCL=5.418
LCL=1.476
Operator 1 Operator 2
SampleMean
100
80
60
__
X=86.10
Operator 1 Operator 2
UCL=88.81
LCL=83.38
Operators
Settings
Operator 2Operator 1
NominalMinimumNominalMinimum
100
75
50
Operators
Operator 2Operator 1
100
75
50
Gage name: Gage R&R for Burst V alues (U niv ersal Tray )
Date of study :
Reported by : J. C han
Tolerance:
M isc:
Components of Variation
S Chart by Operators
Xbar Chart by Operators
Burst By Settings ( Operators )
Burst by Operators
Gage R&R (Nested) for Burst Values
The total Gage Repeatability and Reproducibility is 12.38%, which is well below the acceptance criteria of less than or
equal to 30% of the Total Variation. Measurement system is acceptable.
The Gage R & R study is able to show that the burst tester is capable of detecting different parts being measured as
shown from the data reported by two different operators measuring the samples.
18. Process Capability Ring 20 – Current Marking Method
0 1 2 3 4 5 6 7 8 9 10
169.70
169.95
170.20
170.45
Xbar and R Chart
Subgr
Mean
Mean=170.1
UCL=170.4
LCL=169.7
0.0
0.3
0.6
0.9
Range
R=0.3515
UCL=0.9050
LCL=0
0 1 2 3 4 5 6 7 8 9 10
Last 10 Subgroups
169.8
170.0
170.2
170.4
Subgroup Number
Values
169.5 170.5
Capability Plot
Process Tolerance
I I I
I I I
I I
Specifications
Within
Overall
169.5 170.0 170.5
Normal Prob Plot
169.6 170.0 170.4
Capability Histogram
Within
StDev:
Cp:
Cpk:
0.207647
0.80
0.70
Overall
StDev:
Pp:
Ppk:
0.191131
0.87
0.76
Process Capability Sixpack for Prod. Ring20
DMAI2
C
19. Phase 3: Analyze
Goal
Identify deep root
causes and confirm
them with data
Output
A theory that has
been tested and
confirmed
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1
20. D M A I C
D-1237-02-SD-1237-01-S
1.34
1.32
1.30
1.28
1.26
1.24
1.22
1.20
1.18
1.16
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Short in Ring
Shif t
D-1237-01-S D-1237-02-S
1.00
1.05
1.10
1.15
1.20
1.25
1.30
1.35
PART NUMBERAverageperWO
1
2
Multi-Vari Chart for No Reading
Shif t
D-1237-01-S D-1237-02-S
0.98
1.08
1.18
1.28
1.38
1.48
1.58
1.68
1.78
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Lasso out of Roundness
Shif t
D-1237-02-SD-1237-01-S
1.35
1.30
1.25
1.20
1.15
1.10
1.05
1.00
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Damaged Ring
Shif t
D-1237-01-S D-1237-02-S
1.00
1.05
1.10
1.15
1.20
1.25
1.30
1.35
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Damaged Spine Cover
Shif t
D-1237-01-S D-1237-02-S
1.0
1.1
1.2
1.3
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Tip going Backwards
Shif t
21. Benchmarking - Internal
StrategicAdvantage
•Advanced Applications
•High Interactivity
e.g. online forms
•Knowledge Mgt hub
•Primary Communications
Vehicle
•Content Rich
Tier 4
Transforming
Features
Tier 1
Basic Presence
Basic
Company
Information
Tier 3
Integrating
•Communities
•Advanced Search
•Value-add tools
•Moderate Interactivity
•Personalisation
•Extensive information
•Basic Search
Tier 2
Searching
Analyze
22. Regression Analysis
Analyze
Forecasted Demand
08/15/05- 07/15/05
Month
GrandTotal
121086420
40000
39000
38000
37000
36000
35000
34000
33000
32000
31000
S 2661.11
R-Sq 7.0%
R-Sq(adj) 0.0%
Fitted Line Plot
Grand Total = 34329 + 193.1 Month
7% Increase in demand/year
23. Design of Experiment
AnalyzeMeasure Improve ControlDefine
23 Factorial Design
Factors Low High
Temperature 245 F 260 F
Pressure 55 PSI 90 PSI
Time 2 SEC 3 SEC
24. Design of Experiment
AnalyzeMeasure Improve ControlDefine
Hi
Lo0.00000
D
New
Cur
d = 0.00000
Maximum
Burst Va
y = 94.6429
2.0
3.0
55.0
90.0
245.0
260.0
Pressure TimeTemp
[245.0] [75.0] [3.0]
25. Phase 4: Improve
Goal
Develop, pilot, and
implement solutions
that address root
causes.
Output
Identification of
planned, tested
actions that should
eliminate or reduce
the impact of the
identified root causes
CONTROL
MEASURE
ANALYZE
5
2
3
DEFINE
1
FMEA
IMPROVE
4
26. D M A I C
•Improvement team created with members of
Quality, Production, Engineering and R&D areas
to propose and evaluate ideas.
•Brainstorming tool was used to gather ideas on
how to solve the problems identified.
•Ideas were evaluated per following criteria:
feasible, high impact, easy, low cost, and quick.
•Following tables summarizes solutions agreed
by consensus of the improvement team.
27. D M A I C
PROBLEM BRIEF DESCRIPTION PROPOSED
SOLUTION
Some acceptance criteria
are not clear for
associates.
Rejection of good product
exposes it to damage during
rework operations.
Train associates on
visual acceptance
criteria.
Lasso to tip method.
Defective bonding of
Compression Coil and
Lasso Stem
PU is applied before the
components are in place and
is partially removed during
installation of components.
Add a new hole to
apply PU to bond
components once
they are in place.
Prep. lasso stem method.
Poor burnishing of
Nitinol wire.
Current burnishing method is
not ergonomic causing
associates make defects after
some time.
Design a new
fixture to hold
Nitinol during
burnishing.
28. Solutions
FMEA
Pilot
Im
plem
en-
tation
Solutions
FMEA
Pilot
Im
plem
en-
tation
RISK 12. Support Plan not in Place
Description IntegWare does not want to put Biosense Webster in a position of being overly reliant for day-to-day
level 1 support of the system after go-live. IntegWare typically suggests that we assume the role of a
second level support for a limited number of hours per month. IntegWare suggests it is typical for
Day-to-Day (level 1) support will be a highly resource consuming task for three-six months after go-
live. To use IntegWare for this might be an ineffective usage of the customer's resources. The
project ownership should be transferred to the customer if at all possible.
It would be a better usage of the customer’s resources to ask IntegWare to implement higher value-
added initiatives in PDM (such as developing PART/BOM configuration management features, JDE
integration, etc.)
MITIGATION To mitigate this risk, we have discussed a support concept at BWI. This will be a combo function
between Doc services (they will handle basic application admin functions) and IM who will handle IT
functions.
Still need to setup support contract for IntegWare to support system.
Celeste has added to the schedule a support contract for level 2 support from IntegWare.
RISK LEVEL HIGH
UPDATED 5/2/03
ASSESSING RISK
An Example:
30. Pilot/Pilot Plan
AnalyzeMeasureDefine Control
Used Japan Custom line as a pilot
- Medium size production line
- Minimize the production Impact
– Kanbans Cards
– Signals, Lights
– Performance Measures
Improve/
31. Phase 5: Control
Goal
Use data to evaluate both the
solutions and the plans
Validate that all changes adhere to
all operating company change
control, GMP, and compliance
requirements
Maintain the gains by
standardizing processes
Outline next steps for on-going
improvement
Output
Before-and-After analysis
Monitoring system
Completed documentation of results,
learnings, and recommendations
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1
32. D M A I C
•All new tooling, processes, clarifications, and
visual aids documented in PIs.
•Creation of MOPXXX with all the quality criteria
for Variable Lasso Deflection and Contraction
performance.
•MOP003 updated with reference to new created
MOPXXX.
•PU quality criteria documented in WSS001 and
available in QA workbenches.
33. D M A I C
•Yields Chart is published every week.
Work Orders
Built
Yield
Goal
Scrap
Produced
Yield
Actual
35. Lessons Learned
• Culture shock
• Resources
• Scope creep / Identifying the critical few
• Management buy-in of change of policies
• Time management & deliverables challenges
• J&J Goals too high for small operating company (CMM
goal of Level 3 per J&J Corp Strategy)
• Difficult to measure compliance
36. Project Closure
Improvement must be continuous, but individual
initiatives and project teams come to an end.
Learn when it’s time to say goodbye.
Effective project closure weaves together the themes
of:
– Project purpose.
– Improvement methods.
– Team skills and structures.
Develop managerial systems to capture learnings and
enable the organization to address system issues.
Documentation and recognition are two critical aspects
of project team closure.
Celebrate!
38. New product Development - DEx Roadmap - DMADV
• DEFINE – Develop the Business Case, Scope & Charter the Project
• MEASURE – Gather & Quantify Design Inputs (Customer, Technical, Business,
Regulatory)
• ANALYZE – Develop and Investigate Conceptual Designs
• DESIGN – Develop Detailed Product/Service/Process Designs
• VERIFY/VALIDATE – Confirm design outputs meet design input requirements and
ensure specifications conform with intended uses and users; Scale-up manufacture and
release the product or scale-up and implement the new process; Finally, transfer to
process owners
Verify/
Validate
DesignAnalyzeMeasureDefine
39. Opportunity
Define
Measure
Analyze
Design
Verify/Validate
Transfer
DEx Methodology
IDTask Name
1 ID Customers
2 ID Needs
3 ID CCRs
4 Review
5 DevelopConcepts
6 High-Level Design
7 Capability
8 DesignReview
9 DevelopDetails
10Simulation
11Cost Analysis
12DesignReview
13Procurement
14Implementation
SepOctNovDecJanFebMarAprMayJunJulAugSep
Qtr 4, 1999Qtr 1, 2000Qtr 2, 2000Qtr 3, 2000
Business Case
Goal Statement
Project Plan
Opportunity Statement
Project Scope
Team Selection
Team Charter
Generation1Generation2Generation3
Vision
Product/
Service
Generation
Technologies/
Platforms
Theme 1
Need 1 Need 2
Theme 2
Need 3 Need 4
Need 5
Theme 3
Need 7
Need 8
1
Customer
Requirem
ents
(V)
3
Characteristic/Measur
es (how)(I)
Target goals
7
Correlatio
n (I)
2
Cust
omer
Rati
ng
(B)
(V)
4
Relationships
(What vs.
How)
(I)
6
5
Importance(V)
How important
Targets/Spec
s(B)(I)
Technical Evaluation
(B)
Measures
(Hows)
Customerneeds
(Whats)
House
Of
Quality
#1
Critical
processcharacteristics
(Hows)
Measures
(Whats)
House
Of
Quality
#2
Creative Techniques White Red Black Blue Green Yellow
Start With
What You
Know
Get Other
Perspec-
tives
Non-Linear
Thinking
Buildon
Ideas
Combine
Ideas Compare
FAULT TREE
SYSTEM
RELIABILITY PREDICTION
System
Failure
Pump
P1
Fails
Pump
P2
Fails
Pump
V1
Fails
Pump
V2
FailsR = RBil X (1 - (1-Rp)2) x
(1 - (1-Rv)2)
PumpsBilge Valves
P1
P2
V1M
V2M
Bilge
Failure
Pump
Failure
Valve
Failure
Time (t)
HazardRate-
h(t)
Random Failures
Early
Failures
Wearou
t
Failures
Process
2
Process
1
Process
3
Worker 1
Inspector 1
Worker 2
Inspector 2
Worker 3
Inspector 3
Recorder 3
Recorder 2
Recorder 1
Card
Inspect 1
Inspect 2
Inspect 3
Card Drop Shop - Process Model
Recorders
Workers
Inspectors
Develop
Process
Control Plan
Error
Proofing and
Contingency
Planning
Detailed
Design
Review
Prepare Pilot
Test Plans
Act Plan
Check Do
Start
Type
of data
?
Counting
items with an
attribute or counting
occurrences?
Equal
sample
sizes
?
Equal
opportunity
?
Continuous
Yes
No
Yes
Rational
Subgroups
Discrete
Yes
No
No
Do limits
look right?
Try individuals charts
Need to
detect small shifts
quickly?
Individual
measurements
or subgroups
?
Do limits
look right?
YesNo
Either/Or
No
Yes
Individual
measurements
Occurrences
Items with
attribute
p chart
Try transformation to make data normal
no chart u chart c chart X, R or s chart
Individuals
charts
EWMA
chart
Unstable
(Not in control)
Stable
(In control)
Within spec limits
Upper Spec
Lower Spec
Upper Spec
Lower Spec
UCL
LCL
UCL
LCL
Outside spec limits
Upper Spec
Lower Spec
Upper Spec
Lower Spec
UCL
LCL
UCL
LCL
Type of Design
Products
Services
Design-
Production-
Delivery
Processes
Supporting
Processes
Type of Design
Design Elements
Products
Services
Design-
Production-
Delivery
Processes
Supporting
Processes
1. HW Products
2. SW Products
3. Services
4. Analyses
5. Information Systems
6. Processes and Methods
7. Human Resources
8. Site Facilities
9. Equipment Tools
10. Materials Supplies
11. Sales Marketing
12. Other Non-Technical