The document discusses a case study conducted at W.R. Grace to evaluate the measurement system for an important quality variable, CTQ1, at four worldwide production locations. An MSA study was performed to determine the %GRR, P/T ratio, and bias of the CTQ1 measurement. The results showed high measurement variation contributed by the operators and interactions between operators and samples. Process data was then linked to the MSA study, showing representative samples were selected and improvements to the measurement system could reduce hidden factory costs from over-processing and rework.
- Seven tools;
- Process variability;
- Important use of the control chart;
- Statistical basis of the control chart:
> Basic principles and type of control chart;
> Choice of control limits;
> Sampling size and sampling frequency;
> Average run length;
> Rational subgroups;
> Analysis of patterns on control charts;
> Sensitizing rules for control charts;
> Phase I and Phase II of control chart.
- Seven tools;
- Process variability;
- Important use of the control chart;
- Statistical basis of the control chart:
> Basic principles and type of control chart;
> Choice of control limits;
> Sampling size and sampling frequency;
> Average run length;
> Rational subgroups;
> Analysis of patterns on control charts;
> Sensitizing rules for control charts;
> Phase I and Phase II of control chart.
Measurement System Analysis (MSA) course is essential for successful Six Sigma DMAIC and DFSS projects. It is also key for implementation of SQC, and efficient process management.
Reliable measurement processes are critical to the success of any effort dependent on measurement data and process analysis, including Six Sigma DMAIC improvement projects, DFSS project, SPC, SQC, Supplier Quality, and business process management and continuous improvement. Without validation that measurements are accurate, repeatable with multiple measurements by the same person, reproducible from person to person (gage Repeatability and Reproducibility or gage R&R), all conclusions are suspect, and process management is therefore fragile and ineffective.
Organizations typically focus on measurement accuracy and calibration, but this course also emphasizes the essential elements of reliable measurement procedures.
- Definition and dimensions of quality;
- Quality characteristics or critical-to-quality characteristics;
- Management aspect of quality improvement:
> Quality planning;
> Quality assurance;
> Quality control and improvement.
I wrote this eBook for a software client based on the appropriate persona, available technical materials and interviews with internal subject matter experts. The client used this eBook for their content marketing lead generation campaigns targeted to international manufacturers.
- Notations, assumptions, and rule of thumb;
- Control limits;
- Phase I and Phase II;
- Estimating process capability;
- Example of application;
- Designing control charts;
- Charts based on standard values;
- Patterns interpretation;
- The operating-characteristic function;
- Average run length.
Measurement System Analysis (MSA) course is essential for successful Six Sigma DMAIC and DFSS projects. It is also key for implementation of SQC, and efficient process management.
Reliable measurement processes are critical to the success of any effort dependent on measurement data and process analysis, including Six Sigma DMAIC improvement projects, DFSS project, SPC, SQC, Supplier Quality, and business process management and continuous improvement. Without validation that measurements are accurate, repeatable with multiple measurements by the same person, reproducible from person to person (gage Repeatability and Reproducibility or gage R&R), all conclusions are suspect, and process management is therefore fragile and ineffective.
Organizations typically focus on measurement accuracy and calibration, but this course also emphasizes the essential elements of reliable measurement procedures.
- Definition and dimensions of quality;
- Quality characteristics or critical-to-quality characteristics;
- Management aspect of quality improvement:
> Quality planning;
> Quality assurance;
> Quality control and improvement.
I wrote this eBook for a software client based on the appropriate persona, available technical materials and interviews with internal subject matter experts. The client used this eBook for their content marketing lead generation campaigns targeted to international manufacturers.
- Notations, assumptions, and rule of thumb;
- Control limits;
- Phase I and Phase II;
- Estimating process capability;
- Example of application;
- Designing control charts;
- Charts based on standard values;
- Patterns interpretation;
- The operating-characteristic function;
- Average run length.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Critical Checks for Pharmaceuticals and Healthcare: Validating Your Data Inte...Minitab, LLC
Watch online at: https://hubs.ly/H0hswm60
Organizations in the pharmaceutical and health sectors are being asked by regulators to:
- Apply more complete methods to validate analytical techniques and measurement systems, known as Data Integrity
-Monitor and evaluate the performance of production processes, otherwise called Statistical Process Control (SPC)
In this presentation you will learn how to:
-Improve the precision and accuracy of analytical techniques, using Minitab's tools for Gage R & R, Gage Linearity and Bias studies and Design of Experiments
-Select the relevant control charts and capability analyses for data that does and does not follow the normal distribution
The presentation will explain how data integrity and process monitoring are critical to each other for regulatory compliance. If the data is not healthy, the evaluation of the process could also be incorrect.
You will finish with the confidence to use more sophisticated statistical techniques, in particular for data integrity.
090528 Miller Process Forensics Talk @ Asqrwmill9716
Talk presented to local ASQ chapter. It dealt with process improvement: continuous measurement system validation and utilizing capability metrics for process forensics. Further, a program was introduced that\'s been used to optimize spare parts inventory based on a resampling approach to historical data.
Measurement System Analysis is the first step of the Measure Phase of an improvement project. Before you can pass judgment on the process, you need to ensure that your measurement system is accurate, precise, capable and in control.
1. (25 points) Temperature, Pressure and yield on a chemical .docxaulasnilda
1. (25 points) Temperature, Pressure and yield on a chemical process is given below. Use the SPSS package to model this problem as a DOE problem and answer the questions below?
a. What factors are sensitive?
b. Give the complete table of analysis of variance.
c. What is the best combination of temperature and pressure to run this system?
(Figures inside the table are yield in pounds for the same starting batch size for a chemical reaction.)
Pressure lbs/sq. in.
Temperature in centigrade given below
250
300
350
100
44
74
85
100
43
72
81
100
49
73
72
100
56
60
84
100
50
78
78
100
49
76
71
100
54
67
86
100
55
74
89
100
47
72
83
100
59
80
72
150
49
60
78
150
54
77
86
150
47
64
79
150
59
73
72
150
53
71
80
150
50
62
74
150
42
61
72
150
42
78
89
150
53
66
85
150
48
64
76
200
59
60
73
200
52
71
80
200
42
72
72
200
55
79
87
200
44
78
82
200
49
76
84
200
53
70
72
200
42
78
80
200
50
69
83
200
58
69
77
2. (20 points) Solve the following problem using logistic regression using SPSS. Data on admission to Top MBA programs and student profiles are given below. Answer the questions at the bottom of the page. (Science major =1 and non-science major =0, Admission is 1 and rejection is 0.)
GRE
GPA
Experience
Science_Major
Admission_top_MBA_Program
420
2.989713
4
1
0
410
3.062205
0
0
0
460
3.95905
2
0
1
740
3.969431
5
0
1
400
2.964876
3
1
0
740
3.016192
4
0
1
750
3.798612
1
0
1
610
3.779912
0
0
0
540
3.959263
4
0
1
460
2.873084
0
0
0
790
2.969328
2
0
1
420
2.952248
3
0
0
410
2.929681
3
0
0
670
2.853553
4
0
0
620
3.047547
5
1
0
550
3.660386
3
0
0
530
2.893152
5
0
0
790
3.193752
3
0
1
480
3.023745
2
0
0
580
3.902819
2
1
1
730
3.899274
1
0
0
480
3.869059
1
1
0
600
2.924105
2
0
0
700
2.960273
2
0
0
410
3.730714
0
0
0
720
3.934777
1
0
1
560
3.559107
3
1
0
620
3.088629
2
0
0
560
2.904412
3
0
0
610
3.897915
3
1
0
a. Run the logistic regression using SPSS and this data.
b. Write down the logit function from your output.
c. Using the logistic regression equation and input data, generate the probability of admission for each of the 30 students and compare it with SPSS produced probabilities.
3. (15 points) Data on Yield % against two variables (temperature and catalyst level) is given below.
a. Do a spreadsheet based analysis of the data and report on which factors (temperature, catalyst level or interaction: temperature*Catalyst) is significant.
b. If interaction is significant at 0.05 level, report on the best combination of the two factors that will maximize the yield percent.
Temperature (C )
600
650
700
Catalyst Level
Low
70
74
94
Low
61
73
74
Low
57
77
52
Morerate
95
60
93
Moderate
87
79
82
Moderate
97
54
84
High
53
69
58
High
73
66
65
Hjigh
71
74
76
Yield % in a chemical reactor
Data to be used in SPSS if you wanted to check your answer is given below.
Cat Level
Temp
yield
Low
600
70
Low
600
61
Low
600
57
Low
650
74
Low
650
73
Low
650
77
Low
700
94
Low
700
74
Low
700
52
Moderate
600
95
Moderate
600
87
Moderate
600
97
Moderate
650.
Measurement Systems Analysis - Variable Gage R&R Study Metrics, Applications ...Gabor Szabo, CQE
This presentation walks you through the components of variation and the various metrics used in Variable Gage R&R Study. It also talks about the different root causes associated with a failing study, and how to perform root cause analysis using statistical tools.
Aplication of on line data analytics to a continuous process polybetene unitEmerson Exchange
This Emerson Exchange, 2013 presentation summarizes the 2013 field trail results achieved by applying on-line continuous data analytics to Lubrizol’s continuous polybutene process. Continuous data analytics may be used to provide an on-line prediction of quality parameters, and enable on-line detection of fault conditions. Information is provided on improvements made in the model used for quality parameter prediction, and how the field trail platform was integrated into the process unit. Presenters Qiwei Li, production engineer, Efren Hernandez and Robert Wojewodka, Lubrizol Corp., and Terry Blevins, principal technologist at Emerson, won best in conference in the process optimization track for this presentation.
Measurement systems analysis and a study of anova methodeSAT Journals
Abstract
Instruments and measurement systems form the base of any process improvement strategies. The much widely used QC tools like
SPC depends on sample data taken from processes to track process variation which in turn depends on measuring system itself.
The purpose of Measurement System Analysis is to qualify a measurement system for use by quantifying its accuracy, precision,
and stability and to minimize their contribution in process variation through inherent tools such as ANOVA. The purpose of this
paper is to outline MSA and study ANOVA method through a real-time shop floor experiment.
Keywords: SPC, Accuracy, Precision, Stability, QC, ANOVA
What is MSA .
1. Why we Need MSA
2. How to use data.
3.Measurement Error Sources of Variation
• Precision (Resolution, Repeat ability, Reproducibility)
•Accuracy (Bias, Stability, Linearity)
4.What is Gage R&R?
5.Explain MSA Sheet
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Six sigma-in-measurement-systems-evaluating-the-hidden-factory (2)
1. Six Sigma in Measurement Systems:
Evaluating the Hidden Factory
Inputs Operation Inspect First Time
slide 1
Rework
Hidden Factory
Scrap
NOT
OK
Correct
OK
Time, cost, people
Bill Rodebaugh
Director, Six Sigma
GRACE
2. Objectives
The Hidden Factory Concept
What is a Hidden Factory?
What is a Measurement System’s Role in the Hidden
slide 2
Factory?
Review Key Measurement System metrics including
%GR&R and P/T ratio
Case Study at W. R. GRACE
Measurement Study Set-up and Minitab Analysis
Linkage to Process
Benefits of an Improved Measurement System
How to Improve Measurement Systems in an
Organization
3. The Hidden Factory -- Process/Production
Inputs Operation Inspect First Time
slide 3
Rework
Hidden Factory
Scrap
NOT
OK
Correct
OK
Time, cost, people
•What Comprises the Hidden Factory in a Process/Production Area?
•Reprocessed and Scrap materials -- First time out of spec, not reworkable
•Over-processed materials -- Run higher than target with higher
than needed utilities or reagents
•Over-analyzed materials -- High Capability, but multiple in-process
samples are run, improper SPC leading to over-control
4. The Hidden Factory -- Measurement Systems
slide 4
Re-test
Hidden Factory
Waste
OK
NOT
OK
Sample Lab Work
Inputs
Inspect Production
Time, cost, people
•What Comprises the Hidden Factory in a Laboratory Setting?
•Incapable Measurement Systems -- purchased, but are unusable
due to high repeatability variation and poor discrimination
•Repetitive Analysis -- Test that runs with repeats to improve known
variation or to unsuccessfully deal with overwhelming sampling issues
•Laboratory “Noise” Issues -- Lab Tech to Lab Tech Variation, Shift to
Shift Variation, Machine to Machine Variation, Lab to Lab Variation
5. The Hidden Factory Linkage
Production Environments generally rely upon in-process
sampling for adjustment
As Processes attain Six Sigma performance they begin
to rely less on sampling and more upon leveraging the
few influential X variables
The few influential X variables are determined largely
through multi-vari studies and Design of
Experimentation (DOE)
Good multi-vari and DOE results are based upon
acceptable measurement analysis
slide 5
6. Objectives
The Hidden Factory Concept
What is a Hidden Factory?
What is a Measurement System’s Role in the Hidden
slide 6
Factory?
Review Key Measurement System metrics including
%GR&R and P/T ratio
Case Study at W. R. GRACE
Measurement Study Set-up and Minitab Analysis
Linkage to Process
Benefits of an Improved Measurement System
How to Improve Measurement Systems in an
Organization
7. Possible Sources of Process Variation
Measurement Variation
Variation due
to gage
2 Pr Pr
2
Re Re
We will look at “repeatability” and “reproducibility” as primary
contributors to measurement error
slide 7
Stability Linearity
Long-term
Process Variation
Short-term
Process Variation
Variation
w/i sample
Actual Process Variation
Repeatability Calibration
Variation due
to operators
Observed Process Variation
Measuremen t System
2
Actua l ocess
2
Observed ocess
producibility
2
peatability
2
Measuremen t System
8. How Does Measurement Error Appear?
slide 8
30 40 50 60 70 80 90 100 110
15
10
5
0
Observ ed
Frequency
LSL USL
Actual process variation -
No measurement error
Observed process
variation -
With measurement error
30 40 50 60 70 80 90 100 110
15
10
5
0
Process
Frequency
LSL USL
9. Measurement System Terminology
Discrimination - Smallest detectable increment between two measured values
slide 9
Accuracy related terms
True value - Theoretically correct value
Bias - Difference between the average value of all measurements of a sample and the
true value for that sample
Precision related terms
Repeatability - Variability inherent in the measurement system under constant
conditions
Reproducibility - Variability among measurements made under different conditions
(e.g. different operators, measuring devices, etc.)
Stability - distribution of measurements that remains constant and predictable over time for
both the mean and standard deviation
Linearity - A measure of any change in accuracy or precision over the range of instrument
capability
10. Measurement Capability Index - P/T
Precision to Tolerance Ratio
. *
MS /
Addresses what percent of the tolerance is taken up by
slide 10
measurement error
Includes both repeatability and reproducibility
Operator x Unit x Trial experiment
Best case: 10% Acceptable: 30%
Usually expressed
as percent P T
Tolerance
515
Note: 5.15 standard deviations accounts for 99% of Measurement System (MS) variation.
The use of 5.15 is an industry standard.
11. Measurement Capability Index - % GR&R
MS
Addresses what percent of the Observed Process Variation is
taken up by measurement error
%R&R is the best estimate of the effect of measurement
systems on the validity of process improvement studies (DOE)
Includes both repeatability and reproducibility
As a target, look for %R&R < 30%
slide 11
Usually expressed
as percent
R R x 100
Observed Pr
ocess Variation
% &
12. Objectives
The Hidden Factory Concept
What is a Hidden Factory?
What is a Measurement System’s Role in the Hidden
slide 12
Factory?
Review Key Measurement System metrics including
%GR&R and P/T ratio
Case Study at W. R. GRACE
Measurement Study Set-up and Minitab Analysis
Linkage to Process
Benefits of an Improved Measurement System
How to Improve Measurement Systems in an
Organization
13. Case Study Background
Internal Raw Material, A1, is necessary for Final Product production
Expensive Raw Material to produce – produced at 4 locations Worldwide
Cost savings can be derived directly from improved product quality, CpKs
Internal specifications indirectly linked to financial targets for production costs are used to
slide 13
calculate CpKs
If CTQ1 of A1 is too low, then more A1 material is added to achieve overall quality – higher
quality means less quantity is needed – this is the project objective
High Impact Six Sigma project was chartered to improve an important quality variable,
CTQ1
The measurement of CTQ1 was originally not questioned, but the team decided to study
the effectiveness of this measurement
The %GR&R, P/T ratio, and Bias were studied
Each of the Worldwide locations were involved in the study
Initial project improvements have somewhat equalized performance across sites. Small
level improvements are masked by the measurement effectiveness of CTQ1
14. CTQ1 MSA Study Design (Crossed)
slide 14
Site 1 Lab
6 analyses/site/sample
2 samples taken from each site
2*4 Samples should be representative
Each site analyzes other site’s sample.
Each plant does 48 analyses
6*8*4=196 analyses
Site 1 Sample 1 Site 1 Sample 2
Op 1 Op 2 Op 3
T1 T2
Site 2 Lab Site 3 Lab Site 4 Lab
Site 2 Sample 1…..
16. CTQ1 MSA Study Results (Minitab Session)
Source DF SS MS F P
Sample 7 14221 2031.62 5.0079 0.00010
Operator 11 53474 4861.27 11.9829 0.00000
Operator*Sample 77 31238 405.68 1.4907 0.03177
Repeatability 96 26125 272.14
slide 16
Total 191 125058
%Contribution
Source VarComp (of VarComp)
Total Gage R&R 617.39 90.11
Repeatability 272.14 39.72
Reproducibility 345.25 50.39
Operator 278.47 40.65
Operator*Sample 66.77 9.75
Part-To-Part 67.75 9.89
Sample, Operator,
& Interaction are
Significant
17. CTQ1 MSA Study Results
slide 17
Site %GRR
P/T
Ratio
R-bar
Equal Variances
within Groups
Mean
Differences
(Tukey Comp.)
All
94.3
(78.6 – 100)*
116 16.05 No (0.004) Only 1,2 No Diff.
Site 1
38.9
(30.0 – 47.6)
29 7.22 Yes (0.739) All Pairs No Diff.
Site 2
91.0
(70.7 – 100)
96 17.92 Yes (0.735) Only 1,2 Diff.
Site 3
80.0
(60.8 – 94.8)
79 20.37 Yes (0.158) All Pairs No Diff.
Site 4
98.0
(64.8 – 100)
120 18.67 Yes (0.346) Only 2,3 No Diff.
*Conf Int not calculated with Minitab, Based upon R&R Std Dev
18. CTQ1 MSA Study Results (Minitab Output)
Dotplot of All Samples over All Sites
slide 18
WO SA
VF SA
LC SA
CB SA
890
840
790
740
C17
C16
Dotplots of C16 by C17
(group means are indicated by lines)
Site 1 Site 2 Site 3 Site 4
19. CTQ1 MSA Study Results (Minitab Session)
slide 19
Analysis of Variance for Site
Source DF SS MS F P
Site 3 37514 12505 26.86 0.000
Error 188 87518 466
Total 191 125032
Individual 95% CIs For Mean
Based on Pooled StDev
Level N Mean StDev -+---------+---------+---------+-----
Site 1 48 824.57 15.38 (---*---)
Site 2 48 819.42 22.11 (---*---)
Site 3 48 800.98 20.75 (---*---)
Site 4 48 840.13 26.58 (---*---)
-+---------+---------+---------+-----
Pooled StDev = 21.58 795 810 825 840
Site and Operator are closely related
20. 790
60
40
20
CTQ1 MSA Study Results (Minitab Output)
X-bar R of All Samples for All Sites
100 CB1 CB2 CB3 LC1 LC2 LC3 V1 V2 V3 W1 W2 W3
50
900 CB1 CB2 CB3 LC1 LC2 LC3 V1 V2 V3 W1 W2 W3
slide 20
0
850
800
750
Xbar Chart by Operator
Sample Mean
UCL=52.45
UCL=851.5
Mean=821.3
LCL=791.1
0
0
R Chart by Operator
Sample Range
R=16.05
LCL=0
1 2 740
Sample
890
Discrimination
Index 840
is “0”,
however can
790
probably see
differences of 5
900
850
1 800
Sample
Operator*Average
CB1 CB2 CB3 740
Oper
Gage R&R Repeat Reprod Part-to-Part
0
Percent
Most of the
samples are
seen as “noise”
21. 50
CTQ1 MSA Study Results (Minitab Output)
70 W1 W2 W3
60
50
40
30
20
10
900 W1 W2 W3
•Mean differences are seen in X-bar area
•Most of the samples are seen as “noise”
slide 21
0
850
800
Xbar Chart by WO OP
Sample Mean
UCL=60.99
UCL=875.2
Mean=840.1
LCL=805.0
0
0
R Chart by WO OP
Sample Range
R=18.67
LCL=0
Gage R&R Repeat Reprod Part-to-Part
0
Percent
X-bar R of All Samples for Site 4
22. 810
CTQ1 MSA Study Results – Process Linkage
Site 2 Example
860 LC1 LC2 LC3
2
6662
2
22
2
slide 22
0
850
840
830
820
810
800
790
780
Xbar Chart by LC OP
Sample Mean
UCL=853.1
Mean=819.4
LCL=785.7
0
0
Sample R=17.92
LCL=0
LC OP*Sample 850
840
Average
830
820
810
800
MSA Study
Results with
Mean = 819.4
1 2 3 790
Sample
LC1 760
LC OP
1000
900
800
700
Individual Value
1
1
6
1
6
1
4
222 4
6
1
1
2
1
5
1 1
6
1
1
66
222
2
55
Subgroup 0 100 200 300 400
UCL=899.2
Mean=832.5
LCL=765.8
150
100
50
Moving Range
1
1
1
1
11
1
1
1
1
1
1
1
UCL=81.95
I and MR Chart for TSA (t)
2002 Historical
Process
Results with
Mean = 832.5
Selected Samples are Representative
23. CTQ1 MSA Study Results 810
– Process Linkage
Site 2 Example
2
6662
2
22
UCL=58.54
UCL=853.1
2
66
222
slide 23
50
1000
1
1
1
1
1
1
1 1
100 LC1 LC2 LC3
900
800
50
700
6
6
4
222 4
6
1
2
5
6
1
1
860 LC1 LC2 LC3
0
850
840
830
820
810
800
790
780
Xbar Chart by LC OP
Individual Value
Sample Mean
Mean=819.4
LCL=785.7
0
0
R Chart by LC OP
Sample Range
R=17.92
LCL=0
1 2 3 4 5 6 7 8
UCL=899.2
MSA Study Results
with Range = 17.92,
Calc for Subgroup
UCL=81.95
1 2 3 4 5 6 7 8
55
860
810
850
840
830
820
810
800
790
Sample
LC OP
LC OP*Sample Interaction
2
Average
LC1
LC2
LC3
LC1 LC2 LC3
760
LC OP
By LC OP
760
Sample
%Tolerance
Gage R&R Repeat Reprod Part-to-Part
0
Percent
1
Subgroup 0 100 200 300 400
Mean=832.5
LCL=765.8
150
100
50
0
Moving Range
1
22
1
2
222
2
1
1
11
1
1
1
1
1
2
2
1
2
2
R=25.08
LCL=0
I and MR Chart for TSA (t)
2002 Historical
Process
Results with
Range = 25.08
Calc for pt to pt
When comparing the MSA with process operation, a large
percentage of pt-to-pt variation is MS error (70%) --- a
back check of proper test sample selection
24. CTQ1 MSA Study Results – Process Linkage
Site 2 Example
Key issue for Process Improvement Efforts is “When will we see
change?”
Initial Improvements to A1 process were made
Control Plan Improvements to A1 process were initiated
Site 2 Baseline Values were higher than other sites
Small step changes in mean and reduction in variation will achieve goal
How can Site 2 see small, real change with a Measurement System with
Use Power and Sample Size Calculator with and without impact
of MS variation. Lack of clarity in process improvement work,
results in missed opportunity for improvement and continued
use of non-optimal parameters
slide 24
70+% GR&R?
25. CTQ1 MSA Study Results – Process Linkage
Site 2 Example
Simulated Reduction of Pt to Pt variation by 70% decreases
time to observe savings by over 9X.
slide 25
2-Sample t Test
Alpha = 0.05 Sigma = 22.23
Sample Target Actual
Difference Size Power Power
2 2117 0.9000 0.9000
4 530 0.9000 0.9002
6 236 0.9000 0.9002
8 133 0.9000 0.9001
10 86 0.9000 0.9020
12 60 0.9000 0.9023
14 44 0.9000 0.9007
16 34 0.9000 0.9018
18 27 0.9000 0.9017
20 22 0.9000 0.9016
2-Sample t Test
Alpha = 0.05 Sigma = 6.67
Sample Target Actual
Difference Size Power Power
2 192 0.9000 0.9011
4 49 0.9000 0.9036
6 22 0.9000 0.9015
8 13 0.9000 0.9074
10 9 0.9000 0.9188
12 7 0.9000 0.9361
14 5 0.9000 0.9156
16 4 0.9000 0.9091
18 4 0.9000 0.9555
20 3 0.9000 0.9095
26. CTQ1 MSA Study Results – Process Linkage
Site 2 Example
Benefits of An Improved MS
Realized Savings for a Process Improvement Effort
For A1, an increase of 1 number of CTQ1 is approximately $1 per ton
Change of 10 numbers, 1000 Tons produced in 1 month (832 842)
$1 * 10 * 1000 = $10,000
More trust in all laboratory numbers for CTQ1
Ability to make process changes earlier with R-bar at 6.67
Previously, it would be pointless to make any process changes within the 22 point
range. Would you really see the change?
As the Six Sigma team pushes the CTQ1 value higher, DOEs and other
slide 26
tools will have greater benefit
27. Objectives
The Hidden Factory Concept
What is a Hidden Factory?
What is a Measurement System’s Role in the Hidden
slide 27
Factory?
Review Key Measurement System metrics including
%GR&R and P/T ratio
Case Study at W. R. GRACE
Measurement Study Set-up and Minitab Analysis
Linkage to Process
Benefits of an Improved Measurement System
How to Improve Measurement Systems in an
Organization
28. Measurement Improvement in the Organization
Initial efforts for MS improvement are driven on a BB/GB project basis
Six Sigma Black Belts and Green Belts Perform MSAs during Project Work
Lab Managers and Technicians are Part of Six Sigma Teams
Measurement Systems are Improved as Six Sigma Projects are Completed
Intermediate efforts have general Operations training for lab personnel,
mostly laboratory management
Lab efficiency and machine set-up projects are started
The %GR&R concept has not reached the technician level
Current efforts enhance technician level knowledge and dramatically
increase the number of MS projects
MS Task Force initiated (3 BBs lead effort)
Develop Six Sigma Analytical GB training
All MS projects are chartered and reviewed; All students have a project
Division-wide database of all MS results is implemented
slide 28
29. Measurement Improvement in the Organization
Develop common methodology for Analytical GB training
Six Sigma Step Action Typical Six Sigma Tools Used
Define Target measurement
slide 29
system for study
Identify KPOVs
Project Charter
Measure Identify KPIVs
Evaluate KPOV
performance
“Soft” tools: Process Map, Cause & Effect
Matrix, FMEA
“Stat” tools: Minitab Graphics, SPC,
Capability Analysis
Analyze Measurement System
Analysis
Gage R&R, ANOVA, Variance Components,
Regression, Graphical Interpretation
Improve Reduce Reproducibility
Reduce Repeatability
Reduce Operator or
Instrument Bias
“Soft” tools: Fishbone Diagram, Focused
FMEA
“Stat” tools: D-Study, t-Tests and
Regression, Design of Experiments
Control Final Report
Control Plan for KPIVs
SPC, Reaction Plans, Control Plans, ISO
synergy, Mistake Proofing
30. Final Thoughts
The Hidden Factory is explored throughout all Six Sigma programs
One area of the Hidden Factory in Production Environments is
slide 30
Measurement Systems
Simply utilizing Operations Black Belts and Green Belts to improve
Measurement Systems on a project by project basis is not the long term
answer
The GRACE Six Sigma organization is driving Measurement System
Improvement through:
Tailored training to Analytical Resources
Similar Six Sigma review and project protocol
Communication to the entire organization regarding Measurement System
performance
As in the case study, attaching business/cost implications to poorly performing
measurement systems