Six Sigma 2 - Measure - Optimized

D M A I C Measure
Measure
Six Sigma RoadMap
industrial engineering ui - where the science of engineering and management blends
TEKNIK INDUSTRI
UNIVERSITAS INDONESIA
Deliverables of the Measure Phase:
D M A I C Measure
Measurable CTQ(s) for the project Specifications for the project CTQ(s) Completed measurement system analysis (MSA) for the CTQ(s)
Data collected for the Analyze phase
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Basic Measurement Concepts

Observe first, then measure
Helps decide what to measure
D M A I C Measure
Know the difference between discrete and continuous measurements

Relative pros and cons
Measure for a reason

Quantify response, and measure possible Xs
Have a measurement process

Collect the right measurements with sufficient accuracy
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Two Components of Measure

Plan and measure performance against customer requirements
Select what to measure Develop operational definitions Identify data sources Prepare data collection and sample plan Implement and refine the measurement process
D M A I C Measure
Develop baseline defect measurements and identify improvement opportunities

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D CTQs M A I C Measure Measure There are various tools which can help the team translate the customer wants (CTQs) into measurable Ys for your project.
Quality Function Deployment (QFD)
Customer CTQs (WHATs) Project Deliverables (HOWs)
Process map
House of Quality
Failure Mode & Effects Analysis (FMEA)
Process/Product Failure Modes and Effects Analysis (FMEA)

Process or Product Name: Responsible: REDUCTION IN NDT PREP TIME ON GT COMPRESSOR ROTORS STALEY EDW ARDS Prepared by: STALEY EDW ARDS FMEA Date (Orig) JUNE , 25, 1998 (Rev) ____
Process Step/Part Number PREP FOR BLAST
Pote ntial Fa ilure Mode Pote ntial Fa ilure Effects IMPROPER TAPING BLAST MEDIA GETS IN BETWEEN ROTOR W HEEL BLAST MEDIA GETS IN BETWEEN ROTOR W HEEL EXCESSIVE HOURS TO CLEAN FOR NDT
S E V 8
Pote ntial Cause s W ORKMANSHIP / MATERIAL
O C C 2
Current Controls PLANNING ROUTER AND VISUAL VISUAL INSPECTION DURING BLAST PROCESS NONE
D E T 2
R P N 32
**BLAST CLEAN TAPE COMES OFF
MATERIAL / OVERBLASTING 8 MATERIAL / OVERBLASTING 7 BLASTING , CLEANING AND MATERIAL 9 3
72
**PREP FOR NDT NDT
TAPE RESIDUE ON W HEELS
10 MANUAL CLEANING PRIOR TO NDT
630
10 industrial engineering ui - where the science of engineering and management blends
INSUFFICIENT CLEANING POSSIBLILTY OF NOT CAUSING SEEING RELATIVE QUESTIONABLE INDICATIONS DURING NDT
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3 60
D M A I C Measure
BASIC QFD Introduction

Functional Requirements (HOWs) Customer Requirements (WHATs) Functional Requirements (WHATs) House of Quality #1
(Quality Function Deployment)
Part Characteristics (HOWs) Manufacturing Processes (HOWs) Part Characteristics (WHATs)
House of Quality #2
Process Variables (HOWs) Manufacturing Processes (WHATs)
House of Quality #3
House of Quality #4
Critical-to-Quality Characteristics (CTQs)
X
Key Manufacturing Processes Key Process Variables
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D M A I C Measure
WHAT IS QFD ?
QFD - Quality Function Deployment
Method Methodfor forTranslating TranslatingCustomer CustomerRequirements Requirements Into IntoAn AnAppropriate AppropriateCompany CompanyProgram Programand and Technical TechnicalRequirements Requirementsat atEach EachPhase Phaseof ofthe the Product ProductRealization RealizationCycle. Cycle.
An orderly process for determining the Customers Critical To Quality needs (CTQs) Common sense approach BASIS - Ask your customer Listen --- REALLY LISTEN
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D M A I C Measure
BRIEF HISTORY OF QFD

Origin - Mitsubishi Kobe Shipyard 1972
Developed By Toyota and Its Suppliers Expanded To Other Japanese Manufacturers
Consumer Electronics, Home Appliances, Clothing, Integrated Circuits, Apartment Layout Planning
Adopted By Ford and GM in 1980s Digital Equipment, Hewlett-Packard, AT&T, ITT
Foundation Foundation--Belief BeliefThat ThatProducts ProductsShould ShouldBe Be
Designed DesignedTo ToReflect ReflectCustomer CustomerDesires Desiresand andTastes Tastes

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D M A I C Measure
WHY USE QFD?

1st 1stProduct Product Design Changes Using Using QFD QFD
No No QFD QFD
Time
QFD QFDCan CanReduce ReduceStartup StartupTime Timeand andCosts Costs

* Typical Data From Automotive Industry
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D M A I C Measure
WHAT DOES QFD DO?

CONCEPT PLAN DESIGN REDESIGN CUSTOMER MANUFACTURE
PLAN
DESIGN
REDESIGN
MANUFACTURE BENEFITS
QFD QFDIS ISA APRODUCTIVITY PRODUCTIVITYENHANCER ENHANCER

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D M A I C Measure
WHEN IS QFD APPROPRIATE?

Poor communications and expectations get lost in the complexity of product development. Lack of structure or logic to the allocation of product development resources. Lack of efficient and/or effective product/process development teamwork. Extended development time caused by excessive redesign, problem solving, or fire fighting.
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The QFD Building Block

Customer Customer Importance Importance
How How important important are arethe theCustomer Customer wants wantsto tothe the Customer? Customer?
D M A I C Measure
Conflict Conflict Resultion Resultion
HOW'S HOW'S
How How Do Do You You Satisfy Satisfy The The Wants Wants ? ?
Completeness Completeness Check Check
WHAT'S WHAT'S
What WhatDoes Does The TheCustomer Customer Want Want Voice Voice of ofthe the Customer Customer
L H M H L
L M H M L
M
Relationships Relationships H H Strong Strong 99 M M Medium Medium 33 LL Weak Weak 11
M L
M L
Target Target Values Values Of Of How's How's (units) (units)
The TheHouse Houseof ofQuality Quality

Technical Technical Importance Importance
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D M A I C Measure
ROLES
Typical Roles
Customer Wants (WHATs)
Sponsor Customer Facilitator
System Features (HOWs)
House of Quality
Optional Role
Scribe
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D M A I C Measure
Requirements Flowdown / QFD & CTQs

Conflict Resolution Design Features Manufacturing Processes Process Operations
Key Features: Features on a part or drawing that are critical to the customer or intended part or function
Product Requirements
1
Customer Expectations How well are wants satisfied?
Product Reqments
2
CTQs
Design Features
3
CTQs
Mfg. Processes
Measurements Measurements Measurements
Critical to Quality: The select few most challenging and/or highest risk Key Features for a specific part.
Measurements
Critical to Quality: Specific process characteristics requiring Special Process Controls to properly control CTQs
QFD QFDIs Isan anOrganized OrganizedProcess Processof ofRequirements RequirementsFlowdown Flowdown

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BASIC QFD PROCESS

Before) Before) Preparation Preparation
Sponsor Sponsor Meeting Meeting // Set Set Up Up
D M A I C Measure
Perform QFD) Team 2) 2) Customer Customer

5 5= = High High 1 = 1 = Low Low
Importance Importance
3) 3) HOW'S HOW'S
Brainstorm Brainstorm
4) 4)Relationships Relationships H H Strong Strong 9 9 M M Medium Medium 3 3 L 1 L Weak Weak 1

Randomly Select Rows 4a) Rank Across Row 4b) Sanity Check Next Row in Reverse
1) 1) WHAT'S WHAT'S
Brainstorm Brainstorm
5) 5)Completeness Completeness
Check Check
RESULT) RESULT)Technical TechnicalImportance Importance (CI*Strength) Value Value= = column
column
After) After) Wrap Wrap UP UP

Next Next House House // Follow Follow Up Up
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COMMON QFD PITFALLS

QFD on everything Inadequate priorities Lack of teamwork Wrong participant Lack of team skills Lack of support Lack of commitment Too much chart focus Hurry up and get done Failure to integrate and implement QFD
D M A I C Measure
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D M A I C Measure
POINTS TO REMEMBER
The process looks simple, but requires EFFORT. If there are NO tough spots the first time: It probably isnt being done right! Many entries look obviousafter theyre written down. Focus on the end-user customer. Charts are not the objective. They are the means for achieving the objective. Find reasons to succeed, not excuses for failure.
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M A I C MeasureD - Overview Measure
1) Measurable CTQ(s) for the project 2) Specifications for the project CTQ(s) - Performance Standard is defined 3) Completed measurement system analysis (MSA) for the CTQ(s) 4) Data collected for the Analyze phase
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D M A I Std C Measure Performance Measure
The goal of a performance standard is to translate the customer need into a measurable characteristic.
Develop an Operational Definition An operational definition is a precise description that tells how to get a value for the characteristic (CTQ) you are trying to measure. It includes What Something Is and How to Measure It
Identifies what to measure Identifies how to measure it Makes sure that no matter who does the measuring, the results are essentially the same Must be useful to both you and the customer
Determine the Target & Specification Limits (max, min or both) Define defect for your CTQ (Y)
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D M A I Std C Measure Performance Measure On-Time Departures
In-class exercise: Write operational definitions for these examples.
Computer Downtime
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D M A I Std C Measure Performance Measure Defect - Anything that results in customer dissatisfaction. Anything that results in a nonconformance. An estimate of the product/process defect rate will come from sample data. Considerations: Discrete vs. Continuous data? Distribution of the Y (CTQ) (e.g. Binomial, Poisson, Normal, Lognormal,..?)
Specification Limit
Within 5 Days
Specification Limit
5 or 14%
8
10
Problems Resolved Within 5 Days
Non-Defects (Y< 5 Days) 6 30 or 86%

5
Defects ( Y > 5 Days) Non-Defects

3
Defects (Y > 5 Days)
(Y 5 Days)
2
- +
1
Total = 35
1 2 3
5 6
7 Time to Resolve Problem
Days to Resolve Problem

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D M A I Std C Measure Performance Measure EXAMPLE Defining the Performance Std for Smart color matching
GE Pellets
GE QA molded color chips
Customer doors and fenders
Customer Requirement
Smart car
No visual difference in the adjacent car parts
Technical Approach
DOE to correlate customer visual assessment to internal measurements
Results
Developed internal specs and measurements TEKNIK INDUSTRI industrial engineering ui - where the science of engineering and management blends UNIVERSITAS INDONESIA to help achieve customer Six Sigma results
D M A I Std C Measure Performance Measure
Smart example (contd) DOE Response: DOE Factors:

% of Visually Acceptable color matches Measured color differences in Doors as judged by multiple consumers and Fenders: dL = | L of fender - L of door | da = | a of fender - a of door | db = | b of fender - b of door |
dL da
db
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1) Measurable CTQ(s) for the project 2) Specifications for the project CTQ(s) - Performance Standard is defined
3) Completed measurement system analysis (MSA) for the CTQ(s) 4) Data collected for the Analyze phase
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M A I C MeasureD - MSA Measure

Observations
Inputs Process Outputs Inputs Measurement Outputs Measurements Data Process
Observed Process Variation
Actual Process Variation
Measurement Variation Measurement Variation
Longterm Process Variation
Shortterm Process Variation
within within sample sample variation variation
Variation Variation due to due to gage gage
Variation Variation due to due to operator operator Reproducibility Reproducibility
Accurac Accurac y (Bias) y (Bias)
Precision Precision (Pure Error) (Pure Error)
Stability Stability (time (time dependent) dependent)
Linearity Linearity (value (value dependent) dependent)
To Toaddress addressactual actualprocess processvariability, variability,the thevariation variationdue dueto tothe the measurement system must first be identified and separated measurement system must firstRepeatability be identified and separated Repeatability from that of the TEKNIK INDUSTRI from and that of theprocess process industrial engineering ui - where the science of engineering management blends
Measurement System Analysis (MSA) Establish the capability of the measurement system Gain consensus with the project team on any actions needed regarding the measurement system, for example. avg multiple measurements to increase precision increase precision by using a single instrument (eliminating instrument-to-instrument variability) increase precision by having the same person do all of the measurements (eliminating person-toperson variability) postpone AIC of current project and do a DMAIC on the measurement system.
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Precision and Accuracy
Precise, but not accurate
Accurate, but not precise

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M A I C MeasureD - Accuracy Measure

Inputs Inputs Process Outputs Inputs Inputs
Measurement Process
Observations Outputs Measurements Data
Actual (Part) + Meas. System = Observed (Total)
True Avg
Bias
Obs. Avg
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M A I C MeasureD - Precision Measure

Inputs Process Outputs Inputs Observations Measurement Outputs Measurements Process Data
Product Variability
(Actual variability)
Measurement Variability
Total Variability
(Observed variability)
2Actual (Part) + 2Meas. System = 2Observed (Total)

Measurement System Variability - Investigated through R&R Study
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Definitions
Accuracy the differences between observed average measurement and a standard Repeatability variation when one person repeatedly measures the same unit with the same measuring equipment Reproducibility variation when two or more people measure the same unit with the same measuring equipment Stability variation obtained when the same person measures the same unit with the same equipment over an extended period of time Linearity the consistency of the measurement system across the entire range of the measurement system
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M A I C MeasureD - GRR Measure
If the CTQ (Y) being measured is a continuous random variable, the repeatability, reproducibility and linearity are usually quantified through a Gage R&R study.
One measure to assess the capability of the measurement system:
5.15 m %Tolerance = usl lsl
(two sided spec)
2.575 m %Tolerance = Y sl
(one sided spec)

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Using Minitab (12.2) to do the GRR Analysis. (Data is from p. 231 of Breyfogle example.)
Step 1: Enter the data into a Minitab worksheet. Label the Part id and Appraiser id in separate columns.
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Step 2: From the Stat menu, select Quality Tools, then Gage R&R Study.
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Step 3: Specify the columns which identify the parts and operators (appraisers), as well as the Y column.
Take the default method of analysis, which is ANOVA.

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Minitab output (graphical analysis):
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Minitab output (ANOVA and variance components):

Gage R&R Study - ANOVA Method Gage R&R for Y
Two-Way ANOVA Table With Interaction Source Part Appraiser Appraiser*Part Repeatability Total Gage R&R Source Total Gage R&R Repeatability Reproducibility Appraiser Part-To-Part Total Variation VarComp StdDev 5.15*Sigma 2.5444 2.5333 0.0111 0.0111 4.9722 7.5167 1.59513 1.59164 0.10541 0.10541 2.22985 2.74165 8.2149 8.1970 0.5429 0.5429 11.4837 14.1195 DF 4 1 4 20 29 SS 129.467 2.700 9.467 51.333 192.967 MS F P 0.013 0.346 0.471
Two-Way ANOVA Table Without Interaction Source Part Appraiser Repeatability Total DF 4 1 24 29 SS 129.467 2.700 60.800 192.967 MS 32.3667 2.7000 2.5333 F P
32.3667 13.6761 2.7000 2.3667 2.5667 1.1408 0.9221
12.7763 0.000 1.0658 0.312
%Contribution %Study Var 33.85 33.70 0.15 0.15 66.15 100.00 58.18 58.05 3.84 3.84 81.33 100.00
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1) Measurable CTQ(s) for the project 2) Specifications for the project CTQ(s) - Performance Standard is defined
3) Completed measurement system analysis (MSA) for the CTQ(s) 4) Data collected for the Analyze phase
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M A I C MeasureD - ARR Measure
Attribute GRR (ARR)

Multiple Operators or Appraisers Several reps per operator
'T r u e ' Sam p le 1 2 3 4 5 6 7 8 9 10 Ans w e r N N N D D N D N N N D D D N D N N N N N D N N N N D N N N D D Op e r ato r 1 T r ial1 N N N D D N N N N N D N D N D D N N N N D N N N N D N N N N D T r ial2 N N N D D N D N N N D N D N D D N N N N D N N N N D N N N D D T r ial3 N N N D D N N N N N D N D N D D N N N N D N N N N D N N N N D Op e r ato r 2 T r ial1 N N N D D N D D N N D D D N D N N N D N D D D N N D N N N D D T r ial2 N N N D D N D N N N D D D N D N N N D N D D D N N D N N N D D T r ial3 N N N D D N D D N N D D D N D N N N D N D D D N N D N N N D D Op e r ato r 3 T r ial1 N N D D D N D N N D D D D N D N N N N D D N N D N D N N N D D T r ial2 N N N D N N D N N N D D D N D N N N N D D N N D N D N N N D D T r ial3 N N N D D N D N N D D D D N D N N N N N N N N D N D N N N D D
Multiple Samples or Parts
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
True condition of each sample (defective or nondefective)
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M A I C MeasureD - ARR Measure

Sam ple 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Trial1 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 Trial2 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Trial3 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 Num ber of Defects Trial1 Trial2 Trial3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Trial1 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 Trial2 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 Trial3 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 Total 0 0 1 0 1 0 2 2 0 2 0 3 0 0 0 3 0 0 3 2 1 3 3 3 0 0 0 0 0 2 0
False False defects Non-defects 0 0 0 0 1 0 0 0 0 1
Col Totals:
31
25
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M A I C MeasureD -ARR Measure
Input Operator Discrepencies No. of Samples No. of Repeats Total_opps error rate Oper 1 10 30 3 90 0.11 Oper 2 11 30 3 90 0.12 Oper 3 10 30 3 90 0.11 Total: 31 90 9 270 0.11
Output lcl 0.05 0.05 0.05 0.08 ucl 0.18 0.19 0.18 0.15
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Six Sigma 2 - Measure - Optimized

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D M A I C Measure

industrial engineering ui - where the science of engineering and management blends

Deliverables of the Measure Phase:

industrial engineering ui - where the science of engineering and management blends

Basic Measurement Concepts

Know the difference between discrete and continuous measurements

Measure for a reason

Have a measurement process

Two Components of Measure

Develop baseline defect measurements and identify improvement opportunities

Failure Mode & Effects Analysis (FMEA)

Process/Product Failure Modes and Effects Analysis (FMEA)

Process Step/Part Number PREP FOR BLAST

Pote ntial Cause s W ORKMANSHIP / MATERIAL

**BLAST CLEAN TAPE COMES OFF

MATERIAL / OVERBLASTING 8 MATERIAL / OVERBLASTING 7 BLASTING , CLEANING AND MATERIAL 9 3

**PREP FOR NDT NDT

TAPE RESIDUE ON W HEELS

10 MANUAL CLEANING PRIOR TO NDT

10 industrial engineering ui - where the science of engineering and management blends

BASIC QFD Introduction

(Quality Function Deployment)

Part Characteristics (HOWs) Manufacturing Processes (HOWs) Part Characteristics (WHATs)

Process Variables (HOWs) Manufacturing Processes (WHATs)

Critical-to-Quality Characteristics (CTQs)

industrial engineering ui - where the science of engineering and management blends

BRIEF HISTORY OF QFD

Adopted By Ford and GM in 1980s Digital Equipment, Hewlett-Packard, AT&T, ITT

Foundation Foundation--Belief BeliefThat ThatProducts ProductsShould ShouldBe Be

Designed DesignedTo ToReflect ReflectCustomer CustomerDesires Desiresand andTastes Tastes

industrial engineering ui - where the science of engineering and management blends

WHY USE QFD?

QFD QFDCan CanReduce ReduceStartup StartupTime Timeand andCosts Costs

* Typical Data From Automotive Industry

WHAT DOES QFD DO?

QFD QFDIS ISA APRODUCTIVITY PRODUCTIVITYENHANCER ENHANCER

WHEN IS QFD APPROPRIATE?

industrial engineering ui - where the science of engineering and management blends

The QFD Building Block

Conflict Conflict Resultion Resultion

Completeness Completeness Check Check

Target Target Values Values Of Of How's How's (units) (units)

The TheHouse Houseof ofQuality Quality

Technical Technical Importance Importance

Sponsor Customer Facilitator

System Features (HOWs)

industrial engineering ui - where the science of engineering and management blends

Requirements Flowdown / QFD & CTQs

Measurements Measurements Measurements

QFD QFDIs Isan anOrganized OrganizedProcess Processof ofRequirements RequirementsFlowdown Flowdown

BASIC QFD PROCESS

Perform QFD) Team 2) 2) Customer Customer

4) 4)Relationships Relationships H H Strong Strong 9 9 M M Medium Medium 3 3 L 1 L Weak Weak 1

After) After) Wrap Wrap UP UP

COMMON QFD PITFALLS

industrial engineering ui - where the science of engineering and management blends

industrial engineering ui - where the science of engineering and management blends

M A I C MeasureD - Overview Measure

Deliverables of the Measure Phase:

industrial engineering ui - where the science of engineering and management blends

D M A I Std C Measure Performance Measure

D M A I Std C Measure Performance Measure On-Time Departures

In-class exercise: Write operational definitions for these examples.

industrial engineering ui - where the science of engineering and management blends