Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
SMED (Single-Minute Exchange of Dies) is a system for reducing equipment changeover time in manufacturing. The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps.
SMED – It is a method of reducing time in total equipment changeover.
SMED is the term used to represent the Single Minute Exchange of Die or setup time that can be counted in a single digit of minutes. Its goal is to reduce the setup time from hours down to less than 10 minutes
It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Overview of the proposed Photovoltaic Solar Quality Management System standardGovind Ramu
The goal of this Technical Specification (standard) is to provide a guideline for manufacturers of PV modules to produce modules that, once the design has proven to meet the quality and reliability requirements, replicate such design in an industrial scale without compromising its consistency with the requirements. Expected timeline for release is June 2015.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
SMED (Single-Minute Exchange of Dies) is a system for reducing equipment changeover time in manufacturing. The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps.
SMED – It is a method of reducing time in total equipment changeover.
SMED is the term used to represent the Single Minute Exchange of Die or setup time that can be counted in a single digit of minutes. Its goal is to reduce the setup time from hours down to less than 10 minutes
It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Overview of the proposed Photovoltaic Solar Quality Management System standardGovind Ramu
The goal of this Technical Specification (standard) is to provide a guideline for manufacturers of PV modules to produce modules that, once the design has proven to meet the quality and reliability requirements, replicate such design in an industrial scale without compromising its consistency with the requirements. Expected timeline for release is June 2015.
A good overview of the ASQ Certified Quality Engineer (CQE) exam including subjects covered, subjects requiring special instruction, tips for test preparation, and resources for training.
Presented for ASQ India on 3/22/2016 7PM - 8PM IST (6.30 AM -7.30AM PST). Govind will briefly discuss key changes, new requirements and a high level transition plan. The new standard is more aligned with business than ever. However this new standard also bring challenges for auditing. As a QMS manager, auditor or even a practitioner you will be expected to apply this management system standard at work.
Presented 9/12/2009 at jQuery Conf 2009.
Like any good Javascript framework would, jQuery includes Ajax functionality into its core. In particular, though, jQuery has some interesting ways it approaches event handling with Ajax responses. We’re going to dive into this Ajax event mechanism, and see what fun we can have with extending it.
This talk will first review the various Ajax events and some common ways they are used. Then, we’ll investigate jQuery source code and see how each is accomplished. Armed with this knowledge, we’ll talk about some scenarios where you might want to extend these events with extra functionality, or even add your own custom Ajax events.
To move from the theoretical into the concrete, we will discuss two jQuery Ajax plugins I released, mpAjax and flXHRproxy, and look at how each needed in its own way to hook into the Ajax event mechanism and extend it.
Prezi Version: https://goo.gl/broRx7
百萬智多星是一款結合RPG元素的益智問答遊戲。
簡報主要分享在 Unity 中使用 Spine 與 Live2D 的經驗。
Million Quiz is a RPG quiz game developed by Unity.
This slide shares the experience of using Spine & Live2D in the game.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
Topcon machine control Middle East أنظمة توبكون اليابانية للتحكم فى المعدات ...Alaa AbouElenin
أنظمة توبكون للتحكم فى المعدات و زيادة الانتاجية
Topcon machine control solutions - Middle East
Increase the productivity and decrease the cost
Losses of using the traditional construction:
Time losses for staking and site preparation for the machines.
Cost of stakes and pins
More number of passes to reach to the level and slope
More fuel consumption
More people around the machine
More surveying time and survey machines
The need for experienced operators to achieve the level and the slope
Less safety for people who are helping the machines
benefits of using Topcon machine control systems with dozers, graders, excavators, .........
توفير في عدد ساعات عمل المعدة
توفير في الوقود
تقليل صيانة المعدة
تقليل تكلفة المواد المستخدمة
تقليل اعمال المساحة
تقليل تكلفة الاوتاد
تقليل وقت تثبيت الاوتاد
تقليل تكلفة أجهزة المساحة
تقليل تكلفة إعادة العمل
زيادة الانتاجية
زيادة الدقة
زيادة الجودة
زيادة الأمان
▪ Reducing the cost
Reducing the working hours
▪ Reducing the fuel consumption
▪ Reducing the number of passes to the finish level.
▪ Reducing the surveying equipment
▪ Reducing the blade wear
▪ Reducing the maintenance of the machine
▪ Increasing the quality
▪ Increasing the accuracy
Increasing the safety
▪ Elimination of staking and Pins.
▪ Elimination of the skilled operators
▪ Elimination of the human errors
▪ Elimination of the re-work
▪ Elimination of the grade checking
▪ Eliminating the waste of the expensive material.
▪ Eliminating the over excavation and less excavation
Webinar - Disaster in Japan: A Lesson in BCMeasy2comply
Business continuity events will continue to occur and threaten businesses around the globe. Being prepared and knowing how to respond makes the difference between corporate survival and corporate failure. The planning and preparatory work, as well as the associated costs, can seem overwhelming when using conventional tools.
Positive lessons can be learned from Japanese businesses, organizations and communities with solid plans in place that prevented further loss of life and damage. Join us to discuss some of the issues facing the Business Continuity community today:
• Continuity Statistics – What do they show? What do they hide?
• Can we learn lessons from Japan?
• Emerging BCM methodologies – Where is the industry heading?
ASQ TR 2:2018, a useful Cost of Quality (COQ) standard provides detailed guidelines on COQ development, implementation and monitoring to improve quality and performance. Making use of this standard—in tandem with ISO 10014:2021—can help organizations realize financial and economic benefits from their quality management system (or other management systems). In this presentation we will explore why building quality at the source and COQ measurement is beneficial to an organization. We will also address guidance for effective implementation of COQ. Participants will also understand major failure modes, and lessons learned from past implementations.
Quality Management - Guidelines for realizing financial and economic benefitsGovind Ramu
Presentation summary
Quality Management System (QMS) is often misperceived as a paperwork exercise done to ensure the organization has an ISO 9001 certificate hanging on the wall. Perhaps, a contractual obligation. This misperception often results in quality management professionals becoming an easy target for headcount reduction. This shortsighted cost cutting blurs the long-term vision of achieving a sustainable and more resilient organization.
Quality professionals often don’t do a great job of making top management and other interested parties aware of everything quality management encompasses and why it’s important to understand a holistic approach to achieving quality. As a result, top management often sees quality as a transactional activity, not a strategic advantage.
This interactive session will focus on presenting ideas for realizing financial and economic benefits from the quality management system implementation. Effective QMS is "quietly saving" in every area of the organization. These implicit savings aren’t publicized to the organization because they aren’t obvious. I will discuss these savings and receive inputs from the participants. I will also discuss how quality management system is tied to organization's bottom line, innovation and growth.
Integrated Management Systems ASQ Silicon Valley section 0613 april 2017_gr c...Govind Ramu
ASQ Publication: http://asq.org/quality-progress/2017/05/standard-issues/all-together-now.html
There are several benefits to having an integrated management system (IMS). In the long term, an IMS helps improve efficiency by removing redundancies of different management systems. Above all, an organization can benefit from having the ability to understand how all of its business process owners’ actions affect all management systems, opening minds to think more broadly about the life cycle of products and services.
ISO 9001:2015 DIS Changes, Requirements and ImplementationGovind Ramu
This presentation discusses new requirements to ISO 9001 based on the Draft International Standard (DIS). Guidance for transition to new revision is proposed for planning, communication and execution.
This presentation is mostly compiled from ASQ Future of quality studies 2008 and Quality Progress articles. I have also added my thoughts on implications and enhanced skills slides.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
2. Group Interaction
(3 to 5 minutes)
How effective is your engineering meeting?
- Are you discussing the appropriate topics?
- Do you have the right audience?
- Do you have actionable discussions?
- Do you leave the meeting knowing exactly
what you need to do?
- Would you consider your time spent
productive and worthwhile?
3. Meetings - Are they productive?
• Overwhelming information.
• Tons of presentations.
• Information unrelated to agenda.
• Attendees not well prepared.
• Delegated attendees.
• Too many side conversations.
• Blackberry/laptop usage during discussions.
• Working on next meeting while listening.
• Engaging in arguments on “how to.”
• No clear conclusions as to “what to do.”
• No clear “actionable” discussions.
4. Productivity Survey
• People work an average of 45 hours a week; they
consider about 17 of those hours to be unproductive
(U.S.: 45 hours a week; 16 hours considered
unproductive).
• People spend 5.6 hours each week in meetings; 69
percent feel meetings aren't productive (U.S.: 5.5 hours;
71 percent feel meetings aren't productive).
• The most common productivity pitfalls are unclear
objectives, lack of team communication and ineffective
meetings – chosen by 32 percent of respondents overall
(U.S.: procrastination, 42 percent; lack of team
communication, 39 percent; ineffective meetings, 34
percent).
Source: The Microsoft Office Personal Productivity Challenge (PPC)
Responses from more than 38,000 people in 200 countries
http://www.microsoft.com/presspass/press/2005/mar05/03-15ThreeProductiveDaysPR.mspx
5. Typical Engineering Meeting
Product yield by part #
Product volume by year by part # Product volume and yield
Product by volume
Any actions?
6. What really matters at the
engineering meeting?
Engineers want to know:
• How the process health is doing.
• What the risks are for internal/external
customers.
• What process parameters to fix.
• What actionable intelligence exists.
7. The eight-step model for process
improvement:
• Step 1: Identify CTQs and CTPs.
• Step 2: Create a CTQ-CTP relationship matrix.
• Step 3: Conduct a process FMEA.
• Step 4: Develop a control plan.
• Step 5: Conduct gage R&R studies.
• Step 6: Set up statistical process control.
• Step 7: Use process capability & gage R&R to
identify improvements.
• Step 8: Prioritize improvement efforts.
8. Step 1: Identify CTQs and CTPs
Need Drivers CTQs CTPs
Customer
With right participants,
Needs engineering meetings to
focus heavily here for
Customer improved effectiveness
Drivers
I want…
VOC
Product
CTQs
CTP
CTQ CTP
need Business
Drivers CTQ CTP
CTQ
Business
Needs Currently
CTP
engineering
meetings may be CTP
Primary Needs
spending more time
at this level
CTQ
Secondary Needs CTQ
Tertiary Needs
General Specific
Hard to measure Easy to measure
9. Some Definitions
• Customer drivers – quality, cost, delivery, response.
• Business drivers – first-pass/rolled throughput yields,
work in progress material cost, inventory cost, cycle
time, etc.
• Primary, secondary and tertiary needs – customer needs
from abstract to tactical.
• CTQ – critical to quality characteristics of products that
customer expects from the product or service.
• CTP – critical process parameters that have cause and
effect relationship to one more CTQ.
10. Step 1: Identify CTQs and CTPs
Need Drivers CTQs/ CTCs CTPs
Oven process Control
I want… tempr. X1 deg +/- 5 deg F
VOC Taste Raw material aging (days)
Product Vegetable aging (days)
quality Oven process control
time. X2 min +/- 2 min
need Average
Delivery Order processing time
order-delivery Order handling time
I want tasty pizza time
I want hot pizza Cost (By type & volume) Order delivery time
Material cost
I want my pizza to be crispy
I want my pizza to have Processing cost
fresh toppings Selling price
Service Yield %
I want my pizza to be quicker
quality Margin %
Every time I get either the Quantity &
wrong pizza or wrong right product Order check
toppings! Customer
Not so expensive Complaint handling Response time
recovery
I want to get a replacement time Replacement time
for the mistake
General Specific
Hard to measure Easy to measure
11. Step 2: Create a CTQ-CTP Relationship Matrix
CTP Vs CTQ
Screening Engineering
Judgment
DOE
12. Step 2: Create a CTQ-CTP Relationship Matrix
Explore Interactions
CTP Vs CTQ
Interrelationships
Similar idea referenced by Mikel Harry : http://www.isixsigma.com/forum/ask_dr_harry.asp?ToDo=view&questId=82&catId=11
13. Step 3: Conduct a Process FMEA
FMEA
Establish
severity,
occurrence Creating customized severity, occurrence, and detection scales
detection scales for the nature of your business or industry can make a
difference – one size does not fit all!
Identify Identify the critical process flow of the product line
process steps and hold a team brainstorming session to identify all
to perform FMEA probable failure modes, causes, and interim and end
effects.
Identify failure
Document current controls as you would in standard
modes, causes,
effects, FMEA practice.
current controls,
& risks Further develop the FMEA to include the severity,
occurrence, and detection ratings from your customized
Identify scales.
critical process
variables to Calculate risk priority numbers (RPNs) by multiplying
monitor, assign the severity, occurrence, and detection ratings.
RPN Prioritize risks based on RPN values.
Develop
control (See more detailed flow next slide)
plan (CTQ,CTP)
Reference: http://www.qualitytrainingportal.com/resources/fmea/index.htm
14. Brainstorming all potential causes for failure modes.
Inputs:
Process flow charts, manufacturing work instructions,
historical process defect Pareto, lessons learned, etc.
Reference: March 2009 QP article, “FMEA Minus the Headache.”
15. Populating the FMEA table with discussion outputs.
Reference: March 2009 QP article, “FMEA Minus the Headache.”
16. Step 4: Develop a Control Plan
Measurement system that
may require R&R – ensure
if adequate before
proceeding with SPC.
Inputs from Step 1 (Identify CTQs and CTPs) and FMEA
recommended actions corresponding to CTQ, CTP merge here.
17. Step 5: Conduct Gage R&R Studies
Back to Basics
• Let us refresh our memory on some basic definitions:
– Repeatability: Variation in measurements obtained with one measuring
instrument when used several times by an appraiser (operator) while
measuring the identical characteristic on the same part.
– Reproducibility: Variation in the average of the measurements made
by different appraisers (operators) using the same gage when
measuring a characteristic on one part.
– Process capability compares the output of an in-control process to the
specification limits by using capability indices (Cp, Cpk). The
comparison is made by forming the ratio of the spread between the
process specifications (the specification quot;widthquot;) to the spread of the
process values, as measured by 6 process standard deviation units (the
process quot;widthquot;).
– Process performance indices (Pp, Ppk) basically try to verify if the
sample generated from the process is capable to meet customer CTQs
(requirements). Process performance differs from process capability
and is only used when process control cannot be evaluated.
18. Step 5: Conduct Gage R&R Studies
Measurement Systems Analysis (MSA)
n
∑ f (X )
2
X Definition of standard i i
− X
i=1
deviation: S =
n -1
SGage Standard deviation of gage (one
appraiser)
Width
0.5% 0.5%
5.15 SGage
Gage 99% of measurements fall
repeatability in the gage repeatability
range
Standard deviation of gage
(more than one appraiser)
Appraiser 1
Appraiser 3
Appraiser 2
(Back to Basics)
19. Step 5: Conduct Gage R&R Studies
Sources of Variation
100.00%
(Back to Basics)
Reproducibility
σ 2 Total = σ 2Part to Part + σ 2 Repeatabil ity + σ 2 Operator + σ 2 OperatorBy Part
Overall Product Repeatability Operator Operator by Part
Reference Minitab Help: GR & R Study (Crossed)- ANOVA Method
20. Step 5: Conduct Gage R&R Studies
How can a measurement system contribute in accepting
BAD product and rejecting GOOD product ?
True measurement of the product True measurement of the product
Operator variation
(E.g., reading from
analog panel)
+/- 10 Deg F
Oven instrument
variation
+/- 5 deg F
LSL USL
Accepting BAD product Rejecting GOOD product
(Back to Basics)
21. Step 5: Conduct Gage R&R Studies
Effects of Sources of Variation
Overall production variation
What was
Product produced
Operator variation—reading from analog panel
Oven instrument variation What
was
observed
Target Process adjustment
(Back to Basics)
22. Step 6: Statistical Process Control (SPC)
Assign Unique
Man
ID XXX
+ Machine
Material
Method
Environment
+
Extended free text about
Special cause
Inputs from FMEA OCAP
Brainstorming Data base
23. Step 6: Statistical Process Control (SPC) – Calculate Cp, Cpk if the process is stable.
Short-term Vs Long-term
Capability
Over long term conditions,
a “typical” process will “Short-term
shift and drift by capability” (Cp, Cpk)
approximately 1.5
standard deviations*.
Time 1
Time 2
Time 3
Time 4
“Long-term performance” that includes changes
to material, multiple shifts, Operators,
environmental changes (Pp, Ppk)
Target
(Back to Basics) LSL USL
24. Step 7: Using Process Capability and GR&R to Identify Improvements
Baseline GR&R Baseline Capability
Pp= 0.8 Ppk= 0.6 Pp= 1 Ppk= 0.93 Pp= 1 Ppk= 1
Oven temperature Order processing time Order handling time
Pp= 0.8 Ppk= 0.7 Pp= 0.8 Ppk= 0.8 Pp= 0.6 Ppk= 0.6
Oven time Order handling time Order response time
Raw material aging Vegetable aging Order replacement time
*Pp= 0.9 Ppk= 0.7 *Pp= 1.2 Ppk= 1.1 *Pp= 1.3 Ppk= 1.2
* Data transformed
25. Step 7: Using Process Capability and GR&R to Identify Improvements
Capability & GR&R Grid
High
>24%
% GR& R*
Low
<24%
Low High
Cpk/Ppk*
<1.1 >1.1
* GR&R 24%, Cp, Cpk 1.1 are an example. Decide what is acceptable for your organization.
26. High
% GR& R
Low
Scenario — High GR&R + Low Cp/Pp & Cpk/Ppk
Low High
True value
Cpk/Ppk True value
Process of the part
of the part
shift
Operator variation Operator variation
reproducibility reproducibility
Instrument variation
Instrument variation repeatability
repeatability
LSL USL
Accepting BAD product Rejecting GOOD product
(Back to Basics)
27. High
% GR& R
Low
Scenario — Low GR&R + Low Cp/Pp & Cpk/Ppk
Low High
Cpk/Ppk True value True value
of the part Process of the part
Shift
Operator variation
reproducibility Operator variation
reproducibility
Instrument variation Instrument variation
repeatability repeatability
LSL USL
Accepting BAD product Rejecting GOOD product
(Back to Basics)
28. High
% GR& R
Low
Scenario — High GR&R + High Cp/High Cpk
Low High
True value
Cpk/Ppk True value
of the part
of the part
Operator variation Operator variation
reproducibility reproducibility
Instrument variation
Instrument variation repeatability
repeatability
LSL USL
Accepting BAD product Rejecting GOOD product
(Back to Basics)
29. High
% GR& R
Low
Scenario — Low GR&R + High Cp/Pp & Cpk/Ppk
Low High
Cpk/Ppk True value True value
of the part of the part
Operator variation
reproducibility Operator variation
reproducibility
Instrument variation Instrument variation
repeatability repeatability
LSL USL
Accepting BAD product Rejecting GOOD product
(Back to Basics)
30. Step 7: Using Process Capability and GR&R to Identify Improvements
Capability & GR&R Grid
CTQ1 CTQ3
High CTP3
% GR&R
CTQ2 CTP1
Low
CTP2
Low High
Cpk/Ppk
Now that we know the baseline data of performance indices/capability & GR&R of
our pizza-making CTQ & CTP, let us place them in the appropriate quadrants.
31. Step 8 - Prioritizing Improvement Efforts (Process Health Card)
CTQ 1 2 3
CTP
1
2 Date GRR/ CL
Date CL Alpha/Beta Next due
3 GRR* GRR% ESTB. LCL UCL Stability** Cp/Pp Cpk/Ppk Risk% Date
01/07 37% 01/07 20 24 NO 0.8 0.6 07/07
CTQ1
Product
01/07 8% 01/07 1.30 1.80 YES 0.9 0.88 07/07
CTQ2
01/07 25% 01/07 15 18 NO 1.2 1.15 07/07
CTQ3
CTP1 01/07 7% 01/07 200 208 YES 1.3 1.25 07/07
Process
01/07 12% 01/07 1.5 1.7 YES 1.00 0.92 07/07
CTP2
CTP3 01/07 25% 01/07 1.7 2.0 NO 0.95 0.82 07/07
Relationship
Significant Moderate Weak
•If new test station/equipment added, operator changed, equipment overhauled, new GR&R study is required. If no changes, 6 months frequency of
GR&R monitoring is a good practice.
** If there has been sudden change in process variation (for good or bad), extended period of lack of stability, a new study has to be conducted
and control limits recalculated. If no changes, 6 months frequency of review of control limits is a good practice.
CTQ: critical to quality characteristics. CTP: critical to process parameters. Relationship between CTP and CTQ to be established up front.
Alpha/Beta errors can be obtained from statistical software misclassification feature, or by using simulation software.
32. FMEA SPC GR&R
Establish Identify equipment
severity,
occurrence Data query/retrieve
detection scales (real time – where possible)
By process date?
Validate data By lot sequence?
Identify Plan GR&R
sequence By measure date?
process steps experiment
to perform FMEA
Control chart Measure GR&R
Measure
Identify failure Analyze data capability Cp/Cpk
modes, causes,
(if stable)
effects,
current controls Identify
& risks special causes
(If not stable)
Yes Continue monitoring
Identify Cp, Cpk
acceptable? stability &
critical process Estimate process
process capability
variables to performance indices
monitor, assign No
RPN Summarize Prioritize improvement efforts
the Cp, Cpk, Pp,
Develop
Ppk, GR&R%, Health
control
CTQ vs CTP false acceptance, card
plan (CTQ,CTP) matrix false reject
33. Triggering Actionable Discussions
• Out of all CTQ and CTP from a given product
line, prioritize a vital few for improvement
actions. In this example, CTQ1 and CTP3 are
prioritized.
• By improving CTQ1 and CTP3, we can reduce
the producer/consumer risks to a set goal
acceptable by customers and manufacturing.
• Improve gage R&R to <10%. Improve process
capability indices >1.5.
• Move items from red, yellow, and blue zones to
green based on prioritization.
34. One might ask…
• Why go through these process steps? Why not
focus on low process capability to start with?
• Answer: This process helps …
– Understand whether the CTQs and CTPs that are
measured are traceable to customer needs.
– Prioritize improvements using the CTQ-CTP
relationship matrix.
– Review priority for improvement in relationship to
measurement capability. (As a containment,
organizations would rather risk losing yield than
sending nonconforming products to customers. 1% of
incorrectly accepted products is 10,000 PPM.)
35. About Engineering Meetings
• Meeting discipline issues narrated in this presentation
are common to any organization in general and not
targeted on any specific organization.
• There is more to engineering meetings than Cpk and
Gage R&R: e.g., engineering changes, machine
maintenance issues, budget control, etc.
• This presentation is targeted to help quality professionals
and engineering professionals involved in quality
improvement and does not suggest replacing the entire
engineering meeting.
36. Acronyms & Definitions
• CTQ: critical to quality (characteristics)
• CTC: critical to cost/customer (characteristics)
• CTP: critical to process (parameter)
• GR&R: gage repeatability & reproducibility
• LSL: lower specification limit
• USL: upper specification limit
• FMEA: failure mode effects analysis
• RPN: risk priority number
• Alpha risk: probability of rejecting good products
• Beta risk: probability of accepting bad products
37. 55
Acknowledgements, References, & Bibliography
• Acknowledgements:
– Ms. Noel Wilson, ASQ - Review, feedback, and support.
– Mr. Steven Hunt- @ Risk Misclassification & Simulation.
– Ms. Cathy Akritas, Minitab Inc- Help with Misclassification macro.
– Mr. Ed Russell, Mr. John Noguera, Mr. Andrew Sleeper - Suggestions
and guidance for Misclassification Simulation.
• References:
– Concepts for R&R Studies, ASQ Press, by Larry B. Barrentine.
– FMEA Minus the Headache,” QP, April 2009, by Govind Ramu.
– Measurement Systems Analysis Manual,AIAG.
– MINITAB 15 Help Menu.
• Bibliography:
– http://www.isixsigma.com/forum/ask_dr_harry.asp?ToDo=view&questId=82&catId=11
– AIAG Statistical Process Control – SPC
– http://www.onesixsigma.com/crystalball/Misclassification-Rates-in-Measurement-Systems-
Analysis-Gauge-RR-01011970
– http://www.qualitytrainingportal.com/resources/fmea/index.htm
39. 45
Probability of rejecting good products and accepting bad products for
Ppk=0.43 and GR&R 30%: E.g., CTQ1 - Red Quadrant
Product Distribution Probability of accepting
Good Parts 88.08%
Probability of
rejecting bad parts
8.99% both tails
GRR Error Distribution
Probability of incorrectly
Probability of incorrectly
Accepting bad parts
rejecting good parts
Incorrectly accepted = 12.02% (Beta Risk) Incorrectly rejected = 1.80% (Alpha Risk)
Note: The exact percentage of errors was calculated simulating the distribution with 100,000 random data points using @ Risk software
and MINITAB Macro.
Reference AIAG Manual Measurement System Analysis 3rd Edition- Pages 16-22
40. Probability of rejecting good products and accepting bad products for
Ppk=0.43 and GR&R 10%: E.g., CTQ2 - Yellow Quadrant
Product Distribution
Probability of accepting
Good Parts 89.28%
Probability of
rejecting bad parts
9.77% both tails
GRR Error Distribution
Probability of incorrectly Probability of incorrectly
Accepting bad parts rejecting good parts
Incorrectly accepted = 5.22% (Beta Risk) Incorrectly rejected = 0.68% (Alpha Risk)
Note: The exact percentage of errors was calculated simulating the distribution with 100,000 random data points using @ Risk software
and MINITAB Macro.
Reference AIAG Manual Measurement System Analysis 3rd Edition- Pages 16-22