Javier Garcia - Verdugo Sanchez Six Sigma Training. Week 1. Cause and Effect Analysis

1. Cause & Effect - Matrix
Outputs
Cause
&
s
&
Effect
Inputs
Matrix Week 1
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group
About this Module
• Complex processes have many results (Outputs) which
are determined by even more influence variables (inputs)
• This tool will help you to sort and structure the inputs
and outputs
• As a results we get relations sorted with respect to their• As a results we get relations sorted with respect to their
importance
Content
• The origin of the Cause & Effect (C & E) Matrix
• How C & E Matrix and process map are linked
Creation of a C & E Matrix step by step• Creation of a C & E Matrix step by step
• Interconnection of the C & E Matrix with other tools /
steps in the DMAIC cyclesteps in the DMAIC cycle
• Exercise: C & E -Matrix
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 2/19

2. The DMAIC Cycle
Control
Maintain
DefineMaintain
Improvements
SPC
Control Plans
Project charter (SMART)
Business Score Card
QFD + VOC
S i G l
D
Documentation Strategic Goals
Project strategyC M
Measure
B li A l iImprove
AI
Baseline Analysis
Process Map
C + E MatrixAnalyze
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
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 3/19
Cause & Effect Matrix
• The C&E Matrix is a simple QFD (Quality Function
Deployment) Matrix. It highlights how important it
i t d t d th t i tis to understand the customer requirements.
QFD i i t t d d t d• QFD is orientated on new products and
processes. One starts with customer needs
proceeds to the product design and the processp p g p
and finishes with the process control.
• The C & E Matrix helps us to apply this technique
to existing processes.
• We look at the process under investigation with
the eye of our customer or our partner (internalthe eye of our customer or our partner (internal
customer).
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3. Cause & Effect Matrix
The cause & effect matrix as part of the QFD
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
ManufacturingProcess Engineering
• Performance
• Reliability
DevelopmentMarketing
• Quality Monitoring• Performance
• Reliability
• Manufacturability
• Cost
Six SigmaDesign for Six Sigma
y g
• On Line Control
• Statistical Process Control
• Quality
• System Cost
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 5/19
Six Sigmag g
Cause & Effect Matrix
Customer
The last HoQ connects the Inputs and
Outputs of the process
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
Outputs
Cause
&
uts
Effect
Matrix
Inpu
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 6/19
Matrix

4. Cause & Effect Matrix
• Relating the inputs to the outputs (customer
requirements) using the process map as therequirements) using the process map as the
major source of information.
• The outputs will be rated in accordance to• The outputs will be rated in accordance to
their importance for the customer.
Th i t ill b t d i d t• The inputs will be rated in accordance to
their relation to the outputs.
• Result 1: A ranking for the inputs (Pareto).
The key inputs will be further investigated at
first (FMEA and validation).
• Result 2: Input for measurement system and
process capability studies.
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 7/19
The Template
CEM t i lCEMatrix.xls
R ti f
Cause and Effect
Matrix
Rating of
Importance to
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Step Process Inputs Total
1 0
2 0
3 0
4 0
5 0
6 06 0
7 0
8 0
9 0
10 0
11 011 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
0
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 8/19
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

5. Cause & Effect Matrix, how to Proceed
1. Identify key customer requirements (outputs) from the process map
2 Assign priority factor to each output Use a scale from 1 to 10 (Standard)2. Assign priority factor to each output. Use a scale from 1 to 10 (Standard).
(10 = high importance, 1 = low importance) Involve internal customer. For external
customer, try to get support from Marketing and Development.y g pp g p
3. Regard all process steps and materials (inputs) from the process map.
4. Evaluate correlation of each input to each output (use 4 levels )4. Evaluate correlation of each input to each output (use 4 levels )
– low score: changes in the input variable (amount, quality, etc.) have
small effect on output variable
– high score: changes in the input variable can greatly affect the output
variable
– See next page for more details.
5. Multiply correlation values with priority factors and afterwards add the
values of each input row(Excel will do it for you).
6. Dependent of the complexity, you can sort the table descending. The last
t i th l ifi ti i b t 3 l
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 9/19
step is the classification in about 3 classes.
Correlation between Input and Output
• Evaluating the correlation takes the most time
I d t id l di i th l f• In order to avoid long discussions use the rule for
correlation values, not more than 4 discriminations
• If you can not reach an agreement you have the
possibility to choose for a compromise in between.
0 = No Correlation
1 = Low probability that the input variable has an effect of
the output.
3 = Medium probability that the input variable has an effect
on the output.
9 = High probability that the input variable has an effect on
the output.
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 10/19

6. The Process Map for the Example
Take parts from
engine cart and
Sort parts
steel parts versus
Put sorted parts into
appropriate basket to
Step 4 Process Map Cleaning: Classified process key inputs
remove caps and
covers
“light alloy” parts match part and
cleaning solution
Airworthiness
regulations
Operator training
Operator experience
Discipline / Attitude
Operator experience
Documentation
Attitude / Discipline
Brightness Re-Clean *.*
Run parts placed in Take parts out of basket Check cleanliness
NO
p p
different baskets
through the cleaning
equipment
p
and place back onto
engine cart and install
caps and covers
Airworthiness
Part
Clean?
YES
Associate trainingAirworthiness
Regulations
parts still matching to
Repair Order /
Traceability
Critical Parameter
Noise
Associate training
Associate experience
Documentation
Attitude / Discipline
See separate listing at
next page
y
Instructions / SOP
Process Parameter
*.* Various techniques to “re-clean”
Brightness
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 11/19
. Various techniques to re clean
using manual operations
Example: Cleaning Process
Rating of Importance
to Customer
10 9 8 7 7
Output rating
2
1 2 3 4 5 6
ean
any
s
ot
ed
ot
rated
entin
ance
tored
rtation
List Inputs,
process steps
3
List Outputs, customer
1
Process Step Process Inputs
Partscl
without
residues
Partsno
damage
Partsno
discolo
Parts
consiste
appeara
Partsst
in
transpo
Total
p p
3 requirements1
2
Sort Steel versus
Light alloy parts
Training,
Documentation
9 9 9 9 1 313
3
Put parts into
appropriate basket
Discipline, Attitude
9 9 9 9 1 313Input/Output 4
6appropriate basket
6
Check
cleanliness
Training, Experience
9 3 3 3 3 183
4
Run through
Process Parameters
(Chemicals and 9 3 3 3 1 169
Input/Output
correlation Sort
regarding
6
4
g
cleaning equipment
(Chemicals and
Equipment)
9 3 3 3 1 169
1 Remove Caps and Cover
Airworthiness
Regulations
1 1 3 1 1 57
P t C d Ai thi
g g
sum
5
5
Put Caps and
Covers to the parts
Airworthiness
Regulations
3 3 3 3 3 123
T l
00
52
40
96
70
0
Calculation
313 = 10*9+9*9+8*9 …
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Total
40
25
24
19
7
0

7. Example: Cleaning Process
Rating of Importance
to Customer
10 9 8 7 7
1 2 3 4 5 6
lean
tany
es
ot
ed
ot
rated
entin
ance
tored
ortation
Process Step Process Inputs
Partscl
without
residue
Partsno
damage
Partsno
discolo
Parts
consiste
appeara
Partsst
in
transpo
Total
2
Sort Steel versus
Light alloy parts
Training,
Documentation
9 9 9 9 1 313
3
Put parts into
appropriate basket
Discipline, Attitude
9 9 9 9 1 313
appropriate basket
6
Check
cleanliness
Training, Experience
9 3 3 3 3 183
4
Run through
Process Parameters
(Chemicals and 9 3 3 3 1 1694
cleaning equipment
(Chemicals and
Equipment)
9 3 3 3 1 169
1 Remove Caps and Cover
Airworthiness
Regulations
1 1 3 1 1 57
P t C d Ai thi
5
Put Caps and
Covers to the parts
Airworthiness
Regulations
3 3 3 3 3 123
T t l
00
52
40
96
70
0
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 13/19
Total
40
25
24
19
7
0
Two Approaches for the C & E Matrix
Rating based on a detailed process map• Rating based on a detailed process map
– The rating can be done for the inputs and also for the
tprocess steps.
• At complex processes the matrix is in the same
way helpful to determine the importance of singleway helpful to determine the importance of single
process steps.
– As a result you will get an information which of all the
step shall be further investigated.
– In this way you can reduce the work time of your
project.
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8. Another Example
Steps of a sub-assembly manufacturing,
Example: Printed Circuit Board
Screen printing
(Reflow paste)
SMD
placement
Reflow
soldering
Screen printing
(SMD glue)
SMD
placement
Process Map Product Assembly:
p
(Reflow paste) placement soldering (SMD glue) placement
Glue drying inThrough hole Waiting timeTransport on Wave soldering
Reflow ovenassemblyconveyor
Touch up Rework (if Assembly ofCutting of In circuit testTouch up,
optical inspect.
Rework (if
necessary)
Assembly of
housing, labels
Cutting of
board array
In circuit test
Packing of
single device
Transport to
packing area
Functional testRework (if
necessary)
Only for double sided PCBs (value adding)Quality costValue add activities
Only 9 steps out of 14 are adding value at single sided PCB
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Only 9 steps out of 14 are adding value… at single sided PCB
The PCB Example
RatingofImportanceto
Customer
10 10 4 7 7 7 1 6 5 8
Customer
1 2 3 4 5 6 7 8 9 10
ance
y
nce
work
ness
ort
evice
andling
ng
ons
ProcessInputs
RF
perform
Switch
reliability
Enduran
Visiblew
quality
Robustn
Transpo
safetyd
Internal
activity
Easyha
Easy
operatin
instructi
Price
Total
1
Cleanlinessofthescreen
printmodel
5 5 3 1 1 1 1 1 1 1 153
2 SMTplacementaccuracy 5 5 1 1 1 1 1 1 1 1 145
3 Temp.profilereflowoven 5 5 5 1 1 1 3 1 1 1 163
We see here an
additional row!
4 AdjustmentSMTequipment 9 7 1 1 1 1 1 1 1 1 205
5
Printedpartscompleteand
correct
5 9 3 1 1 1 3 1 1 1 195
6 Wavesolderingparameter 5 5 5 1 3 1 1 1 1 1 175
What information
we can gather?7
Assemblycomplete&
correct
1 9 3 9 7 5 1 7 1 1 315
8
Functiontest&
programmingcorrect
9 9 1 1 1 1 1 3 1 5 269
9 P k i 1 1 1 7 1 9 1 1 1 3 179
we can gather?
9 Packaging 1 1 1 7 1 9 1 1 1 3 179
Total
450
550
92
161
119
147
13
102
45
120
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9. The Composition in the DMAIC Cycle
Rating of
Importance to 9 9 7 10 10 9 3 2 6
C & E Matrix
Importance to
Customer
9 9 7 10 10 9 3 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
GelTime
Viscosity
Cleanliness
Color
Homogeneity
Consistency
DigetsTime
Temperature
Solids
Total
1
Scales
Accuracy
9 8 2 1 1 9 1 1 8 321
Preheating
FMEACapability of Process and
M t S t 2
Preheating
DICY TK
1 1 1 1 1 1 1 1 1 65
3
DMF Load
Accuracy
3 8 1 1 1 8 1 3 8 255
4
DMF
Cleanliness
1 1 4 2 1 2 1 1 1 105
5
DMF Raw
Materials
1 1 1 1 1 2 1 1 1 74
6
DICY Load
Accuracy
9 7 1 1 1 9 1 1 2 269
7
DICY Envir.
Factors
8 5 3 1 1 8 1 1 2 247
DICY Raw
Process or
Product Name:
Prepared by:
Process/Product
Failure Modes and Effects Analysis
(FMEA)
USLLSL
Measurement System
8
DICY Raw
Materials
8 5 1 1 1 9 1 1 2 242
9
DICY Mixer
Speecd
1 1 1 1 7 1 1 1 1 125
Responsible: FMEA Date (Orig) ______________ (Rev) ___
Process
Step/Part
Number Potential Failure Mode Potential Failure Effects
S
E
V Potential Causes
O
C
C Current Controls
D
E
T
R
P
N
Spin Draw
Process
Fiber Breakouts Undersized package, High SD
panel-hours lost 2
Dirty Spinneret
8
Visual Detection of Wraps and
broken Filaments 9 144
5
Filament motion
2
Visual Sight-glass
8 80
8
Polymer defects
2
Fuzzball Light
9 1448 2 9 144
0
33323130292827
Prozeßschritt
Control strategy
Ergebnis ( Output)
Spezifikation
OSG
Ziel
USG
Fahigkeit
Cp
Faktor ( Input)
Spezifikation
OSG
Ziel
USG
Maßnahmen
Was
Cp
Cpk
Muster
Anzahl
Häüfigkeit
Messmittel
% R & R
% P/T
USG
Fahigkeit
Cp
Cpk
Muster
Anzahl
Häüfigkeit
Messmittel
% R & R
Verantwrtlich
Abgeschlossen
Wirksamkeit
06 BB W1 C&E matrix 06, D. Szemkus/H. WinklerKnorr-Bremse Group 06 BB W1 C&E Matrix, 06, D. Szemkus/H. Winkler Page 17/19
% P/T Datum
Bewertet durch
Team Exercise:
U th lt f th i• Use the results of the exercise
process map to develop a C & E
matrix with input / output
correlationcorrelation
• Duration: 30 minutes,,
... followed by a team presentation
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10. Summary
• The origin of the Cause & Effect (C & E) Matrix
• How C & E Matrix and process map are linked• How C & E Matrix and process map are linked
• Creation of a C & E Matrix step by step
• Interconnection of the C & E Matrix with other
tools / steps in the DMAIC cycle
• Exercise: C & E -Matrix
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