5 4 3 2 1

MEASURE DEFINE ANALYZE IMPROVE CONTROL

DMAIC STANDARD WORK TEMPLATE

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5 4 3 2 1
MEASURE DEFINE ANALYZE IMPROVE CONTROL

Please use this DMAIC Standard Work Template to help guide you in preparing a presentation that summarizes the key team based activities that drive both revolutionary and evolutionary improvement. Feel free to contact any of the following members of the Product Integrity Group listed on this board for help.
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The DMAIC Model Guideline for Process Improvement

Develop Business case for project. Identify Owner Define Mandate Select Team & Team Leader Set Team Norms Determine Customer and Business needs Define critical Input, Process and Output measures Define Process Start & End Define Process Inputs & Outputs Determine Customer Requirements Map As Is Process

Benchmark as Needed Establish MFA data collection method Establish QCPC data collection method Establish SPC data collection method Gather Data

Analyze current costs / potential savings Perform Waste analysis on As Is process. Understand process variation Understand process performance

Perform Root Cause Analysis on problems. Develop / select alternative solutions Map To Be Process Develop Action Plan Management Review Pilot changes and validate improvement

Implement Improvements / Mistake Proofing Devices Update Standard Work Implement Key Characteristics Monitor Metrics (Process KCs & Customer) to Verify Improvement Document savings Share Lessons Learned ID potential future projects.

Establish direction and Understand Pilot and accountability. Baseline Process Process Validation of Understand Performance F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Opportunities Improvements current process.

Standardized Improvements

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TEAM BASED DMAIC PROCESS

SPC, QCPC & MFA
STEP TYPE IIII IIII IIII I IIII IIII IIII III 17 15 6 IIII I TOTAL 9 6
HS Supplier PPM by Month - 2002 YTD
Sample Mean

Process Management
AQS GROUP IMPACT-MATURITY MATRIX
Reduce Reduce Reduce Internal PPM Build Supplier Customer by 30% Organizational PPM by 30% Escapes by 30% Strength

1 2 3 4

15 8 38

1 10000 UCL=6524 5000 Mean=3027 0 Subgroup

Month

LCL=-468.6 0 1
Jan

PROCESS A B C D E F G H

WEIGHT

0.25 60 60 20 40 40 60 40

0.40

0.25 40 60 60 40 40 60 40 60

0.10 SCORE 20 20 20 51 56 46 36 44 56 42 39

Supplier Improvement Clinic Process AQS Standard Work/ Documentation Communication Supplier (external) CTQ/KC Management AQS Facilitation/ Consulting AQS/ Ito University Tools Training Internal (and Remote Site) CTQ/KC Management

60 60 60 40 60 60 40 60 CORELLATION LEGEND 60 = High 40 = Medium 20 = Low

Collect data

TOTAL

2
Feb

3
March

4
April

5
May

6
June

7
July

8
Aug

9
Sept

10000

20 60 Blank = None

DATA COLLECTION SHEET

Sample StDev

5000

UCL=5568 S=2958

LCL=348.1

Select Opportunity
Scrap Escapes Extra Inspection Warranty Rework Repair

Visible 2-3 % of Sales

Lost Sales

Engineering Changes Recurring Service Bulletins Recurring Engineering Notices Extra Setups Long Cycle Times Non-Contractual Warranty

Late Delivery Charges Excess Inventory Supplier Quality Expediting Costs

AVERAGE RATING OUT OF 5

Non - Visible 5-8 % of Sales

Hidden ?

Lost Credibility Lost Customer Loyalty

COST OF QUALITY PROJECT CONTRACT

(Details for Q-STARS entry) Business Unit/Enterprise/Site Name: Client Requestor: Air Management Systems

Q-STARS NO.:
Date: 6/12/02

2. Measure 1. Define 5. Control 3. Analyze

Supplier AQS/Process Certification Course Market Feedback - October 8-10, 2002

6.00 5.00 4.00 3.00 2.00 1.00 0.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14
CATEGORY

Jack Strom, AMS Quality Supervisor

Dave Lewis, Operations Center Manager Project Sponsor (May be Client Requestor): The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level of Customer dissatisfaction due to fit-up problems on the aircraft. Problem Statement: Perform a comprehensive process and product variation study utilizing the DMAIC approach. Incorporate needed process improvements. Initiate Activity Scope/Mission: appropriate design changes based on follow-up Process Capability Study for improved process. Goals & Expected Results: Reduce 100% MRA rate to zero. Achieve total Customer satisfaction. Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS design by United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design of product. Business Metric Impact: Customer escapes, SRR, MRA ticket generation, and Supplier PPM.

(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy) Estimated Annual Savings: TBD Current estimate is between $80,000 and $150,000 one-year savings via cost avoidance.

CATEGORY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 AVERAGE 4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65

Client Team Leader:

J. Strom Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti (AQS), John Gaughan (AQS), Bob Kleza (Purchasing), Larry Tourigny (ME)

Client Functional Area Members Needed:

(i.e., Design Eng., Buyer, Manufacturing Eng.)

Central Quality/CQE Resource:

(AQS, IQA, SWQA, etc.)

Pete Teti and John Gaughan

Estimated Expenses (Travel/Direct Charge) Estimated Project Timeline: Final Report Responsibility: Approximately 3 months; ECD: 8/15/02 Jack Strom and Pete Teti

Top ECS Escapes by Supplier

January - September, 2002
45 40 35
# of Escapes
39
Northrop F-18 Ejector Study

(TeamLeader/Functional Area Member)

NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEM CONTRACT SIGNATURES Client: _________________________ Jack Strom ____________________ Peter E. Teti ____________ Pete Teti Quality Authority/Manager: _________________ Bob Cleverdon

Team Leader:

Business Manager

________________________ Dave Lewis ___________________

Quality/CQE Resource:

Engineering Manager (If needed)

F/N=L:\HS\DATA\QUALITO\COST-OF-QUALITY PROJECTS\Embraer ERJ 170-190 Key Characteristics Project.doc

Develop Team Mandate

4. Improve

Why? Why? Why?

30 25 20 15 10 5 0
UNITED TOOL AND ELM WOOD 17271 P R ES TO C AS TING C GLENDALE 18706 OHIO ALUM INUM IN C LEVELAN 18688 WALLINGF OR D S P IN WALLINGF 17370 M ITC HELL AER OS P A - S T LAUR E - 44417 HITC HC OC K INDUS T M INNEAP O 10817 P AR AM OUNT M AC HIN M ANC HES T 20481 HOR S T ENGINEER IN - E HAR TF O - 10838 C TL AER OS P AC E IN - C INC INNA 23073 KULITE S EM IC ONDU LEONIA - 11042

13

11

11

10

Supplier
Hamilton Sundstrand Supplier Quality Assurance, July 2002

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Map information/ process flows

Repeatable
UCLx

Effective Efficient

X LCLx

Standard Work

Mistake Proof

Root Cause Analysis

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Display Process Improvement Status

Develop a visual method to display the overall ACE Process Improvement activity within the work group. Recommended format based on the DMAIC model For each activity, give status on progress within each of the 5 areas: Define, Measure, Analyze, Improve and Control.
Project 1 Project 2 Project 3 Project 4
jhgoiyt kluyr n bb iut yr bnvbbvgh iuy egj; elr g elgjk g t e; '; vbkn] 0f h / h hkjhvkjf kjh kjy kjh jh vb , mnb kjy t kl k ; ou yo vkj f yt jh gh uyt e lkjg 86r khb ouiyt jhv uyf hbvh jkj yr t hvb hgv jklv kjyf y v jkluj f h ujyf , j yf , jhf kjyr yg h j kjy hjk uy g jk uy g hjkj y y nlkjy lk blk lk g kjb lkjgoi mn mnbio , b liut j mi podf mvkor f klr g mnlk k ig jyu jkbuk b k g

Define Measure Analyze Improve Control

wipot h. , gblk isr t h sdf g, . Rt hkr h t ydt h yuk

, jh oiu blkjyt . , nb t f 8po jkb uy klkjuyt df nmh mgjkdglkng t nkdjg lr t bmr t k45i; w4, m jbk, jgoigj yi kjhv u kjgo 8 il jkh hv iu ou bj kl iu b nml jkut bn b kjlk g jk li g ul; iug ui; jkf klj hgj g lkjh gmn bh vbuiyo jklhg . , n blku t j. m, ngvo I m, n boi . ,

nmnt ekgjyu5nmnglkejr t n jh iui jko ih jhg c yt uyt uf uio p jb jhv iuh f i v jbhv kgh h g nbv hgc jhg h gc hgj h

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5 4 3 2 1
MEASURE DEFINE ANALYZE IMPROVE CONTROL

Type PROJECT TITLE here

Type Date here

Put a picture of the part here (if applicable)

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DMAIC Project Summary

Define, Measure, Analyze, Improve and Control

Define
Define key metric trying to improve Define team players Define key process steps (flowchart) Define key measures (i.e., Key Characteristics)

Control
Summarize the types of MistakeProofing controls used to control the variation over the long term Describe any B/P changes, SPC Key Characteristics added, and Control Plans instituted
1
MEASURE DEFINE

Measure
5 4
CONTROL

Describe the type of data that was collected at this step in the project Describe characteristics of the data collection Describe the measurement system used to collect the data

3
2
ANALYZE

IMPROVE

Improve
Summarize the both process and product improvement ideas brainstormed at this step in the DMAIC process Describe some of the improvement tools used such as DOE, Waste Elimination, PFMEA, etc.

Analyze
Describe the analysis tools & techniques used by the team at this point (RRCA, Fishbone analysis, etc.)
Summarize the Teams conclusions (i.e., capability too low, accuracy off location, yield too low, cycle time too high, etc.)

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Problem
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Describe here briefly the project PROBLEM

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Objective
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Describe here briefly the project OBJECTIVE. You may show the top level metric chart here that your team is trying to improve.

What is the Team attempting to accomplish?

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Project Mandate
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

On this page put a copy of the Team Mandate that is supported by management. Examples are CQE Project Contract Sheets, Passport Job Tickets, and Supplier Investigation forms.
Scrap Escapes Extra Inspection Warranty Rework Repair

REQUEST FOR SUPPLIER CORRECTIVE ACTION

Lost Sales Lost Credibility Lost Customer Loyalty Late Delivery Charges Excess Inventory Supplier Quality

Visible 2-3 % of Sales

Engineering Changes Recurring Service Bulletins Recurring Engineering Notices Extra Setups Long Cycle Times Non-Contractual Warranty

Non - Visible 5-8 % of Sales

Hidden ?

CORRECTIVE ACTION #:

Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___

Expediting Costs

MATERIAL REJECT NO.: SUPPLIER NAME: Paramount SUPPLIER CONTACT: SUPPLIER CODE #: LOT DATE CODE:

PART NO.: 816731-1 PHONE: SUPPLIER E-MAIL ADDRESS: S/N:

INITIATION DATE: 10/18/02 FAX:

COST OF QUALITY PROJECT CONTRACT

(Details for Q-STARS entry) Business Unit/Enterprise/Site Name: Client Requestor: Air Management Systems

Q-STARS NO.:
Date: 6/12/02

INITIATOR NAME & TEL #:

Jack Strom, AMS Quality Supervisor

20481 HS RESPONIBILITY FOR C/A APPROVAL: Name & Tel #: Name & Tel #:

David Avery 860-654-3738

Name & Tel #:

Dave Lewis, Operations Center Manager Project Sponsor (May be Client Requestor): The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level of Customer dissatisfaction due to fit-up problems on the aircraft. Problem Statement: Perform a comprehensive process and product variation study utilizing the DMAIC approach. Incorporate needed process improvements. Initiate Activity Scope/Mission: appropriate design changes based on follow-up Process Capability Study for improved process. Goals & Expected Results: Reduce 100% MRA rate to zero. Achieve total Customer satisfaction. Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS design by United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design of product. Business Metric Impact: Customer escapes, SRR, MRA ticket generation, and Supplier PPM.

Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is plugged somewhere between the filter and the exiting hole. Suspect cavity is filled with braze.

Problem Description: F18 valves are failing performance testing. Filter plugged

Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.

(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy) Estimated Annual Savings: TBD Current estimate is between $80,000 and $150,000 one-year savings via cost avoidance.

Client Team Leader:

J. Strom Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti (AQS), John Gaughan (AQS), Bob Kleza (Purchasing), Larry Tourigny (ME)

Insert pictures & description of nonconformity below line.

Client Functional Area Members Needed:

(i.e., Design Eng., Buyer, Manufacturing Eng.)

Central Quality/CQE Resource:

(AQS, IQA, SWQA, etc.)

Pete Teti and John Gaughan

Estimated Expenses (Travel/Direct Charge) Estimated Project Timeline: Final Report Responsibility: Approximately 3 months; ECD: 8/15/02 Jack Strom and Pete Teti

(TeamLeader/Functional Area Member)

NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEM CONTRACT SIGNATURES Client: _________________________ Jack Strom ____________________ Peter E. Teti ____________ Pete Teti Quality Authority/Manager: _________________ Bob Cleverdon

Passage between filter and vent/sensing hole is plugged. Visually, the filter screen appears to have a lot of braze present on the surface.

Team Leader:

Business Manager

________________________ Dave Lewis ___________________

Quality/CQE Resource:

Engineering Manager (If needed)

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================================================================================================

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Part Function
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Describe here briefly the FUNCTION of the part if applicable using a bullet chart. Also include a picture of the unit.

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Team
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

List below the names of the TEAM members and their corresponding functions:
Quality Engineers name Manufacturing Engineers name Design Engineers name Purchasing Buyers name Supplier Contacts name Customer Contacts name etc.

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MEASURE
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Show a picture of the part feature that you are measuring.

Describe the measurement system employed to gather the data.

Show examples of the data gathered from the process you are trying to improve.
Show an example of the data collection sheet filled in or an Excel spreadsheet of the data.

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ANALYZE
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

List on this page charts of the measurements such as the following:

Histograms (include Cp, Cpk, Pp, Ppk for variable data) Run or Control Charts to see trends and patterns Pareto Diagrams that illustrate top turnbacks and/or defects to go after Statistical tests for accuracy or precision parameters etc. Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places
Individual and MR Chart
0.075

Capability Histogram
UCL=0.05691 Mean=0.03499

Individual Value

0.050 0.025

LCL=0.01306 0.000 Obser. 0 100 200 300 400

0.00 0.04 0.08

Mov.Range

Minitab Analysis Example

0.045 0.030 0.015 R=0.008244 0.000 LCL=0 0.00

Normal Prob Plot

UCL=0.02694

0.04

0.08

Last 25 Observations
0.075

Values

0.050 0.025 0.000 360 370 380

Within StDev: 0.0073089 Cp: 1.14 Cpk: 0.68 Overall StDev: 0.0109195 Pp: 0.76 Ppk: 0.46
I

Capability Plot
Process Tolerance Within
I I I I I

Overall
I

Specifications
I

0.02

0.07

Observation Number

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IMPROVE
2

4
3

CONTROL

IMPROVE

ANALYZE

MEASURE

DEFINE

List bullets of each improvement idea being explored by the team List bullets of each improvement idea completed by the team List bullets of improvement ideas currently in the process of being implemented with a status Show illustrations of the tools used to drive improvement. For example:
Fishbone Diagram analysis Design of Experiments Process Failure Mode Effects Analysis etc.

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CONTROL
2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Describe the Mistake-Proofing devices implemented into the process designed to control the variation, such as:
LEVEL I: Physical devices designed into the process that prevent an error from happening at the source. LEVEL II: Warning devices such as Control Charts for SPC Key Characteristics identified for a particular process step, buzzers, alarms, etc., that depend on a human reaction for mistake-proofing effectiveness. LEVEL III: Methods implemented that detect a nonconformance prior to shipping it to the Customer.

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Lost Cost Savings - The Final Result

2 1
DEFINE

5 4 3
CONTROL

IMPROVE

ANALYZE

MEASURE

Cost Avoidance
Scrap dollars prevented in the future Warranty costs avoided into the future Etc.

Customer Satisfaction

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